APAC Outlook - issue 62

ENERGY LOCALS

Cheaper, cleaner and fairer energy

BOWEN COKING COAL

We speak to the Executive Chairman of Bowen Coking Coal, Nick Jorss, about the company’s successful acquisitions and its tenacious efforts in sustainability

GDEX BERHAD

Growing express delivery services across Southeast Asia

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EDITORIAL

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

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

Editor: Jack Salter jack.salter@outlookpublishing.com

Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com

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PRODUCTION

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Facing Up to the Future

Welcome to our latest edition of APAC Outlook magazine. Before diving into our corporate stories, this issue showcases a selection of features shining a light on sustainability, with a particular focus on agriculture across the APAC region. In Indonesia, we foreground the advent of sustainable coffee farming practices, before unpacking Australia’s historic wool farming industry as a world leader in the provision of a responsible, wearable, and sustainable resource.

Moving agriculture firmly into the future, our Expert Eye shares authentic insight into the upskilling needed to keep pace with the journey to ‘farming 2.0’, as data and spreadsheets become the new hoes and shovels. Looking backwards to move forwards, we face the facts of meat production and the potential of a protein future free from animal rearing with BioTech innovator, Vow, who has taken the world by storm with the creation of a single meatball made from the DNA of a woolly mammoth.

Elsewhere, peruse an assortment of insightful interviews as we highlight the movers and shakers of Australian mining, including Bowen Coking Coal, Talisman Mining Limited and Swick Mining Services, to name but a few.

In Papua New Guinea, step into the ever-evolving sphere of telecommunications, as we speak with PNG DataCo Limited, and the essential implementors of subsea cable connections, Southern Cross Cables Limited.

Lastly, we ask the leaders and CEOs who so kindly shared their time with us for this issue, to share their thoughts on their greatest motivators. We hope that you find this read equally motivational.

Phoebe Harper Editorial Director, Outlook Publishing

Around Asia Pacific in seven stories

The skills revolution is coming to Sustainable Coffee Farming

Brewing a richer future for coffee farmers

22

18 Food & Beverage

Back from the Brink

Transforming the future of food through cultured meat production

TOPICAL FOCUS

22 Agriculture

Woven with Sustainability

Inside Australia’s historic wool industry

186 THE FINAL WORD

What are your greatest motivators as a leader?

SUPPLY CHAIN

138 GDEX Berhad

Delivering on Expansion

Growing express delivery services across Southeast Asia

CONSTRUCTION

142 Building Façade Group

The Face of Façade Consultancy

Technical expertise in Singapore and beyond

158 McGregor Coxall

Managing Metropolitan Metamorphoses

Sculpting superior urban designs

164 Meinhardt EPCM

Shaping Future Cityscapes

Leading EPCM services internationally

GOVERNMENT & EDUCATION

170 Department of Transport and Main Roads (TMR)

Champions of Transport Innovation

Changes on the horizon for transport in Queensland

FOOD & BEVERAGE

180 MBL Food & Packaging

At the Customer’s Convenience Putting customer service and functionality first

INDONESIA SEEKS SOLAR INVESTMENT

A USD$700 MILLION investment is being sought by Indonesian state utility, Perusahaan Listrik Negara (PLN), to install a 200 megawatt (MW) solar panel.

The investment will be used to replace diesel power generators and reduce carbon emissions, as part of PLN’s ambitions to have 6.48 gigawatts (GW) of solar panels installed by the end of the decade and reach net zero by 2060.

The 200MW solar panel represents the initial phase of a longer-term plan to replace 1GW of diesel power plants with solar power.

TOYOTA AND DAIMLER COMBINE TRUCK OPERATIONS

A PRELIMINARY DEAL has been struck between Toyota and Daimler to combine their Japanese truck units under a holding company.

The tie-up is seen as a chance to achieve the necessary scale to make technological advances. Funding is a major challenge in the acceleration towards net zero, and economies of scale are the only way to make this parallel tech development work.

BHP UNLEASHES THE POWER OF DIGITAL

WORLD-LEADING

AUSTRALIAN

RESOURCES

company, BHP, has partnered with Microsoft to enable increased copper recovery at its Escondida mine using artificial intelligence (AI) and machine learning (ML).

Over the next three decades, BHP predicts that the world will need to double the amount of

Toyota and Daimler will pursue joint development, procurement and production, invest equally in the company, and collaborate on the development of hydrogen and other technologies in areas such as connectivity and autonomous driving. A definitive agreement is expected to be signed in the first quarter of 2024, before the transaction is set to close by the end of next year.

ENERGY & UTILITIES AUTOMOTIVE MINING

USD$20 billion of public and private financing has already been pledged by a coalition of countries to help Indonesia transition to cleaner energy under the Just Energy Transition Partnership.

copper produced, as decarbonisation technologies such as electric vehicles (EVs), offshore wind and solar farms continue to be developed.

Located in the Atacama Desert in northern Chile, over one million metric tonnes of copper are produced per annum by Escondida, the world’s biggest copper mine.

The partnership with Microsoft will leverage BHP’s newly deployed Azure Machine Learning operations platform, as well as other Azure services.

Asia Pacific in seven stories…

ASAHI SETS SIGHTS ON CHINA

AFTER PULLING OUT of China a few years ago, Japan’s largest brewer plans to dive back into the world’s largest beer market.

Asahi initially divested from the country due to the lack of premium products and low prices, however the entry of international brands and craft beer has seen the premium segment in China take off and grow substantially.

The company, whose core brands include Asahi Super Dry and Peroni, therefore plans to revive its investment in China’s premium market.

China has been the world’s largest beer market since 2002 and is also the fastest growing, with total revenue projected to reach USD$131.5 billion by the end of the year.

PETRONAS TO EXPLORE NATURE-BASED SOLUTIONS PROJECTS

PETRONAS AND THE Malaysia Forest Fund (MFF) have signed a Memorandum of Understanding (MoU) to explore and develop highquality nature-based solutions (NBS) projects in Malaysia.

Offering immediate, scalable and cost-effective pathways to reduce net emissions, as well as contributing to climate mitigation and community co-benefits, NBS comprises all activities related to the conservation and restoration of natural ecosystems to lower the concentration of greenhouse gases (GHGs) in the atmosphere.

NBS has been identified by the United Nations Intergovernmental Panel on Climate Change (IPCC) as capable of achieving 37 percent of

the emissions reductions needed by 2030.

Petronas aims to help unlock opportunities in the Malaysian NBS market to deliver sustainable business value and help protect, conserve and restore the natural environment.

TECHNOLOGY

TIKTOK TESTS AI CHATBOT IN THE PHILIPPINES

A CHATBOT THAT can converse with users about short videos and help them discover entertaining and inspiring content is in the early days of being explored by TikTok in the Philippines.

The social media platform is conducting tests of the chatbot, which is called “Tako”, with select users in the country.

Always exploring new technology, Tako is one example of how TikTok is testing new ways to power search and discovery on the app in select markets.

A trademark application for “TikTok Tako” has been submitted in categories including computer software for the artificial production of human speech and text.

AEROSPACE

C919 PASSENGER PLANE ENTERS SERVICE

THE MAIDEN COMMERCIAL flight of China’s first domestically manufactured large passenger plane has been completed successfully.

C919, which accomplished the Shanghai-Beijing leg of the journey in just under three hours with more than 130 passengers on board, was built by the Commercial Aviation Corporation of China (COMAC), who hopes to disrupt the dominance of single-aisle jets manufactured by Airbus and Boeing.

Although the 164-seater plane can carry many more passengers and has a far longer range than China’s first domestic jet, the ARJ21, it still relies heavily on Western components including engines and avionics.

COMAC plans to produce 150 C919s annually in five years’ time and has already secured more than 1,200 orders.

Charlotte Wolff-Bye, VP and CSO of Petronas (second from left) and Datuk Jeffri Abd Rasid, CEO of MFF (second from right) at the MoU signing ceremony in Kuala Lumpur

PHOTO: PETRONAS.COM

The Skills Revolution is Coming to Agriculture

Annee Bayeux, Chief Learning Strategist at Degreed, discusses the skills agriculture leaders will need to build in their workforces to make automation and other transformations a reality

Written by: Annee Bayeux, Chief Learning Strategist at Degreed

Like many industries globally, agriculture is going through a significant transformation thanks to advances in automation, robotics, blockchain, and artificial intelligence (AI). Alongside this, pressure on the agriculture system, both in terms of supply and supply chains, as well as societal pressure to become more sustainable, is driving new innovations in farming such as precision and vertical farming. In other words, the

farm of tomorrow may look very different to what we’re used to. That requires a host of different skills, because with any transformation, you need people equipped with the skills and knowledge to make it a reality.

Agriculture has a unique challenge in upskilling its workers ready for farming 2.0 as they are often distributed across a site (or multiple), they can be seasonal workers, and

they may not immediately understand why they need to learn a new skill, especially if it’s to do with automation.

UPSKILLING ENSURES FUTURE WORK OPPORTUNITIES

Conversely, upskilling can provide relief for workers concerned about automation taking their jobs.

Estimates by the Penang Institute suggest that over half of occupations within agriculture will be automated

within the next two decades, leaving farm workers doing the majority of their work behind a screen for the first time in the sector’s history. The kinds of skills these future farmers will need will be vastly different to the skills being used today.

THE ROBOTS ARE HERE

This isn’t something out of a science fiction novel, it’s actually happening today. In Australia, a “hands-free

farm” project is being tested by Charles Sturt University to understand the potential and impact of AI and robotics on farming. The farm uses drones, robotic tractors, harvesters, and air quality/carbon sensors, along with AI for automated management decisions.

Likewise, Israeli company Phytech and Swiss agrichemical company Syngenta have collaborated on a monitoring system that uses plant growth and soil moisture sensors to enable precision farming practices. Crop growth and soil health are continuously monitored so farmers know exactly when to water, fertilise, pick, and take mitigating action if a problem (or pest) occurs.

PUTTING FARMING ON THE BLOCKCHAIN

Other advances are changing how the entire sector will operate and meet demand. Technology like blockchain has the potential to increase transparency and traceability across the value chain. As McKinsey and Co. explains, “This will likely result in

increased efficiency, reduced waste, and shrinking profit margins.”

Next generation evolutions in farming will see the introduction of biotechnologies and gene editing (like CRISPR) as the world tries to find solutions to the looming food supply challenge.

SUCCESSFUL AUTOMATION STARTS WITH SKILLS

You can have the most advanced, best automation or robotics on the market, but without the right people working alongside it with the right skills, its performance will be hindered. More farms are exploring automation, robotics, and other digital transformations due to the potential safety, cost savings and operational efficiencies promised by such technologies. When planning a change as big as bringing automation to your farm, it’s vital that you consider the skills that enable such a transformation to succeed in the long run. The case for building skills that enable automation and AI is clear. But what are they?

IDENTIFYING THE SKILLS NEEDED

Data and digital literacy are obvious skills, but they need to be developed to a certain baseline across the farm so that everyone is ready to work alongside future technologies. This is where L&D performance models can really help define more relevant and business-driven training.

Basic software skills will be essential, as tomorrow’s farmers will likely be working from tablets and desktop computers. Team communication tools, spreadsheets, and data analytics software will be the new hoes and shovels. Farmers will need to analyse a lot of data, find patterns, and draw

insights from this.

The mainstay of precision farming is the Geographic Information System (GIS), so farmers working on these kinds of projects will also need to feel confident running machinery that’s guided by GIS.

Of course, these are the technical skills we know farmers will need in the immediate future, but technical skills degrade quickly. A degree of flexibility and the ability to learn new skills quickly will be needed for farmers to constantly adapt to new technologies, techniques, and demands.

There are other skills that help to make automation and AI

implementation go a lot more smoothly and for people to get used to new processes and roles. These include change management, communication, leadership, and teamwork.

MOTIVATE WORKERS TO LEARN

Motivating your people to learn is another important aspect of the overall success of your automation implementation. If they don’t understand the ‘why’ behind learning, they aren’t likely to engage with anything you plan. Moreover, if they don’t have the time in the work day to learn, or the tools to access learning, they will quickly disengage.

Embedding learning during free time in the work day is a powerful way to grow critically-needed skills in a consistent way compared to taking days and weeks off to reskill completely.

The infrastructure you put around learning has a huge impact. It can be as basic as ensuring people have access to the internet during their work day, to engage with online learning, or giving farm workers access to tablets and smartphones so they can learn no matter where they are.

KNOW YOUR STARTING POINT

Every farm will be different, with a different starting point and a range of skills needed. So, the first step in implementing an upskilling programme is to know where your baseline is. What skills do your workers have now? What tasks and

jobs are taking place on your farm, and what are their skill requirements? Spend some time answering these two questions, and you’ll soon see the scale of the upskilling needed to get future-ready.

When you have an idea of what’s needed, you can get started with a handful of focus skills. Don’t be tempted to ‘boil the ocean’ and do too much, too soon. The best upskilling initiatives are built in seasons — for one period you might focus on digital skills, the next, on change management. Take it step by step and you’ll constantly chip away at the skills you’ve identified as critical for your farm in the next decade.

ABOUT THE EXPERT

Annee Bayeux has over 20 years of experience in Learning and Development, M&A, Talent and HR Technologies with Global 2000 companies such as Bosch Automotive, Alstom, General Electric and Danone. She has led learning design and shared service organisations including building group-level HR centres of expertise around design, digital transformation and HR technology. She has held HR leadership roles in L&D as the CLO of Danone and Head of HR Process and Tools at GE, and most recently was the Chief Learning Strategist at EdCast.

With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.

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SUSTAINABLE COFFEE FARMING, WE’VE BEAN EXPECTING YOU

Global coffee producers are facing environmental and economic turmoil. In the face of this adversity, we unearth how Indonesia’s farmers are coping with the perilous impacts of climate change

Writer: Ed Budds

Historically, Indonesia is one of the largest producers of coffee in the world, with mass cultivation beginning in the late 1600s and early 1700s across the nation. It is an industry which has played an integral role in the growth of the country and to this day, coffee continues to fly high as one of the most heavily traded commodities on Earth.

Geographically and climatologically well-suited for coffee plantations, Indonesia is situated in close proximity to the equator, possessing numerous mountainous regions on its main islands that birth the ideal microclimates for the growth, mass production and global exportation of coffee. Indonesia’s coffee industry has ushered in numerous benefits for the nation, such as creating vast employment opportunities, generating immense national income, and alleviating poverty in rural communities.

Today, more than 90 percent of Indonesia’s coffee is grown by smallholders, defined as mini farms operating under a small-scale agriculture model, often averaging around one hectare of land. Some of this production is carried out organically and many farmers’ cooperatives and exporters have achieved the

status of international certification to market organic coffee.

Furthermore, growers in Indonesia face many challenges in meeting and maintaining export standards for the maximum number of pesticides used in coffee, and are facing a bruising battle ahead in coping with the brutal impact of climate change on their crop yield.

EVALUATING THE EFFECTS OF PESTICIDE

Adopting innovative and best agricultural practices alongside using reductants can help to ensure the long-term sustainability of coffee production. Similarly, the responsible use of pesticides holds the key to helping Indonesia’s smallholders maintain yield and meet pesticide guidelines, which opens the door to access foreign markets. A maximum residue level (MRL) is the highest concentration of a pesticide residue in or on food or feed of plant and animal origin that is legally tolerated for safe consumption and distribution.

To maintain consistent and profitable yield and quality, Indonesia’s farmers often use chemicals such as pesticides to protect coffee plants from the threat of insects, pests, and harmful

contaminate the ground and the beans themselves, potentially even causing rashes, nausea and other diseases in the long term.

Elsewhere, pesticides also threaten plants, animals and insects and can contaminate waterways, directly affecting fish or destroying their natural food sources. This method of farming can also harm or disrupt the ecosystem of microorganisms and non-target organisms that exist in the soil.

Pesticides used in the farming of cruciferous vegetables have been scientifically linked to a significant decline in soil arthropods, the organisms that play a vital role as decomposers and predators of other pests. The fear is that a decrease in these soil arthropods will eventually lead to a reduction in overall biodiversity and upset the soil’s natural balance on coffee plantations.

ENCOURAGING SUSTAINABLE FARMING

Aiming to ensure the long-term sustainability of their coffee production and maintain access to foreign markets, Indonesia’s smallholders are endeavouring to utilise responsible pesticide use on their farms.

Besides using reductants, the

management, a holistic production method that involves utilising multiple strategies such as crop diversification, biological agents to control pests, and the strategically targeted use of pesticides.

Another safe and sustainable approach being employed is to embrace crop rotation, which helps break the pest and disease cycle, improving soil health and reducing the need for pesticides. Additionally, growing coffee under a shaded canopy of surrounding trees creates a conducive habitat for insects and birds, whilst crucially also keeping harmful pests at bay.

Coffee growers in the region also benefit from enhanced training and education on new, sustainable farming methods. These farmers must understand when and how to apply pesticides, as adding the right type of chemicals at the right time can still reduce harm to crops. When coffee is in bloom, the general consensus

is that growers must avoid using insecticides as much as possible.

ECO-FRIENDLY COFFEE CULTIVATION

Across Indonesia, companies such as Pandawa Agri have begun educating farmers on the damaging effects of pesticides on their coffee plants and offering alternative solutions for healthier farming methods. The company has also established a smallholder ecosystem in Pagar Alam, South Sumatra, where it aids farmers in the adoption of sustainable and safe practices in using pesticides to meet export standards.

Pandawa Agri provides a range of comprehensive solutions, from assistantship to complete agricultural input, by supplying natural boosters to help plants more efficiently absorb nutrients and water, and fertilisers to increase nitrogen in the soil and aid in the flowering process of coffee plants.

In addition, Pandawa Agri’s team

assists with field monitoring, advises farmers on the correct application of agricultural agents, and monitors crops for any signs of disease or pest attacks up until they are harvested.

Parallel to this, the Indonesian government is adopting a multifaceted approach to reduce the inclusion of pesticides in coffee and other similar commodities. This includes the introduction of several fresh initiatives such as teaching farmers sustainable agricultural techniques, developing new pest management methods, and rolling out certification programmes such as the Rainforest Alliance and Fairtrade, which encourage farmers to instead favour the use of alternatives to pesticides.

By working with both the private and government sectors, promoting sustainable farming practices and investing in innovative research, Indonesia is taking important steps to ensure the long-term sustainability of its agriculture and coffee farming industry.

In the past month, a ground-breaking innovation has been making waves around the world. The longextinct woolly mammoth has been resurrected, but not perhaps as you would expect. Instead, we see one of the greatest mammals to ever walk the earth given a new lease of life – as a meatball.

This lab-grown invention was the brainchild of Australian cultivated meat company, Vow, who is on a mission to change global food consumption for the better.

“The mammoth meatball was developed as a conversation starter to inform the world about our technology and to improve its general

consumer acceptance,” opens Vow’s Head of Product and Technology, Jeroen Boersma.

The technology Boersma refers to involves the extraction of a small selection of cells from any animal, from which meat is then grown and developed in a laboratory environment. The idea first gained major media attention

BACK FROM THE BRINK

The woolly mammoth returns in meatball form, as cultured meat manufacturer Vow makes a poignant message about the global climate crisis. Head of Product and Technology, Jeroen Boersma, discusses serving up a storm for the future of food

Writer: Phoebe Harper

in the Netherlands in 2013, when Mark Post (Founder of Mosa Meat), presented the original cultured beef burger. The innovation sparked the interest of Vow’s co-Founders, George Peppou and Tim Noakesmith,

who have continued to push the boundaries of cultured meat’s possibilities ever since.

“They both observed a problem in that the world population is forecasted to reach 10 billion people by 2050, and our demand for meat is growing at an even faster rate,” outlines Boersma.

Embarking on a journey of exploration, the advantages of cultivated meat soon became obvious to Vow, in offering a sustainable method of meat production that does not limit us to domestic animal species, opening up new avenues of both nutrition and flavour. This is a major advantage, given that our current global food supply derives entirely from a selection of just five different animals and 12 plants.

“The core to cultured meat and the way that we produce it, is that we separate the meat itself from the animal. Firstly, this means that there is no suffering since we take a harmless biopsy from a single animal and from that we are able to grow those cells to produce as much food as you can,” he elaborates.

“Secondly, there is effectively no environmental impact. We emit 99 percent less carbon emissions, use 99 percent less land, and use 96 percent less freshwater in order to grow the same amount of meat as you would with traditional agriculture.”

FORGED NOT FARMED

Rewriting the rules of food production, the mammoth meatball sits alongside the ‘world’s rarest dumplings’ as another addition to the unusual menu of Forged by Vow.

The idea came to fruition through Vow’s collaboration with a professor from the University of Queensland, who was effectively able to extract a piece of DNA from the remains of a woolly mammoth. The remainder of the DNA was completed with cells taken from the mammoth’s closest ancestor – the elephant.

“Through the Vow technology that

we use to grow all of our cells, we were able to grow roughly 200 grams of the meat, and this was used as the key ingredient in the mammoth meatball,” Boersma explains. That same meatball was officially presented to the Rijksmuseum Boerhaave in the Netherlands in March 2023.

In terms of the decision-making in choosing a mammoth, the message behind the meatball far exceeds that of an attention-grabbing PR stunt or media ploy. Instead, it is symbolic of a poignant global message, regarding how mankind could be eating itself into extinction.

“For us, the mammoth is this monumental symbol of loss as a victim of drastic climate change. It is one of these many animals and species that have effectively gone extinct thanks to humans since they were unable to adapt to their everchanging environment. Instead, we wondered if this giant could become a beacon of hope for the future.”

Equally, the meatball was chosen as an iconic food staple that is a simple, accessible and affordable favourite for many cultures around the world.

“This embodies exactly what we hope to achieve with cultured meat, with new products that are affordable and accessible for everyone in a way that is much more sustainable,” he shares.

AWAKENING CONSCIOUS CARNIVORES

While cultured meat does not currently fall within mainstream food production, Boersma, and by extension, Vow, are extremely optimistic for its potential. Aside from the environmental and ethical benefits of its acceptance, the economics behind cultured meat production are shifting in its favour.

“If you look at the numbers industry-wide, when the first hamburger was presented by Mosa Meat, it was costing roughly €1000,000 per kilogramme. Now, it’s between hundreds and thousands of Euros per kilogramme of meat.

“Within one decade, the entire industry has gone down by three to

four orders of magnitude. You only need another order of magnitude to be on par with the meat that we are eating today and buying in the supermarkets,” explains Boersma.

Looking ahead, Vow plans to continue introducing new products for different audiences around the world and is extremely optimistic for the potential of cultivated meat in the world’s highest meat-eating countries, namely India and China.

“Vow has been on such a cool journey. We’re months away from our launch into Singapore and will be keeping everyone up to date on our progress through our website. We are having conversations with various regulators in countries all around the world to show that our meat is safe and that we can produce it in a healthy and nutritious way,” he adds.

Continually catering to the world’s appetite through the exploration of new, nutritious meats, Vow delivers a staple of our culture, and society, while aspiring to create a generation of more conscious carnivores.

“We had this wild idea about starting a conversation around cultured meat a few years ago, and it has already been seen by millions of people. It is telling the world about the realistic impacts of the way that we produce food today, while also giving them hope about the possibilities of a new method.”

“FOR US, THE MAMMOTH IS THIS MONUMENTAL SYMBOL OF LOSS AND A VICTIM OF DRASTIC CLIMATE CHANGE... INSTEAD, WE WONDERED IF THIS GIANT COULD BECOME A BEACON OF HOPE FOR THE FUTURE”

– JEROEN BOERSMA, HEAD OF PRODUCT AND TECHNOLOGY, VOW

WOVEN WITH SUSTAINABILITY

Agriculture is a mainstay of Australia’s economy, and its thriving wool industry is championing the benefits of the Merino sheep breed and its renewable wearability

Writer: Rachel Carr

As one of the world’s largest wool producers, Australia’s greasy fleece industry is worth AUD$3 billion annually. In fact, 60 percent of apparel wool on a global scale is generated by Australia’s Merino sheep and 90 percent of fine apparel wool is also from the breed.

When John Macarthur imported a flock of Spanish Merino sheep to Port Jackson in 1797, he could not imagine the impact that the 26 Bovidae would have on Australian agriculture. Today, there are over 78 million sheep in Australia and 75 percent of reproducing ewes are the Merino breed.

Furthermore, the global price of wool has more than doubled in the last eight years. Supply and demand have dictated costs as heritage brands, such as Chanel, have rediscovered the benefits of natural textiles.

However, the clothing industry manufactures more garments from Merino than all other types of wool. Its warmth and durability are unsurpassed, and the need for sustainable fibres is a dominating factor as the industry

confronts the negative environmental impacts of fast fashion.

Natural materials have a low environmental impact on the fashion industry in comparison to synthetic resources. In the case of wool, its lack of microplastics and natural fibres combine to create a material that offers 100 percent biodegradability.

The growing interest in the use of wool reflects the increasing emphasis on sustainable agriculture in Australia, which has flourished in recent years. The new direction of eco-friendly animal husbandry has seen the industry achieve climate neutrality as of 2021.

MILLPOST MERINO

On the New South Wales (NSW) Southern Tablelands, amongst a landscape dominated by eucalyptus trees, sits Millpost - a family-owned wool growing property. Millpost has maintained a fine wool Merino flock since 1922 and currently holds a green wildlife conservation certificate

as a reflection of its unwavering commitment to the environment.

The Watson family, who has been at the property as long as the flock, were early adopters of permaculture methods. Originally, Millpost was similar to most sheep farms in Australia, composed of windswept, wide open spaces, but today, the property is self-sustained with a diverse ecosystem and wildlife corridors formed from woodlots and native vegetation to shelter stock from the winter gales that blow straight off the Snowy Mountains.

Much like the Watsons, farms are often managed by generations of the same family, and as such, Australian woolgrowers understand

the importance of circular farming. The use of regenerative techniques enhances carbon sequestration with dry matter composting, biodiversity with pasture cropping and regenerative waterways, tree planting for wildlife shelters and myriad other initiatives such as a gravity-fed-selfsustaining water supply, and the restoration of land subject to erosion and soil degradation.

WHY WOOL?

As an ethical choice, Merino wool has numerous advantages. Sheep are a key factor in regenerative agriculture as they increase biodiversity and support soil systems. Raising and breeding sheep can reduce the need

for fertilisers when rotational grazing techniques are implemented.

Choosing wool over other commodities, the dedication of Australia’s woolgrowers to raising livestock and the belief that they are custodians of the land, has been reflected in the continuing global demand for the nation’s wool, which is regarded among the world’s best.

The Australian wool industry has developed a wool marketing system to include a trained workforce of more than 17,000 wool classers, alongside objective laboratory test results for almost every bale of Merino wool that is exported. The system could not happen without the bond between the woolgrowers

and the community, as the industry provides a source of income by creating jobs and supporting local economies.

RELEASE THE FLEECE

Innovative and sustainable farming practices have helped to secure the wool industry’s future. At the centre of the industry are thousands of woolgrowers who have been the backbone of Australia for centuries.

Australian farmers have made many advancements in wool production over the past 200 years, but the industry’s R&D arm is accelerating its progress by investing in robotics to optimise wool harvesting for

safety, welfare, clip quality and cost competitiveness.

Shearing is a tough and physically demanding profession, and fully or semi-autonomous wool harvesting can assist at various stages, including isolating black wool from the fleece and baling wool. Artificial intelligence (AI) can be developed for automation at any point along the wool harvesting process.

Moreover, a new approach to biological wool harvesting enables the fleece to remain on the sheep until the wool is mechanically removed. The technique will improve wool quality by eliminating skin pieces, and second cuts, and creating a slightly reduced

fibre diameter at the tips.

The latest innovations sit alongside traditional methods such as in-shed training, novice schools and workshops. A new Shear-Jitsu technique, based on martial arts, aims to prevent injury and increase the longevity of a shearer’s career. The emphasis is on teaching a good technique rather than relying on strength to attract and retain a younger and more female-orientated generation of shearers.

To remain relevant to Australia’s agricultural sector, the historic wool industry is keeping pace with innovation by continually devising creative methods.

Tell us your story and we’ll tell the world

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

In joining the leading industry heavyweights already enjoying the exposure we can provide, you can benefit from FREE coverage across 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.

EVOKING COKING

We speak to the Executive Chairman of Bowen Coking Coal, Nick Jorss, about the company’s successful acquisitions and its tenacious efforts in sustainability

Writer: Lucy Pilgrim | Project

Manager: Eddie Clinton

Australian mining is a highly significant contributor to the country’s exports, whilst also providing substantial opportunities for national employment and local infrastructure. Regionally, Queensland is one of the most prosperous mining states in the country, and the Bowen Basin in central Queensland offers an abundance of coal mining opportunities, which are plentiful and low-cost.

As one of the newest operators in the Bowen Basin, Bowen Coking Coal (Bowen) has taken full advantage of the resource and has grown rapidly via several acquisitions over the previous four years. In the last 12 months, the organisation has brought two of the acquired coking coal mines into production with a third underway, producing over 1.5 million tonnes of run-of-mine (ROM) coal to date.

And yet, despite its recent prosperity, the company still feels

the effects of the challenges that face many mining companies across Queensland, such as regulation, increased government intervention, and environmental activism. However, Bowen is working as a team to overcome these challenges, which is one of the most important parts of the job, according to Executive Chairman, Nick Jorss.

“The industry is cyclical and has faced greater headwinds recently from increased government intervention and environmental activism. The flipside is that, as the

INDUSTRY LEADING TRAINING, AUDITING AND CONSULTING

We are a locally owned and operated business who have operated out of the Mackay region for over 20 years and are committed to providing the highest quality training and services to support local industries. We constantly work with our clients to develop the most safe, practical, efficient and effective solutions that meets your safety needs and exceeds industry standards.

industry becomes hard for some players to exist in the market, it sometimes creates opportunities for smaller, nimble operators like Bowen,” he opens.

As the industry flourishes, coal demand continues to grow, driven by industrialisation and urbanisation. Subsequently, there is an increased need for steel and low-cost energy, both of which are supplied by highquality Queensland coal.

“We are resolute that steelmaking coal has a climbing demand trajectory. To make the new steel required for economic growth and decarbonisation we will need more coking coal in the future, and there’s no economical substitute on the near horizon,” Jorss highlights.

Steel is widely regarded as an

essential component in electrification, and more steel requires more coking coal. Meanwhile, supply is constrained by an effective capital strike, with regulatory and approval pressures having an additional impact.

These dynamics are favourable, however, to coal as an investment commodity. “With the increasing demand for coal and other minerals, Queensland can be a world leader if we encourage investment.

“We maintain some of the world’s highest environmental and safety standards, best geology, and lowest emissions export coals,” Jorss proudly comments.

ADVANCED ACQUISITION

Every major investment decision made at Bowen is supported by

APAC OUTLOOK: COULD YOU PROVIDE SOME INSIGHT INTO YOUR CAREER TO DATE?

Nick Jorss, Executive Chairman: “My career started as a construction engineer in the early 1990s where the highlight was the construction of Melbourne’s Bolte Bridge, which was considered a bold architectural statement at the time. It’s a landmark for me in part because its architectural simplicity belies the complex engineering and hard work that underlies it.

“I then transitioned into corporate finance which built my commercial understanding of mergers, acquisitions, and financing of large projects. This experience across these sectors served my entry into the mining industry in 2008 when I formed Stanmore Coal, later Stanmore Resources, with a couple of long-term colleagues. I have always been interested in business and bulk commodities caught my eye because of the ability to leverage returns on very large volumes. Highly successful coal companies such as Felix, Whitehaven, Excel, MacArthur Coal and New Hope provided inspiration on what could be achieved.”

“WE DON’T MAKE ANY BIG CALLS LIGHTLY AND WE DON’T CHASE GROWTH FOR GROWTH’S SAKE. AS SUCH, WE REJECT MANY ACQUISITION OPPORTUNITIES IF THEY DON’T FIT OUR STRATEGIC GOAL”

– NICK JORSS, EXECUTIVE CHAIRMAN, BOWEN COKING COAL

A One-of-a-Kind Service

Project delivery specialist AB Power prides itself on the ability to deliver a range of turnkey solutions from temporary power installations for greenfield projects through to large site project works and ongoing maintenance and breakdowns. It is the go-to company for premium mine site project results throughout the Bowen Basin.

The locally owned and operated enterprise specialises in delivering projects from start to finish, in-house. AB Power is unique in the mining and projects arena across Queensland, providing end-to-end services with cost effective solutions that ensure projects are delivered on time and on budget.

While maintaining flexibility and competitiveness within the industry, AB Power continues to deliver services and expertise without relying on external contractors, through a highly trained staff group offering a highquality service, in-depth knowledge and reliability.

Comprised of three divisions, AB Power is an established business in the mining sector, spread across AB Power Electrical, AB Power Civil and AB Power Generation.

Essential Services for all Three Specialist Divisions:

• Plant maintenance and project works

• Temporary power stations

• Mining camp power and maintenance

• Plant electrical operators

• U/G HV distribution systems

• Lighting and power distribution

• Communication systems

• Water treatment plants

• Raw and fire water systems

• HVAC cooling systems

Whilst the loss of power can be inconvenient and debilitating, AB Power has various solutions for mining projects that require power generation.

Offering more than just standard generator hire, the high-quality back-up service provided by AB Power is an insurance policy for project owners that require uninterrupted and reliable temporary power supply. AB Power offers a various range of generators, in customisable sizes to suit all requirements.

All AB Power equipment complies with international and Australian electrical standards to ensure all safety compliance specifications are upheld.

• Multi-megawatt, HV power stations

• Power station installation and operation

• Purpose built switch-room facilities

• HV power: 1000V, 3.3kV, 6.6kV, 11kV and 22kV

• Temporary power solutions: 20kVA to 1400kVA

• Contingency power plans

• 24/7 breakdown support

• End to end project management

• Contract maintenance

• Rental, purchase or flexible ownership options

• On-site refuelling solutions and management

• Engineering design and remote monitoring

One of the benefits of AB Power Electrical services is guaranteed customer satisfaction.

The AB Power Electrical team provides a range of mine site electrical works from switchboard upgrades and maintenance to electrical outages, shutdowns and more by understanding the complexities of working in remote locations .

• CHPP project and operations electricians

• Experienced surface and underground electricians

• End-to-end project management

• Switchboard and maintenance upgrades

• Competent and authorised electrical supervisors

• Complete mine maintenance

• Power pole inspections and maintenance

• HV switching operators and coordinators

• Data and communications networks

• Sub-division underground electrical works

• Earth grid design and installation

• Full HV reticulation

AB Power Civil contractors handle small to mid-size mine site projects and civil works which include haul roads, build pads, concrete pads and more.

No matter the size or the complexity of the project, from temporary power installations to supplying civil contractors for large site project works, the high-quality level of service remains the same.

The team can effectively manage anything from ongoing plant maintenance to complete project delivery and sign off.

• Mine site civil maintenance and repairs

• Hardstand infrastructure

• New building construction

• Hardstand infrastructure

• Bulk and detailed construction

• Bulk and detailed earthworks

• Operator equipment hire

• Detailed concrete construction

• Construction of roads and drains

• Concrete removal and remediation

• Project management and supervision

AB Power believes in a strong safety culture, high client productivity standards and a flexibility to adapt to clients’ needs with consistent cost management procedures.

Maintaining integrity, especially surrounding honest and transparent client relationships, are just some of the attributes that the AB Power team possess. Partners and employees alike enjoy being involved with AB Power. This is evidenced by high employee retention rates, as AB Power understands the quality and safety benefits of having a long-term workforce in place.

The AB Power team provides 24/7 support to guarantee your operation continues to run smoothly.

A wealth of knowledge and experience can be applied to the entire life cycle of your project as well as a range of temporary power solutions, along with a team of over 75 highly qualified technicians to provide and advise the path forward according to your needs.

www.abpower.com.au

info@abpower.com.au

1300 422 769

significant prior work to ensure that assets are well positioned across the pricing cycle. The company never takes any big acquisition lightly, and doesn’t chase growth for growth’s sake. Rather, Bowen rejects acquisition opportunities if they do not align with the specific strategic goal of building more near-term, high-quality and low-cost production assets. Timing is also critical to an investment decision to ensure any assets are acquired at the right time in the cycle, which helps drive long term shareholder value.

Examples of such criteria are evidenced in some of Bowen’s most recent acquisitions, including the Burton Complex, which comprises multiple open pit deposits at Broadmeadow East, Burton and Lenton. The complex, with an annual ROM production target of 3.5 to 4.5 million tonnes, includes a 5.5 million tonne coal handling and preparation plant (CHPP), train loadout facility,

350-person camp, haul road, offices and workshops. The site is located near Moranbah in Burton, central Queensland, producing high-quality coking coal and secondary thermal product.

The company has successfully opened the first low-cost mine within the Burton complex named Broadmeadow East, and is currently opening the second. The first module of the CHPP has been refurbished and is now operating at above the nameplate capacity.

Bowen’s other operating asset is the Bluff Mine which is ramping up to

an annual ROM production target of over one million tonnes and produces ultra-low volatile pulverised coal injection (UVPCI). This is located 20 kilometres (km) east of Blackwater in central Queensland.

Further projects under development in Bowen’s portfolio include the Isaac River project, located 30km to the southeast of Moranbah, next to BHP’s giant Daunia mine. Isaac River recently received its important final federal government environmental approval to allow the grant of the mining lease. The Hillalong project, 150km

“WE MAINTAIN SOME OF THE WORLD’S HIGHEST ENVIRONMENTAL AND SAFETY STANDARDS, BEST GEOLOGY, AND LOWEST EMISSIONS EXPORT COALS”

– NICK JORSS, EXECUTIVE CHAIRMAN, BOWEN COKING COAL

Reliable Transport Solutions

ABOUT US:

WMT Transport is a family owned and operated company with over 40 years’ experience in the transport industry. Trucks are our family’s passion and lifelong business. Specialising in a wide range of transport solutions, we operate a fleet of over 100 units of equipment. We are proud of our trucks and take the utmost pride in maintaining our fleet.

DAILY SERVICE:

24/7 hot shots and general freight to the Bowen Basin, Mackay to Brisbane and all throughout.

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In mid-October 2022, Bowen Coking Coal contacted us to see if we could overhaul 11 different items from the Burton Coal Plant that they were starting back up after many years of sitting idle. The pressure was on as they wanted them back as soon as possible before Christmas. The first item arrived on the 25/10/2022 and the last one left our workshop on the 20/11/2022. It was a huge effort from our team to complete this work in the required time frame.

HBF Box Rebuilt

HBF Box on Arrival

southwest of Mackay, has 87 million tonnes of Total JORC Resource, consisting of low ash coking coal and secondary thermal coal and will form an important extension to the Burton mining complex.

In line with its strategic acquisition choices, Bowen’s employees must also have their hearts in mining.

“There isn’t a lot of ego in the team, just good people wanting to work to create value and have some fun whilst doing it. The ability to work

in this collaborative and fast-paced environment to strive for the best result is probably the most important criteria in our team.

“We aim to be nimble and able to respond to opportunities as and when they arise,” he tells us.

A BURGEONING SUSTAINABLE FORCE

Most recent developments in the global mining industry include an appreciation of mining’s

environmental footprint. The Australian mining landscape is no different, as being environmentally and socially responsible is not just perceived as good business, but the core of business.

Responsible mining solutions for safety, economic development of communities, efficient extraction techniques and technologies, comprehensive environmental safeguards, and community engagement are all part of the

company’s planning and operations from the development of mines to their end of life.

Such a commitment is a key driver for Bowen, as guaranteeing a sustainable industry with a minimal environmental footprint is central to the company’s approach. Regional communities around the Bowen mines rely on mining for their existence and benefit from Bowen’s operations through economic development, opportunities and employment.

To date, more than 700 direct jobs and thousands of additional indirect positions have been generated in Queensland, due to Bowen Coking Coal projects. This includes apprentices and trainees, as well as opportunities with very competitive salaries in regional areas.

In addition, efficient extraction of mining resources is important in supporting sustainable operations.

“Queensland is blessed with great

to 250 tonnes together with a fleet of heavy haulage equipment and various types of height access and material handling equipment.

The business prides itself on providing services across a variety of industries in Central Queensland and Bowen Basin regions including mining, construction, rail, sugar mills, marine and ports.

Sarina Crane Hire is pleased to be associated with Bowen Coking Coal in the rebuild of existing Burton Coal Handling and Preparation Plant (CHPP) at Burton Coal Mine/Lenton Joint Venture, supplying crane and transport services in the assembly of new mining equipment.

The business has a modern fleet of Equipment which can either be wet or dry hired, depending on project requirements. SCH has a large number of resources available which clients can call on at any time. The business maintains its fleet of equipment to the highest standards to minimise lost time from breakdowns to maximise productivity and utilisation. www.sarinacranehire.com.au

coal resources, and because of this, our industry underpins the global seaborne metallurgical coal market. Our coal quality is high, and our emissions profile is typically low,” Jorss highlights.

Evidently, mining produces sizeable economic benefits to the local communities, despite only ever occupying a small area of land. In Queensland, mining occupies approximately less than half a percent of the land but produces half of the export revenue that supports employment and growth in the community.

“The small amount of land we do occupy is returned to mainly productive uses when mining is completed. Progressive rehabilitation of our sites is critical to Bowen’s approach, and this is built in from the beginning of the mine’s planning.”

In continuation of supporting the local community, Bowen works closely with localised suppliers and

contractors. For example, the recent CHPP refurbishment was conducted on time by a highly motivated labour force, who were supported by supplier partners in the local region.

Looking ahead, Bowen’s nearterm focus is on safely and efficiently transforming assets acquired in the last five years and reaching the five million tonnes per annum ROM production target by next year.

“We will continue to grow with acquisitions at the right time, but for now we have a fantastic set of assets we need to work hard on to unlock shareholder value,” Jorss concludes.

Sarina Crane Hire is a privately owned, family operated business supplying cranes, heavy transport and height access services across Central Queensland. The company commenced in 2007 and under the ownership of Scott Goode, the fleet has grown to approximatively 140 pieces of equipment including Franna cranes, Rough Terrain, All Terrain and Crawler Cranes ranging from 13 tonnes

MINING FOR MISSIONZERO

Uniquely positioned as an early adopter of sustainable mining practices, we foreground the full flowsheet solution provider at the vanguard of an evolving industry. Members of FLSmidth tell us more

Writer: Phoebe Harper | Project Manager: Eddie Clinton

We are proud to offer the solutions of tomorrow, for the early adopters of today.”

A giant of the modern mining industry, FLSmidth (FLS) is the full flowsheet technology and service supplier driving sustainable productivity. In terms of both its portfolio and geographical footprint, few can rival its sheer scope and reach with the amount of both plants and equipment captured under the FLS banner.

Indeed, as a global leader in a high number of its total product portfolio, FLS has either equipment or services in practically every major mine site across the APAC region, regardless of the operator.

Although a Danish company with a presence worldwide, this particular geography is a dynamic area of operation for FLS with over 500 technical, services, product development, sales, project management and R&D teams serving the entirety of Australia, whilst also supporting countries such as Papua New Guinea and New Zealand.

For Jason Elks, FLS’ APAC Regional President and orator of the opening statement, it is a region undergoing a “significant transformation”, as the industry navigates a shifting global outlook influenced by the choppy currents of macroeconomic and geopolitical issues, regional instability and high inflationary pressures, all while answering the resounding demand for the green transition and sustainable economies.

“Whether in terms of government policy or resource sector implementation, APAC is a late adopter to the movement,” shares Elks. “However, we have a significant push here because it’s a region where the International Monetary Fund (IMF), the World Bank, and others are more than aware that sustainable mining builds education, healthcare, infrastructure, and essentially develops countries.”

Maximizing water management

ANSWERING THE CALL

As FLS’ Head of Sustainability, Wouter de Groot acknowledges the shortcomings of the wider industry in articulating mining’s relevance and necessity in driving the transition to net zero.

“As an industry, we haven’t done

APAC OUTLOOK: WHAT LED TO FLS’ RECENT ACQUISITION OF THYSSENKRUPP’S MINING BUSINESS - TK MINING?

Mikko Keto, Group CEO: “We know that we are one of the best in the market for our technology, but when we evaluated our portfolio, we saw gaps that could be filled with acquisitions. HPGR is one such area that is going to become increasingly important as a future technology. As the market leader for HPGR, TK Mining was an obvious choice for us. The company also had other products to advance our sustainability journey including

a very good job in making it visible just how instrumental mining really is,” he admits. The reality is stark and demands action from responsible players.

“To put it simply, to enable a transition towards a net zero society, we need the same amount of copper in the next 40 years as we have mined in the history of humankind, and about three times as much lithium as we are currently exploring,” de Groot continues.

In advancing the green transition of the mining industry, FLS established itself as a frontrunner in the space by taking a stance on accelerating sustainability in 2019 with its MissionZero commitment.

“While we are on an exciting journey with some of our early adopting partners, by and large the industry has not embraced the evolution,” echoes Elks. “FLS is wellpositioned, since for the past five years we have moved in a space that differentiates us as a market leader in innovation for sustainable practices.”

As the hotly anticipated target years of both 2030 and 2050 steadily approach, the pressure is on as mining players must meet escalating demand while remaining current and competitive, or face the consequences of being late adopters with a backlash of taxes, tariffs, and negative community perception.

THE FULL PACKAGE

In this charged environmental context, combined with the industry-specific demands of declining ore grades, cost pressures, and increasing demands on raw materials, FLS stands out as comprehensive solutions provider on hand to meet evolving customer needs.

“Major innovators such as FLS have the products available today to meet the objectives of 2030 and 2050,” Elks attests.

Speaking with FLS Group CEO, Mikko Keto, two core advantages transpire as the company’s most competitive differentiators.

APAC OUTLOOK: COULD YOU EXPAND CORE’26 STRATEGY?

Mikko Keto, Group CEO: “Through evaluating our portfolio, we identified that we add the most value to our customers through our products and technology. We are not an EPCM house – our core competency is technology and integrating it to give our customers a performance guarantee. This led us to exit certain parts of the business under this strategy that didn’t fit with where we add the most value.

“As part of this review, we decided to focus our portfolio on core technology, our products and our aftermarket service. Equally, we want to be the best partner for the full life cycle of a mine, which can last for decades. We provide our technology and support our customers from the mine’s design and build and throughout its life.

“The third pillar of CORE’26 is our sustainability commitment –MissionZero – where we help our customers to reach net zero targets. Within this, we also want to become a leader in environmental, social, governance (ESG), health and safety, and diversity. Our final fourth pillar is performance, since we need healthy financial performance to continue investing in the technology that ultimately supports our customers.”

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“Over the years, we have built a position of having the most complete portfolio in the industry, combined with our full flowsheet competency which allows mines to be configured in an optimal way,” he introduces.

As an original equipment manufacturer (OEM), FLS is in a rare position by operating across the entire mining flowsheet, offering its customers a full set of solutions from pit to plant. This comprehensive technological prowess thrives alongside a commitment to driving sustainable productivity that cements FLS’ status as a true industry leader and innovator.

“We see a significant opportunity and believe we have a responsibility to enable the green transition,” comments de Groot.

Running parallel to this core aim is FLS’ unrelenting commitment to delivering quantifiable value over the life cycle of a mine through its core service offering as a partner to its customers. In both sustainability and productivity, Qasim Abrahams, Head of Spare Parts and Aftermarket Service, recognises FLS’ standout strengths.

“Due to our expertise and the technology, we are uniquely equipped and positioned to create this value by increasing asset life and throughput, reducing downtime, and mitigating emissions, energy and water usage through process solutions,” he says.

SPEARHEADING 2030

The process solutions that FLS have developed seek to combat the most environmentally damaging facets of mining, with energy and electricity consumption, comminution, flotation, tailings and water as the problematic areas calling for the most improvement across the flowsheet. By seeking to minimise these contributors as much as possible, FLS preserves essential mining business in a responsible way.

“The global green transition depends on minerals, and to achieve climate targets, we need more commodities and processing plants. Our commitment is to help our customers do that in the most sustainable way possible,” states Keto.

By leveraging its well-advanced expertise and comprehensive product range to drive environmental footprint mitigation, the inception of MissionZero placed FLS firmly ahead of the curve in this regard.

“MissionZero was born from the recognition that we needed to use our expertise to help mining companies meet their targets and move the overall industry to a more sustainable production set up,” says de Groot. This entails a commitment to reaching zero energy waste, water waste and zero emissions by 2030, in line with the wider industry’s pledge for carbon neutrality by 2050.

“FLS will essentially be a shop where any mining operator can find all the competencies, people, and technologies that will enable you to operate with zero emissions by 2030,” he continues.

“Our MissionZero efforts and end to end flowsheet technology for lithium and other battery and critical minerals is at the forefront, but we are also focused on the traditional core and have innovated considerably in gold, copper and iron ore flowsheets to assist and fast track those commodity groups’ achievements for a sustainable future,” adds Elks.

SUSTAINABLE SOLUTIONS

MissionZero’s success is intrinsically bound to the technological solutions designed to enable the fruition of that ambition across the flowsheet.

This is evidenced by FLS’ vision of the MissionZero Mine and its flowsheet of the future which highlights the impact of solutions and optimisations across the mine site. With progress well underway, Elks elegantly describes the future MissionZero Mine as, “a global example in the art of the possible.”

The site leverages key technologies including in-pit crushing and conveying, low impact grinding, coarse flotation, eco-beneficiation, dewatering, tailings management, and digitalisation, all of which combine to keep energy consumption to a minimum.

“At FLS we take a holistic approach to our sustainability solutions to ensure they always have a net positive impact as we work towards our net zero targets,” shares Abrahams.

Such solutions include a market leading high pressure grinding roll (HPGR) - the HPGR Pro - which has been proven to optimise energy efficiency in milling circuits by up to 30 percent.

“WE SEE A SIGNIFICANT OPPORTUNITY AND BELIEVE WE HAVE A RESPONSIBILITY TO ENABLE THE GREEN TRANSITION”

– WOUTER DE GROOT, HEAD OF SUSTAINABILITY, FLSMIDTH

GLOBAL PROVIDES COMPLETE DESIGN AND MANUFACTURING SOLUTIONS

Design Production

Quality Control

In water management, FLS’ automation filtration process can recycle 90 percent of the water used, offered in combination with a dry stack tailing solution. With many mines located in water-starved areas, the reuse of this precious resource is critical in minimising freshwater consumption.

Elsewhere, state of the art flotation technologies have been introduced

For Vice President, Head of Digital Services, Rebecca Siwale, the innovation of FLS’ flotation advanced process control (APC) system “pushes the envelope” of technology by leveraging deep learning to drastically enhance applications.

“Our APC systems mimic how the human brain processes visual input. These deep learning technologies bring machine vision into an application where highly subjective decisions become instantaneous,” she tells us.

As reflected by Siwale’s role at FLS, the company’s digital offerings of connected equipment and expertise in analytics are fundamental in providing value to customers through remote monitoring, predictive maintenance, and support services.

“The digital transformation effort requires working with the customer across the mineral processing value chain to identify opportunities for improvement and implement

– QASIM ABRAHAMS, HEAD OF SPARE PARTS AND AFTERMARKET SERVICE,

Experts in transitioning existing products into engineered plastic products

“AT FLS WE TAKE A HOLISTIC APPROACH TO OUR SUSTAINABILITY SOLUTIONS TO ENSURE THEY ALWAYS HAVE A NET POSITIVE IMPACT AS WE WORK TOWARDS OUR NET ZERO TARGETS”

FLSMIDTH

solutions that drive business value,” she says.

Digital services are deployed across the mineral processing flowsheet in comminution, sizing, flotation, separation, and dewatering to positively impact productivity, cost, and environmental footprint through real-time data, analytics and algorithms.

“We leverage such technologies where systems will self-train themselves from the continual analysis of data and create models for effective sustainable decisions,” Siwale continues.

“We are confident that building solutions on such innovative and breakthrough technologies for continuous and real-time optimisation and health monitoring of mining assets will greatly lower the impact and make our environment safer - be it through operational efficiencies, reduction in emissions and carbon footprint, savings in energy usage or protecting our water reserves.”

To uphold this industry-leading position at the forefront of technological innovation, FLS maintains an emphasis on performance to guarantee the steady

stream of investment that fuels the R&D necessary for future endeavours.

“If we don’t make sufficient profit, then we can’t invest anything back into the business,” says Keto. “Without healthy financial performance, there is no R&D, innovation, or new develop ment. This is extremely beneficial to our customers since it is this continual investment into R&D that makes us a leading technological supplier.”

THE ULTIMATE PARTNER

In terms of delivering customer benefit, FLS prides itself on working in partnership with its customers,

“WE ARE PROUD TO OFFER THE SOLUTIONS OF TOMORROW, FOR THE EARLY ADOPTERS OF TODAY”

– JASON ELKS, APAC REGIONAL PRESIDENT, FLSMIDTH

optimising operations and supporting their growth as an end-to-end process solution partner.

“By working directly in partnership with our clients, rather than through an engineering, procurement and construction management (EPCM), they can see and understand so much more of our product range,” elaborates Elks.

Aside from the environmental advantages, partnership with FLS simply makes good business sense.

“The value that we deliver has a direct positive impact to our customers’ bottom line,” affirms Abrahams.

Siwale highlights one particularly effective example of this, where FLS’ use of advanced analytics, machine learning (ML) and artificial intelligence (AI) can increase a customer’s mill efficiency by up to 10 percent, an advantage which improves their bottom line tremendously.

“We use digital technologies that

quickly and efficiently to improve the uptime of our customers’ assets, but also to support improving their supply chain and optimising their capital committed on inventory levels. Having the right critical parts available with little or no lead time is crucial to ensure profitability,” she continues.

FLS continues to grow and develop the business through its partnerships, approaching acquisitions as a means to fill in any gaps or make improvements in areas within its already impressive portfolio as per its CORE’26 strategy “It’s always a win/ win relationship if both parties commit and align on the overall goals of a partnership,”

HPGR Pro High Pressure Grinding Roll

Incorporating a range of technological firsts for minerals grinding, HGPR Pro achieves higher throughput with less energy, maintenance, and environmental impact than similar technologies.

SAG Mill controls

Flsmidth and sustainability

AFTERMARKET SUPPORT

As a committed partner to its clients, FLS provides comprehensive aftermarket services including workshop, maintenance, repair, upgrades and overhaul, spare parts, retrofitting, and performance optimisation services.

“The most important factor for the customer is that we can support them over the full life cycle of the mine,” Keto says.

These run alongside the digital support solutions that are fundamental to modern mining, including remote monitoring, analytics, predictive maintenance, process control and automation solutions.

REBECCA SIWALE, VICE PRESIDENT, HEAD OF DIGITAL SERVICES, FLSMIDTH

“As technology develops, so too do customer expectations of what service should be delivered. Gone is the era of service merely keeping mines up and running and minimising downtime,” says Siwale. “We are committed to innovative aftermarket service offerings to meet the evolving needs of our customers.”

Such needs range from improving maintenance efficiency, equipment reliability and overall uptime to maximising the lifespan of assets resulting in increased production and optimised operational expenditure. With customer needs integral to the company’s operations, the entire structure of the FLS group has

been formatted to emphasis its dedicated service organisation, thereby elevating its focus on this specific area.

“Our strategic service priorities and initiatives have been developed using a customer-centric lens, getting feedback from our customers looking forward to improving their journey and experience, while creating more value than before,” says Abrahams.

This crucial customer feedback is the fuel that drives new product development, continually innovating and improving based on their demands.

“WE ARE CONFIDENT THAT BUILDING SOLUTIONS ON SUCH INNOVATIVE AND BREAKTHROUGH TECHNOLOGIES FOR CONTINUOUS AND REAL-TIME OPTIMISATION AND HEALTH MONITORING OF MINING ASSETS WILL GREATLY LOWER THE IMPACT AND MAKE OUR ENVIRONMENT SAFER”

–

Maximising water management: Achieving sustainable practices through tailings water reduction and thickener upgrades

For Keto, the service area will be the focus of much investment in the years ahead through continued exploration into digital technologies to enhance FLS’ capabilities and offerings, particularly by improving on its strengths in consumables and wear parts.

“On the service side of the business, our immediate priority is to strengthen our technological position and grow,” he tells us.

GOING FOR GROWTH

Looking ahead, FLS’ overriding ambition across the whole group is one of rapid growth, to facilitate the equally rapid transition required to champion a more sustainable resources sector, working with and influencing policy and governmental considerations on a wider scale.

“I am confident that we will grow rapidly,” affirms Elks. “Our end-toend flowsheet solutions and product range will revolutionise the transition

and rapid growth that sustainable mining demands to keep up with the early adopters.”

Within the APAC region, this growth has seen FLS open a new office in Indonesia in April of this year, a country that Elks identifies as a “thriving resources hub and economy” poised to become the powerhouse of Southeast Asia and the broader region. In addition, the company seeks to develop its existing presence in Vietnam where there are great opportunities for critical minerals and metals of the future.

Continually perfecting its technology portfolio, FLS will simultaneously pursue growth through the strong and innovative partnerships that the green transition demands.

“As an industry, we need to increase the speed of adaptation to bring new technologies on board, working together to develop

them in joint fashion,” concludes de Groot.

With a recent rebrand in place reflecting the group’s reputation as a united company and provider of full flowsheet solutions with everything needed for productivity and sustainability, FLS continues the journey to 2030 one step ahead.

Rubber lining and specialist coatings service provider

Phoenix Lining Services (PLS) is the leading specialist in industrial rubber lining and protective coating services and processes. Working closely with major global mining companies and engineering firms, the experienced team at PLS also engages with a range of Tier 2 and Tier 3 organisations.

Established in 2017, PLS has swiftly garnered a reputation for delivering excellence in its results while successfully achieving robust quality, safety and environmental management systems. Currently, PLS is one of the few companies in its field to have completed a comprehensive assessment and to be independently certified. This achievement further demonstrates the company’s commitment to maintaining the highest possible service, quality, environmental and safety standards. This is achieved through a fully qualified and well-equipped team that is reliable and trustworthy. No matter how complex a project is, the PLS team of experts has the resources and expertise required to execute and meet client requirements successfully. In this way, the company is fully adaptable with mobilised equipment to work in the most extreme climate conditions, and the PLS team is always ready to undertake jobs at the most remote sites, both within Australia and overseas.

MAINTAINING CORE VALUES

PLS adheres to a specific set of crucial core values, upon which the ethos of the entire company is built and held together.

Most importantly, the company regards safety as its main priority. PLS consistently complies with industry safety standards as a highly safety-driven organisation. Every team member has completed comprehensive training in health and safety procedures within the organisation and off-site.

The highly motivated and expert team employed by PLS consistently achieves outcomes of the highest quality whilst also continuing to strive for improvements in its products. It is this premium quality of service that is at the very heart of everything PLS does and stands for.

Additionally, accountability is another crucial element of PLS’s success. Reliable and trustworthy, its team is committed to delivering what it promises, ensuring high-quality outcomes for any project undertaken.

Never satisfied and always striving for growth, PLS aims for continuous improvement. In this way, the company takes customer feedback seriously to continually provide excellent service and outstanding results.

Elsewhere, PLS champions integrity as a key element to achieving ongoing success. The company believes in open and honest discussions with both its clients and suppliers.

As PLS updates its clients on issues or problems, it simultaneously works towards achieving a solution. This is because it is a company that aims to do the right thing even when no one is watching.

In order to outperform the competition, a meticulous approach is employed alongside attention to detail for every project. This ensures that PLS exceeds all project requirements. Finally, trust and respect remain foundational elements of the PLS core values. The entire team believes respect is vital and promotes healthy relationships, fosters empathy and understanding, and creates a more inclusive and harmonious work environment. Employing teamwork as a core value promotes a culture of collaboration, mutual support, and shared success. It helps to build strong and resilient teams that can achieve more together than they could as individuals, as is the case at PLS.

MISSION AND VISION

Our mission is to provide end-to-end project management, exceeding our client’s requirements for their rubber lining and specialised protective coating application requirements, regardless of location or climate conditions to protect and extend the lifespan of industrial equipment. We strive to be a reliable partner for our clients, delivering innovative and costeffective solutions that meet their specific needs and exceed their expectations.

To be the industry leader in Australia and overseas by delivering results with the highest standards set by our comprehensive ISO accreditation in safety, environmental management and quality. Here at Phoenix Lining Services, we have a clear and compelling vision of our purpose and values. Our Management Team are passionate and visionary leaders who inspire and empower their fellow employees to achieve greatness. Innovation and creativity are encouraged and rewarded. Our company is constantly exploring new ideas and technologies to improve its offerings and stay ahead of the competition. All our employees are proud to come to work each day and are motivated to contribute their best efforts to achieve the company’s goals.

PERFECT PARTNERSHIPS

PLS works closely with many of its major clients such as FLSmidth, to achieve positive outcomes and to guarantee customer satisfaction. Additionally, by working closely with customers and suppliers to understand their needs and challenges, the company has gained valuable feedback and insights that have helped drive innovation and improvement. This feedback has also been used to develop new products and services that better meet the needs and requirements of customers and help PLS stay ahead of its competitors. By striving for customer satisfaction and repeat business, the company has built customer loyalty and brand recognition, which has ultimately contributed to fantastic levels of long-term success.

www.phoenixlinings.com.au

HEADING UP THE HIGHWALL

Vitrinite is focused on utilising an untapped tool in its open cut mines. We speak to Michael Callan, COO of the company, about the latest developments across the Vulcan Mine Complex

Writer: Marcus Kääpä | Project Manager: Eddie Clinton

The industry has gone through quite a tumultuous past year - it has been a bit of a wild time. We had coal prices going into the 600s during the middle of 2022, which is both incredible and

source responsible for around 36 percent of the world’s electricity. Metallurgical coal, more commonly known as coking coal, is used to produce coke, an essential fuel for many modern industries such as steel production. It therefore comes down to coal mining companies to fuel this

In Australia, the mining sector is one deeply embedded in the country’s past, and coal is no exception. Yet despite its historical roots, there are new companies making their mark in an old industry,

Vitrinite is one of these active and innovative companies, privately owned and holding an extensive strategic coking coal tenement portfolio within Queensland’s world-class Bowen Basin. At present, Vitrinite is primarily focusing on the well-known Vulcan Mine Complex (Vulcan). The company’s assets are situated in close proximity to operating mines, infrastructure and proven economic resources. Vitrinite is undertaking extensive exploration efforts within its holdings, identifying new deposits of premium coals in the basin.

Vitrinite is a young, progressive company insisting on excellence in every aspect of its work, and takes immense pride in the coal industry and the Australian resources sector. Vitrinite ensures stewardship of the lands and developing mineral deposits, aiming to achieve outsized returns for its shareholders and stakeholders.

FINDING A BETTER WAY

From its humble beginnings to the present day, being partnered with some of the world’s most renowned and industry leading brands of mobile and fixed crushers and screens, Screenmasters (SMA) continues to grow. SMA is continually increasing its stock of machines and spare parts over four sites located throughout NSW, QLD and Victoria.

With new machines recently added to our impressive 66-unit hire fleet, the SMA team, with over 140 years’ combined experience in the crushing and screening industry, provides sales and hire, first-class technical and aftersales support, spare and wear parts back up and operator training. SMA is all too aware that downtime is lost time that hits our customers’ bottom line. We always do our utmost to dispatch units, parts and technical support in a timely manner ensuring minimum lost and downtime. Whilst this has proven problematic with the recent COVID-19 pandemic and global shipping delays, SMA is proud to state that we never lost a single day’s work throughout the 36 months of the pandemic. We kept going and our customers kept producing - that has been a winning combination!

Approaching 30 years in operation, the SMA team is well equipped to offer solutions for the majority of our customers’ needs and requests. Our warehouses, located across four locations, stock in excess of AUD$5 million of components and consumables ready to support our clients’ equipment and our expanding rental fleet.

Director, Michael McGinley, firmly believes “you have to stay ahead of the game, to stay in the game.” This has never been truer than with the current Keestrack R6 HSI Impact Crusher.

SMA has been partnered for over 20 years with one of the leading global manufacturers in mobile crushing and screening, Keestrack. Over this time the partnership continues to advance with new innovations and technologies, getting better and better with each passing year.

Keestrack Scalping Screens are proven to be the most reliable and productive on the global market. They truly stand tall when it comes to reliability, productivity, and fuel consumption.

The Keestrack R6 Impact Crusher has proven to be a game changer for many customers who think ‘outside the box’. In many applications, this single machine can, and does, replace the need for a traditional jaw, cone and screen set-up, working in a closed circuit.

Screenmasters is one of Australia’s leading distributors of mobile and fixed crushing and screening equipment solutions

“SMA offer solutions quickly efficiently and cost effectively”

“Staying ahead of the game to stay in the game”

Keestrack R6 Impactor in a quarry application

Feed Product: 600mm Basalt (LA15)

Final Product: -40mm at 280tph

Vitrinite purchased a Keestrack R6 in July 2022, fitted with a 3.1 metre (m) double deck pre-screen with fines conveyor, 450kW engine, 6.5 tonne rotor and 16 x 5 double deck screen, all operating in a closed circuit. This set up allows the enduser to produce four products in one pass, with just one machine. The savings are enormous! Fuel and servicing one machine over its lifetime against three machines in this application, just makes perfect sense. SMA has installed the same specification into other large mining companies over the years.

The feedback and savings are impressive to say the least. One such company claims that in a 13-month production period, it saved over AUD$2.5 million in the right applications, Keestrack R6, R5 and R3 Impactors can, and do save the end user on capital purchase, maintenance, service and naturally, fuel costs. It makes sense that it would be cheaper to run one machine rather than three, allowing the end-user to lower the overall cost per tonne.

The Keestrack R3 Impactor boasts a ground breaking design which has seen it win a host of awards including the prestigious Red Dot Design Award, German Design Award and Big See Award. The R3 features include an aggressive screenbox, Volvo Engine, large access doors for easy and safe servicing, steel hydraulic pipes, load sensing hydraulics and variable displacement pumps for low fuel burn.

Driven by the global need for cleaner, cheaper and more sustainable energy sources, Keestrack has developed and introduced its ‘E’ range of hybrid, electric and zero drive models worldwide. SMA looks forward to introducing the ‘E’ Models into Australia over the coming years.

Keestrack was the first company globally to introduce and manufacture the scalping screen. Other OEMs have followed

the path Keestrack set down, but the company stands out as a proven market leader and its ‘E’ range will set a new standard in clean, efficient crushing and screening globally.

In 2002, SMA was the first company in Australia to import European made Impactors with screens attached in a closed circuit. “There were many doubters who didn’t believe these machines could save the end-user the costs we claimed, but through hard work and perseverance we proved them all wrong,” says Director, Michael McGinley. Now, two decades later every major OEM globally designs and manufactures primary closed-circuit impactors with Keestrack leading the way.

In 2023, SMA continues to push the boundaries and shift market thinking with the introduction of the GIPO Vertical Shaft Impactor, placed in an open or closed circuit. The GIPO fitted with a Magotteaux VSI Crusher has proven incredibly reliable, flexible and productive in applications from sandstone, basalt to hard rock. One GIPO VSI has replaced two cone crushers, a VSI and finishing screen. Over the last 25 years, Magotteaux, a global leading supplier of highquality wear parts, has placed 1,000+ of its crushers into fixed plant applications around Europe. Many of these units have over 70,000 hours and are still processing. SMA partnered with GIPO Crushers to place these units on a track mounted chassis (with or without a screenbox) to once again change the market thinking and lower the end user’s costs. “Don’t just play the game, change the game,” affirms Director, Michael McGinley.

Along with our global industry leading partners and OEM partners, SMA will continue to strive to stay ahead of the game. Find out more call SMA +61 1800 571 464

Produce four products in one pass, with just one machine, the Keestrack R6 Impactor

Keestrack ‘E’ range of electric, hybrid and zero drive machines

Keestrack R3h Impactor, the first choice for contractors worldwide

“Don’t play the game, change the game!”

“The savings are enormous!”

“Keestrack are market leaders, setting new standards”

VULCAN – AT A GLANCE

Location:

- Located north of Dysart and 15km south of Moranbah.

Nearest port:

- Hay Point Coal Terminal (approximately 200km away)

Rail line access:

- Blair Athol Mine Branch and Peak Downs Branch on Tenement.

Coal type:

- Hard coking coal

Method:

- Open cut

The company’s values embody and encourage an open and collaborative attitude, inward and outward, while its vision is to create value and wealth through the provision of energy to power world economic growth, exceeding and setting world’s best practices in every endeavour.

“Costs have risen, dropped and stabilised after major fluctuations. This stability in price spells good times ahead for Australian coal, particularly coking coal,” introduces Michael Callan, COO of Vitrinite and orator of the opening statement.

“On top of this, there are industrywide changes and scrutiny around gaining approval for projects, especially when looking at a federal level, although it is slightly easier for coking coal.”

THE VULCAN MINE COMPLEX Vitrinite is soon to be celebrating its ninth birthday, with 2023 also marking two years since the company first produced coal in the Vulcan region. For the past year, Vitrinite has been ramping up production to full capacity, including preparation work for the transition from its Jupiter pit, as well as focusing on other areas of the mining complex.

“We started Vulcan activities in June 2020, including preparation work, with the first coal production occurring in June 2021, so we have been producing coal there for two years out of the open cut and chipping pit,” Callan tells us.

“It is a really exciting time at the moment. Our ramp-up includes expanding the complex to operate in an additional area.”

We are the Coal Handling and Distribution Specialists

Based in Clermont, Central Queensland, CBH is a privately owned company specialising in the procurement and supply of thermal coal products for domestic industrial users.

Our mission is to supply our valued customers in Queensland and New South Wales with high quality thermal coal products using our modern and well-maintained fleet of equipment. With quality assurance programmes in place, our expertly trained team strives to provide our customers with the best quality service experience. Alongside this, safety is paramount to everything we do.

Our core services include coal supply, magnetite and logistics/ haulage based in Clermont, Mackay, Gladstone and Newcastle.

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER IN THE MINING SECTOR?

Michael Callan, COO: “I completed a mining and engineering degree, and have always worked in the coal industry, primarily underground coal. I started in Queensland and ended up consulting as a geological technician in New South Wales (NSW), then moved on to work for LDO Group, the owner and operator of Chain Valley Colliery, and worked with them for 10 years on a greenfield project called Dawson West.

“One of the managing owners of Vitrinite was on the project with me and that’s how I got to know the company. When Vitrinite started to ramp up, I was asked to help out and I have been working for the company for almost five years now.”

This new location is Vulcan South, a mine in the pre-approval phase awaiting process completion for Vitrinite to move forward with mining operations. Separate from the Jupiter area, Vulcan South is still part of the greater mining complex, located only nine kilometres (km) from the Jupiter pit.

Vulcan South is not only a new area of coal exploration, but it also represents a significant transition that will see Vitrinite’s industry-leading knack for innovation taking centre stage.

“We are looking to transition from Jupiter and end the life of that mine, and to move on to Vulcan South which is another open cut operation based, as per the name, in the south of the complex. This will involve transferring the same workforce to that location as well,” Callan explains. “This is the next big step for us at Vitrinite; it’s the next mine within the Vulcan complex that we are going to be exploring and working on.”

This development consists of completely separate mining approvals and processes. According to Callan, the primary point of excitement within the project is the introduction of new and industry-innovative technology at the new site.

“We are introducing a highwall miner into our production at Vulcan South,” he reveals. “Like the Jupiter site, Vulcan South is an open cut mine similar to its soon-to-be predecessor, utilising similar mining equipment and run rates. However, we will be the first in Australia to use a highwall miner and prove its effectiveness, and we foresee this setting a trend that will echo through the industry.”

MAXIMISING MINING POTENTIAL

Highwall mining is not a brand-new notion; in countries such as India and the US, highwall miners are used in standalone mining operations to extract mineral deposits left over from primary mining activities.

SGS develops world leading robotic sample preparation system

We are SGS – the world’s leading testing, inspection, and certification company. We are recognised as the global benchmark for sustainability, quality, and integrity.

With our commitment to excellence and innovation across laboratory, analytical and assay services, we have designed and developed the world’s first robotic preparation cell for mineral sample processing. Located in our Mackay lab, robotics enables resource efficiency and drives sample processing standardisation - particularly when processing high volumes.

The system effectively and efficiently manages a wide variety of laboratory processing methods and takes care of all crushing, dividing, and milling to deliver analytical services you can trust.

Thanks to the success of the fully operational system in Mackay, we are now planning to roll out the system nationally to further enable our customers access to the most accurate mineral sample processing.

Contact our expert consultants for your energy minerals solutions today.

www.sgs.com

Au.sales.EMS@sgs.com

1300 781 744

APAC OUTLOOK: COULD YOU ELABORATE ON THE ADVANTAGES AND REASONS BEHIND THE USE OF HIGHWALL MINING?

Michael Callan, COO: “What the highwall miner does is open up inner seams in the mine that would otherwise be left due to their unsuitability for underground mining, because they are too thin and shallow to continue large-scale open cut mining. Mixed with the limited value of such seams, it has simply been regarded as not worth the effort. However, the highwall miner changes the way such seams are accessed and, as a side project, makes it financially viable and advantageous to pursue.

“Mining with a highwall miner also has the advantage of being extremely low cost, so when the ever-fluctuating market inevitably faces a downturn, Vitrinite will be producing coal very cheaply which will give us some durability to handle the downturns in the industry. It is definitely an exciting time and a lot of people will be watching us, and when it succeeds it will be a game changer.”

Vitrinite has entered a contract with global supplier Gainwell Engineering Global Pte Ltd (Gainwell Engineering), to receive a GHWM300M Highwall Mining unit to support activities at Vulcan South. The equipment is manufactured by Caterpillar Inc (Caterpillar), a world leader in construction and mining equipment, among many other industrial technologies and engines.

When primary open cut (or other) mining takes place, activities contour and follow seams in the earth to extract mineral wealth until only small deposits are left over. This primary extraction inevitably creates a growing subcrop in a hill, for example, that makes mineral extraction from the smaller deposits more difficult and require a more technical solution.

“What we intend to do is dig the open cut coal until it reaches a point where it becomes too deep to

economically extract the overburden at the top - the high wall is the fresh face of rock above the coal seam,” Callan shares. “At that point, we will install a highwall miner which is an underground roadway miner pushed underground without personnel, and use it to take further amounts of coal, where traditionally people would operate machinery that goes underground.”

To be the first of its kind used in Australia, the introduction of highwall mining technology will play a significant role in the future of the nation’s mining industry, as it has in many other coal markets around the world. On top of being notably productive by providing access to coal that would otherwise be stranded, highwall miners have proven to be safe, with a low environmental impact. However, the potential of this equipment has thus far not been recognised.

“WE LOVE BRINGING PEOPLE WITH US ON OUR JOURNEY AND HELPING BUILD THESE COMPANIES VIA OUR OPERATIONS”

– MICHAEL CALLAN, COO, VITRINITE PTY LTD

MINING MAINTENANCE SPECIALISTS

Van Damme Plant Hire Pty Ltd (VDPH) is a locally owned business operating within mining, civil and rural industries. We service the Mackay, Whitsunday’s, and surrounding Coal Fields. Currently a medium size business, our vision is growth and expansion to meet the requirements of present and future clients.

LEARN MORE

“It is the reputation of this equipment being used for scavenging projects that has prevented its incorporation into Australian mining,” Callan elaborates. “A national industry that traditionally leans towards primary mining activities, mining companies view pursuing further extraction via highwall mining as unnecessary and not worth the time and financial investment.

“Utilising highwall mining is unsuccessful in Australia due to this association, being seen as a major primary mine activity effort for limited reward, instead of being viewed as a side project.”

For Vitrinite, this is exactly what highwall mining will represent. While primary open cut mining activities will be carried out at the new Vulcan South site, highwall mining will act as a secondary side operation to maximise yield.

“The way we are doing it, the

emphasis we are putting on it and the style with which we are using it can be considered somewhat novel in the industry,” Callan states. “Elsewhere, highwall miner tech is used routinely, and it is often used as a side project –installed towards the end of a project to scavenge the last traces of coal.

“The way we are using it is similar to how they utilise the technology in the US; we consider use of the highwall miner a project in itself, not a side project, and it will form a key proportion of our total overall mine production.”

OPEN CUT EXPANSION

Vulcan South represents a new frontier for Vitrinite, and marks the company’s focus on the expansion of open cut operations moving forward into 2023 and beyond. The introduction of highwall mining is a key focus point in this growth, opening up a promising new production and revenue stream for the company while proving the worth of the technology to the entire industry.

“The investment into this highwall miner is key for us and is the future of

“IT IS A REALLY EXCITING TIME AT THE MOMENT. OUR RAMP-UP INCLUDES EXPANDING THE COMPLEX TO OPERATE IN AN ADDITIONAL AREA”

– MICHAEL CALLAN, COO, VITRINITE PTY LTD

Your local, trusted automotive specialist.

the mine, being a piece of equipment that has not operated in the country before, and working with the different legislation and compliance requirements,” adds Callan.

“What is equally as important to our continued growth and success is our many partners, suppliers and business relationships that keep us going, and help us achieve success.”

For Vitrinite, a selection of key contractors and suppliers is vital in the industry, and the company’s partners are critical to its operations. This is best exemplified by the company’s mining and haulage contractors, made up of multiple small familyowned businesses local to the Queensland region and familiar with Vulcan territory.

“We love bringing people with us on our journey and helping build these companies via our operations,” Callan tells us proudly. “Directly dealing with owners of those companies is

important, as is maintaining these relationships. Although we are not the largest mining company out there, we are starting to get to the scale of operation whereby smaller companies are relying on us to keep work flowing.

“Another great part of working with smaller local partners is the culture aspect of work; everyone shares a similar inclusive mindset and we bond as if we were one team. Key suppliers have the same ethos as us, so it becomes very easy for us to mesh cultures together and work effectively while enjoying what we do day to day.”

There are certainly exciting times ahead for the company. As activity at the Jupiter pit comes closer to its end, and the gradual transition to open cut operations progresses at Vulcan South alongside the incorporation of highwall mining technology, preparation for such a future is the core of current affairs at Vitrinite.

“The most exciting thing is getting prepared for this transition, and it is not just about buying equipment and getting it set to work,” Callan explains. “There is a lot of work to do in regard to setting up systems, getting prepped for it, and working with the original equipment manufacturers (OEMs) to get the construction and design completed on time, and getting it delivered.

“On top of all this, we are recruiting a team at the moment to run this, so by the end of 2023 we will be ready to accept delivery of that and fully transition over to Vulcan South and ever more prosperous years ahead at Vitrinite.”

Tel: (07) 3174 4816

www.vitrinite.com.au

APAC Outlook, Africa Outlook, EME Outlook, North America Outlook and Mining Outlook are digital publications aimed at boardroom and hands-on decision-makers, reaching an audience of more than 800,000 people around the world; spanning the full range of industrial sectors.

With original and exclusive content compiled by our experienced editorial team, we look to promote the latest in engaging news, industry trends and success stories from across the globe.

Your company can join the leading industry heavyweights enjoying the free exposure we provide across our platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a ready-made forum to attract new investment and to help you grow your business. Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.

www.outlookpublishing.com/get-involved

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 introduce a platform dedicated to the mining and 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 brings 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 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

FROM RIGS TO MINERAL RICHES

Swick Mining Services’ pioneering rig designs deliver improvements in productivity, safety and value. With a reputation for innovation, we speak to Business Development Manager, Robert Burnett, about the company’s latest drill rigs

Writer: Jack Salter | Project Manager: Eddie Clinton

Western Australia (WA) is the epicentre of mining Down Under and a major player in the international industry.

Hosting a huge amount of high-grade resources and some of Australia’s largest mines, WA is ranked as the top region in the world for mining investment by the Fraser Institute, with new mineral exploration constantly ongoing.

Though the impact of the COVID-19 pandemic on the mining sector was uncertain for a few years, it has been able to bounce back and continue operating as an essential industry.

WA’s mining sector directly employs an estimated 144,000 people across the state and country, including Robert Burnett, Business Development Manager at Swick Mining Services (Swick).

“Living in WA, there are many opportunities within mining, so it was always going to be a part of my future,” he opens.

Burnett has more than 20 years of experience in the industry, having first worked in surface drilling at Drillcorp Western Deephole for 12 months before moving into underground diamond drilling with Barminco.

“During my four years at Barminco I was able to experience multiple underground operations, drilling in adverse and numerous different ground conditions across the state of WA. I joined Swick in 2006, and since then I have not looked back.”

GLOBAL CONTRACTOR

Swick is one of four specialised brands within the DDH1 Limited Group, Australia’s premier mineral drilling contractor, along with DDH1 Drilling, Ranger Drilling, and Strike Drilling.

The Swick footprint extends worldwide, with company operations strategically located in Australia, North America and Europe.

“Swick is a global business operating across three continents with a workforce of over 780 employees. As we span multiple continents, our operations require safety and training manuals in English, Spanish and Portuguese,” elaborates Burnett.

yOUR LOCATION FOR DEPENDAbLE AND EFFICIENT MIXING SySTEMS

Drawing on more than 30 years of contracting experience, Surface to Surface Inc. (StS) offers innovative, dependable and efficient mixing systems that save time and money.

The MAC-1200, our world-renowned multi-tank, single pump, mixing and cleaning unit, has a fourpoint shearing system that can create 300 gallons of sheared and hydrated polymer and/or bentonite drilling fluid in approximately five minutes. StS is continually innovating, altering and developing new mixing machinery. What we do helps our customers to save time, reduce costs, and make their jobs run smoother. The StS experience is unbeatable; once a contractor uses an StS mixer, it always becomes their preferred mixer!

We listen carefully to every contractor customer, including Swick Mining Services (Swick), so that we can develop new and innovative ways to provide better, faster, and more efficient mixing systems. We work with contractors to find out exactly what they need to make them better performing mixers. We have found a more efficient way to mix bentonite faster for the horizontal directional drilling industry, and we are one of few manufacturers that devotes a considerable amount of time towards the mixing system itself.

StS has developed an innovative “four-point shearing system” which can mix up to 750 gallons of bentonite drill fluid in less than 10 minutes. This proprietary system solves the problem of fast mixing of sheared polymer and/or bentonite slurry, ensuring that the contractor can mix one batch at the start of the day, and it will stay fully mixed, and ready for use, until drained.

We have established more efficient ways to mix and recycle drill fluids for the diamond core drilling industry, which Swick operates in, to solidify drill fluid waste from HDD sites along with vacuum truck liquid waste.

Our FL-243 Solidification System converts highly variable vacuum truck liquid waste and construction site liquid waste into solids. It was designed to efficiently mix a high slump material with a minimal amount of dry product, to create a by-product that has a low slump discharge and can be handled as a solid material. Depending on the dry product used, characteristics of the solid by-product may lend to a secondary use or ease of disposal.

The FL-243 unit operates on a continuous process rather than a batch type process, which allows for larger output. It was designed for ease of setup/teardown and can be operated by a single competent operator.

This system uses a high shearing flail system to mix our FLAILBOND® solidification powder to solidify the liquid slurry. This helps our customers with their work in infrastructure and infrastructure upgrades, by making their job simpler, faster, easier and less expensive.

StS mixing systems also enable customers such as Swick to work in ways that are more environmentally responsible. For example, StS’ Mixers and Cleaners (MACs) enable the recycling and multiple re-use of spent diamond drilling fluids by removing the small particle cuttings.

Our mixers are in use worldwide. Call or e-mail for full details and conditions.

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As one of the largest globally recognised mineral drilling contractors, Swick specialises in underground diamond coring, with capabilities ranging from small projects to large mining operations that require multi-rig drilling services. The company has designed and manufactured its own state of the art

rigs in-house since inception in June 2004 and now also sells them to third parties via the Swick Engineering division, which was newly created in 2021 and already boasts a strong reputation for pioneering innovative rig designs.

“Swick Engineering can assist your preferred service providers with the safety features, productivity benefits and unmatched versatility of Swick’s mobile drilling rigs,” Burnett tells us.

Mobile rigs are a revolutionary equipment layout that provide the ultimate flexibility and a major reduction in non-productive time,

contractors and now recognised as a

“Being an original equipment manufacturer (OEM) that manufactures and operates its own rigs has played a major part in Swick’s reputation of having an innovative culture and gives our clients the comfort of knowing our rigs and engineering controls are not off-theshelf solutions.”

Through Swick’s market reputation, the business continues to flourish and increase its volume of operating rigs. Indeed, a strategic approach to tender activity throughout FY23 has resulted in contract awards and additional rig growth.

“In 2023, we have had new and existing clients increase their operating demand by further obtaining our services. It’s fantastic to be part of a team that can mobilise new opportunities, which we see arriving daily, in a safe and quick fashion,” says Burnett.

“The business is always looking for the right opportunity to grow and expand. Each opportunity has its risks; understanding the region’s complex labour laws and specific country-based restrictions need to be evaluated before capital expansion.”

DEEPEX DIVISION

Having built mobile underground diamond drill rigs for its own operators since 2004, Swick’s Gen II mobile drill rig is now available to the open market.

The Swick Gen II rig utilises a small single boom carrier to host a powerful drilling system, thus embodying the successful Swick formula of the highest possible power in the smallest possible package, which is a major benefit of underground operations.

A one-stop shop for all grade control, reserve definition and exploration drilling needs, the Gen II mobile is capable of successfully completing a wide range of hole sizes and depths of up to 1,500 metres (m).

“In 2019, Swick discussed separating grade control drilling and

“WE PRIDE OURSELVES ON STRONG CAREER PATHWAYS, INCLUDING STRUCTURED TRAINING PROGRAMMES AND PROMOTIONAL OPPORTUNITIES, WITH AN ENTRY-LEVEL RECRUITMENT FOCUS”

– ROBERT BURNETT, BUSINESS DEVELOPMENT MANAGER, SWICK MINING SERVICES

SWICK VISION AND VALUES – AT A GLANCE

Swick’s values and expected behaviours guide the way it works with clients, business partners, communities and each other. These values are embraced by Swick’s employees, who share in the company’s vision. The company has become the trusted contractor of choice for some of the world’s most established and respected mining firms.

VISION:

Providing the most innovative drilling solutions to clients, built on innovation, safety and productivity to reach client targets on time, every time.

VALUES:

Work safely – Swick thinks and acts safely with a commitment to achieving zero harm at all times, across all aspects of its operations.

Work as a team – Teamwork is integral to the culture at Swick, whose workforce comes together as one with a can-do attitude. Ethical and professional – Swick holds itself to the highest of standards with absolute integrity and respect. Solutions focused – Thinking like the client to deliver strategic results with high quality outputs.

INDUSTRY SOLUTIONS

With locations in both Brisbane and Perth, Tidal Fluid Power manufactures and supplies high performing, competitively priced hydraulic components to OEMs, hydraulic repairers, and resellers throughout Australia. Tidal Fluid Power also offers repair, rebuild, or technical fault-finding services to many industries, including but not limited to; drilling, transportation, agriculture, manufacturing, mining, sugarcane and waste services.

exploration drilling to offer the correct cost-effective solution for our clients’ needs. Our Swick Gen II mobile drill rigs are a world leader for standard scopes of work with 112 kilowatts (kW) of total power,” informs Burnett.

The business realised, however, that productivity decreased with the Swick Gen II rig after 800 – 1,000m. With this in mind, and to give clients the best return on investment, Swick decided to construct a high capacity, high torque mobile drill rig introduced to the market by the DeepEX division, to cater for deep exploration, difficult drilling conditions and infrastructure drilling.

DeepEX has since developed a reputation for de-risking difficult scopes and reaching deep target depths, with extremely powerful and specialised equipment that has drilling torque five times the industry standard and 15 times when the rotation unit is in low range, ensuring drillers can manage issues, set and recover casing pipe and complete the deepest and most complex holes ever drilled underground.

Exploration holes up to 2,390m in depth have been drilled by DeepEX without losing a single drill string in the ground, the sort of reliability that is extremely valuable to clients.

Naturally, Swick is very proud of the

DeepEX rigs it has developed to work with all types of challenging ground conditions, enabling the company to meet its clients’ needs.

“Our DeepEX division’s underground mobile drill rigs are capable of drilling in excess of 2,000m, with the deepest hole to date reaching 2,390m,” Burnett reveals.

“DeepEX rigs are fitted with high torque heads, heavy duty feed cylinders, and 132 kW of installed power, showcasing deephole and high torque capability over our standard Gen II drills when drilling at depths greater than 800m.”

CULTURE OF INNOVATION

The Gen II and DeepEX’s specialist high-torque, high-capacity mobile drilling rigs represent the very pinnacle of underground rig technology, delivering unparalleled performance and productivity outputs.

It reflects the spirit and culture of innovative thinking that Swick demonstrates in the pursuit of excellence, driven by an internal R&D team that is always striving to provide the safest, most cost-effective solutions to clients.

Swick’s latest R&D project is the Gen3 E-Rig, which has the capacity to reduce power consumption by around

HEALTH AND SAFETY EXCELLENCE

Safety is the number one priority of Swick, who strives to be the principal provider of drilling services to customers that share its commitment to maintaining best practice safety standards, quality and excellence.

Across all operations, safety is a core value that cannot be compromised. This commitment to safety is shown by all individuals at all levels through their involvement, actions, attitude, consistency and energy.

Swick is achieving an injury-free workplace through a planned, systematic and measurable approach to safety, injury prevention and hazard management, striving for continuous improvement at all levels of its operations.

50 percent per metre drilled, resulting in a lower carbon footprint.

This underground diamond drilling rig removes all diesel power as well as a large portion of the Swick Gen II rig’s hydraulic parts. The Gen3 E-Rig also has a large battery capacity and utilises the latest in DC electric motor technology.

Comprehensive field testing and analysis of the Gen3 E-Rig were undertaken during FY22, with design upgrades to be completed before commencing operations in FY24.

“Swick has identified the need to improve efficiency, particularly in underground mining, to reduce the amount of carbon generated. Reducing the ventilation requirements and heat generation in underground mines by not using diesel engines is a huge opportunity and the Swick Gen3 drill rig will be a first mover,” Burnett explains.

“The design of the Gen3 eliminates many hydraulic systems and will greatly improve efficiency of the electrical power source, which can reduce the kilowatt hours (kWh) per metre drilled by 50 percent. The new electric rig will provide a solution to support clients’ sustainability goals whilst being a very productive and high capacity machine as well.”

The Gen3 E-Rig ties into Swick’s understanding of the importance to protect the environment around us, and recognition that responsible mining practices are fundamental to the company’s long-term success.

Swick is committed to the best environmental practices that minimise the potential impact of drilling on the environment through its environmental management policy.

Strict due diligence is carried out across the company’s operational activities to identify, measure and monitor its environmental footprint. In doing so, Swick has set out a number of principles to ensure continuous sustainable improvements in its operations.

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CAREER PATHWAYS

Equally encouraged to develop a sense of responsibility for the protection of the environment are Swick’s employees.

The company recognises that its success is driven by talent and dedication, the latter of which is reciprocated by Swick to help expand employees’ professional horizons through stimulating career opportunities, job security and lifestyle choices.

Operating numerous sites around Australia and overseas gives staff the opportunity to work in different locations, and Swick is committed to promoting from within as well as providing ongoing training, support, and the chance to complete nationally recognised certificates.

“Swick is a company that focuses on its people. We pride ourselves on

strong career pathways, including structured training programmes and promotional opportunities, with an entry-level recruitment focus.

“From there, our roles are predominantly filled by promotions, up to and often including leadership,” says Burnett, who himself has been fortunate to have conducted many roles since coming onboard at Swick, including Supervisor, Production Specialist, Area Manager, up to his current role as Business Development Manager.

“Our drill crews are also enrolled in Certificates of Drilling (II, III and IV), and our maintenance crews are often upskilled in other trades,” he adds.

Swick’s progressive global training programme arms crew members with the practical understanding and basic experience required to succeed on one of its drill sites, helping to unleash their potential from day one with

intensive job-specific training to guide them through each critical aspect of their job.

A state of the art, purpose-built training facility, meanwhile, incorporates the latest innovations through hands-on practical training, designed to stimulate realistic conditions faced when working on a rig.

This allows new starters to begin their training in a safe, controlled environment and provides them with a level of confidence and competence to ensure they can safely carry out field work.

Just like a usual shift on site, each training day lasts for 12 hours, during which time trainees learn the skills required to become an Offsider.

These skills include setting up a drill site, correct rod handling techniques and use of hand tools, tube emptying techniques, conducting basic

“BEING AN OEM GIVES OUR CLIENTS THE COMFORT OF KNOWING OUR RIGS AND ENGINEERING CONTROLS ARE NOT OFF-THE-SHELF SOLUTIONS”

– ROBERT BURNETT, BUSINESS DEVELOPMENT MANAGER, SWICK MINING SERVICES

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servicing and pre-starts, carrying out workplace inspections, and hazard reporting.

“Our underground training facility in Perth provides the initial training ground for our new Offsiders, equipping them with all the knowledge they need before they fly to the site,” Burnett shares.

Once new crew members successfully complete their initial training, they are sent to the drill site to continue their introduction to the industry via site-based programmes.

“Ongoing, on-the-job training is provided by our dedicated training team who travel to our sites, ensuring continuous improvement and support for operations.”

COMMUNITY INITIATIVES

In recent years, Swick has increased its focus on diversity and inclusion

(D&I), especially within recruitment, recognising the benefits of D&I including a broader pool of highquality employees, improving staff retention, accessing different perspectives, and benefitting from all available talent.

“We now have several female employees as part of our operations team on site, as well as a very

culturally diverse workforce,” notes Burnett.

Swick is likewise committed to employing a localised workforce and dedicated to giving back to the local communities in which it operates.

The key areas that the company focuses on to foster positive community relationships are environmental sustainability,

indigenous engagement and support, health and safety in mining, mental health, and sport and recreation.

This is embodied through support for a wide range of community initiatives to create positive change and make a difference.

Swick is incredibly passionate about the community partnerships it supports every year, playing an active role in providing financial assistance and grants to local businesses, clubs, charities, non-profit organisations (NPOs) and events that enrich the wider community.

“We are especially proud of our partnership with Murlpirrmarra Connection, an NPO that exists to provide young Aboriginals in remote communities of Wiluna, Leonora and surrounding regions of WA with educational, sporting, health and wellbeing opportunities,” emphasises Burnett.

“Swick also actively participates in the annual HBF Run for a Reason, the

MACA Cancer 200 Ride for Research, and Operation Sunshine, where we help and support children in difficult living conditions.”

CREATING TOMORROW

This commitment to the community reflects the journey of continuous improvement that Swick has embarked on, with the aim of being recognised as an industry leader in corporate responsibility.

“We aim to maintain high standards of corporate governance and ethics, and to conduct our business openly and honestly,” Burnett affirms.

The company actively strives to implement ethical, socially responsible supply chain practices and anti-bribery, corruption, and modern slavery practices by working closely with its suppliers and contractors.

It is expected that suppliers and contractors who agree to work with Swick will meet or exceed the requirements set out in its supply

chain code of conduct and human rights policy.

Supplier and contractor relationships are therefore considered and strategically sourced by Swick, with a view to maximising ongoing collaboration, innovation, value and success.

Working only with well-established, trusted and reputable suppliers in the industry, Swick continues to provide quality services that are valued and sought after by clients.

“Our focus is to ensure we maintain a high level of service by creating highly productive, safe and reputable drill crews,” concludes Burnett.

“We manage today while creating tomorrow!”

SWICK MINING SERVICES swickmining.com

creating shareholder value

In a country that is estimated to host the world’s largest gold reserves, the last decade has seen Australia become the second largest global gold producer, second only to China. Current gold prices on the Australian market are at a record high, and despite ongoing economic and geopolitical volatility, the outlook is strong after the country managed to maintain a steady stream of production throughout the turbulence of the COVID-19 pandemic.

With Australia’s gold mining industry generally defined by opportunity, thanks to high levels of investment in exploration and a swathe of various projects in the pipeline, the prospective outlook of the country is reflected in the dynamic microcosm of junior Australian Stock Exchange (ASX) listed minerals exploration and development company, Talisman Mining Limited (Talisman).

From the company’s headquarters in Perth, Western Australia (WA), Talisman’s CEO, Shaun Vokes, maintains an astute perspective of the opportunities currently facing the industry, but equally, the challenges that all mining players are forced to navigate.

“The easy deposits have already been found and exploration to find economic deposits is becoming harder, both by having to look deeper or in locations which carry additional risks,” Vokes introduces.

Writer: Phoebe Harper | Project Manager: Eddie Clinton

“Furthermore, all of the input costs have escalated, applying cost pressures to every facet of the industry from exploration through to production.”

This current state of play makes players such as Talisman key in unlocking new areas of exploration and driving the industry forward.

DELIVERING VALUE

For Vokes, another prevailing challenge that the entire industry must confront is the promotion of mining’s social value, particularly if it is to maintain relevance and importance in the environmentally and socially sensitive context of the present day, and remain competitive in the face of other potential land uses.

TALISMAN – KEY PROJECTS

The Lachlan Copper Gold Project

• Located in the Lachlan Fold Belt region of Central West NSW.

• Covers approximately 6,400km2 of highly prospective base and precious metals tenure.

• Comprises four sub-projects – the Central Lachlan CopperGold, Dandaloo Copper, Elvis Copper-Gold and Hillston Copper-Gold projects.

The Mabel Creek Iron-OxideCopper-Gold (IOCG) Project

• Located in the Gawler Craton of South Australia.

• Provides approximately 1,000km of highly prospective IOCG tenure in the same prospective corridor as BHP’s world class Olympic Dam mine and the OZ Minerals Carrapatena and Prominent Hill mines.

“Although it is possible to draw a clear nexus between the mining of base metals and the topical social themes of decarbonisation and electrification, the social value of mining gold is more difficult to quantify,” he observes. As such, a steadfast commitment to promoting the positive benefits of the mining industry to all stakeholders is crucial in order to sustain social licenses to operate.

Complementing a board of directors boasting extensive experience across all facets of minerals exploration and development, Talisman’s exploration team prides itself on working in close communication with local landowners throughout its areas of operation.

“Wherever possible, we also

utilise suppliers and contractors based in regional locations which brings economic benefits for local communities,” adds Vokes.

The company’s entire modus operandi is encapsulated by a value-driven mission, as evidenced by Talisman’s proven track record of generating value for shareholders and its ongoing business development programme.

“Our objective is to maximise value to our shareholders through exploration, discovery and development or commercialisation of opportunities in base and precious metals within Australia,” he emphasises.

In its pursuit of generating value, Talisman stands out from other junior ASX listed exploration companies in

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terms of funding, since the company benefits from a regular income stream generated by one percent gross revenue royalty from Mineral Resources’ Wonmunna Iron Ore Mine, located in the Pilbara region of WA. For the past two years, this revenue has been instrumental in enabling Talisman to undertake “substantial and sustained” greenfield exploration programmes in excess of AUD$5 million every year.

“We are constantly on the lookout for potential base and precious metals growth opportunities in Australia (and elsewhere) with the aim of identifying quality assets with the capacity to create long-term shareholder value,” surmises Vokes.

STRATEGISED EXPLORATION

In terms of seizing current opportunities, Talisman’s flagship undertaking and main area of focus is the Central Lachlan Copper-Gold Project. Located within the richly

mineralised region of Cobar/Mineral Hill, the site covers an extensive strike along the Gilmore Suture and is considered by Talisman to have significant potential for the discovery of substantial base metals and gold mineralisation.

Last year, the company proved the potential and lack of modern systematic exploration on this land package by collecting evidence of its base and precious metals endowment. To do so, Talisman

leveraged its aforementioned income stream to complete two regionalscale airborne geophysical surveys (both electromagnetic and gravity) to “unlock a new generation of discoveries” in the Lachlan Fold Belt by indicating the concealed presence of blind mineralisation.

The investment has been pivotal in allowing Talisman to acquire highquality datasets that can potentially shorten the discovery timeline on its tenure by several years by directing

“WE ARE CONSTANTLY ON THE LOOKOUT FOR POTENTIAL BASE AND PRECIOUS METALS GROWTH OPPORTUNITIES IN AUSTRALIA (AND ELSEWHERE) WITH THE AIM OF IDENTIFYING QUALITY ASSETS AND WITH THE CAPACITY TO CREATE LONG-TERM SHAREHOLDER VALUE”

– SHAUN VOKES, CEO, TALISMAN MINING LIMITED

PROJECT?

Shaun Vokes, CEO: “Our third concurrent workstream is an auger drilling campaign, comprising approximately 5,500 holes over seven exploration licences using Talisman’s in-house auger drill rig. To allow for rapid target generation based on these auger drilling programmes, Talisman has partnered with Portable PPB Pty Ltd, an Australian private company holding the exclusive global licence to the CSIRO developed low-level gold by pXRF technology known as detectORE™.

“The technology is a fast, simple and robust process currently used by a number of Australian mineral explorers and producers to enable the leaching, concentrating and detection of gold from a bulk sample at parts per billion levels with high precision using conventional hand-held XRF instruments. Talisman’s use of this system provides a fast (less than 12-hour turnaround) on-site preliminary gold and multi-element geochemistry result to guide realtime exploration, while still allowing follow-up geochemical analysis via commercial assay laboratories.”

its exploration efforts to the areas with the highest chance of returning economic discovery.

“These surveys generated over 50 anomalies and, after extensive delays due the extraordinary weather events in New South Wales (NSW) and the East Coast last year, we were finally able to get on the ground in January 2023 and kick off a major drilling programme,” Vokes shares.

The programme entails three key exploration workstreams operating concurrently across the Central Lachlan Project – reverse circulation (RC) drilling, ground geophysical surveys and soil geochemistry utilising auger drilling – which are interlinked and designed to rapidly test priority drill targets while screening areas below cover for

further geochemical and geophysical anomalies.

“Together, the workstreams aim to identify, prioritise, and systematically test exploration targets, ensuring that Talisman’s exploration strategy is provided with up-to-date targeting data from multiple sources,” he explains. “At present we are halfway through the programme and results have been encouraging with a number of assays awaited.”

Thanks to the solid progress of Talisman’s ground based moving-loop electromagnetic (MLEM) and PoleDipole Induced Polarisation (PDIP) geophysical surveys in identifying prospect areas indicative of base metal sulphide mineralisation, several new targets have been revealed with plans for RC drilling to follow.

APAC OUTLOOK: COULD YOU TELL US MORE ABOUT THE AUGER DRILLING WORKSTREAM UNDERWAY AT THE LACHLAN COPPER GOLD

MAKING MOVES AT MABEL CREEK

Another significant undertaking for Talisman was announced in January this year, following its acquisition of the Mabel Creek Iron-Oxide-CopperGold (IOCG) Project located in the under-explored region of the northern Gawler Craton of South Australia (SA).

Comprising three granted exploration licences covering a contiguous region of 1,048km2, the project area was initially identified as part of the SA Government’s “Gawler Challenge” in 2020 and subsequently recognised as one of the most significantly prospective areas in SA for IOCG and Gawler Craton-style gold mineralisation.

With recent aeromagnetic data published by the Geological Survey of South Australia suggesting the presence of a fluid conduit potentially hosting mineralisation within Mabel Creek’s deep-seated east-west trending fault system, the previously under-explored site has rightfully become an area of significant interest.

“The project is surrounded by exploration licences held by other major mineral companies, including recent tenements granted to Fortescue Metals Group (FMG) and Rio Tinto Exploration, as well as the exploration ground held by Oz Minerals and the BHP Group with its existing Tier 1 mining and development projects,” Vokes tells us. “The regional presence of these significant mining companies highlights the exploration opportunity for additional significant copper-gold discoveries in the Gawler Craton.”

Poised to capitalise on future developments, Talisman’s Mabel Creek Project benefits from a centrally located position with the Prospective IOCG Corridor where the moderate depth of the Moho boundary beneath the continental crust and its significant potential for IOCG discovery awaits.

“We are very excited by the potential of the Mabel Creek project and once the exploration licence transfer process is completed, we will immediately progress discussions with traditional owners to facilitate land access. We are hopeful that we can commence on-ground exploration activities before the end of this year,” shares Vokes excitedly.

A PIPELINE FOR SUCCESS

With extensive exploration programmes underway or in the pipeline at both Mabel Creek and the Lachlan Copper Gold Project in NSW, 2023 is shaping up to be a busy year for Talisman.

“As exploration in NSW progresses,

we are constantly improving our understanding of the geological setting and continually refining and improving our targeting methodology.

“Meanwhile, at our Mabel Creek Project, we envisage that we will run some geophysical surveys ahead of planned drilling to refine our existing targets and build on our existing knowledge of the area,” Vokes tells us.

Leading with a strategic approach to exploration and an unrelenting pursuit of delivering value, the untold future potential of Talisman is yet to be unearthed.

“We would like 2023 to be the year that Talisman makes a significant mineral discovery.”

MOVING MINING FORWARD

We speak to Kane Salisbury, CEO of Hallett Group, about the flourishing mining industry in Australia and the company’s respectable efforts in sustainability

Writer: Lucy Pilgrim | Project Manager: Eddie Clinton

The mining industry has always been a prosperous asset to Australia, and the industry is booming now more than ever. At the forefront of such sector-wide success is Hallett Group (Hallett), which stands as the largest business of its type in South Australia (SA), with 24 operational sites.

Hallett currently employs over 500 people who work to supply everything from cement, quarry products and concrete to timber, steel, and building supplies. With such a variety of products, Hallett’s customer base ranges across sectors, including mining, heavy infrastructure, renewables, defence, and civil and residential construction.

Hallett is positioning itself to meet the demands of the evolving industry. Although Australia has traditionally

been a global powerhouse in iron ore, coal and gas, it also has a huge potential to grow its capacity in the materials of the future, such as copper, lithium and rare earth metals.

“With some of the best renewable energy sources anywhere in the world, and the scale and stability of our industry, Australian mining is well positioned to provide key resources to the world with the lowest carbon footprint,” introduces Kane Salisbury, CEO of Hallett.

Salisbury has had a varied career path prior to his position as CEO at Hallett, taking his initial steps in the manufacturing space. Here, he was a manager in charge of overseeing the manufacturing of paper bags, beer and biscuits, through to pipe fittings and car parts.

“As I worked in manufacturing,

“I had a really strong interest in driving continuous improvement and was lucky enough to gain some great training and mentoring in LEAN manufacturing methodology, which I was able to successfully implement in a number of workplaces,” he explains.

“That was 14 years ago, and I have absolutely loved my time in the industry ever since. No two days are the same, there is always a new project or challenge just around the corner and I have greatly enjoyed being able to shape our strategy and achieve some great results.”

GOING THE DISTANCE

As a privately owned company, Hallett possesses a distinct drive to succeed. The company’s leadership has a strong and intimate involvement in the business to ensure its growth.

“We are clearly aiming to be the very best in our industry and if you are the best at what you do, growth will follow. A lot of companies have agility as a value, but then have a whole range of hierarchies and systems that slow down agility.

“Hallett’s flat structure, clear

strategy and purpose, plus the connectivity of its leadership team, allow us to act with speed and agility in our market like no other,” highlights Salisbury.

Hallett is further set apart from competitors by its trajectory of growth. Having tripled in size over the past decade, the company is making its biggest ever investments to support a further doubling of the business in the next three to four years.

Through key investments, the company is establishing a green cement manufacturing and distribution business to supply SA and surrounding regions. This is a real catalyst for Hallett, as it expands its footprint in the mining supply sector

APAC OUTLOOK: HOW IMPORTANT ARE PARTNER AND SUPPLIER RELATIONSHIPS TO HALLETT’S SUCCESS?

KANE SALISBURY, CEO: “Whilst Hallett has a diverse set of internal capabilities, we cannot be successful without great supply partners. We greatly appreciate those suppliers that have stuck with us through our growing pains, and we have enjoyed many of these partners growing with us.

“We are always looking for suppliers to innovate and bring their ideas to the table and we love to share the wins when genuine value is created. We are in an industry that values service and reliability very highly. We like to think we do this better than the rest and our suppliers and partners do as well.”

whilst giving itself and its partner customers access to the lowest carbon cementitious products in the market.

Furthermore, the company has been a significant component of many crucial and remarkable across SA, as it continues to supply many major infrastructure projects and key building projects including hospitals, schools, bridges and roads.

More specifically, Hallett has proudly supplied the Osbourne Tech Port Shipyard project, which is becoming the centre of naval ship construction in Australia. This has become more pertinent with the commitment to build future submarines at Osbourne, which is one of the most exciting investments in SA’s history.

Whilst Hallett is proud of its achievements in major projects, it does not lose sight of its base foundation customers which consist of residential, civil and commercial builders throughout Adelaide and SA, as well as the families that are building homes.

“These are the people and businesses that have supported Hallett through thick and thin over the past 40 years and helped us to get to where we are today,” Salisbury acknowledges.

UNEARTHING SUSTAINABILITY

SA is the global leader in the uptake of renewable energy with over 70 percent of its electricity usage coming from renewable sources. As such, Hallett has become an expert in incorporating environmentally

“HALLETT’S FLAT STRUCTURE, ITS CLEAR STRATEGY AND PURPOSE, PLUS THE CONNECTIVITY OF ITS LEADERSHIP TEAM, ALLOW US TO ACT WITH SPEED AND AGILITY IN OUR MARKET LIKE NO OTHER”

– KANE SALISBURY, CEO, HALLETT GROUP

Picky customers pick us.

In just four years, we’ve built over 20 pieces of plant equipment for some very picky customers, hailing from Katherine to Kununurra, to Callington.

Together, we’ve created tailored solutions to suit their needs.That’s over 20 mobile and fixed batch plants, silos, specialty bins and transit mixers on time, on budget and unique to each customer’s needs.There’s no cookie cutter approach at Delmix and just like our customers, we’re picky too.

We’re driven by quality and results, maybe that’s why picky customers pick us!

If you’re looking for someone to assist you with any of your concrete production or delivery needs, pick up the phone and call us.

Ron Delaney Executive Director

Peter Duffy Executive Director

Scott Langford Executive Director

Transit mixers 3.5 to 8.5 metre capacity

“WE ARE CLEARLY AIMING TO BE THE VERY BEST IN OUR INDUSTRY AND IF YOU ARE THE BEST AT WHAT YOU DO, GROWTH WILL FOLLOW”

– KANE SALISBURY, CEO, HALLETT GROUP

Providing solutions through our equipment, people and services:

• Vacuum Loading Liquids, Solids, Tank Cleaning

• High Pressure Water Blasting Concrete Demolition, Surface Preparation, Plant Cleaning

• Non Destructive Digging Pot Holing, Trenching, Service Locating

• Drain Cleaning and CCTV

“SpryCrete is a family owned and operated business supporting Murray Bridge, South Australia and the surrounding districts. Our focus is not only on supplying our customers with a quality product, but also on providing reliable delivery and outstanding customer service. With a versatile and capable fleet, no job is too big or too small.”

Providing industrial cleaning solutions that help support these objectives in the government and commercial sectors.

conscious projects into its agenda, as it has been proud to supply most of the recent and current wind farm developments right across the state.

A noteworthy case is the green cement transformation project, which is the most significant carbon reduction innovation project ever undertaken in the Australian cement and concrete industry.

The transformative project will witness Hallett construct a sovereign manufacturing capability to process and distribute two streams of Australian-generated industrial waste by-products into low-carbon green cement products, utilising established renewable energy resources.

The project will have an employment creation investment of AUD$125 million, split across the regional city of Port Augusta, along with new infrastructure in Port Adelaide. In total, the project will reduce Australian CO2 emissions by 300,000 tonnes

per annum immediately, growing to approximately one million tonnes per annum in years to come. This amounts to approximately one percent of the entire Australian 2030 CO2 reduction target.

Sustainability permeates other areas of the company, seen in the use of waste materials, water harvesting as well as planting trees and native vegetation.

“We are really pushing the boundaries on cement substitution in concrete, and we take pride in offering closed loop systems where every waste stream we generate is beneficiated into products that are consumed again,” Salisbury tells us.

As SA enters a key decade with generational investment, Hallett means to continue on its course for greater success, through a flurry of ambitious projects that tap into opportunities across renewables, defence and mining.

Hallett perceives great growth potential in the circular economy

and plans to continue investing in the enhancement of its offerings, well beyond what it is already doing in construction materials.

“Hallett is focused on positioning itself to maximise its share of these opportunities and importantly provide the construction material capability to ensure they are delivered,” concludes Salisbury.

hallett.com.au

LEADING THE DIGITAL TRANSFORMATION

Papua New Guinea’s telecommunications technology is growing under the guidance and determination of PNG DataCo Limited. CEO, Paul Komboi, shares the company’s latest plans

Writer: Rachel Carr | Project Manager: Josh Hyland

The arrival of new internet technology in Papua New Guinea (PNG) in 1997 was impactful, however, the speed of communications traffic was slow. It has since developed to improve industries and the economy, as well as everyday life for Papua New Guineans.

Today, PNG DataCo Limited (PNG DataCo) is developing the country’s digital infrastructure even further. The company provides cloud services, hybrid data centres, platform as a service (PaaS), software as a service (SaaS), and infrastructure as a service (IaaS) through its Tier 3 data centre.

“We are utilising this type of technology to provide all the services we offer to additional operators and large-scale enterprises. Those are our customers along with educational, health, and security institutions. As

key government operations, they are providing essential public services to the country,” opens Paul Komboi, CEO of PNG DataCo.

Komboi is an engineer by profession, specialising in telecommunications after graduating from the Papua New Guinea University of Technology. He has also obtained a master’s degree in engineering and policy analysis at Delft University of Technology in the Netherlands.

Komboi was installed as Managing Director at PNG DataCo in 2014 and was instrumental in forming the company before eventually becoming CEO.

With around 1,130 employees and headquartered in the capital city of Port Moresby, PNG DataCo recognises a gap in the industry, which it is rapidly filling with its digital transmission,

cloud and ICT services.

“Our customers want to be connected, so we are in the transmission space, dealing with optical fibre technology, submarine and aerial fibre. We are also utilising satellite infrastructure and technology delivery services,” Komboi informs us.

A strategic relationship with the oil and gas industry means PNG DataCo can use its pipeline to install fibre. Moreover, government and state-owned companies are already on board, helping to address the accessibility of land and the right of way to install such a strategic and critical infrastructure.

“We also have a significant relationship with state-owned electricity company PNG Power. We use its transmission poles and

towers to roll out aerial fibres to areas and regions around the country, to the main districts, provinces, and economic areas. We are deploying these strategies in terms of running our business,” he outlines.

POWER CHALLENGES

The biggest challenge that PNG DataCo faces is energy reliability, with 80 percent of network failures in the country resulting from power outages.

“Geologically, higher altitudes are tough. The road infrastructure makes it difficult to access, therefore, our network has problems in relation to electricity, but we have generators at site locations that enable us to meet those problems,” shares Komboi.

PNG DataCo endeavours to have access to regular electricity, so it can offer reliable services and telecommunications to its customers. The company is also investing in network upgrades, which are underway to keep up with demand.

“Our new infrastructure came in around three years ago and that led to an uptake in demand for our data services.

“Along with a new mobile operator,

we have two more mobile operators already in the market, and they are consuming a lot of bandwidth already in terms of telecommunications; therefore, we are focusing on upgrades both domestically and internationally.

“We are also focusing on links in areas where there is a lot of downtime due to power issues and sabotage. We are doing our best to stabilise the power transmission by building redundant paths along those vandalism hotspot areas to achieve resiliency. This will improve service delivery to our customers and the people in general,” explains Komboi.

Another key move is the marketing of data centres and cloud services. PNG DataCo is striving to remove the jargon surrounding pitching products, so customers feel more

comfortable with the type of services on offer, but it is not only the PNG public who are looking to use cloud services.

“We realise that because of the power issues, most corporate and big institutions are unable to invest more in supporting power on their own premises. They will slowly migrate to the cloud; we are just replicating what they had, but on a much bigger and better scale in terms of data centre services,” he states.

SOLAR SOLUTIONS

PNG DataCo is looking at off-grid solutions to aid network resiliency. Solar power will boost outposts and points of interconnectivity, and it will sustain the network as redundancy in connection is an issue regarding unreliable power.

“BUILDING SMART, SMALL, OFF-GRID CITIES IS THE TYPE OF MODEL THAT WE ARE LOOKING AT. THEY ARE THE PROJECTS THAT WE ARE INTERESTED IN FOR THE COMING YEARS”

– PAUL KOMBOI, CEO, PNG DATACO

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We offer a full line of quality products to protect your assets, your families and your businesses financial security.

Sunrise is the existing insurance broker for PNG DataCo Ltd. In addition, Niugini Assurance Group insures two of PNG DataCo’s major policies through Sunrise.

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OUTLOOK:

Paul Komboi, CEO: “As there is a big gap in recruitment, we brought employees from various nationalities onboard in certain areas that we lack. We are hoping that they will transfer their skills to our people.

“We have local Papua New Guineans that have graduated from the university. We can train them whilst they are working with us. The company also has approved a twoyear graduate programme and we already have eight new graduates. We are looking to have more, and they will commence the graduate programme in June.

“We have secured people internationally who will come and join us. We are looking forward to them joining, so they can strengthen our team and take us to the next level.”

“We need an alternative path as vandalism is a problem, along with natural disasters such as earthquakes which affect our submarine cables. Last year, we had a huge earthquake and it destroyed three of our submarine cable systems, however, we are trying to create another loop in the cable to protect us from this in future,” reveals Komboi.

The goal is to avoid too much downtime as businesses are unable to operate. Sustainable development and a move into green energy will save losses in business at a time of natural disaster.

Solar energy will also provide communities with power to charge their phones and watch television, and those that rely on agriculture can make it commercially sustainable through e-commerce agribusiness.

“Building smart, small, off-grid cities is the type of model that we are looking at. They are the projects that we are interested in for the coming years.”

Another project PNG DataCo is working on is communal power, with significant interest from agencies who want to partner with the company for off-grid power solutions.

CHANGING THE ICT LANDSCAPE

Regarding the future of data centres, the focus is on edge technology, meaning that smaller data centres will be situated closer to end-users.

“We are focusing on data centres using edge technology, enabling us to deliver services if our main data centre is offline. Edge can support towns as we see the potential for people moving into cloud and data services,” observes Komboi.

“The market and banking systems are there for ordinary people, and trade and e-commerce are going to pick up once PNG establishes trade agreements with other countries. To do so, most government

departments will act as the anchor alongside the private companies who are digitalising operations.”

Digital transformation is happening across institutions in PNG, and the deployment of data centres is desperately needed - a goal which PNG DataCo is fully committed to.

“There is now interest in hyper scale data centres that want to partner with us and are proposing various investment and venture capital (VC) models. As a strategy, we want to be the regional data centre for APAC.”

PNG DataCo has a submarine cable project to bring reliability to the existing cables both internationally and domestically. It will also connect new areas such as the islands in Milne Bay Province, which are densely populated compared to the other regions.

“We are looking at the expansion of our aerial fibre with power companies that are building new transmission lines across the country. We are also trying to link up with new satellite technology partners,” says Komboi.

Alongside its partner, InterSat, PNG DataCo is looking at Starlink, OneWeb and other satellite operators and technology as a potential avenue to complement its fibre network across the country which will be achieved through a comprehensive strategy over the coming years.

PNG DataCo’s future infrastructure plans will encompass the expansion of aerial fibre, securing connections, and edge technology. “We will talk to partners and start soliciting funding and investment and continue the work that we are doing in the next 15 years going forward,” Komboi concludes.

PNG DATACO LIMITED

Tel: (675) 313 3900

commercial@pngdataco.com

www.pngdataco.com

APAC

WITH THE INCREASING DEMAND AND CAPACITY FOR DIGITAL SERVICES, DO YOU HAVE ANY PLANS FOR A RECRUITMENT DRIVE?

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Our services include:

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We boast a stable, qualified and highly experienced management team that is committed to customer and employee satisfaction. Our exposure to a broad range of telecommunication risks and solutions across the wide spectrum provides an extensive knowledge base which is utilised in formulating client specific but innovative, tailormade telecommunication solutions.

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Office Location: MME Wantok Limited, Murray Barracks- PNGDF HQ, Support Battalion, Supply Division Wards Road, Port Moresby, NCD, Papua New Guinea. LEARN MORE

DOWN UNDER THE SEA

Writer: Marcus

connection is critical to Australia Pacific Islands. We speak to Dean

CTO at Southern Cross Cables the subsea systems keeping fibre afloat

Marcus Kääpä | Project Manager: Josh Hyland

As islands, Australia and New Zealand are highly reliant on international telecommunications, both satellite and cable, since they provide the critical infrastructure to stay connected to the rest of the world.

Due to this geographical divide and the subsequent necessity of digital connectivity, Australia has always been at the forefront of technological developments as an early adopter of technologies such as the National Broadband Network (NBN), 4G and 5G mobile services, and satellite services.

Southern Cross Cables Limited (Southern Cross) operates in this critical space and is the owner and operator of a trans-Pacific submarine cable network connecting Australia, New Zealand, Fiji, Tokelau, Kiribati, and Hawaii, all the way to the heart of the US West Coast, providing fast, direct, and secure international bandwidth.

“A lot of people don’t realise that about 98 percent of communications go via submarine cables globally, and

not just in Australia. So, international submarine cables are a critical interconnector in many aspects of people’s lives,” introduces Dean Veverka, CTO at Southern Cross.

“Moving ahead, it will be interesting to see how the new generation of low earth orbit (LEO) satellite services will compete with fibre to the home (FTTH) and 5G data delivery to end users.”

Southern Cross has always prided itself on being a technology leader, working with its suppliers to be collaborative industry trailblazers in new development, and testing advanced technologies to see how it can derive the most from the systems the company operates. Southern Cross also has many world firsts to its name, including introducing the fastest technologies and services to its customers, such as the first 400 gigabits per second (Gbps) wavelengths across the Pacific and 800Gbps wavelengths on commercial terrestrial networks, as well as the first subsea cable to introduce 400Gbps ethernet services.

“Being the first to deploy some of these new technologies is very exciting but always comes with some risk and challenges, but that is part of the dynamism of the industry that we operate in,” Veverka adds.

FROM AUS TO US

Southern Cross currently delivers over 18 terabits per second (Tbps) of bandwidth and has the potential, as demand requires, to increase to circa 100Tbps across the three systems. The new Southern Cross NEXT cable became part of the overall company ecosystem in 2022, adding a potential capacity of 72Tbps+.

APAC OUTLOOK: COULD YOU PROVIDE US INSIGHT INTO YOUR CAREER AND INTRODUCTION TO SOUTHERN CROSS?

Dean Veverka, CTO: “I started my career in 1979 working at the Overseas Telecommunications Corporation (OTC) in Australia. I was always interested in technology and building things, and the growing telecommunications industry ticked both those boxes for me.

“OTC was responsible for all international communications out of Australia including both satellites and submarine cables. I continued to work in international network operations for big carriers such as Telstra and Optus, building and operating operations centres, before coming to Southern Cross to set up the operations group and network operations centre. With Southern Cross, I got to help build and shape a whole new international subsea fibre network from the grassroots up, a unique opportunity that doesn’t come along very often.”

Southern Cross provides dedicated layer 1 (optical transport network) and layer 2 (ethernet) services and operates as an independent private company selling services to the capacity market on a nondiscriminatory basis with backing from major carrier shareholders. The NEXT cable is a submarine cable system that connects Sydney, Australia, and Auckland, New Zealand,

to Los Angeles in the US, as well as branching out to the Pacific Islands.

“The NEXT cable project was an extremely difficult undertaking as it was constructed and delivered during the entirety of the COVID19 pandemic,” Veverka explains. “We announced contract-in-force in September 2019, and countries started shutting their borders around March 2020.

“INTERNATIONAL SUBMARINE CABLES ARE A CRITICAL INTERCONNECTOR IN MANY ASPECTS OF PEOPLE’S LIVES”

– DEAN VEVERKA, CTO, SOUTHERN CROSS CABLES LIMITED

SXCables

With over 150 years of cable repair experience

Global Marine continues to support maintenance zones globally, keeping our customer’s subsea fibre optic systems operational in our increasingly complex, digital & connected world

“As countries closed borders or introduced mandatory quarantine periods of several weeks, this became an extremely complex logistics problem as well as being taxing on our staff and the contractors who had to endure longer periods away while deploying the system.”

According to Veverka, with no access to commercial transport, Southern Cross had to resort to unprecedented alternatives such as leasing ships and planes to transport people to remote locations such as Tokelau, Kiribati and Fiji. On top of this, Southern Cross often had to help governments develop protocols that helped keep countries safe and protected, to enter their countries to deploy this critical infrastructure.

The NEXT cable project was delivered by Alcatel Submarine Networks Inc. (ASN) as a turnkey submarine solution, which included installing a 15,840 kilometre (km) fibre optic subsea cable containing four

The official Youtube channel of Southern Cross Cables Limited, and the Southern Cross Cable Network

SOUTHERN CROSS – PAST TO PRESENT

Southern Cross was established in Bermuda in 1998 to implement and operate the Southern Cross network, constructed between the years 1998 and 2000. The original network comprised two geographically diverse subsea cables each about 15,000km in length. Thereafter, Southern Cross was established and aimed to be used by carriers and operators of all types.

Today, Southern Cross supplies capacity for providers in telecommunications, internet service, private networks, cloud and global networks and broadcasters. The company’s offices are located in Hamilton (Bermuda), Wellington and Auckland (New Zealand), and Sydney (Australia). The Southern Cross Network Operating Centre (SNOC) is collocated with the Auckland office. On 7th July 2022, the main Southern Cross cable network was expanded to include the 13,490km Southern Cross NEXT cable system that connects Sydney to Los Angeles, with additional branches in the Pacific region.

fibre pairs, over 245 optical repeaters to boost the signal along its journey, and six branching units to enable connection to New Zealand, Fiji, Tokelau and Kiribati, plus a spare unit for future connection to other Pacific Islands. The system was designed to deliver 72Tbps of capacity, with the ability to grow to over 100Tbps through future technology developments.

“For Tokelau and Kiribati, the NEXT cable provides them with their first high-speed fibre-optic international connections to the rest of the world, replacing their previous higher latency, lower capacity satellite connections,” Veverka says. “This will boost their educational opportunities, remote TeleHealth services and generally increase socio-economic benefits and other communications services.”

CONNECTING THE PACIFIC

Southern Cross has always been a key backbone in the Pacific, with its cable station in Fiji (and partner Fintel), being a critical hub point for other countries such as Tonga, Vanuatu, Samoa, and New Caledonia.

Despite the progress the company’s cables and others have made over the

years, the connectivity of the Pacific Island nations is still underdeveloped.

“Some islands have no fibre connectivity, and others only have a single connection to the global network which makes them vulnerable to natural disasters such as seismic activity, as seen in the volcanic eruption of 2022 in Tonga,” Veverka explains. “We are continuously exploring opportunities and routes to establish further connectivity and improve resiliency across the Oceania region. The NEXT cable is a key part of that strategy.”

The original Southern Cross cable was built in 1999 and was only designed to carry 40Gbps per fibre pair using 2.5Gbps wavelength technology. With the advent of coherent detection technology, the company went from 2.5Gbps to 100 Gbps wavelengths over time, and at present, its default wavelengths are now 400Gbps to 800Gbps.

By 2024, this will jump to 1,000Gbps wavelengths without Southern Cross changing its cable or undersea repeaters – a substantial rise in capacity.

“Our new Southern Cross NEXT cable carries 18Tbps. This was made possible through our collaboration with our technology partners, Ciena and ASN,” Veverka tells us.

With its legacy cables set to retire in 2030, Southern Cross is exploring many options to build a new cable along similar pre-existing routes, expand its Pacific Island connectivity while also looking at new opportunities in different destinations. For Veverka, it is important to factor in the many existing trans-Pacific cables that are reaching the end-of-life stage

in the next decade, which means a replacement strategy is also required for such cables.

“This year we are understandably very focused on the success and operation of the new Southern Cross NEXT system, but we also considering what’s next for us, and developing a plan to execute over the next three to five years,” Veverka concludes.

“The industry is one that is highly dependent on teamwork, be it providers, suppliers, customers, governments, or the myriad other parties involved. However, it is an industry that is truly only successful based on the interaction and contribution of all involved, and that is a core part of what makes the industry so interesting and enjoyable to work in.”

The telecommunications industry is one of the fastest evolving fields, making the world considerably smaller. The main cause of the evolving technology is the vital work of telecommunications infrastructure companies (TowerCos)

alongside mobile network operators (MNOs), which provide greater coverage and expansive connectivity.

The increasing importance of and demand for mobile broadband has created a decisive opportunity for TowerCos, as they instil connectivity

to not just everyday users, but also aid governments in achieving their national digitalisation aspirations.

The burgeoning developments of the telecommunications industry have pointedly accelerated since the inception of 5G technologies.

Subsequently, the position of TowerCos is instrumental in effectively utilising the potential of 5G connectivity.

“The onus is on TowerCos to enable a 4G/5G revolution, as they play an active role to be internally prepared

and externally advocatory to policymakers and the regulators. This ensures that regulators can enable the revolution to occur through TowerCos’ strategic relation to MNOs.

“Without TowerCos, the evolution will still happen but at a materially

slower pace,” establishes Kevin Chong, Director of EDOTCO Group (EDOTCO) Digital and Analytics.

A 5G REVOLUTION

EDOTCO is on hand to seize the opportunity presented by the advent

of 5G, as it plays a pivotal role in the Malaysian digital economy, where the company first established its roots in 2012.

Since then, EDOTCO has become a leading integrated telecommunications infrastructure services company, with the capability to deliver end-to-end solutions from tower leasing, colocation, buildto-suit, energy, transmissions and maintenance. Through such varied responsibilities, it remains Asia’s first regional and integrated TowerCo. With a steadfast workforce of 2,000 employees, expansion is at the heart of the organisation. In the last decade, EDOTCO has grown beyond Malaysia’s borders to encompass nine establishments across Southeast Asia. Consequently, the company

EDOTCO –SUSTAINABILITY PRACTICES

Sustainability has been a cornerstone of EDOTCO since its establishment in 2012 as it is inextricably linked to its purpose and vision. The company has a key focus to become carbon neutral by 2030, which will be achieved through three strategic areas:

• Environmental – managing the environmental impact of digitalisation and decarbonisation.

• Social - creating meaningful stakeholder relationships by focusing on labour and community.

• Governance - upholding diligent standards and best practices that go beyond shareholders and protect wider stakeholder interests.

has developed a regional portfolio of over 54,000 towers across Malaysia, Indonesia, Bangladesh, Cambodia, Sri Lanka, Pakistan, the Philippines, Myanmar, and Laos in just 10 years.

Such rapid and successful expansion has resulted in the company attaining the Association of Southeast Asian Nations (ASEAN) unicorn status, whilst also being named one of three Malaysian unicorns by Credit Suisse.

CONNECTING THE UNCONNECTED

As an integrated TowerCo, whose socio-economic impact far exceeds that of an MNO, EDOCTO takes great responsibility in helping nations accelerate digital transformation. This is achieved with the principal goal of helping its customers accelerate equitable access to digital connectivity.

In order to navigate its way through uncharted waters of growth, EDOTCO strives to connect the unconnected.

“With the introduction of 5G, Malaysia’s digital economy is on

the precipice of a significant shift in progress. This, alongside the nation’s policies and blueprints, such as the Malaysia Digital Economy Blueprint (MyDigital), is key in spearheading the nation’s digital transformation journey,” Chong highlights.

In conjunction with the transformative effects of technology, EDOTCO has had a substantial socioeconomic impact. For example, the company can create value for MNOs by saving approximately 16 to 35 percent of capital expenditure (CapEx) and operational expenditure (OpEx) potential, correlating to USD$10 billion savings in key Asian markets by 2025. As a result, consumers can access a higher quality connection with faster network rollouts, all whilst enjoying a price reduction.

Furthermore, TowerCos are found to have a positive impact on digital development, as EDOTCO facilitates higher internet penetration for underserved areas that results in innovation and GDP growth, as it presents the potential to create an economic benefit of USD$67 billion

for Asia. Thus, the power of TowerCos cannot be underestimated, not only for their economic benefits, but also their sustainable effects. Indeed, TowerCos are expected to reduce carbon footprint by five to 17 million tonnes, due to infrastructure sharing in selected Asian markets.

The next-generation infrastructure implemented by EDOTCO has provided equitable access across markets since its inception.

“EDOTCO uses its proprietary Network and Planning Analytics (NaPA) tool to provide insights into potential locations for newer tower sites and reduced building time. NaPa uses powerful geocoding and analytics to generate coordinates with granularity and accuracy,” Chong explains.

To select the most appropriate sites for MNOs, NaPA overlays three datasets. Firstly, the demand dataset identifies factors such as population

size, settlements, and points of interest. Secondly, the supply dataset provides each MNO with subscriber data and coverage signal strength. Finally, NaPA’s matching module identifies whether there are nearby EDOTCO sites which can be used for site sharing.

Aligning with its strategised approach to technological innovations, EDOTCO also has a certified corporate social responsibility (CSR) initiative which works to make connectivity accessible to remote communities and provide further support to those where the company operates.

This is conducted via threesubsects that have become a significant part of the company. For example, the Tower2Power, which was launched in 2016, has enhanced the lives of over 24,000 people, through the offering of electricity to homes and schools. Furthermore, the Tower2Community project

FIVE PILLARS OF EDOTCO’S LONG-TERM PEOPLE STRATEGY

Cultivating a coopetition culture: Having the highest levels of emotional pride, collaboration and purpose whilst instilling an intrapreneurial and ownership mindset to win. This includes a focus on shifting an individual’s frame of mind from that of an employee, to an owner of a highperforming entrepreneurial sports team.

Supercharging a future workforce: Balanced integration of EQ, IQ and DQ (Digital and Data Quotient). It is important to have mastery of skills as an enabler to higher autonomy and a sense of purpose (intrinsic motivation) for the workforce.

Humanising the digital experience: Infusing digital tools into human interactions to drive the highest levels of engagement and efficiency. The company is currently in the midst of engineering distinct experience across the employee lifecycle via an in-house “Returns on Experience” tool (predictive ROIs for each initiative across the employee lifecycle).

Creating a ‘5R’ organisation: Right people, right competencies, right jobs, and right cost level at the right time to improve agility and speed of decision making.

Becoming the global people champion: Becoming responsible corporate citizens and setting the future people and organisation benchmarks, beyond maximising profits and shareholder value.

Domain Expertise with Tower Solutions

We are:

S-Square Spenta Technologies LLP (SSTL)

• First to offer SAAS solutions for TowerCos

• Fastest growing tech start-up in Bengaluru (India).

• Three plus decades of industry experience.

• Clients spanning six countries

• Multiple product lines – energy management, landlord management, revenue management.

Since using our integrated solutions platform for tower management and process automation, our customers have experienced business growth and technology transformation. Our comprehensive, cost-effective, countryspecific solution using rules engine can configure complex MSA’s, charging models, and even dependent charging models.

Domain Expertise with Tower Solutions

Lifecyle Management System

aids disaster relief efforts which have benefitted approximately 50,000 lives since 2016. Lastly, the Tower2Water initiative provides clean water, sanitation, and awareness on hygiene, which has benefitted approximately 15,000 lives since 2018.

UNTOUCHABLE PROGRESSION

Alongside the pioneering NaPA tool,

EDOTCO also has a close eye on prudent portfolio expansion for both organic and inorganic opportunities that carry the right scale, economics, and returns for its shareholders. As such, EDOTCO has been steadily building its portfolio from a mere 10,000 towers in four home markets to an excess of 50,000 towers in nine markets in just over eight years.

Evidently, with expansion as a focus of the company, EDOTCO announced the ambition to become the global top five TowerCo with aspirations to enter an initial public offering (IPO) by 2025 as part of its medium-term strategy. Subsequently, EDOTCO’s current target markets are in the ASEAN region and South Asia.

“After our recent foray into the

“TRADITIONALLY, TOWERCOS FOCUSED ON TOWERS, ENERGY AND COLOCATIONS, BUT THE TOWERCO OF THE FUTURE NEEDS TO LOOK BEYOND PASSIVE INFRASTRUCTURE AND FOCUS ON THE OPPORTUNITIES AVAILABLE IN THE ACTIVE SPACE TOO”

– KEVIN CHONG, DIRECTOR OF GROUP DIGITAL AND ANALYTICS, EDOTCO GROUP

Indonesian market, we are now looking to expand in Thailand and Vietnam as we believe these markets offer untapped growth opportunities,” Chong details.

Despite global uncertainties, 2022 was a key year for EDOTCO with two major acquisitions: Indonesia for IDR750 million (approximately USD$50.3 million) and the Philippines

for PHP42 billion (approximately USD$748.1 million), showcasing the sheer dominance that the company has within the telecommunications industry.

“EDOTCO will continuously remain committed to pushing the connectivity agenda throughout the region and beyond,” Chong concludes.

https://edotcogroup.com

A NETWORK OF POSSIBILITIES

As Vodafone PNG opens up the telecommunications market in Papua New Guinea, we take a look at the challenges facing the company as it navigates a dynamic technological landscape

Writer: Rachel Carr | Project Manager: Josh Hyland

Mobile networks in Papua New Guinea (PNG) are still in their infancy, but Vodafone PNG hopes to positively impact the island country. As an operator expanding into a pioneering market, the company is eager to spur competition within the industry and face any challenges with tenacity.

Vodafone PNG’s entry into the telecommunications sector will facilitate greater innovation and heighten the adoption of much-needed technology in PNG. The company launched into the telecommunications space in December 2022 and appreciates the difficulty of the market, acknowledging that there are many different factors to take on board.

The option of an alternative

provider has been well received by Papua New Guineans; moreover, Vodafone PNG is eager to build the best network possible for the welcoming public.

Network coverage, however, must underpin Vodafone PNG’s success as the population in the country is not concentrated. The capital city of Port Moresby, for example, accounts for only five percent of the population.

With the majority of residents located in rural townships, Vodafone PNG is making the quality of network coverage its immediate priority. Once there is a strong foundation in place, innovative and affordable products, delivered with unrivalled customer service, will follow.

As a relatively new presence, Vodafone PNG aims to bring a

different perspective to the market, so its customers can benefit from better billing plans, bundles, devices, and mobile services in the long-term. In addition, the short-term will yield vital affordability backed by a reliable network.

Vodafone PNG prides itself on customer relations, alongside which, it has been able to gather the best global practices from other markets and bring them to PNG as the company continues to compete in both the B2B and business-tocustomer (B2C) space.

STIMULATING THE SECTOR

Vodafone PNG has a strategy in place to ensure that it is a critical addition to the public and businesses alike, and that everyone will benefit from

TALENT DEVELOPMENT PLAN

Vodafone PNG needs a cohesive team to implement its goals and improve telecommunications in the country. At 95 percent locally managed, talent development is part of the company’s plans for PNG as it ensures Papua New Guineans are integral to its operations.

Vodafone PNG tries to fill positions locally, wherever possible. Occasionally, the company has to hire expatriates, but eventually it hopes to have a PNG national at the helm.

With the talent programme due to be launched soon, the company looks to develop high potential school leavers, as well as national mid-career recruits, to develop a strong employer brand.

The team currently stands at just over 400 full-time equivalents (FTEs), however, Vodafone PNG expects that number to grow further as the network pioneers into the wider regions of the country.

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Proposed future Phase 3 and 4 extension

its presence in PNG. The company’s concern and focus are twofold. Firstly, it intends to roll out the network as planned, and secondly, it will aim to attain 75 percent population coverage by the end of the year.

Furthermore, when this twopronged approach has been achieved, the next step for the company is to forge a financially secure future in PNG. By following through with

customer acquisition exercises, establishing distribution, and retail and brand presence at every stage, Vodafone PNG is spending capital expenditure (CapEx) in the right areas. As it does so, the company wants to monetise its investments as soon as coverage is established.

CapEx spends on network infrastructure require customers so it can monetise as soon as the coverage has begun. In terms of investments,

Professional

MSA TELECOMMUNICATION LTD is a full turnkey solution company which provides product solution and engineering services together with state of the art project management. Founded by a team of experienced engineers, the MSA family currently consists of experts from various fields such as project management, ICT, IT, Wireless Core, IP and MW. This also includes a transmission and fibre network engineering team, structural cabling, site solution team and a documentation team.

Prior to joining MSA, all project managers and engineers were involved in different companies and different projects globally. Their experience becomes MSA’s main asset in growing rapidly.

Mohy Aly (Managing Director) mohy.aly@msa-telecom.com

Yasser Mohamed (Operation Director) yasser.mohamed@msa-telecom.com

ABOUT US

The Corps Commissionaires Security and Facilities Organisation was founded in the United Kingdom in 1859. The Corps (PNG) Limited was established in 1996 as a subsidiary and has been charged with assuring the safety and security of some high profile clients, organisations and facilities across Papua New Guinea (PNG).

In PNG, we strive to meet and exceed these founding standards and aim to consistently provide our clients with the highest attainable levels of security service, without compromise.

Corps Security provides specialised services to a range of diverse industries and sectors including but not limited to diplomatic, finance and banking, construction, commercial, retail and industrial.

SERVICES

Cash in Transit - Ground and Air

Secured Security Transport - VIP and Staff

Security Escorts - Armed and Unarmed

Static Guarding (Manned Guarding /Security Guarding)

Dog and Handler (K9 Units)

Vehicle and Personal Tracking, Monitoring and Response

Workshop and Service Fleet Management

Site Risk, Safety and Security Assessments

Administrative Security Reporting when required

P.O. Box 1402, Boroko, NCD, Papua New Guinea

Port Moresby | Mt. Hagen Operations: +675 323 4473 / +675 323 3516

Lae Operations: +675 7562 1028 info@the-corps.com.pg | www.the-corps.com.pg

Being customer and result oriented is always MSA Telecommunication Ltd’s priority

solutions, personal service

infrastructure and network optimisation.

Depending on how traffic is behaving, Vodafone PNG will make adjustments to the network to preserve its quality as it might become eroded once more customers are onboarded.

There will be other mobile-adjacent services which Vodafone PNG can develop and launch, but for the here and now, it will dedicate itself fully to becoming the best mobile operator it can be – offering great value propositions, backed by a stable, reliable network.

Consumers, industries, and the government all value the work that Vodafone PNG is implementing.

Therefore, the company is persistent in its campaign to connect PNG, as the underpinning reason for its existence in the country is to partner up on the development of

PNG, and not just to turn a profit.

This role involves both appeasing the public and aiding the new government as it navigates the trials and tribulations of a developing nation.

Vodafone PNG has a responsibility as businesses have come to rely upon it. In the Western world, people come to city centres to live and work. In PNG, it is the opposite as people can live off the land, with no need to migrate to the centre.

It means that the economy needs some activation as telecommunications bring people and businesses together. If Vodafone PNG can activate the economy in a sustained way, the knock-on effect will be huge, and taxation will become easier.

PROJECT PNG

As PNG has a low market penetration, a progressive expansion is required to bridge the communication gap.

However, actioning connectivity is more challenging than Vodafone PNG could have imagined.

It is a unique market with unique opportunities. Given the terrain, land ownerships and lack of legislation, building cell towers is a difficult task. The company is used to building 1,000 towers a year around Asia, but in PNG it is lucky to build 100 a year.

Issues surrounding legislation are an obstacle which Vodafone PNG is working to overcome. In other parts of the world, land is governed, with tangible boundaries, whereas in PNG there is a lot of guesswork involved.

Vodafone PNG finds itself having to negotiate with the people who claim that piece of turf. It is the uniqueness of PNG which draws people to this market, but it is not a run-of-the-mill type of destination. The difficult terrain and lack of structure surrounding land ownership

SORONG

IS

are two of the primary reasons why Vodacom PNG is currently limited in its operations across the country.

Covered with dense jungles and tropical rainforests, the mountainous terrain of PNG also presents infrastructure problems for Vodafone PNG. Using helicopters to carry towers up hills and mountains is now part of a standard day for the company.

The power in PNG is unreliable, so Vodafone PNG relies on generator sets which need to be refuelled. As there are power outages every day, the company has to get around the terrain, consequently, it needs to build a road to reach a tower.

As Vodafone PNG is building infrastructure, the road is now under construction, since there is a need to dig into the terrain to access the site. Building a tower is not as easy as it is in the West, where roads are taken for granted.

PLANS AND POSSIBILITIES

Having recently celebrated its first anniversary, Vodafone PNG has accomplished many achievements in a short space of time. As PNG continues to turn itself into a global telecommunications hub, operators need to expand their infrastructure.

Looking at the way the telecommunications sector has developed, Vodafone PNG will eventually sell more than data and texts; it will start to sell adjacent services such as Mobile Money and mobile content that people can consume. In the meantime, a stage has been reached where the market simply needs simple and basic mobile services.

Additionally, Vodafone PNG is currently talking to health authorities regarding the telemedicine sector. As many people in PNG are so far away from clinics and decent healthcare,

telecommunications can assist with diagnostics before patients need to see a medical professional.

The company arrived in PNG determined to make a difference to the country and its people. Therefore, the team are zealously fulfilling Vodafone PNG’s responsibilities and projects.

The country can and will develop at pace when the telecommunications industry works in tandem with the administration effectively, but commercial will and political might need to be aligned.

Furthermore, as a rapidly expanding mobile operator, Vodafone PNG appreciates how important supplier relationships are and how their support is integral to the company.

Vodafone PNG hopes to be in the country for the long-term and as the plan is to remain an important presence in PNG, it hopes that its suppliers see the company as a long-term partner.

For Vodafone PNG to be able to continue on the same trajectory, reliable contacts that understand its mission are fundamental. It is important for the company to give back to the community by taking on local small to medium sized enterprises (SMEs), to enable it to contribute to the growth of the economy.

Vodafone PNG encourages suppliers to take a longer-term view and align themselves with the company, to share its vision. It wants a group of partners that it can rely on and grow with.

CONNECTING THE POPULATION

Vodafone PNG’s office is based in the capital city of Port Moresby, which also houses the main data centre. The network rollout is supported by the company’s retail presence in Lae, Madang, and most recently, Mount Hagen. Soon, it will be able to orchestrate the nation’s traffic

through regional data centres, shortly commencing in Lae, then later on, Mount Hagen. The company’s aim is to spur growth through the provision of technology and connectivity, and the goal is to grow with the country and be at one with its people.

After launching commercially last year for both consumer and enterprise segments, Vodafone PNG offers a suite of products and services in pre- and post-pay, across voice, text, and data, including broadband for consumers. For enterprise, this entails mobile connectivity bundled with devices, as well as tailored enterprise solutions in cloud security, wide area networks, and dedicated internet.

Vodafone PNG is confident that its entry into PNG will spur greater competition within the industry, facilitate greater innovation and heighten the adoption of muchneeded technology as it aims to match its competitors, in terms of radio coverage at least. Rather than being at the mercy of one provider, the company wants to offer consumers a choice rather than have prices and services dictated.

Through better connectivity, the informal economy will gain more sophistication and become sustainably activated. In turn, it will contribute more to the nation’s commercial productivity. Nonetheless, the challenge cannot be one that the industry realises on its own. Vodafone PNG has to partner with the relevant authorities, and with the government overall, to rise to the test.

Moreover, providing better coverage, lower price points, and boosting the local economy are just a few facets of what the team at Vodafone PNG has in the pipeline for the nation’s people as, through investment in the country, the company has proven that it is here to stay.

In Australia, almost two in every three people living in the national energy market get their energy from one of the traditional incumbent energy providers.

For decades, that has meant that most Australians have been price takers who have no other option than to pay whatever traditional energy companies charge.

Fairness and simplicity for customers should be a given, but they have been routinely let down on both fronts over the years. Faithful customers are often unknowingly charged a loyalty tax and are with organisations who don’t take their responsibility to protect the planet seriously.

That has changed, however, with alternate energy providers such as

Energy Locals entering the scene and rapidly increasing the availability of alternative forms of energy generation and storage.

Indeed, as grid-scale renewables such as solar and wind farms continue to appear, around one in three Australian households have now added solar photovoltaic (PV) panels to their own rooftops, fundamentally shifting the market.

“Energy prices now peak at the start and the end of the day, because although industrial customers use more power during the daytime, it coincides with heavy solar PV production,” explains Adrian Merrick, Founder and CEO of Energy Locals. Not your average energy company, Energy Locals believes in the science of climate change, a phenomenon it

APAC OUTLOOK: WHAT IS YOUR TAKE ON WHOLESALE ENERGY PRICES IN AUSTRALIA?

ADRIAN MERRICK, FOUNDER AND CEO: “The gradual withdrawal of traditional generators has at times put pressure on wholesale power prices in Australia.

“The rapid hikes in international gas and coal prices in the past year have also driven up wholesale power prices. Although we have plentiful resources, the price that coal and gas were being sold at domestically was set by the international price, which is vastly higher than the cost of production.

“This contributed to some big increases in wholesale power prices, given that gas is still used to generate power when electricity prices peak.

“Later, the federal government put caps on domestic coal and gas prices, but these have a number of exclusions and while wholesale power prices reduced for a few months, they’ve started climbing again.”

has recognised it can – and must – do something about.

With around 100 employees based in Melbourne and Sydney, the goal of Energy Locals is to make locally-generated carbon-free energy accessible and affordable for residential, business and commercial customers.

“We run an energy retailer that any residential and small business customer in the national energy market (with the exception of Western Australia, regional Queensland and the Northern Territory) can join,” Merrick outlines.

“We also service commercial and community organisations that want to provide their customers, members or communities with a retail energy offer but don’t want to run a full endto-end energy company themselves,” he adds, citing clients such as Tesla, Sonnen, Cooperative Power, Indigo Power, and iO Energy.

Energy Locals’ retail business doesn’t earn money when customers use power; rather, the company makes retail costs transparent in the form of a small, fixed membership charge.

Indeed, whereas other retailers bury these in the various tariff components, such as the daily charge, energy usage rates and the solar feed-in tariff, Energy Locals passes them through at cost price, i.e., without mark up.

The company’s retail business has also been fully carbon offset from day one and doesn’t require customers to opt in or pay extra to receive carbon offset electricity.

“We do this for every customer, and for our own business as a matter of course,” Merrick tells us.

MULTI-RESIDENTIAL SOLUTIONS

Energy Locals’ community energy network business, which provides unique solutions to developers that construct and run apartments or mixed-use buildings, was originally founded as Energy Trade by Julian Duggan and Darren Read.

Utilmate

Your utility billing mate for your utility businesses.

‘‘Utilmate has been a strong and valuable partnership for Energy Locals’ embedded network business for over four years. Utilmate’s innovative software solutions have been instrumental in helping us meet our specific needs and lead the way in business best practices. We’re customer obsessed so Utilmate’s ability to swiftly identify and implement innovative solutions has been crucial in ensuring that we provide our customers with exceptional value and service.”

- Sean Thomson, Head of Operations, Energy Locals and Trade

Specialised software for energy retailers

Utilmate is proud to be a key partner of Energy Locals in delivering exceptional meter-to-cash services.

We offer this same exceptional service to all electricity, gas, solar, water and data companies including billing agents, embedded network operators, AER authorised and exempt retailers, body corporates, multifamily communities, strata managers and providers of data, across all industry segments and sizes.

Our streamlined set-up process provides you with an out-of-the-box cloud service that will have you up and running in no time at all. We’ve built Utilmate to help businesses like yours grow, without the need for a high cost and time-intensive IT project.

We do this by providing a leading utility-focused solution covering:

• Meter data management with the ability to manage cumulative and interval meter data from a range of formats and types.

• Producing accurate residential and large commercial bills that are industry compliant, customisable to protect your brand, that actually land in customer inboxes and get paid on time.

• A range of fully integrated payment channels including credit card, direct debit and BPAY.

What makes us different?

Wherever you are, we’re there for you. We’re able to be where our clients most need us. We work with utility companies and industry stakeholders globally. Due to our extensive experience with utility environments, we can put ourselves in your shoes, while also offering fresh perspectives and ideas.

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• Timely and automated customer communication and management giving you the ability to communicate with your customer through email, SMS or posted mail from a range of automated workflows.

• A MyAccount portal allowing customers to self-service, including seeing their account, invoices, usage, making a payment and performing key move in and move out processes without having to make contact.

With a common shareholder –Quinbrook Infrastructure Partners, a specialist investment manager focused exclusively on lower carbon and renewable energy infrastructure – the two businesses were merged in late 2020 under the Energy Locals name.

Traditionally, the millions of Australians that live in apartment buildings have been unable to access the benefits of clean energy – until now.

“We’re enabling access to renewable energy by funding, installing and maintaining clean technologies, including smart meters, efficient centralised hot water systems, solar PV, battery storage and electric vehicle (EV) chargers,” informs Merrick.

By funding the equipment and managing the installations, it means that developers don’t have to worry about capital outlay, making it a no-brainer to add the technologies

to their buildings.

“Developers come to us and ask for energy solutions in their building. The earlier we get involved, the more we can help to ensure buildings will cater for emerging technologies such as battery storage, which normally requires a dedicated space with specific requirements.”

To date, Energy Locals has installed over 2,000 kilowatts (kW) of solar PV, 555 kW of battery storage, and operates over 275 buildings with a further 200+ in the pipeline.

In March 2023 alone, enough solar power was generated by these panels to produce over 1,664,753 loads of washing, 10,177,976 hours of laptop time, or 124,720 days of fridge use.

The two largest residential Tesla Powerwall installations in Australia, hosting a combined 54 Tesla Powerwalls, will also continue to be operated by Energy Locals and have been for a number of years.

The South Australian Virtual Power Plant (SA VPP), meanwhile, was set up in 2018 by Tesla and the state government, supported by Energy Locals.

SA VPP continues to grow and remains the country’s largest VPP, providing solar PV and Tesla Powerwalls to people living in Housing SA properties without them having to pay anything up front.

“Instead, they receive a discounted energy rate for any power they use, regardless of where it comes from, and the solar and battery storage can be used to provide support to the local grid,” Merrick says.

As Housing SA customers live in government housing and often require additional support, this is helping to deliver lower power prices at an important time, and Energy Locals has become an expert at helping these customers with their queries and bills.

“WE’RE ENABLING ACCESS TO RENEWABLE ENERGY BY FUNDING, INSTALLING AND MAINTAINING CLEAN TECHNOLOGIES”

– ADRIAN MERRICK, FOUNDER AND CEO, ENERGY LOCALS

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ACCELERATED ROLL-OUT

Once a solution is agreed, Energy Locals’ project delivery team manages it every step of the way, which involves going on site to get things done.

“For example, we’ll put pins in for solar PV racking before the waterproofing has been added to the building roof, then go back later to fit the panels and inverters,” Merrick elaborates.

In addition, Energy Locals has accelerated the roll-out of solar PV and battery storage that it installs for both building developers and owners’ corporations.

There is a growing demand for these products from residents, and the company is seen as a safe pair of hands in this area to install the right type and size of product for the energy needs of the building.

Outside of the mixed-use areas of apartment buildings, solar PV and battery storage installation is also

offered to business customers.

By funding the capital expense, the company can make it much easier for businesses to access these products.

Energy Locals can also further reduce the energy price that companies pay by integrating products with the energy market, while simultaneously providing the grid with much-needed support.

“There are plenty of people doing great things with solar and wind farms, but the issue is that the transmission network isn’t yet able to cope with the amount of new gridscale renewables that we need,” notes Merrick.

“That’s why our strategy is to install large quantities of individually

small-scale renewables right there at the location where power is used by our customers.”

Energy Locals is dedicated to rapidly increasing the amount of renewable projects it invests in and manages.

In doing so, the company can give more customers access to renewables without the capital expense and provide much needed support to the grid.

“The projects we’ve done so far are all working very well, so it’s an approach we’re keen to replicate.”

DOING THE RIGHT THING

As well as keeping energy prices low, fair, and getting more renewables into

“THE EARLIER WE GET INVOLVED, THE MORE WE CAN HELP TO ENSURE BUILDINGS WILL CATER FOR EMERGING TECHNOLOGIES”

– ADRIAN MERRICK, FOUNDER AND CEO, ENERGY LOCALS

the market, providing great customer service is another key pillar of the company.

Customer obsession is the number one value of Energy Locals, whose partners – building developers and commercial/community organisations – have also been just as key to the company’s growth.

And it’s proving to be working, with Energy Locals the highest-rated electricity company on Product Review, one of Australia’s most popular customer review platforms.

“We’ve provided a service that was required by those organisations, and solving those problems has helped us to grow,” Merrick states.

“Many partners started working with us when they had only an idea or a concept, and we had to work closely with them to co-design the customer offer, launch it, and then grow it with them, which is really satisfying.”

One such partner that Energy

Locals has worked with to bring a concept to life is Haystacks Solar Garden, to provide energy services for the 1.5-megawatt (MW) community solar garden at the Grong Grong in the Riverina.

This is Australia’s first large-scale solar garden, and the initiative allows hundreds of people locked out from rooftop solar power to access the benefits of solar PV.

Energy Locals wants to maintain its growth trajectory by “doing the right thing”, and that applies to both its retail customers and community energy network business.

“Our solutions are in demand, so we’ll keep providing them to the right mix of partners and customers.”

Just as several partners have grown together with the company, some members of staff have also been with Energy Locals for a number of years, earning promotions and taking on vastly more responsibilities along the way.

“We couldn’t do it without our people,” emphasises Merrick, who has been at Energy Locals from the very beginning having designed, founded, funded and launched the enterprise in 2016.

“Both Energy Locals and Energy Trade grew from a few people and a couple of dogs to over 100 employees, all of whom are based locally in Australia.”

As Energy Locals continues to grow, more and more Australians will benefit from low-cost clean energy without being “screwed over” by traditional energy companies.

DELIVERING ON EXPANSION

In conversation with Teck Lean Teong, Group CEO of GDEX Berhad, we discuss the changing landscape of the express delivery services industry in Southeast Asia, and the company’s significant plans for growth

Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence

When speaking to Group CEO of GDEX Berhad (GDEX), Teck Lean Teong, it becomes clear that his interest in courier services stems from prospective opportunities in the industry that have arisen in Asia over the last decade.

“Seeing how the US and Europe have developed major courier companies, I believe the courier or last mile delivery service can become a large business if one does well.

“During the late 1990s to early 2000s, there weren’t many strong courier brands in Malaysia and Southeast Asia (SEA), and I saw a good opportunity to build a homegrown courier company,” introduces Teong.

Since becoming a major stakeholder of GDEX in early 2000, Teong has been an integral part of the company’s growth. Today, GDEX has an established regional presence in Singapore, Indonesia, and Vietnam. Thus, by working with strategic shareholders and business partners across Japan and Singapore, the company can further mobilise operations across the region.

GDEX has particularly fruitful

collaborations in Singapore, as each company shares their strengths and resources to create a strong network in economies of scale and digital channels. This concept is also implemented in Indonesia and Vietnam, to further strengthen its SEA presence.

COURIER EXPANSION

Despite the success of the industry’s expansion, express delivery in SEA is still very much in its infancy. Consequently, priorities such as sustainability remain a lesser focus for the overall industry. In neighbouring regions that have a more developed courier industry, including Japan, the US, and China, regulators limit the number of delivery players in the market. This is particularly pertinent for foreign-owned companies, as there are greater concerns over national security.

In SEA, however, such issues are not as much of a worry. “Over time, governments in the region could pay more attention to this matter, and there could be potential for further growth and consolidation of industry players,” Teong highlights.

In contrast, major development

has arisen with the emergence of digitalisation and the growing trend of online purchases via e-commerce and social commerce platforms. Such a shift is due to the retail patterns that occurred during the COVID-19 pandemic, when purchasing online was the only viable option. Many sellers found business through selling on social media, which further utilised express delivery services.

“Post pandemic, there has also been a lifestyle change, with consumers seeking convenience and being more comfortable with online purchases,” Teong tells us.

With such a shift in purchasing patterns, GDEX has become highly reputable within the SEA region. Logistically, the company comprises different business units offering end-to-end solutions to its customers. Services include last mile express delivery, logistics and warehouse fulfilment, cloud Point-of-Sales system, enterprise software, and cybersecurity solutions.

Thus, with a broad range of services, the company strives to deliver more comprehensive solutions to a greater range of clients, as evidenced by GDEX’s total of 10,000 employees across Malaysia, Singapore, Indonesia, and Vietnam, with the ability to serve the Malaysian market via 2,200 network points.

“With more companies going digital and venturing into multi-channel sales, our investment into the technology

sector and segments that have synergies with what our customers need will make GDEX a more digital logistics company. We get to be much more accessible to our customers, whether offline or online, enabling them to connect to all channels.”

To develop its influence in SEA, the company is being remodelled so that it can leverage on the last mile delivery ecosystem and strengthen its service offerings. To reach this goal, GDEX has ventured into warehouse fulfilment services and digital solutions.

“Our repositioning enables us to play a more important role to not only move boxes but mobilise businesses across the countries that we operate in,” Teong affirms.

DIVERSIFYING DELIVERY

The GDEX 2.0 initiative is key to the company’s reorganisation, existing as a technology-based last mile ecosystem aimed at elevating the customer experience, providing a versatile range of solutions and services, and expanding its reach to a greater number of customers.

“As an ecosystem, we are bringing in talents with diverse skillsets and backgrounds to expand our business in line with GDEX 2.0 initiatives. The varied talents complement the express delivery and logistics expertise that we have,” he proudly tells us.

www.gussmann.my

Other areas of development include the advancement of the management team. The company aims to expand its senior team with expertise across the entire end-toend chain and specialised fields. GDEX hopes this will fill the talent gap, whilst supporting its subsequent regional expansion and advancement of the business.

“Mergers and acquisitions have always been one of the GDEX’s growth strategies, but going forward we will look at how we can leverage our platforms and brands to build partnerships in other countries. This would be less costly than investing in physical assets or companies.”

In the near future, the company hopes to reap the benefits of the restructure, through growth and higher profitability. “As for expansion or diversification plans, we continue to be on the lookout for potential acquisitions to strengthen the GDEX ecosystem and bring in more comprehensive solutions to the group,” Teong ends.

On track for flourishing expansion, GDEX is spearheading the SEA express delivery industry, through comprehensive end-to-end solutions and cutting-edge initiatives which will broaden the company’s horizon. GDEX

https://gdexpress.com/

Gussmann is the leading provider of fleet management, driver safety and GPS tracking solutions in Malaysia. Solutions by Gussmann are delivered as Software-as-a-Service (SaaS) to customers in Southeast Asian countries. Gussmann’s presence today comprises an exciting array of established projects across the region via strategic solutions. We share success with more than 2,500 customers. Our products and services, designed for both consumers and commercial fleet operators, enable consumers to actively manage their mobile assets. At this very moment, our customers are enhancing their safety and reducing risk, while becoming more profitable.

THE FACE OF FAÇADE CONSULTANCY

Offering world class technical expertise, Building Façade Group’s consultancy services are expanding in Singapore and the wider region, as highlighted by Managing Director, Sani Chang

Writer: Jack Salter | Project Manager: Tom Cullum

The complexity and performance demands of modern buildings are continuing to increase.

To those responsible for executing the façades of these modern buildings, it’s therefore crucial that designs are accurately validated and the intentions of the client and designers are communicated.

As one of the most important and expensive aspects of construction, the façade of a modern building can

comprise up to as much as 20 percent of construction costs.

Façades are not only the manifestation of the architect’s expectations for a building’s external appearance, but also the primary environmental modifier. Indeed, with new, more onerous energy requirements being implemented, façade designs must form part of a holistic construction strategy.

Resolving these aesthetic,

environmental, and structural issues to achieve the enclosure of habitable space, is the art of façade engineering.

It is the façade of a building that makes the internal space habitable, governed by minimum performance criteria and driven by the need to lower carbon emissions and better the energy efficiency of buildings.

The clear need for specialised engineering expertise on major construction projects is demonstrated

T2 Changi Airport Expansion

Jangho Construction Group Co., Ltd. (Jangho Group) is a large multinational enterprise group listed on the A-share main board of the Shanghai Stock Exchange (stock code 601886). Formerly known as Beijing Jangho Curtain Wall Co., the company was established in 1999 and is headquartered in Beijing.

With its corporate mission embodied by the ethos of, “for the living environment, health and well-being of human beings”, Jangho Group is committed to providing green building system services and high-quality medical and health services. It has two major business segments: architectural decoration, and medical and health. Sundart, Gangyuan, SLD (Steve Leung Design), Vision, etc., are world-renowned brands, with business in more than 20 countries and regions around the world. The field is at the leading level in the industry.

Jangho Group is a national high-tech enterprise, demonstrating technological innovation. It comprises the first batch of national-level intellectual property advantage enterprises, a nationally recognised enterprise technology centre, and a post-doctoral research workstation. Overall, Jangho Group comprises the top 100 private enterprises.

Glory and dreams go hand in hand, and responsibility goes with the mission. Jangho Group will always adhere to change and innovation, continue to create value for customers, shareholders, and employees, and make unremitting efforts to improve the urban living environment and enhance human health and well-being.

www.jangho.com

by the field of façade consultancy services, in which a façade’s various technological demands are managed and design requirements are met.

Offering world class technical expertise across Asia, Building Façade Group (BFG) is a specialist consulting practice with key areas of expertise in façade consultancy.

“We provide consultancy advice on how to design façades for buildings, how to procure and verify manufacturing for façade works, and conduct quality verification of façade works,” begins Managing Director, Sani Chang.

“I have always been interested in how things are put together, and this translates into how a building is assembled with the multitude of parts, technologies, purposes and concerns. It’s always great to begin with an idea and end with a beautiful building façade.”

SERVICES FROM SINGAPORE

Chang, whose career spans some 35 years, has been involved with building design consultancy in Australia, New Zealand, and now in Southeast Asia.

FAÇADE CONSULTANCY – BFG’S AREAS OF EXPERTISE

FAÇADES FOR NEW BUILDINGS – Bringing creative and practical solutions to new building design.

FAÇADE STRUCTURAL ENGINEERING – Structural design of cladding systems, and specialist engineering analysis of complex 3-D and lightweight façade structures.

FAÇADE CONTRACTOR REVIEW – Verification process of the façade contractor’s design.

EMBEDDING SUSTAINABILITY – Encouraging and enhancing environmental protection and improvements through façade design and specification.

TALL AND COMPLEX FAÇADES – Understanding active and passive façade systems.

FAÇADE MAINTENANCE – Studying façade access for construction, maintenance and replacement.

FAÇADE REVIVAL – Experience in conserving, upgrading and refurbishing building façades.

FAÇADE GLOBAL PROCUREMENT – Enabling clients to prepare project cost estimations with confidence and maximise value.

FAÇADE CONTRACTOR SUPPORT – Providing technical support to façade contractors.

QUALITY INSPECTIONS AND AUDITS – Diagnostic inspection of façades and reviewing works in progress.

Funan Singapore

In that time, his focus has shifted from overall building design to concentrating on the façade, and managing the whole process of achieving the best façade for each project.

BFG has likewise evolved as a company, from working in large corporate consultancy firms to a more personal, intimate practice.

“We are a small, privately owned company that is now into its 13th year in Singapore,” outlines Chang.

“The link with our clients and partners is now much closer, and of course their resulting appreciation for a job well done is more satisfying.”

Having Singapore as its base has been a real advantage for BFG, as somewhere that is renowned as a technological leader in the region.

Singapore has built a world-class, globally competitive technology industry, and continues to explore new frontiers in innovation such as cloud computing, artificial intelligence (AI), quantum computing, data analytics, and other technologies that

span multiple sectors.

Design drivers and quality concerns are also dominant in Singapore’s façade space, which together with the country’s forward facing and hardworking DNA has allowed BFG to hone its skills.

“Another benefit of being located in Singapore is its expedient infrastructure (be it connectivity or financial), and the low tax rates. All of these factors nurtured the growth of BFG,” Chang adds.

Attracting young Singaporeans to work in the sector, however, is increasingly difficult for the likes of BFG in the face of a challenging job market.

The company is nevertheless blessed with a group of skilled and experienced individuals who provide great collaboration on any façade engineering project.

“We need young blood as our senior staff have spent many years now in the façade industry, and they are ready to pass their knowledge on. Renewing and sustaining the business for another 12 years will be a real challenge.

“Working on great projects, with great people and adding value to all – this is the guiding principle in our service to clients. We help to build a better world using our skills

“THE LINK WITH OUR CLIENTS AND PARTNERS IS NOW MUCH CLOSER, AND OF COURSE THEIR RESULTING APPRECIATION FOR A JOB WELL DONE IS MORE SATISFYING”

– SANI CHANG, MANAGING DIRECTOR, BUILDING FAÇADE GROUP

Two Nine Six O Trading Pte Ltd is a reputable company that specialises in the distribution of construction materials such as sealants, specialty coatings, building expansion joint systems, fire stopping systems & solutions, fasteners, and decorative panels. It also offers an array of value-added services such as logistical support, technical services, quality assurance and checks, and after-sale services.

The company’s dedication to excellence through innovation, tech and unwavering commitment has earned them a reputation as a tru Its team of technical experts, who have extensive experience, continually explore new and innovative ways to better serve clients.

Singapore (Headquarters)

21 Tuas West Ave S638435 +65 6267 1300 contact@t2960.com.sg

Vietnam

B05.35 RiverGate, 151-155 Ben Van Don, Ward 6, District 4, Ho Chi Minh City, Vietnam +84 126 492 1399 2960VN@t2960.com.sg

China (ShenZhen)

653, Block AB, 6th Floor Tianji Building, Tianan Digital City, No. 10 Tairan 5th Road, Tian’an Community, Shatou Street, Futian District, Shenzhen +23180306

hejun.zhao@t2960.com.sg

Indonesia (Jakarta)

Coming Soon

www.t2960.com.sg

APAC OUTLOOK: WHAT IS YOUR TAKE ON THE INDUSTRY IN SOUTHEAST ASIA?

SANI CHANG, MANAGING

DIRECTOR: “The industry in Southeast Asia right now is at an inflection point. What the COVID-19 pandemic has forced everyone to do is to reflect and reorganise.

“The end of the world somehow passed us by, and some things that were important just appear whimsical now. Starting a journey to work on an iconic, leading-edge project is always exciting, however, today it is tempered by a lot of collateral concerns.

“Climate change and rising costs, together with financial justification, make projects less exciting and more tedious. Of course, there is nothing wrong with being a responsible person in shaping our built environment, but we all yearn for the more outlandish, unusual and stimulating projects.”

and experience; it sounds cliché but there is no better or simpler way of explaining it,” says Chang.

REGIONAL EXPANSION

BFG was involved in a number of projects in Singapore during the course of 2022.

These include Project Sprint, a life sciences and innovation campus with offices, labs, retail, and service apartments located at the Singapore Science Park (SSP), as well as the Esplanade Waterfront Theatre, and the Changi Airport expansion.

“We essentially help to dress up iconic buildings with a proper skin of glass, metal cladding, stone, pre-cast panels, mesh, and just about anything that works to enhance the building. In addition, we specify the performance of the façade system and materials to keep out water, haze, dust, heat and glare,” Chang tells us.

“At the same time, we choose

materials with durability, sustainability and easy maintenance in mind. We even have a diagnostics section that does due diligence inspections of existing buildings and condition checks of façades.”

Outside of Singapore, BFG has managed to spread its façade consultancy services over the years by establishing offices in Jakarta (Indonesia), Shanghai (China), Kuala Lumpur (Malaysia), and Bangkok (Thailand).

This has allowed the company to respond to projects within the region and follow its clients, as they make the same foray into different countries.

“Some of our projects are located in exotic cities like Hyderabad, Bangalore, Kolkata, Mandalay, Kathmandu, Colombo, Port Moresby and Surabaya,” Chang reveals.

Over the last 10 years, for example, BFG provided façade consultancy

National Centre for Infectious Diseases

LETS PROTECT TOGETHER

Proven performance you can trust

Siderise has been serving the curtain wall façade market for over 30-years with highperformance passive fire compartmentation solutions backed by an unrivalled support service from design and engineering, to build and beyond. Protecting iconic buildings across the globe, our range of thirdparty certified perimeter fire and smoke seal systems are tested to the most stringent standards, where protection of the spandrel is needed to extend the fireresistance rating of the floor to the façade. In application, this allows our unique stone wool Lamella firestop to maintain its full performance and buy more time – valuable time.

Our Integrity. Your Designs. Safer Façades.

Discover more at siderise.com

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Siderise Asia Pacific

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services for RMZ Ecoworld in Bangalore, a large-scale development project offering multifaceted commercial office spaces for rent.

This work-leisure mixed asset comprises 16 towers and is an architectural marvel that stands tall amidst the pantheon of leading IT parks in Bangalore, with a range of social experience facilities alongside its sustainable design.

Façade consultancy services were also provided for the Muangthai Capital skyscraper complex in Bangkok, and Wisma Sudirman in Jakarta, a mixed-use office, residential and retail development conveniently located near the Jakarta Mass Rapid Transit (MRT) that showcases the collaboration between two BFG offices.

The project consists of a retail podium and separate office and residential towers that are approximately 68 storeys high and 300 metres tall, designed to be

a visually dramatic and towering landmark.

“It is exciting to work in the region, as different countries have different levels of maturity in their design consciousness and technology. We need to be there in order to pay proper attention to clients and their projects,” affirms Chang.

“The experience of working in Singapore and the region for the last 30 years, where the built environment changes so much and where we are so lucky to be able to contribute, is quite humbling.”

UNDERSTANDING CLIENTS

Through its involvement and growth in both Singapore and the wider region, BFG is able to share its knowledge with clients, implement new ways to design façades, and apply procurement methods that suit their requirements.

Although expansion throughout Asia is an attractive and exciting endeavour for BFG, Chang remains conscious of the limitations and wary of the pitfalls involved.

“As a privately owned company, we are limited by the availability of

“THE EXPERIENCE OF WORKING IN SINGAPORE AND THE REGION FOR THE LAST 30 YEARS, WHERE THE BUILT ENVIRONMENT CHANGES SO MUCH AND WHERE WE ARE SO LUCKY TO BE ABLE TO CONTRIBUTE, IS QUITE HUMBLING”

– SANI CHANG, MANAGING DIRECTOR, BUILDING FAÇADE GROUP

M2M Colombo for Moosajee

capital to expand, so even though it is appealing, we are still expanding slowly,” he informs us.

BFG’s clients throughout the region include personal building owners, developers, large architectural/ engineering consultancies, general contractors, façade contractors, and building material suppliers.

This wide variety of clients has enabled the company to understand the nuances and drivers for each specific type of client, and allows their primary concerns to be understood and identified by BFG.

“Having this universal view of the industry makes BFG more sympathetic to each client. Advising a developer where to source large curved glass works, and apprising a glass fabricator on the regional market demand for special glass are different sides of the same coin,” explains Chang.

“It is this wide ranging, holistic knowledge that BFG hopes will be its key differentiator. Ultimately, the goal is to reach the point where our experience is respected and we are known as honest and knowledgeable to all.

“In the early days, there were some

great, supportive clients that awarded us projects even as a newbie, who we are eternally grateful for,” he notes.

FAÇADES ON THE FRONT LINE

The COVID-19 pandemic was undoubtedly an existential juncture for BFG.

In Singapore especially, the slowdown in work, income, and lack of new projects was an immense concern, whilst managing fixed costs was incredibly challenging.

“Restructuring loans, keeping costs down, and extra capitalisation from our shareholders helped us through that period, as well as helpful subsidies from the government,” reflects Chang.

“It was a testing time, and it brought attention to our involvement in healthcare projects. This was a sign that we are doing the right thing in building such facilities to face such an unpredictable phenomenon, and a sign for us to carry on.”

The National Centre for Infectious Diseases (NCID), for example, was completed in 2018, just in time for the pandemic response.

NCID is a 330 bed, purpose built

facility designed to strengthen Singapore’s capabilities in infectious disease management and prevention, housing clinic services, public health, research, training and education, and community engagement under one overarching structure.

Benchmarked to international standards and best practices for treatment and safety, NCID better enhanced Singapore’s ability to respond effectively to infectious outbreaks such as COVID-19.

“This facility was on the front line in the fight to control COVID-19 in Singapore,” Chang says.

Prior to the pandemic, BFG had also just finished the new Sengkang Hospital, a large regional health hub opened in August 2018 providing quality and accessible care to support the health needs of residents in north-eastern Singapore, as well as the National University Centre for Oral Health, a national speciality centre that provides a comprehensive spectrum of dental care.

“We did not give up, and were luckily rewarded with another large regional health hub, Bedok Hospital, in 2022.

New Esplanade Waterfront Theatre

CSG is the largest Low-E glass manufacturer in China and a leading supplier of various glass products including float glass, tempered glass, heat strengthened glass, fritted glass, laminated glass, IGU glass, anti-reflective glass, photovoltaic and BIPV glass, and a full set of composite glass products.

Southern Glass (Thailand) Co., Ltd

Tel: 0066 0971364070

Contact Person: Robin Jiang

Email: jiangzb@csgholding.com

CSG Malaysia & Singapore Office

Tel: 0060 126509560

Contact Person: Celia Deng

Email: dengq@csgholding.com

CSG Vietnam Office

Tel: 0084 845651006

Contact Person: Jason Zhang

Email: jason@csgholding.com

CSG Indonesia Office

Tel: 0062 82298514700

Contact Person: Kane Wang

Email: kane@csgholding.com

Bring Art & Architecture together with KingZip

KingZip Freeform Building Envelope Solutions enable you to fulfil design intent with total flexibility.

KingZip Linea and Infiniti are manufactured on-site, from 1 metre up to 150 metres, allowing very long sheet lengths, eliminating

the need for endlaps and speeding up construction.

KingZip systems provide advanced structural, thermal, acoustic and fire performance. Combined with interlocking seams they offer exceptional long term durability.

CSG provides both first-class glass and practical solutions.

Biopolis 6, Singapore

The Pearl, Thailand

IFC One Saigon, Vietnam

The Tower, Indonesia

“Together with a new Health Sciences Authority building, the remodelling of Changi General Hospital, and the Elective Care Centre at Singapore General Hospital (SGH), we knew we made the right decision,” states Chang.

FUTURE OF CONSULTANCY

The future of façade design consultancy is now laden with automation and digitalisation.

This is naturally a great help to BFG, with buildings and façades increasingly designed using AI and digitalisation cutting down a lot of burdensome, repetitive tasks.

However, Chang recognises that the very basis of any consultancy such as BFG – to sell consultancy time –should not be forgotten.

“Having experienced staff who are in demand because of their skills and knowledge remains the core essence of any consultancy,” he emphasises.

“The future is about maintaining our experienced staff, who must continue to amass skills and knowledge to be shared with our clients. It is still a very personal thing, and the application of automation and digitalisation will help, but it will never be the cure-all.” Tel: 65 - 62225451 |

Nam Lee Pressed Metal Pte Ltd. Learn

Nam Lee Pressed Metal Pte Ltd. (Nam Lee) has established itself as a one-stop specialist offering complete service in the designing, manufacturing and supplying of metal products and solutions for diverse industries in building, container shipping and infrastructure etc. It is currently one of Singapore’s leading providers of fabricated metal products and cutting edge metal solutions.

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South

MANAGING METROPOLITAN METAMORPHOSES

Specialising in advancing urbanised innovation and developing sustainability solutions within the vast architectural landscape, McGregor Coxall continues to shape a better world

Writer: Ed Budds | Project Manager: Ryan Gray

Existing as a sprawling maze of complex living entities, today’s cities and urban regions embody the aspirations and spirit of our diverse cultures. Dynamic and ever-mutating, the world’s intricately built environments are witnessing constant social and political evolution.

Incorporating bio-city research, digital analysis and the most advanced consultation methods,

McGregor Coxall collaborates with its clients to find solutions for addressing complex urban challenges. Using its impressive bio-urbanism platform, McGregor Coxall assists a diverse range of private and public clients in developing and enabling policies, urban strategies and

implementation guides.

Furthermore, utilising this advisory skillset, the breadth of the company’s portfolio now encompasses metropolitan planning, precinct regeneration and place activation.

Regal Innovations – The Drying Green

Regal Innovations is thrilled to have worked as the lead design and construct contractor for The Drying Green in collaboration with McGregor Coxall, Chrofi, and the City of Sydney. Together, we’ve delivered an outstanding built outcome that’s sure to delight the community.

Our nuanced and innovative design and delivery response catered to the complexities of the design, aspirations, and site conditions. We collaborated closely with the design team to develop concepts from prototyping to final solutions, respecting the design intent and focusing on improved methods and technologies to deliver on the design visions.

At Regal Innovations we take pride in bringing aspirational designs to life. With McGregor Coxall and Chrofi’s stunning geometric form, we transformed the urban landscape into a reconstructed nature wonderland that looks amazing and functions flawlessly.

To achieve this, we fostered an open and collaborative culture among the project team, enabling us to communicate dynamically and respond collectively to issues and opportunities as they arose. Drawing on over 50 years of experience constructing world-class public spaces, we maintained design integrity throughout construction and ensured the project’s vision became a reality.

The park’s complex prism-like geometry presented unique challenges, but we overcame them with four principal mediums: concrete, lawn, water, and planted surfaces. The green berms were originally envisioned as solid, but we improved the design by developing a hollow steel skeletal system to contain infrastructure while allowing easy access for future wetland system repairs. The cladding system, specifically designed for this project, consisted of gabion-like wafer panels to provide a porous growing medium for the climbing fig. Grown offsite, they were installed as a ready-to-live architectural structure. While the project’s form is undoubtedly striking, we also prioritised providing an innovative nature-based solution to the overly engineered drainage systems in the urban environment. This solution is a fundamental driver of the project, improving water quality outcomes from the highly developed urban infill catchment before it re-enters the Botany Bay catchment. A multidisciplinary approach relied primarily on a naturebased filtration solution that intercepted a trunk drainage system and recirculated the stormwater through constructed wetlands and fountains over a threeday period. Supplementing this is a complex filtration, pumping, and monitor infrastructure that ensures water quality outcomes are realised and maintained.

Collaboration between architects, landscape designers, contractors, and other professionals is crucial for successful design outcomes. The Drying Green project is a perfect example of how collaboration can enhance a project’s functionality, sustainability, and aesthetic appeal. Together, we refined the design, developed new construction techniques, and ensured that every detail met the highest standards. Our team leveraged our expertise to create a landscape that functions efficiently while stimulating the imagination and inspiring a sense of wonder. At Regal Innovations we remain committed to fostering strong partnerships to deliver innovative, high-quality, and sustainable designs that leave a lasting positive impact on communities.

Regal Innovations Pty Ltd is a standout leader in the commercial and civil landscaping industry, offering a complete range of construction services to clients across Australia. Established in 1971 as Regal Landscapes, the company has evolved over the years to encompass broader aspects of landscape and civil works, earning a reputation for delivering projects on time, within budget, and with innovative solutions.

Regal Innovations hold honesty, integrity, and fairness as our core values, and we are passionate about building long-term relationships with our clients. We take pride in delivering projects that exceed expectations and realise our clients’ visions. Our expertise in design and construction projects allows us to bring together the best of both worlds to deliver exceptional results that respect the design intent. We use cutting-edge technology, including 3D modelling and building information modelling (BIM), to improve design resolution and communication.

Our services encompass all aspects of the external environment, and are made up of green and blue infrastructure, urban ecology, bush regeneration works, heritage works, and cultural works, including restoration work to heritage sites. We also offer tree supply and planting services with over 1,000 pregrown advanced trees available for delivery to projects and subdivisional works.

At Regal Innovations we understand the importance of maintaining the legacy and integrity of our completed projects. Our maintenance division works tirelessly to ensure our clients’ assets remain in pristine condition, which includes high-profile clients such as The Star Casino, Eden Gardens, Harrington Grove Estate, and The City of Sydney.

Partnering with Sumitomo Forestry Australia in 2021, a subsidiary of Japan’s Sumitomo Forestry Group, has opened new opportunities to expand and secure the future of Regal Innovations. With over 300 years of experience and a global landscaping business that emphasises biodiversity, Sumitomo Forestry Group brings a new level of professionalism and governance to the commercial landscaping industry.

The partnership with Sumitomo Forestry Australia is an opportunity to grow and develop our shared values to improve all aspects of delivering projects in the built environment and minimise our impacts. We are committed to and are actively addressing the urgent need of industry to lead the way to decarbonisation and mitigating the impacts of climate change and biodiversity loss.

Innovation, dedication, passion, and creativity are at the heart of everything we do at Regal Innovations.

THE MCGREGOR COXALL APPROACH

• McGregor Coxall approaches all design projects with innovative and contemporary thinking, while ensuring that budgetary and programmatic requirements are always met in full and on time. Solutions need to be costeffective, efficient, sustainable, and delivered in an environment in which risks are managed.

• The company has learnt that organisation and planning are key, and McGregor Coxall now prides itself on open and clear communication, an ability to be agile, and a network of contacts to ensure smooth and efficient delivery in its internal quality assurance systems.

• The awards and competitions the firm has won are evidence of its commitment to design excellence and to a sustainable, holistic process for all projects. This is what distinguishes the company as industry leaders.

Inclusive to this wealth of processes, McGregor Coxall delivers design services that unite a multitude of varied parties to deliver mutually beneficial outcomes for clients, communities and the environment.

BECOMING A PROMINENT CREATIVE FORCE

McGregor Coxall exists today as a multi-disciplinary design firm located in both Australia and the UK.

Combining its considerable international expertise and an extensive bank of experience, with carefully garnered local knowledge and strategic sensitivities, the company provides design solutions for complex urban and environmental

challenges. This is a process that has been built on the understanding of how vital positive spaces can elevate cities, towns, and new metropolitan developments.

Also, crucial to maintaining the highest standards possible, the working culture at McGregor Coxall blurs the boundaries between design and engineering. This allows the company to effortlessly integrate elite technical and design excellence, while weaving culture, ecology, and artistic elements into its innovative designs. Such premium levels of design found in the built and natural environments that McGregor Coxall works in are achieved through a close and seamless working relationship, shared and nurtured with its clients and project teams. Boasting extensive experience in multi-disciplinary projects, these teams ensure the highest level of cohesion across the project delivery team, design leadership and chain of sub-consultants.

Utilising these advantageous assets, McGregor Coxall is on a mission to consistently create exceptional and sustainable outcomes for its clients. This is achieved through its multidisciplinary team

which successfully combines a wide range of expertise across landscape architecture, urban design, and environment design, underpinned by an array of enterprise geospatial information products to help its clients achieve and exceed their overarching goals. The company carries out this process safely and cohesively for every new project, whatever the challenge and location.

PUSHING THE BOUNDARIES OF DESIGN

Landscape architecture possesses the enviable power to facilitate meaningful, sustainable connections between people and places. Furthermore, as cities compete across a global stage to retain talent in the knowledge economy, the quality of their public space offering is used as a key measure of their liveability as the sum of factors pertains to the quality of life.

In this way, every great city has active public spaces that play the part of becoming a stage for vibrant urban life.

McGregor Coxall’s landscape architecture services deploy robust design solutions that deliver such beneficial development and conservation

legacies. This is achieved through embracing the notion that intelligent regenerative design intervention can produce definable economic, social, and ecological benefits to enhance both cities and communities.

The global trend towards increased urbanisation brings challenges and opportunities to our collective natural environment. Worldwide, a growing number of prosperous cities are embracing these opportunities by utilising green infrastructure technologies to produce renewable energy and nurture biodiversity within their boundaries. This is being carried out with the aim of reducing carbon intensity and maintaining healthy ecologies, which will be incredibly beneficial to global human health.

Diligent in playing its part in this transition, McGregor Coxall provides environmental services to the water and energy sectors. Supported by its bio-city research, the company assists private and public clients to set targets, develop policies, and prepare environmental plans.

Alongside this, McGregor Coxall is increasingly incorporating technologically advanced engineering and ecological sciences, as a systems-based design approach enhances the resilience of urban, rural and natural environments.

The water-sensitive urban design (WSUD) solutions that the company creates are deployed across regions, cities, and catchments to assist clients and communities in mitigating water scarcity, flooding and stormwater pollution.

Integrating geospatial data, 3D terrain modelling and 3D hydraulic analysis, McGregor Coxall creates science-based land use capability mapping to support its effective master planning services.

BEST IN BIO-URBANISM

The company’s brand-new Bio-urbanism Lab takes the form

of McGregor Coxall’s R&D arm, tasked with hosting a dedicated focus to intensify resilience in cities. This is achieved via a formidable combination of data-driven modelling and advanced design research.

Recognising the need of many cities to embrace smart solutions to tackle shared global challenges, McGregor Coxall initially established its Bio-city Research Lab in 2006. Reborn once again as the Biourbanism Lab in 2022, the company now develops insights through spatial digital twins using advanced location intelligence modelling and geospatial technologies.

Moreover, McGregor Coxall expertly collates data-led practice acts as the

validation behind resilient landscape architecture, urban design, and engineering practices globally.

Similarly, the Bio-urbanism Lab is led by a team of specifically recruited academics and practitioners who possess the ability to solve complicated urban problems through the careful application of computational methods within the design process.

In its work with governments, academia, and public and private sectors, McGregor Coxall’s constantly evolving interdisciplinary ethos and vast knowledge economy are vital in building a less carbon-intensive, better informed, and more prosperous future one project at a time.

SHAPING FUTURE CITYSCAPES

Meinhardt EPCM Group operates at the centre of the Southeast Asian construction industry. We go behind the scenes with Mr. Vinesh Natali, Global Head and Director of the company to learn more

Writer: Marcus Kääpä | Project Manager: Ryan Gray

Singapore represents the future of the urban space. Existing as a city, nation and state, the island makes up roughly 275 square-miles of land that is home to a collective and diverse population of over five million people.

Known globally as the “Garden City”, over 50 percent of Singapore is made up of green space, and as a hub of international business it is the operational centre of many giants in the construction industry, such as globally renowned Meinhardt EPCM.

“The construction industry in Singapore has always been robust and balanced with good regulatory practises and controls in place,” begins Mr. Vinesh Natali, Global Head and Director of Meinhardt EPCM Group (Meinhardt EPCM).

“Over the last two years due to COVID-19, the construction industry has been impacted due to lockdowns and the slowdown in capital investments into projects. Fuelling this has also been the limited labour and materials supply from neighbouring countries posing challenges on the construction industry.

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

OPERATING IN EPCM

Meinhardt EPCM is part of the international Meinhardt Group and provides end-to-end services in the areas of engineering, procurement and construction management (EPCM). The EPCM business was established and commenced operations in 2016 in Singapore and very rapidly expanded into six other countries, namely Malaysia, India, Indonesia, Malta, and more recently Pakistan and the Philippines.

“The EPCM group employs more than 450 permanent members of staff,” Mr. Natali adds. “We have a high diversity of cultures and ages throughout the workforce, and through careful management and implementation

APAC OUTLOOK: CAN YOU TELL US ABOUT YOUR CAREER PAST AND ENTRY INTO THE CONSTRUCTION SECTOR?

Vinesh Natali, Global Head and Director: “I started off my career in engineering after graduating with a degree in Electrical Engineering from the University of New South Wales in Australia in 1992. Following my graduation, I moved to New Zealand where my first job landed me into the construction of a new Engineering Woods Manufacturing Plant in Gisborne.

“From New Zealand, I then moved to Indonesia to work in the mining and mineral processing industry where I was exposed to newer processes and challenges. I was fortunate to be surrounded by some very good mentors and capable professionals who helped and guided me towards the construction industry.

“In 2007 I moved to Singapore from New Zealand and worked on some of the largest developments in the country at the time where I was able to apply engineering and construction knowledge. Until 2014, I continued to work across the Southeast-Asian region working on various projects for multiple clients and held key account relationships.

“In 2015, I joined Meinhardt and spearheaded the EPCM group for Meinhardt EPCM business which now spans seven countries (Singapore, Malaysia, Indonesia, India, Pakistan, Philippines and Malta) with over 450 professionals across the business. We have strengthened the business across the several sectors specific to each country and introduced new expertise into the group.”

of our inclusivity policies, they have each become loyal Meinhardtians.”

For Mr. Natali, along with this regulatory augmentation, buildability and constructability requirements as part of the approvals process have forced engineers to think more broadly on standardisation and modularity for faster, environmentally friendly and safer ways of building. To support this environmental compliance, a significant amount of construction is done offsite where safety, pollution and waste can be controlled within stricter guidelines.

“Our client base includes several notable multinational corporations (MNCs) operating globally and in the region who are looking for one stop solutions such as Meinhardt,” says Mr. Natali. “We currently service largely private clients from the oil and gas, mobility, energy, minerals processing, food and beverage, automotive, advanced manufacturing, semi-conductor and logistics sectors. We also work with public sector clients on infrastructure projects in Malta and India.

“We have in the past year enhanced our offerings into the renewables sectors and smart solutions around energy management and optimisation.”

EXPANSION AND DEVELOPMENT

With the COVID-19 pandemic in the past, Meinhardt EPCM is moving forward with an array of projects to carry out.

In 2017, Meinhardt EPCM was appointed by Shell Indonesia as its mobility business partner. The company currently provides EPCM services to Shell Indonesia mostly in the eastern part of the country on Java Island.

“Meinhardt EPCM provides engineering of the retail outlets starting at feasibility, cost estimation, contract management, design of the buildings and the fuel systems on the sites, design of photo voltaic (PV) solutions and electric vehicle (EV) charging infrastructure, procurement, capital expenditure (capex) management, construction management and health and safety,” Mr. Natali tells us. “We have delivered over 50 retail outlets in Indonesia itself and have been firmly expanding our delivery into the city of Medan starting this year.

“In Indonesia, our team is about 85 strong on the ground and is supported by our Centre of Excellence Team, to not only help deliver the yearly programmes but also to infuse creativity and innovation into our delivery. Our excellence in delivery is hallmarked by speed and safety and we have had a sterling record in both respects.”

Meinhardt EPCM has recently been awarded a project in Brazil to undertake the feasibility of a new steel plant. This is a new process and technology to be introduced by the client, and the company’s teams in India are engaged to undertake the unique project, demonstrating the expertise developed inside the company itself in the materials

handling and minerals processing sector. This project also represents Meinhardt EPCM’s global expansion into South America, and an exciting future in the region.

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

INVESTING IN THE PEOPLE

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

“When we started our business, we very carefully chose our staff giving them a platform of opportunity to grow with us as the company grew,” Mr. Natali elaborates. “Many of them came with good industry experience and coupled with our business we were able to fuse their aspirations and expectations to form a winning partnership.

“Over the years we have given our staff freedom and flexibility to exercise their thought within the strategic opportunities and aspirations of the company. This flexibility has provided a very lean and agile workforce that is capable of thinking outside the box to tackle any undertakings successfully.”

More recently, Meinhardt EPCM has introduced staff wellness programmes allowing interactions remotely amongst staff through, for example, the gamification of work.

“A programme we have recently introduced is “Howdy Meinhardt” which allows staff at any level to meet with management and discussion various topics of interest,” Mr. Natali continues. “This allows for closer bonding between management and staff.

CORPORATE SOCIAL RESPONSIBILITY (CSR)

Meinhardt EPCM has been undertaking a number of CSR practices in India helping the homeless in need of basic amenities such as blankets and clothing. The company has also undertaken a public education project with its contractors in Bangalore for Traffic and Road Safety, that relates to building awareness around road safety.

“As part of our clients’ ambitions, Meinhardt EPCM is aligned to design solutions within our projects for our clients to achieve Net ZERO and Low Carbon targets. Meinhardt is undertaking several projects which have resulted in achieving the sustainability targets and also certifications for LEED and Greenmark”

- Vinesh Natali, Global Head and Director, Meinhardt EPCM Group

“Our supply chain expects a certain level of conduct, and our training programmes align this with the expectations of our clients.”

FUTURE GROWTH

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

“As mentioned before, we are also expanding into the Americas, and on top of this, we will be diversifying our EPCM services through setting up a construction focus targeted at the mobility sector,” Mr. Natali tells us. “Embracing technology as part of our business continuity

plan has been in play over the last two years. Meinhardt EPCM has continued to operate at full speed over this period due to the technology in place to conduct work with remotely located teams. Whether it was with clients based in another country to conduct meetings or to give instruction and review progress on sites, our technology platforms allowed us to continue our business operations successfully.

“We also embraced building information modelling (BIM) and virtual reality (VR) in our projects to allow better visuals, team coordination and seamless client approvals.”

Tel: +65 6273 5255 / +65 6274 0788

info@meinhardt.com.sg

www.meinhardt.com.sg

CHAMPIONS OF TRANSPORT INNOVATION

From being the lone woman on the team to leading an AUD$27.5 billion forward programme, Julie Mitchell has always sought ways to do things differently and better in a constantly evolving world. As Deputy Director-General for Infrastructure Management and Delivery at the Queensland Department of Transport and Main Roads, Julie discusses the state of transport, the upcoming Brisbane 2032 Olympic and Paralympic Games and how the department is partnering with industry

Writer: Julie Mitchell, Deputy Director-General, Infrastructure Management and Delivery Project

Manager: Ryan Gray

If there’s one word that describes Queensland’s transport network – it’s multidimensional. From the sandy beaches in Cairns down to the Gold Coast, to the red earth of Childers and the wheat fields in Roma and the South West, this state covers an area nearly seven times the size of Great Britain.

While Queensland’s Department of Transport and Main Roads (TMR) is responsible for a very important backbone of 33,000 kilometres (km) of state-controlled roads, this is augmented by a variety of services

and physical infrastructure from policy to school crossing supervisors.

If you’re lucky enough to live in Queensland, you might be in the Torres Strait, where we regulate marine pilotage services to protect the world heritage listed Great Barrier Reef, or you may have travelled to the west of the state to see the Muttaburrasaurus Dinosaur on our freshly sealed very rural Cramsie –Muttaburra Road? Or maybe you’ll be taking your surfboard from Broadbeach to Burleigh Heads on the Gold Coast Light Rail Stage 3 (due for

completion in 2025).

If you’re into bike riding, it’s possible you’ve used one of TMR’s cycleways or rail trails that are connecting people to places and encouraging more Queenslanders to ride their bikes. Moreover, if you’re in Queensland, it’s highly likely you’ll interact with us face-to-face over your lifetime for a driver, marine, or dangerous goods licence.

Across this broad network, TMR provides the regulatory, policy, and planning framework that keeps Queensland moving and connected.

DEPARTMENT OF TRANSPORT AND MAIN ROADS (TMR) LOCAL GOVERNMENT

With a workforce of around 9,500 people, I’m in awe at the range of services we deliver that contribute to making Queensland a great place to live.

Every day I learn something more about the services and infrastructure we provide.

THE OLYMPICS APPROACH

With less than 10 years to the opening of the Brisbane 2032 Olympic and Paralympic Games, I can tell you we’re making every day until 23rd July 2032 count! Like many Queenslanders, I hope to be there at the opening ceremonies for the Brisbane 2032 Olympic and Paralympic Games. Being one of the biggest and most watched sporting events worldwide, we’re very aware of the task ahead of us.

APAC OUTLOOK: AS A REGISTERED PROFESSIONAL ENGINEER AND FELLOW OF ENGINEERS AUSTRALIA, WHAT ADVANTAGES HAS THAT TECHNICAL BACKGROUND GIVEN YOU AS A TRANSPORT LEADER?

JULIE MITCHELL, DEPUTY DIRECTOR-GENERAL, INFRASTRUCTURE MANAGEMENT AND DELIVERY: “Being a registered professional engineer has taught me the importance of technical capability in planning, design, and decision-making. In an engineering focused workplace, it has given me the credibility needed for positions I’ve held and has helped me to know what questions to ask; it’s honed my thinking and ability to evaluate risk and has taught me to actively listen, seek clarity, and enhanced my understanding.

“I’ve always valued continuous and life-long learning and how it brings value to the practical, on-the-job learnings I’ve accumulated in my career. I’ve completed a Master of Business Administration and a Master of Environmental Management in Sustainable Development and have found these both to be useful in how they have added a more strategic perspective to my approach, allowing me to identify, focus on, and explore opportunities and synergies.

“My commitment to continuous learning and my ability to be flexible has greatly benefitted me as has my respect for all professionals, valuing their input and what they bring. I’ve also encouraged the teams I’ve led to do what I have done; to look for ways to do things better and to embrace new things, to try something new and to take risks.”

However, it’s not the first significant sporting event we’ve held. Queensland had a ‘practice run’ with the Gold Coast 2018 Commonwealth Games (GC2018) but there are a couple of things that are different for 2032. Firstly, the size of the combined Brisbane 2032 Olympic and Paralympic Games are 7.5 times bigger than they were; the Paralympics alone will be bigger than GC2018.

Secondly, the duration means prolonged and significant network disruption with 30 days of competition, training and roll down, and then two weeks between the events, totalling nine weeks. We have to make sure we keep the state moving as well as deliver the games and lasting benefits.

An eye-catching mural on grain silos in Thallon, South West Queensland. Source: TMR. © The State of Queensland.

The Port of Gladstone at night. Source: TMR. © The State of Queensland.

DEPARTMENT OF TRANSPORT AND MAIN ROADS (TMR) LOCAL GOVERNMENT

This means we’re already thinking about how we provide a positive legacy. The games are a catalyst to bring forward investment to deliver great benefits, such as fully accessible transport facilities and services and a commitment to quality walking and cycling connections to venues and major public transport hubs.

A LONG-TERM VISION

Given everything we’ve experienced over the last five years, from COVID-19 to bushfires to floods, our longer-term vision is definitely agile. Queensland is unique as two thirds of the state’s population live in South East Queensland, where an additional growth of two million people is forecast in the next 20 years. Unexpectedly, our population base grew during COVID-19 as we were a destination of choice.

The delivery of region-shaping infrastructure like Cross River Rail can be pivotal in shifting people to more sustainable travel modes, supporting more consolidated development, and allow for high-frequency, highcapacity links. Active transport has also increased and has a role to play in connecting people with places locally, supporting healthy and active lifestyles, and creating liveable and accessible communities in both metro and regional areas.

Rail will be the backbone of the South East’s transport network; it’s the heavy lifter for passenger movement and the cornerstone of TMR’s vision for the future. We expect more people will travel to work in Brisbane’s central business district (CBD) by rail than by any other mode and when Cross River Rail opens in 2026, further opportunities will be fully realised regarding capacity improvements.

In regional and remote areas, challenges include distance, flooding, resilience, and access to affordable transport services. Safety and connectivity are critical for the community and economy whether

moving freight more efficiently or developing tourism, and ensuring the community has access to essential services like health, education, and employment.

As for over the horizon planning, I’m reminded of a futurist who said ‘look to the sky’ when prompted about the next generation of transport

vehicles. Recently, there’s been a lot of discussion about electric autonomous vertical take-off and landing (VTOL) drones. We’re making sure we monitor this front of the innovation wave.

INNOVATING TRANSPORT

I didn’t expect to be dealing with passenger VTOL drones during my

Cramsie-Muttaburra Road before (above) and during sealing (below), keeping Central West Queensland communities connected.

Source: TMR. © The State of Queensland.

Looking south down the Gold Coast Highway from Southport towards the Gold Coast, with the light rail in view.

Source: TMR. © The State of Queensland.

The Waste Recycling Industry of Queensland (WRIQ) is the unified voice of waste management, recycling and materials recovery. Representing more than 90 Queensland-based operators, WRIQ engages in state-specific issues of strategic importance to achieve successful economic, social and environmental outcomes.

Infrastructure is currently enabling around 70 percent of Australia’s emissions through its construction, operation and maintenance, and use. Significant emission reductions can be achieved through the infrastructure planning and decisionmaking stages and the application of principles around resource efficiency, lifecycle assessment and the circular economy; to inform infrastructure design, and materials and technology selection. A circular economy values resources by keeping products and materials in use for as long as possible. Queensland is increasing its use of recycled materials in road construction and resurfacing works.

Using recycled materials has the potential to deliver significant benefits including cost savings, reducing waste to landfill, protecting the environment through the reduced consumption of virgin materials, reducing greenhouse gas emissions generated by the production of new materials, as well as improving network performance.

WRIQ members are providing safe, reliable and high-quality recycled and recovered products for Queensland’s essential road infrastructure including recycled glass aggregate, crumbed rubber, reclaimed asphalt pavement material, plastics, soils, and construction and demolition waste (concrete and brick). These recovered products meet all relevant technical guidelines and material specifications.

Investment is continuing into further research to understand the opportunities for incorporating more recycled content into road infrastructure.

For more information on WRIQ and its members go to www.wriq.com.au or contact memberservices@wriq.com.au

career, so innovation in the transport industry has kept us all on our toes. Innovation plays a key role in everything we do at TMR. I’ve been an innovation champion for more than seven years now and doing things differently and better is embedded into our ethos. We need to keep innovating to stay relevant in a world that is constantly evolving.

It’s not just autonomous and connected vehicles, low carbon fuelled vehicles and drones we have our innovation lens focused on; it’s also the opportunities presented by data and data analytics. The challenges we face as a transport agency are broad; we need to be across issues as diverse as the ethics of data collection and storage.

TMR’s now working to lay the technical foundations for the next generation of smart transport infrastructure. We’re investing to prepare Queensland for connected and automated vehicles and have progressed a large scale detailed technical project and pilot trial of autonomous and connected vehicles at Ipswich.

TMR’s also progressing a roadmap for the development of traffic management systems to ‘guide’ autonomous vehicles and be fully adaptive to the current real time, on road situation. These innovations mean the future of transport is

exciting – very exciting – and the challenges and opportunities associated with emerging transport technologies are far reaching.

A REWARDING CAREER

When I started my career as a graduate engineer with TMR over 35 years ago I certainly didn’t think I would have oversight of AUD$55 billion of transport assets with a maintenance budget alone of more than AUD$5 billion. Added to these numbers is the responsibility of leading a team of around 3,300 people who support its delivery. Pursuing a graduate position with

TMR was a purposeful move; I saw major benefits working for a large state-wide organisation that could offer me the ability to change jobs and gain experience but not have to change agencies. I knew I needed to push my boundaries and take opportunities as they arose.

A pivotal point in my career was when I was Manager of Transport Planning in the Metropolitan Region (Greater Brisbane) from 2005 for around two and a half years and absolutely loved it. It was a culmination of my earlier career experience, and I led a team of more than 100 people at a time when Brisbane was booming

A view of Brisbane city at night from the South East Arterial Road (Pacific Motorway).

Source: TMR. © The State of Queensland.

Accessible transport services and facilities are a focus for Brisbane 2032.

Source: TMR. © The State of Queensland.

– land development and transport demands were increasing, and the first South East Queensland regional plan and infrastructure programme had been released. We accomplished some unbelievable achievements and although I went on to lead bigger teams, this is one I will always proudly remember because of the amazing ‘flow’ in our combined efforts.

I was Chief Engineer for eight years which is the highest-level engineering position in TMR and meant leading and managing the Engineering

“TMR PROVIDES THE REGULATORY, POLICY, AND PLANNING FRAMEWORK THAT KEEPS QUEENSLAND MOVING AND CONNECTED. WITH A WORKFORCE OF AROUND 9,500 PEOPLE, I’M IN AWE AT THE RANGE OF SERVICES WE DELIVER THAT CONTRIBUTE TO MAKING QUEENSLAND A GREAT PLACE TO LIVE”

– JULIE MITCHELL, DEPUTY DIRECTOR-GENERAL, INFRASTRUCTURE MANAGEMENT AND DELIVERY, TMR

and Technology Division with 340 professional, technical and support staff in specialist areas. This was the first time I was in a role that had an organisation-wide impact and influence and positioned me well for my role as Deputy Director-General.

Inevitably, my success and ability to ‘grow my own career’ can be attributed to a few things. All positions should be seen as opportunities; they’re key to staying relevant. If you want an opportunity, ask for it! I’ve learned resilience is not only bouncing back from setbacks but is a defining quality. Be curious, ask questions, and have personal clarity

about your goals. Who knows where it will lead you; I’ve overshot my original leadership aspirations by a few levels and learned so much on the journey.

NURTURING GENDER DIVERSITY

We acknowledge there’s an industry issue in attracting more female talent and we must look at engineering as a whole. It’s still seen as a male domain; this reduces the number of women who choose to study engineering and STEM-related subjects. There’s so much research that supports diverse teams as being high performance teams.

The reality is there’s a disproportionate number of women in engineering and in TMR only 16 percent of our engineers are women (the national average is only 13 percent) so we still have a long way to go. We’re active in how we’re addressing gender diversity in engineering. TMR is formally committed through initiatives

Connecting remote communitiesMusgrave to Red Blanket (Part A) on the Peninsula Developmental Road part of the Cape York Region Package.

Source: TMR. © The State of Queensland.

Cross River Rail construction site at Woolloongabba as seen from the South East Arterial Road (Pacific Motorway). Source: TMR. © The State of Queensland.

Rail will be the backbone of the transport network in South East Queensland. Source: TMR. © The State of Queensland.

DEPARTMENT OF TRANSPORT AND MAIN ROADS (TMR) LOCAL GOVERNMENT

such as the Women in Engineering programme participation in the Engineers Australia STEM roundtable, the Engineering Link Group sponsorship to reach high school and tertiary female students to show a career path in STEM, and the Constructionarium Australia (Queensland), particularly the allfemale builds they undertake.

As a woman who has based and ultimately spent her career committed to engineering and transport in Queensland, I’m passionate about leaving a better industry than the one I entered, both now and into the future.

NAVIGATING A CHALLENGING LANDSCAPE

Like other jurisdictions and sectors, we continue to face challenges as our operating environment and community expectations change, and the sector evolves to meet both.

A key challenge is affordability –hyper escalation and cost increases lead to project re-scoping often resulting in deferral or the need to seek additional funding adding to project delays and potential price increases.

There’s also industry capacity to meet demand, where shortages of technical and delivery skills will continue to be a challenge and potentially put multi-billion-dollar projects at risk. There is potential for

this area to be unlocked longer-term with the increased uptake of STEMrelated careers by women that would significantly increase the talent pool and create greater diversity.

In saying this, there’s a lack of key professionals like Geotechnical engineers and experienced project managers and directors that come to mind, as well as the reality we’re facing of generational loss of lived experience (due to retirement) leaving us low on practical, proven experience and shared learnings creating a higher probability of

repeating previous mistakes. This is front of mind in our management meetings.

Sustainability is also a challenge and one that TMR takes very seriously. We are committed to minimising impacts on the natural environment, reducing carbon emissions, and building increased network resilience to climate change.

Queensland is a particularly climate-affected state; paradoxically it’s becoming hotter and dryer (and prone to bushfire) and intense rain events are happening more frequently. These events have affected shipping, range crossings, inland and coastal areas, and recently (March 2023) North West Queensland was significantly impacted by monsoonal flooding. We have to respond and reconnect essential access to services and markets as soon as possible and need infrastructure solutions that are not only cost effective but smart, to increase resilience to deal with these challenges.

A COLLABORATIVE APPROACH

I believe true collaboration is essential to delivering excellent outcomes.

Our industry partners continue to play a crucial role in our success and to be a preferred customer in the market has seen us move toward a more collaborative model in procurement, contracts, delivery, and culture.

Drones are being used for the inspection of infrastructure such as street light brackets on Bribie Island Bridge. Source: TMR. © The State of Queensland.

The Queensland Electric Super Highway is part of TMR’s plan for the future. Here, an electric vehicle is at a charging site in Cooroy. Source: TMR. © The State of Queensland.

TMR has highly skilled, diverse, and dynamic teams led by women.

Source: TMR. © The State of Queensland.

Above: TMR embraces opportunities for staff to develop skills like those offered by Constructionarium Australia (Queensland). Source: TMR. © The State of Queensland.

This is vital if we’re to continue to successfully deliver our transport infrastructure programme for Queensland. Our pipeline of construction and maintenance work from 2022–23 to 2025–26, outlines AUD$29.7 billion of investment estimated to support around 25,200 jobs.

Procurement of infrastructure has also changed; it’s historically been about employment but now our spend is a key platform to facilitate and realise social, economic, and environmental outcomes. Previously based on price, it’s now value for money that’s our focus, delivering infrastructure for the right price, not necessarily the cheapest price. It’s about what we’re getting for our investment that brings broader social and government policy outcomes, including an increase in local, small, and medium enterprise, and Indigenous business procurement spend.

COVID-19 highlighted our vulnerability and reliance on offshore supply chains for what was once available onshore. In response, we’re looking to create more resilient supply chains, investing in local manufacturing capability, and activating local supply markets of all shapes and sizes. We’ve jointly committed to demonstrated behaviours across all levels of the supply chain, including effective and visible leadership, joint ownership of outcomes, staying solutions-focused

DEPARTMENT OF TRANSPORT AND MAIN ROADS (TMR) LOCAL GOVERNMENT

and able to compromise, celebrating collaboration successes, and jointly pursuing technological advancements and opportunities for improvement using advancement in data.

Importantly, we’re also focused on engagement with communities and stakeholders, working with them to ensure there’s opportunities to have their say on projects that impact them both now and in the future.

The best way forward is one where we travel in the same direction, together.

DEPARTMENT OF TRANSPORT AND MAIN ROADS (TMR)

www.tmr.qld.gov.au

An example of what was left behind after flooding in the Lockyer Valley in 2022.

Source: TMR. © The State of Queensland.

Above: A view of the Townsville Ring Road Stage 5 project (above) where recycled asphalt is being used on site (top) and recycled locally. Source: TMR. © The State of Queensland.

Above: The Kate to Aumuller Street (K2A) Project team members from TMR and Georgiou Koppen Joint Venture after completion of bridge construction works. Source: TMR. © The State of Queensland.

Above: Debris from a major landslip on Gold CoastSpringbrook Road, Gold Coast hinterland June 2022. Source: TMR. © The State of Queensland.

Above: TMR staff working side-by-side with project partners GHD and WSP undertaking community consultation in Brisbane. Source: TMR. © The State of Queensland.

AT THE CUSTOMER’S CONVENIENCE

Derek Smith, CEO

The packaging sector is the unsung hero of the food and beverage industry; as the first thing the customers see, it is of great importance. This is most ardently understood by MBL Food & Packaging (MBL) in Western Australia (WA). The company was first established as a co-operative to serve the meat industry in 1949, which it continues to do to this day, presently positioned as the leading supplier of food and packaging products across the region.

The company’s product range covers 9,000 lines, and services 2,000 customers statewide from metropolitan Perth and throughout WA. Moreover, MBL supplies the meat, bakery, food service and commercial sectors.

“We are essentially a one-stop shop for

food and packaging, focused on customer service excellence,” introduces Derek Smith, CEO of the company.

The meat processing sector remains MBL’s main port of call, and the company provides functional and value-added ingredients to proteins. The respective ingredients can be customised to meet specific taste and texture requirements which reflect current food and nutritional trends. On the packaging side, MBL is also a lead supplier of butchery/processing equipment to select independent and larger processors.

CUSTOMER DRIVEN PACKAGING

A noteworthy characteristic of MBL is its projection of significant growth and transformation over the last five years,

With the 75th anniversary of MBL Food & Packaging on the horizon, we talk to CEO, Derek Smith and find out how the company is continuing its impressive trajectory of growth

Writer: Lucy Pilgrim | Project Manager: Liam Pye

covering new markets, product categories and customers in all sectors.

“The one-stop shop philosophy also pertains to the bakery, food service and packaging sectors, with our customers kept up to date on new products, market and consumer trends,” Smith tells us.

“As such, customer service is the core of what we provide. Our ‘can do’ service mentality is key. We aim to make it easy and enjoyable to do business with MBL and ‘make life easier’ for our customers.”

Thus, the customers stand out as a key priority, whereby the company seeks to create a product range that meets customer demands and differentiates it from the competition.

Additionally, the consumer’s requirements are always met, thanks to the structuring of six business units under one roof. This results in ample accessibility to dry goods, chilled and frozen products, packaging solutions,

specialised product formulations, cleaning supplies, industrial/ commercial packaging and food equipment, emphasising MBL’s status as a turnkey operation.

MBL has expertly navigated the fine balance between sufficient quantity and bespoke quality, having exclusivity on a number of products within the meat, bakery and food service sectors. This, coupled with knowledgeable category managers for meat, bakery, food service and packaging, allows MBL to partner with its customers, provide solutions and offer information on market and product trends.

“We are increasingly used by our customers as a source of advice to support their business,” Smith says.

THOUGHTFUL ACQUISITION

Opportunities for MBL’s expansion are divided into six pillars of growth: meat, bakery, foodservice, cleaning supplies, low-tech manufacturing, packaging and industrial/commercial packaging. Evidently, the work of MBL is expansive, however, it is the company’s role as a packaging service operation that is at the heart of its acquisitive activity.

This is demonstrated through the two most recent acquisitions, namely

“WE ARE ESSENTIALLY A ONE-STOP SHOP FOR FOOD AND PACKAGING, FOCUSED ON CUSTOMER SERVICE EXCELLENCE”

– DEREK SMITH, CEO, MBL FOOD & PACKAGING

Vital Packaging, a one-stop shop for commercial packaging, and South Coast Food Service, the leading food services supplier on the south coast of WA.

“Both acquisitions complement our existing business, leverage our position in the packaging and foodservice sectors, and provide a platform to expand our product and market knowledge of both sectors, whilst facilitating the building blocks to expand into new sectors both within Perth and other regions.”

The packaging sector of the company has been further driven by MBL’s membership in the iKONpack Group (iKON), which has fast-tracked the penetration of the packaging sector.

“Our ‘partnership approach’ and ‘solution provider approach’ continues to differentiate our business within the packaging sector,” details Smith.

Through this beneficial partnership, MBL can work collectively with other

Derek Smith CEO, Neil Smith Purchasing Manager, Scott Seville CFO, Mark Russo Sales Manager

members of iKON to pool resources and knowledge that ensure early adopters of new products and create an improvement-based agenda.

APAC OUTLOOK: CAN YOU ELABORATE ON THE IMPORTANCE OF LOCAL SUPPLIERS IN THE WA REGION?

Derek Smith, CEO: “MBL will celebrate its 75th anniversary in January 2024. We remain proudly WA-owned and operated, and where possible will partner with local suppliers and extend our supply chain nationally and internationally to meet our customers’ needs.”

An environmental focus is also a key part of MBL’s business expansion. As legislation regarding the use of plastics and the move to a circular economy takes effect, MBL’s ability and commitment to sourcing new environmentally friendly packaging has a correlative progression.

“Innovation in food, commercial and industrial packaging will continue to shape our product range in the years to come and we are excited about the opportunity to expand our business in this complex and fast evolving packaging arena,” expresses Smith.

CHAMPIONING CONVENIENCE

MBL has witnessed additional significant growth in the flexible packaging sector to support the protein and food manufacturing

processing field. The company has partnered with overseas suppliers to provide a range of high-quality products to guarantee production efficiency, food safety and cost reduction.

More specifically, MBL has focused on developing its product range to cover shrink bags, lidding film, modified atmosphere packaging (MAP) trays, ready meal packaging, and new monoPet skin packaging solutions. This is a timely expansion as more of the population seeks convenience food over more traditional forms of cooking.

“Our product range covers our good, better, and best platforms, where all products must provide the assurance and functionality required by the processing sector,” Smith comments.

Furthermore, MBL also provides diligent services (the process of combining only dry ingredients). The company’s in-house blending facility provides blending services to the food industry with the ability to conduct small- and large-batch blending. This is in response to consumer demand for flavours and tastes from all areas of the globe. Thus, MBL is committed to providing a bespoke solution to flavour profiles demanded by today’s consumers.

FACILIATATING EASE

Alongside the acceleration of its flexible packaging range, the company wishes to continue its journey on investment expansion and support the front and back-end

operations with the focus of customer service excellence, as well as increasing investment in operational transformation across the total supply chain.

“The goal of future investment is centred on ‘making life easier’ for our partners. We achieve this goal if we make it ‘easy to do business with MBL’ and when our customers/ partners enjoy doing business with us,” highlights Smith.

Looking ahead, the key priorities for the rest of the year are to strengthen MBL’s strategy of one-stop shop supply solutions, which continues to be supported by an efficient and professional front-end customer service platform.

This objective will underpin the

company’s growth aspirations and support all its suppliers to meet the demands of the customers. As a wholesale distributor, the company welcomes suppliers looking for representation in the food and packaging industry, who can represent exclusivity and expand its footprint in the industry.

“We aim to continue to generate double digit growth across all sectors we participate in and formulate strategies to win in each sector,” surmises Smith.

“This will involve organic growth and expansion through targeted acquisitions, which will bring with it more opportunities for our people to develop and contribute to the future success of the business.”

“MBL IS COMMITTED TO PROVIDING A BESPOKE SOLUTION TO FLAVOUR PROFILES DEMANDED BY TODAY’S CONSUMERS”

– DEREK SMITH, CEO, MBL FOOD & PACKAGING

What are your greatest motivators as a leader?

Nick Jorss Executive Chairman, Bowen Coking Coal

“I like to lead by example and motivate people with more carrot than stick. We run a flat structure where everyone steps up and takes responsibility. We have a highly capable and motivated team that work hard but enjoy themselves at the same time.”

Shaun Vokes CEO, Talisman Mining

“I am fortunate to work in an industry that has contributed significantly to human development and global economic

progress over millennia, and it still has a great deal to offer. Being able to work with a team of dedicated individuals in this industry to overcome challenges, learn from setbacks and be adaptable and innovative in our thinking and application to support this industry is not only a great motivator but it’s also fun!”

“The people around me. I’m always influencing people to challenge themselves, break barriers, and bring out their best. I also apply this same mentality to myself, so the motivation works both ways. I believe the achievements we desire will materialise when we choose to take up challenges.”

“I am a competitive person, leading a competitive business in an incredibly competitive industry. I love to win but only as a team where we can all share that sense of purpose and the satisfaction of delivering great outcomes. Being a leader of a business that is prepared to challenge the status quo and take on big projects that have the capability to change our environment for the better is incredibly motivating.”

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

Teck Lean Teong Group CEO, GDEX Berhad

Kane Salisbury CEO, Hallett Group

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