APAC Outlook - issue 66

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G R O U P

Issue 66

DARWIN PORT

Coastal cargo advancing Australian trade

MTR CORPORATION Shaping the future of public transport

Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries

Nick Mitchell, CEO and Founder of Ultimate Performance, tells us about pushing the boundaries in the Asia Pacific fitness industry

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WELCOME FROM THE EDITOR

EDITORIAL Head of Editorial: Jack Salter jack.salter@outlookpublishing.com

Senior Editor: Lucy Pilgrim lucy.pilgrim@outlookpublishing.com Editor: Ed Budds ed.budds@outlookpublishing.com

Editor: Lily Sawyer lily.sawyer@outlookpublishing.com Junior Editor: Rachel Carr rachel.carr@outlookpublishing.com Junior Editor: Lauren Kania lauren.kania@outlookpublishing.com

PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com Senior Designer: Devon Collins devon.collins@outlookpublishing.com

Designer: Louisa Martin louisa.martin@outlookpublishing.com Production Manager: Alex James alex.james@outlookpublishing.com Digital Marketing Manager: Fox Tucker fox.tucker@outlookpublishing.com Web Editor: Oliver Shrouder oliver.shrouder@outlookpublishing.com Social Media Executive: Jake Crickmore jake.crickmore@outlookpublishing.com

BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Chief Commercial Officer: Nick Norris nick.norris@outlookpublishing.com Regional Director: Joshua Mann joshua.mann@outlookpublishing.com

HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Deane Anderton deane.anderton@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com BUSINESS DEVELOPMENT DIRECTOR Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT MANAGER Marvin Iseghehi marvin.iseghehi@outlookpublishing.com SALES AND PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com PROJECT MANAGERS Cameron Lawrence cameron.lawrence@outlookpublishing.com Dennis Morales dennis.morales@outlookpublishing.com Jordan Levey jordan.levey@outlookpublishing.com Kierron Rose kierron.rose@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Liam Pye liam.pye@outlookpublishing.com Nicholas Kernan nicholas.kernan@outlookpublishing.com Poppi Burke poppi.burke@outlookpublishing.com Taylor Green taylor.green@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Finance Assistant: Victoria McAllister victoria.mcallister@outlookpublishing.com

CONTACT APAC Outlook Norvic House, 29-33 Chapelfield Road Norwich, NR2 1RP, United Kingdom Sales: +44 (0) 1603 363 631 Editorial: +44 (0) 1603 363 655

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Mobility and Motion Welcome to our 66th edition of APAC Outlook magazine.

The frontrunner of our latest issue, Supashock Advanced Technologies, is an established trailblazer in mobility, motion, and autonomous systems.

A forward-thinking, innovative approach to motion technology has been central to the company’s success, developing solutions that enhance efficiency, performance, and reliability.

Spearheaded by CEO, Oscar Fiorinotto, and driven by a vision to innovate and improve mobility, we cover Supashock Advanced Technologies’ venture into defence applications as it has pivoted towards developing load handling systems.

We also look ahead at the company’s focus on leveraging artificial intelligence (AI) and digital technologies, as it remains committed to redefining mobility standards for years to come.

On the theme of mobility and motion, there is a plethora of movers and shakers across the industrial landscape featured within this issue, including Darwin Port, a proven international hub strategically positioned as the gateway for Australasian trade.

In our exclusive interview with CEO, Peter Dummett, we find out about the continued investment in the infrastructure of Darwin Port, with a number of exciting projects planned.

“We will progress the design and potential construction of conveying infrastructure to connect our bulk materials storage area with the existing ship loading infrastructure,” Dummett tells us.

“More broadly, we see a huge amount of potential to support the future decommissioning requirements of the offshore oil and gas industry and believe that we are located in a prime position with the correct assets to play a key supporting role.”

MTR Corporation, meanwhile, is a world-class operator of sustainable rail transport that is making moves as a leader in safety, reliability, customer service, and efficiency.

We learn about the Sydney Metro City and Southwest project, which represents a transformative milestone for the company.

“We are excited to share our progress at the Sydney Metro City and Southwest project, where our involvement goes beyond our operations and maintenance responsibilities, as we deliver the trains and systems package,” says Property and International Business Director, David Tang.

In this edition, you will also find corporate stories from upwardly mobile companies such as Simonds Group, Matilda International Hospital, Kenny Hills Hospitality Group, and more.

We hope that you enjoy your read.

Jack Salter Head of Editorial, Outlook Publishing APAC Outlook Issue 66 | 3

CONTENTS

38

REGULARS

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

6 NEWS Around Asia Pacific in seven stories

8 EXPERT EYE Solving the ESG challenge for SMEs

24 Australian Energy Producers The pivotal role of gas amid the net zero transformation

BU SI N ESS I N SI G H TS

10 Sustainability Addressing the Ocean Plastic Problem

10

Southeast Asia’s pioneering plastic recycling company

16 Retail Pushing the Limits Singapore’s leading personal training business

TOP I C A L F OC U S

20 Technology 20

4 | APAC Outlook Issue 66

24

A Gateway to Green Technologies

190 THE FINAL WORD

Accelerating regional decarbonisation efforts

What is your company’s new year’s resolution?

APAC OUTLOOK CONTENTS

F E AT U R E S

36 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

MANUFACTURING

38 Supashock Advanced Technologies Transforming Mobility Advanced technology for mobility, motion, and autonomous systems

46 K.S. Jewelry International A Rare Jewellery Gem A cut above the rest

S UPPLY CHAIN

54 Darwin Port Sailing to Success Coastal cargo advancing Australian trade

112

112 Kalmar Construction

154

Constructing Greatness One Build at a Time Strong relationships and even stronger buildings

120 United Equipment Pty Ltd Devoted to Lifting Solutions United it stands, united it will succeed

126 Woden Contractors Committed to Civil Infrastructure Building vital projects across Australia’s federal territory

HEA LT HC A R E

54

70 MTR Corporation Enabling a Better-Connected Tomorrow

134 Matilda International Hospital Rooted in Personalised Care State-of-the-art medical services and compassionate patient care

154 Catholic Healthcare Nurturers of Body, Mind, and Spirit Care that covers every stage of life’s journey

F O O D & B E V E R AG E

160 Kenny Hills Hospitality Group

Shaping the future of public transport

The Home of Craft Baking Expansion

80 Australian Maritime Systems Group

166 Lion Brewery

Food that is good for the soul

Embody the Spirit of the Lion

Masters of Maritime

175 years of brewing perfection

Safeguarding Australia’s maritime infrastructure and critical assets

O I L & G AS

172 Alexander Group

CO NST RUCTION

88 Simonds Group Delivering Home Comfort

134

Making a house a home

A Family Affair Transporting hazardous and high-value goods across New Zealand

MI N I N G

102 Georgiou Group

144 NovaCina

Empowering the Position of Women

The Future of Pharmaceuticals

182 PIMS Group

Recognising the value of a female workforce in construction

Facilitating Australian innovation in medical manufacturing

Mining Australia’s resource potential

Coal is the Goal

APAC Outlook Issue 66 | 5

NEWS

Around Asia Pacific in seven stories…

M A N U FA C T U R I N G

MANUFACTURING CAPACITY BOOSTS INDIA’S GDP

TECHNOLOGY

BHUTAN TO LAUNCH MINDFULNESS CITY THE KINGDOM OF Bhutan is set to launch its ‘Gelephu Mindfulness City’, which is projected to heavily increase the country’s tourism sector and become a key financial hub.

The city will span 1,000 square kilometres (sqkm), covering over 2.5 percent of the country along Bhutan’s southern border with India.

The metropolis’ structure will be

built around a series of large bridges that will each house a key feature of the city.

Each bridge will include a new airport facility, a university, a healthcare facility for both eastern and western medicine, a hydroponic greenhouse, a cultural and spiritual centre, and a hydroelectric dam, amongst more.

INDIA IS SET to achieve an eight percent annual increase in GDP thanks to its rapidly increasing manufacturing capabilities.

Across every sector of the economy, there has been a noticeable increase in manufacturing processes, particularly seen in industries such as pharmaceuticals, chemicals, and defence.

The mobile phone manufacturing sector in particular is highlighted as a key driver of revenue growth, as the Indian Financial Minister claimed that 99 percent of phones used in India were manufactured domestically.

To bolster the country’s manufacturing sector, the Indian government has devoted a greater interim budget to help the nation achieve significant regrowth following recent years of instability.

F O O D & B E V E RAG E

SUPERMARKETS FACE PRICE INCREASE BACKLASH AFTER UPHEAVAL OVER the sharp increase in food prices, Australian supermarket brands Coles and Woolworths have put up a defence in the face of a federal Senate inquiry.

Both companies have cited that the higher receipts stem from an increase in the cost of produce, resulting in 6 | APAC Outlook Issue 66

growing price requirements from suppliers and farmers.

Supplier costs were Coles’ greatest expenditure in 2023, totalling AUD$32.3 billion, out of a total profit of AUD$40.5 billion.

Both Coles and Woolworths also claimed high energy prices and an increase in staff wages as further contributors.

Coles admitted that while the price of food has increased, this does not translate into greater profit margins for the organisation.

BUSINESS

TECHNOLOGY

INDONESIA’S TIKTOK ELECTION

AUSTRALIAN PARLIAMENTARY BILL INCREASES WORKERS’ RIGHTS THE AUSTRALIAN GOVERNMENT is to introduce laws that give employees the right to ignore unreasonable calls and messages from their employers outside of working hours.

Known as the ‘right to disconnect’, any employers who contact staff unnecessarily could face a significant fine under the new laws, which are a part of a wider set of amendments to industrial relations laws.

With similar legislation already

FINANCE

KRW24.7 TRILLION DEAL FOR BATTERY MATERIALS SOUTH KOREA-BASED COMPANY, LG Chem (LG), has signed a KRW24.7 trillion deal with automotive titan General Motors (GM) to supply electric vehicle (EV) battery materials for over a decade.

LG is expected to supply over 500,000 tonnes of cathode materials

in place across Europe, the parliamentary bill will help protect employees’ rights across the country, stop the potential for unpaid overtime, and restore a better worklife balance.

The parliamentary bill also includes other provisions like the security of occupation from temporary to permanent work, alongside other additional employee rights.

to the US-based company until 2035, supplying enough resources to support five million EVs. LG has announced that it will construct a purpose-built factory in Tennessee to cater for the increased demand, commencing in 2026.

The transition to the US for LG follows a decrease in the purchasing of EVs in South Korea. Therefore, the supply of battery components marks a shift in the company’s expansion.

PRESIDENTIAL CANDIDATES IN Indonesia have taken to social media platform, TikTok, to entice voters in preparation for the general election in mid-February.

TikTok has over 125 million monthly users in Indonesia and is the organisation’s second largest user market. Meanwhile, in a country of 274 million people, Gen Z and Millennial voters account for 56.5 percent of the electorate.

This makes TikTok the perfect place to inform the younger generations on campaign updates and news.

The three candidates are generating content that appeals to the youthful population. Thus, rather than posting traditional campaign speeches and debates, each hopeful has launched dance videos and more informal interviews.

AUTOMOTIVE

NEW ZEALAND ELECTRIC VEHICLE SALES PLUMMET FOLLOWING THE NEW Zealand (NZ) government’s decision to scrap the Clean Car Discount (CCD) initiative, the sale of EVs slumped in January, according to the country’s Ministry of Transport.

Only 352 individuals and businesses purchased an EV at the start of the year, which marks the lowest number of new registrations since October 2020.

During this period, 6,600 highemitting CO2 vehicles were sold, which is nearly double the typical amount.

The CCD was a crucial element of NZ’s sustainability focus, but after two years, the initiative was scrapped due to increasing concerns over its cost and potential market distortions.

APAC Outlook Issue 66 | 7

Solving the ESG challenge for SMEs in APAC Writer: Sorouch Kheradmand, Global Head of Sustainability, Schneider Electric

A

ccording to a recent World Economic Forum (WEF) report, small and medium-sized enterprises (SMEs) are the ‘key to a more sustainable and inclusive world’. In the Asia Pacific (APAC) region, SMEs are the backbone of most economies, contributing 40 to 60 percent of GDP. As such, they form an indispensable part of supply chains in the region and around the world.

However, many SMEs aren’t yet engaged with environmental, social, and governance (ESG) issues, often because they lack the budget, time, or resources to invest in a specialist team or appoint a Chief Sustainability Officer (CSO). Although APAC might not be up to pace with regulatory efforts in the EU, there is an opportunity for SMEs to pave the way for greener business practices in the region and even turn sustainability into a competitive advantage.

Sustainability is a topic that is at the top of the business ecosystem’s awareness but still generates questions, if not conservatism from the business landscape, particularly SMEs. While there is a perception that sustainability is complex and hard to tackle, we believe there are plenty of 8 | APAC Outlook Issue 66

recipes that can be leveraged, even standardised, for businesses to start from without impacting their top and bottom line, competitive positioning, or branding – and even improve them!

Diagnosing the ESG challenge From grassroots initiatives to technology to employee engagement, there are many alternatives to driving ESG. But the first step on an SME’s environmental journey is to define what ESG is. Research on key Asian markets found that 85 percent of medium-sized companies and 75 percent of small companies say ESG is a high priority, but only 37 percent have a clear roadmap to achieve their goals, demonstrating a clear gap between understanding and action.

One of the top challenges reported

by SMEs when implementing sustainability projects is balancing ESG with growth targets.

Herein lies the fundamental issue; many businesses currently still see sustainability and performance as two separate agendas. To ensure the needs of key stakeholders align with sustainability, ESG must be framed as a supporting mechanism that can help address problems like cost cutting, resource efficiencies, utility bills, and more.

The blueprint to turning sustainability into a competitive advantage 1. Build an ESG roadmap Once you understand what ESG is, your next step is to create a roadmap that defines what success looks like to you. It should encompass a plan that aligns business targets with business performance so that you move from focusing on performance alone to performance with impact.

Science Based Targets (SBT) help organisations to decarbonise based on climate science and data.

Incorporating the unique challenges SMEs may face, the SBT initiative sets out a specific route for SMEs to start establishing targets. To align internal cultures and attitudes, it’s essential to engage your employees in every aspect of this journey.

2. Unlock the value of data through the adoption of digital tools This is where most companies get jaded from their ESG ambition.

Tracking emissions is critical to managing and reducing negative environmental impact, but these emissions are often nearly impossible to visualise in analogue.

EXPERT EYE SUSTAINABILITY

Fortunately, digital tools are now mature enough to help you get actionable and directionally sound data, which can help you understand your carbon baseline and relate it to your expenses and carbon footprint. Zeigo Activate is one of our solutions which supports SMEs with decarbonisation by digitising the entire process, from planning and acting to taking action and tracking progress, both carbon and ROI wise.

SMEs can gain greater insight into their operational functions, the impact of potential improvements on the environment and their bottom line, and the areas of the business they can realistically change to reduce emissions.

For larger companies, tools like this can be especially useful for tackling Scope 3 emissions, which are the hardest to track and account for around 75 percent of a company’s average emissions. Such tools provide an affordable way to kick-start a whole supply chain decarbonisation programme with traceability, accountability, and a real-time view of the progress and the issues to tackle.

3. Seek education and training programmes Launching a successful sustainability strategy is risky without the right guidance for a truly data-driven approach. This is the case for two reasons: • Not having a data-driven approach may cause you to tackle the wrong issues.

• Not linking it to your business may prove non-sustainable in the long term and fall from priority at the first challenges your business may face.

This is why it’s important to access training that can turn even the most environmentally inexperienced business leaders into ESG pioneers.

In Singapore, Schneider Electric has set up the SME Kickstarter

Decarbonisation Programme, a mentorship scheme in which SMEs can access support to develop their decarbonisation roadmaps and leverage energy-saving digital solutions. Once they enrol in these programmes, SMEs can build the foundational knowledge they need to create tangible, measurable, and replicable actions.

4. Choose partners that will help you reach your goals When talking about sustainability, we have to exit from the traditional approach and acknowledge that no company alone has all the answers.

This is why partnerships and collaborations are key.

An openness to collaboration with similar businesses and/or ESG experts will help you access the right guidance, support, and solutions for your ESG journey and navigate the complexities on the road ahead. Plus, they’re likely to open up new revenue streams, too.

For instance, Boer (Wuxi) Power Systems Co Ltd (Boer), one of Schneider Electric’s partners and 2023 Sustainability Impact Award winners, was able to build more resilient operations through electrification and digitisation.

Specifically, the company adopted a smart forklift scheduling management system to improve production efficiency.

As a company that designs, manufactures, and sells high-end integrated power distribution systems

and solutions, Boer used these learnings to start engaging with its customer base to share this approach and expand its market coverage and reach in a differentiated way.

Kickstarting your sustainability journey Sustainability is shifting from a trend to a must-have. As such, business leaders need to demystify it and look into ways to embrace and include sustainability as an integral part of their business strategy, using it to prepare their business for the net zero world and drive a competitive advantage.

The role that SMEs play in the economy, society, and the environment cannot be understated.

They need to feel empowered with the knowledge and tools to fully pursue sustainability.

APAC accounts for 39 percent of the world’s greenhouse gas emissions, but the region is also uniquely positioned to act against this. If every business uses the right strategies and technology to minimise its environmental impact, we can collectively decrease emissions by 30 to 40 percent, which is all we need to keep up to the required 1.5°C net zero trajectory until 2027. By focusing on incremental targets, leveraging existing talent and resources, and fostering a culture of sustainability, SMEs can achieve what some of their larger counterparts fail to do. It’s all about doing good through doing business.

ABOUT THE EXPERT Sorouch Kheradmand is the Global Head of Sustainability at Schneider Electric. He has had various experiences, starting his career in R&D before leading large strategic projects (M&As/divestitures) and, later, large commercial teams. Passionate about sustainability, he made it his career to try and show how businesses can harness environmental practices to grow and outdo the competition while having a positive impact on people, the planet, and society.

APAC Outlook Issue 66 | 9

PREVENTED OCEAN PLASTIC SOUTHEAST ASIA SUSTAINABILITY

ADDRESSING THE OCEAN PLASTIC PROBLEM Prevented Ocean Plastic Southeast Asia is a pioneering plastic recycling company developing locally customised sorting and collection infrastructure for underserved communities across Indonesia. We find out more with co-Founder, Raffi Schieir Writer: Jack Salter

We all know there’s an ocean plastic problem.”

The Prevented Ocean Plastic programme was established

by Raffi Schieir in 2019 to help stop ocean-bound plastic at its source (on land) and give it a second life in the form of new products in regions that are looking to expand their use of recycled content.

Ocean-bound plastic is most likely to occur in areas with a lack of formal waste management infrastructure, and where overpopulation or tourism are making the situation worse, which applies to parts of the Southeast Asia region.

“It became obvious we needed a local entity that could receive and utilise impact investment to make a difference, so Prevented Ocean

Plastic Southeast Asia (POPSEA) was born,” says Schieir, who co-founded POPSEA in 2021 with Daniel Lawrence, one of the sharpest minds in global recycling who has been operating in the local Indonesian market for many years.

POPSEA was specifically launched to address the needs of Southeast Asia and provide a way for local businesses and recyclers to be involved.

Since then, POPSEA has benefitted from various investments to help develop new infrastructure in the region.

“These infrastructure builds form part of our wider mission, announced on World Oceans Day 2023, to build 25 new collection centres in areas that need them by 2025.”

APAC Outlook Issue 66 | 11

PARTNERING WITH LOCAL RECYCLERS Since the beginning, Prevented Ocean Plastic has strongly believed in partnering with local recyclers to best provide what is needed for them and their region.

In order to facilitate a just transition at each level of the supply chain, the company understands that it’s also important to listen to the waste pickers and first collectors who are on the frontline.

“These groups directly inform the development of the programme and what we can do to best help them in 12 | APAC Outlook Issue 66

each region,” says Schieir.

For example, the recent opening of a collection centre in Semarang on the northern coast of Central Java, Indonesia, was identified through a Circularity Assessment Protocol (CAP) conducted by the University of Georgia in the US. The area was lacking in formal waste management infrastructure, so a larger aggregation centre was developed to process the region’s increased waste demands.

“We did the same in North Jakarta soon after and have since broken ground on multiple other sites to meet

specific needs,” Schieir outlines.

“In addition to our work at collection centre and recycler level, we are sponsoring efforts that extend beyond our builds, such as our pilot Bank Sampah initiative to support more localised clean-up efforts.”

QUALITY AND TRACEABILITY In the past, the recycling industry as a whole lacked clear guidelines or direction.

However, the introduction of the Prevented Ocean Plastic Standards, which have been signed by some of the world’s best recyclers, goes

PREVENTED OCEAN PLASTIC SOUTHEAST ASIA SUSTAINABILITY

beyond mandated and regulatory guidelines to offer something that benefits everyone at each level of the supply chain.

“We take into account social and environmental factors so that people have dignified work, while ensuring quality and traceability for our endusers – the brands and companies who choose to bring our recycled plastic into their supply chain,” states Schieir.

By giving value to otherwise discarded and worthless plastic, POPSEA has encouraged clean-ups in areas most prone to ocean-bound plastic – covering four of the most populated islands in Indonesia – thus protecting the surrounding ocean and supporting the local economy.

As local recyclers and collectors directly inform the programme and its development, POPSEA is launching new initiatives to engage more

directly with first collectors in order to better understand their needs.

“The recent expansion of the POPSEA truck programme is an example of this, as we can now get closer to the first collectors, reducing their travel time and the amount they need to carry,” Schieir informs us.

The nature of a just transition is to provide the best result for stakeholders at each level of the supply chain, which is why POPSEA’s

“ W E TA K E I N T O A C C O U N T S O C I A L A N D E N V I R O N M E N TA L FA C T O R S S O T H AT P E O P L E H AV E D I G N I F I E D W O R K , W H I L E E N S U R I N G Q UA L I T Y A N D T R AC E A B I L I T Y FO R O U R E N D - U S E R S – T H E B R A N D S A N D C O M PA N I E S W H O C H O O S E TO B R I N G O U R R E C Y C L E D P L A S T I C I N T O T H E I R S U P P LY C H A I N ” – RAFFI SCHIEIR, CO-FOUNDER, PREVENTED OCEAN PLASTIC SOUTHEAST ASIA

vertically integrated model works so well.

“We’ve had the opportunity to take manufacturers and their clients on site visits, as we did last year with Spectra Packaging and Lush, so they can see the transformation and quality first-hand.”

“IT BECAME OBVIOUS WE NEEDED A L O C A L E N T I T Y T H AT C O U L D R E C E I V E A N D U T I L I S E I M PAC T I N V E S T M E N T TO M A K E A D I F F E R E N C E , S O P O P S E A WA S B O R N ” – RAFFI SCHIEIR, CO-FOUNDER, PREVENTED OCEAN PLASTIC SOUTHEAST ASIA

INVESTMENT PARTNERS POPSEA has benefitted from investment through partners such as Circulate Capital and USAID’s Clean Cities Blue Ocean (CCBO) initiative to develop infrastructure in the region.

“The Semarang opening was 14 | APAC Outlook Issue 66

funded by CCBO, and we have since broken ground on their second collection centre, which is being developed in Makassar, the largest city in East Indonesia,” reveals Schieir.

Having impact investment partners is

a key part of the equation, as these developments cost money.

Investors today are starting to focus on the balance between people, the planet, and long-term profit, which is something these

PREVENTED OCEAN PLASTIC SOUTHEAST ASIA SUSTAINABILITY

collection centres can provide.

The processes developed as part of Prevented Ocean Plastic and implemented by POPSEA ensure traceability, so brands and businesses know where their material came from and how collection is helping the region.

“Our rigorous manual sortation means that labels, caps, and other contaminants are removed at the beginning of the cycle and are further flushed out during the hot-wash process to ensure the clearest finish and highest quality,” Schieir details.

This is one of the reasons why Prevented Ocean Plastic has made the jump to food packaging in Lidl and pharmaceutical packaging in the NHS, as it stands up to the deepest scrutiny and surpasses kerbside collection alternatives.

Being able to offer a quality product that is also doing good is one of the programme’s key points of difference.

OCEAN-BOUND PLASTIC PREVENTED OCEAN PLASTIC’S operating definition was inspired by the pioneering work of Distinguished Professor of Environmental Engineering and 2022 MacArthur Fellow, Dr Jenna Jambeck, and her research team.

They utilised various criteria in their research, and it is important to consider these factors when looking at the problem: • The country or region lacks proper waste management infrastructure and collection incentives.

• The infrastructure is being overwhelmed by population growth and/or increased tourism.

• There is a significant risk to wildlife and biodiversity if plastic contaminates their ecosystem.

• Plastic is found within 50 kilometres of an ocean coastline or major waterway that feeds into the ocean.

“Identifying areas of need and combining that with academic research is at the core of what we do – offering tangible solutions to real-world problems.”

- Raffi Schieir, co-Founder

APAC Outlook Issue 66 | 15

APAC Outlook (AO): What makes Ultimate Performance Singapore’s leading personal training business?

Nick Mitchell, CEO and Founder (NM): Ultimate Performance (U.P.) is the world’s only global personal training (PT) business. We’re built on one key foundational principle, which is giving clients a tangible return on their investment.

A lot of people look at us, especially in Singapore, and they often fall into the trap of thinking that all we are is a before-and-after business. The reality is we want every single client to come to us and have a transformational experience, but transformation as a concept is very nuanced.

We opened in 2014 and have revolutionised the PT industry in Singapore.

It didn’t really exist in its current form until we came along. Now, obviously, the issue is that success breeds competition. Whilst the landscape in Singapore has changed immeasurably in so many ways because of U.P., there have been a lot of copycat businesses that have sprung from us.

Why have these other PT businesses in Singapore not gone on to have gyms in three different continents like us?

The reason for this is we have a business model that can’t be replicated, and that is why we are the best at what we do.

AO: How far has the company come since you launched your original Singapore location in the central business district?

NM: Our first Singapore gym was our fifth globally. Within six months, we’re going to be at 30 gyms. Soon, we will have four sites in Los Angeles and three in Washington D.C. We’re going to be up to nine gyms in London, with four or five elsewhere in the UK. We have one in Amsterdam, a couple in Dubai, we’re operating in Mumbai and Sydney, and I’m super pleased to say that we’ve just opened our second gym in Singapore.

16 | APAC Outlook Issue 66

PUSHING THE LIMITS

The grand opening of Ultimate Performance’s highly anticipated second gym in Singapore marks a significant milestone in its commitment to innovation, excellence, and pushing the boundaries in the Asia Pacific fitness industry.

CEO and Founder, Nick Mitchell, shares his insights Writer: Jack Salter

ULTIMATE PERFORMANCE RETAIL

What’s interesting when you look at the development of our first Singapore gym is that we started out with a regular 5,000 square foot (sqft) facility. Now, it’s about 12,000 sqft and has over 50 full-time trainers, which makes it the largest single dedicated PT gym in the world.

AO: Can you tell us more about the grand opening of U.P. Singapore Orchard?

NM: Our new 5,000 sqft private PT gym is conveniently positioned for clients in Tanglin, Holland Village, River Valley, Dempsey Hill, Newton, and beyond.

Whether your goal is fat loss, muscle building, or total body transformation for health and wellness, our expert team of personal trainers can help you achieve maximum results in minimum time. It couldn’t be easier to start your own PT programme with us.

Enquire to book a free consultation at your nearest U.P. gym to discuss your unique goals with our friendly team and learn how we tailor our PT

ULTIMATE PERFORMANCE RETAIL

and nutrition programmes to you, then meet your trainer, complete a full lifestyle audit, and start your journey to life-changing results.

AO: What meticulously curated array of cutting-edge equipment and dedicated professionals await members at U.P. Singapore Orchard?

NM: Like all of our global gyms, U.P. Singapore Orchard is stocked with custom-made Watson Pro dumbbells, widely recognised as the best on the market, which you will not find in commercial gyms.

There is also a state-of-the-art strength training area, a 10 metre (m) strongman track, modified strongman equipment, including farmer’s walk, sled, and prowler, metabolic conditioning training equipment, a supplements shop, a shake bar, showers and changing rooms, and a transformation results wall that celebrates and showcases the hundreds of lives that have changed since entering our doors.

At our gyms, though we host the best equipment of the highest standard, we very much focus on the results. So, while there may not be saunas or pilates rooms like other commercial or boutique gyms, there will always be the best equipment available to give optimal results.

“ W E ’ R E B U I LT O N O N E K E Y F O U N D AT I O N A L P R I N C I P L E , W H I C H I S G I V I N G C L I E N T S A TA N G I B L E R E T U R N ON THEIR INVESTMENT” – N I C K M I T C H E L L , C E O A N D F O U N D E R , U LT I M AT E P E R F O R M A N C E

We have the world’s most elite personal trainers, and every single one has risen through the ranks at U.P. What that means to the culture and consistency of the service is why we are where we are today.

AO: Can you also tell us about the unrivalled fitness experience that U.P. Singapore Orchard promises?

NM: When you come to U.P., you don’t just get a trainer; you get a team. That trainer has a mentor, that mentor has a manager, and that manager has a regional manager, all reporting to the global head of personal training at U.P. Every single one of our trainers

18 | APAC Outlook Issue 66

started out as a junior trainer, which is something very different. We ensure that the results clients get are not arbitrary but as consistent as possible.

Our job as trainers, and this is what makes us unique, is we go through the journey with clients to understand their wants and needs, which may modulate over time as they progress. It’s a constant iterative process, and our job is to partner with them on that journey.

Ultimately, we are here to give clients a tangible return on their investment. That’s been the DNA of the business from the moment we started it.

AO: How does U.P. Singapore Orchard crystallise your ambition to invest and grow in Singapore?

NM: It’s fantastic that we’ve finally been able to open our second location in Singapore, and something we’ve been pushing for a long time.

We are already very well established in Singapore with 60+ staff, so this expansion cements our continued investment and growth in the country.

It also underscores the depth of commitment that the company has to Southeast Asia as a whole, and we are looking to expand in the wider region.

For instance, we are planning to open in Taipei, Taiwan later this year, where we will be taking some of the Mandarin-speaking Singaporean staff and moving them there.

What we really want to do is to share the message that with hard work and educated effort, anyone can change their health and body. It’s all within your grasp, and that’s what the expansion represents.

AO: To what extent will the opening of a second gym help to cater to the growing demand for your service?

NM: The second gym can cater to growing demand by providing more convenience. There’s a consistency to U.P., and to get consistency when people are your point of delivery takes a lot of work.

The reason why no one has done what U.P. has done is because it’s so hard to do. With the new gym, our goal is to build on the same management team. Again, that is something worth understanding with U.P. This is a consistent theme across the world.

AO: Finally, in Singapore especially, how much has U.P. raised the bar as a guiding metric for the whole fitness industry?

NM: There is a strong and valid argument that U.P. has raised the PT bar in Singapore. Beyond all measure,

when we first went there, there were no real dedicated, results-focused, one-to-one PT operations.

Now there are more options, but the truth is, being a really good personal trainer is an extraordinarily difficult job.

The challenge with being a great personal trainer is that you have to wear many hats. You have to partner with your clients on their diet, you have to be a gym floor coach, and you have to be a mentor. Sometimes you’ve got to stroke their ego, and sometimes you’ve got to crack the whip. So, it’s a very nuanced job and very difficult to do well.

One of the things that we’ve really learned with U.P. is that there have to be layers upon layers of accountability and incentivisation for clients and trainers.

APAC Outlook Issue 66 | 19

A G AT E WAY TO GREEN TECHNOLOGIES The unveiling of Danfoss’ Sustainability Technology Centre, the first in Asia Pacific, is set to facilitate the introduction of global decarbonisation solutions and bolster the region’s sustainability efforts Writer: Jack Salter

20 | APAC Outlook Issue 66

TOPICAL FOCUS TECHNOLOGY

T

he Singapore Green Plan 2030 (Green Plan) seeks to galvanise a nationwide movement and advance the country’s national agenda on sustainable development.

Charting ambitious and concrete targets over the next 10 years, the Green Plan strengthens Singapore’s commitments under the UN’s 2030 Sustainable Development Agenda and Paris Agreement, and positions the city-state to achieve its long-term net zero emissions aspiration by 2050.

To reach its Green Plan goals, as well as the country’s COP28 sustainability commitments, Danfoss’ Sustainability Technology Centre (STC) will showcase technologies to decarbonise cities and improve energy efficiency.

With a specialisation in buildings, food and beverage, land and marine electrification, and industrial green technologies, these solutions aim to play a pivotal role in Singapore’s sustainability roadmap.

Located at the International Business Park in Singapore, STC was recently unveiled by Danfoss at the end of January 2024, marking another significant milestone for the company.

The centre will serve as a gateway to introducing world-class decarbonisation solutions and training programmes to businesses in Asia Pacific, accelerating the adoption of green technologies in the region and bolstering sustainability efforts through technological development and strategic partnerships.

Live demonstrations of Danfoss’ global decarbonisation solutions will be showcased at STC, giving visitors the unique opportunity to witness groundbreaking technologies that underpin some of the key sustainability projects in Singapore.

This includes the Electric Dream Ferry and Keppel Bay Tower, Singapore’s first BCA Green Mark Platinum Zero Energy commercial building.

Aside from showcasing Danfoss’

novel marine electrification solutions, STC will double up as a training, pretesting, and commissioning ground for future adopters.

DRIVING DECARBONISATION Singapore’s sustainability initiatives and infrastructure make it a prime location to drive decarbonisation efforts across the region and beyond.

Situated in the centre of Asia Pacific, Singapore is also easily accessible to various customers in the region.

STC is therefore geographically strategic in order to support the various sustainability goals of countries across Asia Pacific.

Additionally, STC is an expansion from the previous Green Building Training Centre that was launched in 2020 and the Marine Electrification Application Development Centre (ADC), which was previously housed in Danfoss’ Singapore office.

With a bigger space, the company is now capable of showcasing more energy-efficient innovations for various megatrends.

Its proprietary district cooling method, for example, saves up to 50 percent of energy alone in comparison to conventional cooling systems.

Danfoss’ past projects in Singapore,

such as the retrofitted Keppel Bay Tower that validates energy savings of over 45 percent, and its first plug-in parallel hybrid-electric fast launch vessel powered by Danfoss Editron, which saves between 10 to 20 percent in emissions compared to traditional vessels, will also be spotlighted at STC. In addition, Danfoss’ advanced heat exchangers, sensors, and direct current (DC) charging panel technologies that serve as the foundation of Shell’s electric dream ferry design, Singapore’s first fully electric ferry service, will be live on display.

SAFEGUARDING FOOD SECURITY In line with the United Nations’ Sustainable Development Goals (SDGs) and Singapore’s 30-by-30 goal, which features in the Green Plan, Danfoss looks to safeguard food security and minimise energy consumption across regional food and beverage partners with the introduction of its vertical farming and CO2 cold room technologies.

Leveraging the thermo-physical properties of CO2 and expansion energy ejectors, these technologies help refrigerants scale at greater temperatures while increasing overall system efficiency.

APAC Outlook Issue 66 | 21

TOPICAL FOCUS TECHNOLOGY

STC will also foster the collaborative development of innovative, sustainable solutions for traditional industries such as mining, palm oil, and construction.

Specialised training to harness the application of technologies will form the bedrock of STC, as it works together with local partners and industries that are moving towards an environmentally conscious future.

PROJECTZERO Danfoss is also taking active steps to support Singapore Polytechnic (SP) in its efforts to make the entire educational campus CO2 neutral by 2030, as Singapore gears towards having at least one in five educational institutions reach carbon neutrality by the end of the decade.

The blueprint for SP comes from the ProjectZero model based on the Danish town of Sønderborg, which is on track to be CO2 -neutral in its energy system by 2029.

Danfoss is joining ProjectZero in assisting the polytechnic with knowledge, concepts, implementation models, and costeffective solutions for decarbonising the campus.

As Singapore’s first and oldest polytechnic in 2023 to achieve campus-wide carbon neutrality, more than 12,800 SP students have set out to contribute to the goal.

Housed in STC, the ProjectZero model was also recognised by the World Economic Forum and UN Habitat as a replicable, adaptable, and scalable decarbonisation model for cities worldwide, effectively reducing the costs of the green transition by up to 50 percent.

The partnership between the institution and Danfoss marks the beginning of a long-term commitment towards developing state-of-the-art technologies that will accelerate Singapore’s efforts for energy efficiency and carbon neutrality.

22 | APAC Outlook Issue 66

Working towards its mission to help the world build a better future, STC aims to bring greater value and transformation to partners across the Asia Pacific region through the most relevant technological application portfolios.

By empowering changemakers with the knowledge and capabilities necessary for navigating and implementing sustainable practices effectively, Danfoss looks to enable a greener tomorrow for all.

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www.mfg-outlook.com/work-with-us APAC Outlook Issue 66 | 23

AUSTRALIAN ENERGY PRODUCERS INDUSTRY SPOTLIGHT

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

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S P OT L I G H T O N E N E R GY I N AU S T R A L I A As the world decarbonises to address climate change and meet commitments under the Paris Agreement, gas will continue its critical role in Australia Writer: Jack Salter | Project Manager: Dave West

I

n the Australian economy, oil and gas plays a fundamental role, providing essential energy to power businesses and homes both Down Under and across the world.

Billions of dollars are invested by the sector to produce reliable, secure, and cleaner energy, creating jobs and economic growth for the communities in which it operates.

Through the Long-Term Emissions Reduction Plan, the Australian government aims to achieve net zero by 2050 in a practical, responsible way.

The plan outlines how Australia will drive down the cost of low emissions technologies, deploy these technologies at scale, help regional industries and communities seize

economic opportunities in new and traditional markets, and work with other countries on the technologies needed to decarbonise the world’s economy.

For the transformation of the energy system in Australia and the region, natural gas is crucial to providing the firm dispatchable energy needed to unlock the potential of renewables in the country. It is also pivotal in powering Australian industries, including those processing minerals that are critical to net zero.

Gas is evidently the safety net for Australia’s energy system and key to providing reliable and affordable power to households and businesses. Investment in new gas supply is therefore needed to underpin the net zero transition.

APAC Outlook Issue 66 | 25

APAC Outlook (AO): Firstly, could you talk us through the origins of Australian Energy Producers – when was it founded, and what is your mission?

Samantha McCulloch, Chief Executive (SM): Australian Energy Producers represents the nation’s explorers, 26 | APAC Outlook Issue 66

developers, and producers of essential energy – oil and gas and lower-emission fuels. Our members account for about 95 percent of Australia’s upstream oil and gas exploration and production, ensuring energy security in Australia and the Asia Pacific region and delivering substantial economic benefits to Australians while helping to create a cleaner energy future.

We are focused on ensuring the role of our industry in the net zero energy transformation. That includes unlocking new supply for affordable and reliable domestic energy for households and businesses, as well as delivering liquefied natural gas (LNG) to valued international partners and customers in Asia, where demand continues to present an extraordinary economic opportunity for Australia.

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

Australian Energy Producers, the peak body of the oil and gas industry, supports the net zero transition. Samantha McCulloch, Chief Executive, discusses the importance of natural gas in the country’s energy system transformation

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

INTERVIEW: A U S T R A L I A N E N E R GY PRODUCERS

Samantha McCulloch, Chief Executive

AUSTRALIAN ENERGY PRODUCERS INDUSTRY SPOTLIGHT

Established in 1959 and known as the Australian Petroleum Production and Exploration Association (APPEA) until September 2023, the name change reflects the growth and evolution of the industry and its long-term role in enabling the transformation of the national and regional energy system.

Our industry is now at the forefront of the net zero energy transformation, unlocking low-carbon hydrogen production and carbon capture utilisation and storage (CCUS) technologies. Our members include great Australian and international companies such as Woodside Energy, Origin Energy, Santos, Beach Energy, Cooper Energy, Tamboran Resources, Central Petroleum, Comet Ridge, Denison Gas, and Senex Energy, as well as global companies such as Mitsui E&P Australia, ConocoPhillips, Shell, ExxonMobil Australia, and Chevron Australia.

LNG terminal, Darwin Port

Over the past six decades, we have held our annual industry gathering, now known as the Australian Energy Producers Conference and Exhibition, the largest of its kind in the Southern Hemisphere. This year’s event will be held in Perth from 20th to 23rd May. AO: What is your current take on petroleum production and exploration in Australia? Is it a particularly exciting or challenging environment to work in?

SM: Investment in gas supply will be needed by 2050 and beyond to deliver affordable and reliable energy under net zero pathways, according to a new independent Ernst & Young (EY) report commissioned by Australian Energy Producers in November.

APAC Outlook (AO): Could you introduce us to Empire Energy?

Alex Underwood, Managing Director (AU): Empire Energy is an Australian oil and gas company. We have assets in the US and Australia, but our key focus is in Australian, in the Beetaloo Basin one of the largest shale gas deposits on Earth. Our focus is on moving these assets from the exploration and appraisal phase into the production phase over the next 12 to 18 months.

AO: What are some of the ongoing or recent projects that you are most interested in showcasing?

AU: We have a very large asset base in Australia where we own nearly 29,000,000 acres of leases. Over the last five years since I started running the company, we have moved our

assets forward significantly. We have carried out two seismic surveys and drilled four wells, two of which were horizontally drilled and fracture stimulated.

We have identified a resource that we believe exceeds the economic thresholds to move into development and are now in the process of moving into the production phase. We have acquired a gas processing plant from another Australian company, AGL, and subject to approvals will be installing that facility in the field later this year. The plant is fit for purpose for our pilot project, where we are looking to produce up to 25,000,000 cubic feet per day. This plant has a design capacity of 42,000,000 cubic feet per day so it’s a great acquisition for us.

We will then look to drill up to another three development wells with the gas processed and transported into an existing pipeline that runs

through our tenements. We are targeting ‘first gas’ in 2025.

It’s been a lot of hard work to get to this point and we are very pleased with the results we have achieved. The gas market conditions in Australia and the Northern Territory specifically are currently in a dire state. We are experiencing very high gas prices in Australia, and significant looming shortfalls on Australia’s East Coast. It’s a very good time to be bringing production into the market.

AO: What, for you, differentiates your business from the competition?

AU: If you look at Empire’s results to date, we

have been very focused as a small company on delivering our projects successfully in terms of technical goals but doing so in a cost-effective manner. To date, we have executed our work programmes for around two-thirds of the cost of some of our neighbours in the Beetaloo basin.

We also have a very strong focus on moving into production and cash flow, which tends to differentiate smaller companies from bigger companies in this industry.

We believe we’ve carried out these activities in quite a capital-efficient manner while also working in an entrepreneurial way to get up the technical learning curve, with the goal of commercial success on all projects.

AO: What are your major ambitions going forward and how will these goals be achieved?

AO: What are you most proud of in terms of the company overall?

AU: We are a very focused company, and we are focused on our project in the Beetaloo Basin.

Given the scale of this resource and the market demand-supply outlook not only in the near term but also in the medium to long term, we see this site as a critical source of gas for Australia.

Furthermore, the Beetaloo has very low concentrations of resident CO2 gas. Empire has less than one percent CO2 in our reservoir and we believe that as the world becomes increasingly carbon-constrained, this will be a competitive advantage for this basin.

AU: I’m extremely proud of the way in which our hard-working and dedicated team, go about the process of bringing all the key stakeholders along with us.

We recognise that we operate as guests on the land owned and operated by others, farmers and the traditional owners. Both are very important stakeholder groups in the Northern Territory.

We also believe that to be a good corporate citizen, we need to ensure that the benefits of this project can spread widely to all the people of the Northern Territory and ultimately Australia as a whole. We have a very significant focus on local content in our contracting, which means working with local companies. We have invested more than $100 million in the Northern Territory over the last five years with our projects and we foresee a very significant future for the people of the area going forward.

It is great to see the approach that our team brings working in partnership with all stakeholders.

We have been going through consultation with the traditional owners for over 12 years now and have scheduled meetings with them at least once a year. Every time I meet with them, the first thing I say is, “this is your land, and we are operating as guests”. I think that this approach demonstrates to them that we do respect them and that we have a responsibility to act in a professional and environmentally appropriate way.

AO: How do you empower your staff and reward the valuable contributions that they make?

AO: Could you tell us more about any environmental initiatives that you have in place?

AU: I’m very proud of our environmental track record as a company.

We operate under one of the strictest regulatory regimes in the world for shale gas development.

The Northern Territory government has put a very robust regulatory system in place. Australia has some of the strictest environmental regulations around gas development in the world and is a significant trading partner with some of the major Asian economies that rely on our gas to power their growth. To that end, this gas deposit that we are developing is likely to be one of the most environmentally robust gas projects in the world.

As we move into production, our project will be net zero for scope one emissions from day one, and we believe that this gives us an advantage in terms of the environmental impact of our gas.

AO: How important are people to the success of the company?

AU: It’s safe to say that without a good team working for us, we wouldn’t have progressed to where we are today.

More broadly, regarding the stakeholders that we work with, whether it’s local pastoralists, local traditional owners, or the people of the surrounding communities, all these groups remain critical to our success.

AU: We have a great workforce and we’ve seen very little turnover over the last few years. It’s vital to have a team that is fundamentally aligned with the corporate goals of the company, our people are motivated and take ownership of their roles.

The nation-building potential of this project has resulted in great outcomes so far and I think that ultimately, to have an effective team we need to be able to give our people the ability to maximise their level of responsibility.

AO: What does the next 12 months look like for the business?

AU: We have a very busy schedule ahead of us.

We are in the process of moving towards a final investment decision on our pilot project by the middle of this year and we will shortly be lodging all the regulatory approval documentation. We are in the process of negotiating our first gas sales agreement now, marking our entrance into a market that is very attractive. We are working through the various financing options that we have at our disposal, and in the event that we can pull all that together and reach a final investment decision at the board level by the middle of this year, that would see a very active work programme in the second half of this year and deliver gas in 2025.

empireenergygroup.net

AUSTRALIAN ENERGY PRODUCERS INDUSTRY SPOTLIGHT

Karratha Gas Plant, North West Shelf Project

as the US and Qatar ramp up investment. Australia has damaged investment confidence in recent years with compounding regulatory interventions, while being far too slow to act to fix the nation’s broken offshore regulatory system, threatening energy security for Australia and our trading partners.

Australia’s petroleum exploration expenditure has also fallen by more than 80 percent in the last decade, and the release of new offshore oil and gas acreage is long overdue.

Investment in exploration is key to ensuring the long-term gas supply needed to support energy security and the net zero transformation in Australia and our region.

AO: What fundamental role does the oil and gas sector play in the Australian economy, and how pivotal is natural gas to the country’s energy system transformation?

SM: Our industry is fundamental to Australia’s economy and is playing a wider role in the energy transformation.

Gas companies delivered an estimated AUD$16.2 billion in revenue to Australian state and federal governments in 2022-23, helping to build hospitals, schools, and roads.

But direct payments to governments are far too narrow

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

EY examined around 350 net zero pathways globally and recommended Australia should prepare for multiple gas production scenarios due to the uncertainty of the energy transformation. They mapped three scenarios specifically for Australia, including finding gas production equivalent to 30 percent above current levels could be required in 2050 if renewables are not able to be rolled out at the rapid scale and pace envisaged in some scenarios.

Even under a faster renewable rollout, Australia would still need 56 percent of current gas production levels in 2050. The study shows gas is a safety net for Australia’s energy transition, and the country needs to plan for both strong domestic and international demand for gas to secure the associated emissions reduction and economic opportunities. Our industry can also enable decarbonisation technologies and fuels, such as CCUS and low-carbon hydrogen production.

However, Australia is at risk of missing out on the opportunity of gas and these emissions reduction technologies as other countries and regions race ahead with clear and targeted policy frameworks that provide the certainty needed for these significant investments.

There is increasing competition in the global LNG market

“ I N V E S T M E N T I N G A S S U P P LY W I L L B E N E E D E D B Y 2 0 5 0 A N D B E YO N D TO D E L I V E R A F F O R DA B L E A N D R E L I A B L E E N E R GY U N D E R N E T Z E R O P AT H WAY S ”

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

– SAMANTHA McCULLOCH, CHIEF EXECUTIVE, AUSTRALIAN ENERGY PRODUCERS

of a lens to appreciate the full scope of what our industry contributes economically to Australia and the region.

Our members also spent AUD$45 billion with Australian businesses in 2022-23, around 80,000 nationals are directly or indirectly employed in upstream exploration and production, and gas unlocks so many other economic benefits – supporting tens of thousands of jobs in other sectors such as mining and manufacturing, including the processing of the critical minerals required for net zero. Gas provides about 27 percent of Australia’s primary energy use and about 40 percent of the energy used in manufacturing.

Gas is also one of the main sources of electricity generation. As coal exits the system on the east coast, we will need more gas to step up and be that reliable back-up to renewable generation, so we will see gas increasingly become that safety net to ensure the lights are kept on.

AO: How does Australian Energy Producers represent the country’s upstream oil and gas exploration and production industry?

SM: Our industry and members are a critical partner in delivering the new energy economy and have an important and long-term role in enabling the transformation of the energy system. Our sector has committed to net zero targets across the economy, and as key enablers and partners, we are focused on how to achieve them. We work collaboratively and in partnership with the community, thought leaders, and decision makers.

We work to support Australian and international decarbonisation and energy security. Collectively, we have the workforce, expertise, and infrastructure to help ensure secure, reliable, and lower-emission energy and technology.

APAC Outlook Issue 66 | 33

AUSTRALIAN ENERGY PRODUCERS INDUSTRY SPOTLIGHT

AO: Equally, how important is the role of your members in producing around 95 percent of Australia’s oil and gas?

SM: We help to keep the lights on in Australia, from coast to coast. The country’s electricity system is in a fragile position at the moment. We have just seen a winter in Western Australia (WA) where gas generation was up around 30 percent in the June quarter due to lower generation from coal and renewables. This echoed what east coast Australians experienced the previous winter.

We are also supplying around 40 percent of the energy needs of Australia’s manufacturing sector, including making the bricks, glass, and fertilisers that are so important for everyday life and our economy. This is why it is crucial that policy settings support the investment in new gas supply needed for Australian households and industry.

AO: How does Australian Energy Producers support net zero across the economy by 2050, consistent with the objectives of the Paris Agreement?

SM: Australia’s oil and gas industry is committed to net zero emissions across the economy by 2050. The industry is investing in key emissions reduction technologies and renewables.

CCUS and low-carbon hydrogen production are two core focuses. In 2024, the Moomba CCS Project, a joint venture between Santos and Beach Energy, is due to begin operating as the second major carbon capture site in Australia.

The nation’s first site, Chevron Australia’s Gorgon CCS Project at Barrow Island off WA, has already captured one year’s worth of emission reductions required for all 215 facilities under the Commonwealth Safeguard Mechanism.

Other members are also investigating carbon capture projects across Australia and developing low-carbon fuels such as hydrogen.

AO: How do you see the Australian energy sector developing over the coming years?

SM: Achieving net zero by 2050 requires a fundamental and unprecedented transformation of our energy system, and the role of gas will grow and evolve through this transformation. Gas will continue to be needed to support the growing uptake of renewables in electricity generation and to provide the high-temperature heat and feedstock needed for manufacturing. In parallel, new opportunities to use gas are emerging in the form of low-carbon hydrogen, with natural gas combined with CCUS currently the most affordable pathway to low-carbon hydrogen production.

“ O U R I N D U S T R Y I S F U N D A M E N TA L T O A U S T R A L I A’ S E C O N O M Y A N D I S P L AY I N G A W I D E R R O L E I N T H E E N E R G Y T R A N S F O R M AT I O N ” – SAMANTHA McCULLOCH, CHIEF EXECUTIVE, AUSTRALIAN ENERGY PRODUCERS

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

The gas industry is also set to play a pivotal role in delivering net zero technologies for Australia, including CCUS. CCUS projects will increasingly be part of our industrial landscape, not just for the oil and gas industry, but hard-toabate sectors across the economy as well, such as cement.

Australia has the opportunity to be a decarbonisation powerhouse, and the best way to get there is through collaboration between industries and regions. This kind of collaboration featured in an Australian Energy Producers study identifying nine Net Zero Zones across the country.

By sharing infrastructure – carpooling carbon emissions – Australia can accelerate emissions reduction and attract new investment.

PHOTOGRAPHY © AUSTRALIAN ENERGY PRODUCERS

AO: Finally, what are Australian Energy Producers’ key priorities as the peak national body of essential energy explorers, developers, and producers?

SM: As the EY report found, new gas supply is critical, and the current logjam of projects – energy supply, decommissioning, and carbon capture plans – stuck in the regulatory approval process is of great concern.

Even when members have received approvals from the national offshore regulator, these have been overturned in court from subsequent legal actions. Regulations that provide clarity and certainty for industry and Traditional Owners while maintaining comprehensive and meaningful consultation with stakeholders are urgently needed.

States such as Victoria and New South Wales also must recognise that new onshore supply is needed, and the politics, bans, and regulatory uncertainty have to stop if their residents and businesses are to avoid the risk of blackouts. WA’s energy security is also at risk with growing demand for gas and projected supply shortfalls.

We have urged the government to review its ban on onshore producers accessing larger export markets. This ban makes it harder to unlock much-needed new supply because fewer projects are commercially viable if they are limited to the domestic market.

Policymakers also need to understand the importance of net zero technologies. We are calling for a national CCUS roadmap to provide clear policy direction, identify and progress priority hubs for low emissions projects, and promote Australia as a regional carbon storage leader.

Similarly, the discrimination against different colours of hydrogen is also unhelpful when we will need all pathways to get to net zero. It makes sense to include gas combined with CCUS because it is the most affordable and mature pathway to low-carbon hydrogen production.

AUSTRALIAN ENERGY PRODUCERS Tel: 02 6247 0960 contact@energyproducers.au

energyproducers.au

APAC Outlook Issue 66 | 35

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S U P P LY I N G S TA B I L I T Y SUPASHOCK ADVANCED TECHNOLOGIES MANUFACTURING

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

Issue 66

DARWIN PORT

Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries. CEO, Oscar Fiorinotto, discusses design, defence, and development

Coastal cargo advancing Australian trade

MTR CORPORATION

Writer: Rachel Carr | Project Manager: Thomas Arnold

Shaping the future of public transport

S Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries

pun out of the automotive and motorsport industries, Supashock produces mobility, motion, and autonomous systems. Using advanced patented technologies, the company has experienced continuous rapid growth since its founding by CEO, Oscar Fiorinotto in 2005.

2 | APAC Outlook Issue 66

Fiorinotto’s background in motorsport engineering, specifically vehicle dynamics, inspired him to design and develop unique shock absorbers for all types of transport.

The major differentiation of Supashock’s shock absorber products was that there were no other designs like them on the market at that point.

“We took a different approach, and the end product provided a level of performance that wasn’t experienced at the time. The key factor was a high response system, which we worked hard on internally to respond to the driver without compromising ride quality,” opens Fiorinotto.

The company manufactured everything in-house, therefore controlling the quality and manipulating the design through the development phase as opposed to having an undeveloped product.

“Mobility solutions and, effectively, racing cars, are where Supashock began. Prior to the launch, I spent

around eight years refining my product,” reveals Fiorinotto.

“I successfully implemented it throughout the motorsport industry, both in Australia and Europe, subsequently diversifying the company from motorsport and automotive to mining and defence, and then the commercial sector.”

His inspiration came from overhauling, designing, and developing other people’s products and wanting to improve and change mobility. Therefore, evolving ideas and creating something unique in mobility motivated Fiorinotto to take Supashock in an unprecedented direction.

APAC Outlook Issue 66 | 3

Nick Mitchell, CEO and Founder of Ultimate Performance, tells us about pushing the boundaries in the Asia Pacific fitness industry

www.apacoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

S U P P LY I ST

Pursuing originality, which often results in globally recognis innovation, Supashock Advanced Technologies’ mobility sys are improving vehicles in various industries. CEO, Oscar Fior discusses design, defence, and development Writer: Rachel Carr | Project Manager: Thomas Arnold

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n the landscape of mobility, Supashock Advanced Technologies (Supashock) has emerged as a beacon of innovation and excellence.

Since its inception in 2005, under the leadership of CEO, Oscar Fiorinotto, the company has 38 | APAC Outlook Issue 66

redefined industry standards with its cutting-edge solutions in mobility, motion, and autonomous systems.

This article delves into the transformative journey of Supashock, from its humble beginnings in motorsport to its current status as a trailblazer in multiple sectors.

THE FOUNDING VISION: SPEARHEADING INNOVATION IN MOBILITY Fiorinotto’s background in motorsport engineering, particularly in vehicle dynamics, laid the foundation for Supashock’s founding vision.

NG TA B I L I T Y SUPASHOCK ADVANCED TECHNOLOGIES MANUFACTURING

sed stems rinotto,

Recognising the limitations of existing shock absorber designs, Fiorinotto set out to revolutionise the industry by delivering unparalleled performance without compromising ride quality.

This commitment to innovation and excellence became the cornerstone of

Supashock’s identity, driving its early successes and paving the way for future endeavours.

ENGINEERING EXCELLENCE: REVOLUTIONISING VEHICLE MOBILITY Central to Supashock’s success is

its relentless pursuit of engineering excellence.

By maintaining strict control over manufacturing processes, the company ensures the highest standards of quality and reliability in its products.

Fiorinotto’s expertise in vehicle APAC Outlook Issue 66 | 39

dynamics has enabled Supashock to iterate designs swiftly, staying ahead of the curve and setting new benchmarks in shock absorber technology.

DIVERSIFICATION AND EXPANSION: VENTURING BEYOND MOTORSPORT While Supashock’s roots may lie in the motorsport and automotive sectors, the company’s ambitions extend far beyond the racetrack.

Over the years, Supashock has diversified its portfolio to cater to a wide range of industries, including mining, defence, and commercial markets.

This strategic expansion has not only broadened Supashock’s reach, but also solidified its position as a versatile and adaptive player in the mobility sector.

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Supashock’s design and management teams

SUPASHOCK ADVANCED TECHNOLOGIES MANUFACTURING

DEFENCE SECTOR ENTRY: COLLABORATION WITH RHEINMETALL Supashock’s foray into the defence sector marks a significant milestone in its journey.

Collaborating closely with industry giants Rheinmetall, Supashock has leveraged its expertise in mobility solutions to develop cutting-edge load handling systems for defence applications.

This partnership has not only opened new avenues for growth but also positioned Supashock as a key player in defence technology innovation.

VERTICAL INTEGRATION AND SELF-SUFFICIENCY: NAVIGATING SUPPLY CHAIN DISRUPTIONS

APAC OUTLOOK: WHICH ATTRIBUTES DO YOU LOOK FOR IN YOUR TEAM TO ENSURE THEY ALIGN WITH SUPASHOCK’S VISION AND VALUES? Oscar Fiorinotto, CEO: “Interviewing today is a different game compared to two decades ago. I personally conduct interviews because it’s crucial that

In the face of global disruptions in the supply chain, Supashock has taken proactive measures to enhance vertical integration and self-sufficiency.

By investing in advanced manufacturing facilities and controlling intellectual property, the company has mitigated risks and adapted swiftly to changing market dynamics.

This strategic foresight has not only ensured continuity of operations, but also reinforced Supashock’s reputation for reliability and resilience.

every individual entering our team resonates with our culture and values.

FORWARD-THINKING MOTION TECHNOLOGY: DRIVING EFFICIENCY AND PERFORMANCE

our company grows alongside them.”

At the heart of Supashock’s success lies its forward-thinking approach to motion technology.

By continuously developing solutions that enhance efficiency, performance, and reliability, the company stays ahead of the curve in a rapidly evolving landscape.

Whether it’s designing for defence, autonomous vehicles, mining, or automotive sectors, Supashock

Our core values, established around 15 years ago, serve as the bedrock of our operations.

“In prospective team members, I seek character above all else. Resilience, adaptability, and mental fortitude are paramount. These attributes pave the way for success and enable individuals to relentlessly pursue excellence without the fear of failure. While experience and skills are valuable, they’re pale in comparison to character. Our company ethos is encapsulated in a simple motto: Come to work because you want to, not because you have to.

“For me, culture is defined by the ability to make sound decisions in the absence of policy and procedure. Empowering our team to trust their instincts and make decisions fosters a culture of success. My personal motivation stems from facilitating the growth and development of our team members, as Supashock is committed to nurturing character and fostering continuous learning. We firmly believe that when our team members grow,

remains at the forefront of innovation, setting new standards for excellence.

SPECIALISATION AND EXPERTISE: DESIGNING FOR DEFENCE, AUTONOMOUS, MINING, AND AUTOMOTIVE SECTORS With a workforce of around 130 employees, Supashock specialises in designing, testing, and manufacturing

products tailored to the unique requirements of the defence, autonomous, mining, and automotive sectors.

This specialisation and expertise enable Supashock to deliver bespoke solutions that address the specific challenges and demands of each industry, ensuring maximum performance and reliability in every application.

APAC Outlook Issue 66 | 41

In our daily lives, the profound influence of rotation is undeniable – from driving our vehicles to energising communities through wind turbines. At SKF Australia (SKF), we are dedicated to reimagining rotation’s impact by developing innovative products that reduce friction, enhance energy efficiency, and bring greater value to our customers’ operations. This commitment underscores the power of collaboration and innovation.

In our partnership with Supashock, we are shaping a more sustainable future. Through friction reduction and a shared commitment to innovation, we are working together to drive positive change and contribute to a better tomorrow for all.

APAC Outlook (AO): Introduce us to SKF. What is the company all about?

SKF: For a century, we’ve been a cornerstone in Australia, proudly pioneering the import of bearings in 1908, shaping our enduring legacy. Today, our extensive product range, covering bearings, seals, lubrication systems, rotating shaft services, and engineering solutions, takes centre stage in meeting diverse industrial needs. Operating strategically from our Melbourne headquarters to key locations like Perth, Queensland, and Sydney, we cater to the specific demands of railways, mining, agriculture, and the automotive sectors.

Through collaborative efforts with distributors and partners, our unwavering dedication lies in delivering value-focused solutions. SKF’s commitment to innovation and reliability sets us apart in the dynamic industry landscape. As we evolve, our primary focus remains on providing essential products

and services that significantly contribute to the success and resilience of Australia’s key sectors.

AO: Can you delve into the partnership you have with Supashock? How has the relationship grown and allowed significant success for both companies?

SKF: Over the years, SKF’s partnership with Supashock has evolved into a symbiotic relationship built on innovation, trust, and mutual success. Benefitting significantly from the collaborative synergy, Supashock has harnessed its excellence in advanced mobility solutions.

Leveraging SKF’s precision engineering and high-quality bearings, Supashock has fortified its capabilities across diverse sectors, including the defence, autonomous, commercial, and automotive industries. The integration of SKF’s expertise in bearings with Supashock’s cuttingedge technologies has been instrumental.

AO: Specifically, what support and services do you provide to Supashock?

SKF: In our collaborative journey with Supashock, we take pride in offering specialised support through

militarily and automotive-specified bearings and seals for their advanced vehicle solutions. From the initial prototype phase through rigorous testing to the final product development, our commitment to delivering precision-engineered components has played a pivotal role in enhancing the performance and reliability of Supashock’s advanced systems. The stringent requirements of military applications demand components that exceed exacting standards. Our bearings and seals consistently demonstrate the durability and resilience necessary for these critical environments.

A seamless integration of expertise marks our partnership with Supashock in supplying militarily specified bearings and seals. Throughout the development process, our technical team worked closely with Supashock’s engineers to ensure that the components met the unique specifications for military applications and underwent comprehensive testing procedures.

This collaborative approach has strengthened the quality of Supashock’s advanced mobility solutions and solidified our position as a trusted partner in delivering components that endure the harshest conditions. We remain committed to supporting Supashock’s endeavours with components that contribute to the success and reliability of their final products.

AO: What sets SKF apart from the competition and makes it the partner of choice for any company looking for reliability and quality?

SKF: SKF differentiates itself as the preferred partner in the competitive landscape due to factors emphasising reliability, quality, global reach, engineering expertise, and a rich heritage in bearing manufacturing. One of our distinguishing features is a global footprint, providing an extensive network facilitating seamless accessibility to high-quality products and services across borders. This global presence ensures a reliable supply chain and positions SKF as a versatile and adaptable partner capable of meeting the diverse needs of companies operating on an international scale.

Another critical element is SKF’s engineering knowledge.

With a team of highly skilled engineers, we bring unparalleled expertise to the table, enabling customised solutions that cater to the specific requirements of its partners. This ensures that SKF’s products are integral contributors to the efficiency and reliability of various machinery and systems.

AO: What ongoing or recent projects are important to SKF? SKF: In the dynamic landscape of automotive and

autonomous vehicle technology, SKF has been at the forefront, spearheading innovative collaborations that redefine performance and reliability. One standout project showcasing SKF’s commitment to excellence is the Lynx chain-track tensioner system, in which we play a pivotal role by supplying bearings and seals. The precision and reliability of SKF bearings and seals contribute to the overall robustness of the system, enhancing its durability and functionality in demanding military environments.

Another significant project is the suspension struts with extremely low friction seals under development, known as the “Tie Rod” Active Suspension System. The components supplied by SKF play a crucial role in the smoothness and reliability of the suspension system, enhancing passenger comfort and vehicle performance in autonomous driving situations.

SKF’s involvement in these groundbreaking projects showcases our technical prowess. It emphasises its commitment to pushing the boundaries of what is possible in military and automotive autonomous vehicle technologies.

Through strategic collaborations and the supply of critical components, SKF continues to play a vital role in shaping the future of mobility and defence.

AO: Similarly, are there any projects in the pipeline that you’re excited about?

SKF: Excitement abounds in the automotive innovation sphere as SKF delves into developing the floating piston and base seals undergoing rigorous testing. This venture signifies SKF’s commitment to advancing sealing technology, aiming to revolutionise the performance of seals in automotive suspension systems. As SKF pushes the boundaries of engineering precision, the testing phase is critical in ensuring new creations’ durability, reliability, and efficiency.

www.skf.com

FUTURE OUTLOOK: LEVERAGING AI AND DIGITAL TECHNOLOGIES As Supashock looks to the future, the company remains committed to leveraging artificial intelligence (AI) and digital technologies to extend product lifecycles and meet future market demands.

By envisioning mobility solutions that transcend current limitations, Supashock aims to pioneer the next generation of autonomous systems and redefine mobility standards for years to come.

the boundaries of what’s possible, setting new benchmarks for excellence along the way.

As the company continues to chart new territories and pioneer new technologies, one thing remains certain: the future of mobility is in capable hands with Supashock at the helm.

CONCLUSION: PIONEERING THE FUTURE OF MOBILITY In conclusion, Supashock stands as a testament to the power of innovation and vision in shaping the future of mobility.

From its humble beginnings in motorsport to its current status as a global leader in mobility solutions, Supashock has consistently pushed 44 | APAC Outlook Issue 66

Tel: +61 08 8333 1123 info@supashock.com

supashock.com

SUPASHOCK ADVANCED TECHNOLOGIES MANUFACTURING

Over 50 years’ experience in precision machining!

Maxiport is a high precision CNC machine shop that services a multitude of industries where there is no compromise to meeting exacting requirements, from defence, oil & gas to medical & high performance automotive.

We believe and demonstrate that quality service, on time delivery and competitive pricing are the cornerstones of high customer satisfaction. Maxiport Engineering is registered with a Quality Management System compliant to ISO 9001:2015.

Our equipment on site includes multi axis machining centres, bar fed lathes and our latest acquisition, a Mazak i250 Integrex, which allows us to complete complex parts in one operation.

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APAC Outlook Issue 66 | 45

A RARE JEWELLERY GEM Having supplied some of the world’s most famous brands, K.S. Jewelry International is a luxury jewellery manufacturer recognised for its highquality products and designs. We dive headfirst into the company’s four decades of experience and passion for innovation Writer: Lauren Kania | Project Manager: Poppi Burke

T

he presence of jewellery has been intricately woven into human culture and civilisation for over 100,000 years.

Reflecting so much more than just decoration, jewellery represents the intangible: desire, status, superstition, creativity, love, hope, and more.

In tracing the history of jewellery, human nature itself can begin to be unravelled.

These incorporeal aspects, which have changed very little over history, are to be expertly captured by the jeweller within each piece forged.

An ever-evolving skill that requires ample amounts of craftsmanship, this trade can only be mastered by those who are passionate, determined, and innovative.

One such example of a company that epitomises these qualities is K.S.

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Jewelry International (K.S. Jewelry), a high-end manufacturer with over 40 years’ experience working for some of the world’s most respected fine jewellery brands.

A GLISTENING HISTORY Founded in 1979 by brothers Klaus and Michael Stenzhorn, K.S. Jewelry initially focused on the wholesale side of business, supplying jewellers in Germany with goods produced in Bangkok by several local manufacturers.

While sales proved to be successful, the brothers knew that they could increase the quality and consistency of their jewellery to elevate the company to the next level, spurring them to start their own production in Bangkok in the mid-1980s, ultimately allowing K.S. Jewelry to match the quality of top factories in Europe.

K.S. JEWELRY INTERNATIONAL MANUFACTURING

APAC Outlook Issue 66 | 47

K.S. JEWELRY INTERNATIONAL MANUFACTURING

Going a step further, Klaus and Michael invited top specialists from Europe to train new staff, providing the company with a notable distinction from the rest of Bangkok manufacturers who were specialising in the production of jewellery from the lower end of the market at the time.

This policy resulted in K.S. Jewelry being one of the first in Bangkok to use microscopes for pave settings, and within a few years, microscopes were installed not only in setting sections but in quality control and goldsmith benches.

Once the company was able to match European quality while producing in Thailand, it then became a pioneer in making complicated invisible set pieces with diamonds alongside developing a unique way to make flexible necklaces and bracelets out of handmade coronets from pulled wire.

This approach and resulting high quality didn’t go unnoticed, and several large brands approached

K.S Jewelry to establish business relationships with the two brothers.

The desire for total transparency and control over the entire production process led to K.S. Jewelry acquiring

JEWELLERY WORLD AWARDS The Jewellery World Awards (JWA) was formed in 2012 by Informa Markets to serve as a platform to recognise and celebrate outstanding achievements in the international jewellery and gemstone industry.

JWA is among the most respected programmes in the sector, acknowledging trailblazers, gamechangers, up-and-comers, and luminaries, and consists of an independent judging panel of industry experts.

The awards strive to encourage and promote excellence, innovation, and best practices regardless of the scale of business operations, area of specialisation, or geographical location.

During a glittering evening attended by leading industry players from around the globe, awards are presented across 11 categories in this world-class event for the international jewellery trade.

K.S. Jewelry was an honouree within the Industry Innovation of the Year – Jewellery Manufacturing Technology category at JWA in 2019.

Able to showcase the company’s innovative and unique skills and use of 3D technology to work on even the smallest of elements, K.S. Jewelry was proud to be recognised for its continuous hard work and dedication.

48 | APAC Outlook Issue 66

gold and diamond mines in Africa and later diamond-cutting in Santo Domingo.

Part of this extensive and innovative heritage still lives in the company today, having become recognised globally across the jewellery industry for its unique techniques, achieved through a combination of its own engineering, the latest technology, high-quality handwork, and a consistent desire to always be in pursuit of excellence.

VALUES THAT SPARKLE The core values of expertise, quality, and technology serve as K.S. Jewelry’s roadmap and help to guide the company in every aspect of its operation.

With a desire to achieve sustainable, quality growth, the company is built around the motto ‘in pursuit of excellence since 1979’, because it is steadfast in the belief that innovation is never stagnant and must constantly be sought after.

These core values showcase themselves in various aspects of K.S. Jewelry, whose expertise is readily proven by nearly four decades

K.S. JEWELRY INTERNATIONAL MANUFACTURING

APAC Outlook Issue 66 | 49

K.S. JEWELRY INTERNATIONAL MANUFACTURING

THE ROYAL WEDDING OF KING JIGME KHESAR NAMGYEL AND QUEEN JETSUN PEMA On Thursday 13th October 2011, King Jigme Khesar Namgyel Wangchuck married Jetsun Pema in a Buddhist ceremony at the Punakha Dzong, which translates to ‘the palace of bliss’, in Punakha, Bhutan.

The royal ceremony combined the coronation of the new queen with the nuptials in an event that was predominantly attended by members of the royal family but was heavily publicised and televised across the nation, quickly becoming Bhutan’s largest media event in Bhutan’s history.

K.S. Jewelry was given the distinct honour of designing a crown for the new Queen Jetsun Pema to wear. The tiara consisted of an intricate gold setting adorned with large jades, a stone which has historically symbolised nobility and wealth.

Known as the ‘Prince William and Kate Middleton of the Himalayas’, this event showcased the care, detail, and cultural significance that K.S. Jewelry places in each of its designs.

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of experience, having developed cutting-edge techniques for modern jewellery production that have propelled the company to the top of the industry.

Quality is shown by the exceptional products comprised of precious gemstones, gold, and platinum, all aligned with expertise, technology, and the continuous development of employee skills.

Technology, meanwhile, is one of the most relevant and important skills that K.S. Jewelry boasts, using 3D machinery to allow employees to work on even the smallest of elements and be precise in a way that is out of

reach by traditional methods.

As the company is confident that the future of jewellery production is going to be strongly influenced by advancing technology, close cooperation between computeraided design (CAD) technicians is crucial for developing skills, achieving synergy, and manufacturing a product that can satisfy even the most demanding customer.

Technology has never before influenced so many different areas of human life, creating possibilities that were beyond reach even just a few years prior. The same can be said about jewellery production, which

constantly changes like the rest of the fashion industry.

To stay on top of new and emerging trends, K.S. Jewelry designates a significant part of its profits into the latest technical solutions and machinery, helping it to adapt, improve efficiency, and establish points of difference.

PRODUCTION OF GOLDEN STANDARDS Priding itself on passion, decades of experience, and craftsmanship, K.S. Jewelry has designed and manufactured for some of the world’s biggest high-end jewellery brands,

including locations along New Bond Street in London and Place Vendôme in Paris.

This high quality stems from the company’s manner of production and the care it places into every step of the jewellery journey, from conception to the runway.

The process begins with an initial inquiry to understand the vision, no matter how developed the idea is.

It then progresses from concept to prototype, where the latest CAD and 3D printing technologies are used to create models and materialise the vision.

The last step consists of the final delivery, in which production is conducted over several stages by highly skilled employees with all-in-house casting, goldsmith work, diamond and stone cutting, gem setting, polishing, and plating conducted with meticulous detail and oversight.

This in-house production is located across three different factories in central Bangkok, whilst the product development CAD team is expertly skilled in the usage of programmes including Rhino, Matrix, and JewelCAD. Additionally, the company provides multilingual customer service to assist clients anywhere in the world.

For over 40 years, the people behind K.S. Jewelry have been in pursuit of beauty, innovation, and excellence, aiming to be among the best high-end manufacturers in the world.

This is more relevant than ever in today’s market, with consumers rejecting the mass-made jewellery that has flooded the scene and looking towards a future of craftsmanship, detail, and long-lasting artistry that will shine for generations to come.

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Protection enabled by small-scale mining

Using data to unlock a nature-positive food system

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A future where people, business, and planet thrive together

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Five divisions, one mission

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Facilitating the rapid expansion of digital infrastructure in East Africa

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LETŠENG DIAMONDS

Treating complex cancer cases from across Brazil

The jewel in Lesotho’s crown

CONSTRUCTION INDUSTRY COUNCIL

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AIR INDUSTRIES GROUP

Delivering a better society

Assembling success in the aerospace industry

KAMSTRUP

DARWIN PORT

Coastal cargo advancing Australian trade

RAUBEX ROADS AND EARTHWORKS

MTR CORPORATION Shaping the future of public transport

Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries

Nick Mitchell, CEO and Founder of Ultimate Performance, tells us about pushing the boundaries in the Asia Pacific fitness industry about pushing the boundaries in the Asia Pacific fitness industry Nick Mitchell, CEO and Founder of Ultimate Performance, tells us systems are improving vehicles in various industries recognised innovation, Supashock’s advanced mobility Pursuing originality, which often results in globally

PEMBROKE RESOURCES

Creating a better, energy-efficient tomorrow

The world-class Olive Downs Complex setting the global standard in conservation and innovation

Offering state-of-theart solutions for smart water metering

NORTH SHORE UNIVERSITY HOSPITAL

REGAL REXNORD AEROSPACE AND DEFENSE

Dr. Jeffrey Kuvin and Dr. Alan Hartman talk about how working together with the community is raising the standard of healthcare one patient at a time

Driving the acceleration of the South African construction industry, we speak to the Managing Directors of the four pillars that have cemented the division as the frontrunner in road construction for nearly 50 years

The country’s fastest-growing supermarket chain

With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry

Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing the Burkinabe mining industry as a key driver of the country’s socioeconomic development

Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant innovation is helping meet the demands of the healthcare industry

Bruce Bharat, Kamstrup’s Country Manager and Vice President of North America, talks about his company’s dominant force in smart water metering

Michal Jezioro, President and Managing Director, highlights how DMC Mining Services continuously puts performance first

Moog Medical is having a direct impact on the lives of patients, says Vice President and General Manager, Mike Henderson

Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping global carmakers and their Australian importers create new cars that buyers really want

the Burkinabe mining industry as a key driver of the country’s socioeconomic development Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing

innovation is helping meet the demands of the healthcare industry Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant

America, talks about his company’s dominant force in smart water metering Bruce Bharat, Kamstrup’s Country Manager and Vice President of North

how DMC Mining Services continuously puts performance first Michal Jezioro, President and Managing Director, highlights

says Vice President and General Manager, Mike Henderson Moog Medical is having a direct impact on the lives of patients,

global carmakers and their Australian importers create new cars that buyers really want Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping

in road construction for nearly 50 years pillars that have cemented the division as the frontrunner industry, we speak to the Managing Directors of the four Driving the acceleration of the South African construction

The country’s fastest-growing supermarket chain

AND EARTHWORKS RAUBEX ROADS

public transport Shaping the future of

CORPORATION MTR

KMC MINING A ROCK SOLID OPERATION

SPAR ALBANIA

REGAL REXNORD AEROSPACE & DEFENSE

ALBANIA SPAR

a legacy of excellence in a busy and exciting industry With over 75-years’ experience, KMC Mining boasts

OPERATION A ROCK SOLID KMC MINING

innovation standard in conservation and Complex setting the global The world-class Olive Downs

RESOURCES PEMBROKE

tomorrow energy-efficient Creating a better,

& DEFENSE AEROSPACE REXNORD REGAL

Establishing itself as the industry leader in aerospace bearings, seals, electrical components, and gears

bearings, seals, electrical components, and gears Establishing itself as the industry leader in aerospace

of healthcare one patient at a time the community is raising the standard talk about how working together with Dr. Jeffrey Kuvin and Dr. Alan Hartman

AEROSPACE AND DEFENSE REGAL REXNORD

HOSPITAL UNIVERSITY NORTH SHORE

water metering art solutions for smart Offering state-of-the-

Australian trade Coastal cargo advancing

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in East Africa digital infrastructure rapid expansion of Facilitating the

IXAFRICA

together and planet thrive people, business, A future where

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Tell us your story, and we’ll tell the world Lesotho’s crown The jewel in

food system a nature-positive Using data to unlock

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by small-scale mining Protection enabled

VARDA

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industry in the aerospace Assembling success

cases from across Brazil Treating complex cancer

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one mission Five divisions,

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S A I L I N G TO SUCCESS As the nearest port to Asia, Darwin Port is strategically positioned as the gateway for Australasian trade. CEO Peter Dummett tells us about its productivity, development, and how it supports the natural marine environment of Darwin Harbour Writer: Rachel Carr | Project Manager: Ryan Gray

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nown as an adventurer’s paradise as a consequence of its diverse cuisine and tropical outdoor lifestyle, Darwin Port is a proven international hub and the nation’s ‘northern gateway’ as the nearest port to Asia.

Operated by Darwin Port Operations Pty Ltd (DPO), which is part of the Landbridge Group (Landbridge), a large private company based in the city of Rizhao in Shandong Province, China, Darwin Port manages commercial facilities at the East Arm Wharf and the cruise ship terminal at Fort Hill Wharf.

Furthermore, it is also a key support hub for the expanding offshore oil and gas fields in the Arafura Sea, Timor Sea, and waters off the coast of Western Australia (WA).

“It is the only port between Townsville and Fremantle with full access to multi-modal transport services,” introduces Peter Dummett, CEO of Darwin Port.

“Landbridge plans to grow Darwin Port by developing the infrastructure to meet future customer needs.

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“By doing so, Landbridge brings an opportunity to increase trade with Asia through the company’s extensive regional networks,” he continues.

With approximately 95 employees, Darwin Port provides world-class pilotage and harbour control systems and a seamless supply chain capable of handling containers, general cargo, bulk liquids and materials, live exports, and heavy-lift oversized cargo.

Moreover, it also services cruise ships and naval vessels at the Fort Hill Wharf facility. It is a first port of entry for large cruise ships visiting Australia 56 | APAC Outlook Issue 66

APAC OUTLOOK: COULD YOU TELL US ABOUT YOUR CONTRACTS AND RELATIONSHIPS WITH PARTNERS AND SUPPLIERS? Peter Dummett, CEO: “We have a great relationship with the stakeholders that operate within the port. We work hard to ensure that their needs are met and that the port runs in the safest and most efficient manner.

“The port model that we operate under is that of a landlord and infrastructure provider, and many companies operate outside and inside the port boundary to contribute to a wellstructured supply chain.

“It is critical that we understand each other’s businesses to assist in valueadding to the game, which is costeffective, safe, and efficient cargo movement.”

DARWIN PORT SUPPLY CHAIN

and is primarily used for this purpose in conjunction with naval vessel visits and small non-cargo carrying boats.

Fort Hill Wharf has a total quay length of 300 metres (m), with a natural deep-water berth located just minutes from the central business district (CBD). The facility includes a passenger terminal with the ability to accommodate offshore international passenger processing, as well as ships spanning up to 350m in length.

Dummett currently finds the supply chain space in Australia an exciting place to work in as it poses everevolving challenges and innovation that keep those in the industry invigorated.

“There is quite a bit of consolidation and integration being developed in the Australian supply chain at present. Some operators are looking

to provide a ‘one invoice’ concept for multimodal operations, which can appeal to some organisations,” Dummett reflects.

As Australia is a large country, efficient and cost-effective landslide logistics networks are critical for producers to get their products to market, regardless of whether they are domestic or international, further proving the dedication and hard work Darwin Port puts into its day-to-day efforts.

PORT DEVELOPMENT In recent years, DPO has continued to invest in the infrastructure of Darwin Port, focusing on optimising and utilising its existing assets.

“Key investments to grow the port’s capacity include the development of approximately 80,000 square metres (sqm) of additional bulk materials

stockpiling area as well as investment in additional undercover storage facilities,” Dummett reveals.

Darwin Port has implemented various ship loader productivity improvement initiatives and transformed its data collection and analysis processes to enable a comprehensive understanding of operational performance.

“Whilst we have put a lot of effort into growth-focused investments, we have also delivered major maintenance programmes with key projects, including the progressive replacement of our firefighting system at our bulk liquids fuel import facility, which was achieved without any interruption to terminal operations that facilitate all the Northern Territory’s fuel imports,” he continues.

APAC Outlook Issue 66 | 57

Livestock landmark: a gateway to the port

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he Berrimah Export Yards (Berrimah), just a stone’s throw from East Arm in the Northern Territory of Australia, is abundant with cattle destined for significant overseas markets.

Between ship loads, when the cattle pens are empty, the yards team are busy preparing for the next convoy of roadtrains from across northern Australia to deliver livestock.

More recently, you will find hard working people across the yard, in the laneways beneath the Ridgeback™ sheds or between the pens.

Indeed, those leaning on the rails of Berrimah are agriculture industry leaders, government representatives, and visiting importers from across Southeast Asia.

Regularly enough the yards will also host local, national, and international media, comprising cameras ready to capture the latest industry news in a relevant setting, showcasing a crucial part of Australia’s AUD$1.4 billion live export industry, all just a short drive from the Darwin central business district (CBD).

Telling the livestock trade’s proud and truly unique supply story is even more powerful when visitors, welcomed to the Darwin Port, witness the livestock loading process.

Berrimah, owned by the NT Livestock Exporters Association (NTLEA), is a showpiece for Australia’s modern livestock export industry. Its leading biosecurity controls, stringent exotic disease surveillance, and custom-designed infrastructure help underpin the integrity of animal health within the live trade’s supply chain.

Equally as important, the yard has developed into a thriving, best-practice animal welfare quarantine facility that processes 40,000 to 50,000 cattle a year for delivery to Darwin Port’s East Arm Wharf - long considered the busiest port for livestock export in the world.

Five years ago, the NTLEA-owned Berrimah, with the assistance of the Northern Territory Government, embraced patented

Ridgebacks™ technology for major upgrades to its quarantine pens, with shade and enhanced air flow capabilities to protect livestock from the top end’s seasonal extremes.

Since the quarantine pens received their first cattle in August 2018, the sheds have been a gamechanger for the yards.

Berrimah manager Ben Giblett said the two Ridgeback™ sheds are an attraction for live export customers from countries like Indonesia and Vietnam, who want to learn more about the supply chain.

“It’s pretty impressive to go down there and feel the difference in temperature, standing in there, there’s a breeze,” Giblett says.

“We take people through what we do, we show them how we bring animals in and scan, weigh, draft, and dip. This is conducted in the processing and receival area that is covered

by an older roof, which has served us well for many years but doesn’t have such a modern design. Then we take visitors down the hill, where the cattle go after induction, which opens up into the new Entegra sheds that have a different temperature with consistent airflow. People feel the climate difference and think it’s incredible.

Berrimah is one of six active pre-export quarantine yards between Darwin and Adelaide River.

A pre-export quarantine facility prepares animals for live export voyages by transitioning them onto the same pellet ration fed on the ship, while conducting health checks and any other animal husbandry and biosecurity requirements.

Less than 10 minutes by truck, Berrimah is by far the closest export yard to Darwin Port.

The mild temperature beneath the Ridgeback™ structures has enabled the company to also quarantine buffalo for live export during the past 18 months.

Reintroducing the heat sensitive animals to the facility for the first time in many years has been easier thanks to the Ridgebacks™ infrastructure.

As a result, water buffalo do not need to wallow in pools of water to cool down.

Giblett has proven buffalo remain comfortable with the cooler temperatures and air flow created by the Ridgbacks™, negating the need to install fans or sprinklers.

The buffalo, weighing 200 to 650 kilograms (kg) in liveweight, are drafted into shipping lines to suit market requirements.

The Indonesian and Malaysian market prefers young, feedertypes, according to Giblet, while Brunei and Vietnam request heavier buffalo.

Unlike cattle, which are required to remain in a pre-quarantine export facility for a minimum of two days, buffalo must quarantine for at least five “clear” days.

Export buffalo, most of which are mustered in partnership with Traditional Owners from across the top end, typically stay at Berrimah between five and 10 days.

“They increase their weight but that’s a compensatory gain because they come in here after a feed curfew for trucking,” Giblett explains.

“The main role here is for the buffalo to get gut filled, hydrated, and used to eating the same pellet they will be fed on the ship.

Day-one, we feed them exclusively hay whilst also introducing pellets. The introduction to pellets before they are loaded onto the ship improves the outcomes for the animals.”

The same principles also apply to pre-shipment preparation for cattle.

NTLEA CEO, Tom Dawkins, said Berrimah’s close proximity to the Darwin Port’s East Arm Wharf, plus its quality control, biosecurity, and good animal welfare practices ensure it’s a vital cog in the northern Australian live export supply chain.

that’s the first step towards a successful voyage. If cattle are then trucked and loaded onto the ship smoothly and efficiently, then you’ve really given yourself the best chance of a successful shipment.”

But shelter at Berrimah isn’t just about keeping livestock cool.

Maintaining dry pens and animals is just as important during Darwin’s wet season.

For Giblett, removing the challenge of wet pens with the Ridgebacks™, and even super dry dusty flooring, adds to the facilities’ productivity.

It’s easy to draft livestock, regardless of the weather, and pen cleaning between consignments is made simpler.

“We can handle multiple species with multiple specifications for different customers simultaneously, which is a benefit for everyone,” Giblett explained.

“If two to three ships arrive in two days for three or four different markets, we can service all of them and be ready for the next truck to come, starting the next shipment.”

As for the future, based on the success of the two existing Ridgebacks™ sheds, the NTLEA has further investment at the yards in its sights.

“We are working on plans for a third shed for the processing area, with quarantine pens designed specifically with buffalo in mind,” Giblett says.

“It would be a low-stress handling area for buffalo and humans and include snap-lock gates, hinges, and fully hessian (enclosures) that would enable ample flow.

“If we increase capacity it could help with any overflow from shipments too.”

This is good news for Berrimah, Darwin Port, and the entire live export supply chain.

Dawkins further added the oversight of a yard manager like Giblett, who spent many years sailing with livestock to their overseas destinations, made the transition from paddock to quarantine and onto the ship a smooth one.

Dawkins also said all pre-quarantine export facilities are pivotal to delivering healthy, well-prepared livestock to global customers.

“Someone like Giblett knows from experience that when you’re sailing with 4,000 cattle, or sometimes even 10,000 to 20,000 cattle, the difference their preparation makes is huge,” Dawkins comments.

“If they are well managed during quarantine, with introduction to shipping pellet and able to socialise happily in their pens,

www.ntlea.com.au

DARWIN PORT SUPPLY CHAIN

Continuing the focus on optimisation and efficiency, Darwin Port has a number of exciting projects planned to maximise the value that can be delivered from its assets.

This includes the planned development of additional hardstand areas within the port to support the stevedoring operators who are responsible for loading and unloading cargo from or to the vessel.

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This work will continue over the next few years alongside a significant investment in rejuvenating existing hardstand areas.

“We will progress the design and potential construction of conveying infrastructure to connect our bulk materials storage area with the existing ship loading infrastructure.

This will facilitate the next generation of bulk material export projects by

providing an integrated port/rail infrastructure solution.

“More broadly, we see a huge amount of potential to support the future decommissioning requirements of the offshore oil and gas industry and believe that we are located in a prime position with the correct assets to play a key supporting role,” Dummett explains.

DARWIN PORT SUPPLY CHAIN

PILOTAGE SERVICES Darwin Port Pilotage Pty Ltd (DPPP) is the designated pilotage services provider for the Port of Darwin. DPPP and DPO provide an integrated approach toward all acts of pilotage by partnering with the ship’s bridge team to ensure pilotage is done safely and professionally.

In order to achieve this, DPPP and

DPO provide pilots that are licenced and experienced for all types of ships that seek safe passage within the Port of Darwin. All pilots receive a significant amount of training within the port environment and on purpose-built simulators. The wide variety of shipping that use the port provides the team with ample training opportunities.

Darwin Port pilots are

International Standard for Maritime Pilot Organizations (ISPO) certified, and this accreditation is audited regularly to ensure that pilotage services provided are in accordance with the DPPP Safety Management System that has been developed by referring to the latest internationally recognised legislation, regulations, standards, and recommended practices.

APAC Outlook Issue 66 | 61

Qube Ports Qube is Australia’s largest integrated provider of import and export logistics services, providing a broad range of services to customers through an unrivalled network of assets in over 180 locations across Australia, New Zealand, and South East Asia.

Qube Ports is a key operating division within the wider Qube group, providing port solutions and logistics services with bulk and

general handling facilities in over 40 ports in the region. Qube Ports is a market leader in the provision of purpose-designed solutions for customers, handling containers, bulk, automotive, and general cargo.

We are the leading provider of supply chain logistics services to the energy sector, supporting thousands of onshore wells and rig supply vessels, barges, and offshore construction vessels annually. Qube Ports also manages 25 sites for the

forestry industry in Australia and New Zealand and has operations in Singapore and Indonesia.

Qube Ports is committed to an operational culture of zero harm and is dedicated to service excellence. We expand and develop new business opportunities by extending services at existing facilities, creating new facilities by investing in equipment and infrastructure, and working in partnerships to build new business opportunities.

Port of Darwin Qube Ports manages diversified operations around the Australian coastline, from Dampier in the west, where Qube services the oil and gas market, through to Port Kembla and New Zealand in the east, where the company handles motor vehicles, heavy machinery, project cargoes, and logs, and finally across the Asian market in countries such as Indonesia, Fiji, Vietnam, and Papua New Guinea.

Qube Ports has a significant presence at the Port of Darwin where we support customers with a range of services, including general and automotive stevedoring, bulk stevedoring and stockpile management, and cattle stevedoring for export markets.

Through the Port of Darwin, Qube Ports also provides stevedoring services for the oil and gas sector in Australia’s north, with Qube Energy providing a range of complementary services, including supply base and logistics services for major tier one customers.

Through our Darwin operations, Qube Ports also provides services to the Royal Australian Navy.

Investing in the future of the Port of Darwin With our two mobile harbour cranes, hoppers, and grabs for bulk discharge, together with investment in innovative cattle loading ramps, Qube Ports is investing in the growth and development of the Port of Darwin as a major import and export hub for Australia. These on-port facilities are complemented by major investments in energy supply base facilities as well as a truck and trailer fleet to support the oil and gas market.

Delivering integrated solutions Qube has developed a strong reputation for excellence and, along with our proven ability to deliver innovative solutions for our customers, the business has grown over the past 15 years to become an ASX 100 listed company today.

With a market capitalisation of more than AU$5 billion, Qube employs over 9,000 people in Australia, New Zealand, and South East Asia, and has worked hard to build a strong net asset position.

Qube’s key business strength and competitive advantage is that the company owns and operates the infrastructure that enables us to design, implement and manage fully integrated

supply chain solutions that provide our customers with flexibility, reliability, and cost competitiveness. The company has curated a culture that is based on flexibility and responsiveness to our clients’ needs built around three core values – integrity, reliability and inclusion.

Qube employs the best people in the industry, with a breadth of knowledge across multiple facets of the supply chain. The company also has an excellent reputation and proven track record in providing innovative, costeffective solutions to our clients, focusing on reliability and safety as our number one priorities.

Furthermore, a fundamental distinction of Qube’s businesses is the ability to offer customers a comprehensive logistics supply chain solution. This is possible due to Qube’s deliberate decision to develop capabilities across multiple aspects of the supply chain, from the port to the endcustomer for both import and export products. This integrated approach enables Qube to remove inefficiencies in the logistics supply chain and provide a valueadded competitive service to our many customers. +61 2 9080 1900 info@qube.com.au. | www.qube.com.au

DARWIN PORT SUPPLY CHAIN

MARKET SUCCESS

DARWIN PORT’S SAFETY PLAN Darwin Port is responsible for developing, managing, and maintaining the core port infrastructure, providing crucial commercial maritime services, including pilotage, navigation, and the maintenance of the commercial shipping channels of Darwin Harbour.

The Port Safety Plan (PSP) is underpinned by federal and territory legislation and standards, and is reviewed and approved annually by the Northern Territory government’s regional harbourmaster.

The objective of the PSP is to provide a safe working environment by upholding safety standards and promoting the safe and efficient operation of the port.

The PSP applies to all Darwin Port facilities, including the East Arm Wharf, Fort Hill Wharf, and the wider Port of Darwin. It also applies to stakeholders comprising tenants, licensees, and service providers. Other operators are obligated to comply with the PSP.

As Asia has the highest population density in the world, the close proximity of Darwin Port provides a competitive advantage in terms of shipping costs and duration compared to other Australian ports.

“In terms of product, the import of petroleum is the biggest commodity.

The Vopak terminal supplies fuel for the Northern Territory, all imported through our port,” Dummett states.

From an export perspective, bulk minerals are the company’s biggest market, with the majority being shipped to China for use in its steelmaking operations.

Indeed, China was Australia’s leading export partner in 2022, importing approximately USD$103 billion worth of goods.

Live cattle is also a major export, with Indonesia receiving nearly 90 percent of the commodity exported from Darwin.

East Arm Wharf has a rail-mounted bulk minerals ship loader with a maximum loading capacity of 2,000 tonnes per hour. Bulk minerals, such as iron ore and manganese, are transferred from rail wagons to the stockpile areas using a dedicated conveyor.

The Minerals Council of Australia reported that iron ore exports surged

by 20 percent in 2021. Geologically, Australia is an ancient continent with an abundant supply of minerals and a relatively flat terrain, and apart from some coastal regions, it is sparsely populated – both aspects benefit exploration and mine development.

As an island country, Australia has 17 nationally significant ports, selected based on ship call, throughput, and international sea trade values. The country mostly imports containerised cargo and exports bulk cargo. Darwin Port is the only multi-user and multi-commodity port in the Northern Territory.

SUSTAINABLE PORT OPERATIONS Darwin Port takes environmental sustainability seriously and undertakes a series of measures to protect the harbour’s marine flora and fauna. There are 36 species of mangroves and diverse marine life characterising Darwin Harbour.

Darwin Port has not needed to develop any mangrove areas since the construction of East Arm Wharf in excess of two decades ago.

“We continue to maintain a number of measures to improve environmental sustainability, and are currently developing a sustainability strategy to make further

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Now commanding a fleet of over 100 specialised trucks, augmented by a diverse range of state-of-the-art plants and machinery, Ostojic Group stands as an eminent provider of integrated services. With operational hubs situated in Darwin, Cloncurry, and Mt Isa, we offer an expansive suite of services, encompassing transport and logistics, civil construction, quarrying, concrete production and land sales.

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DARWIN PORT SUPPLY CHAIN

improvements for the future within Darwin Port facilities,” Dummett points out.

One area, known as Pond D, is 12 hectares (ha) in size and is protected from development and other activities that would be detrimental to migratory birds. The endangered

PORT OF DARWIN FACTS • The port was first used for modern commerce in 1869.

• The main commercial facility is East Arm Wharf, with a quay line of 800m.

• Fort Hill Wharf is chiefly used as a terminal for cruise ships and visiting defence vessels.

• The city of Darwin is nearer to the capitals of five countries than it is to Australia’s capital city, Canberra. As a fundamental access point for all flows of trade from the north, the port is also seen as a key facility for servicing offshore oil and gas production.

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Eastern Curlew, Whimbrel, and Great Knot are some of the migratory species that frequent it, particularly during the wet season.

Darwin Port does not have any waste or wastewater discharges to the harbour, as all waste is removed from the site by contractors and the sewerage system. Furthermore, stormwater from large areas of the wharf passes through sedimentation ponds prior to entry to the harbour.

“We have participated in the Darwin Harbour Clean Up since it started 13 years ago. 2023’s endeavour, coordinated by Larrakia Nation rangers, saw Darwin Port participants collect about 135 kilogrammes (kg) of rubbish from the beach and mangroves of the Wickham Point area,” he divulges.

These initiatives are part of a multi-faceted approach, including the Port Environmental Protection Plan.

Through this, Darwin Port regulates the speed of commercial vessels to minimise the risk of vessel strikes on marine fauna such as dolphins, dugongs, and turtles. The speed limits vary depending on the pilotage area of the harbour.

However, the port’s shipping channels do not require annual or frequent maintenance dredging, and the last project of that scale occurred during 2016.

“Our operations are ISO14001 Environmental Management Systems certified by an independent auditor.

Furthermore, we are currently developing a comprehensive sustainability programme, which will better coordinate our existing activities and bring in new sustainability measures to be implemented,” outlines Dummett.

NATURAL MARINE ENVIRONMENT Growing in fine sediments, mangrove forests line the tidal boundaries and cover more than 26,000 ha.

Three species of dolphin – the Australian snubfin, the Australian humpback, and the Indo-Pacific bottlenose – are commonly encountered within the Darwin Harbour region. These majestic marine mammals are seen alongside dugongs and six species of sea turtles, including flatback and olive ridley turtles.

DARWIN PORT SUPPLY CHAIN

Safe and Efficient Vessel Operations

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Celebrating over 50 years servicing the Northern Territory, CTB takes pride in its enduring relationship with Darwin Ports, working seamlessly to cater for the diverse needs of our stakeholders.

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APAC Outlook Issue 66 | 67

“ W E C O N T I N U E T O M A I N TA I N A N U M B E R O F M E A S U R E S T O I M P R O V E E N V I R O N M E N TA L S U S TA I N A B I L I T Y, A N D A R E C U R R E N T LY D E V E L O P I N G A S U S TA I N A B I L I T Y S T R AT E G Y T O M A K E F U RT H E R I M P R OV E M E N TS FO R T H E F U T U R E W I T H I N D A R W I N P O R T FA C I L I T I E S ” – P E T E R D U M M E T T, C E O , D A R W I N P O R T

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DARWIN PORT SUPPLY CHAIN

The saltwater crocodile also inhabits the harbour, though it is actively removed from it as part of a crocodile management programme managed by the Northern Territory government.

Additionally, Darwin Harbour supports endemic and migratory birds, such as the snipe, godwit, curlew, and sandpiper species. Many shorebirds that visit the mudflats are migratory species protected by the Japan-Australia Migratory Bird Agreement (JAMBA) and the ChinaAustralia Migratory Bird Agreement (CAMBA).

Darwin Port manages marine oil spills in Darwin Harbour in accordance with the Darwin Port Oil Spill Contingency Plan. Furthermore, the Northern Territory government has its own contingency plan across the area.

Regarding environmental monitoring, Darwin Port conducts a sample and analysis programme to check the health of the facilities and their surroundings. Early detection of emerging issues will enable action to be taken, minimising environmental impact.

The physical, chemical, and biological properties that are monitored include water, marine sediment, air quality, noise, trade waste, energy consumption, and greenhouse gas (GHG) emissions.

connected inland areas to coastal ports, facilitating trade.

In the 20th century, containerisation revolutionised cargo handling, and many Australian ports adapted to this new system. Major hubs like Port Botany in Sydney and the Port of Melbourne expanded their facilities to accommodate larger vessels and increased trade volumes.

Historically, Australian ports have played a pivotal role in the nation’s economic development, facilitating imports, exports, and domestic transportation. Today, they continue to be vital to Australia’s trade and connectivity with the global economy.

The Darwin Port team takes great pride in delivering a comprehensive portfolio of maintenance and capital projects each year, with as many as 50 discrete projects completed annually in addition to its routine activities.

“Our focus, as always, is on ensuring this portfolio is delivered safely without harming our team, contractors, or stakeholders. We also take pride in ensuring all our work is delivered at the highest possible quality, environmental, and sustainability standards,” finishes Dummett.

A recent goal that Darwin Port achieved, working with its stakeholders, was the first load out of spodumene ore from the port.

PAST, PRESENT, AND FUTURE Australian ports have a rich history dating back to the early days of European settlement.

The first significant ports were established in Sydney, Melbourne, and Hobart during the late 18th and early 19th centuries. These ports served as crucial gateways for the transportation of goods and people.

During the gold rush in the mid-19th century, ports such as Melbourne and Sydney experienced a surge in maritime activity as immigrants arrived seeking their fortune. The development of rail networks further

Tel: 1300 327 946 darwinport@darwinport.com.au

www.darwinport.com.au

APAC Outlook Issue 66 | 69

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MTR CORPORATION SUPPLY CHAIN

ENABLING A BETTERCONNECTED TO M O R R OW As a recognised, world-class operator of sustainable rail transport services, MTR Corporation is a leader in safety, reliability, customer service, and efficiency. We learn more with Property and International Business Director, David Tang Writer: Ed Budds | Project Manager: Eddie Clinton

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hroughout history, railways have contributed to the growth of cities by allowing people to travel further and faster, thus fostering the tight connection between people and the community. This connectedness enables people to live further from their places of work, visit their loved ones, explore new places, and experience diverse communities.

It serves as a vital link to enhance connectivity and promote social cohesion within the city.

As a company that is fully aware of the importance that rail travel plays in society, the Mass Transit Railway Corporation (MTR) was established in 1975 with a resolute mission to construct and operate under safety and reliability, and act as the backbone of Hong Kong’s public transport system while building and connecting communities with quality caring services.

Over the past decade, MTR’s unique ‘Rail plus Property’ integrated development model not only

David Tang, Property and International Business Director

seamlessly connects railway services with people, but also creates fully integrated new communities comprising residential, commercial, and retail facilities, which promotes the growth and development of the city, and is environmentally sustainable in the long run.

“The Rail plus Property model is effective in using the income from property development to fund the construction, maintenance, and upkeep of railway projects. This model allows us to maintain highquality rail services without the need for government subsidies, resulting in financial sustainability in the long run,” opens David Tang, Property and International Business Director at MTR. Today, MTR is recognised as one of the best-performing and highestquality rail operators in the world.

With more than 50,000 dedicated staff around the globe, MTR carries over 11.5 million passenger journeys worldwide every weekday in Hong Kong, Australia, the UK, Sweden, China, and Macau.

Australia is one of MTR’s key markets. The nation is focused on passenger outcomes, deploying new technology, and remains abundantly clear that highly experienced metro APAC Outlook Issue 66 | 71

MTR CORPORATION SUPPLY CHAIN

operators are the preferred partner of choice for Australian clients who are looking to maximise their investments and grow communities around transport infrastructure.

“It is exciting to see the scale of rail transportation investment over the last 15 years across Australia, and we are excited about the strong pipeline going forward,” he enthuses.

CELEBRATING 15 YEARS OF SERVICE EXCELLENCE IN AUSTRALIA MTR is thrilled to be celebrating its 15th year of dedicated service in Australia. Having first started local operations in 2009, MTR is now the joint venture lead for the Metro Trains Melbourne (MTM) and Metro Trains Sydney (MTS) franchises, and is delivering the trains and systems package for the next automated metro in Sydney.

“The company has made an enduring impact on public transport in Australia, and we are excited to share our journey and commitment to shaping a bright future for rail travel,” introduces Tang.

As a vital component of MTR’s global network, the Australian operations aim to deliver global best practices and continually improve transport options to better serve the communities around them.

MTR’s Australian journey began with MTM, which has over 7,000 employees who help to operate more than 60,000 train services each month. MTM is an essential part of Melbourne’s urban fabric, and in the last 15 years has seen significant improvements in service reliability and performance, passenger satisfaction, and gender diversity.

In Sydney, MTS has set new standards for transport options with its fully automated metro services that boast an on-time performance rating of over 99 percent and passenger satisfaction exceeding 99 percent.

In 2014, MTR partnered to deliver 72 | APAC Outlook Issue 66

APAC OUTLOOK: HOW DO YOU EMPOWER YOUR STAFF AND RECOGNISE THE VALUABLE CONTRIBUTIONS THEY MAKE? David Tang, Property and International Business Director: “Our people are the most important asset to the company and its success. Therefore, our leaders’ responsibility is to serve their team and steadily groom new talent to propel our business forward.

“Personally, I see a true leader putting the needs of others first, showing empathy during challenging times, and helping the people around them develop their skill sets and perform as highly as possible. To make that happen, I love giving our people more accountability and opportunities to take the lead in their respective positions. For example, they are given room to practice a trial-anderror approach to their leadership methods.

“Subsequently, the faith you instil in them genuinely inspires people to be leaders on their own and unleash their full potential, hence employees at different levels of our company are mobilised to work collectively towards one common goal, which is to keep cities moving.”

“ I T I S E XC I T I N G TO S E E T H E S C A L E O F R A I L T R A N S P O R TAT I O N I N V E S T M E N T O V E R T H E L AST 1 5 Y E A R S AC R OSS AU ST R A L I A , A N D W E A R E E XC I T E D A B O U T T H E ST R O N G P I P E L I N E G O I N G F O R WA R D ” - D AV I D TA N G , P R O P E R T Y A N D I N T E R N AT I O N A L B U S I N E S S D I R E C T O R , M T R C O R P O R AT I O N

MTR CORPORATION SUPPLY CHAIN

the groundbreaking Sydney Metro Northwest project and successfully brought fully automated passenger services to Australia in 2019.

MTR’s involvement in operations and maintenance, construction, and financing has been integral to this benchmark-setting railway that the city now enjoys. The automated services between Tallawong and Chatswood are consistently on-time, and recent data shows incredible levels of passenger satisfaction, making MTS the overall leader in the Australian rail industry.

in operational readiness and new line openings, as demonstrated by the successful opening of eight metro lines in recent years around the world,” Tang enthuses.

The Sydney Metro City and Southwest project represents a transformative milestone where MTR’s Australian presence extends from operator to trains and systems integration, delivered by a 150-strong team of local and international experts ensuring successful execution.

Additionally, the company’s Rail plus

Property model aims to enhance the value of developments, fostering interconnected communities.

“We are excited to share our progress at the Sydney Metro City and Southwest project, where our involvement goes beyond our operations and maintenance responsibilities, as we deliver the trains and systems package. In addition, we also act as the overall systems integrator, harnessing the expertise of our global experience,” he adds.

A TRANSFORMATIVE EXTENSION TOWARDS THE HEART OF SYDNEY This year, the high-performing MTS team is preparing for the opening of the Sydney Metro City and Southwest line which will see MTS operate the first ever automated trains under the Sydney Harbour into Sydney’s Central Business District.

“As we prepare for the Sydney Metro City and Southwest project, MTS leverages MTR’s global expertise Sydney Metro - Bella Vista Station

MTR construction teams delivering the trains and systems package on Sydney Metro City and Southwest line

APAC Outlook Issue 66 | 73

APAC Outlook sits down with Heaton Rail founder and Managing Director, Stefan Heaton (left) Where did the idea for Heaton Rail come from?

Headhunting makes up a large portion of our recruitment strategy and we have a large existing network of candidates we’ve established rapport with. At times, a candidate may not be fit for a specific role, but we keep in touch, provide feedback, and go back when a suitable role comes up. This means that we’re often able to identify perfect matches before our clients start looking.

How does Heaton Rail harness technology in how it does business?

I began consulting in the rail industry in a variety of roles heavily focused on the setup, transformation, and scale-up of businesses and divisions.

Technology plays a big part in how we do business. We have our own in-house software development and technical team.

As the business grew, we started focusing on the provision of personnel. Being a technical and process-driven business, we quickly iterated on our offering and converted what we do into a science.

Being a people business, we see technology as an enabler. It helps us integrate our people with our processes so we can provide a positive service to our candidates and clients.

With the rail industry facing a talent shortage, how is Heaton Rail bridging this gap and providing the right talent?

What advice would you give to companies struggling to find qualified candidates?

Robust processes leveraging people, technology, and data has helped us create a high-performing recruitment engine that delivers results even in the current market.

Be clear and realistic about your requirements before you go out to market.

Establish your must-haves and nice-tohaves rather than listing down everything as mandatory. This will open up your pool of candidates.

As rail specialists, we speak our clients' language, understand their needs, and possess the asset and operational knowledge that other recruiters and agencies typically lack. This lets us see beyond job descriptions which rarely represent the actual role and identify candidates that best fit a role or assignment.

Speed and quality of experience are important. We aim to have our recruitment process wrapped up in 1-2 weeks maximum, with candidates exposed to a tailored and engaging recruitment journey that sells the role.

Finally, there are amazing candidates out there that may not meet 100% of your requirements. I recruit for passion, critical thinking, communication, and technical competence in that order.

What strategies are businesses using to manage fluctuating workload demands?

Contingent workers, particularly contractors and consultants, increasingly form a large part of our service offering.

The benefit of a contingent workforce is that companies can quickly scale their teams to work around workload peaks and troughs.

On the flip side, workers are wanting more interesting, diverse, and flexible work. This includes people at the end of their careers who bring a wealth of experience. Equally, we are seeing a growing trend of junior and mid-level professionals moving into more contract or gig-based work.

What’s in store for Heaton Rail in 2024?

Since 2016, we've grown organically and aim to continue this by expanding services for existing clients, acquiring new clients, and further improving our service.

Candidate experience is a top priority for us. Beyond being ethically imperative, our data and experience indicate that a positive candidate experience yields both short-term (engagement, lower drop-off) and long-term (integration, retention) benefits.

MTR PARTNERSHIP “Heaton Rail has been a supplier to MTR and related companies since our inception. Metro Trains Melbourne was one of our first customers who we still do a lot of work for primarily in their assets and projects teams.”

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MTR CORPORATION SUPPLY CHAIN

For this impressive undertaking, MTR utilises a dedicated team of professionals working diligently to blend local and international expertise, creating a synergy of construction and system integration skills. This approach is crucial to the successful execution of this intricate project.

Elsewhere, to date, MTM’s focus on diversity has been nothing short of transformative.

“We’ve made vast strides in improving gender diversity, with 550 female train drivers among our 1,300-strong team. Meanwhile, passenger satisfaction has surged to over 75 percent, and on-time performance has significantly improved, surpassing 92 percent,” Tang acclaims.

Regarding equality and enhanced opportunity, in 2009, there were just 26 women driving trains on Melbourne’s network; now, there are more than 550. MTR’s focus on breaking down barriers for women has included facility upgrades at Flinders Street Railway Station, inclusive uniform sizes and styles, and gender-neutral protective equipment.

New HCMT on the Melbourne metro network

76 | APAC Outlook Issue 66

“ W E A I M TO B E CO M E R E CO G N I S E D AS T H E B E S T A N D M O S T U N I Q U E R A I L O P E R AT O R B Y F O C U S I N G O N D E L I V E R I N G W H AT C U S T O M E R S R E A L LY WA N T ” – D AV I D TA N G , P R O P E R T Y A N D I N T E R N AT I O N A L B U S I N E S S D I R E C T O R , M T R C O R P O R AT I O N

Additionally, MTM has been a key partner in the Victorian Government’s Big Build programme, ushering in a modern rail network with new trains, enhanced timetables, the removal of 72 level crossings, and the construction of a new tunnel and stations, benefitting the entire city.

Over the 15 years that MTR has been operating and constructing in Australia, it has built strong relationships with local supply chains and technology innovators. This ranges from selecting the strongest suppliers to deliver new metros to recruiting the best talent and continuing to develop them into home-grown industry leaders.

MTR also invests heavily in technology that delivers improvements to its global operations. Its

technology arm, MTR Labs, delivers innovation across its rail and property portfolio, including artificial intelligence (AI) tools to reduce the company’s carbon footprint, as well as smart mobility tools. The teams also work with local technology providers to deliver benefits for local clients. In Australia, this is providing gamechanging performance tools through data management as well as in the UK through datadriven performance and operation optimisation tools.

EXPERTISE FOR THE FUTURE Moving forward, MTR Australia will continue to share knowledge from the global network it belongs to and ensure that the vision and values laid out by its parent company are deployed locally.

2024 marks the 45th anniversary of MTR, a significant milestone for a corporation that has played a vital role in connecting and growing communities over the past decades.

“We aim to become recognised as the best and most unique rail operator by focusing on delivering what customers really want through leveraging our worldleading performance in providing integrated railway services to capture construction, operation, and maintenance opportunities, as well as adapting our business models to suit the Australian context,” Tang excites.

As a low-carbon transport provider serving the public with the purpose of keeping cities moving, MTR strives to contribute to the sustainable development of society.

MTR CORPORATION SUPPLY CHAIN

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APAC Outlook Issue 66 | 77

MTR CORPORATION SUPPLY CHAIN

78 | APAC Outlook Issue 66

MTR CORPORATION SUPPLY CHAIN

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Reducing greenhouse gas (GHG) emissions is one of the three environmental and social objectives of the company. As such, over the past year, MTR has actively implemented a series of green initiatives in transport services, property businesses, and new railway development projects to reduce GHG emissions. Meanwhile, MTR is supporting Hong Kong in achieving carbon neutrality by 2050.

Furthermore, the company’s commitment to excellence is evident in its proactive approach to knowledge sharing and collaboration.

Global sharing sessions are allowing the business to harness the collective intelligence of its international teams to solve real-world problems by the teams who are facing them.

As MTR continues to evolve, these sessions serve as a testament to the power of global collaboration in driving innovation and operational excellence.

By facilitating the exchange of ideas and experiences, MTR is not only strengthening its internal capabilities but also contributing to the broader advancement of the transportation industry. As the company looks towards the future, the lessons learned from these global sharing sessions will undoubtedly continue to shape MTR’s journey towards excellence on a global scale.

With vast expertise spanning various aspects of public transport, a global network for knowledge sharing, and a commitment to shaping the future of Australian public transport, MTR remains enthusiastic regarding its plans to continue to share prosperous collaboration across the sector.

“Together, we’ll continue to make a positive impact on Australia’s public transport system, and we look forward to continuing successful partnerships and collaborating with clients to realise their visions well into the future,” he finishes proudly.

Kevin Moloney Managing Director APAC +61 424947907 Kevin.moloney@direxsolutions.com www.direxsolutions.com

Celebrating 15 years in Australia info@mtraustralia.com.au

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APAC Outlook Issue 66 | 79

M A ST E R S O F

MARITIME 80 | APAC Outlook Issue 66

AUSTRALIAN MARITIME SYSTEMS GROUP SUPPLY CHAIN

As specialists in the design, installation, maintenance, and refurbishment of Australia’s critical infrastructure, Australian Maritime Systems Group is no stranger to seizing an opportunity.

The company’s CEO, Glen Marshall, details its reputation for success Writer: Lily Sawyer | Project Manager: Ryan Gray

W

ith a plethora of products and services, and multiple locations and facilities across the country, Australian Maritime Systems Group (AMS Group) provides critical solutions to government and industry to support trade, security, and life support infrastructure.

AMS Group’s 24 years of industry

experience has led to a reputation of reliability and professionalism, making it a trusted supplier to the wider Australian maritime sector.

“We’ve been in this game for years.

There’s no one else that manages the complex critical infrastructure that we do, and people seek us out for our strategic advice,” opens Glen Marshall, CEO of AMS Group.

APAC Outlook Issue 66 | 81

AUSTRALIAN MARITIME SYSTEMS GROUP SUPPLY CHAIN

“ W E R E M A I N F O C U S E D O N W H AT O U R C U S T O M E R S , S TA K E H O L D E R S , A N D OWNERS REQUIRE. THIS WILL CONTINUE TO E N S U R E O U R S U CC E SS AS A B R A N D, A N D G U A R A N T E E T H AT W E ’ R E H E A D I N G IN THE RIGHT DIRECTION” GLEN MARSHALL, CEO, AUSTRALIAN MARITIME SYSTEMS GROUP

Hailing from the Australian military, and with a strong background in facility management, Marshall has defined a new era of expansion for AMS Group, ideally positioning the company for growth in a difficult climate.

“I come from a very broad background, which allows me to consider a wider range of growth scenarios. For AMS Group, we needed to change the strategy to enable the company to grow rapidly. That’s what the executive team have been focusing on over the past two years,” he reveals.

Marshall’s primary focus is on service delivery, customer satisfaction, and exploring new opportunities to deliver technical services.

82 | APAC Outlook Issue 66

Under his leadership, AMS Group offers many products and services. Its technology-based security services for the government and big industry provide access control, CCTV, and video management to hospitals, data centres, and government facilities across the nation.

The company’s pilotage programme trains the next generation of marine pilots, whilst its technologybased life support systems ensure optimum safety onboard commercial aircraft, such as Qantas, Virgin, and Alliance, and manage the complete logistics for Australia’s search and rescue capability.

AMS Group’s bespoke design, installation, and maintenance of vessel traffic service (VTS) systems help to maintain safety and security

in Australia’s maritime ports, and the company’s recent interest in the development of offshore wind energy promises to redefine AMS Group as a considerable sustainability giant.

“We’re very busy and complex.

That’s why I always say we’re the only company that does what we do,” Marshall states confidently.

Ultimately, AMS Group’s mission is to design and deliver solutions to protect and enhance Australia’s critical infrastructure.

OPPORTUNITIES FOR DEVELOPMENT The maritime industry in Australia, whilst being historically slow to develop, has presented unique opportunities of late, in which companies have been able to participate in new ways.

“Whilst maritime is not a particularly diverse industry, it has identified that it needs to change.

We’ve started to see this with more women in maritime” observes Marshall.

A significant push for female representation in maritime has increased diversity within the workforce and seen a 45.8 percent increase in female seafarers since 2015.

AMS Group plays an integral role in the empowerment of women in the industry, which is most evident in its newly created National Operations Centre (NOC).

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APAC OUTLOOK: HOW IMPORTANT IS DIVERSITY AND INCLUSION TO AMS GROUP, AND HOW DOES THE COMPANY PROMOTE THESE VALUES IN THE WORKPLACE? GLEN MARSHALL, CEO: “Of the 240 staff we have, we’re well represented by over 25 nationalities. We’re a diverse organisation, and this presents us with fantastic ideas and innovation. I think that’s why we’ve been so successful to date, as we bring people from all over the world together to formulate ideas, which results in unprecedented innovation.

“We’re very much a decentralised organisation, and each of our departments is responsible for devising their own ideas and plans and thus own their performance outcomes.

“We’ve been recognised by government and industry for our non-commercial commitments.

We have won awards for our engagement with Indigenous communities, employment of defence veterans, and diversity and inclusion across the maritime sector.

“Our core values and code of conduct drive this culture. We are a commercial organisation that really focuses on giving back and supporting social and environmental initiatives. As an example, we’re proud to be striving for at least 10 percent Indigenous employment within our workforce by 2030.”

84 | APAC Outlook Issue 66

As an equal opportunity organisation committed to diversity and inclusion, AMS Group seeks to pioneer change and development through modern recruitment and retention practices. It offers interesting career paths, excellent remuneration, and has a growing portfolio of health and well-being initiatives to retain its best and brightest.

“As a business with lots of ideas, we’re dynamic. We’ve got great technology at our fingertips, and we can see there are so many efficiencies to be achieved in a short period of time.”

As an example, the company is currently working on integrating drones to deploy essential life support services, whilst an influx of new security technologies has seen the business double down on its research efforts.

In addition to its already comprehensive suite of products and services, AMS Group is looking

to expand and develop its use of technology to support its technical services, particularly in security.

“The technology that we’re seeing evolve within the security sector is frankly phenomenal,” Marshall comments.

“We’re constantly thinking about better ways of doing things to support the government and wider industry with multiple service offerings. It’s a very exciting company to be involved in,” he divulges.

PARTNERSHIPS, PROCUREMENT, AND LOGISTICS In terms of its supply chain, AMS Group cultivates a close relationship with original equipment manufacturers (OEMs), most of which are international partners of the group.

“We spend a lot of time overseas working with OEMs to understand their products, and work closely with them to design new solutions,” Marshall informs.

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AMS Group also benefits from strong partnerships with international regulatory bodies of which it is a member. The future of maritime shipping is changing, and AMS Group is active on the international committees researching, designing, and formulating policy for the future.

Operationally, AMS Group has a large logistics commitment within Australia. Key contracts for the company are the maintenance of Aids to Navigation (AtoN) including lighthouses, peppered across the country, of which it is responsible for over 700 at both state and federal levels.

“They all need to be maintained; if a light goes out, or a cyclone hits, we need to react. Therefore, our ability to mobilise into a location with the appropriate equipment and skillsets is critical,” he details.

To ensure a constant level of highquality infrastructure and upkeep its stringent maintenance regime APAC Outlook Issue 66 | 85

AUSTRALIAN MARITIME SYSTEMS GROUP SUPPLY CHAIN

PUTTING THE CUSTOMER FIRST AMS GROUP SEEKS to offer robust solutions for its customers, and promotes communication, customer service, accountability, and a can-do resolve as its value proposition.

The company understands that complicated technology can often present challenges. In this context, it aims to provide a communicative service from start to finish, understand the customer’s day-to-day operations, and foresee and assist with potential issues along the way.

In cultivating a customer-centric approach, AMS Group is restructuring and recruiting customer-facing staff.

Its aspiration is to be recognised as a dependable brand that prioritises designing tailored solutions for its customers.

for AtoNs across 700 sites, AMS Group employs a cadre of technical specialists and a large B-double truck that circumnavigates the country, with the sole task of replenishing and replacing specialist components.

“The parts are really intricate, specialised, and they’re almost impossible to procure, so we build them ourselves and stock-up the truck, which essentially becomes a moving warehouse,” explains Marshall.

“Our supply chain could be considered a logistical nightmare given the remoteness of the sites and wide array of tasks being performed for multiple government departments, but it’s what we’re good at.”

Through its international suppliers, AMS Group has access to multiple supply chains, freighting, and logistics options.

The company’s years of unrivalled expertise, professionalism, and 86 | APAC Outlook Issue 66

reliability within the industry contributes to its ability to sustain strong partnerships within the maritime community.

SUCCESSFUL SUSTAINABILITY The Australian government, inspired by recent success in Europe, has identified offshore wind energy as a new focus for expansion in the country, and has designated six areas for future wind energy development.

As a large corporation with experience in both maritime logistics and critical infrastructure solutions, AMS Group is ideally placed to assist Australian industry in implementing offshore wind more widely and meeting the myriad complex coordination and deconfliction challenges.

However, the company recognises that installing offshore wind farms off Australia’s coast is not as straightforward as it may seem.

By meeting its clients’ expectations year-on-year, and delivering trustworthy solutions accompanied by first-rate customer service, AMS Group is positioning itself as a trusted technology partner for the Australian maritime industry.

AUSTRALIAN MARITIME SYSTEMS GROUP SUPPLY CHAIN

“WE’RE ALL ABOUT STICKING WITH THE C U S T O M E R A N D M A K I N G S U R E T H AT W H AT T H E Y ’ V E P A I D F O R I S R O B U S T ; W E ’ R E H E R E TO S U P P O R T T H E M ” G L E N M A R S H A L L , C E O, AUSTRALIAN MARITIME SYSTEMS GROUP

“Wind turbines are often positioned in or near shipping and traditional fishing routes which necessitates the need for deconfliction and real-time surveillance,” Marshall exemplifies.

“AMS Group’s experience in working with navigation aids, VTS, pilotage, and search and rescue will be pivotal.

“Our experience designing domain awareness tools and managing the operational delivery of services positions AMS Group as a strategic partner throughout the full lifecycle of the wind energy process.”

Although construction of its offshore wind infrastructure is yet to commence, AMS Group has commenced conversations with government authorities about offshore wind policy, placing it at the helm of the project.

“What we’re very good at is bringing parties together to design a solution,” Marshall confirms.

AMS Group’s involvement in government sustainability, and its promotion of environmentally aware solutions, is echoed in its own environmental, social, and governance (ESG) pledge.

“We have a specific target to reduce our carbon emissions by 30 percent by 2030.

“The ESG committee’s mandate is to identify what activities we need to put in place in the coming year to put us on the path to achieve ‘30 by 30’,” Marshall concludes.

AUSTRALIAN MARITIME SYSTEMS GROUP Tel: +61 7 36334100 ams.group APAC Outlook Issue 66 | 87

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Having developed an enviable reputation within the Australian construction industry, Simonds Group is the second-largest detached homebuilder in Victoria, with operations in Queensland, South Australia, and New South Wales. Rhett Simonds, Executive Chair and David McKeown, CEO, lay out the company’s firm foundations for success Writer: Ed Budds | Project Manager: Kyle Livingstone

Rhett Simonds, Executive Chair

David McKeown, CEO

We believe that your home is the celebration of the way you choose to live.”

The opening words of Simonds Group (Simonds) Executive Chair, Rhett Simonds, perfectly encapsulate how, for almost 75 years, the company has expertly developed an enviable reputation for constructing Australia’s best homes.

As a leading builder over the last seven decades, Simonds understands the way Australians like to live, work, and entertain in their homes. With this learned knowledge and comprehensive expertise, the company now offers 129 single and double-storey floor plans that speak to specific lifestyles and suit blocks of land in all different shapes and sizes.

Each home constructed by Simonds is backed by its industryleading Lifetime Structural Guarantee, as the company’s commitment to service lasts long after it has handed over the keys.

“The building of homes is a very exciting industry to be involved in with great opportunities in front of us, especially coming off the back of a difficult period after the COVID-19 pandemic and subsequent restrictions,” recalls Rhett.

APAC Outlook Issue 66 | 89

SIMONDS GROUP CONSTRUCTION

Through constant, relentless analysis of the industry, government rules and regulations, staff and key personnel, supplier and contractor partnerships, strong financial management, and external stakeholder relations, Simonds manages to stay ahead of the curve and in front of its direct competition.

Despite extraordinary adversity, businesses like Simonds have flourished through these difficult times to position themselves to take full advantage of the strong construction market that is now returning both globally and across Australia.

Simonds is a volume builder with a national footprint across the nation, delivering a vast array of houses per annum to thousands of customers, all wanting to achieve the great Australian dream of home ownership.

“We offer a diverse range of products for different markets, from 90 | APAC Outlook Issue 66

“ W E A R E F O C U S E D O N E N S U R I N G T H AT T H E H O M E S W E D E L I V E R A R E B U I LT T O T H E H I G H E S T S TA N D A R D A N D C R E AT I N G A M E M O R A B L E C U STO M E R E X P E R I E N C E THROUGHOUT THE HOMEBUILDING JOURNEY” – RHETT SIMONDS, EXECUTIVE CHAIR, SIMONDS GROUP

first-time buyers through to multimillion-dollar homes,” he adds.

Simonds’ houses are cleverly designed with more options for naturally liveable spaces, with a range of open-plan living options for more family moments together.

A HOUSEHOLD NAME Today, Simonds remains virtually unmatched in terms of its enduring longevity within the colossal construction landscape.

“We have been building homes in Australia for three quarters of a century and counting. Simonds is the only volume builder that is currently ASX listed, meaning we are transparent with both our financials and performance,” Rhett elaborates.

Added to the admirable industry prowess that has been achieved, a major factor in securing the company’s carefully curated legacy is the fact that the Simonds family is still the major shareholder.

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“Our build speed, product designs, and customer-centric focus are all valuable qualities that we pride ourselves on and differentiate us from others in the market,” he enthuses.

Having been founded by his grandfather, it was a business and industry that Rhett always knew he wanted to go into.

“My father followed my grandfather into the business, and I followed my father; it was all I ever wanted to do.

My focus and skillset coming into the business were more targeted towards the strategic and professional attributes of running a company, because my father and grandfather already had the construction smarts.”

Though Rhett is also a Director and investor in several technology and finance-related businesses, he has maintained a strong focus on the property and construction sector, 96 | APAC Outlook Issue 66

SIMONDS’ CORE VALUES CUSTOMER-CENTRICITY – Simonds’ focus is to make every one of its customers feel welcome and special.

HONESTY AND ACCOUNTABILITY – Simonds remains responsible and accountable for the choices made, the actions taken, and the outcomes delivered.

TEAMWORK – The company always works as a team and acknowledges that its goals can only be achieved when every team member plays their role.

GREAT COMMUNICATION – Candid and constructive communication is vital in keeping the entire company informed, aligned, and connected.

INNOVATION – Innovation is key to the success of Simonds. If there’s a better way, the company works together to make it happen.

FINANCIAL RESPONSIBILITY – Simonds aims to be smart with what it has and always tries to accomplish more with less.

SAFETY - Safety is part of everything Simonds does. The physical and mental well-being of its people is vitally important and infused into every element of the business.

Dowell Windows + Doors, with a rich history dating back to 1860, stands as one of Australia’s oldest manufacturing companies, specialising in the fabrication and supply of windows and doors for the residential housing market. Throughout its extensive history, the company has weathered the changing tides of time by embracing innovation in every era.

Dowell revolves around simplicity and excellence in the selection of windows and doors for residential spaces. With a diverse range of innovative products, the company presents three distinct series: the Dowell UrbanLine™ series, Dowell DesignerLine® series, and the energy-efficient Dowell ThermaLine® series.

This extensive selection simplifies the process for homeowners, ensuring a seamless experience in enhancing the aesthetic and functional aspects of their homes.

Beyond its role as a leading manufacturer, Dowell recognises its responsibilities in contributing to a sustainable community. A testament to this commitment is its sustainability statement, which outlines the company’s dedication to achieving critical sustainable goals. Dowell’s sustainability programme revolves around three fundamental spheres of improvement: people, product, and process.

In the realm of people, Dowell places individuals at the core of its identity, acknowledging the significance of its workforce. This commitment extends to its products, emphasising the role of

innovation and quality in manufacturing processes. The company’s dedication to sustainable practices further extends to its process, encompassing operational improvements aimed at minimising environmental impact.

As Dowell continues its legacy as a pioneer in the window and door manufacturing industry, the sustainability programme underscores its commitment to growth and responsible practices. By embracing innovation, fostering a collaborative spirit, and prioritising sustainability, the company looks towards the future with confidence, knowing that it is positioned at the forefront of excellence and responsible business practices.

Our enduring partnership with Simonds Group stands as a testament to the strength and resilience forged over the years. Our collaborative journey has been marked by unwavering trust, reliability, and a shared commitment to excellence. Simonds Group’s support and dedication to quality craftsmanship has played a pivotal role in the successful realisation of our projects.

Looking ahead, we eagerly anticipate the continuation of this fruitful collaboration, foreseeing years filled with innovation, shared successes, and a deepening of our professional relationship. With a foundation rooted in mutual respect and a collective passion for excellence, we harbour confidence that the future holds even greater achievements for our partnership.

Dowell Windows Pty Ltd | 312 Woodpark Road, Smithfield NSW 2164 | 1300 882 188 enquiry@dowell.com.au | www.dowell.com.au

SIMONDS GROUP CONSTRUCTION

where he sits on a number of private company boards and executive management teams.

SIMONDS RANGES

PORTER DAVIS INITIATIVE

The flagship Simonds range offers a huge variety of different home designs,

In addition to providing great quality outcomes for the many thousands of retail customers that Simonds deals with each year, the company is also very proud of the work it has recently been undertaking in support of former Porter Davis customers.

A significant Australian volume builder, Porter Davis liquidated in March 2023, leaving approximately 1,600 customers in limbo. Simonds has compassionately stepped in as a panel builder for the Victorian Managed Insurance Authority, and to date has assisted around 400 customers impacted by this dramatic collapse.

Whilst some former customers have incurred significant out-of-pocket costs in getting back on their build journey, most of those supported by Simonds will not incur any additional costs to complete their home beyond their contract commitment.

98 | APAC Outlook Issue 66

FLAGSHIP SIMONDS (ELITE RANGE FROM MARCH 2024) delivering contemporary features for every lifestyle. This option includes a range of over 80 single and double-storey homes with innovative, quality, and awardwinning luxury finish upgrades.

METRO (ELEVATE RANGE FROM MARCH 2024) A contemporary range of cleverly customisable floor plans where affordability and liveability are placed at the centre of all design elements. This option provides true value for first-time homeowners, young families, and investors.

XPRESS (EMERGE RANGE FROM MARCH 2024) The Xpress/ Emerge range consists of homes that have the fundamentals, and more, covered. Form, smart design, and contemporary style take centre stage, all while bringing homeownership within reach with a place to call your own. The range offers a clear path towards your first home with a fast-tracked journey and all the hard work taken out with a collection of contemporary colour palettes hand-picked by interior designers.

PRECINCT (NOW FALLS UNDER WHOLESALE AND PROJECTS) The Precinct approach to townhouses is about creating flowing, liveable indoor and outdoor spaces full of natural light, clean lines, and contemporary finishes.

These houses are cleverly designed spaces where occupants feel instantly welcomed, relaxed, and at home.

SIMONDS GROUP CONSTRUCTION

www.design10.com.au Design 10 originated from Hardings Hardware, where we wanted to close the gap between trade builds and appliances to complete the whole of house approach within the industry, in a one-stop shop destination to provide range and availability benefiting you and your customers.

Hardings Hardware has been working in the appliance industry for boutique builders and architects since 1958, where we joined teams to provide our builders access to a wider range and better prices, leveraging from Hardings knowledgeable team, industry relationships and reputable buying power.

APAC Outlook Issue 66 | 99

This has been made possible due to Simonds’ scale and buying power, and will be delivered to homes built to the exact specification and quality promised by Porter Davis.

“In addition to disrupting the domestic building insurance segment by bringing scale-based solutions to a fragmented market, there have been many additional benefits delivered through this project,” David McKeown, CEO, tells us.

“These include the employment of former Porter Davis staff and tradespeople, as well as providing reassurance to residential construction customers at a time when the collapse severely impacted confidence in builder viability,” McKeown explains.

THE POWER OF PEOPLE Partners and suppliers are absolutely critical to the running of Simonds’ business.

“Having been ingrained in the 100 | APAC Outlook Issue 66

“OUR SPEED OF BUILD TIME, PRODUCT D E S I G N S , A N D C U STO M E R - C E N T R I C FO C U S A R E A L L O T H E R VA L U A B L E Q U A L I T I E S T H AT W E P R I D E O U R S E LV E S O N A N D T H AT D I F F E R E N T I AT E U S F R O M O T H E R S I N T H E MARKET” – RHETT SIMONDS, EXECUTIVE CHAIR, SIMONDS GROUP

business for so long, we have many supply chain relationships that have been in place for 30, 40, and even 50+ years. It is through the management of these relationships that Simonds finds itself in a good position from a supply chain and logistics perspective,” Rhett sets out.

“We have the best team in the industry, from senior management through to operational and procedural staff. Everyone is encouraged and empowered at Simonds to execute their role to the best of their ability, knowing that extra support and

resources are always available from senior management and above,” he acclaims.

In this way, employee empowerment is a big part of Simonds’ work culture. Similarly, the company seeks to be an active supporter of the communities in which it operates, and as such, it has a long and proud history of charitable contributions and investment.

Simonds’ involvement in this area spans a broad spectrum, from smaller, community-based initiatives such as blood donation drives and community

SIMONDS GROUP CONSTRUCTION

DEFY THE ODDS

Garage Doors | Openers | Service

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Dynamic Door Service is a leading garage door company specialising in quality garage doors manufactured to your requirements, adding real value to every home.

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teams of riders training for the Chain Reaction charity ride, which involves each cyclist completing a 1,000-kilometre ride over a sevenday period in support of Monash Children’s Hospital and Starlight Children’s Foundation.

LAUNCHING A NEW LEGACY

sports, to larger national programmes such as flood relief, charitable auctions of houses, cancer research, and mental health initiatives.

Elsewhere, Chain Reaction is a longdistance event for senior executives with a passion for cycling to raise money for sick children.

Currently, Simonds has two

One of the key priorities at Simonds for the next 12 months is to consistently deliver on the scheduled delivery of 2,500 new homes per year.

“We are focused on ensuring that the homes we deliver are built to the highest standard and creating a memorable customer experience throughout the homebuilding journey, while also leaving staff empowered and satisfied around the process of helping everyday people achieve the great Australian dream of home ownership,” Rhett affirms.

“With 2024 being our 75th anniversary, we are reflecting on the significant role Simonds has played in

trusted for

years

dynamicds.com.au | 1300 645 056 not only shaping housing in Australia, but also transforming the lives of the people that fill those spaces to make them a home,” McKeown adds.

Throughout 2024, the company will be engaging in a series of activities to not only celebrate this remarkable milestone but also launch the next chapter of the Simonds story.

simondsgroup.com.au

APAC Outlook Issue 66 | 101

GEORGIOU GROUP CONSTRUCTION

THE POSITION O F WO M E N We speak to the leaders of Georgiou Group about the underrepresentation of women in the Australian construction industry, and how the company is removing barriers and recognising the immeasurable value of women in construction Writer: Lucy Pilgrim | Project Manager: Jordan Levey

A

s one of the most prominent industries across the globe, construction permeates every sector and business.

However, despite its abundance, the field faces a glaring gap in its workforce due to a noticeable lack of women.

Identified in recent years as a key issue that must be addressed, the importance of women in construction is slowly rising to the surface.

For Georgiou Group (Georgiou), combatting the striking gender disparity in the industry is at the forefront of its priorities. Courtney Scott, National People

102 | APAC Outlook Issue 66

and Capability Manager, believes there are a number of reasons the problem can be attributed to. These include gender stereotypes, an unconscious bias at play in the hiring and promotion process, and an overall lack of flexibility for women who are balancing family responsibilities.

“The challenge is also self-perpetuating – a lack of female role models and women in leadership roles, alongside a male-dominated ‘boys club’ culture can make the industry unappealing, and at times harmful for females,” Scott opens.

APAC Outlook Issue 66 | 103

GEORGIOU GROUP CONSTRUCTION

Alex Brown, Commercial Manager at Georgiou, holds a similar perspective.

“There is a huge pool of female talent that feels they cannot be part of the industry because they are mothers and cannot conform to traditional construction hours with no flexibility to manage family commitments.

“The industry is crying out for more resources, but many organisations sadly remain inflexible,” she affirms.

This is telling when you consider that in 2016, men comprised 89 percent of the construction workforce, making the sector incredibly male dominated.

“Looking back, the construction sector was seen as physically demanding with difficult working conditions, which have changed overtime due to 104 | APAC Outlook Issue 66

“OUR INDUSTRY SUFFERS FROM A SKILL S H O R TA G E I S S U E – S U P P O R T I N G A N D E N A B L I N G WO M E N ’ S E N T RY I N TO T H E I N D U S T R Y P L AY S A S I G N I F I C A N T R O L E I N A D D R E S S I N G T H AT C H A L L E N G E ” – C O U R T N E Y S C O T T, N AT I O N A L P E O P L E A N D C A P A B I L I T Y M A N AG E R , G E O R G I O U G R O U P

an improved focus on safety and more effective work practices,” CEO, Gary Georgiou contextualises.

REMOVING THE BARRIERS Georgiou is an industry-leading provider of civil and building construction services for both government and private clients across Australia. With its core

business sectors spanning resources, renewables, defence, building, transport, and land development, the company permeates many industries across the country.

Georgiou has offices in Perth, Sydney, Brisbane, the Gold Coast, and Darwin, footed by a team of 900 people who are all unified by a commitment to the core values of

GEORGIOU GROUP CONSTRUCTION

care, integrity, and excellence.

With this in mind, Georgiou’s leadership holds a firm responsibility to shift the norms of the industry for future generations. The company openly welcomes a diverse range of experiences, perspectives, skills, and ideas that ultimately help to improve the company’s operations.

“We certainly embrace this opportunity, and it contributes to our success and excellent culture – we value and celebrate the uniqueness of our employees,” Scott highlights.

Gary agrees in the sense that the increase in varying perspectives is correlative to Georgiou’s capacity to deliver unique and forwardthinking solutions, whilst increasing the depth of its communication and collaboration.

This is most aptly showcased in the array of innovative projects the company has recently enjoyed.

For example, Georgiou, working in an alliance with Main Roads WA, BMD Group, and BG&E, recently completed the Fitzroy River Bridge in the Kimberly region of Western Australia (WA). The bridge is a critical piece of community infrastructure that the alliance was able to complete six months ahead of schedule.

“Equally as important, the project team developed an impactful relationship with the community throughout construction, providing valuable opportunities, services, and experiences for locals, including school children and Indigenous communities,” Gary tells us.

Georgiou also delivered the design and construct contract for the Townsville Ring Road Stage 5 project in Queensland. In addition to the scale of the landmark development, the company is proud of its local impact, having an 80 percent project spend with regional businesses, of which nearly half was spent with small and medium-sized enterprises (SMEs).

Furthermore, AUD$9 million was spent on Indigenous-owned suppliers,

with development opportunities given to 35 local apprentices and trainees. Georgiou also notably achieved a Leading ISC Design rating under the Infrastructure Sustainability Council V1.2 system.

“Beyond delivering excellent infrastructure, the impact we’re able to make on people’s lives and the environment is an incredibly meaningful driver,” Gary adds.

On a broader scale, the company’s work across Australia showcases its ability to collaborate effectively to deliver outstanding results that consistently have a transformative impact. These projects include the Coomera Connector Stage 1 North Package in joint venture with Acciona, the M12 Motorway (West) in joint venture with CPB, and the Tonkin Gap Alliance working with BMD.

APAC OUTLOOK: WHAT ADVICE WOULD YOU GIVE TO WOMEN CONSIDERING ENTERING YOUR INDUSTRY? FIONA LETHBRIDGE, PROJECT MANAGER: “Don’t be intimidated by the maledominated environment. While working on sites, wearing personal protective equipment (PPE), and driving utes may not be glamourous, it’s a lot of fun and hugely satisfying to be part of the project team.”

EVIE GREENWOOD, SENIOR PROJECT ENGINEER: “Don’t hesitate to dive in!

Construction is a dynamic field with plenty of opportunities for growth. Embrace the challenges, learn from every experience, and build your knowledge through hands-on exposure.

“Don’t also be afraid to explore different paths within the industry, and remember, your unique perspective is an asset. It’s a rewarding journey that requires resilience, but the satisfaction of contributing to tangible projects is truly unparalleled.”

ALEX BROWN, COMMERCIAL MANAGER: “Be yourself – you shouldn’t have to conform or change yourself to fit in. If something doesn’t sit well, speak up, or find someone who can advocate for you. It’s a very different industry compared to what it was a decade ago, but still has a long way to go to achieve genuine equality and diversity.”

APAC Outlook Issue 66 | 105

“We work with the best, because only the best want what Coffey Testing can provide… peace of mind.”

With 65 years of experience in the construction materials testing industry, Coffey Testing is the industry leader in the delivery of aggregate, concrete and soil testing services, alongside complex specialty testing services that allow for tests to be done on soft soils and rock for other projects.

With quality, safety, and efficiency at the forefront of our operations, Coffey Testing truly understands the value of our client relationships and that these three priorities are the foundations of a successful end result of a project.

Coffey Testing is committed to delivering optimal service to our clients, and we owe this to our employees. With access to our own in-house training officers and the opportunities to seek further qualifications outside of the organisation, Coffey Testing encourages staff to progress in their careers to be the best versions of themselves possible.

Through the performance and expertise of our highly skilled and motivated employees, our vision is to be the leading materials testing company, driving demand for quality results.

Therefore, our commitment to clients is that we always endeavour to: • Do The Right Thing: Act with integrity and conduct business in an ethical manner.

• Bring Your ‘A’ Game: Provide high levels of expertise and delivery quality outcomes to our clients.

• Work Ethic Wins: We work hard to consistently exceed our clients’ expectations.

• One Team: We build strong client relationships through effective communication and genuine respect.

Coffey Testing Company Contact Details

Chief Executive Officer & Owner | Dawn Watt | dawn.wa General Manager for NSW & ACT | Cameron Bik | came General Manager for Northern NSW & VIC | kerrina.chr General Manager for WA & SA | Franco Harkins | franco General Manager for Northern QLD | Sam Hill | sam.hill General Manager for Southern QLD | Warren O’Connor General Manager for Northern Territory | Scott Coburn Sales & Marketing Coordinator | Josie Small | josie.sma

• Find A Better Way: We value client feedback and evaluate our processes and systems to continuously improve.

Coffey Testing is Australian Owned, which is a big part of what we do to contribute to the economy and help those in smaller communities make a difference.

The Australian Owned symbol is more than just a logo – it represents our active support for not only our staff but other local businesses, which in turn allows us to drive our nation’s economy and success.

Coffey Testing is committed to the Australian economy, embodying the values that align us with our recently acquired Australian Owned Social Responsibility Partnership. We are extremely proud of our Australian-Owned roots, and are motivated to assist the Australian economy for the many years to come.

Coffey Testing is also a valued corporate member within the National Association of Women in Construction (NAWIC), a not-for-profit organisation that strives to advocate for change, educate and empower, and connect women through their love and passion for the construction industry.

This partnership is important to Coffey Testing as it will enable us to continue to promote inclusivity and greater female participation in this male-dominated industry.

Our female participation rate is currently at 18 percent, and NAWIC has a goal of 25 percent female participation in the construction industry by 2025,

att@coffeytesting.com | 02 4016 2334 eron.bik@coffeytesting.com | 0424 521 225 ristiansen@coffeytesting.com | 0477 779 760 o.harkins@coffeytesting.com | 0438 537 373 l@coffeytesting.com | 0408 782 721 r | warren.o’connor@coffeytesting.com | 0417 043 734 n | scott.coburn@coffeytesting.com | 0478 182 791 all@coffeytesting.com | 02 4016 2342

more than double the current rate which currently stands at approximately 12 percent.

The employees and volunteers involved are motivated in championing this core policy, and to achieve this, the organisation has put together the foundations to encourage cultural change.

Coffey Testing is owned and managed by Dawn Watt, who became the first female CEO in the geotechnical and civil construction material testing industry in Australia in 2019.

Since Watt first stepped foot into the Coffey Testing laboratory in Newcastle over 20 years ago, she has overseen changes that have really shaped the foundations of Coffey Testing resulting in the movement of increasing gender diversity and female representation.

Being affiliated with NAWIC is such an important and valued partnership when it comes to the Australian economy and taking the right steps towards a workplace culture where all genders are accepted.

Coffey Testing looks forward to helping achieve these goals and to contribute to the change of the construction industry now and in the future.

We also have an associate membership with the Queensland Major Contractors Association (QMCA), as well as additional national and regional affiliations, sponsorships, and partnerships with the likes of AustStab, Central Queensland Capras, Civil Contractors Federation, Surfing Victoria, and Roads Australia.

coffeytesting.com.au

RECOGNISING VALUE In each of Georgiou’s projects, the company endeavours to truly value the contributions of women, including expertise in communication, meeting the strict deadlines of clients, and providing a greater perspective for forward-thinking solutions, to name but a few.

For the likes of Project Manager, Fiona Lethbridge, who has worked at the company for over 16 years, the sheer variety of roles available makes the industry an attractive occupation for women.

“Project management is a little bit of everything, from tracking finances to organising procurement and managing people – perfect for women who can multitask! With a strong focus on other elements of the projects, such as quality, safety, and human resources (HR), there are lots of opportunities for women in construction beyond typical manual 108 | APAC Outlook Issue 66

labour,” she explains.

To add to this, women in construction often bring a unique blend of perspectives, problemsolving, and collaborative approaches, as Evie Greenwood, Senior Project Engineer, elaborates.

“The ability of women to navigate challenges with resilience and attention to detail often adds a distinctive touch to projects.

“We also often excel in communication and relationshipbuilding, contributing to better teamwork and client relationships.”

These valuable attributes are the reason why Georgiou diligently recognises the contributions of its female workforce.

“It’s integral to provide equal employment and development opportunities in order to attract, retain, and empower women in the industry.

“Following that, I believe that we

are excellent at trusting our people to operate autonomously and take ownership of their work. This trust fosters fulfilment and success for individuals, and in turn, the business,” Scott expands.

The company’s work towards representation is reflected across every project, where a welcoming and trusting environment is cultivated.

“I really love being part of a site team and playing an important role in building works. When I first joined Georgiou, I liked that it was a family business and was impressed by the number of long-serving employees,” Lethbridge tells us.

Additionally, the company strongly believes in both personal and career development across its entire workforce, allowing its staff to take charge of their own development and learning journey.

“What stands out is the diverse support from my team – technically,

GEORGIOU GROUP CONSTRUCTION

Trusted partner

since 1999

Standing the test of time, Stiles Electrical Services has provided a broad range of electrical and communications services to clients across the public and private sectors since 1999.

We have undertaken numerous civil, industrial, and commercial public infrastructure projects throughout Western Australia. Our highlights include the Elizabeth Quay Inlet, Matagarup Bridge, and Scarborough Foreshore Redevelopment.

Stiles Electrical Services boasts a team of dedicated and experienced electricians, project managers, project estimators, after-sales service personnel, and administrative support staff.

We pride ourselves on successfully delivering complex multi-disciplinary projects on-time and on-budget. This is due to our unique ability to undertake the majority of our project work in house, through our team of trade specialists and extensive fleet of plant machinery.

Our goal is to provide the highest standard of service through our technical competency and quality systems management. www.stileselectrical.com.au | 08 9300 0696

Founded on

Quality and Adaptability

CATS Construction is a Civil Construction Contractor with a multi-disciplinary and integrated offering.

Our team specialises in engineering, project management, and construction services for government and transport infrastructure, mining and resources, and the energy sector.

Services include: • Concrete structures • Earthworks and pavements • Drainage and service installation • Pipelines • Slipform barrier • Precast concrete • Rail componentry

CATS aim is to provide a holistic and innovative delivery approach, focusing on quality of service, safe practices, and the needs of our clients.

APAC Outlook Issue 66 | 109

GEORGIOU GROUP CONSTRUCTION

APAC OUTLOOK: WHAT ENVIRONMENTAL, SOCIAL, AND GOVERNANCE PRACTICES DOES GEORGIOU PARTICIPATE IN? GARY GEORGIOU, CEO: “Sustainable practices have always been important to us, and we’re now in the process of formalising that commitment by unlocking valuecreating opportunities within the environmental, social, and governance (ESG) space.

“This year we became a member of the Infrastructure Sustainability Council – a move that supports our commitment to embedding leading sustainability practices across the lifecycle of our projects and enhances transparency around our material impact.

“Furthermore, Georgiou has embarked upon understanding its baseline ESG standing against recognised international frameworks. This process involved communications with the Georgiou board, executive management team, and various operational roles to collate baseline data.

“This data has been used to measure our materiality against the four key ESG themes of people, planet, prosperity, and governance. The results of this assessment will now inform Georgiou’s ESG strategy in 2024 and beyond.”

110 | APAC Outlook Issue 66

collaboratively, and even on a personal level. It’s more than a professional environment; it’s a place where I’ve been encouraged to grow in every aspect,” details Greenwood.

“As I’ve developed in my career, I now see my role as a leader that can empower and champion women entering the industry and be part of the changes to bring equality to Georgiou as well as the broader industry,” expresses Brown.

PURSUING OPPORTUNITIES AND NURTURING DIVERSITY Following several years of significant growth, the company aims to extend its impact by entering new geographical regions. This will be achieved by continuing to pursue opportunities of increased scale and complexity across the core business sectors of resources, renewables,

defence, building, and land development.

“It’s also really important for us to consolidate our progress and nurture our people and existing clients,” adds Gary.

Alongside the diversity of its project portfolio, the company also aims to support organisations and initiatives that Georgiou holds close to its heart.

As such, the company is extremely proud to sponsor the National Association for Women in Construction (NAWIC) across Australia and participate in initiatives such as Constructionarium Australia.

“We also have well-established internal initiatives such as our mentoring programme, cadet and graduate programme, and Diversity Champions – all designed to cultivate a safe and inclusive work environment

and contribute towards the meaningful development of people,” Scott expands.

Additionally, Georgiou is currently developing its National Diversity and Action Plan to ensure greater progression moving forward.

In this sense, the company is a key part of the major movement for female representation across the Australian construction space, ensuring that the unique blends of perspectives and the critical contributions of women are acknowledged and valued across every project.

GEORGIOU GROUP Tel: +61 8 9200 2500 https://www.georgiou.com.au/ APAC Outlook Issue 66 | 111

CONSTRUCTING G R E AT N E S S ONE BUILD AT A T I M E

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KALMAR CONSTRUCTION CONSTRUCTION

As an award-winning New Zealand owned and operated construction company that has been enhancing the Auckland skyline since 2001, Justin de Beer, Business Development Manager at Kalmar Construction, speaks to us about the company’s success and vision for the future Writer: Lauren Kania Project Manager: Jordan Levey

K

almar Castle, one of Sweden’s most important fortifications, has been standing tall as a symbol of enduring workmanship for over 800 years.

Known as ‘the key to the kingdom’ due to its strategic location and magnificent design, the medieval tradespeople were masters of their profession, as is Kalmar Construction (Kalmar), who took both the moniker and inspiration from the legendary castle.

Founded in 2001 in Auckland, New Zealand, Kalmar boasts over two decades of success when it comes to delivering construction projects of all shapes, sizes, and levels of complexity.

With the right skills, experience, and most importantly, attitude, the company ensures that the entire construction process is smooth and intuitive for its clients.

APAC Outlook Issue 66 | 113

“We like to see ourselves as easy to talk to at any point in time during a project. Approachability and understanding during challenging situations are what set us apart from the rest,” opens Justin de Beer, Business Development Manager at Kalmar.

“Building these projects can be a complex matter, but we try to offer a complete solution for every product we deliver with our three business units, comprising distinct teams who, combined, provide a total solution to each and every endeavour.”

With over 150 highly skilled, respected, professional, and experienced staff capable of managing construction projects of substantial size, difficulty, and a diverse nature, Kalmar is a market leader in the design and build model within the construction industry.

The company’s philosophy for success boils down to one simple phrase – being good people to deal 114 | APAC Outlook Issue 66

with. Having built strong, enduring relationships with both repeat and new clients, this is testament to the high standards Kalmar sets for itself on a daily basis.

TAKING THE STRESS OUT OF CONSTRUCTION Having worked for Kalmar for the past five years, de Beer joined the construction industry immediately out of university, having found the

freedom, creativity, and hands-on nature of the sector continuously invigorating.

With the opportunity to travel across the world participating in various projects, de Beer is passionate about all of the prospects construction has to offer to those looking for an ever-evolving and rewarding career.

“My advice to youngsters is that construction is a very good option as

“CONSTRUCTION IS AN INDUSTRY W H E R E Y O U H AV E T O M A K E D E C I S I O N S O N A D A I LY B A S I S , E V E N AT A Y O U N G A G E . I T ’ S A LWAY S E X C I T I N G A N D , L I K E A S U D O K U P U Z Z L E , YO U G E T TO U S E C R E AT I V I T Y A N D I N N O VAT I O N ” – J U ST I N D E B E E R , B U S I N E SS D E V E LO P M E N T M A N AG E R , KALMAR CONSTRUCTION

KALMAR CONSTRUCTION CONSTRUCTION

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a career path as it allows you a bit of freedom to travel and meet incredible and diverse people,” he explains.

“I’ve been lucky enough to have an international journey through construction, and have found it fascinating to learn what’s important to people in certain countries regarding the sector and what’s not important to others.”

The construction industry has been, and continues to be, an exciting place for de Beer and others at Kalmar.

However, that does not mean that there are not challenges to overcome.

For example, in New Zealand, the industry is facing high interest rates

“ W E L I K E T O S E E O U R S E LV E S A S E A S Y T O TA L K T O AT A N Y P O I N T I N T I M E D U R I N G A P R O J E C T. A P P R O A C H A B I L I T Y A N D U N D E R S TA N D I N G D U R I N G C H A L L E N G I N G S I T U AT I O N S A R E W H AT A L L O W S U S T O S E T O U R S E LV E S A P A R T F R O M T H E R E S T ” – J U ST I N D E B E E R , B U S I N E SS D E V E LO P M E N T M A N AG E R , KALMAR CONSTRUCTION

and the remnant issues caused by the COVID-19 pandemic.

Due to the chaos faced by the entire globe, financial markets have changed drastically, resulting in developers

RAISING MENTAL HEALTH AWARENESS IN THE CONSTRUCTION INDUSTRY With members of the construction industry facing significantly higher suicide rates than those in other sectors, Kalmar takes the mental health epidemic seriously and faces these issues head-on.

In September 2023, the company donned its boxing gloves and participated in a charity boxing event to raise funds for Mates in Construction, a suicide prevention organisation which engages with construction workers through on-site training, provides help and support, and enables conversations around mental health.

Two staff members from Kalmar participated in an intense 12-week training experience with Glozier Boxing in Manukau before stepping in the ring for three rounds of competition, ultimately helping raise nearly NZD$6,000.

having to be more cautious than they were in the past.

“From a developer’s perspective, they need to put down larger deposits on projects, as the banks will no

longer fund the full amount. Having to put more skin in the game with their own money has caused some businesses to become hesitant,” insights de Beer.

Despite the resulting slowdown in the market, Kalmar entered one of its busiest ever periods during the COVID-19 pandemic due to construction being classified as an essential service and having many projects already in place prior to the lockdowns.

“We were quite fortunate that we could continue with our developments in a slightly different manner, and while there is always

stress in the industry, there’s also excitement with these new opportunities, and often the two are related,” expands de Beer.

Moving forward in a post-COVID-19 world, Kalmar continues to provide a friendly and approachable culture that is driven from the top down, further expanding its award-winning Tier 1 construction services.

ACHIEVING GREATNESS, EVERY STEP OF THE WAY Taking pride in its diversity and collective skills, the team at Kalmar has worked hard to win a variety of excellence awards from the Auckland

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KALMAR CONSTRUCTION CONSTRUCTION

Registered Master Builders, the New Zealand Institute of Building, the New Zealand Property Council, the New Zealand Institute of Architects, and the New Zealand Concrete Society, along with many others.

In addition to these recognitions, Kalmar has proven to be an industry leader when it comes to gender equality in the workplace, with teamwork being a key driver behind every decision made within the company.

“We have a very good culture within the business and have become an employer of choice, focused on making people feel a part of the Kalmar family. We always celebrate our staff in both their careers and personal lives, and love to participate in group activities like our recent family picnic at the Auckland Zoo or group fishing trips,” enthuses de Beer.

This consistent team mindset has yielded some incredible results

within the New Zealand construction industry, such as The Foundation Project, a new, multi-storey living complex built and finished to a high specification.

With the vision of creating a worldclass haven for retirement, the first

KALMAR - AT A GLANCE CONSTRUCTION – As a market leader in the design and build model of construction, Kalmar provides a convenient point of contact for the entire process from start to finish.

With a large team of specialists who deliver on even the most complex builds, the company’s experience encompasses virtually every sector, including multi-residential builds, healthcare, civic and community, commercial, and industrial construction.

CONCRETE – With Kalmar, clients can be confident knowing their structure is in the hands of a team with proven, specialised skills. The experienced, award-winning team can handle anything concrete, including high-rise structures, post-tension slabs, pre-cast works, retaining walls, multilevel carparks, and architectural features.

INTERIORS – Kalmar is passionate about creating innovative, fresh fit-outs, renovations, and alterations. Having delivered many high-profile projects in live environments involving quality finishes and complex integrated services, often to very tight deadlines, the interiors team is all about transforming spaces into something special.

118 | APAC Outlook Issue 66

stage of 46 apartments across five levels has been completed despite challenges ranging from the COVID-19 pandemic to supply chain issues and subcontractor liquidations.

This monumental landmark building boasts a façade comprising

over 15,000 individual pieces of Jura limestone imported from Germany, interior finishes with hand-stained oak veneer doors, and hundreds of metres of high-quality, hand-painted French wallpaper, intricate coffered ceilings, and over 2,500 downlights.

The Foundation Project, having been completed in November 2023, has already been entered into the New Zealand Commercial Property Awards and serves to showcase the immense passion, care, and dedication the Kalmar team puts into each and every development.

WHEN ACTIONS SPEAK LOUDER THAN WORDS Proud to be a New Zealand owned and operated company, Kalmar is serious about helping its local community.

Environmental management

is a key part of its overall quality management system and ensures a sustainable approach to every decision made by complying with best practices and legal requirements.

“We take our social responsibility seriously and are proud to officially be a certified carbon-neutral company and work with organisations like Toitū Envirocare, who help us take action toward a better future,” explains de Beer.

Looking toward a future that is bright for both the environment and those who make up Kalmar, the company is prioritising taking care of its team, building future talent, and working with new and existing customers.

“One of the things that we’re always excited about is existing clients who talk to us about their next stage of development. We are proud to have

many repeat clients, one of which we worked with on multiple projects over the course of 10 years,” comments de Beer.

Kalmar views these partnerships with its clients as a two-way relationship, ensuring that open and honest discussions are always had and that clients know that they can contact key decision makers at any point in time during a project.

“At the core of it all, we’re people.

We deliver complex products, but behind it all, we are real and dedicated,” concludes de Beer.

KALMAR CONSTRUCTION Tel: 09 489 3470 info@kalmar.co.nz www.kalmar.co.nz APAC Outlook Issue 66 | 119

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UNITED EQUIPMENT PTY LTD CONSTRUCTION

As a turnkey provider of some of the biggest names in material handling and access equipment, David Maxwell, Managing Director of United Equipment Pty Ltd, tells us how the company truly gets to the heart of its customers’ needs Writer: Lucy Pilgrim Project Manager: Jordan Levey

U

D E VOT E D TO L I F T I N G SOLUTIONS

nited Equipment Pty Ltd (United), trading as United Forklift and Access Solutions, has been unwaveringly committed to providing lift trucks and access equipment for the Australian construction industry for almost 20 years.

The company was formed in 2005 following the acquisition of WA Fork Trucks, W.A. Access, NT Forklifts, and Wagmac Forklifts Sales Pty Ltd. Subsequently, United acquired Skymaster Plant Hire Pty Ltd, Western Forklift Services, and DFS Holdings in 2006.

Furthermore, in 2010, the company forged with Allforks Australia Pty Ltd, who had locations in Melbourne, Ballarat, Sydney, and Perth, with all its major city locations merging into United’s existing facilities whilst maintaining the regional location at Ballarat.

Next, the company set up greenfield facilities in Brisbane in 2012, alongside Adelaide and Tasmania in 2018, subsequently acquiring two other businesses in 2021 to support United’s presence in Mackay and Rockhampton in Queensland.

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UNITED’S CORE VALUES U – URGENCY: Act with a sense of urgency for its people and customers.

N – NURTURING: Ensure the company cares for and protects its people and customers by providing support and opportunities in a safe environment.

I – INTEGRITY: Always act with integrity, honesty, and do the right thing.

T – TEAMWORK: Working together achieves the best solutions. Effective teamwork demands strong relationships, respect, sharing, and accountability.

E – EXCELLENCE: Deliver on its promises and add value to go beyond what is expected.

D – DEDICATION: Committed to applying the best of its team members to the business, people, and customers.

122 | APAC Outlook Issue 66

Evidently, the company’s inception and subsequent growth demonstrate the power of acquisitional expertise.

“United’s history is effectively 50 years in the making, dating back to 1973 based on one of the many acquisitions made,” introduces Managing Director, David Maxwell.

Today, United’s journey has led to the establishment of 11 branches around Australia, alongside a separate corporate head office located in Perth, Western Australia.

As a result, it is one of the largest privately-owned materials handling and access companies in the country, offering an extensive range of forklifts, scissor lifts, boom lifts, and telehandlers.

“We are a one-stop shop offering sales, service, parts, and rental for material handling and access equipment,” Maxwell explains.

Its product offering spans a range of lift truck and access equipment brands such as Cat®, Konecranes, Haulotte, and Almacrawler.

United is differentiated in the industry by its diverse customer

base that permeates sectors such as transport and logistics, mining, manufacturing, retail, and construction, cultivating long-term partnerships with each client.

In order to sufficiently serve and meet the expectations of its customers, the company fosters deep-rooted partnerships with key original equipment manufacturers (OEMs), representing United and its products across Australia, providing it with a unique edge.

Additionally, the company is in the fortunate position to have been 100 percent owned by the Elphinstone Group since July 2015.

“This has been a key change for the business, giving us the strength, stability, and direction to enable year-on-year growth since 2016,” elaborates Maxwell.

POWER IN ITS PEOPLE With over 2,700 members of staff in the Elphinstone Group and growing, United’s strength lies in its 430+ people. The company’s longestserving employee recently celebrated

UNITED EQUIPMENT PTY LTD CONSTRUCTION

Largest independent Forklift attachment manufacturer Local Design and Manufacturing facilities in APAC for APAC applications.

Phone: 1800 464 712 (+61 7 3888 1277) Email: info@kaup.com.au | www.kaup.com.au

Providing safe and innovating access equipment

Authorised distributor

A transport company with honest reliable service and a large fleet of trucks and contractors. We always find a way to get your job done!

Family owned and operated in southeast Queensland, we are a team of passionate staff with a “can do” attitude we find a solution to any of your transport needs.

0477254943 | bookings@spiecap.com.au

haulotte.com.au

APAC Outlook Issue 66 | 123

36 years of service at the company, whilst its four senior executives have more than 110 years of combined company experience.

Meanwhile, United currently has 32 senior management positions, totalling nearly 460 years of company experience.

Additionally, the company’s product offering is a major differentiator due to the vast range of material handling and access equipment available. For example, it offers a full range of forklifts from one tonne (t) to 60 t.

“Many of our competitors either do a limited range of forklifts or access equipment, but generally not both.

United also has extensive coverage across Australia, which is attractive

UNITED IN NUMBERS 11 branches across Australia 8,000+ active customer base 6,000+ rental fleet size Annual turnover of AUD$300+ MILLION in 2022/23

124 | APAC Outlook Issue 66

“ U N I T E D ’ S H I STO RY I S E F F E C T I V E LY 5 0 Y E A R S I N T H E M A K I N G , D AT I N G B A C K T O 1 9 7 3 BASED ON ONE OF THE MANY ACQ U I S I T I O N S M A D E ” – D AV I D M A X W E L L , M A N A G I N G D I R E C T O R , U N I T E D E Q U I P M E N T P T Y LT D

for national companies looking for consistency across their sites,” highlights Maxwell.

With a sole focus on the domestic market, the company also leverages a centralised ordering process, in which equipment and parts are managed on a local level when shipped to its branches across the country.

This enables United to move equipment between each branch efficiently so that it can best serve its customers’ needs.

As it stands, the company has centralised major parts locations in Perth and Melbourne, whilst its Sydney and Brisbane sites are quickly progressing to a size in which United can boast four major parts hubs.

All sites carry an extensive amount of stock holdings to service each location.

PURPOSE-BUILT In recent years, United has come on leaps and bounds in its capacity, thanks to the expansion of its people, sites, and product range.

For instance, in 2021, the company moved to a purpose-built facility for its Melbourne operations. The stateof-the art complex, spanning 5,000 square metres (sqm) on 24,000 sqm of land, comprises a top-class vertical lift machine (VLM) for simplifying parts storage, as well as a large spray booth that is tailor-made to fit the company’s largest machinery.

On top of this, United recently helped develop a unique tyre handler that is centred around safety and performance.

“This unique product offering has become the number one choice in Australia due to its specific innovation

UNITED EQUIPMENT PTY LTD CONSTRUCTION

Branch locations in 2023

features. It is also now being offered as the first fully electric unit being sold to market. This has garnered sizeable attention from companies such as Rio Tinto, BHP, and FMG.” To bolster its enviable products and services, United boasts a fleet of over 6,000 units nationally. It consists of a full range of small and large forklifts, including many reach stackers and empty container handlers, and a full range of access equipment.

Such an extensive portfolio enables

the company to have a mix of long and short-term contracts.

“We were awarded the Rental Company of the Year in 2018, and our fleet is representative of the products we are the national distributors for,” Maxwell proudly highlights.

SHAPING THE FUTURE United has been a devoted partner of the Clontarf Foundation, a school for Indigenous children, since 2020.

Having become involved with the

foundation through its relationship with Rio Tinto, the company has greatly enjoyed its connection, attending several graduation ceremonies over the years.

United also provides apprenticeship opportunities to cater for the current shortage of skilled labour in Australia, as well as enabling high-quality training and qualifications for those joining the industry.

The programme provides people with the unique and rare opportunity to gain hands-on experience in the field whilst also attaining key theoretical knowledge to be able to progress in the materials handling sector.

It currently employs 13 apprentices and is open to taking self-driven, positive individuals who are keen to learn. The company’s first apprentice from the Clontarf Foundation will be celebrating completion of the qualification this year.

Meanwhile, the central pillar of United’s strategic plan going forward is people and safety, as its staff base is its most valuable asset.

“Our key priority is to be committed to maintaining a safe workforce, attracting, retaining, and developing our people, and establishing career development plans throughout the business,” concludes Maxwell.

With the development of United’s strategic plan in the last year, its key focus areas and goals are to expand further across Australia to maintain its position as a business that delivers value in a sustainable, innovative, and safe way.

UNITED EQUIPMENT PTY LTD Tel: 131 607 info@unitedequipment.com.au www.unitedequipment.com.au APAC Outlook Issue 66 | 125

C O M M I T T E D TO INFRASTRUCTU

Bowen Place Crossing

A

s a privately owned civil construction company, Woden Contractors (Wodens) was established in 1958 by the Fryer family.

The company experienced rapid growth while constructing general community projects, including many of Canberra’s early bowling greens, tennis courts, and earthworks contracts.

By 1959, the workforce had expanded to 30, and during that time, 126 | APAC Outlook Issue 66

the company won its first government contract – a 12-lot subdivision off Schlich Street in the inner suburb of Yarralumla.

“Over the past 66 years, Wodens has successfully undertaken hundreds of contracts for all facets of civil infrastructure. Indeed, in the last 15 years, we have become a leader in complex road and bridge projects,” opens Managing Director, Ben Helmers.

In 2019, Helmers and the previous

Managing Director, Peter Middleton, purchased the company from the Fryer family using a management buyout process. Today, Wodens employs over 100 staff, some of whom have worked with the company for over three decades, as well as many key subcontractors and suppliers.

Operating in the Australian Capital Territory (ACT) and New South Wales (NSW), the company continues to spearhead the industry at mid-tier

WODEN CONTRACTORS CONSTRUCTION

CIVIL RE

Ben Helmers, Managing Director of Woden Contractors, discusses the company’s history and how it has shaped Australia’s infrastructure with enthusiasm, experience, and excellence Writer: Rachel Carr | Project Manager: Jordan Levey

level with an enviable reputation for high-quality workmanship.

“We have delivered projects to several large private developers and a diverse government client base for many years,” Helmers informs us.

Furthermore, Wodens has been recognised at state and national award ceremonies, and recently received the National Business Excellence Award for Large Civil Construction Company of the Year.

CONSTRUCTING A COMPANY CULTURE With such a long and illustrious history, Wodens has seen plenty of changes in the construction industry.

“The projects have become larger over time, and brownfield infrastructure construction is almost standard nowadays. However, Wodens has always been an early adopter of new technologies; an excellent example was when we introduced GPS to

our operations over 20 years ago,” Helmers reveals.

The company has invested heavily in the technology ever since, whilst it has also grown by introducing safety, quality, and environmental management systems.

“We look forward to enhancing our sustainability by investigating and investing in new technologies.

“Moreover, we pride ourselves on delivering high-quality work which APAC Outlook Issue 66 | 127

WODEN CONTRACTORS CONSTRUCTION

future generations can enjoy. We continuously seek ways to improve the business and the experience of everyone we deal with,” enlightens Helmers.

Alongside adhering to standards to improve life at Wodens for staff, clients, and the community, the company culture is underpinned by a positive attitude.

“When faced with a challenge, our team efficiently overcomes it. With that kind of mentality, it means we don’t heavily rely on subcontractors.”

This mindset is made possible by formal and on-the-job training for the workforce, a crucial differentiation for Wodens as the industry has shifted towards subcontracting.

“We genuinely believe in producing world-class work, and we can achieve this with high-quality materials while paying close attention to detail,” Helmers notes.

All this, combined with effective project management, has established Wodens’ strong reputation as a trusted industry leader.

WODENS’ ONGOING PROJECTS

• Block grading • An amphitheatre and other

The company is currently working on several segments of the Denman Prospect North Estate and the Gundaroo Drive Duplication project.

Denman Prospect North Estate involves constructing four large subdivision stages of nearly 200 residential blocks. The Wodens team is working closely with the client to provide a successful outcome for all parties. Measuring almost 600,000 cubic metres (m ), the project includes 3

earthworks with: • Drill and blast operations • Trenching • Hydraulics

miscellaneous concrete structures The Gundaroo Drive Duplication project is a major arterial road upgrade of 3.2 kilometres (km) of the existing William Slim Drive within the ACT. This is technically challenging as it involves constructing a bridge over Ginninderra Creek and demolishing the existing bridge.

The project’s scope includes significant pavement works under heavy traffic, a box girder underpass, and the reinforced earth wall installation.

Over the past five years, Wodens has also successfully completed two prior stages of upgrading Gundaroo

• Gross pollutant traps

Drive. These projects included

• A retention basin

several bridges, large structures,

• Flexible pavements

laying over 27,000 tonnes of heavy-

• Kerbing

duty asphalt pavement, major

• Footpaths • Line marking • Signage

Northbourne Avenue Pavement Rehabilitation

• Retaining walls

intersection upgrades, complex traffic and pedestrian management, and hydraulics.

WODEN CONTRACTORS CONSTRUCTION

SIGNIFICANT SCHEMES Having been recently awarded Stage 1B of the Monaro Highway Upgrade Package, an AUD$80 million design and construction project, Wodens’ enthusiasm is palpable as the task has been on its radar for several years.

“Our team has put significant effort into securing this job, which is expected to be completed over the next two years. There will also be several more stages of the Monaro Highway Upgrade Package, which will be very exciting to tender and construct,” confirms Helmers.

The Monaro Highway Upgrade Stage 1B project involves constructing approximately 2.3km of dual carriageway, upgrading existing carriageways, a building a 196 metre (m) concrete girder bridge.

This also includes replacing a bridge over Dog Trap Creek, adjusting local roads, and undertaking associated infrastructure upgrades.

“We have some exciting work

Denman Prospect North

in hand, and the Monaro Highway Upgrade Package is a landmark project for us; we will make an additional effort to ensure it is delivered on time for the community,” he assures us.

The company is passionate about the civil engineering industry and believes in the strong foundations it established in the early years. With this in mind, Wodens will continue to build upon what it has already created.

“We are also targeting the William Hovell Drive Duplication project

located on the western side of Canberra this year. This is a significant infrastructure project for the ACT government, which involves upgrading and duplicating 4.5km of the drive.

“Additionally, it will include the construction of a 7km, 3m-wide asphalt off-road shared path, and nine architecturally designed retaining walls, ensuring works remain within the road reserve and limit impacts on sensitive environmental areas,” Helmers details.

APAC Outlook Issue 66 | 129

APAC Outlook: How do you value your staff and contribute towards their career development?

Ben Helmers, Managing Director: “Wodens has an outstanding track record of retaining staff for long periods. Therefore, it is not uncommon for an employee to have been with Wodens for a decade or more. In fact, 20 percent of our staff have been with the company for over 10 years, another 10 percent for over 20 years, and another four percent for over 30 years.

“Retention is a leading indicator of the success of Wodens’ people and culture. We are well regarded in the industry for providing meaningful, stable employment where staff needs and aspirations are regarded in everyday decision-making.

“We truly believe in our people and provide formal and on-the-job training in any area related to the business. We have regular performance and development reviews with all staff, outlining the short and long-term goals and actions for staff members and the company. All of our staff are also incentivised by bonuses and rewards.”

A COMMENDABLE COLLECTION Highlights in Wodens’ portfolio include the Kings Avenue Bridge in Canberra, which was completed in 2011 and is seen by the National Capital Authority as the most significant infrastructure project since the construction of the new Parliament House.

130 | APAC Outlook Issue 66

This is quite an accolade for the company, as the bridge, located at the Kings Avenue/Parkes Way roundabout, carries the most traffic of any intersection in the city.

“The architectural design was based on the new Parliament House, and as a result, the curved surfaces added another degree of difficulty to this

extremely complex project,” recalls Helmers.

Another key project completed by Wodens was the Molonglo Link Bridge and associated trunk sewer, which represents a high point in the company’s history.

“Built in partnership with Civil Bridge & Wharf (CBW), the 243m bridge is the

WODEN CONTRACTORS CONSTRUCTION

Throsby

point of a sewer and laying towards the upstream direction posed survey and construction control issues in achieving the grades and tolerances required by the client.

The unconventional technique resulted in an outstanding finished structure quality, with no visible cracking on the bridge.

Wodens also worked on the Bowen Place Crossing, constructing two bridges across Bowen Drive between the National Gallery and Kings Avenue Bridge, to enable pedestrians and cyclists to use the path around the lake to avoid conflict with a difficult road.

“As with all projects within the Parliamentary Triangle precinct, the architectural finishes were of the highest quality. This included curved bridge parapets constructed with specially-made steel forms, weathered steel retaining walls, precast concrete panel retaining walls with panels made in Brisbane, and high-quality exposed aggregate concrete path finishes,” Helmers concludes.

Throsby

longest and highest ever constructed in the ACT. At 30m above the Molonglo River, it posed significant engineering challenges, such as construction and environmental management in a sensitive area,” Helmers says proudly.

The associated 2,992m of trunk sewer, with depths of 5.5m and ranging in diameter from 300 millimetres

(mm) to 600mm, was laid to a minimum grade of 0.4 percent. One of the requirements was the separate construction on each side of the bridge, with the infill section attached before each 35m section of the box girder was launched.

Varying from the traditional approach of commencing at the low

Tel: 02 6297 7077 office@wodens.com.au

www.wodens.com.au

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Protection enabled by small-scale mining

Using data to unlock a nature-positive food system

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A future where people, business, and planet thrive together

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Five divisions, one mission

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Facilitating the rapid expansion of digital infrastructure in East Africa

Issue 2

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LETŠENG DIAMONDS

Treating complex cancer cases from across Brazil

The jewel in Lesotho’s crown

CONSTRUCTION INDUSTRY COUNCIL

IXAFRICA

AIR INDUSTRIES GROUP

Delivering a better society

Assembling success in the aerospace industry

KAMSTRUP

DARWIN PORT

Coastal cargo advancing Australian trade

RAUBEX ROADS AND EARTHWORKS

MTR CORPORATION Shaping the future of public transport

Pursuing originality, which often results in globally recognised innovation, Supashock’s advanced mobility systems are improving vehicles in various industries

Nick Mitchell, CEO and Founder of Ultimate Performance, tells us about pushing the boundaries in the Asia Pacific fitness industry about pushing the boundaries in the Asia Pacific fitness industry Nick Mitchell, CEO and Founder of Ultimate Performance, tells us systems are improving vehicles in various industries recognised innovation, Supashock’s advanced mobility Pursuing originality, which often results in globally

PEMBROKE RESOURCES

Creating a better, energy-efficient tomorrow

The world-class Olive Downs Complex setting the global standard in conservation and innovation

Offering state-of-theart solutions for smart water metering

NORTH SHORE UNIVERSITY HOSPITAL

REGAL REXNORD AEROSPACE AND DEFENSE

Dr. Jeffrey Kuvin and Dr. Alan Hartman talk about how working together with the community is raising the standard of healthcare one patient at a time

Driving the acceleration of the South African construction industry, we speak to the Managing Directors of the four pillars that have cemented the division as the frontrunner in road construction for nearly 50 years

The country’s fastest-growing supermarket chain

With over 75-years’ experience, KMC Mining boasts a legacy of excellence in a busy and exciting industry

Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing the Burkinabe mining industry as a key driver of the country’s socioeconomic development

Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant innovation is helping meet the demands of the healthcare industry

Bruce Bharat, Kamstrup’s Country Manager and Vice President of North America, talks about his company’s dominant force in smart water metering

Michal Jezioro, President and Managing Director, highlights how DMC Mining Services continuously puts performance first

Moog Medical is having a direct impact on the lives of patients, says Vice President and General Manager, Mike Henderson

Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping global carmakers and their Australian importers create new cars that buyers really want

the Burkinabe mining industry as a key driver of the country’s socioeconomic development Adama Soro, President of the Burkina Faso Chamber of Mines, unpacks the challenges facing

innovation is helping meet the demands of the healthcare industry Luc Demoulin, CEO of St. Antonius Hospital, speaks about how constant

America, talks about his company’s dominant force in smart water metering Bruce Bharat, Kamstrup’s Country Manager and Vice President of North

how DMC Mining Services continuously puts performance first Michal Jezioro, President and Managing Director, highlights

says Vice President and General Manager, Mike Henderson Moog Medical is having a direct impact on the lives of patients,

global carmakers and their Australian importers create new cars that buyers really want Bernie Quinn, Engineering Director and Partner at Premcar Pty Ltd, discusses helping

in road construction for nearly 50 years pillars that have cemented the division as the frontrunner industry, we speak to the Managing Directors of the four Driving the acceleration of the South African construction

The country’s fastest-growing supermarket chain

AND EARTHWORKS RAUBEX ROADS

public transport Shaping the future of

CORPORATION MTR

KMC MINING A ROCK SOLID OPERATION

SPAR ALBANIA

REGAL REXNORD AEROSPACE & DEFENSE

ALBANIA SPAR

a legacy of excellence in a busy and exciting industry With over 75-years’ experience, KMC Mining boasts

OPERATION A ROCK SOLID KMC MINING

innovation standard in conservation and Complex setting the global The world-class Olive Downs

RESOURCES PEMBROKE

tomorrow energy-efficient Creating a better,

& DEFENSE AEROSPACE REXNORD REGAL

Establishing itself as the industry leader in aerospace bearings, seals, electrical components, and gears

bearings, seals, electrical components, and gears Establishing itself as the industry leader in aerospace

of healthcare one patient at a time the community is raising the standard talk about how working together with Dr. Jeffrey Kuvin and Dr. Alan Hartman

AEROSPACE AND DEFENSE REGAL REXNORD

HOSPITAL UNIVERSITY NORTH SHORE

water metering art solutions for smart Offering state-of-the-

Australian trade Coastal cargo advancing

DARWIN PORT

in East Africa digital infrastructure rapid expansion of Facilitating the

IXAFRICA

together and planet thrive people, business, A future where

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Tell us your story, and we’ll tell the world Lesotho’s crown The jewel in

food system a nature-positive Using data to unlock

GROUP INDUSTRIES AIR

by small-scale mining Protection enabled

VARDA

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PBE GROUP

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industry in the aerospace Assembling success

cases from across Brazil Treating complex cancer

DIAMONDS LETŠENG

one mission Five divisions,

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Delivering a better society

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Brand new exclusive content, delivered safely to your inbox Adding to its growing family of regional titles; APAC Outlook, Africa Outlook, EME Outlook, North America Outlook, and sector titles; Mining Outlook and Manufacturing Outlook – Outlook Publishing is proud to announce the birth of a digital magazine and web platform for the healthcare sector.

As organisations worldwide must navigate a new healthcare landscape defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.

A multi-channel brand, Healthcare Outlook will bring you the positive developments driven by organisations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered safely to your inbox with a bi-weekly newsletter.

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

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MATILDA INTERNATIONAL HOSPITAL HEALTHCARE

R O OT E D I N PERSONALISED CARE Having become a leading medical institution in Hong Kong, Linda Burgoyne, CEO, tells us how Matilda International Hospital provides passionate patient care and innovative medical services Writer: Lucy Pilgrim | Project Manager: Cameron Lawrence

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MATILDA INTERNATIONAL HOSPITAL HEALTHCARE

S

ituated in Hong Kong, Matilda International Hospital (MIH) is one of the most distinguished healthcare institutions in the region, ardently committed to providing exceptional patient care.

“Our comprehensive range of services, at the hospital and our in-town medical centre, integrate top-tier medical treatments within state-of-the-art facilities and are underscored by our patient-centric philosophy,” opens CEO, Linda Burgoyne.

PERSONALISED PATIENT CARE Established in 1907, MIH has a rich history rooted in the vision of its founder, Granville Sharp.

“When Granville died, he made a provision in his will to build a hospital in memory of his beloved wife, Matilda. He wished for an institution to be created for the benefit, care, and happiness of patients,” explains Burgoyne.

“Their story is one of incredible determination, grit, and fortitude in the face of shipwreck and piracy in a disease-wrecked colony.”

Granville’s legacy continues to inspire the organisation’s mission of leading personalised health and wellness, and delivering world-class healthcare to the community by combining cutting-edge medical advancements with a steadfast dedication to attentive patient care.

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MIH has become a leading medical institution in Hong Kong due to its unparalleled commitment to personalised patient care, which stems from a recognition that each individual is unique and that medical treatment goes beyond addressing symptoms.

Personalised patient care allows the organisation to create customised treatment plans that consider the specific medical, emotional, and lifestyle aspects of each patient.

This approach ensures that its interventions are not only effective but also align with their well-being.

The hospital’s dedication to excellence has been recognised through numerous extraordinary milestones in healthcare standards accreditation. For instance, the Australian Council on Healthcare Standards (ACHS) International awarded MIH the prestigious ‘Outstanding Achievement’ award for the seventh edition of its ACHS International Evaluation and Quality Improvement Program (EQuIP7), including the Advanced PersonCentred Systems (PCS) Module.

MIH AT A GLANCE SERVICES – The hospital offers a wide array of medical services, including specialised treatments, surgeries, and preventative healthcare measures. Its areas of expertise are orthopaedics and spine, maternity, general surgery, early diagnostics and screening, as well as ear, nose, and throat treatments.

LOCATIONS – The organisation is uniquely positioned at the prestigious Victoria Peak in Hong Kong, offering a breathtaking backdrop for world-class healthcare. The hospital provides cutting-edge medical services alongside panoramic views of the South China Sea. As such, the tranquillity and areas of natural beauty that surround the facility create an environment that promotes healing.

CLIENT BASE – MIH proudly serves a diverse and international clientele, including local residents, expatriates, and visitors seeking premium healthcare services.

We are the market leader in providing Quality, Ethical, Professional, Internationally recognized laboratory services to the medical professions and the general community.

The Diagnostix Pathology Laboratories Ltd is a HOKLASaccreditated laboratory since 2005. We are the second laboratory accreditated by HOKLAS in Hong Kong.

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MATILDA INTERNATIONAL HOSPITAL HEALTHCARE

“We are incredibly proud to be the very first hospital in the world among ACHS International members to receive this remarkable recognition.

“The ‘Outstanding Achievement’ accreditation is a testament to our unwavering dedication to healthcare excellence, and celebrates what makes us different,” Burgoyne proudly shares.

By prioritising personalised care, MIH creates an environment where patients feel heard and understood by professionals who are actively involved in their healthcare journey, fostering a sense of trust and partnership.

Alongside its personalised care, the institution is renowned in the industry for its healthcare innovations which are implemented across the hospital.

For instance, the organisation has developed its orthopaedic and spine unit to become a centre of excellence and is testament to the hospital’s cutting-edge medical interventions.

Orthopaedic surgeries range from diagnostic laparoscopic day 138 | APAC Outlook Issue 66

MIH’S COMPREHENSIVE RISK MANAGEMENT APPROACH With a dedication to patient safety, MIH’s comprehensive risk management approach is a recently implemented enterprise risk management (ERM) framework that goes beyond providing top-notch medical treatments.

Unlike other private hospitals in Hong Kong, the organisation has a team of specialists providing emergency back-up services 24 hours a day, on-site, and on-call. MIH is also the only hospital to procure and stock rhesus negative blood, which differentiates it from other facilities.

“While we are proud of our achievements and recognition, we never stop striving for improvement,” acclaims Burgoyne.

“Our quality and risk management practices are constantly monitored and evaluated, with a focus on identifying areas for enhancement and implementing necessary changes. This allows us to consistently deliver the highest level of care possible to our patients.”

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MATILDA INTERNATIONAL HOSPITAL HEALTHCARE

case procedures to major joint replacements and complex spinal procedures. MIH’s expert orthopaedic team employs experienced and advanced technical surgeries focused on restoring mobility, alleviating pain, and enhancing the overall quality of life for its patients.

MIH is widely respected for its expertise in obstetrics, and with a new initiative to enhance patient care, it now offers a complete range of maternity services comprising antenatal and postnatal care, educational classes, hospital care for delivery, and at-home support for new mothers.

“Our quality, research-based maternity care is provided in a friendly environment by experts who are sensitive to the needs of the mothers and newborns in their care, providing lots of support to mothers 140 | APAC Outlook Issue 66

“ W E A R E U N I F I E D T H R O U G H O U R ‘ WAY S O F BEING’, WHICH ARE GUIDING PRINCIPLES T H AT R E I N F O R C E O U R VA L U E S A N D E N A B L E EMPOWERMENT” – L I N D A B U R G OY N E , C E O , M AT I L D A I N T E R N AT I O N A L H O S P I TA L

and partners during their journey into parenthood.

The unit’s 98 percent breastfeeding rate reflects the professional care and time we spend supporting new mothers,” Burgoyne highlights.

MIH takes patient safety seriously and is the only private hospital in Hong Kong that has a 24-hour, on-site, on-call emergency obstetric specialist team and independently stocks rhesus negative blood.

The organisation has also recently introduced total care programmes that include doctors’ fees and allow

for a seamless family experience and affordable private maternity care.

“Both new and experienced parents alike appreciate our open, modern approach,” she adds.

RESPONSIBLE WAYS OF BEING The MIH team is highly valued for their contributions as its staff are the backbone of the hospital.

“We are unified through our ‘ways of being’, which are our guiding principles that reinforce our values and enable empowerment,” observes Burgoyne.

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MATILDA INTERNATIONAL HOSPITAL HEALTHCARE

The organisation provides tools and incentives to foster a sense of belonging that include ongoing training and development programmes, flexible working arrangements to support work-life balance, and a range of excellent benefits.

Inclusivity is fostered through special hiring programmes, such as an initiative for the deaf, creating a diverse and welcoming culture.

MIH also provides corporate wellness solutions that are meticulously designed to address the unique health of individual corporations, going above and beyond in providing on-site biometric testing, health checks, mental health screenings, corporate health reports, vaccination drives, educational talks and classes, and health crisis support.

This seamless access to specialised medical expertise improves the health of the organisation and amplifies the efforts of human resources teams in empowering staff to make health a priority.

Corporate social responsibility (CSR) is also an integral part of MIH’s work. Having helped hundreds of charities over the years, the hospital is particularly proud of its own charity, the Matilda Children’s Foundation.

The foundation is dedicated to improving the lives of children by providing life-changing surgeries to underprivileged children across the Southeast Asia region, who are in desperate need of treatment and have no other means of receiving care.

MIH also recently signed collaborative agreements with the Mongolia Consulate of Hong Kong and the National Centre for Maternal and Child Health (NCMCH), which have extended the reach of the foundation.

EMPOWERING THE PATIENT’S POSITION In recent years, health consumers have become much more engaged and empowered, demanding greater ownership of their healthcare with a single touchpoint.

“Patients are seeking ways to decrease their hospital visits and length of stay, wanting to be seen quicker, get well faster, and be discharged as soon as possible,” observes Burgoyne.

This trend presents an opportunity for facilities to adapt and provide reliable clinical outcomes whilst maintaining a personalised experience.

In turn, private medical insurance is becoming more attractive as people require rapid access to care and recognise the benefits of private services.

Meanwhile, as the digital landscape of the region’s healthcare is evergrowing, the delivery of medical services is shifting. Namely,

institutions are seeing the adoption of telemedicine, self-diagnosis health apps, long-term illness management tools, and electronic records.

Looking forward, artificial intelligence (AI)-enabled devices and automation technology, such as blockchain electronic health records and machine learning (ML), will transform the way patients interact with healthcare professionals, how data is shared amongst providers, and how decisions are made about treatment plans.

There is also an industry-wide change in the way data analytics are used, helping healthcare providers lower the rate of medication errors through automated patient record analysis, facilitating greater efficiency in preventative care.

With this in mind, MIH aims to enhance its patients’ experience going forward by investing in cutting-edge medical technologies and facilities, as well as expanding its range of specialised treatments.

“While we continuously assess our goals, our overarching objective remains meeting the evolving healthcare needs of our community and maintaining our position as a premier healthcare provider in the Asia Pacific region,” Burgoyne concludes.

Tel: 2849 0111 info@matilda.org

www.matilda.org

APAC Outlook Issue 66 | 143

NOVACINA HEALTHCARE

THE FUTURE OF P H A R M AC E U T I C A As a prominent supplier of sterile liquid pharmaceutical contract manufacturing services, NovaCina has emerged as a leader within Australia’s pharmaceutical industry. Brett Alderson, President and Site Leader, tells us more about the company’s unparalleled capabilities and its vision for the future Writer: Lily Sawyer | Project Manager: Cameron Lawrence

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ALS

APAC Outlook Issue 66 | 145

NOVACINA HEALTHCARE

A

s the Australian government seeks to expand its healthcare industry, providing tax incentives of up to 43.5 percent to bolster international R&D within the country, the pharmaceutical sector is growing exponentially.

“This is a very exciting time for the Australian pharmaceutical market,” opens Brett Alderson, President and Site Leader of NovaCina, a pharmaceutical firm dedicated to producing sterile injectable medicines for over 90 worldwide markets.

Since the COVID-19 pandemic, global investment in the nation’s healthcare industry has steadily increased.

“Companies have begun to understand the geopolitically stable nature of Australia, the skill base that exists here, and the country’s proximity to major Asian markets,” Alderson continues.

Moreover, the industry has undergone a recent realisation that the manufacturing and supply of Australian pharmaceuticals cannot sustainably remain local; to achieve sufficient economies of scale and reasonable cost of goods, supply needs to extend across the globe.

“It seems that the timing is right for a company such as NovaCina to not only supply Australia, but also manufacture and ship pharmaceutical products around the globe.”

Thus, in recent years, the company has emerged as a major supplier to big, small, and speciality pharmaceutical businesses, as well as BioTechs and academic institutions, nationally and globally.

STANDING OUT FROM THE CROWD NovaCina is an ex-Pfizer site recently purchased by Bridgewest Group (Bridgewest), an organisation involved in the development of innovative life sciences, software, and deep tech start-ups, who also own another 15 companies globally.

146 | APAC Outlook Issue 66

Brett Alderson, President and Site Leader

EARLY-STAGE DEVELOPMENT FORMULATION DEVELOPMENT: This involves either taking a pharmaceutical formula and converting it to something fit for human use or troubleshooting an existing formulation which may, for example, have solubility or stability issues. This early stage can also include the development and transfer of the analytical methods.

PROCESS DEVELOPMENT: Designing a robust manufacturing process, for example, which can take customers through to the clinical stage but always with future commercial optimisation in mind, such as scaling up.

GMP MANUFACTURING FOR CLINICAL TRIAL SUPPLY, FROM PHASE I – III: This can include products in BFS units, vials, and syringes. For example, NovaCina is launching a new SA25 aseptic robotic filling solution later this year, which will be able to flex between vials, PFS, and cartridges.

Furthermore, the company provides products for a wide range of indications.

With over 40 years of industry experience, it has operated from its headquarters in Perth since the mid1980s. Today, NovaCina boasts nine good manufacturing practice (GMP)compliant filling lines and over 400 employees.

“What started as a local company soon became international: the business rapidly expanded in the 1980s with the inception of blow fill seal (BFS) technology,” Alderson details.

BFS technology has since enabled the supply of generic sterile medicines widely throughout the Australian hospital system.

“At that time, we also added cytotoxic manufacturing, terminally sterilised vials, and other specialty manufacturing lines to our suite of capabilities, which really set us apart from the competition,” he reveals.

In addition, NovaCina has recently acquired a robotics isolator filler to be used alongside clinical trials and small batch runs of vials, pre-fill syringes (PFS), and cartridges.

Over the years, the company has obtained a plethora of achievements, awards, and qualifications.

Many of its achievements demonstrate its unparalleled competency, such as its historically low attrition rate.

In other words, NovaCina has been able to largely retain the knowledge and experience that it has developed within the company.

“We work with some complex and cutting-edge formulations, so the retention of our people is crucial for our ongoing success.”

Furthermore, the company has been audited and approved by seven regulatory bodies, including the Therapeutic Goods Administration (TGA) and the Food and Drug Administration (FDA).

“Our distinguished accreditations give customers and partners confidence that we are the right partner for them and their products,” Alderson states confidently.

APAC Outlook Issue 66 | 147

The Supermarket for Scientists Welcome to The Supermarket for Scientists™ At Merck Life Science, we work in partnership with our customers to drive scientific breakthroughs, progress life-saving therapies and shape the future of life science.

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Our customers look to us for quality products, and as a reliable and trusted partner to enable business continuity across all industrial applications. We deliver the highest standards and ensure our customers can turn their innovations into applications in an ever-changing and competitive world.

With over 300,000 products across our portfolio, there’s plenty for you to discover on your scientific journey.

Browse our brands, Sigma-Aldrich ®, Milli-Q ®, Supelco ®, Millipore ®, BioReliance ® and SAFC for what you need. For we have now a convenient, comprehensive, online supermarket for scientists at your fingertips - visit Merck Life Science today.

SCIENCE MADE EASIER WITH MERCK Our extensive portfolio of brands, each with their own specialist expertise, will provide you with the tools and solutions you need, across a wide range of applications.

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Everything you need for research and development; manufacture processing and quality assurance testing can be found in our online eCommerce platform. From chemicals and reagents for sample preparation to protein detection kits and lab equipment for analytics, empowering you to accelerate and translate your discoveries from bench to bedside, farm to fork or pitch to product.

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“Merck Life Science has been a terrific partner for our business of manufacturing sterile injectable medicines for over 30 years.

“They have provided what I consider to be industry-leading technical advice and support in filtration, single-use disposables, aseptic processing, and advocacy to regulators.

“The various sales and technical reps I have encountered over the years have displayed a care for our business and more importantly a care for the general healthcare industry. I see no reason why this should change, and I look forward to future innovations.”

- Brett Alderson, President and Site Leader, NovaCina

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NOVACINA HEALTHCARE

“To provide a robust service to customers and patients, we also need a resilient, approved supply chain, reliable partners, and a strong financial platform, which we’re lucky to have,” he surmises.

SAFETY FIRST Due to a demand for highly manual manufacturing processes in the pharmaceutical industry in the early 2000s, workplace injuries were not uncommon.

However, having engaged leaders in site safety improvement programmes since, NovaCina now boasts an unmatched safety record.

“There is nothing more important to us than the safety of our colleagues – our deep belief in the betterment of human health opposes injuries,” 150 | APAC Outlook Issue 66

NOVACINA – AT A GLANCE • Formulation and process development.

• Clinical and commercial GMP manufacturing for BFS amps, vials, PFS, and soon to include cartridges.

• Handling of highly potent and cytotoxic compounds, often required for oncology indications and controlled substances, needed for chronic pain control and more recently for mental health indications.

Alderson outlines.

In recent years, the company has been able to design automated filling and packaging lines that remove the necessity for manual activity and dramatically reduce the injury rate.

“It is now not unusual for the site to go a whole year without recordable incidents, while maintaining a healthy reporting culture,” he continues.

NovaCina’s safety programmes have been well recognised by Pfizer, leading to the company being in receipt of a number of safety awards over the past five years.

“We are strong believers in behavioural-based safety and the engagement of safety achievements from everyone in the company,” Alderson insights.

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Percival Print & Packaging specialise in the manufacturing of soft folding cartons for the pharma industry, which can include braille embossing, 2D matrix codes, QR codes and/or can have a pre-folded information pamphlet inserted into the carton while being glued.

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NOVACINA HEALTHCARE

LUMACINA In addition to the NovaCina brand, its sister company, LumaCina, specialises in the manufacturing of sterile injectable pharmaceuticals and has a portfolio of products that are actively produced at the Perth site.

LumaCina currently markets a suite of 29 individual critical care injectable medicines widely used throughout Australia today.

Furthermore, the company boasts a fully integrated R&D organisation, which works to develop additional critical products to serve not only Australia but wider global medical markets.

NovaCina is currently looking to differentiate LumaCina by increasing its development technologies and product offerings, both of which are considered key components of the company’s development pathway.

As such, LumaCina is actively licencing products for the Australian market to supply critical pharmaceutical needs and aims to expand its manufacturing capabilities to support critical dosage forms within the region.

“ T H I S I S A N I N D U S T R Y T H AT AT T R A C T S P E O P L E W H O CO N T I N U E TO I N S P I R E M E . H AV I N G T H E O P P O R T U N I T Y T O C O L L A B O R AT E W I T H S O M A N Y TA L E N T E D P E O P L E , M O T I VAT E D T O I M P R O V E T H E L I V E S O F O T H E R S , I S A P R I V I L E G E T H AT I N E V E R TA K E F O R G R A N T E D ” – B R E T T A L D E R S O N , P R E S I D E N T A N D S I T E L E A D E R , N O VA C I N A

POST-COVID PROGRESS Since the COVID-19 pandemic, NovaCina has undergone much change and alteration. Despite relative fluctuation, the company today is arguably stronger than ever.

“Lots of businesses have an interesting COVID-19 story to tell, and we are no different,” reveals Alderson.

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Within the first few months of the pandemic, NovaCina was informed by Pfizer of its decision to exit the facility.

Thus, the search for a new buyer began.

“Throughout this trying time, our amazing colleagues at the Perth site continued to manufacture and supply critical medicines to Australia and the

NOVACINA HEALTHCARE

rest of the world.”

In fact, the company’s supply performance improved, as it became among the highest achievers within the Pfizer sterile injectable network.

Consequently, NovaCina was able to support the provision of the vaccines pillar of the COVAX programme during the pandemic, which was introduced to accelerate the development, production, and equitable access to COVID-19 tests, treatments, and vaccines - especially for lower and middle-income countries.

“Almost on the day that the COVID-19 travel restrictions were lifted in Western Australia (WA), new prospective buyers toured the Perth site. This ultimately led to Bridgewest’s acquisition of the

company, which was completed in April 2023,” Alderson continues.

Looking to the future, NovaCina is planning to add a new platform of technologies to make the best use of what it considers to be its core capabilities – the manufacture and worldwide supply of important sterile injectable medicines.

“This will include additional PFS and biologics capabilities,” Alderson divulges.

Moreover, the company is expanding its facilities to incorporate small-batch manufacturing, using state-of-the-art technology to develop drugs which can support specialised clinical trials and orphan drugs - pharmaceutical agents developed to treat rare medical conditions.

“This is a great addition to our capabilities in high-volume BFS and cytotoxics manufacturing,” Alderson concludes.

Tel: +61 8 9362 0666 enquiries@novacina.co

www.novacina.co

APAC Outlook Issue 66 | 153

NURTURERS OF BO M I N D, A N D S P I R I T

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CATHOLIC HEALTHCARE HEALTHCARE

O DY, Underpinned by Catholic Social Teaching principles, Catholic Healthcare is a leading not-for-profit provider of residential aged care, home care, and retirement living. We find out more from the company’s recently-appointed CEO, Josh McFarlane Writer: Jack Salter | Project Manager: Cameron Lawrence

T

he Australian aged care sector continues to undergo significant transformation as a result of the Royal Commission into Aged Care in 2018, as well as the changing needs of older people within the community.

Since the Royal Commission into Aged Care, which identified 148 recommendations to reform the aged care sector, there has been a wave of changes in legislation and regulations. These changes have broadly been very positive as they focus on ensuring the sector provides a safe environment for those who are most vulnerable in the community.

One example was the introduction of the Star Rating System for residential aged care, helping people to make informed choices.

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CATHOLIC HEALTHCARE HEALTHCARE

“The expectations and needs of older Australians are shifting, which is driving a lot of positive change,” notes Josh McFarlane, CEO of Catholic Healthcare.

“The sector is moving from an institutional style of care to a much more person-centred and flexible style, which is fantastic. We are also seeing a new generation of residents, clients, and families who are used to ‘services on demand’ and expect an increased level of service from providers. It’s great that providers are having to innovate because of this.”

Another significant change is that older people increasingly wish to stay in the comfort of their own homes for as long as possible or live in innovative accommodation types that have flexible care offerings.

Indeed, since 2017, there has been an increase in home care packages from 70,000 to almost 300,000.

“The growth of home care services and other innovative models has been excellent to see,” adds McFarlane.

APAC OUTLOOK: HOW IMPORTANT ARE CATHOLIC HEALTHCARE’S THREE KEY PILLARS OF COURAGE, COMPASSION, AND INTEGRITY? Josh McFarlane, CEO: “As a values-based organisation, courage, compassion,

ENRICHING LIVES

and integrity are central to the way we interact with our residents, clients, and

Catholic Healthcare is a trusted, leading not-for-profit provider of residential aged care, home care, and retirement living stretching across Australia’s east coast.

The company operates 41 residential aged care homes, 13 retirement living communities, and provides home and community services to more than 6,000 clients.

With a strong and proud 30-year history of providing care and support to people of all faiths, backgrounds, and ethnicities, Catholic Healthcare’s 5,085 employees and 750 volunteers are passionate about enriching lives and offering services to nurture the body, mind, and spirit.

“Our person-centred, holistic approach focuses on client wellbeing with a continuum of care that is tailored, flexible, and covers every stage of life’s journey,” outlines McFarlane, whose own career in

each other, which is incredibly important when you operate in an industry that is

156 | APAC Outlook Issue 66

based on people looking after people.

“Whether it is helping a client with tasks around the house, providing engaging activities in our residential aged care homes, or supporting families in their time of need, our values guide our behaviour.”

aged care has been somewhat of an adventure.

Prior to moving into the aged care sector, he worked in a variety of industries including mining, manufacturing, finance, and management consulting.

After accumulating a wealth of experience in a variety of fields, McFarlane wanted to shift gears and move into the not-for-profit space, where he felt he could make a real difference in the community.

Having led the home care strategy for a not-for-profit aged care provider on the south coast of New South Wales

(NSW), McFarlane moved into to a Deputy Director role supporting one of Australia’s largest aged care portfolios.

In January 2022, he was then offered the chance to become COO at Catholic Healthcare, leading residential care, home and community, and independent living services, before transitioning into the Acting CEO role in May 2023 and his current position as CEO in October.

“I am grateful to have contributed to inspiring aged care organisations over the past 10 years that are making a difference in the community,” McFarlane reflects.

CATHOLIC HEALTHCARE HEALTHCARE

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Our specialization in aged and healthcare products is driven by innovation and a meticulous adherence to systems.

As a HACCP-accredited provider, we prioritize food safety, ensuring traceability from paddock to plate.

Our seamless collaboration with clients focuses on meeting the nutritional needs of guests, resulting in well-constructed meals crafted with precision and care.

PRODUCTS PRODUCTS && PRODUCTS SERVICES TO SERVICES TO SERVICES TO YOUR DOOR DOOR YOUR Bringingyou yousmart, smart, Bringing innovative&&accurate accurate innovative technology technology

0432399 399441 441 0432 ferdie@diamedica-apac.com ferdie@diamedica-apac.com www.Diamedica.com.au www.Diamedica.com.au

ABOUT US ABOUT ABOUT US US We work with the brands Wework workwith withbest thebest best brands We the brands acrossacross the globe to stay above across theglobe globe stay above the totostay above and beyond the market demands. andbeyond beyondthe themarket marketdemands. demands. and Our goal to is bring the the latest Ouris goal istotobring bring thelatest latest Our goal innovative products accessible innovative products accessibletoto innovative products accessible to all healthcare professionals allhealthcare healthcareprofessionals professionals all helping to improve patient helpingtotoimprove improvepatient patient helping outcomes. outcomes. outcomes.

SERVICE SERVICE OurOffering Offering Our Our Offering FreeBlood BloodGlucose Glucose Monitors Free Monitors • Free Blood Glucose Monitors DiabetesConsumables Consumables Diabetes && and • Diabetes Consumables Equipment Equipment Equipments OnsiteTraining Training Onsite • Onsite Training MedicalDevice DeviceConsumable Consumable Medical • Medical Device Consumable PPE PPE • PPE Fast Delivery Fast Delivery • Fast Delivery

info@gpveg.com Adam 0408 654 024 www.gourmandprovidore.com

Patside Constructions

Building Excellence, Caring for Clients From renovations to new builds, Patside has a proven track record in the Aged Care industry for reliability and quality, whilst delivering solutions tailored to your needs.

We work collaboratively with you to craft spaces that prioritise comfort and quality for the elderly whilst ensuring minimal disruption to our clients.

Tell us your story and we’ll tell the world

www.apacoutlookmag.com/work-with-us

Experience excellence and satisfaction with Patside!

For 35+ years, our Sydney based boutique construction firm has specialised in Aged Care, delivering quality building and maintenance services to esteemed clients, including Catholic Healthcare, Carino Care, Columbia Aged Care, and Lady of Grace Aged Care.

patsideconstructions.com.au

APAC Outlook Issue 66 | 157

CATHOLIC HEALTHCARE HEALTHCARE

“I continue to be inspired by the sector, and I’m honoured to be leading Catholic Healthcare and delivering on its mission.”

CATHOLIC SOCIAL TEACHING Catholic Healthcare is proudly underpinned by Catholic Social Teaching, a set of principles that guide how life is best lived and to build a better society.

Catholic Social Teaching principles focus on the dignity of the person, the common good, and people’s right to have a voice and contribute to their life choices and governing institutions.

These principles fit very well with Catholic Healthcare’s mission and values of courage, compassion, and integrity, as the company endeavours to enhance the lives of older people, promote their dignity, enhance life decisions, and journey with them in their spirituality in an inclusive and connected manner.

“OUR PERSON-CENTRED, HOLISTIC A P P R OAC H FO C U S E S O N C L I E N T W E L LB E I N G W I T H A C O N T I N U U M O F C A R E T H AT I S TA I L O R E D , F L E X I B L E , A N D C O V E R S E V E R Y S TA G E O F L I F E ’ S J O U R N E Y ” – J O S H M C FA R L A N E , C E O , C AT H O L I C H E A LT H C A R E

“Our five-year strategic plan has a ‘Mental and Spiritual Wellbeing’ pillar, that aims to put Catholic Social Teaching principles into practice,” McFarlane informs us.

“This strategic pillar aims to offer a holistic approach to caring for people, including body, mind, and spirit.”

Catholic Healthcare is also incorporating mental and spiritual well-being through its model of care.

Seen as a significant opportunity to make a difference in the lives of those it cares for, the company is working

hard to bring this to life.

“There is a large amount of research providing evidence that spiritual wellness improves mental and physical health, especially as people age and choices become limited,” shares McFarlane.

“Catholic Healthcare’s mental and spiritual programme offers integrated services across four areas: home, health, heart, and hope. This results in people feeling personally supported and fully connected within their homes and our service-built communities.”

CATHOLIC HEALTHCARE HEALTHCARE

EMPATHY AND COMPASSION In an industry that involves people caring for each other, employees are Catholic Healthcare’s most valuable asset.

When making decisions on vendor selection, the company places great importance on having partners who share similar values and understand the sector, business, and people it serves.

“Empathy in our industry is important as we are assisting vulnerable people within our communities,” McFarlane emphasises.

Equally, Catholic Healthcare supports actions that contribute

WHAT MAKES CATHOLIC HEALTHCARE A LEADING AGED CARE PROVIDER? • Catholic Healthcare’s mission and values are at the heart of everything it does. This commitment flows through to the company culture, which is uniquely collaborative and caring.

• An emphasis is placed on the mental and spiritual well-being of residents and clients.

• Committed to supporting residents and clients on their journey in the later stages of life, the company provides a full range of services, from wellness all the way through to higher care needs and palliative care.

• Catholic Healthcare creates ‘Catholic Connected Communities’, service networks where older people can live with love and experience the fullness of life, no matter what their needs are.

towards a more compassionate and humane society, including Australia’s Modern Slavery Laws.

“We seek to raise awareness of the risk of modern slavery and ensure our supply chains are comprised of credible providers,” he states.

“Our employees continue to be educated on the issue of modern slavery, and we progressively refine our procurement practises with a focus on the ethical production and supply of goods and services.”

Because Catholic Healthcare’s employees are inspired daily by its mission and values, one of the four key priorities that McFarlane is focusing on for the year ahead is to continue the company’s journey of being a leader in creating a great place to work.

Another of Catholic Healthcare’s focus areas is exploring how it can innovate to enhance the care it provides for residents and clients.

The company is therefore exploring how innovative technology and new building designs can provide better care outcomes.

Additionally, Catholic Healthcare

wants to make a bigger impact in the community and is actively identifying how it can address challenges such as social isolation, the housing crisis, and helping those that are financially disadvantaged.

“I also want to continue to advocate and support continuing improvement in the regulatory environment for providers and older people so we create the best possible system for everyone,” concludes McFarlane.

Tel: 1800 225 474

www.catholichealthcare.com.au

APAC Outlook Issue 66 | 159

KENNY HILLS HOSPITALITY GROUP FOOD & BEVERAGE

THE HOM B A K I N G E X PA N 160 | APAC Outlook Issue 66

ME OF NSION

Renowned in Malaysia for baked goods that heal the soul, Kenny Hills Hospitality Group has achieved enviable expansion and tremendous product growth. Kai Zen Au, Managing Director, tells us more Writer: Lucy Pilgrim | Project Manager: Poppi Burke

APAC Outlook Issue 66 | 161

Kai Zen Au, Managing Director

L

ocated in the heart of Kuala Lumpur, Malaysia’s bustling capital, Kenny Hills Hospitality Group (Kenny Hills) has become a pioneer in the craft baked goods sector.

The company is home to some of the country’s most beloved baked produce, positioned as an upscale artisanal business that is an industry leader in the Malaysian market.

The organisation was founded in 2014 as a single-brand operator, simply known as Kenny Hills Bakers. Fast forward a decade later, and this humble establishment has experienced tremendous growth, now operating across five core business areas.

“There aren’t many independent, multi-brand food and hospitality operators in Malaysia, and few have achieved such accelerated growth as we have in recent years,” introduces Managing Director, Kai Zen Au. Despite its recent sizeable scale, Kenny Hills remains committed to using artisanal approaches and techniques in food preparation, especially when it comes to baking and making coffee.

“These are extremely technical, labour-intensive skills that we rely on a great team of bakers, pastry chefs, roasters, and baristas to perfect, rather than choosing methods of commercialisation and mass production,” he expands.

162 | APAC Outlook Issue 66

Currently employing over 1,000 staff and serving millions across its entire footprint, the organisation is primed for evolving its operations from bakery and coffee products to the hospitality sector.

As such, the company’s restaurant and bar division expertly builds independent, high-end restaurant concepts.

Geographically, Kenny Hills is centred around the more affluent markets of Malaysia, including but not limited to Bangsar, Kuala Lumpur city centre, Taman Tun Dr Ismail (TTDI), and Bukit Tunku. The company’s name is a nod to the latter, as the region was formerly known as Kenny Hills and the site of its first location.

“We are currently concentrated within the Klang Valley area, with further growth in other vibrant states such as Penang later this year, followed by international expansion into key capital cities in Southeast Asia,” insights Au.

KENNY HILLS’ FIVE CORE BUSINESSES • A food service company spanning nine brands and 21 locations, with additional locations in the pipeline.

• A food manufacturing wholesale business that specialises in baked goods, roasted coffee, ready-to-eat products, and fresh food.

• An events and catering management business.

• A consumer packaged goods business, launching soon.

• A coffee technical services and solutions business that helps other food operators set up their beverage department.

Sweet pastries

KENNY HILLS HOSPITALITY GROUP FOOD & BEVERAGE

Chocolate babka

Blueberry Danish

APAC Outlook Issue 66 | 163

EMBRACING DIGITAL In 2024, Kenny Hills will embark on an investment into greater digital technology, and e-commerce in particular. Kenny Hills is adopting more technology and new software to enhance overall efficiency and transparency in its back-end processes.

The importance of a strong digital sales base to the company is reflected by the launch of a custom-built mobile app, which creates a holistic digital ecosystem for the wider group and all its brands.

“Another key objective is the adoption of more automation and technology in certain aspects of the business, whilst maintaining a very labour-intensive approach to our artisan products,” Au expands.

ROOM FOR GROWTH Kenny Hills’ trajectory of growth continues with the recent launch of four new brands in the newly established Tun Razak Exchange (TRX) shopping centre in the heart of Kuala Lumpur.

The company is proud to be a part of TRX as it is home to many new-tomarket brands, a 106-storey office building, a brand new 5-star hotel, and more.

“It was the first time we have opened four outlets in one month, which is even more impressive considering each concept was different.

“Two of these brands also occupy the most prime sites in the entire mall – two duplex units overlooking the largest rooftop park in Malaysia in a first-of-its-kind venture,” Au highlights.

Lobster Yee Sang KHBistro exclusive

Kenny Hills will continue to break boundaries in 2024 as its forays into Penang Island, off the west coast of the Malaysian peninsular. The company is excited to launch its flagship site in a standalone heritage bungalow, located on prime land.

With this penetration into a new geographical market, Kenny Hills plans to expand its repertoire in the region, launching Penang-based hotel groups to operate food and beverage components, breakfast lounges, and sell wholesale bakery products. There is

KENNY HILLS HOSPITALITY GROUP FOOD & BEVERAGE

“ T H E R E A R E N ’ T M A N Y I N D E P E N D E N T, M U LT I B R A N D F O O D A N D H O S P I TA L I T Y O P E R AT O R S I N M A L AY S I A , A N D F E W H AV E A C H I E V E D S U C H A C C E L E R AT E D G R O W T H A S W E H AV E IN RECENT YEARS” – K A I Z E N A U , M A N A G I N G D I R E C T O R , K E N N Y H I L L S H O S P I TA L I T Y G R O U P

KHB Bukit Tunku (post renovation & relocation)

ISO22000 and Hazard Analysis Critical Control Points (HACCP).

In order to achieve recognisable expansion, the company works with local and international suppliers who add value to the overall supply chain.

“The last two years since the COVID19 pandemic have been difficult from a supply and price fluctuation standpoint, but due to our volume, we can ensure our products remain at a reasonable price for our customers,” Au states.

A PEOPLE FIRST CULTURE

Peach Strudel - best seller

also potential to introduce new brands in Penang over the space of several months.

Additionally, the company anticipates the acquisition of a new factory alongside its current production side.

The new facility will increase Kenny Hills’ production capacity and formally introduce the company’s new manufacturing arm, Kenny Hills Manufactory.

Operational for over a year and a half, the facility’s success is down to word-of-mouth, garnering enough attention to keep the factory operational 24 hours a day. Furthermore, the facility will be pushing to receive its Halal licensing later this year, with all necessary certifications, such as

Kenny Hills is passionate about cultivating ample conditions for employee growth as it strives to grow the next business leaders. The company offers its staff the resources, guidance, and direction to manage their teams and respective units.

“We celebrate entrepreneurial spirit, innovation, and optimism,” excites Au. Furthermore, the demands of the company centre around finding and retaining incredible talent to lead all aspects of the business, which can be difficult in the hospitality sector.

“It’s a challenging place to work because of our pace and intensity, but you learn a lot and have plenty of opportunities to grow and upskill,” he adds.

In recognition of its staff base, the business holds quarterly recognition awards, in which it acknowledges the hard work of its employees across the entire scope of the organisation.

Additionally, Kenny Hills recently introduced an earned wage access programme, in which team members

can reap the added benefit of being able to access a small proportion of their salary before the end of the payroll cycle.

Looking towards the rest of the year, the company strives to continue nurturing its ongoing relationships with a multitude of organisations and charities that work with the homeless, impoverished, and orphaned.

Meanwhile, Kenny Hills also wishes to expand, develop, and enhance its existing infrastructure via the disciplined growth of its newest units.

This will cement the company’s position as a frontrunner in the food and beverage industry, and a master of operational expansion in Malaysia.

KENNY HILLS HOSPITALITY GROUP www.kennyhillshospitality.com

APAC Outlook Issue 66 | 165

E M B O DY THE SPIRIT OF THE LION As the first brewery established in Sri Lanka, Lion Brewery has paved the way for the country’s alcoholic beverage industry for over a century. We speak to Madhushanka Ranatunga, Chief Sales and Marketing Officer, about the brand’s iconic history and vision for a delicious future Writer: Lauren Kania | Project Manager: Harry Palmer

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LION BREWERY FOOD & BEVERAGE

then developed further into exploring tasting notes across a variety of beverages.

“My motivation to be within the alcobev industry stems from my passion for craftsmanship, recognising market opportunities, exploring and innovating within the sector, and a fascination with the science and artistry of crafting distinctive alcoholic beverages,” he opens.

This captivation with complex flavours and aromas, the commitment to sustainability and ethical sourcing, and the opportunity to contribute to the social aspects of enjoying beverages in myriad settings, are all instrumental in making a company like Lion Brewery a household name.

“The most important and exciting component is how global alcobev brands have been able to build a deep emotional connection and loyalty with their customer base through meaningful storytelling, personalised interactions, and unique brand identities that differentiate them, like that of Lion Brewery.”

BEER PORTFOLIO Lion Brewery, originally named Ceylon Brewery, was the first brewery established in Sri Lanka 175 years ago in 1849.

B

eer brewing – the journey from grain to glass – is a timeless art that has painted itself across a plethora of cultures, having pleased the palettes of both the commoner and members of royalty alike.

A drink that is truly as old as time, the spirit of brewing, in all of its flavours, styles, and traditions, endures as an intrinsic way to bring people together.

This symphony of science and passion can be traced all the way back to the ancient Egyptians,

Mesopotamians, and early European tribes, each with their own unique blends of herbs, spices, and even fruit.

Madhushanka Ranatunga, Chief Sales and Marketing Officer at Lion Brewery in Sri Lanka, has always been intrigued by the eternal charm of making drinks.

Having worked with global alcoholic beverage (alcobev) brands for over 20 years, Madhushanka began his career in tea tasting, where his interests

Madhushanka Ranatunga, Chief Sales and Marketing Officer

LION BREWERY FOOD & BEVERAGE

LION BREWERY AT A GLANCE 175 years of brewing experience ESTABLISHED by Sir Samuel Baker, husband of famous explorer Lady Florence Baker HEADQUARTERS in Biyagama, Sri Lanka BREWS over 75 million litres of beer annually 300+ employees MAIN BRANDS include Lion, Carlsberg, Guinness, and Somersby

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PHOTO: BY DAN ARNDT - OWN WORK, CC BY-SA 4.0

As the country’s most popular beer brand, anyone who orders a drink in Sri Lanka is sure to recognise the iconic label which bears a lion’s head.

A hit among locals and tourists alike, Lion Brewery operates a plant that brews over 1.5 million hectolitres of beer annually for two big labels, Lion and Carlsberg, which are bottled and canned in the suburb of Biyagama.

The company boasts a variety of different brands in its portfolio, including Lion Lager, Lion Stout, Lion Strong, Lion Ice, Carlsberg Pilsner, Carlsberg Special Brew, Carlsberg Smooth Draught, Somersby, and Guinness.

“Lion Lager is our company’s master brand, setting the tone for the rest of the portfolio. Classified as a mild beer (less than five percent alcohol), it has become associated with the great outdoors and the core values of leadership, local pride, and adventure,” expands Madhushanka.

Lion Ice is the latest light beer to be added to the portfolio, having been launched with the intention to innovate from every angle.

“Packaged in a sleek can, it is the only product in our range that comes with two unique serving rituals using locally sourced ingredients. The “slice” ritual enhances the freshness of the beer with a combination of lime and mint; the “spice” ritual is a unique combination of burnt karapincha (curry leaves) and green chilli that packs the perfect punch.”

The Lion label, which is approximately 160 years old, is now exported to the US, Canada, the UK, Japan, the Middle East, Africa, and the Maldives.

With its distinct values and worldclass quality, the company’s growing geographic footprint in the international beer market is delivering sustainable growth and margin to both the business and the supply chain.

BREWNOMIC VISION Lion Brewery is dedicating itself to achieving sustainability initiatives, having set a multi-stage plan for the months and years ahead that is adjusted for output targets and environmentally-friendly objectives.

“A goal we have is to establish a strong sustainability agenda for the business. Since cans, which are made of aluminium, are a big part of the industry, we are working closely with third-party recyclers to ensure the lifecycle of our cans is a closed loop, which will play a pivotal role in the betterment of our planet for future generations,” explains Madhushanka.

The company has adopted a “brewnomic” vision, first conceptualised by mechanical

ED

LION BREWERY FOOD & BEVERAGE

Suppliers of High-Quality Beer and Beverage Coolers and Service Providers 600/5/C, KANDY ROAD, ELDENIYA, KADAWATHA, SRI LANKA info@solmik.lk | sureshs@solmik.lk www.solmik.lk

A partnership focused on sustainability Since the early 90's Lion is relying on Steinecker equipment for their beer production, latest sustainability solutions and advanced technology made in Germany are the leading path to a climate friendly future.

- Brewnomic - Water Sustainability Concept - CO₂ & Energy Recovery System - Low-temperature Brewery You can also rely on an efficient & environmentally friendly technology with Steinecker.

For more information visit: www.steinecker.com

APAC Outlook Issue 66 | 169

LION BREWERY FOOD & BEVERAGE

engineering company Steinecker, which is a supply concept for an energy self-sufficient, carbon-neutral brewery.

This idea centralises around breweries supplying their own energy by utilising residual materials accumulated during the brewing process, combining proven technology with a media supply that is gentle on resources.

This ultimately allows for companies like Lion Brewery to optimise their energy use, minimise

peak loads, and adopt a modular concept that can be independently implemented while benefitting the environment.

In addition to introducing more ecofriendly goals for a better future, Lion Brewery highlights the incredible work its 300+ employees do on a daily basis to help the company find continuous success, even after 175 years.

“We empower our staff by living our values. We work closely with them to invest in talent as this is the best way to shape the future of the business,”

enthuses Madhushanka.

“Our ethos is to maintain bestin-class services and products, and encourage cohesiveness in every aspect to ensure competition is kept at bay.”

As the second-largest taxpayer in the alcobev segment, contributing LKR70 billion during 2023 while injecting LKR16 billion into the local economy through the purchase of goods and services, the brewery is not only reaching these objectives but surpassing them.

“ W H I L E O U R N U M B E R S A N D TA R G E T S M AY C H A N G E A N N U A L LY, O U R K E Y P R I O R I T Y I S TO R E M A I N T H E M A R K E T L E A D E R , P R OV I D E C O N S U M E R S W I T H B E S T- I N - C L A S S P R O D U C T S A N D E X P E R I E N C E S , A N D D R I V E M O R E F O C U S O N O U R S U S TA I N A B I L I T Y A G E N D A” – M A D H U S H A N K A R A N AT U N G A , C H I E F S A L E S A N D M A R K E T I N G O F F I C E R , L I O N B R E W E R Y

LION BREWERY FOOD & BEVERAGE

A GOLDEN FUTURE Despite the extensive history that encompasses the art of beer making, there is still a plethora of excitement and innovation within the industry, especially in Sri Lanka.

“Comparative to the global beer market, Sri Lanka is still in a stage of infancy. There is therefore a lot of

potential for the industry to expand in terms of product offerings, occasions, and experiences around beer,” comments Madhushanka.

To address these opportunities for expansion, Lion Brewery is working towards introducing a craft range of beers that will diversify its portfolio offering even further in the upcoming

FMCG ASIA AWARDS 2023 Organised by Retail Asia, the FMCG Asia Awards is a prestigious event that celebrates the most outstanding companies in Asia’s fast-moving consumer goods (FMCG) industry.

The awards recognise industry pioneers and highlight the excellence of those who consistently introduce exceptional products, drive innovative initiatives, and execute remarkable projects.

Claiming the Gold Award in Product Packaging, Lion Brewery was recognised as one of the leading FMCG brands in the 2023 FMCG Asia Awards after the repackaging of the Lion brand portfolio and the roll-out of Lion Ice. “For us to win this Gold Award is the best recognition of the hard work and dedication put in by the entire Lion Brewery team. With clear intent and purpose, we aim to continue building our iconic Lion portfolio to drive value and resonate with the changing behaviours of consumers while remaining true to our DNA,” Madhushanka excites.

years.

Additionally, the brewery is prioritising the continuation of its high standards, having won a slew of honours at the 2023 SLIM National Sales Congress (NASCO) Awards. It was also named Export Brand of the Year at the 2022 NASCO Awards, and won Product Packaging of the Year at the 2023 FMCG Asia Awards.

Ultimately, Lion Brewery is looking to continue its time-tested legacy by investing in its brands and strengthening its drink portfolio; building a strong innovation pipeline that will feature as a critical workstream to support international and domestic markets; and progressing people development and capacity building within the organisation.

“While our numbers and targets may change annually, our key priority is to remain the market leader, provide consumers with best-in-class products and experiences, and drive more focus on our sustainability agenda,” concludes Madhushanka.

The beer-making journey is not merely about the end product; it’s about the celebration of traditions, pushing boundaries, the joy of togetherness, and indulging in the very human act of creation.

Lion Brewery recognises the significance of this process and is proud to be a part of that journey.

LION BREWERY Tel: +94 11 246 5900 +94 11 246 5901 info@lionbeer.com

lionbeer.com

APAC Outlook Issue 66 | 171

ALEXANDER GROUP OIL & GAS

A FA M I LY

A F FA I R

As New Zealand’s leading nationwide provider of specialist transportation and distribution solutions for hazardous and high-value goods, Alexander Group has operated as a trusted, family-run business since 1971. Hayley Alexander, CEO and secondgeneration business owner, tells us more Writer: Lily Sawyer | Project Manager: Joshua Mann

Hayley Alexander, CEO

172 | APAC Outlook Issue 66

Alexander Group’s newest Scania trucks to join the fleet

A

midst a diverse and stimulating industry, and with over 50 years’ experience in safe and efficient transportation, specialising in both bulk and packaged gas distribution across New Zealand and internationally, Alexander Group emerges as a logistics operations enterprise with a difference.

The company’s distinguished record has earned it a reputation for reliability and safety, whilst its

commitment to excellence and innovation has positioned Alexander Group as a trusted leader in the industry, where the notion of ‘family’ runs deep.

“We’re passionate about what we do, and as a family-run company, it’s part of who we are,” opens Hayley Alexander, CEO of Alexander Group.

Founded by John and Cecile Alexander in 1971, Alexander Group is now run by the second generation of the family, of which all three siblings

are actively involved in the company’s management.

“I’m one of three siblings; my brother Rod and sister Gabrielle work alongside me. This awards Alexander Group with a unique, family feel, which I believe is one of our key points of difference,” she continues.

With a technical background in social work and policy, Hayley’s skillset is ideally matched to implement an ambitious business model whilst managing a large workforce.

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ALEXANDER GROUP OIL & GAS

John and Cecile Alexander

“When managing a customer interface or understanding what the business needs to execute its huge scope of work, my experience comes in useful. It’s about understanding people and the bigger picture, both structurally and socially.”

With a nationwide presence, 180 staff, a fleet of over 100 trucks, and operating across 21 locations, Alexander Group offers unparalleled expertise and innovative multimodal solutions for a vast range of transportation needs.

ENDLESS CAPABILITIES Regarding its core competencies, the organisation supplies end-toend solutions for well-known gas companies across New Zealand, including the transportation of cryogenic gases, liquefied petroleum gas (LPG), and carbon dioxide, as well as medical and industrial gas cylinders, AdBlue, and more recently, refrigerated goods.

In addition to a suite of specialised contracts, Alexander Group’s core service offerings are bolstered by its accreditations, facilities, and systems, enabling the safe transport of hazardous substances in accordance with rigorous regulations.

“With over 25 years’ experience in transporting dangerous goods, and as a member of the LPG Association of New Zealand and NZ Hydrogen Council, we’re committed to ensuring the safe transportation of substances in the communities we serve. Our core focus is safety and security,” she outlines.

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APAC OUTLOOK: HOW IMPORTANT IS DIVERSITY AND INCLUSION TO ALEXANDER GROUP, AND HOW DOES THE COMPANY PROMOTE THESE VALUES IN THE WORKPLACE? HAYLEY ALEXANDER, CEO: “We’ve recently participated in Transporting NZ’s Driving Change Diversity Programme, which showcases diversity stories across the transport industry and teaches participants how to embrace and celebrate a unique workforce.

“As a progressive female leader of a family-owned business with a diverse workforce, I was selected as a ‘champion’ of the programme in 2022. As a company that is proactive in promoting diversity and inclusion in the workplace, Alexander Group clearly stood out as a firm choice, particularly due to our opportunities for women.

“I believe that breaking down barriers to diversity not only helps the transport industry meet capacity demand, but also provides fresh perspectives that can be key to addressing current challenges.”

ALEXANDER GROUP OIL & GAS

The company’s deep market knowledge, coupled with its ability to manage discrete resources within the oil and gas sector, means that it is able to supply tailored services for its customers, especially when it comes to the transportation of high-value goods.

“We work in close partnership and collaboration with our customers.

Our strength lies in our ability to simultaneously manage health, safety, and compliance, and safely deliver on time.”

Alexander Group’s operations remain unperturbed despite manifold factors that threaten to undermine them, such as unexpected weather conditions or natural disasters.

“Our ability to manage a specialised supply chain across the country and customise a service to continue to deliver on time, every time, even in the face of unexpected circumstances, sets us apart from the competition,” Hayley explains.

Transport partners and suppliers enable the company to maintain a nationwide presence and a reputation for excellence.

“Connecting with competent and reliable partners keeps us particularly strong,” states Hayley.

LPG bulk tanker

Facilitated by Scania, all of Alexander Group’s fleet is telematics and artificial intelligence (AI) camera enabled. This promotes impeccable driver behaviour and high productivity outcomes within the company.

“Our network of service providers is critical to keeping our fleet on the road, and they reach all corners of the country, making us one of the most efficient freight companies New Zealand has to offer,” she comments.

Marcus Tiomata and daughter, Naomi Toimata.

Marcus is one of Alexander Group’s Driver Trainers, and Naomi is the company’s first cadet who is now a Class 5 truck driver

The three Alexander siblings (left to right): Hayley Alexander, CEO; Rod Alexander, Transport Adviser; Gabrielle Fitness, Marketing and Communications Manager

“In addition, we have strategic partnerships with other transport companies and freight forwarders, which gives our customers the most responsive and connected network of hubs and high-quality trucks and drivers throughout the country.”

A pre-qualifier to work both in partnership or on the team at Alexander Group is a commitment to safety and the highest service standards.

APAC Outlook Issue 66 | 175

Scania NZ –

Proud partners of Alexander Group At Scania New Zealand (Scania) we pride ourselves on tailoring our vehicles and services to meet the unique needs of our customers. We are also focused on providing sustainable transport solutions for use in a wide range of applications by those same customers.

Being able to provide Alexander Group with the world’s first truck with side curtain air bags, and with forward facing sonar and active emergency brakes, made a significant impact on Alexander Group’s decision to go and remain exclusively with Scania.

These brand traits and client relationships are no better exemplified than by our partnership with Alexander Group.

But the company also prove its partnership back at base with the management tools on offer for Alexander Group.

The group is a family-owned business of more than 50 years, specialising in transporting dangerous and hazardous goods and high value commodities.

Alexander Group’s focus is on safety, quality, and professionalism. From the design and specification of their vehicles, to the staff they select to be on their team, safety is at the core of the company.

Alexander Group is also innovative in their vehicle design - aiming to engineer as many safety features as possible into their vehicles and challenging Scania to improve on each vehicle build.

Scania’s response to these demands is why Alexander Group has been exclusive with us for over a decade.

“The safety features offered on the Scania are crucial for Alexander Group given the hazardous product we transport. We want every driver to get home in good shape and to be as safe as they can be out on the road. The Scania product achieves that in every respect for us,” says Rod Alexander, Transport Advisor for Alexander Group.

“Scania partners with our team by constantly refining and improving our practices and ensuring staff have access to real time data to manage the changing risks on-road in a time-demanding environment,” says Rod. “The Scania fleet management portal we use - Scania Communicator - allows us to get a whole dossier of information from the vehicle in real time. It measures fuel and load as well as our drivers’ performance, and gives them real time feedback at the same time.

“It makes our job very easy as fleet owners to measure how we’re going and importantly to improve how we’re going. It’s hugely valuable and we’ve seen great gains from it.”

Scania’s service network is also critical to keeping Alexander Group’s fleet on the road. By Scania reaching all corners of the country, it helps the group to be one of the most efficient freight companies in New Zealand.

Scania’s Director of Sales, Deon Stephens, says ultimately Alexander Group’s modern, specialised fleet is selected from us because we align with Alexander Group’s vision of having best practice in transportation.

“We aim to be the industry’s preferred solution provider, delivering premium products and services in a sustainable way with a strong dealer network. That is our commitment to customers and the ongoing focus of our fantastic team.

“There is nothing better for our brand and team than to see the results of our focus and effort strongly validated by our most important critics – our customers.

“Our partnership with Alexander Group is at the very top of that relationship,” says Stephens.

PROUD PARTNERS WITH

ALEXANDER GROUP

scania.com/nz/en/home.html

ALEXANDER GROUP OIL & GAS

Cylinder bottles transported up and down the country

“ T H E R E A S O N W E H AV E A C H I E V E D S U C H S U C C E S S T O D AY I S T H AT W E ’ V E G O T INCREDIBLE PEOPLE ON OUR TEAM, WHILST O U R I N V E S T M E N T I N D I G I TA L P L AT F O R M S A N D O U R A B I L I T Y TO PA R T N E R W I T H P E O P L E T H AT C A N P R O V I D E E F F E C T I V E S O LU T I O N S P U TS U S O N TO P ” – H AY L E Y A L E X A N D E R , C E O , A L E X A N D E R G R O U P

“Our hard work over decades has earned us industry recognition,” Hayley states.

Alexander Group was proud to be presented the award for Outstanding Contribution to Health and Safety at the Transporting New Zealand Industry Awards in 2022, whilst its 178 | APAC Outlook Issue 66

training and compliance programme was recognised with the company receiving the Company Driver Safety Award at the Australasian Fleet Champions Awards in 2023.

Rod Alexander, Transport Adviser, leads all fleet procurement and was acknowledged as Road Risk Manager

of the Year at the same awards for his unrelenting commitment to engineering in fleet safety, providing drivers with the most modern and safe vehicles on the roads in New Zealand.

STAFF AND SUSTAINABILITY Recognising the importance of sustainability and integrating eco-friendly practices within its operations is an integral part of Alexander Group’s operations.

“Our commitment to environmental stewardship extends beyond compliance, as we actively seek ways to minimise our carbon footprint and promote responsible transportation practices,” Hayley informs us.

ALEXANDER GROUP OIL & GAS

Specialist liquid and gas supply chain solutions Australia | New Zealand | Asia | Pacific Island

- Asset Management - ISO Tank leasing - Supply Chain solutions Braid logistics New Zealand Limited Auckland New Zealand Phone: 64 9 273 9713 | Email: phil@braidco.nz

Allan Shaw Carrying Co Ltd has been operating in Paraparaumu on the Kapiti Coast, providing excellent transport services to our customers, since 1980. We are a proud family run business that is always looking for greater service excellence for our valued customers.

We have over the years developed a wide range of vehicles and equipment especially to service specialised cartage and delivery needs.

We look forward to working with you to ensure your deliveries are on time and arrive in perfect condition.

18 Birmingham St, Paraparaumu | admin@allanshawcarrying.co.nz www.allanshawcarrying.co.nz

APAC Outlook Issue 66 | 179

ALEXANDER GROUP OIL & GAS

All of Alexander Group’s trucks are kitted out with EURO 6 emission diesel engines, the lowest emission engines available on the market.

“For each of our engines, we have a replacement policy with our partner, Scania,” Hayley divulges. This means as soon as its engines are not operating at maximum efficiency, the company is able to swiftly replace them.

Moreover, Alexander Group is actively engaged in seeking an alternative fuel solution to power the business.

“As a member of the Hydrogen Council of New Zealand, we’re an active part of a national shift towards a sustainable future. We hold the unique position of being the only transporter of bulk hydrogen throughout New Zealand, which we have been carrying out for over two decades for our platinum customer, BOC. “Although hydrogen truck fuel technologies are yet to be fully commercially available in New Zealand, we’re certainly interested in implementing hydrogen fuel into our vehicles and are proud to be a small part of enabling the innovative solutions emerging in the New Zealand transport industry through delivering hydrogen,” affirms Hayley.

ALEXANDER GROUP – AT A GLANCE SAFETY FIRST: The company prioritises the safety of its operations by adhering to the highest industry standards and implementing rigorous safety protocols. Its impeccable safety record underscores the company’s unwavering commitment to the well-being of its personnel and the communities it serves.

A MODERN, WELL-SUPPORTED FLEET AND SERVICE NETWORK: With a nationwide presence, Alexander Group boasts a network of service providers available for 24/7 fleet support, each of whom understands the unique demands of its customer requirements, which results in minimal downtime and maximises planned preventative maintenance.

CUTTING-EDGE TECHNOLOGY: Alexander Group leverages state-of-the-art technologies and advanced equipment to optimise the efficiency of its gas transportation services. Investment in the latest innovations enables the company to deliver reliable and environmentally responsible solutions.

REGULATORY COMPLIANCE: A dedicated team stays abreast of evolving regulations across transport and the transportation of dangerous goods. The company meticulously adheres to all compliance standards, mitigating risks and ensuring smooth operations in diverse regulatory environments.

ENVIRONMENTAL STEWARDSHIP: Recognising the importance of sustainability, Alexander Group integrates eco-friendly practices into every operation. A commitment to environmental stewardship extends beyond compliance, as the company actively seeks ways to minimise its carbon footprint and promote responsible transportation practices.

Drone footage of trucks parked up at Alexander Group’s Hautapu Hub

ALEXANDER GROUP OIL & GAS

In addition to its sustainability practices, the company also invests heavily in its staff.

“Following the COVID-19 pandemic, New Zealand experienced a serious shortage of staff. Although extremely difficult at the time, it enabled us to view things differently,” Hayley shares.

As a result of the pandemic, Alexander Group began to train and develop younger cadets.

“We now have a far better process for training and upskilling our staff and developing their careers. We don’t view our employees solely as truck drivers; they’re highly professional, skilled colleagues,” she enthuses.

The company seeks to enable its staff to cultivate long-term, rewarding careers within the company, with optimum working conditions and opportunities to upskill.

“Ultimately, we want to avoid incidents, and to this end, we do a lot of training, fatigue management, and varied shift times to ensure drivers retain the right behaviours to avoid accidents and incidents.”

Promoting impeccable driver conduct and high productivity outcomes is considered an essential aspect of logistics management within Alexander Group.

“In short, we’re creating opportunities that enable our people a strong career pathway within the company,” Hayley states.

FUTURE FACILITY Looking to the future, Alexander Group is focusing on developing its expertise across the board.

“We’re looking to grow and expand within the specialised oil and gas sector, as well as in other associated industries, such as high-value goods, bulk liquids, and refrigerated transportation,” Hayley outlines.

With a focus on domestic growth, the company also wishes to expand its strategic hubs nationwide.

“We’ve recently established a new hub which entirely changed

Alexander Group’s 50th year celebration truck, transporting AdBlue around the North Island

the network design for some of our customers and expanded our distribution network.”

The hub in question, based in Hautapu, Waikato, led to the company being able to maximise its network and attract an expanded customer base due to its strategic location with access to ports, rails, and roads.

In addition to its physical expansion, Alexander Group’s commitment to digitalisation is notable.

“Digitalisation has been a strategic focus for the company in recent years and has facilitated a growth mindset.

Ultimately, it has enabled us to grow from a small to a medium-sized family business,” Hayley reveals.

The company’s digital activities range from scaling its systems and processes more efficiently to adopting new technologies, such as AI, to optimise its operations.

“Our digital customer platforms are critical to our service provision and managing a distributed workforce across the country,” she states.

Ultimately, in a world dedicated to decarbonisation, reducing emissions, and increasing efficiency,

Alexander Group seeks to enhance its capabilities through a range of strategies as it moves forward into 2024.

“The reason we have achieved such success today is that we’ve got incredible people on our team, whilst our investment in digital platforms and our ability to partner with people that can provide effective solutions puts us on top,” she concludes.

ALEXANDER GROUP Tel: +64 9 951 2335

www.alexandergroup.co.nz

APAC Outlook Issue 66 | 181

Over the last decade, PIMS Group has grown to become a leading mining services company and has forged a formidable reputation in the industry.

We dig deeper into the business’ success story with COO, Bradley Watson Writer: Ed Budds | Project Manager: Eddie Clinton

C OA L IS THE GOAL 182 | APAC Outlook Issue 66

PIMS GROUP MINING

APAC Outlook Issue 66 | 183

PIMS GROUP MINING

C

oal is a benchmark of Australia’s economy, and it is forecast to remain so well into the future. The history of coal, its use, and mining applications in Australia date back to well before the earliest years of European colonisation.

Based in Mackay, Central Queensland, PIMS Group (PIMS) is a leading provider of mining services to the Australian underground coal industry.

Privately owned, the business was established in 2008 by its four directors, who brought together their diverse professional backgrounds with the aim of providing a higher level of service than was on offer at that time across the industry.

That mindset has not changed in more than 15 years of operation, and from its small beginnings of providing individual professional consulting services, PIMS has grown impressively to become a significant employer with more than 700 staff across seven projects spread 184 | APAC Outlook Issue 66

“OUR TEAM IS MADE OF QUEENSLANDERS AND NEW SOUTH WELSHMEN, SO SUPPORTING LOCAL CHARITIES STRENGTHENS THE COMMUNITIES WE WERE RAISED IN” – B R A D L E Y WAT S O N , C O O , P I M S G R O U P

throughout Queensland and New South Wales (NSW).

Having historically been providing services in Queensland, where the company’s head office is based, PIMS has continued to grow its footprint methodically in NSW through contract extensions, expansions, and the award of new work.

“Traditionally, as an industry, we have not been great at championing our contribution to growth, employment, and the national economy. There is a lot of negative

media regarding the coal mining industry in general, and much of that criticism does not recognise how important our sector really is and the positive outcomes it delivers,” introduces Bradley Watson, COO of PIMS. Today, the company is incredibly proud of its business and continues to partner with its clients to create new work opportunities, particularly in regional areas where the coal mining industry is vitally important in supporting communities.

Bedrock Mining Equipment is an industry leader in its field, with an extensive catalogue range and database of QDS Attachments and mining equipment options to choose from.

Servicing the entirety of Australia, the company offers comprehensive, high-quality, and cost-effective design and engineering services while also distributing and maintaining a wide variety of underground mining equipment.

Bedrock prides itself on being a trusted partner to both large and small mining operators – with a focus on efficiency, safety, and delivering superior outcomes.The company’s service team is on standby in Queensland and New South Wales (NSW) to ensure any problems or situations that may arise onsite can be dealt with promptly and cost-effectively.

SUPERIOR ENGINEERING

Today, Bedrock Mining Equipment is at the forefront of its industry, involved with a highly proficient spectrum of specialty hire, fabrication, and equipment maintenance.

The company is strategically based in Mackay to offer comprehensive, high quality, and cost-effective design and engineering services that include light to medium fabrication, refurbishment in all aspects of mild steel, stainless steel, and aluminium, abrasive blast and protective coating facilities, drafting, design, and engineering.

As well as this, Bedrock boasts capabilities in the categories of manufacturing and the overhaul of OEM parts and components, project management, and numerous other forms of required support.

Bedrock achieves competitive pricing and prompt service by offering a ‘one-stop-shop’ at its fit-for-purpose workshop. These integrated capabilities, together with highly skilled staff and extensive specialty equipment, allow the company to produce the highest quality products at affordable prices.

EQUIPMENT HIRE

Bedrock Mining Equipment also offers a large range of quality underground equipment for long or short-term hire. Being an OEM of its fleet allows the company to design and manufacture the right equipment required for its clients’ project needs.

All Bedrock hire equipment includes all relevant plant safety files, along with site introductory documentation to support while using. If the gear you need is not on hand, Bedrock has the ability to build and supply as required

VENTILATION PRODUCTS

PARTS AND CONSUMABLES

All VCD consumable products are available as requested including:

The company’s extensive range of consumables is continually expanding and now includes:

Bedrock supplies a full range of VCD products to meet mine-specific requirements – these products can be customised for all solutions as per any client mine site or project needs.

• Overcasts • Vehicle doors • Regulators

• Airlocks • Coffin seals • Man doors

Bedrock’s products comply with the highest safety standards – to keep you and your team safe.

Bedrock Mining Equipment offers full support, all the way through to store stock supply options for all parts and consumables that may be required.

• Mining consumables • OEM and aftermarket parts • VCD consumable products Bedrock’s range of consumables that suit mining equipment for surface and underground mines throughout Australia is ever-growing based on new client requirements.

Bedrock Mining Equipment is always here to answer your questions and provide any information you may need.

www.bedrockme.com.au

PIMS GROUP MINING

WHAT IS COAL? • Coal is a non-renewable fossil fuel that was formed in the earth over hundreds of millions of years. It derives from sedimentary rock formed by the remains of ancient organisms and organic plant matter. This matter decomposes very slowly and creates peat bogs, which in turn transform into coal when subjected to extremely high levels of pressure and heat.

• Coal is formed into underground “seams” or “beds”, and these can be as large as 1,500 kilometres long and 30 metres thick.

• Coal is rich in carbon and hydrocarbons; it is combustible and can be burned as a fuel to generate electrical power.

“As a business, we are heartened that the profile of our industry is starting to progress for all the right reasons with a focus on the value generated,” he adds.

It is the unwavering goal of PIMS to provide industry-leading support services to stakeholders by living by its five team values of professionalism, loyalty and commitment, integrity, mutual respect, and awareness.

A GUARANTEE OF RELIABILITY PIMS has worked diligently to become an experienced underground mining contractor specialising in underground coal projects and excelling in delivering quality people, equipment, and innovative solutions for its business partners.

“We have amassed a proud history of developing long-term relationships with our major clients by providing win-win solutions,” Watson excites.

Over the last decade, PIMS has successfully won 20 contracts

throughout Queensland and NSW, nine of which were awarded within two years of expanding into the latter region.

“Our reputation of reliability and productivity with our clients permeates our employees,” he asserts.

PIMS offers services across all aspects of underground coal mining, including roadway development, longwall mining, outbye services, conveyor installation, and ventilation and secondary support.

Complemented by equipment hire, engineering, and professional consulting divisions, the company provides clients with end-toend service delivery comprising everything from discrete work scopes to whole-of-mine services.

A key area of differentiation from its competitors is PIMS’ specialised knowledge of place change mining services, a key growth area for the business and an area where it anticipates the industry will continue

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JSIS Engineering is servicing the needs of our ever-expanding client base and we are continually raising the bar in every area of the services, safety, and products that we supply.

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APAC Outlook Issue 66 | 187

PIMS GROUP MINING

to grow as reserves not amenable to longwall mining are reassessed for viability with modern, high-capacity cut and flit mining.

Furthermore, the company has expertly developed a significant amount of in-house, specialised knowledge of the mining equipment, systems, and processes that deliver safe, productive cut and flit systems.

PROVIDING EXPERTISE AND SUPPORT Most recently, PIMS has been awarded two whole-of-mine contracts to deliver place change mining services. These projects mark the culmination of a strategic decision the business made to build the technical capability in-house to operate the mines and formulate a value proposition for the client who made PIMS the service provider of choice for place change mining.

Simultaneously, the company has worked closely with its clients

188 | APAC Outlook Issue 66

for both operations to understand their exact requirements and design an engagement that meets every specific need.

“One of the really exciting projects we are working on at the moment is our partnership with Coal Services to develop a virtual reality (VR) training package for application at our place change operations,” Watson elaborates.

“Given that we have recruited team members for these operations with varying levels of exposure to the mining method, we determined early on that we would need to develop a training system that enabled employees to be trained in the mining method and the potential hazards that are unique to this method of mining,” he tells us.

Now nearing the final stages of this project, PIMS is beginning preparation for the roll-out of this initiative across its sites.

Elsewhere, the company has a

generous contribution programme that supports several organisations based in the communities in which it operates. From local sporting clubs to the Australian Street Aid Project, the business likes to re-invest in supporting the associations and charities that provide aid for the communities where PIMS’ clients are based and where its employees reside.

“We sponsor a variety of organisations to directly support the regions local to us. Our team is made of Queenslanders and New South Welshmen, so supporting local charities strengthens the communities we were raised in.”

PIMS also supports CQ Rescue, a community-funded rescue helicopter service based in Mackay, which provides a lifeline to anyone, anywhere, at any time across Central and North Queensland. Without CQ Rescue, many lives would be lost or changed forever.

PIMS GROUP MINING

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SHAPING A NEW GENERATION OF EXPERTS PIMS believes that its business plays a vital role in bringing new talent into the industry, and the company has a resolute commitment to supporting people who reside locally to the operations it partners with.

“One aspect of our employment opportunities we have placed particular focus on and are really proud of is the new to industry programmes we run across our projects,” Watson explains.

“Some of these programmes are administered in-house and for others, PIMS partners with clients to offer opportunities and pathways into the industry for people from diverse backgrounds and industries,” he continues.

“It is really heartening to see these employees progress from their first days on a site through to the multiskilled and professional underground mineworkers they become at the end of their programme.”

FUTURE OF AUSTRALIAN COAL Resources industry experts predict that global demand for Australian coal will continue to expand well beyond 2030, assuring the future of coal in Australia.

Additionally, the consumption of coal and demand for products is estimated to grow in the coming years, particularly in China, South Korea, and India.

The Australian coal mining industry is committed to continuing to meet demands for enough products internationally, providing local employment opportunities, and further boosting the nation’s economy.

To this day, coal generates billions of dollars for federal and state governments in the form of taxes and royalties, and the coal mining industry employs more than 50,000 Australians, a sector that PIMS is proud to be a part of.

“After a period of rapid growth

in 2023, our strategic focus for this year is to optimise our current suite of projects and continue to deliver on our commitments to our clients,” Watson concludes.

Tel: 07 4969 3900 admin@pimsgroup.com.au

pimsgroup.com.au

APAC Outlook Issue 66 | 189

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

What is your company’s new year’s resolution?

Brett Alderson President and Site Leader, NovaCina “To be a well-known Australian CDMO with a great reputation for quality and supply doing business around the world.”

Justin de Beer Business Development Manager, Kalmar Construction “We are working with local companies in order to engage on a journey into Mauri and build our connections with local Iwi.” 190 | APAC Outlook Issue 66

Josh McFarlane CEO, Catholic Healthcare “My new year’s resolution would be that Catholic Healthcare continues to create a wonderful place for people to work, so that our employees are passionately connected to our purpose and, in turn, deliver great outcomes for the people we care for.”

David McKeown CEO, Simonds Group “To continue playing a role in keeping the Great Australian Dream alive for aspiring homeowners by helping to address the critical issues of undersupply of housing and affordability.”

Madhushanka Ranatunga Chief Sales and Marketing Officer, Lion Brewery “To embody the spirit of leadership, adventure, local pride, and the spirit of the lion.”

Linda Burgoyne CEO, Matilda International Hospital “Be the best at what we do.”

David Maxwell Managing Director, United Equipment Pty Ltd “Zero lost time injuries.”

Contact APAC Outlook with your story

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