Asia Outlook - Issue 44 by Outlook Publishing

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Issue 44

STAYING 20/20 IN 2020 How Vision Eye Institute remains at the leading edge of ophthalmology in Australia

TEREOS FKS INDONESIA

Reversing reliance on imported goods

CELLCARD

Supporting the fight against COVID-19 in Cambodia

Paul Nef, Regional Director of Honeywell Aerospace Asia, discusses the long-term outlook for aerospace MRO services

travel magazine THAILAND TRAVEL GUIDE

MALAYSIA TRAVEL GUIDE

M A L AYS I A

THAILAND This Southeast Asian country is a perennial favourite, thanks to an intoxicating combination of beautiful beaches, world-renowned cuisine and incredible temple complexes

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains

ISSUE 02

Writer: Dani Redd | Project Manager: Jordan Levey

nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year. There are plenty of reasons why this Southeast Asian destination is so popular. For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers. Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes. Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi. Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Writer: Dani Redd Project Manager: Joe Palliser

here are many reasons why Malaysia is a tourist favourite. For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable. Take a guided walk to learn about this habitat’s astonishing biodiversity. You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy. Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves. Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles. Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population. Of course, Malaysia has a modern side too. It can be found in the malls, skyscrapers and fine dining restaurants in larger cities, such as the capital Kuala Lumpur.

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NAMIBIA TRAVEL GUIDE

SEYCHELLES TRAVEL GUIDE

THE WORLD’S MOST ROMANTIC DESTINATIONS Chosen by travel experts

MYANMAR

Southeast Asia’s unexplored gem

West Africa’s top destination

YOUR TRAVEL GUIDE TO

NAMIBIA Namibia is a country of rugged, otherworldly landscapes; a desert realm with a complex history and culturally diverse inhabitants Writer: Dani Redd | Project Manager: Joe Palliser

amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees. Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography. But sightseeing in Namibia isn’t just about deserts. Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities. When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos. Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

S E YC H E L L E S Most people visit this archipelago in the Indian Ocean for the beaches, but it has much more to offer than that Writer: Dani Redd | Project Manager: Jordan Levey

GHANA

GUYANA

escribing the Seychelles, it’s easy to veer into cliché. These picture-perfect islands are blessed with white sand beaches lapped by translucent water, fringed with palm trees and interesting rock formations. The dramatic sunsets, laidback atmosphere and a wide range of luxury accommodation make them a popular spot for honeymooners. The Seychelles consists of 115 islands and some small islets, located

in the Indian Ocean at a crossroads between Asia and Africa. Most of the action is concentrated around the three major islands: Mahé, La Digue and Praslin. Mahé is the largest and most populous; home to the capital, Victoria, and transport hub to the rest of the islands. La Digue is renowned for having some of the best beaches in the archipelago. Praslin, meanwhile, is home to the idyllic Vallée de Mai nature reserve. But there’s more to the Seychelles

than just the beaches. Trek through the granite mountains and lush rainforests of the Morne Seychellois National Park. Try some of the island’s traditional Creole dishes at a local restaurant. Or if you’re a nature lover, head to Bird Island to observe its population of fairy terns and common noddies, as well as the giant Aldabra tortoises endemic to the archipelago. You’ll be bowled over by what the Seychelles has to offer.

Paschoe House, Devon, England, is a boutique property offering everything you need for that romantic break

Your Guide to the World T H E U N R E L E N T I N G D E M A N D to travel, both for business and leisure purposes, is showing no

signs of slowing up, and for Outlook Publishing, the growing extent to which we are covering this industry across our existing titles has led to the launch of Outlook Travel magazine. The major component of the publication takes the form of our Outlook Travel Guides, providing executives, avid travellers and our existing 575,000 international subscribers with the ultimate rundown of all the major economic drivers and thriving hubs across the world, with exclusive input from tourism industry associations and stakeholders – the people who know these places the best. You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

www.outlooktravelmag.com/who-we-are

WELCOME

Combating COVID-19

EDITORIAL Editorial Director: Tom Wadlow tom.wadlow@outlookpublishing.com Deputy Editor: Jonathan Dyble jonathan.dyble@outlookpublishing.com PRODUCTION Art Director: Stephen Giles steve.giles@outlookpublishing.com

The ever-progressing coronavirus pandemic is at the top of almost every boardroom meeting agenda right now.

Senior Designer: Devon Collins devon.collins@outlookpublishing.com Junior Designer: Matt Loudwell matt.loudwell@outlookpublishing.com BUSINESS Managing Director: Ben Weaver ben.weaver@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Operations Director: James Mitchell james.mitchell@outlookpublishing.com PROJECT DIRECTOR Joshua Mann joshua.mann@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Thomas Arnold thomas.arnold@outlookpublishing.com TRAINING & DEVELOPMENT DIRECTOR Eddie Clinton eddie.clinton@outlookpublishing.com SALES MANAGERS Donovan Smith donovan.smith@outlookpublishing.com Josh Hyland josh.hyland@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com PROJECT MANAGERS David Knott david.knott@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Vivek Valmiki vivek.valmiki@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Manager: Sophia Curran sophia.curran@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT Asia Outlook Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom. Sales: +44 (0) 1603 959 652 Editorial: +44 (0) 1603 959 657 SUBSCRIPTIONS Tel: +44 (0) 1603 959 657 Email: tom.wadlow@outlookpublishing.com www.asiaoutlookmag.com Like us on Facebook: facebook.com/asiaoutlook Follow us on Twitter: @Asia_outlook

At the time of writing, more than 1.3 million cases of COVID-19 have been recorded from around the world, with more than 70,000 deaths reported. While the impact has and will continue to be devastating, it has provided a moment of reflection on how societies live and work, and truly tested the resolve of enterprises operating in a tremendous array of sectors, from retail and construction to finance and technology. While we cannot simply state that it is business as usual, this edition of Asia Outlook continues to tell the success stories of companies across the Asia Pacific region, many taking the opportunity to highlight how COVID-19 has impacted their business and what they are doing about it. Take telecoms firm Cellcard, for instance. Cambodia’s longest standing and only home-owned mobile network operator has become a shining light for the region in responding to COVID-19, CEO Ian Watson revealing how it continues to support the medical frontline. “Our engineers have installed the Telemedicine service in less than one week,” he tells us. “We launched a completely new tariff with nation-wide communications in just five days and have close to 2,000 doctors and nurses using our free voice and SMS service.” Before this you will find our cover story, which features an interview with James Thiedeman, CEO and Managing Director of leading Australian eyecare specialist Vision Eye Institute. “I was interested in the miracle of the human body from a very early age,” he explains. “I’ve always found the complexity and interdependence of the various anatomical and physiological features of the body to be amazing and perplexing.” In an extensive interview, see how Thiedeman and the company continue to scale up and expand services, including plans to explore other APAC markets. Elsewhere we take a look at the possible impact COVID-19 will have on foreign direct investment into Thailand, while Honeywell’s Paul Nef charts the long-term prospects for MRO activities in the region’s aviation industry. We also have exclusive insights from the likes of Vietnam’s Jonathan Charles Fine Furniture, Malaysia’s CKL Group of Companies and Indonesia’s Tereos FKS, among many others. Enjoy the issue! Tom Wadlow Editorial Director, Outlook Publishing Asia Outlook issue 44 | 3

CONTENTS

98 14

12 REGULARS

6 NEWS Around Asia Pacific in seven stories

8 EXPERT EYE Why aircraft MRO will be a game-changer for Asia-Pacific

BUSINESS INSIGHT

10 Aerospace

All Eyes on Asian Aerospace A review of 2020’s Singapore Airshow

12 Economy

110

4 | Asia Outlook issue 44

How Will COVID-19 Impact Foreign Investment in Thailand? Exploring the cornonavirus consequences for global trade and cross-border transactions

TOPICAL FOCUS

14 Corporate Social Responsibility

The Good Corporate Citizen A Q&A with Indian entrepreneur Natasha Mudhar

110 THE FINAL WORD What or who has been a source of inspiration for you during your career?

ASIA OUTLOOK MAGAZINE

20 F E AT U R E S

18 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

HEALTHCARE

20 Vision Eye Institute

Staying 20/20 in 2020

Realising the ophthalmic opportunity

32 MediGuide International Improving Outcomes with Alternate Opinions

Finding the closest way to the cure

FOOD & DRINK

44 Tereos FKS Indonesia Reversing the Import Tide

Milled in Indonesia, for Indonesians

TECHNOLOGY

54 Cellcard

Innovation at a Time of Crisis

RETAIL

72 CKL Group of Companies Driven by Diversification

A story of self-sustained transformation

CONSTRUCTION

Supporting the medical community at the frontline

80 CPC Engineering

MANUFACTURING

Continuing to deliver at home and abroad

62 Jonathan Charles Fine Furniture

104

In it for the Long Haul

86 Merx Group

Unlocking Ultimate Potential

he Vietnamese Hallmark of T Quality

Enabling clients to achieve their aspirations

n uncompromising approach to quality, A crafted from passion

Inspiring Modern Infrastructure

92 G&P Professionals

98 dwp|design worldwide partnership The Digital Design Era

Leveraging technology to deliver sustainable, innovative and beautiful designs

OIL & GAS

104 Solstad Offshore ASA Why Quality Pays

A reliable, responsive and sustainable approach to shipping services

Engineering an exciting future

Asia Outlook issue 44 | 5

NEWS Around Asia Pacific in seven stories… AUTOMOTIVE

GAC Honda to absorb Chinese Honda subsidiary

T E L E C O M M U N I C AT I O N S

FUJITSU LAUNCHES FIRST PRIVATE 5G NETWORK IN JAPAN JAPAN’S FUJITSU has been awarded the first commercial private 5G radio station license in the country by the Kanto Bureau of Telecommunications. It will soon commence operating a private 5G network at its Shin-Kawasaki Technology Square office. It will use the private 5G network to strengthen crime prevention measures using high-definition images collected by multi-point

cameras, and AI to detect suspicious behaviour via motion analysis. It has also established a private 5G co-creation space, FUJITSU Collaboration Lab, where partners can workshop various cases for 5G to deliver business innovation. The company also intends to obtain a private 5G license for its Oyama plant in Tochigi Prefecture, as it aims to create a smart factory on the premises.

C O R O N AV I R U S

Games company Razer to make surgical masks T HE SI N G A P OR E A N gaming company Razer recently announced plans to set up an automated face mask manufacturing line, producing several million certified masks per month. Three companies – Frasers Property, JustCo and PBA group – have each 6 | Asia Outlook issue 44

G AC H O N DA Automobile Co., Ltd. – a joint venture company of Honda in China – has recently announced it will absorb its wholly-owned subsidiary, Honda Automobile (China) Co., Ltd. This is effective from April 1, 2020. Due to this merger, Honda Automobile (China) will be renamed the Guangzhou Development District Factory of GAC Honda. Thanks to the addition of the 50,000-unit production capacity of Guangzhou Development District Factory, the total production capacity of GAC Honda now equates to 770,000 units per annum.

committed $50,000 to purchase the masks. Razer initially converted product manufacturing lines in China to make and donate masks. However, having being inundated with requests highlighting an extreme shortage of PPE in Southeast Asia, it decided to set up a line in Singapore. “Everyone at Razer understands that we all have a part to play in combating the pandemic, no matter which industry we come from,” said CEO Tan Min-Liang.

AUTOMOTIVE

C O R O N AV I R U S

SINGAPORE ENTERS MONTH OF LOCKDOWN

Toyota and Hino to develop hydrogenpowered heavy-duty truck TOYOTA MOTOR Corporation and Hino Motors Ltd. are taking proactive measures to reduce CO2 emissions by developing a heavy-duty truck powered by hydrogen fuel cells. Heavy duty trucks currently account for 60 percent of total CO2 emissions from commercial vehicles in Japan. The truck is equipped with two Toyota fuel cell stacks and includes vehicle driving control developed

by Hino. It will meet high standards of commercial practicality and environmental performance. Both companies believe that the truck is an important step in a 17-year partnership aiming to move towards a hydrogen-powered society.

TECHNOLOGY

ZTE’s records $12.67 billion 2019 revenue MAJO R TELECOMMUNI C AT I ON and consumer technology provider ZTE Corporation recently reported its 2019 annual financial results – an operating revenue of $12.67 billion. This represents a year on year increase of 6.1 percent. The net profit attributable to shareholders amounted to $720 million, a year on year growth of some 173.3 percent. The company’s success can be attributed to its role in the development

and research of 5G technologies. It has obtained 46 5G global contracts virtually, and in China helped build the world’s largest multi-mode hybrid architecture network, helping it to achieve Giga+ 5G continuous coverage. Furthermore, it has built five capability platforms – cloud video, industry IoT, robotic AI, integrated positioning and three dimensional security – based on 5G+, slicing and +MEC. These breakthroughs will help it develop platforms and solutions for different application scenarios and empower vertical industries.

Having initially been praised with its containment of COVID-19, Singapore has been forced into lockdown after a spike in cases. In the space of a few weeks, the number of residents with coronavirus shot up from 100 to more than 1,300, a growth sparked by the return of Singaporean nationals from abroad as well as local transmissions. Only businesses providing essential services such as healthcare, food and utilities will operate, with schools and universities moving to online learning. The lockdown will be in force until at least early May.

ECONOMY

CHINESE FACTORY ACTIVITY HIGHER THAN ANTICIPATED China shares recently climbed thanks to a better-than-expected amount of industrial activity reported. This ignited hope that the world’s second largest economy might be on the road to recovering from the coronavirus pandemic which began in Wuhan. At the midday break on March 31, the Shanghai Composite Index was up 0.4 percent at 2,758.81, while the blue-chip CSI300 Index was up 0.6 percent. Meanwhile, the consumer staples sector gained almost three percent. However, analysts caution that a durable recovery is not yet assured, especially as countries around the world have been stricken by the pandemic, causing a slump in foreign demand.

Asia Outlook issue 44 | 7

EXPERT EYE

Why aircraft MRO will be a game-changer for Asia-Pacific Although the outbreak of COVID-19 has brought a halt to some air travel in the short-term, aerospace activity is set to grow exponentially in the longer term and create demand for MRO services Written by: Paul Nef, Regional Director, Asia Pacific, Commercial Aviation, Honeywell Aerospace

ABOUT THE EXPERT Paul Nef is currently Regional Director of Honeywell Aerospace Asia Pacific Air Transport and Regional Airlines Business Unit, based in Singapore. He began his business career with Sperry Marine Systems where he held positions in field engineering and marketing. In 1986, Nef joined Sperry Commercial Flight Systems which later became Honeywell Aerospace. As a fluent speaker of Mandarin Chinese, after joining Honeywell’s aerospace business he was assigned as Honeywell’s first business representative for the greater China area, working out of Hong Kong. Since then, Nef has held leadership positions in Asia regional sales, business development, programme management, product and sales support.

ore than half of the total number of new air travellers over the next 20 years will come from Asia, making the region the main driver of global air travel growth. According to research by the International Air Transport Association, the total market size of passengers in the APAC region is expected to hit 3.9 billion by 2037, up from 1.5 billion passengers today. This is no surprise given the rising wealth and middle class populations of major and emerging economies in the 8 | Asia Outlook issue 44

region such as China, India, Indonesia, Thailand, and Vietnam. In support of that rising demand, premium and lowcost carriers such as Singapore Airlines, Qantas, Vistara, and Bamboo Airways have launched multiple new flight routes in the past 12 months, while others frequently add additional flights to cater to increased demand during peak travel and holiday seasons. While the increased travel is obviously a boon for the industry, meeting this rapidly rising demand for air travel presents both large and small challenges to airlines. To cope with the increased air travel, airlines are either purchasing new aircrafts as they look to upgrade their fleet, or maximising the usage of their existing fleets – resulting in more flights. Airlines are constantly balancing the two options, as purchasing new aircraft often takes several years to receive the final delivery and upfront costs are high. That is why many airlines have placed such a big emphasis on the second option to retain their market share. For airlines in APAC, ensuring that their fleets operate at optimal efficiency is key, particularly in this new age of the ‘experience economy’ where consumers increasingly prefer a superior experience over a superior product.

The complexities of maximising fleet efficiency But even by maximising the use of air fleets, airlines are faced with further

complexities. These include making existing fleets take on additional flights, which lead to wear and tear, and ensuring that the downtime between each flight is reduced, while continuing to emphasise passenger safety and flight worthiness. This has underscored the importance of maintenance, repair and overhaul (MRO) with an emphasis on repairability. Airlines need to optimise the time in between flights to focus on the right repairs and maintenance work to ensure flight efficiency and reliability, keeping current fleets in prime condition. Another issue to contend with is the constant need and lengthy cycle of replacing aircraft parts when they break down or need to be upgraded. Obtaining spare parts remains a difficult and challenging process, as buyers often struggle to find inventory and resort to manual calls and emails to identify potential sellers. This results in a lengthy lead time for quotations and an even lengthier sales cycle, because companies often don’t stock immediate inventory and take time to respond.

Identifying maintenance gaps before they appear One way that airlines are trying to address the issue of repairability is through the growing use of predictive maintenance. Modern aircraft generate vast amounts of data, and it has become standard nowadays to use data analytics to predict when an aircraft component is going to fail days in advance. But predictive analytics alone do not give technicians much information about the nature of the problem or how to fix it. That’s why airlines are also integrating prescriptive analytics, utilised alongside machine learning and artificial intelligence, to significantly transform airline maintenance. That’s one of the key advantages of Honeywell Forge Connected Maintenance – it combines artificial

intelligence and the power of the industrial Internet of Things, along with the expertise of experienced engineering and maintenance experts, to generate accurate and actionable insights for operations and maintenance crews. This has led to better maintenance, higher aircraft availability, fewer delays and cancelled flights, reduced turnaround time and more satisfied passengers, optimising existing air fleets for increased air travel. For example, Cathay Pacific was facing issues with its Auxiliary Power Unit (APU) failures, causing 242 costly delays per year and lowering the airline’s on-time performance. This cost the airline $24 million and affected customers on over 1,700 flights. Honeywell was able to collect and analyse data to build a model that could predict parts failing on more than 60 aircraft, up to three days in advance. As a result, Cathay was able to reduce delays and cancellations caused by these failures by 30 percent,

while lowering APU repair times by as much as 90 percent. This not only helped improve customer satisfaction, it also helped the airline save millions of dollars. Other airlines such as Nippon Cargo Airlines and Kuwait Airways are employing analytics to save on fuel and improve their flight efficiency. Using Honeywell Forge Flight Efficiency, both airlines are expected to reduce their fuel costs by up to three percent.

Reducing the lengthy process of parts replacement Online marketplaces are making it easier than ever to purchase airline parts and reduce delivery times – something the industry hasn’t been able to do before. Recently, Honeywell introduced its GoDirect Trade ecommerce platform, an online marketplace that allows buyers to get instant access to new and used aircraft parts available for immediate sale and shipping. Using blockchain, the platform

increases transparency and security to promote trust between buyers and sellers, and provide a validated history of the parts available for sale. This is vital for transactions, especially in the online space. Within APAC, Honeywell is seeing steady interest from major airlines who have used the platform including Lion Air, Japan Airlines, ST Aerospace Engineering, and Boeing Asia Pacific. Currently, APAC customers make up close to 15 percent of the 1,600 users on the platform. While these are just some of the recent innovations and initiatives that the airline industry is introducing as it embraces newer forms of technology, the true impact on passenger travel in the region has not been truly felt yet. But this is a step in the right direction, and as airlines become more open to implementing such technology, they will be able to better optimise aircraft operations and increase their efficiency. Ultimately, this translates into a more positive experience for passengers. Asia Outlook issue 44 | 9

SINGAPORE AIRSHOW

ALL EYES ON ASIAN AEROSPACE Leck Chet Lam, Managing Director of Experia Events, explains the importance of the biannual Singapore Airshow to Asia’s aerospace industry Writer: Dani Redd

ver the past few weeks, the world has been shaken to its core by COVID-19. As the death toll mounts, countries have closed their borders, events have been cancelled and restaurants have closed their doors. The aviation industry has been one of the worst hit – the Centre for Aviation (CAPA) estimates that without government intervention, most world airlines will be bankrupt by May. 10 | Asia Outlook issue 44

Luckily, the 2020 Singapore Airshow took place between the February 11 and 16, narrowly missing the worldwide lockdown. “Despite global concerns surrounding COVID-19, we were encouraged by the presence of over 930 participating companies from 45 countries and regions,” comments Leck Chet Lam, Managing Director of Experia Events. Over 20,000 public visitors and

30,000 trade attendees from more than 110 countries attended the event. Although there were 54,000 trade attendees in 2018, Chet Lam believes that the turnout this year was incredibly high, considering the extenuating circumstances. “This underscores Singapore Airshow’s importance as a strategic node in the aviation and defence ecosystem; one where businesses build networks and forge strategic partnerships in the aerospace and defence ecosystem,” he says. Now, more than ever, partnerships in the aerospace industry are important. There’s nowhere better to build them than at Singapore Airshow, Asia’s largest and most influential aerospace and defence exhibition. “Singapore Airshow is a significant platform for business leaders, government and military chiefs to engage in strategic dialogues, exchange ideas and seek solutions and strategies to advance the interests

AEROSPACE of the global aerospace and defence industry. It also enables businesses to build networks and forge partnerships in the ecosystem,” Chet Lam explains. According to the Managing Director, one of the key advantages of the Singapore Airshow is its location, for the city state has long served as a prime gateway to Asia’s markets. “Singapore’s strategic location, alongside other factors such as its pro-business environment, efficiency, connectivity and safety, contributes to its continued success as an aviation and tourism hub in an increasingly competitive environment,” Chet Lam continues. “This places the Singapore Airshow in a favourable position as the leading platform to host important conversations on aviation and defence.” At this year’s Airshow, one of the key topics under discussion was maintenance, repair and overhaul, commonly known as MRO. “With global fleet and MRO growth forecasts exceeding expectations and creating a healthy market opportunity for maintenance providers, OEMs, and information technology suppliers, one of the key discussions was about the potential gains and challenges faced in integrating emerging technologies in the MRO industry,” Chet Lam says. “Another key topic was urban air mobility. At one of our business forums, participants exchanged ideas about transforming the mobility ecosystem with collaborative, complementary solutions, as well as how the industry can work towards a safe and secured journey to realising urban air mobility.” One of Chet Lam’s personal highlights of the event was the second iteration of What’s Next @ Singapore Airshow, a platform where budding startups – working in areas from AI to cybersecurity and big data – can pitch ideas and network with heavyweight aviation and defence businesses. “61 startups from 10 countries and

regions showcased their innovations and connected with industry leaders for new business opportunities, including sustainability-focussed startups such as AirCarbon, Arrowdynamic Laboratories and Transkinect,” he says. Other highlights included the Asian debut of some intriguing static displays, such as a cabin mockup of a new business aircraft, the Dassault Falcon 6X, and the Embraer E195-E2, also known as the TechLion. “It is the most environmentally friendly aircraft in its class, with the lowest levels of external noise and emissions,” Chet Lam adds.

“LOOKING AHEAD TO 2022, WE WILL WORK TO DEEPEN COLLABORATIONS AND PARTNERSHIPS ESTABLISHED DURING THIS EDITION OF AIRSHOW, BUILD ON THE VARIOUS ON-GROUND DISCUSSIONS, AND RETURN WITH NEW IDEAS AND CONCEPTS TO TRANSFORM ASIA’S AEROSPACE AND DEFENCE INDUSTRY” The aerospace industry is committed to reducing its carbon footprint by increasingly lowering the emissions of its aircraft – in this regard TechLion’s work is an important step forward. According to Chet Lam, Experia Events is also committed to principles of environmental sustainability. “2020 was the first time in history that the Singapore Airshow took place under a fully solar-panelled roof facility,” he reveals. “The total of 15,000 solar panels generates enough renewable energy to power more than 1,750 four-room apartment flats in Singapore for one year. “We are happy to do our part

to reduce carbon footprint and contribute to overall environmental sustainability.” Despite the COVID-19 crisis, Chet Lam and his company are facing the future optimistically, and are even now beginning to plan Singapore Airshow 2022. “To date, more than two thirds of our key exhibitors will return to participate in Singapore Airshow 2022, including Airbus, Boeing, Changi Airport Group, Diehl Defence, Elbit, Embraer, Hensoldt, Israel Aerospace Industries, L3 Harris, Lufthansa Technik, Pratt & Whitney, Rafael, and ST Engineering,” he says. “Returning country pavilions will include Australia, Canada, Germany, Malaysia, Switzerland, and the United States of America.” Over the upcoming months, the resolve and finances of many of these companies will be tested. But with the future of aviation facing such uncertainty, working together within the industry has never been more important. “Looking ahead to 2022, we will work to deepen collaborations and partnerships established during this edition of Airshow, build on the various on-ground discussions, and return with new ideas and concepts to transform Asia’s aerospace and defence industry,” Chet Lam says. He concludes our interview by stressing the importance of collaborative efforts in enabling Singapore Airshow 2020, and by thanking exhibitors and strategic partners – including Changi Airport Group, International Air Transport Association and many more – for their unwavering support during what has been a challenging period. We are in no doubt that these businesses, ministries and organisations are all looking forward to Singapore Airshow 2022, when they will be able to bounce back with a renewed vigour, in a revitalised industry. Asia Outlook issue 44 | 11

ANALYSIS

HOW WILL COVID-19 IMPACT FOREIGN INVESTMENT IN THAILAND? COVID-19 is wreaking havoc in economies worldwide. We explore how Thailand, a country that relies on FDI inflows for a number of megaprojects, will cope Writer: Troy Schooneman

he ongoing COVID-19 pandemic is causing chaos for countries worldwide, impacting public health systems, lifestyles and economies. Inevitably, this level of unpredictability has consequences for global trade and cross-border transactions. Prior to the coronavirus outbreak in Hubei Province, China, at the beginning of this year, Thailand in particular was banking on significant foreign direct investment (FDI) inflows to help fund its economic development 12 | Asia Outlook issue 44

plans. But as the crisis heads towards its domestic and global peak, forcing the government to implement stricter measures, the future of these transactions – and by extension, Thailand’s economic future – is extremely uncertain.

BEFORE COVID-19 Thailand remains an economy on the brink of transformation. Having developed from its low-income, agrarian roots into a modern manufacturing

hub known as the ‘Detroit of Asia’, its GDP is still heavily reliant on tourism and exports. Without a dramatic shift, it runs the risk of economic stagnation – known as the ‘middle-income trap’. The Thai government has already outlined a comprehensive and ambitious plan to remedy this and help the country achieve high income status for the first time. ‘Thailand 4.0’ is an economic development model designed to turn the country into a high-technology, value-based economy by prioritising innovation in sectors such as automation and robotics, aviation and logistics, next generation automotive and affluent medical and wellness tourism. Improving regional connectivity is critical to this plan, particularly along Thailand’s eastern seaboard.

ECONOMY Both the Eastern Economic Corridor (EEC), a $46 billion infrastructure development, and Thailand’s position along China’s Belt and Road Initiative (BRI) – the largest infrastructure project in world history – were set to address this. However, both Thailand 4.0 and its associated infrastructure development projects rely on foreign investment. The Thai Board of Investment (BOI) was expecting to attract $50 billion in funding, mainly from overseas sources, over the next five years and had introduced a number of incentives to make this happen. Between January and September 2019, FDI applications rose 69 percent year-on-year, with more the $6 billion being pledged towards the government’s target industries. However – crucially – these were not final investment decisions.

HOW BAD IS IT? COVID-19 is a global crisis: very few developed economies are immune to its effects. Its unpredictability is perhaps most evident in how the virus has spread: Asia Pacific was initially poised to be the worst-hit region, with Thailand singled out as a high-risk country due to its close geographic and economic proximity to China, but the virus has now spread to Europe and North America, where it has prompted nationwide lockdowns. The situation in Thailand appeared to be relatively under control until recently. The number of cases was just 47 at the beginning of March, with just one fatality. However, there has since been a surge in transmissions and at the time of writing, the figures stood at 827 cases and four fatalities. Thailand’s all-important tourism sector has suffered enormous losses. Tourism accounts for around 13 to 14 percent of the Thai economy and the outbreak happened in the middle of peak season. Arrivals fell 44.3 percent in February, with visitors from China dropping by 85.3 percent, and initial

projections put the potential full-year loss in revenue at $1.52 million. But of course, it’s not just the loss in domestic revenue that is cause for concern. The impact to economic partners will be felt in Thailand. Crucially, the country’s biggest foreign investors, China and Japan, are set to see much slower growth than previously forecasted. Asia Pacific’s predicted growth rate has been cut to four percent and countries in this region will face an estimated $211 billion income loss. China will grow by just 4.8 percent (compared to a pre-COVID 19 forecast of 5.7 percent), while Japan and Thailand are among the economies that face possible recession.

for treating confirmed cases, while the Universal Coverage for Emergency Patients (UCEP) has announced that COVID-19 patients will be able to seek treatment at the nearest hospital free of charge within the first 72 hours. Finally, the government has announced a $12.74 billion stimulus package to help the country’s economy weather the storm and eventually recover. This includes the $4.6 billion of soft loans at two percent interest rate, just under a billion dollars from the security fund at three percent interest rate, relaxed debt repayments for businesses and a $600 million fund to help firms and workers affected by COVID-19, among other measures.

“THE BEST-CASE SCENARIO IS THAT COVID-19 DELAYS, RATHER THAN DERAILS, FURTHER INVESTMENT AND, ULTIMATELY, THE ECONOMIC TRANSFORMATION PLANNED AS PART OF THAILAND 4.0”

The COVID-19 crisis is one that no individual, government, business or industry could have anticipated and one that no one was prepared for. With so little certainty available to investors, it is likely that most investment decisions and project executions will be delayed. Companies may have committed expenditure prior to the outbreak in the expectation of FDI inflows later this year. It’s hoped that the government stimulus package will help offset some of this damage, but the full impact, again, remains to be seen. It’s worth reiterating that Thailand is not alone in being affected by this. Virtually no developed economy in Asia Pacific, Europe or North America will emerge from this pandemic unscathed. FDI inflows worldwide are set to stagnate and projects will inevitably be delayed. The best-case scenario is that COVID-19 delays, rather than derails, further investment and, ultimately, the economic transformation planned as part of Thailand 4.0.

WHAT IS THAILAND DOING? Thailand is being as proactive as possible about limiting the spread of COVID-19 among its population and minimising the damage to the economy. On March 24, the government announced an emergency decree to contain the spread of the virus, giving them the power to reduce people’s movements and announce further shutdowns if necessary. The emergency status will be in place for one month, beginning March 26. The military have also begun routine cleaning of public spaces, spraying the streets of Bangkok with disinfectant between the hours of one and five every morning. The newly built 100-bed Bang Khun Thian Hospital has been designated as the main hospital

RECOVERY

By Troy Schooneman, Partner and Head of International Practice Group at Kudun & Partners in Bangkok.

Asia Outlook issue 44 | 13

TOPICAL FOCUS

THE GOOD CORPORATE CITIZEN Indian entrepreneur Natasha Mudhar discusses why corporate social responsibility is a crucial part of a brand’s image and what it takes to build an effective CSR strategy Edited by: Tom Wadlow

he world’s top 500 companies, the Fortune 500, spend between them more than $20 billion on corporate social responsibility (CSR) initiatives. Many have dedicated departments and reporting procedures, while others have built foundations devoted to social and environmental work, organisations which today employ thousands of people to ensure resources are used as effectively as possible. India was the first country in the world to make corporate social responsibility mandatory, following an amendment to the Companies Act in April 2014. It mandates large companies to spend a proportion of profits (two percent) on areas such as education, poverty, gender equality, science and other social programmes. For Indian entrepreneur Natasha Mudhar, CSR is not only a critical 14 | Asia Outlook issue 44

society enabler, but a core part of a brand’s identity. Mudhar is a United Nations Sustainable Development Goals (SDGs) campaigner and Co-Founder of the social impact enterprise, The World We Want (WWW), an entity dedicated to accelerating progress for action towards the 17 global goals in the lead up to 2030. She has steered campaigns in support of the United Nations, NGOs, campaigners and thought leaders to tackle major world issues including climate, education, sanitation and gender inequalities. Her role as a renowned global business strategist has enabled major corporates and high-profile individuals to be closer aligned to their purpose, often from a social impact lens. Mudhar was also integral in giving the global south a leadership position in achieving the SDGs with

the SDGs Impact Summit in Delhi, and was a part of the award-winning team behind the gender equality viral hit #WhatIReallyReallyWant. Here, she took time out to answer our questions. Asia Outlook (AsO): What, for you, is the meaning of corporate social responsibility? Natasha Mudhar (NM): I think the world which we currently live in is as complex as it has even been in so far as the challenges we face on a humanitarian level. Whether it be battling issues related to the climate, the current global health pandemic we are stricken with, issues to do with education, gender and societal inequalities – we are tasked with a huge mission to find strategies to align the world on the right path to achieving our Sustainable Development Goals in just 10 years, by 2030.

CORPORATE SOCIAL RESPONSIBILITY

Mudhar is a United Nations Sustainable Development Goals (SDGs) campaigner and Co-Founder of the social impact enterprise, The World We Want (WWW), an entity dedicated to accelerating progress for action towards the 17 global goals in the lead up to 2030.

Asia Outlook issue 44 | 15

TOPICAL FOCUS

Natasha Mudhar, SDGs Impact Summit

The inclusion of major businesses, both financially and on a thought leadership level, is crucial if we are to make progress and this is where corporate social responsibility comes into play. Corporate social responsibility, or CSR, has become somewhat of a buzzword in the world of business these days. You will struggle to find a major global business which doesn’t have a head of operations for CSR. But for some there is still confusion as to what actually comprises a strong strategy. Is it financial donations, building localised infrastructure, employee welfare schemes, philanthropy, community projects, volunteer efforts? The truth is CSR is a broad concept which can take on many forms and doesn’t necessarily mean sticking a donation on the table and being done with it. Yes, raising funds is an effective method for positive impact, but for me CSR is defined by a company’s 16 | Asia Outlook issue 44

strategised efforts to make a real impact – whether that be locally, nationally or globally. It’s setting a goal and using your influence and means to achieve it. Weak outreach efforts to the community should no longer be acceptable and are not measurable against an embedded, well-implemented social impact strategy, focussing on the day-to-day contributions towards engagement as opposed to the occasional donation or charitable event. With the decade of delivery now upon us between 2020 and 2030, focussed CSR is going to be absolutely crucial to the achievement or failure of our global goals. With great power comes great responsibility, and now we need to be putting this responsibility to good use. AsO: How important is being a good corporate citizen to a brand’s image in today’s connected world? NM: It’s massive, both on a consumer,

investor and employee level. Social image can often be the make or break of a company’s entire ecosystem. We are living in an era where the challenges we face as people and planet are dominating the media, meaning people are so informed and in some cases alarmed by unethical practice. If you were to ask someone the same question 20 years ago, they would have said it was not so important – but now, I simply don’t think its sustainable for a business to not be seen as a sustainable business. Within the past five years various studies have revealed how important a brand’s social image is to consumer appetite. According to global research firm Nielsen, 64 percent of consumers in the Asia Pacific region will happily pay more for products and services from companies that take the impact they have on society and the environment seriously. What’s more, studies have revealed that three quarters of millennial

CORPORATE SOCIAL RESPONSIBILITY workers will take a pay cut for the opportunity to serve a socially responsible company. According to a global study by the SEFORIS project (the world’s largest study of social enterprises to date), companies implementing a social impact strategy are also seeing rapid growth in revenue.This is why we say that profits and purpose are mutually beneficial concepts which can work together. You can do well by doing good. Being a good corporate citizen is crucial across all levels. AsO: What are the key components of a successful CSR strategy? Is it all about money? NM: A good CSR strategy needn’t revolve around mass expenditure and in the same breath it doesn’t necessarily revolve around the money made for a cause. There is more to CSR than money. For me, the key component is the measurable impact. Not every effort will resonate with people and it’s important to try and find that middle ground. Consumers know donations do good in the world, but they also see money as a table-stakes approach to CSR. It’s important to show a more invested strategy to seeing impact through and finding measurable results. For example – how many children did a company introduce into the education system via a mobile education unit they funded and provided volunteers for? How many trees did a company plant to reduce the damage of industrialisation? These are the things that resonate with stakeholders. I also think the key to a good CSR strategy is cross-sector, crosscontinental collaboration. With the clock ticking, the onus has never been stronger for global cross-continental coalitions in the corporate sphere – breaking down borders and unlocking the potential for a truly global effort. The abundance of resources that we hold in the global north and global

Top: WhatIReallyReallyWant launch in New York Time Square. Above: Natasha Mudhar speaking at a special event by Global Citizen at Cannes Lions Festival on the theme of financing the SDGs south, respectively, cannot be fully utilised until we explore the true potential of borderless collaboration. We need cooperation from business leaders and CSR wings from companies in Europe, US, Africa, the Middle East and rest of Asia to frequently convene at conclaves to discuss strategy and collaboration – just as global leaders do. The SDGs Impact Summit in New Delhi last year was a fantastic realisation for us that we have the key to our global goals at the tip of our reach – now it’s down to the sustained and increased engagement of corporates from around the world. AsO: Are there any examples from your enterprises or experiences that you are proud of? NM: The World We Want is a global social impact project which curates impact-led collaborations and business strategies to accelerate the pace of progress towards achieving the UN’s Sustainable Development Goals. We’ve represented corporates,

consumer brands, charities, celebrities, countries, governments, global thought leaders and private clients to address 21st century challenges and merge purpose with profit. Personally, I’m proud to have worked on some of the world’s most cutting edge projects, from being appointed as India Director of filmmaker Richard Curtis’s organisation Project Everyone to popularise the SDGs to 1.3 billion Indians, to spearheading breakthrough campaign strategies in Africa for Jamie Oliver’s Food Foundation, playing a part in the award-winning viral hit for female empowerment #WhatIReallyReallywant, working with World Food Programme, UN agencies such as UNESCO, World Food Programme, UNFPA, the Commonwealth, and various a-list celebrities. In truth it would be unfair to name just one. I think recently I can say I am proud to have co-curated the SDGs Impact Summit which took place in New Delhi last year, convening international delegates, panellists, change makers, activists and influencers rallying to propel the momentum of the SDGs by 2030 – the first such high-level initiative in India. We will be taking this to various countries around the world to help bridge the gaps between the global north and global south to create a whole new level of collaboration. AsO: If you could single out one large Asian company as being a particularly good corporate, who would it be and why? NM: Tata stands out as an exemplary company. The Tata Group’s core purpose is to improve the quality of life for the communities it serves globally, through long term stakeholder value creation based on the principle of leadership with trust. The fundamental way to improve one’s quality of life is to provide continuous opportunities for nurturing and empowering communities in a sustained manner. Tata does this to great effect. Asia Outlook issue 44 | 17

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

FREE

VISION EYE INSTITUTE

w w w. a s i a o u t l o o k m a g . c o m

rtunity

HEALTHCARE

STAYING 20/20 IN 2020

Issue 44

STAYING 20/20 IN 2020

VEI is at the leading edge of ophthalmology, helping to maintain people’s eyesight with its team of expert clinicians, innovative technologies and sizeable footprint across the eastern seaboard of Australia

How Vision Eye Institute remains at the leading edge of ophthalmology in Australia

Writer: Jonathan Dyble | Project Manager: Callam Waller

t’s hard to truly comprehend how sight is actually possible. Our eyes are woven from 107 million cells that are each sensitive to light; this intricate natural system of photoreceptors and electric impulses illuminates the incredible biosystem that allows us to see. For James Thiedeman, a curiosity of this complex structure was understandably too hard to ignore. “I was interested in the miracle of the human body from a very early age,” he explains. “I’ve always found the complexity and interdependence of the various anatomical and physiological features of the body to be amazing and perplexing.” Resultantly pursuing a career in the health sector, Thiedeman has spent the past 30 years in healthcare administration and management, now standing as the CEO and Managing Director of Vision Eye Institute (VEI). “I jumped at the chance to take the reins at VEI; I couldn’t turn this opportunity down,” he continues. “VEI was the world’s first publicly listed ophthalmic company and one of the earliest publicly listed group medical practices, so it has a very interesting history. When I joined, it

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Supporting the fight against COVID-19 in Cambodia

20 | Asia Outlook issue 44

James Thiedeman, CEO and Managing Director of Vision Eye Institute, has enjoyed a career spanning more than three decades to date

had also recently been acquired by a large Beijing-based parent company – Jangho Group – and the chance to work with a highly motivated, entrepreneurial owner was the clincher for me.” Today, the enterprise is renowned as the largest holistic provider of ophthalmic care in Australia, partnering with leading clinicians across 27 sites in key locations across the country that allow it to be at the leading edge, offering the best range of evidence-based treatments to its patients. “What differentiates us? Our scale and strong innovation culture that attracts the highest calibre of ophthalmologists, optometrists, orthoptists, nurses and support staff, culminating in brilliant care for our patients,” says Thiedeman.

ENHANCING UNDERSTANDING

REALISING THE OPHTHALMIC OPPORTUNITY

Currently, the company’s employee base totals 500 with a further 100 or so doctors, this team of dedicated professionals delivering care to more than 100,000 patients every year. Catering to such a vast number of people is not viewed as a burden by the team, however. Rather, it is an activity that its people truly cherish as Asia Outlook issue 44 | 21

Paul Nef, Regional Director of Honeywell Aerospace Asia, discusses the long-term outlook for aerospace MRO services

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VISION EYE INSTITUTE

20 | Asia Outlook issue 44

HEALTHCARE

STAYING 20/20 IN 2020 VEI is at the leading edge of ophthalmology, helping to maintain people’s eyesight with its team of expert clinicians, innovative technologies and sizeable footprint across the eastern seaboard of Australia Writer: Jonathan Dyble | Project Manager: Callam Waller

James Thiedeman, CEO and Managing Director of Vision Eye Institute, has enjoyed a career spanning more than three decades to date

ENHANCING UNDERSTANDING Currently, the company’s employee base totals 500 with a further 100 or so doctors, this team of dedicated professionals delivering care to more than 100,000 patients every year. Catering to such a vast number of people is not viewed as a burden by the team, however. Rather, it is an activity that its people truly cherish as Asia Outlook issue 44 | 21

THE ULTIMATE EXPERIENCE OF CONTROL AND CLARITY

1-4

Expanding the Clareon® AutonoMe® family Introducing Clareon® AutonoMe® Toric

Clareon® Toric IOL with AutonoMe® is the first and only automated, disposable, preloaded delivery system. With its intuitive, ergonomic design, the AutonoMe® delivery system enables easy, single-handed control of IOL advancement and protects incisions as small as 2.2 mm.1,5-6 Preloaded with the Clareon® Toric IOL, the world’s most advanced optic§,delivering excellent clarity.§,1-4,7,8 Available in dioptre range +15.0D to +25.0D (1/2 Dioptre steps T2-T6).1

n® Toric IOL onoMe® Logo

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References: 1. Clareon® AutonoMe® Toric Directions for Use. 2. TDOC-0053487. 3. TDOC-0053516. 4. TDOC-0053488. 5. TDOC-0053511. 6. UltraSert CAD_77122679_C nozzle. 7. TDOC-0053803. 8.TDOC-0053579. § Based on aggregate results from in vitro evaluations in February 2017 of haze, SSNGs and glistenings compared to TECNIS§§ ZCB00 (Johnson & Johnson), Vivinex§§ XY-1 (HOYA) and enVista§§ MX60 (B&L; Bausch & Lomb). §§Trademarks are the property of their respective owners. PTN14016LG 10/19 ©2020 Alcon Inc. Alcon Laboratories (Australia) Pty Ltd ABN 88 000740830 Phone: 1800 224 153 Alcon Laboratories New Zealand Auckland, NZBN 9249030206663 Phone: 0800 101 106 ANZ-CLA-1900003 Date of preparation January 2020

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With the visual disturbance profile of a monofocal IOL, the AcrySof® IQ Vivity® lens is the clear choice for delivering an extended range of vision with minimal halos and glare.*1,2 See the difference it can make for your patients.

*Based on AcrySof ® IQ Vivity ®’s monofocal visual disturbance profile. References: 1. AcrySof ® IQ Vivity ® Extended Vision IOL Directions For Use. 2. Alcon Data on File 2019: Optical Evaluations of Alcon AcrySof ® IQ Vivity ® vs. two diffractive IOLs.

VISION EYE INSTITUTE

INTRODUCING VEI Vision Eye Institute is the leading private provider of ophthalmology in Australia, with 17 eye clinics and 10 day surgeries across Victoria, New South Wales, South Australia and Queensland. Its team of experienced doctors and clinical experts combined with a strong research programme enable it to deliver world class specialist eye care to patients. SPECIALITIES: laser eye surgery, retinal conditions, glaucoma, general ophthalmology, corneal conditions, corneal transplant, dry eye, cataract surgery, laser cataract surgery, lens surgery, oculoplastic, neuroophthalmological, oculoplastic, keratoconus, macular degeneration, pterygium, and diabetic eye disease.

is reflected in a recent culture survey. Thiedeman affirms: “The feedback from the VEI team on the satisfaction they gain from delivering life-changing services was particularly pronounced in this survey. “Our people set the tone and demeanour when it comes to interaction with our patients and their loved ones, so maintaining the right organisational culture is a fundamental dimension of our strategic planning. Our team are proud to be working for us, which ultimately leads to better care for our patients.” Indeed, this latter point is the primary motivation for VEI. The company is constantly striving to improve the patient journey, with a focus on meeting individualised needs and minimising friction points for patients and their carers. 24 | Asia Outlook issue 44

“I WAS INTERESTED IN THE MIRACLE OF THE HUMAN BODY FROM A VERY EARLY AGE. I’VE ALWAYS FOUND THE COMPLEXITY AND INTERDEPENDENCE OF THE VARIOUS ANATOMICAL AND PHYSIOLOGI CAL FEATURES OF THE BODY TO BE AMAZING AND PERPLEXING”

“We follow simple measures like having detailed information in plain English about common eye disorders and available treatments on our website, all the way through to giving select patients the option of booking appointments online and receiving video instructions in the post consultation and post-surgical care phases,” adds the CEO. “One’s eyesight is extremely precious and personal, and the impact of deterioration of visual acuity affects every patient differently. “For those living alone, a deterioration in eyesight can have profound implications on independence and can open up a range of mobility risks. Therefore, we need to be very aware of each person’s particular circumstances in the context of how their eyesight is deteriorating and how that

The Ultimate Experience of Control and Clarity

lcon ANZ has an exciting 2020 planned with two much anticipated launches for the IOL market.

AcrySof® Vivity®, IOL, is set to launch across ANZ in Quarter 3 2020. Out of the gates, Vivity® is showing promising early access results which will be revealed during the soon to be announced, Alcon hosted, launch events. Surgeons are hoping AcrySof® Vivity® will live up to the results presented at ESCRS in 2019, which suggest patients may benefit from an extended range of vision with AcrySof® Vivity® without introducing a side-effect profile associated with diffractive technologies. More exciting news to come on this soon! Additionally, ANZ is the first market globally to launch Clareon® Autonome® Toric, the world’s first and only fully automated injectable toric IOL, a much anticipated addition to the Clareon monofocal IOL. The launch of Clareon® Autonome® Toric will allow surgeons to give their patients access to Alcon’s latest hydrophobic acrylic biomaterial, with an advanced manufacturing process, even when patients have a need for astigmatic correction.

We offer the industry’s most complete line of ophthalmic surgical products, helping surgeons to achieve the best results for their patients. Our surgical portfolio includes technologies and devices for cataract, retinal, refractive surgery, as well as advanced technology intraocular lenses (ATIOLs) to treat cataracts and refractive errors, like presbyopia and astigmatism. We also provide advanced viscoelastics, surgical solutions, surgical packs, and other disposable products for cataract and vitreoretinal surgery. Alcon has a strong commitment to its partnership with eye care professionals and humanitarian organisations locally and internationally. We regularly embark on medical missions focused on correcting preventable blindness around the world. We also support local initiatives in Australia that assist rural and remote communities to achieve better eye health outcomes. For more information, head over to our website or explore our social media channels.

Alcon is a global leader in eye care, dedicated to helping people see brilliantly. Alcon offers the widest spectrum of eye care products in surgical, pharmaceutical and vision care. We operate in more than 75 countries, serve 180 markets and employ over 25,000 people from all walks of life.

www.facebook.com/AlconEyeCare | www.instagram.com/alconlife | www.alcon.com

ABOUT US

Founded in 1998, Glaukos Corporation is an ophthalmic medical technology and pharmaceutical company focused on novel therapies for the treatment of glaucoma, corneal disorders, and retinal diseases. Our company was the first company to bring to market Micro-Invasive Glaucoma Surgery (MIGS), the micro-invasive procedure which revolutionised the treatment and management of glaucoma. In 2012, we launched our first MIGS device—the iStent®—in the United States, followed by our nextgeneration iStent inject® device in in September 2018. In November 2019, Glaukos acquired Avedro, maker of the first and only FDA-approved cross-linking technology for progressive keratoconus. We continue to seek to leverage our platform technologies to build a comprehensive and proprietary portfolio of micro-scale surgical and pharmaceutical therapies for glaucoma, corneal health, and retinal diseases. Our company completed an initial public offering in June of 2015, and our shares are traded on the New York Stock Exchange under the ticker symbol “GKOS”. Our global headquarters is located in the United States in San Clemente, California, with additional locations in Waltham and Burlington, Massachusetts

EMPOWERING OPHTHALMIC GROWTH WORLDWIDE

With direct sales operations in 17 countries, we employ more than 200 commercial sales personnel worldwide. Worldwide we serve additional international markets through relationships with valued distributors. In all, our technologies are currently approved for use in more than 30 countries, and we continue to pursue regulatory approvals in more regions.

ADVANCING THE INDUSTRY’S MOST COMPREHENSIVE OPHTHALMIC SURGICAL AND PHARMACEUTICAL PIPELINE

At Glaukos, we are dedicated to addressing the greatest unmet needs of the global ophthalmic market, for physicians and for patients. That’s why we’ve spent more than a decade re-investing in R&D and clinical trial programs to develop and advance a deep pipeline of novel therapies currently being evaluated in FDA clinical trials, while leading the industry in clinical support and patient education resources. It’s also why we’re seeking to leverage our platform technologies to build an unrivaled portfolio of nextgeneration surgical and pharmaceutical therapies in glaucoma, corneal health, and retinal disease. We’ve achieved many firsts in clinical studies,and continue to reinvest 26% of net sales* exclusively on research and development efforts – all to relentlessly advance our goal of creating and delivering transformative therapies for patients struggling with eye diseases and the skilled surgeons dedicated to their healing.

glaukos.com

VISION EYE INSTITUTE deterioration will impede their daily lives.” Technology is one such tool that has become critical in enhancing this understanding. Owing to ongoing advances in clinical technologies, VEI is now able to capture and analyse diagnostic data in new ways, helping to inform different options when it comes to treatment delivery. As a result, ophthalmic care has been transformed in the past decade, and VEI is primed to take advantage of such new developments moving forward. “We are beginning to use the power of machine learning and artificial intelligence to assist us with diagnostics

GOING ABOVE AND BEYOND Beyond the meaningful services it provides, Vision Eye Institute also delivers benefit through a number of meaningful corporate social responsibility initiatives. James Thiedeman: “Many of our doctors and staff regularly travel to countries in Southeast Asia where access to ophthalmic services is more challenging for the local populations. They donate their time to offer diagnosis and treatment to those who are less fortunate than we are in Australia. I commend our team for such altruism. “We also participate in a range of giving programmes where we donate replacement ophthalmic equipment and second-hand spectacles to less fortunate communities both in Australia and overseas. This is possible as many of our patients no longer require their glasses after receiving treatment with us!”

28 | Asia Outlook issue 44

and are building on the vast realms of clinical data to complement the brilliant skills of our ophthalmologists and clinical support staff,” Thiedeman comments.

POWERED BY PARTNERS VEI is also bolstering its overall offering in other ways. The company has begun to branch into other specialties and niches aside from ophthalmology, having opened a new hospital in Adelaide, South Australia last year to provide gastroenterology, dermatology, plastics and a number of other surgical services. Further, the organisation also runs a sister network of eye clinics and hospitals in China – operating under the Zeming brand – some of which have the scale to accommodate up to 100 patients in overnight beds. Critical to the success of both VEI’s innovation and strides in the way of ophthalmology are its partners and suppliers.

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VISION EYE INSTITUTE The company has carefully cultivated an ecosystem of mutual dependence over many years, these supporting organisations assisting it in all aspects from ensuring its intra-ocular lenses are delivered on time and to the correct clinical specification through to being confident that its operating theatres have been cleaned and decontaminated to the highest standard. “We are highly reliant on our relationships with third party partners,” Thiedeman affirms.

A VISIONARY OUTLOOK Without doubt, the assistance that these organisations offer in helping VEI to grow the scale and scope of its services moving forward will be critical. Successfully established in Eastern Australia, the company is now looking to garner presence in Western Australia, Tasmania and the Northern Territory as part of an ongoing expansion strategy. And it is also exploring other complementary surgical specialities to expand its hospital portfolio.

“We like the demand drivers in a number of the Southeast Asian countries and are currently looking at opportunities in the region,” Thiedeman comments. The impact of expanding such services could be hugely significant. Citing statistics from the World Health Organization’s World Report on Vision, the CEO is able to reveal that 2.2 billion people suffer from vision impairment or blindness, and one billion of these cases could have been prevented or are yet to be addressed.

HEALTHCARE

Such statistics considered, the services VEI provides are undeniably important to the lives of those that it does cater to, Thiedeman iterating this in a measured conclusion. “The impact of losing one’s sight is enormous,” he begins. “Even in developed countries, people are leaving treatment far too late into the advancement of their eye disease. “With improvements in early detection through more advanced diagnostics, I am hopeful we as a sector can

become more successful at educating the community to have their eyes checked more regularly. The mantra holds as true in ophthalmology as it does in every other speciality – prevention is far better than any cure. “While artificial lens technologies, stents to manage glaucoma and increasingly efficacious pharmacological agents to stem the advancement of retinal disease are all examples of truly transformational steps, we also have to actually get patients to the

clinic to give them access to these treatment technologies. “This is the status quo that we will be looking to change in the future.”

VISION EYE INSTITUTE Tel: +61 (0)3 8844 4000 www.visioneyeinstitute.com.au

Asia Outlook issue 44 | 31

MEDIGUIDE INTERNATIONAL

Paul Vermeulen, CEO

MediGuide is removing the geographical limitations of healthcare, its global network of partners and employees helping to bring on-demand diagnoses to patients in 152 countries around the world Writer: Jonathan Dyble | Project Manager: Callam Waller 32 | Asia Outlook issue 44

Improving Outcomes with Alternate Opinions

HEALTHCARE

I was always intrigued by the idea of people living longer and longer. In every year since 1983 – the year I entered the insurance industry – the average life expectancy of an individual living in our part of the world has extended by about three months. “People are living longer, but the question is are they living healthier? When I started in the health insurance sector, it was a known fact that around 80 percent of the medical expenses spent on one person would come in the last 12-18 months of their life. If you lived until 78, fourth fifths of your medical expenditure would occur between 76.5 and end of life.

“What we don’t know, however, is that if we now live until 85, does this same 80 percent come between 83.5 and 85, or are we still suffering from conditions at the age of 76.5 and now have treatments sophisticated enough to treat those conditions and continue living?” Paul Vermeulen, CEO of MediGuide International, is well aware of the challenging landscape facing health insurance companies. Much like its fellow subsectors, health insurance has always been evidence-based, where a statistical analysis of what has gone before is used to predict what will happen now and into the future. However, owing to the

ongoing and rapid advances being made in medicine and its associated technologies, such a model is becoming increasingly hard to manage. “In order to keep up with every single new innovation, medical practitioners would have to dedicate 36 hours to studying every day,” Vermeulen explains. “Of course, not only are there not 36 hours in a day, but doctors spend almost all of their time seeing patients. “No single physician is able to comprehend the vast transformation we’re currently seeing in healthcare, and insurance companies are in the same boat, squeezed into a similarly difficult position where they have Asia Outlook issue 44 | 33

MEDIGUIDE INTERNATIONAL

MEDIGUIDE INTERNATIONAL OPERATING IN

COUNTRIES SERVICING

152 10 95% COUNTRIES

MILLION TOTAL MEMBERSHIP

CASES RESULTING IN ALTERED TREATMENT PROTOCOL

14%

CASES RESULTING IN SURGERY AVOIDANCE

CASES RESULTING IN A DIFFERENT DIAGNOSIS

36 | Asia Outlook issue 44

to predict outcomes that are often unpredictable. “Each new drug might be 10 times more effective and expensive than current market alternatives. Yet insurance firms can only set their premiums based on what they know.” MediGuide International is one organisation helping to navigate this testing environment. A leading global health services firm, it proactively serves the trio of parties involved in this evolving healthcare dynamic – the insurance companies, the hospitals and the patients – by finding the closest way to the cure through alternative insights, treatment protocol advice and medical second opinions. Its remote services remove the traditional geographic limitations of medicine, providing patients with quick access to critical information on a range of treatment options available across the globe on a 24-seven basis. Indeed, its offering has become a

hugely important part of the global healthcare ecosystem. The Chief Exec affirms: “In 95 percent of cases where we offered patients a medical second opinion last year, there was a change in the treatment protocol. In 14 percent of cases surgery was avoided, and four percent of the time the diagnosis actually changed.”

POWERED BY EMPLOYEES AND PARTNERS So how is MediGuide International able to offer such valuable services around the world and around the clock? A multitude of factors combine to uphold this customer-centric approach, Vermeulen first pointing to the dedicated team of clinical practitioners ensuring it is able to cater to an array of countries and time zones. “Our nurses deal with patients all around the world at any time of day,” he affirms. “They don’t work all day every day, of course, but you’d

onstant innovation is our path to being a worldwide leading company providing travellers assistance for more than 48 years. We are available 24 hours a day 365 days a year, with 74 offices spread around the world, 1,300 collaborators and medical suppliers in more than 190 countries.

We strive to always improve our services and products, taking into account to prioritise the human factor above all: How to make the traveling experience a more pleasant one? From there on, we work to provide excellent technological tools, with greater functionalities.

We are in constant evolution thanks to a profound digital transformation led by a human team eager to break paradigms to guarantee solutions according to travellers’ new needs through our providers in the communities where we operate.

An example of this is our APP, always updated to include the latest innovation in customer experience. This APP includes TELAsiaD, a remote medical assistance service, that allows you to have a video call with a physician or pediatrician any time no matter where ever you are. It also provides LOOP, a platform of augmented reality to maximise travellers’ experience worldwide.

We manage the world’s largest global network of highly qualified providers who are ready to solve a wide range of problems, from the simplest to the most complex ones. Our clients only need one contact, either by telephone, our website, or through our own mobile app to get in touch with us and get the solution they need. Technology plays a crucial role in the travellers’ assistance industry since nowadays, traveling experience is mostly a digital experience. We are allies when the traveller is already in motion, and it is our goal to provide them with complete digital assistance. Therefore, we regard technology as one of our company’s competitive advantages. IT is a key ally to achieve our strategic goals and to position us as leaders in the market.

Our spirit as an organisation is to be one step ahead, creating the future, as opposed to adapting to it. It is not only knowing what it is that consumers want, but understanding what they might wish. Innovation is not only technological, it is also about people and opportunities.

Pioneers in assisting travellers since 1972. Anytime, anywhere and for any reason.

MEDIGUIDE INTERNATIONAL

SERVICE EXCELLENCE MediGuide’s portfolio comprises four key service offerings. These include: MEDICAL SECOND OPINION MediGuide’s medical second opinions provide an alternate evaluation of a patient’s condition that occurs remotely, with a specialist team of expert multi-disciplinary physicians at world-leading medical centres helping to offer insight into different treatment options within 10 days. LIFELINK Covers all costs of travelling to world-leading medical centres on the MediGuide network so that patients can receive retreatment, regardless of location. This includes business class flights, accommodation for the patient and one companion and other related costs covered up to the value of $1 million. NAVIGATOR An alternate package to LifeLink, Navigator ensures the patient’s route from treatment to optimal healthcare outcome is as hassle-free as possible, using MediGuide’s cost containment and re-pricing strategies that can help to save considerable treatment costs, which can be substantial if treatment is financed with personal funds. MEDIORBIS A third package, MediOrbis offers on-demand telemedicine services, allowing patients to receive expert advice remotely from this same network of world-leading practitioners.

38 | Asia Outlook issue 44

be surprised to hear the number of instances where our people wake up at 3:00am in the US to take a call with one of our members when its 3:00pm in China. “They work relentlessly, tirelessly and without fail in order to assist our members. I’m continuously blown away and humbled by their efforts, and our customers are incredibly thankful for all the work that they do.” MediGuide’s net promoter score (NPS) provides the best evidence. Across all communications and interactions with customers last year, the company received positive feedback in 99.13 percent of cases – a figure almost unheard of in the industry. “Our NPS score was in the 97th percentile in 2018, and at that time I thought we can only go down from here, right?” Vermeulen adds. “But amazingly, despite having doubled the number of cases that we took on year over year, our customer satisfaction rating actually went up.”

MEDIGUIDE INTERNATIONAL

Insmart Insmart is a leading Third-Party Administrator (TPA) in Vietnam, specialising in providing healthcare claims administration service for the insurance industry, managing and ensuring individuals and corporate alike are accorded with a seamless health experience and timely claims reimbursement. Our key areas of expertise are: • Third party administrator (TPA) or healthcare claims administrator • Corporate employee health benefits administrator (EBA) • Health and wellness administrator (HWA) • Chronic disease management programme (CDMP) As MediGuide’s exclusive distributor and TPA for one of its core MSO product in Vietnam, Insmart’s vision is to ensure MSO is available to all and empower the insured with the knowledge of disease and treatment protocol available to provide them with a peace of mind. To find more detail of our services, please contact via: +84-2873-089990 (117) or info@insmart.com.vn

“WHEN IT’S URGENT AND WHEN IT’S REALLY IMPORTANT, OFTEN UNDER DIFFICULT CIRCUMSTANCES, WE KNOW THAT WE CAN RELY ON THESE PARTNERS, FOR WHICH WE ARE TREMENDOUSLY GRATEFUL” Aside from this esteemed workforce, other partners are also helping to uphold MediGuide’s handsome reputation. Organisations such as Assist Card in Latin America and Greater China and Coris in Europe are a crucial part of the MediGuide backbone, placing their unwavering trust in the company as it expands into new regions, despite it often taking some time for its value proposition to establish major presence. Likewise, the company also works directly with world-leading healthcare centres and medical professionals across the globe, such as the Harvard Medical School and Boston Children’s Hospital, that support its on-demand MediOrbis service. 40 | Asia Outlook issue 44

“The relationships we have with these parties are extremely important,” Vermeulen iterates. “To give you an example, I was at a family gathering on December 23, and received a phone call from someone explaining that their colleague urgently needed brain surgery. They asked us for a medical second opinion, and within six hours we were able to provide them with one thanks to the help of our partner MediOrbis and a leading neurosurgeon from the Cleveland Clinic in the US. “When it’s urgent and when it’s really important, often under difficult circumstances, we know that we can rely on these partners, for which we are tremendously grateful.”

FMI At FMI, (a division of Bidvest Life Ltd), we believe in listening to real South African’s stories to continually innovate and improve our products in order to meet our customers’ individual needs. We understand that when faced with a devastating injury or illness, our customers want peace of mind that their diagnosis is correct and that they’re getting the best possible treatment available. You can’t put a price on that. That’s why we partnered with MediGuide International to offer Medical Second Opinions (MSOs) to all our FMI individual policyholders, at no additional cost.

www.fmi.co.za

HEALTHCARE

Claim Administration Medical Second Opinion Health Screening Administration Genomic Screening Tele-Health Chronic Disease Management Medical Concierge To find more detail of our services: T+84-2873-089990 (117) E info@insmart.com.vn

Asia Outlook issue 44 | 41

MEDIGUIDE INTERNATIONAL BRIDGING THE GAP MediGuide’s stature is not only testament to the admirable efforts of its suppliers, partners and employees. Likewise, the company’s own strategic emphasis helps to play a part in maintaining its leading position at the forefront of the global healthcare market. Right now, this approach comprises an extensive, ongoing digital transformation. Here, the company has been investing heavily in streamlining and digitalising its services, thereby bolstering its customer service offering by introducing an app and opening up new channels of communication.

It has been collaborating with Medicus AI, for example – an enterprise interpreting and translating medical reports and health data into easy-to-understand insights – in order to overcome the barriers that it faces by working as a global healthcare firm. “Let’s assume that tomorrow we have to set up a programme in Serbia for one of our insurance clients, and that programme includes telemedicine,” Vermeulen muses. “They’ll have immediate access to doctors overseas, which would create some complexities owing to language barriers. “We cannot expect that everybody in Serbia speaks English, so we have to

“WE HAVE TO GIVE PEOPLE OPTIONS. IN SOME MARKETS THERE IS A SHORTAGE OF DOCTORS, OR A WAITING LIST. IF YOU WANT TO SEE A SPECIALIST IT CAN TAKE SIX WEEKS IN URGENT CASES, AND OTHERWISE MONTHS”

42 | Asia Outlook issue 44

Paramount Health The brain child of Dr Nayan Shah, Paramount Health Group started its journey in 1996 and today is one of the leading third party administrators (TPA) in India and a recognised managed care service provider in the global market. With its focus on quality customer service and expertise in claims management, Paramount operates in 165+ locations in India, touching more than 52 million lives. Our vision is to connect the healthcare ecosystem and its key players with technology, quality, innovation and effective medical management across the globe.

Dr Nayan Shah

www.paramount.healthcare

HEALTHCARE

Welcome to the world of Paramount. This is where the essence of commitment, quality, and integrity blend together to offer world-class health services across the globe. Established in the year 1996, Paramount began by unfolding its Third Party Administration (TPA) services at a time when the concept of TPA itself was in a nascent stage. With the breadth and depth of experience, it has focused on resolving some of the most sensitive & complex healthcare problems. Maintaining highest standards of reliability and excellence have long been the hallmarks of its services.

Our array of Healthcare Services • Cross border healthcare-Inbound and Outbound with 24x7x365 • Business Process Outsourcing of medical claims • Medical Second Opinion • Parahome Care - Provision of Healthcare Services at Home • IT software integration and development - Enhancement and Improvisations on the Digitized Health Space • Medical Value (Travel For Non Insured) • Servicing of Self Funded groups • Management Consultancy services • Medicine Supply Services • Wellness Services and Concierge Services

With extensive competence in clinical care, healthcare technology, and a global resource base, Paramount has been consistently delivering bestin-class solutions at an unrivaled cost advantage to clients from several domains. Wide array of services offered includes beneficiary enrollment, claim settlement, cashless hospitalization services, call center solutions, medical underwriting, and overseas support. As globalization is rapidly shaping up the world, Paramount has expanded horizons to offer affordable quality care services to clients ranging from insurance companies, corporates, government organizations, and selffunded groups. Having proved its competence in the world of medical insurance, it is now making inroads into various other healthcare services, such as cross border healthcare services, disease management programme, elder care programme, medical recruitment services, claims investigation, pre-insurance health checks, medical underwriting, corporate health portfolio management services, KPO & BPO solutions, school health programme, and value added health packages to name a few. Headquartered in India, with presence in 27 states and 165 locations along with a robust base of medical professionals, Paramount is servicing healthcare needs of clients around the world. Over the years, it has carved a niche for itself with its superior services. The quality of venturing into pioneering services has enabled it to successfully service 52 million lives till date.

401-402, Sumer Plaza, Marol Maroshi Road, Marol, Andheri (East), Mumbai 400 059, India Tel +91 22 40004219/216 | Fax +91 22 4000 4280 | Whatsapp No +91 7718806681 | Email travelhealth@paramount.healthcare

ensure simultaneous translations are provided. This is where Medicus AI is helping us.” Another barrier stems from legalities. Doctors in the US can’t order a prescription in Serbia because of legal limitations and because the names, recommended dosages and contents of drugs are going to vary across borders. Therefore, MediGuide has established a network of local partners around the world, ensuring it is able to uphold its services effectively across hundreds of different countries. “Usually when people come to us seeking help they aren’t suffering from the flu,” the Chief Exec comments. “They usually come with life threatening situations, orthopaedics, fertility issues – a lot of different things, but it’s always serious. “We have to give people options. In some markets there is a shortage of doctors, or a waiting list. If you want to

see a specialist it can take six weeks in urgent cases, and otherwise months. So, we are trying to provide solutions for those in real need and are doing this with the help of our partners by expanding our digital gateway.” Ultimately, through taking these strides, the company will be better placed to continue to help bridge the broadening gaps in healthcare, this latter topic forming the basis of Vermeulen’s conclusion as he ends our conversation with an optimistic yet realistic perspective. “Look at a country like the UK. It spends roughly 10 to 11 percent of total GDP on healthcare, and has a GDP per capita of roughly £30,000,” he explains. “Now take a look at Poland – their GDP per capita is roughly half of the UK’s, and the government’s margins only allow it to spend around seven or eight percent of total GDP on healthcare. “You can see how the health gap in

different markets is growing, but we’re trying to offer those who have the capacity to buy an insurance policy in markets like Poland to overcome such situations by enabling access to Western European medicine at an affordable insurance premium rate. “The unfortunate reality is that there are many people who can’t afford this – it’s something that’s sadly unavoidable. But we will always try to help where we can and improve the healthcare situations of those people who come to us in serious or life-threatening situations all over the world.”

MEDIGUIDE INTERNATIONAL Tel: +1 (302) 425 5912 info@mediguide.com www.mediguide.com

Asia Outlook issue 44 | 43

TEREOS FKS INDONESIA

REVERSING THE

IMPORT TIDE Tereos FKS Indonesia is determined to reverse the trend of reliance on food imports, the joint venture now supplying more than a quarter of the nationâ€™s demand for corn starch Writer: Tom Wadlow | Project Manager: Ben Weaver

44 | Asia Outlook issue 44

FOOD & DRINK

ndonesia is something of a regional posterchild when it comes to telling the story of Southeast Asia’s economic rise. The fourth most populated country in the world, the archipelago nation is also home to incredible cultural diversity, made up of more than 300 ethnic groups who pool together to power what is the largest regional economy. The country’s rise has been impressive. Since the Asian financial crisis of the late 1990s, Indonesian GDP per capita has risen markedly, from just $823 in 2000 to $3,932 in 2018. Poverty in Indonesia has been reduced by more than half (to 9.4 percent in 2019), with the nation now a member of the G-20 and home to the 10th largest economy in the world in terms of purchasing power parity. So, in short, there is a lot to be optimistic about. However, something of an elephant in the room is the fact that Indonesia, despite its enormous agrarian potential, is over-reliant on food imports. “Indonesia is enjoying economic growth of more than five percent compared to the global economic growth of three percent, and increasing demand in the food and beverage industry is also developing in terms of quantity and product type,” explains Maya Devi, Commercial and Operations Director at Tereos FKS Indonesia. “Unfortunately, lots of our food ingredient supply has been dominated by imported products, despite Indonesia housing the potential to produce such ingredients locally.” However, progress is being made. In 2018, the Indonesian food and beverage processing industry was valued at $92.3 billion, with the Indonesian Ministry of Industry expecting to record a growth of at least nine percent for 2019 when figures become available. And Tereos FKS has and will continue to help drive this upwards curve. Asia Outlook issue 44 | 45

TEREOS FKS INDONESIA The organisation was founded in 2014 as a joint venture between Tereos Group in France and Indonesian conglomerate FKS Group, establishing what is now the largest corn wet milling facility in Indonesia. “Indonesia was in a situation where it relied 100 percent on imported corn starch while the demand continued to grow,” Devi continues. “Tereos FKS came in as a pioneer determined to change this situation by investing in the first and most significant corn wet

milling company in Indonesia, and I am hugely motivated to be a part of our effort.” The Commercial & Operations Director is also acutely aware that this year’s progress will be tapered by the ongoing impact of the global coronavirus pandemic, a virus which continues to sweep through populations after first appearing in the Hubei province of China towards the end of 2019. However, the crisis has only fuelled

TWO GROUPS, ONE TEREOS FKS INDONESIA Established in 2014, Tereos FKS Indonesia is a joint venture between French firm Tereos Group and Indonesian conglomerate FKS Group. TEREOS: A group of 12,000 cooperative farmers in France with 49 sites operating in 18 countries. Powered by more than 26,000 employees all around the world, Tereos has bold ambitions to expand in Asia, demonstrated by its venture into Indonesia. It is supported by a dedicated application centre in Singapore. FKS: Operates in various business sectors such as agriculture, land and real estate, and energy. Regarding the agriculture industry, FKS is eager to participate in Indonesia’s vast potential by expanding its portfolio in the starch and sweetener verticals. The JV supplies a wide range of products (corn starch, glucose and high fructose corn syrup, maltodextrin) to support various industries, including food and beverage, feed, textile, adhesive, and many others, also exporting to the likes of Japan, Korea, Taiwan, India, Turkey and Senegal, among other markets.

PT Kaldera PT Kaldera is a leading coal sourcing and distribution company, delivering premium services and solutions for the needs of coal for industrial and power plants in Indonesia. We started off in 2010 as a small-scale coal supplier company, handling the coal retail market from stockpile in Jakarta, Marunda, delivering and supplying coal to small factories by trucks. After gaining more and more networks and years of experience, the company expanded to make strategic partnerships with coal miners from the Sumatera and Kalimantan area, and secured working capital from institutional and banking sectors to support our operations. Now, PT Kaldera has dedicated its operation to supplying the needs of domestic coal demand and distributing coal all over Indonesia. “Our goal is to give the best services and deliver the coal on time, maintaining a high standard of coal quality until delivered to our customers’ factories,” said the Founder and CEO of PT Kaldera, Alexander Tanuhadi. We believe that our primary responsibility is to give our customers peace of mind – they don’t have to worry about running out of coal in their factory as a primary energy source to support their production needs. We strive to be the best, we always listen to each of our customers’ feedback and evaluation as our part of continuous improvement. Trust is the key, and that is what we build and maintain as our primary strength in relationships with our customers.

www.kalderacoal.co.id

46 | Asia Outlook issue 44

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Why you need to choose us as your trusted coal supplier? We are coal supplier company focussing for domestic market. Focussing on certain target market is the key success for every company. We will not leave our local market customers even when the price or the export market demand is high. We are committed to serve the local market specifically. We work close together with the coal miners, from Sumatera to Kalimantan. We acquire and have close relationship with the coal miners ranging from the low calorific Value to the high calorific value coal. The miners are working together with us based on exclusive agreement to ensure our product quality is stable and consistent. We are serving you 24 hours. We understand your concern on running out of coal in your factory. From the time you make the purchase order to us, we have the responsibility to ensure that your factory will not run out of coal and disrupt your production line and timing, and to deliver the coal on time as scheduled.

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Wisma Kaldera, Jalan Cabe V No 52A Pondok Cabe, Tangerang Selatan 15418, Indonesia

TEREOS FKS INDONESIA

Novozymes Novozymes is the world leader in biological solutions and together with PT Bio-Teknika proud to be partners of Tereos FKS Indonesia for many years.

Corn starch

Glucose syrup

Together with customers, partners and the global community, we improve industrial performance while preserving the planet’s resources and helping build better lives. As the world’s largest provider of enzyme and microbial technologies, our bioinnovation enables higher agricultural yields, low-temperature washing, energy-efficient production, renewable fuel and many other benefits that we rely on today and in the future. We call it Rethink Tomorrow.

www.novozymes.com High fructose corn syrup 55

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the company’s desire to deliver. “It has been and will continue to be a very challenging 2020 due to the outbreak of COVID-19,” Devi adds. “Business has been impacted and it has forced us to work creatively outside our comfort zone. A new challenge has been given to us every single day and plans have been crafted to anticipate the worst risk possible. 48 | Asia Outlook issue 44

“This situation forces us to work even harder, knowing that Tereos FKS Indonesia produces products for people’s basic needs, such as noodles, non-dairy cream, meatballs, and more. As a company, we have a civic duty to ensure that our supply chain during this time is not disrupted, while ensuring the safety of our employees on the frontline.”

FOOD & DRINK

â€”

MOTION

ABB AbilityTM Digital Powertrain For efficient, safe and reliable operations The ABB Ability Digitalâ„˘ Powertrain connects drives, motors, pumps and bearings, taking uptime and productivity to the new heights. The data insights gained from the powertrain enables customers to be better connected with their assetsand make even better decisions to ensure safe, reliable and efficient operations.

To discover more, visit abb.com/drives/digital-powertrain-monitoring

Asia Outlook issue 44 | 49

TEREOS FKS INDONESIA

Tereos uses the latest technology

THE ROAD TO SELF-SUFFICIENCY Indeed, the importance of the Tereos FKS operation cannot be understated. Thanks to sustained investment of $100 million since 2014 into its plant, the company now supplies enough corn starch to fulfil 26 percent of national demand, which in volume terms translates to more than 600,000 tonnes a year. Landmark breakthroughs in recent years include the addition of a maltodextrin line as part of its product diversification drive in 2018, while 2019 saw a 30 percent capacity upgrade from 1,000 tonnes per day to 1,300 tonnes.

Devi also reveals that 2020 will see the launch of High Fructose Corn Syrup 55 as its newest product in the sweetener line, the company able to produce more than 70,000 tonnes a year at its state-of-the-art plant in Cigading Port Cilegon, utilising the latest technology to ensure a competitive output that meets global safety standards. The location of the facility is also critical. Cigading Port Cilegon is the biggest grain terminal in Indonesia, meaning Tereos FKS has a competitive supply chain advantage in terms of procuring raw materials. “Our local presence ensures the service we give to our customers is as

flexible and timely as possible, much more so than what any imported product service would provide,” Devi states. “Our location also enables our customers to implement ‘just in time’ delivery methods which support their inventory management. “And for this we really value our relationship with our suppliers. Without them, we will not be able to run and deliver to our customers. “We also implement committed corporate governance on our operation, especially in managing relations with our partners. One example is regarding halal certification. As Indonesia is a country with a majority Muslim population, halal has been an essential certification in the food industry. Therefore, ensuring that we comply with market regulations, we asses our suppliers in compliance with halal standards.”

SAFEGUARDING THE FUTURE Devi equally highlights the critical role of the company’s people, especially in difficult circumstances such as those created by the spread of the coronavirus pandemic.

LEADERSHIP FOCUS Maya Devi Now serving as Commercial and Operations Director for Tereos FKS Indonesia, Maya Davi describes her journey into the sector. “I graduated in 2008 with a major in food technology, and since then started my career in the food ingredients business as sales executive,” she says. “As the world evolves, food will always be the basic need of people, and the technology and innovation around food industries will continue to grow side by side with the demand. “I knew that my technical background combined with a passion for selling would help me excel in this business. I started with food ingredients distribution companies and then moved to work with specialty ingredients, and finally started with Tereos FKS Indonesia five years ago. I was first hired as a commercial manager and then management added my scope to supply chain and procurement, and here I am now as both Commercial & Operations Director.”

50 | Asia Outlook issue 44

FOOD & DRINK

Flowline - Technology LLC

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Jl. Ciputat Raya No. 3B, Kebayoran Lama Utara, Jakarta 12240, Indonesia Telephone: 62-21-7290467 E-mail: sales@dayaesa.com

PT. PALMCO INDONESIA is a Coal Trading Company which only supplies Indonesia’s finest coal products. The coal supplies come from Big & Medium sized reputable mines in South Kalimantan, East Kalimantan and South Sumatera, with Various specification and Calorific value for various purposes, from Power Generation, Steel Manufacturer, Cement Manufacturer, and other industries. T +62 4485 49 63 / 64 F +62 4485 01 30 E marketingsupport@palmco-indonesia.co | www.palmco-indonesia.com

PT DUNIA KIMIA JAYA

Specialty Chemical Manufacturer PLASTIC

PT DUNIA KIMIA JAYA is a specialty chemical manufacturer with various products such as: micronutrient fertilizer, auxiliary chemical for paper industries, footware, water treatment, mining & textile, white oil and Derivative, Sodium metabisulphite and Derivative, Masterbatch, Heat stabilizer.

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Tel (021) 89970430 | Fax (021) 89970431 Email info@duniakimiajaya.com www.duniakimiajaya.com

Asia Outlook issue 44 | 51

TEREOS FKS INDONESIA As the Commercial & Operations Director previously stated, ensuring food ingredients continue to be produced during a time of difficulty is vitally important if Indonesia is to combat the virus effectively, work which ultimately relies on the dedication and application of Tereos FKS’s team of staff. “Our employees are the backbone of the company,” Devi says, “and we must ensure they are empowered by giving them opportunities to thrive in their careers and overcome new challenges in a fast-paced environment. “Around 98 percent of our

workforce are Indonesian nationals, and we have equipped them with technology transfer from European experts. Recently, we launched an employee exchange programme with our headquarters in France to increase their international exposure of the global business environment. “I always encourage my team to be agile depending on the circumstances that we face. In times of crisis, it’s vital that we are decisive and quick while also remaining thoughtful. During discussions for new ideas, it’s also very important to be a good listener and value others’ opinions.”

Tereos FKS works hard to uplift the fortunes of those living in local communities 52 | Asia Outlook issue 44

As well as its own people, Tereos FKS works hard to uplift the fortunes of those living in local communities. It does this in a number of ways, including provision of humanitarian aid during natural disasters, entrepreneurship training for women, sanitary programmes in schools, and donations towards the hosting of religious events. Recently the company offered scholarship programmes to engineering students at a local university, giving them the chance to acquire first-hand work experience to get a feel for the industry. Indeed, it recognises that Indonesia has a large

FOOD & DRINK

and young population, one which will require a new generation of leaders in order to maximise the nation’s ever advancing socioeconomic potential. Continuing to serve as a good corporate citizen is just one of many objectives for the year ahead, Devi concluding the conversation by outlining the company’s business-driven goals, the fulfilment of which will only enable Tereos FKS to contribute even more to societal activities. “Tereos FKS Indonesia is the largest corn wet milling company in the country, and we aim to keep our leadership in Indonesia,” she says.

“We also plan to retain our commitment to supporting our customers through innovation at our research and development and application lab. And finally, we are aiming to discover further growth potential in the starch and sweeteners product groups – product diversification has been key of our business and will continue to be so. “At the end of the day, food production has always been a sustainable and critical business as it fulfils the basic needs of human beings. “However, innovation and competition have always been the key success factors to ensure

the sustainability of its players – nowadays, the consumer has such dynamic trends which affect the market demand. Therefore, to keep us ahead of our competitors, we must ensure that our product portfolio fulfils the market and offers the innovation that is expected.”

TEREOS FKS INDONESIA Tel: +62 (0)21 57950882 www.tereosfks.com

Asia Outlook issue 44 | 53

CELLCARD

INNOVATION AT A

54 | Asia Outlook issue 44

TECHNOLOGY

TIME OF CRISIS Cambodiaâ€™s longest standing and only Cambodianowned mobile network operator has become a shining light for the region in responding to COVID-19 and acting fast to support the medical community at the frontline Project Manager: Donovan Smith

Asia Outlook issue 44 | 55

CELLCARD

s reported cases of COVID-19 rise in Cambodia, Cellcard has switched with incredible speed to safeguard its operations and respond to customers, ushering in a range of new plans and services including the country’s first 5G use case, Telemedicine. Cellcard is the only Cambodianowned mobile network operator in the country and the longest standing of more than 23 years. The Royal Group of Companies includes more than 30 businesses, including the leading telco Cellcard, and the country’s leading internet service provider EZECOM, the largest e-money company Wing, the Cambodian Broadcasting Service and digital television company Digital Sky. Together they form the Royal Group ICT Division, and united they stand by the vision to lead the full digitalisation of Cambodia and see it move to a middle-income economy by 2030. And so when COVID-19 required each C-level executive in the Royal Group to re-evaluate and respond, there emerged an impressive launch of new products and services with the full backing of the Cambodian Government with Chairman Kith Meng coordinating personally with the Ministry of Health and Ministry of Posts and Telecommunications. With 70 percent of the Cambodian population interacting with a Royal Group company every day, it’s easy to see how impactful a joint response could be in a market that is showing one of the most accelerated uptakes of mobile data and online content in Southeast Asia. The main focus of this response is the nation’s first 5G use case, Telemedicine, giving the Ministry of Health a vital lifeline to patients wherever they are via mobile phones and devices. Cellcard has been preparing its 5G rollout for some months and conducted its latest live demonstration of its 5G speeds in Phnom Penh to a high-ranking government delegation 56 | Asia Outlook issue 44

Keeping Cambodia connected is crucial at a time when many everyday services are hampered

Indochina Research Ltd. (IRL) is the only research firm that specializes in integrated market research solutions in the Indochina region that includes Cambodia, Laos, Myanmar and Vietnam. We have been offering a broad range of marketing research and brand consultancy services to a diverse range of clients operating in all key consumer and business sectors.

Indochina Research Cambodia Phnom Penh 37ABC, Street 271, Sangkat Phsar Doeum Thkov, Khan Chamkarmon, Phnom Penh

Tel +855 23 215 184 Fax +855 23 215 190 Email cambodia@indochinaresearch.com www.indochina-research.com

CELLCARD

Printcare Group Printcare Group, based in Sri Lanka and India, is one of Asia’s most respected printing, packaging and pre-media solution providers. The group uses the most technologically advanced equipment available to provide design-to-delivery print and packaging solutions for customers in five continents. Our customers cover a broad spectrum of industries, including telecommunications, apparel, FMCG, digital media, education, lotteries and promotions. At its purpose built security facility, Printcare Secure Ltd, a member of the Printcare Group, produces hundreds of millions of specialised phone cards, instant lottery tickets, promotional tickets and security documents each year and has been the supplying Cambodia’s premier Khmer telco operator – Cellcard - with millions of phone cards since 2005.

www.printcare.lk

Camtower Link Communication Cellcard has devoted a huge amount of resources to helping Cambodia combat the coronavirus outbreak, helping the nation stay connected during a time of crisis in February, showing speeds in excess of 1.6 gigabits per second. Most customers on Cellcard’s 4G currently enjoy 20 to 30 megabits per second depending on location. Little did Cellcard know that just a few weeks later, this 5G capability would be so swiftly escalated into a Telemedicine service to help in the battle against COVID-19. The Telemedicine service is based out of four main centres in Phnom Penh – the Khmer Soviet Friendship Hospital, the Chak Angre Health Center, and the headquarters of the Ministry of Health and Ministry of Posts and Telecommunications. The nation’s leading doctors can 58 | Asia Outlook issue 44

Kith Meng, Chairman now deliver video conference consultations with 5G ultra-high speed and high definition video and can coordinate on-ground medical teams. The solution uses Cellcard’s Standalone 5G site and EZECOM’s fibre optic cable with a router and video conferencing platform and terminal at each of the four locations. Plans are already underway to expand quickly to more than 10 locations to give many more doctors access to the service and fully trained, before the crisis worsens. Cellcard launched a new tarrif plan Cellcard 4U, giving customers the Kingdom’s first rollover plan enabling customers to save up all their unused

Our utmost gratitude to Cambodian local authorities and other relevant ministries in the country for their support to our company. We strive to become a premier telecommunications facilities provider in the Royal Kingdom of Cambodia. We pray the world would heal from the COVID-19 pandemic soon.

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TECHNOLOGY

Establishing partnerships, exploring possibilities and discovering perfection.

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Asia Outlook issue 44 | 59

CELLCARD data, voice and SMS. The innovative plan also gives the customer every fourth week free of charge. At just $1.25 a week for five GB of data, 5,000 minutes of voice calls and 500 SMS, the plan is priced for the majority of nation to help them stay connected during the coronavirus pandemic and accesses internet for vital news and information. Cellcard was the first to adopt a voice messaging on the ring tone to urge people to stay calm and stay united in the fight against the virus. It also waived all voice and SMS charges to all doctors and medical staff registered with the Cambodian Ministry of Health. Cellcard CEO and CEO of Royal Group ICT Division, Ian Watson, says the Group would do everything possible to support the medical community whose work was of utmost importance to national security. “Our employee’s good health is of

60 | Asia Outlook issue 44

primary importance to us. We have taken serious consideration to keeping all members safe while working in our designated primary and alternate locations. The amount of work being done despite challenging conditions is tremendous and the innovation I am seeing from my team is outstanding,” he comments. “Our engineers have installed the Telemedicine service in less than one week. We launched a completely new tariff with nationwide communications in just five days. We have close to 2,000 doctors and nurses using our free voice and SMS service. “Further, we established our free SIM card delivery service in a matter of hours, to get our SIMs to customers wherever they are to keep them connected and online. “The virus pandemic has indeed caused many industries and companies to wind down, but Cellcard and the ICT

Cellcard is committed to doing everything possible to support Cambodia’s medical community, from donating equipment to offering telemedicine services so doctors can serve more patients Division of Royal Group is ramping up.” Wing Money has waived all Wing-toWing transactions fees and increased its merchants to facilitate cashless and contactless transactions such as utilities, food and groceries home delivery. EZECOM has doubled its internet speeds for all customers for three months and launched a heavily discounted plan for its higher speed packages.

TECHNOLOGY

Cambodian Broadcasting Service is working side by side with the Ministry of Health, making sure all live press announcements and safety campaigns reach as many living rooms as possible, free of charge. Digital Sky has launched a new e-learning channel for grade 12 students so their studies can continue and not impact the final exams. The channel will expand to other grades as all schools remain closed. “This is just the beginning,” Watson says. “We are conducting daily video calls with our executives challenging them to lead the way with innovative ways to keep operations running, employees in jobs and customers supported with care and assurance that things will get better and that we are here for them every day, 24-seven.” Cellcard is no stranger to Asia Outlook magazine. Its first article was published in 2018 when it heard of the resounding success of the very bold and aggressive 4G LTE rollout, going

Ian Watson, CEO

from 300 sites to 3,000 in the space of just 12 months. We again checked in with the CEO 12 months later as news spread of the firm’s continued success and multiple global awards, including 5G Asia CXO Operator of the Year. Now, as Cellcard celebrates its sixth consecutive Ookla Speedtest Award, Cambodia’s undisputed 4G network leader is switching focus at lightning

speeds to usher in 5G for one of the most worthy use cases humanity could ask for right now. “We always maintained that Royal Group and Cellcard would lead Cambodia into the digital age with 5G, with a strong commitment that the technology would improve lives,” Watson adds. “Things are changing on a daily basis, but the one thing that stays constant in this time of uncertainty is that Royal Group and Cellcard will stand by its customers 100 percent, and together we will see this through and become better leaders, better managers and better people as a result.”

CELLCARD Tel: +855 12 812 812 / 812 customercare@cellcard.com.kh www.cellcard.com.kh/en

Asia Outlook issue 44 | 61

JONATHAN CHARLES FINE FURNITURE

MANUFACTURING

The Vietnamese Hallmark of

Quality

hen Jonathan Sowter discovered the world of furniture making during woodwork classes at high school, little did he know that his company would be crafting a dining table worth $240,000 from a facility in Vietnam. Fast-forward to the present day, and this is exactly what has happened. Sowter is the Founder and CEO of Jonathan Charles Fine Furniture, a specialist designer and manufacturer of the highest-quality European antique replicas and in-house unique pieces. One of which was an extraordinary dining table for a client in the Middle East, this single item the perfect demonstration of what the company represents – the finest craftsmanship money can buy in the world of furniture making. But how did a British high school student end up running his own business based out of Vietnam? It is a fascinating story, one driven by a desire to combine practical skills with a flair for design – in short, to provide an alternative to the mass-produced mainstream. “My mother was an interior designer, and I have always enjoyed making things and am intrigued by craftsmanship and materials,” Sowter says.

Jonathan Charles Fine Furniture has built a reputation for blending modernity with craftsmanship from its highly specialised facility in Vietnam, the passion of its people a defining factor in its ongoing success story Writer: Tom Wadlow | Project Manager: Kyle Livingstone

Jonathan Sowter, Founder and CEO of Jonathan Charles Fine Furniture (pictured right)

“I realised when I was about 12 or 13 that this was what I wanted to do, so I left school to join a furniture company at 16 and have been in this industry ever since, barring two years when, ironically, I taught woodwork in between jobs. “By the time I got to 21 I knew I was a good craftsman making high-end furniture, but what I was making was, albeit well-made, ugly. It dawned on Asia Outlook issue 44 | 63

JONATHAN CHARLES FINE FURNITURE

Sowter was headhunted to start up a furniture factory in Rajasthan, and in 2004 started his own business me that I wanted to both design and make furniture, so I went to university as a mature student and enrolled on the best course available at the time.” Sowter was soon headhunted by Paul Maitland-Smith to start up a furniture factory in the Indian state of Rajasthan, the business moving to Vietnam two years later where he has lived ever since. “When Paul decided to sell the company, I decided to do something for myself and started Johnathan Charles in 2004,” Sowter recalls. “I sold my house in the UK, paid off my student debt and invested in some machines and 10 workers. My expectation was to grow to something like 100 employees and make a nice living producing quality furniture for a handful of clients.” 66 | Asia Outlook issue 44

ABOUT JONATHAN CHARLES FINE FURNITURE Based in Binh Duong Province, the industrial zone just outside of Ho Chi Minh City in southern Vietnam, Jonathan Charles Fine Furniture has been trading since 2004. Today the company houses a portfolio of around 2,000 high-end furniture products, including bars, beds, cabinets, chairs, chests, screens, mirrors, tables, accessories and sideboards across modern and traditional styles. Jonathan Charles also carries out bespoke projects for clients, its mantra being that anything is possible if the client has the budget to match their desired product. For trade customers, the company has created a specialist dining table creator platform which enables customised designs to be priced up within a few days. From the dimensions to the wood choices to the tabletop borders, there are a tremendous number of combinations that can be created, all of which given the Jonathan Charles stamp of uncompromised quality. For more information, visit www.jonathancharlesfurniture.com

ased in Höchst, Austrian firm Blum is a family-owned enterprise specialising in the production and distribution of functional furniture fittings.

In 2013, the solution won a European Inventor Award 2013 in the Industry category, the system being invented out of a determination to bring an end to Victorian-era hinges.

The company has a long, rich history, founded in 1952 by farrier and carriage smith Julius Blum, his first product being a horseshoe stud designed to prevent horses from slipping. Blum’s first venture into the world of furniture came in 1958, six years later, when it created its inaugural hinge, named ANUBA, for doors, windows and other types of furniture.

Today, BLUMOTION is found in almost every type of furniture as has become an industry reference point, and is significant factor in Blum’s rise to the top of the industry. The company employs approximately 8,000 people with a turnover of €1.89 billion.

Today the firm’s portfolio comprises several product groups, including lift-, hinge-, box- and runner systems for home furniture, with a particular focus on kitchen items. Blum operates from eight production facilities in its home country Austria, as well as further manufacturing sites in the United States, Brazil, and Poland, along with 30 other subsidiaries and representative offices which are all part of the Blum Group. Blum products are renowned for having wellthought-out functions, award-winning design and a long life. This high-quality standard also applies to the company’s customer services and to cooperation with partners. The company is also the inventor of the dampening system known as BLUMOTION, which has become an industry standard for the way it silently allows furniture doors to close no matter how hard they are pushed.

T + 84 28 3822 3304

Indeed, BLUMOTION is emblematic of Blum’s approach to business. Its range of services offered today is the result of regular exchanges with kitchen manufacturers, cabinetmakers and fittings distributors. A long-standing and important customer of Blum is Jonathan Charles Fine Furniture in Vietnam, a partnership the two parties are looking forward to building on in the years ahead. Established more than a decade ago, the collaboration with Jonathan Charles was an ideal match given the two companies’ standing as furniture industry pioneers which are built on unwavering dedication to delivering quality. Jonathan Charles is a keen user of Blum products and innovations and also benefits from Blum’s global warranty scheme.

E info.bvn@blum.com | www.blum.com

JONATHAN CHARLES FINE FURNITURE

JOINED AT THE HIP Jonathan Charles is reliant upon an esteemed network of suppliers in order to produce its furniture, companies which Sowter is quick to acknowledge. “We are essentially able to buy in materials from anywhere in the world due to our tariff arrangements, so can choose the best suppliers possible,” he says. “However, many materials are like commodities and can be sourced in equal quality from many different sources. “You therefore find yourself focussing on building relationships with people, and the longer you’re in business the more you realise how critical your supply chain is on a day to day basis. The coronavirus situation has shown that these relationships are more important than ever before. “Fortunately, we have a minimum of three suppliers for each material, but for things like chemicals you can’t just change supplier overnight. We are joined at the hip in many relationships.”

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The 1,700-strong team benefit from excellent training and development opportunities

DIVERSIFIED AND PERSONALISED The company enjoyed almost immediate success in remarkable fashion. Within three years the enterprise had swelled to 1,400 people in order to fulfil demand streaming out of the United States for quality, crafted furniture. But what defines the company today arguably emerged out of a period of crisis. In 2008-2009, the global financial crash threatened to decimate business for Sowter, who immediately set about diversifying the business’s income streams and opening up Jonathan Charles to new markets and opportunities. “Everything fell into place for us in America to begin with, including my English accent and ponytail,” Sowter quips. “But the crash showed we were relying on one market far too heavily, and that I wasn’t sticking to my original business plan to spread risk. “This prompted us to focus

extremely hard on finding new markets, and today we sell tailored, market researched products in 52 different countries and employ over 1,700 people. We have done our homework on each country, and that has been the key to our success internationally.” The company also took the decision to streamline its vast portfolio from near 6,000 at peak to around 2,000 pieces which make up its catalogues today, ranging from beds, cabinets and chairs to mirrors, tables and sideboards, exemplary quality furniture which is typically sold to high-end retailers, interior designers and hotel brands such as Ritz-Carlton. There is, however, one underlying foundation that has remained steadfastly the same throughout Jonathan Charles’s busy and expansive journey. It operates out of a single location with four specialised buildings in Binh Duong Province, the industrial zone just outside of Ho Chi Minh City – this is a vital detail, for it enables the firm to

MANUFACTURING

Every piece of furniture is designed with meticulous attention to detail

Asia Outlook issue 44 | 69

JONATHAN CHARLES FINE FURNITURE

Jonathan Charles produces all furniture components in-house 70 | Asia Outlook issue 44

control and produce every element of every piece of furniture. Such is the comprehensive, trusted reputation earned by this exacting attention to detail, Jonathan Charles also serves as a hardware maker for other furniture companies and acts as an OEM for other brands such as Ralph Lauren. “We don’t compromise on quality and offer a personal touch with our customer service,” Sowter says. “The fact I am a designer and also the CEO helps in this regard – I can walk onto the factory floor and start making things if I wanted to. “I understand the nuts and bolts of the factory floor and have engrained into me the high-end perfectionist of a craftsman, and it didn’t take long to realise that the secret to our success was that attention to detail. “The daily challenge of trying to get the traditional craftsmanship onto modern furniture is a great one for a designer and is what I live for. Jonathan Charles is known for being a master of the traditional, but what we are pushing for now is to blend with

the modern, reflected by the fact we now have two catalogues of products of equal size. “I am definitely a products man and each design I treat as one of my babies – the business side of things is where I really rely on my team to be smarter than me.” As well as business-savvy senior management, Sowter is also able to rely on his 1,700-strong team of highly skilled, passionate craftsmen and women who go the extra mile to deliver a perfect product. The CEO further points to how his team are extremely loyal, many having been with the firm for several years, benefitting from extensive training and development opportunities. “We do hire some expats for technical expertise, but I prefer to train our craftspeople from scratch,” Sowter continues. “If they have experience in another factory, then those ways of working act like muscle memory, which is not what we are looking for. “We invest heavily in upskilling our people into well-paid, quality craftspeople, who are without doubt

MANUFACTURING the reason we are so successful. We are blessed with a proud workforce who put everything into the final 10 percent, which are the hardest yards to make. “The Vietnamese people have been and are amazing, and I wouldn’t be here now if it wasn’t for their dedication and passion.”

INTO CHINA Such an emphasis on quality craftsmanship, the Vietnamese hallmark, has proven a massive hit in China. Now the second largest market for Jonathan Charles and responsible for around 20 percent of revenue (the US accounts for 30 percent), Chinese buyers are increasingly looking to source finer pieces of furniture for their residencies, hotels, restaurants and other establishments. In 2018, Sowter made the momentous decision to welcome leading

“THE PLAN IS TO OPEN 100 JONATHAN CHARLES STORES WITHIN FIVE YEARS, WHICH IS A MASSIVE OPPORTUNITY. THE ROOM TO GROW HERE IS ENORMOUS, AND MARKOR IS THE PERFECT PARTNER TO MAKE THIS HAPPEN” furniture retailer Markor into the company as a shareholder, a move which the CEO believes will propel the country into the firm’s number one market in years to come. “Markor is the king of furniture in China and was the first such company to list on the Shanghai Stock Exchange,” he adds. “They approached me because they wanted to have a higher-end brand in their portfolio, and I in turn was looking to find a serious foothold into the Chinese market. “The plan is to open 100 Jonathan Charles stores within five years, which is a massive opportunity. The room to grow here is enormous, and Markor is the perfect partner to make this happen. I have seen a lot of stores in a lot of countries, but Markor outlets are something else entirely – they are on a new level.” Sowter admits that the prospect of 100 Jonathan Charles stores in China will bring enormous pressure to deliver, but he signs off the conversation in confident fashion, reiterating that the one constant throughout this company’s journey to date will remain the same. “We are and will remain proudly made in Vietnam,” he says. “That attention to detail, drive for perfection is our secret sauce and we will never compromise on that.”

JONATHAN CHARLES FINE FURNITURE Tel: +84961033883 marketing@jonathancharles.com www.jonathancharles.com

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CKL GROUP OF COMPANIES

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RETAIL

Driven by Diversification CKL Group of Companies is a story of self-sustained transformation. Once a humble tyre retailer, it is now renowned as a market leader across numerous industry verticals Writer: Jonathan Dyble | Project Manager: Josh Hyland

Asia Outlook issue 44 | 73

CKL GROUP OF COMPANIES

ransformation is one of biggest buzzwords in the world of business. It’s a hype term, summarising the aspirational plans of many companies to move from point A to point B and reach ever greater heights. There can be some real value in the buzz, however. For those organisations dedicated to making progressive decisions, transformation plans can become true success stories, CKL Group of Companies being a prime example of the opportunities that can be derived from a well thought out and forward-thinking strategy. “When I first joined CKL 15 years ago, the company only had its Lim Tayar automotive retail and distribution businesses,” explains Clement

Lim, its Executive Director. “Having travelled abroad, I had seen numerous trends emerging across Southeast Asia, and could see tremendous opportunity to make meaningful changes that would benefit the organisatio’’s long-term growth.” To say that this opportunity has been realised would be something of an understatement. Lim Tayar has transitioned from a tyre dealership into Malaysia’s only wholly owned independent retailer of its kind with a network of stateof-the-art stores. Further, CKL has added a number of new strings to its bow including School of Skills (SOS), a fully-fledged vocational education entity, and Blue Labs – its automotive

ONE GROUP, SIX COMPANIES CKL Group of Companies is comprised of six self-sustaining business divisions. RETAIL: A household name in Lim Tayar, well known in the automotive services industry established since 1985. With a network of retail stores spread throughout Malaysia’s Klang Valley in the capital area, it operates as a one-stop car maintenance service centre, meeting the needs of a vast range of vehicle models. DISTRIBUTION: Established in 1996 to strengthen CKL’s structure in the automotive services industry. It imports and is sole distributor for tyres, automotive replacement parts, lubricants and specialty chemicals that are delivered nationwide. EDUCATION: Vocational/technical school preparing people for employment opportunities within the automotive services industry. Students benefit from real-world experience to ensure they are well prepared. TECHNOLOGY: Formed to push technological boundaries within the automotive industry, Blue Labs looks into the telematics and big data primarily to enable car owners to connect to aftermarket service centres for maintenance work. It allows easy monitoring of maintenance-related information through onboard custom diagnostics.

Continental AG Continental AG is one of the largest tyre manufacturers worldwide and one of the world’s leading suppliers to the automotive industry for tyre and brake technology, vehicle dynamic control, as well as electronic and sensor systems. Over the years, Continental Group has developed pioneering technologies and services for the sustainable and connected mobility of people and their goods. Founded in 1871, the technology company offers safe, efficient, intelligent, and affordable solutions for vehicles, machines, traffic and transportation. In 2019, Continental generated sales of €44.5 billion and currently employs more than 240,000 people in 59 countries and markets. The tyre business area has 24 production and development locations worldwide. Continental is one of the leading tire manufacturers with around 56,000 employees and posted sales of €11.4 billion in 2018. Continental ranks among the technology leaders in tyre production and offers a broad product range for passenger cars, commercial and special vehicles, as well as two-wheelers. Through continuous investment in research and development, Continental makes a major contribution to safe, costeffective and ecologically efficient mobility. The portfolio of the tyre business area includes services for the tyre trade and fleet applications, as well as digital management systems for tyres.

INSURANCE: Offering insurance coverage for both the commercial and non-commercial segments as well as to car owners with better premium rates. PROPERTY INVESTMENT: A real estate investment company handling property management, from leasing to maintenance. www.continental-tires.com

74 | Asia Outlook issue 44

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CKL GROUP OF COMPANIES

How do you contribute through corporate social responsibility? CLEMENT LIM: “Through SOS, we offer scholarships to students as a means of encouraging participation in certain sectors. We want to change perceptions about the industries that we operate in, that they shouldn’t be viewed as a last resort when it comes to developing a career. “We hope to be able to show the next generation of leaders that there is tremendous opportunity to be had, both in our group of companies and these wider industries.”

technology division delivering IoT, big data and telematic expertise. “SOS began six years ago,” Lim reveals, pointing to the former. “We educate high school graduates in mechanical engineering with accreditation from the UK, these students then going on to secure employment with either us or our partners. “Blue Labs is a more recent venture. We saw the potential that it would offer in the future owing to the rise of electric and autonomous vehicles. While these technologies may take a while to materialise, we’re positioning ourselves to be able to contribute in these spheres.”

FIRM FOUNDATIONS Today, CKL is highly active in Malaysia’s automotive and property ecosystem. The launch of new segments such as Blue Labs and SOS have not been of detriment to the wider business, each new entity built from the ground up to be fully self-sustaining and autonomous without leaning on the rest of 76 | Asia Outlook issue 44

the group for support. “We do not believe in creating cost centres. Each division should be profitable after an agreed initial period,” Lim comments. “At CKL, our businesses are able to reinvest in themselves constantly rather than relying on external funding. “Through this structure we are able to make drastic changes and back each other when it matters in difficult situations. When new prospects present themselves, we consider how they might benefit our core business, and through this simple mindset can make yes or no decisions quickly and with focus.” Built on these attitudes, CKL is well placed to both capitalise on new opportunities and overcome challenges, its foundations further reinforced by an extensive, loyal, growing network of esteemed suppliers and partners. The Executive Director explains, deeming the efforts of these organisations as critical: “We view our partners as a key component of our success.

RETAIL

Asia Outlook issue 44 | 77

CKL GROUP OF COMPANIES

“One of our longest standing partners has been with us for 30 years! We have been supported through difficult and good times and it is working with those partners who will always have your back with reliable products and services that provide us with peace of mind.” Lim also identifies CKL’s workforce as being highly important. During what has been a definitive transition period for the group, where many multiple decisions and changes have been made for the betterment of the company, its employees have embraced progress at every juncture, the company repaying this unwavering faith through numerous training and upskilling programmes. It runs masterclasses on business coaching for its managers and soft skill sessions for its frontline staff, proactively working to keep them ahead of the curve. “I have always said that we are in the people business,” Lim states. “We are always looking at new ways to improve the learning, training and educational resources available to our people. “We have a young and dynamic team and have been challenging each 78 | Asia Outlook issue 44

other to ensure the company stays at the forefront of the industry. Our staff are a hugely important asset.”

PROACTIVELY ADAPTING Indeed, leveraging these pillars, philosophies and 35 years of experience, the future looks particularly bright for CKL Group of Companies. Lim Tayar is particularly buoyant in Kuala Lumpur and around the capital area where more than half of Malaysian

Lim Tayar was the first brand under the CKL umbrella of companies

RETAIL

“I’M EXCITED FOR THE FUTURE – WE HAVE ASSEMBLED A STRONG WORKING TEAM WHICH WILL BE ABLE TO CARRY OUT SOME OF THE PROJECTS THAT WE HAVE BEEN GEARING UP FOR” GDP is derived. Meanwhile, its education and distribution businesses have established footprints nationwide, the company now exploring opportunities in other markets across Southeast Asia. Be it franchising retail outlets or restructuring its distribution division, both local and international expansion are almost certainly on the cards. “We have intentions to run pilots soon,” Lim muses. “Our retail model conversion from dealership to independent has been a triumph, and there are other success stories. I’m excited for the future – we have assembled a strong working team which will be able to carry out

some of the projects that we have been gearing up for.” Beyond this immediate optimism, the Executive Director also offers up a sense of realism as he looks long term. Here, Lim circles back to the importance of the company’s new technological entity as our conversation comes to a close, confident that CKL will continually evolve to maintain its place as a true stalwart of Malaysian industry. “You cannot stop the future from coming and the Southeast Asian market is primed for growth in the next 10 to 15 years,” he states. “In my eyes, technology will be the key driver across all industries. I’m

keen to see how batteries in electric vehicles and charging stations will impact the automotive sector, for example. It’s a matter of how new technologies are applied to each vertical and the effects they have. “We will remain proactive in adapting as and when it is necessary.”

CKL GROUP OF COMPANIES enquiry@ckl.com.my www.ckl.com.my

Asia Outlook issue 44 | 79

CPC ENGINEERING

In it for the

Long Haul CPC is committed more than ever to its long-term relationships with clients, the company continuing to deliver on projects in Asia, Africa and at home in Australia Writer: Tom Wadlow | Project Manager: Donovan Smith

o matter what part of the world you are in, 2020 looks set to be defined by the progression of and fallout from the global coronavirus pandemic. From China where the outbreak began to Italy where the disease has taken a particularly strong grip on the older population, consumers, businesses and governments are having to work together in a wartime-like spirit to ensure life goes on. The knock-on effect on industry is and will continue to be enormous. For many organisations an important balancing act is taking place, decisions which must take into account employee and societal welfare alongside the longevity of their enterprises. For Perth-based CPC Engineering, these conversations are happening almost daily. “Quite a few of our plans, as with many organisations, have gone out of the window,” comments CEO Glen Weir. “We’re sitting down on a very regular basis to discuss and evolve our COVID-19 management plan and mitigate the impacts it will have on our business. “It has the potential to severely impact us, so we’re looking at the 80 | Asia Outlook issue 44

CEO Glen Weir has been leading CPC Engineering for 17 years

services we can offer to clients who are also impacted by the virus. For instance, we had one customer who contacted us to say they are moving their plant’s workforce to a two weeks on, two weeks off roster, so we’ve put forward a proposal to supply additional personnel to fill the gap.” This is a typical example of why CPC is a longstanding, reputed mid-tier provider of engineering design, construction and maintenance services to the minerals resource sector around the world. It is nearing 50 years in operation, a reputation built on long-term relationships with clients and supplier networks, and one which will no doubt stand it in good stead as it seeks to navigate the uncertainty that lies ahead. Weir has been CEO of the organisation for the past 17 of these years, joining the firm in 2003 in what he saw as a once in a career opportunity. “Back then CPC was much smaller with about 30 people on its books, and I thought if I don’t do it now then I probably will never do it, so I decided to take the plunge,” he recalls. “I took the job on and it has been a fantastic journey – we’ve grown from 30 staff

“We’re sitting down on a very regular basis to discuss and evolve our COVID-19 management plan”

CONSTRUCTION

and a turnover of $7 or $8 million to 300 people and revenue of $80 to $100 million. “Our workshop and office networks have greatly increased, as has our portfolio both in terms of locations and the industries we serve.”

FIRM FOUNDATIONS Indeed, in 2019 we spoke with General Manager of CPC Project Design Rod Davies, who outlined plans to consolidate recently acquired growth by completing and taking on new

projects at home and abroad, and this is exactly what has been happening. An important milestone for CPC in Africa came with the completion of the Balama graphite mine in the Cabo Delgado province of northern Mozambique in 2017, by far the largest graphite plant in the world and which at full capacity can produce up to 350,000 tonnes of concentrate a year. The client in question is Melbournebased Syrah Resources. As well as delivering the front-end engineering design (FEED) study for the project,

CPC was also awarded the engineering and procurement contract for the mine’s design phase, a process which was completed inside 12 months and managed from the company’s Perth office. Following the completion of the engineering phase, a team from CPC joined the Syrah construction and commissioning teams on site to ensure smooth project delivery. “This was a landmark development for CPC and our African project design office,” Weir says. “This was the first Asia Outlook issue 44 | 81

CPC ENGINEERING

Drytech Drytech was established with the purpose of providing tailored thermal drying solutions for the mineral, chemical and food industries. The company has developed over the last 38 years into a leading thermal process engineering company offering its clients tailored designed solutions and equipment to meet their processing requirements. This philosophy extends from pilot plant development and testing through to turnkey installations.

CPC’s main locations of operation are in Australia and Africa tender we won through a competitive process, and from our perspective the job went extremely well, especially as we faced technical challenges over equipment selection for a graphite plant of that size.” The success at Balama played a significant part in CPC securing work with Black Rock Mining, another Australian firm with operations on the African continent, this time in Tanzania. Weir describes how the company has completed important studies for the Mahenge Project in the country’s Ulanga district, around 300 kilometres southwest of Dar es Salaam. “Part of this involved operating a pilot plant in Canada and providing technical expertise for a second pilot plant campaign in China,” he says. “Black Rock has worked proactively with the Tanzanian government to come to agreements and the signs are good. When it proceeds, we will secure the role of client engineer, providing engineering design and 82 | Asia Outlook issue 44

managing the interfaces between local and international suppliers. “The plant will be built in four separate million-tonne-per-annum modules which will produce around 85,000 tonnes of concentrate a year, with each module to be operational for a year before moving onto the next. When it gets off the ground it will be a very significant project for us.” CPC is also looking to establish itself as an active supporter of local African businesses. In South Africa, it has entered into an alliance with three companies with the aim of helping them to bring their services to market. While the Africa Project Partnerships is in its early stages, if successful CPC will be able to open up what could be game-changing international opportunities, the South African firms in question being Power Plant Electrical Technologies Pty Ltd, Steel Services and Allied Industries Pty Ltd and Strutfast Pty Ltd.

Through the years Drytech has developed a wealth of in-house expertise along with an extensive laboratory and pilot plant facility, where continual research and development of improving existing and developing new technologies are tested. Drytech has successfully developed numerous complex thermal processes ranging from mineral concentrate flash dryers to high-temperature reduction kilns and continuous vacuum dryers. Drytech has developed a strong reputation, both on the local market and international arena, for providing innovative design solutions to thermal processing problems and a reputation for providing robust and durable processing equipment. Drytech is unique in the industry in that it is not dedicated to any particular type of equipment or process, so it is not restricted in its approach to solving client process requirements. Drytech prides itself on solving processing problems using ‘a first principles’ design and development approach. This allows Drytech to offer a wide range of processing solutions Cost-effective, flexible, reliable, customised solutions are what you can expect when Drytech becomes your thermal processing partner!

www.drytech.co.za

drytech

INTERNATIONAL HOLDINGS

Room 104 A Moka Business Centre Mount Ory Road Bon Air, Moka, Mauritius info@drytech-int.com

WORLD LEADERS IN - Thermal Processing - Mineral Concentrate Drying

Products Calciners Conveyor Dryers Custom Designed Dryers Flash Dryers Fluid Bed Dryers Fluidised Bed Combustors Rotary Dryers Spray Dryers Vacuum Dryers

Cost-effective, flexible, reliable, customised solutions are what you can expect when drytech international becomes your thermal processing partner!

Services Consultancy & Feasibility Studies Dryer Audits System Upgrades Product Testing / Process Piloting Process Development & Research Conceptual System Design Specification Development Design & Supply of State of Art Equipment Supervision of Erection Commissioning Services Full Turnkey Projects Global Representation

www.drytech.co.za

CPC ENGINEERING

ADVANCING IN AUSTRALIA Closer to home, the company continues to be busy across a number of study and design developments for various clients, especially in Kalgoorlie (WA), a place very close to the CEO’s heart. “I was actually born here before moving to Perth when I was six years old,” says Weir, who recalls how stories from his father, an underground miner, inspired his curiosity in the sector. “When I finished my degree at what is now Curtin University, I secured a job as a graduate electrical engineer with Western Mining Corporation. “My first job was therefore back in Kalgoorlie in 1979, and I couldn’t have asked for a timelier introduction to the industry, as that was the year gold prices went from about $220 to $560. It was a fantastic time to be a young graduate, and I was directly involved in 84 | Asia Outlook issue 44

“WE ARE PART OF THE COMMUNITY WE LIVE IN AND IT IS SO IMPORTANT WE CONTINUE TO ENGAGE AND SUPPORT, ESPECIALLY IN THE TESTING TIMES EVERYONE IS FACING” the reopening of the Golden Mile.” Back in the present day, CPC is engaged in a number of studies for projects in Kalgoorlie, including for Norton Gold Fields at its Paddington mine, the exploration area for which covers some 1,056 square kilometres. “Norton wants to develop its facilities by putting in a heap leach plant and upgrading the gold processing plant by adding ultra-fine grinding and flotation capacity,” adds Weir. “We’re working with them on the study for this and are already looking to carry out some preliminary design.”

Another interesting development coming to the gold province has its origins in Malaysia. Lynas, the world’s second largest rare earths producer, currently operates one of the largest and most modern rare earths separation plants, located on the Gebeng Industrial Estate near Kuantan. However, as part of its compliance with Malaysia’s Atomic Energy Licensing Board, the firm must make plans to build a cracking and leaching facility abroad to transfer and process away waste from its current plant, and

CONSTRUCTION

CPC has a longstanding relationship with First Quantum Minerals – indeed, it has been working with some clients and suppliers for 50 years Kalgoorlie has been identified as the ideal location. The new site will compliment Lynas activities already happening at its Mt Weld mine and concentration plant near Laverton (WA), with CPC in talks about providing assistance on the project including various compliance documentation.

RELIANT ON RELATIONSHIPS Another client with a base in Perth is First Quantum Minerals, a company which CPC has a longstanding relationship with, having completed many works together. CPC recently carried out design work for the non-process infrastructure at its Cobre Panama project which involved 40 CPC engineering personnel for two years, the company currently completing an ancillary crushing plant at the same location. “First Quantum has been a great client of ours and shows the value of long-term collaboration,” Weir says. “Relationships are everything, not only with clients but also suppliers, many of whom have been with us for 50 years since the Golden Mile days. “For new suppliers we do go through due diligence to make sure we align on key values, the aim very much being to develop lasting partnerships. Our growth journeys are entangled, so we need to ride the ups and downs together.”

And this collective spirit, from CPC employees and management to suppliers and clients, will be at the heart of the company’s ongoing efforts to emerge stronger out of 2020 and the obvious challenges that lie ahead. Weir concludes: “We started off in a small country town and wouldn’t be where we are without the help of local communities and local people. We are part of the community we live in and it is so important we continue to engage and support, especially in the testing times everyone is facing.” As well as clients and suppliers, Weir also highlights the critical nature of building relationships with communities, not least through its office and workshop network which all employ and upskill local people, something which the company has prided itself on ever since going into business in 1970.

CPC ENGINEERING Tel: +61 8 9365 0300 CPCprojects@cpceng.com.au www.cpcengineering.com.au

Asia Outlook issue 44 | 85

MERX GROUP

The bar-lounge at Straits Clan, Singapore

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CONSTRUCTION

UNLOCKING ULTIMATE POTENTIAL The Merx Group continues to deliver projects for clients across Asia, from aviation hangars and office builds to hospitality landmarks Writer: Tom Wadlow Project Manager: Ryan Gray

hile a year may not be considered a long time in the grand scheme of business, a lot can happen in the space of 12 months. Around nine in 10 new businesses fail within this timeframe. Sudden, momentous global events can happen at any moment and impact companies for prolonged periods – the recent outbreak of COVID-19 being a prime example. For Singapore and Hong Kong based Merx Group, 2019 and the start of 2020 has been lively. “Our strategy revolves around continuing to drive into the sectors, services and geographies we have identified. We will continue to offer end-to-end solutions and are always looking at new lines of services and to research new markets, combined with evolving the ways we work internally. The foundation has been set for the next three years.” These were the words of William Forwood when Asia Outlook last caught up with the Group CEO in October 2018. Fast-forward to the present day, and the plan is materialising. “Last year was certainly an interesting one for us with numerous opportunities and challenges along the way – we enjoyed a much improved H2 after a tough first half of the year,” Forwood says. “The Singaporean market I believe will continue to be strong this year, and Hong Kong I hope will continue to be as busy as it was for us in 2019.” The aerospace segment was identified by Forwood as a promising new line of business for Merx, and two key projects that commenced in 2018 have made steady progress in the time since. The company is in the final fitout stages of both developments, for Bombardier in Singapore and Metrojet in the Philippines, with completion slated for mid-2020. “There are some new clients and projects in the pipeline, although the opportunities in this space tend to Asia Outlook issue 44 | 87

MERX GROUP emerge a little slower when compared with office builds,” the Group CEO adds. “We have joined the Asian Business Aviation Association and are active within this community – the private business jet category is something we want to push further, building on the work we have done for Bombardier and Metrojet.” In Clark, Philippines, Merx is delivering a design and build contract for a state-of-the-art business aviation parking and maintenance facility spread across 26,000 square metres, including a hangar which can accommodate up to 10 long-range business aircraft.

FROM HOSPITALITY TO HEADQUARTERS The successful inroads into representing aviation clients highlights Merx’s adaptability and agility and Forwood sees this as a driver towards the longterm success and sustainability of Merx.

What role do partners and suppliers play in the ongoing success of Merx Group? William Forwood: “As client representative project consultants Merx is engaged to plan, oversee and manage all aspects of clients’ projects. An integral part of this is the qualification, sourcing, tendering and taking into contract the consultants, contractors and suppliers on each project. “All vendors are competitively sourced, and Merx has developed a tailored solution for its clients called ‘MerxProcure’ to streamline procurement and bring value and savings to the projects. The contractors, specialist suppliers and consultants Merx work with are high calibre companies that are expert in what they do.”

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Indeed, the company’s portfolio is as diverse as ever, with a new contract award gained in January 2020 adding another piece to its roster of projects in the hospitality segment. “I’m very excited about this,” Forwood adds. “It is a signature development with a private developer to build a brand-new Club Med resort in Kota Kinabalu, in Borneo. This is the first new Club Med in Southeast Asia for many years, and ecology will lie at the heart of it. “There is a sustainability focus to understand and respect the flora and fauna and marine nature of Borneo. Reusing water, power generation, marine life and recycling will be very important.” The all-inclusive resort will be located at Kuala Penyu Beach, just 90 minutes’ drive from Kota Kinabalu International Airport, and fitted with 360 rooms and 40 suites, as well as numerous sports and entertainment facilities such as tennis courts, kids’ clubs, circus trapeze, snorkelling and archery. It is scheduled for completion by the end of 2022. Another promising development in the hospitality field has seen the company take on a broad consultancy role with Hong Kong-based Peninsular Hotels, a collaboration which will see Merx provide technical design assistance and wide-ranging advisory services. Hong Kong is the second pillar within Merx Group and has leading expertise in the workplace/corporate office sector. Forwood describes this as the “core” of the business, given it represents around 50 percent of Merx Hong Kong’s overall revenue. A recent Hong Kong office project was carried out for British multinational asset management company Schroders. Spanning 22,000 square feet, Merx served as project manager, quantity surveyor and construction administrator, delivering a sleek and modern working environment. “We’ve completed a raft of projects

Goudie Associates Goudie Associates is an international company of 150 professionals specialising in Architecture, Interior Design, Management and Construction led by a multicultural team of architects, designers and managers. After completing projects throughout Asia Pacific for major financial institutions e.g. JPMorgan, Credit Suisse, UBS, Citi, system wide first class lounges for Cathay Pacific and 22 centres in 20 cities in two years for flexible workplace specialists Regus further design studios were opened in Singapore, the Philippines and mainland China. While the Hong Kong head office services both local and international clients in Hong Kong and regionally the Manila and Cebu offices have expanded to over 100 staff providing expertise to an ever expending clientele in the Philippines combining master planning and architecture with interior design and a very high level construction licence to complete award winning projects for resorts, offices, serviced apartments and the retail sector. Notable clients include Sun Life, IBM, WeWork, Google, Okada Manila , Solaire, and Raffles Residences. Goudie Associates has seen a rapid rise in demand for their design and build services with clients requesting fully integrated services from a single experienced point of contact. This challenge has resulted in Goudie Associates achieving outstanding results and client satisfaction from all sectors. As a member of Perspective Architectural Group (www. perspective-architecturalgroup.com), Goudie Associates also provides clients with services throughout Europe through a network of comparable professional practices. All projects, large or small, are approached equally with enthusiasm, expertise, creativity and integrity.

www.goudieassociates.com

A young, dynamic, award winning, multi-disciplinary practice with a 35 year history 150 dedicated professionals including architects, engineers, designers and project managers successfully completing projects in over 20 countries throughout Asia Pacific, Europe and North America

HONG KONG MANILA CEBU HANGZHOU SINGAPORE www.goudieassociates.com

MERX GROUP

CLIENT FOCUS

BLOCK.ONE Merx has been inspiring a series of workspaces for blockchain enterprise Block.one. Having been engaged shortly before construction began on the firm’s first new office in 2018, Merx was tasked with overseeing all elements of the project including coordination, contract agreement, status and construction monitoring, the successful delivery of this first site leading to appointment across the entire Block.one portfolio. Key to the success of the inaugural project was the ability to create a space suited to both young, tech-savvy employees and the company’s more experienced senior level business leaders. The brief also required Merx to create a sense of place while relaying the client’s external image, both of which were achieved.

for multinational clients here over the years,” Forwood says. “This is a mainstay for Merx – we’re also carrying out a sweep of office projects in Singapore and we completed work in Yangon last year.”

REALISING POTENTIAL A common thread running through all of Merx’s collaborations with customers is the drive to help them achieve their ultimate potential by delivering new possibilities in the interaction between people and space. Forwood points to recent internal developments which are helping to realise this vision, the first being the rollout of a new project dashboard 90 | Asia Outlook issue 44

CONSTRUCTION

Merx continues to add to its portfolio of luxury hospitality projects

system named Octagon. “This is designed to help us better serve our customers,” says the Group CEO. “Essentially, the system brings all project status updates and actions into a single viewpoint, which is tailored to each client depending on what the organisation wants to analyse.” A real-time portal capable of delivering insightful reports and analyses, Octagon offers complete client visibility over the entire lifecycle of their project, the system already producing positive results as it continues to be launched across the Merx portfolio. Another breakthrough set to bring further customer benefit is a partnership with Australian project

management firm PDS, the two parties set to leverage each other’s expertise to better serve their client bases. The move also opens up possibilities for Merx to explore new territories, a key part of Forwood’s plans for the next phase of the company’s development, which also involves consolidating the strength it has gathered in executing ever larger projects across Asia. Looking ahead, he concludes: “Our ambition over the next year to two years is to create new footprints in another couple of countries and develop further and deeper into the larger projects we have taken on. “As the company has been evolving,

we have been taking on larger, longer-term developments, so making progress on these is another top priority for us in the year ahead. As our depth of knowledge grows and our experience widens, we can continue to take on bigger, and even more ambitious work.”

MERX GROUP Tel: +65 6423 9664 enquiries@merxcm.com www.merxcm.com

Asia Outlook issue 44 | 91

G&P PROFESSIONALS

alaysia’s marriage with modern infrastructure is a healthy one. Currently accounting for 23 percent of national GDP, construction is incredibly important to the country’s economic success. Be it the iconic Petronas Towers and Kuala Lumpur Tower or an impressive array of civil engineering projects including stateof-the-art transport links, Malaysia has become a leading light in the charge towards contemporaneity in Southeast Asia. Indeed, recent forecasts made by the national Finance Ministry in its Economic Outlook Report 2020 anticipate industry growth of 3.7 percent this year, indicating that Malaysia’s infrastructural curve will continue to move upward in the near term.

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Given this context, the future for organisations like G&P Professionals Sdn Bhd looks incredibly bright. “G&P Professionals started off as a geotechnical specialist consultancy with only five staff members,” explains Dato’ Ir. Dr Gue See Sew, the company’s Chief Executive Officer. “Today, we have grown into a onestop shop for all professional engineering services encompassing areas of civil, structural, infrastructure, geotechnical, mechanical, electrical, maritime, project management, highway, railway, water resources and dams.” Owing to the booming demand for engineering consultancy that has exploded across Malaysia in the past 15 years, there is an element of being in the right place at the right time with G&P.

To say that this is the sole ingredient in its recipe for success would be naïve, however. Indeed, G&P has established a reputation for best-in-class, high quality services through dedicated practices and unwavering loyalty in meeting the demands of its clientele. “The satisfaction of innovation and value-engineering to a project and the appreciation of our clients is what motivates us,” See Sew states. “Most of our new jobs are based on good referrals, owing to the valueadded services that we provide. We’re privileged that this industry is very much akin to medical specialist services, where patients look for specialists rather than vice versa, but we don’t take that dynamic for granted.”

CONSTRUCTION

Inspiring Modern Infrastructure G&P Professionals is an emblem of modern engineering in Malaysia, the organisation helping to deliver a variety of critical projects to the country owing to its advanced and ever-expanding expertise Writer:Jonathan Dyble | Project Manager: Ryan Gray

Asia Outlook issue 44 | 93

G&P PROFESSIONALS GOING THE EXTRA MILE Indeed, G&P Professionals has compiled an impressive project portfolio in the 20 years since its inauguration. Its contributions to Malaysia’s ever-expanding rail network are particular highlights, having helped to engineer both the first and second mass rapid transit (MRT) lines in Greater Kuala Lumpur. Combined, the works for these two projects included the development of 23 kilometres of tunnels and 18 underground rail stations using 12 state-of-the-art boring machines, the MRT entire network designed to carry 929,000 passengers a day. Above ground, G&P has also helped deliver the Kuala Terengganu Drawbridge in north-eastern Malaysia – the first drawbridge linking Kuala Terengganu City Centre to Kuala Nerus via Seberang Takir. Here, it was engaged to carry out value engineering for the system’s foundation, converting it from bored pile to precast spun pile and generating significant cost and time savings. Similarly, Jade Hills is a third landmark project showcasing the breadth of G&P’s extensive capabilities. Here, the company has been delivering more than 13 years of professional services to a 366-acre residential

What is important to you when looking for partners and suppliers? Dato’ Ir. Dr Gue See Sew: “In our selection of partners, subconsultants or specialists, we focus not only choosing the best technical players, but also those which share our values. Good professional conduct and ethics are equally important to ensuring successful cooperation, and the establishment of fruitful, long term relationships.”

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development including technical support on earthworks, infrastructures, retaining walls, foundations, building structures and internal and external buildings services. And that’s not to mention its alternate expertise spanning flood mitigation, landfill, hydropower dam, palm oil mill and a host of other varied projects. “We’re immensely proud to play a part in delivering what are some hugely important infrastructure,” See Sew comments. “We’re always willing and able to go the extra mile and look at various options in terms of the design. It’s not in our nature to take the simple approach.”

INTUITIVE INNOVATION Crucial to the consistent delivery of quality across each of these projects is the G&P Professionals workforce. Acclaimed as one of the company’s leading assets, this 350-strong employee base is constantly empowered in line with its culture of continual improvement. “All engineers and geologists present one colloquium training annually and thus, with more than 260 such professionals in our company, we conduct about four sessions a week,” See Sew explains. “The purpose of our in-house education is to encourage lateral and network learning. Our training topics are accredited by the Board of Engineers Malaysia and recognised as leading professional development programmes.” External speakers – particularly specialist contractors – are also invited in on a regular basis to share their experiences with staff, while G&P engineers are required to undertake one research and development project a year, generally lasting between one and four weeks. As part of the latter emphasis, the enterprise has introduced an Innovation Award for R&D Works to encourage the creation of crucial innovations and recognise best efforts.

Peck Chew Piling Being a contractor in the geotechnical and foundation industry, we are constantly challenged with the complexity of the ground conditions. Hence, constructing from experience is of the utmost importance, along with theoretical knowledge or understanding on the behavior and properties of various geotechnical profiles. In this regards, we have the pleasure to be working with geotechnical specialist G&P Professionals Sdn Bhd on projects involving various piling foundation methods, retaining structure, and basement construction. In addition to compliance design, we also had the opportunity to be working hand-inhand with G&P Professionals Sdn Bhd to produce numerous alternative designs and value engineering proposals that were adopted by our clients, resulting in both a reduced project construction cost as well as an increase in overall constructability of the architect’s design. By having the support of G&P Professionals Sdn Bhd, we were able to undertake and deliver key projects such as 28 BLVD - a SOHO and service development project, O2 Residence, a modern integrated serviced neighbourhood, and the expansion of the AEON shopping complex which includes a 12-metre underground connection tunnel to the mass rapid transit (MRT) station, all located in the heart of Kuala Lumpur, Malaysia. As part of Malaysia’s development plan, we look forward to more collaboration with G&P Professionals Sdn Bhd in building Malaysia into a developed country.

www.pc-piling.com

PECK CHEW PILING (M) SDN BHD ENGAGED THE FUTURE

We Specialized in Foundation Works Peck Chew Group is a pioneer in the piling industry with more than 60 years of experience. The Group specializes in the installation of RC pile, spun pile, micro pile and bored pile. In the last 10 years, the Group has expanded its capabilities to include civil foundation, demolition, retaining structure and bottom up sub-structure construction works. Till to-date, Peck Chew Group has successfully delivered over RM 1,000,000,000.00 worth in Project Value with notable footprints within Malaysia as well as internationally.

Being an ISO 9001:2015 certified company, the Group prioritize compliance and control for all working levels. Focus teams are set up in place to ensure all procedures and specifications are strictly adhered to. Moving forward, the Group is undergoing the audits and certification for ISO45001:2018 Occupational Health & Safety Management Systems. Upon successful certification, the Group will be the first among the piling industry to obtain such high standards for Safety, Health and Environment.

Serving both Government and private sectors, Peck Chew Group is able to undertake projects across various sectors including but not limited to Oil and Gas, Building, Marine and Infrastructure. This is made possible by maintaining a good working relationship with clients, consultants as well as vendors and suppliers who goes out of the way to support and asserts the Groupâ€™s competency and performance.

Excel through the past 45 years

Tel : +603 - 3323 7333 Fax : +603 - 3323 5553 Web : www.pc-piling.com

G&P PROFESSIONALS Indeed, a number of computer programs and design systems have been developed to date, now used across the practice. “G&P believes in providing quality training to staff in order to groom and train new engineers so that they are competent with state-of-the-art engineering, and well-equipped with the capability to add value to our projects and face globalisation trends. “The ultimate intention is to export our consultancy services overseas.”

Introducing G&P Professionals G&P Professionals Sdn Bhd was founded in September 1999 by Ir. Dr Tan Yean Chin, Ir. Liew Shaw Shong and Ir. Dr Gue See Sew. The group provides a vast array of leading engineering consultancy services through 15 specialist divisions – 12 in Malaysia (as Cambodia, Vietnam and Singapore are now not active). “Across our divisions, we provide value-added services with an emphasis on delivering all projects on cost, or below costs and on time,” See Sew states. “We’re wholly focussed on improving quality and reducing long term maintenance costs to the benefit of our clients.” VISION: To obtain the hallmark for quality services, technical excellence, reliability and safety. OBJECTIVE: To provide innovative and economical design, and to ensure safety and ease of construction. CORE VALUES: Structured quality control, structured training, structured sharing and structured research and development.

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A SOCIAL STALWART Looking beyond G&P’s staff, these attitudes of longevity, sustainability and continual improvement are also applied in what can only be described as an extensive selection of corporate social responsibility initiatives. Sticking with education, See Sew himself currently acts as the Chair of the International Professional Engineers Agreement and has previously served as the International Chairman of the Coordinating Committee of the APEC Engineers Register and President of the Institution of Engineers, Malaysia, imparting knowledge in numerous capacities. “Another Senior Partner, Ir. Liew Shaw Shong, is also the Founder and President of the Malaysian Geotechnical Society, and the directors of G&P are often actively involved in policy recommendations,” the CEO adds. “Ir. Dr Tan Yean Chin and I serve as advisors to the Department of Environment, and a few of us have

CONSTRUCTION contributed to over 10 universities in roles such as Board Members, an Adjunct Professor, an Adjunct Lecturer and Panel Member on an Industry Advisory Panel.” Beyond the advisory, the whole of G&P engages in voluntary CSR initiatives. The company has provided engineering consultancy services in slope strengthening for the Ti-Ratana Orphanage Home in Gombak, Selangor; investigations into the failure of the Malaysian Nature Society’s building and slope failure for Women’s Aid Organisation; and designed the foundation of Selangor Hokkien Association on a karst limestone formation in Kuala Lumpur. “In addition, G&P sets aside about 1.5 percent of its profits for various charitable organisations,” See Sew adds, reiterating the importance of such initiatives, deeming them particularly close to the organisation’s heart.

KEEPING PACE Indeed, owing to this platform of proven projects, ever-improving capabilities and an appreciation for education and social responsibility, G&P Professionals stands to excel for years to come. Looking towards the future, the CEO reiterates that the company’s immediate priorities lie in further expanding the practice, its bridge engineering unit one field of specialisation that is currently in line for additional improvement. Beyond this, however, the organisation is proactively attempting to position itself favourably for the long term, looking into the benefits of leveraging new age technologies. See Sew affirms, ending our conversation by pointing to the need to adapt in an ever-changing engineering climate: “I think the world is moving into the digital era with artificial intelligence and big data shedding light on the future direction of the construction industry here and around the world.

“Across our divisions, we provide value-added services with an emphasis on delivering all projects on cost, or below costs and on time” “New construction materials and forms, such as lightweight, recycled materials and industrial building system (IBS), as well as industry 4.0, three dimensional printing and mechanised construction, building information modelling (BIM), new survey and scanning tools like LiDAR, InSAR, photogrammetry, mobile and portable equipment and apps will change entire project cycles, from planning, investigation, design, construction, operation, maintenance and asset managements. “I believe the next generation of engineers will have to align and adapt to these rapid developments if they are to lead in the way of competition and productivity. Of course, for us to maintain our status in the face of these expected developments, we also need to keep pace.”

G&P PROFESSIONALS Tel: +603-9059 5396 gnp@gnpgroup.com.my gnpgroup.com.my

Asia Outlook issue 44 | 97

DWP|DESIGN WORLDWIDE PARTNERSHIP

The Digital

DESIGN ERA dwp|design worldwide partnership is better placed than ever before to deliver sustainable, innovative and beautiful designs thanks to sustained investment in people and technology Writer: Tom Wadlow | Project Manager: Ryan Gray

Thonburi Hospital Entrance

CONSTRUCTION We will need to fundamentally rethink the core of everything we do from our teams, studios and the types of work we do. Themes around travel, the workplace and healthcare will change as the year rolls out. It’s one of those inflection points where what seemed a time of stability and incremental change has suddenly become something that will produce a vastly different industry over the next 12 months.” There is no denying that the coronavirus pandemic will create a new normal in the way many businesses are run around the world. From further embracement of home working to uncompromising office hygiene standards, the COVID-19 outbreak has stretched societal resolve and tested the resilience of companies across every industry, from travel and hospitality to retail and sport. The opening words were spoken by Scott Whittaker, Founder and Group Creative Director at Bangkok-head quartered architecture and interior design firm dwp|design worldwide partnership. When last speaking with us at the end of 2018, Whittaker outlined plans to move towards a truly global practice renowned for design excellence, a goal that is being well and truly advanced towards as we catch up again. While the Founder admits that 2019 was challenging as well as rewarding, the company’s focus on quality projects in hospitality, health and workplaces has paid off and the dwp team is more capable now than ever before. And the impact of coronavirus cannot be ignored either. In fact, the pandemic has highlighted the levels of resilience built up in the organisation, the company’s smart investment into technology already paying dividends. “We made some critical changes to our core technologies in 2018 and 2019 to be a 100 percent cloud-based digital design business,” Whittaker explains.

Thonburi Hospital lobby “Our platform facilitates real-time co-working across multiple locations in shared BIM models using Autodesk’s cloud-based Revit and BIM360. We fully utilise Google Cloud and Amazon Cloud and that similarly allows for real-time co-working in documents, spreadsheets, specifications and related industry requirements. “With the challenges that the pandemic will bring, we believe we are well-placed to be able to work anywhere with our team of 350 staff, be it remotely or at home. Moving our core design delivery and communication platforms to the cloud is truly transformational in our ability to have business continuity for our clients, suppliers and partners.” Savvy investment in technology has also enabled dwp to enhance its offering through a bespoke new service called dwp|signature. The platform offers collaboration with specially selected international ‘design masters’, including American

“With the challenges the pandemic will bring, we believe we are wellplaced to be able to work anywhere with our team of 350 staff”

Asia Outlook issue 44 | 99

DWP|DESIGN WORLDWIDE PARTNERSHIP interior designer Anne Carson, multi-hyphenate London-based Chinese architect Jordy Fu, Bangkok-based culinary concept specialist Gary Szillich and American artist and sculptor Matthew Campbell Laurenza. “We think it’s very reflective of the times,” Whittaker adds. “Digital connectivity, free flow of information, sharing of ideas for the benefit of all – it’s time not to fight it but embrace it, as collaborations open design horizons.”

SUSTAINABLE, INNOVATIVE AND BEAUTIFUL DESIGNS Beyond signature, the worldwide reach of dwp has been expanded through studio openings in Manila, Singapore and soon to be London (Q4 2020), as well as several new leadership appointments such as Charlie Kelly as Regional Managing Director in North Asia and Philip Gillard as RMD for the Middle East. Across the board, Whittaker reveals that 2020 will see dwp projects centre

PROJECT FOCUS

KBANK, THAILAND In a big move for the corporate banking sector, KBank asked dwp to design a high-end, by invitation only, banking experience for its high net worth clients, with customer service at the heart of the programme. Based in Bangkok, the development contains separate private meeting rooms which are each designed with a specific, unique character and named after locations which resonate with KBank history. Whittaker comments: “Although the design story for each room is expressed differently, each is a tale about wealth with custom carpets, colours, patterns, textures and finishes. “The office is located on a very high floor in a prime location, so the layout was planned to maximise natural light throughout and allow the stunning views inside. Beyond design, dwp encouraged KBank to move towards a modern office concept with a bar, a long countertop with power outlets for hot-desking and a café with a view. The result is an extremely functional and flexible office design.”

100 | Asia Outlook issue 44

around three key pillars – sustainability, innovation and beauty – citing several developments across Asia and the Middle East which demonstrate adherence to these values. Just north of Bangkok, the company is in the concept stage of what will become Thailand’s largest private hospital, this is after having completed the conversion of a multi-storey shopping mall into a state-of-the-art hospital in a new area of the city. The Thonburi-Bamrungmuang Hospital is now in operation; the project scooped the Bronze Award in the Healthcare and Wellbeing category at the World Interiors News Awards 2019. “Light and clean interiors welcome patients to these healthcare facilities with a luxurious double volume lobby,” describes Whittaker. “Sculptured lighting shines through perspex leaves above the reception, while the refreshed building exterior creates a timeless elegance in the company’s corporate blue.” In the hospitality space, dwp has been busy designing two W brand hotels for Marriott in Dubai and Abu Dhabi. “For W Dubai - The Palm, we looked to the iconic features of the Middle East for inspiration,” says Whittaker. “We took unique attributes of Arabic culture, as well as the location at The Palm, and melded them into a W experience. The exciting challenge and opportunity with this project was to create that quintessential W hotel feeling of rebellious, distinctive luxury while drawing from Middle Eastern culture. “W hotels are labs of creation and the design is all about taking risks and breaking boundaries. Wherever you are in the hotel, it should be ‘wow’. Young, friendly, dynamic, 24 hours – it doesn’t feel like you are in a normal hotel. The interaction is different. The whole experience of being in a W should be enjoyable.” The same blend of Arabian tradition and wow factor is also on display at W Abu Dhabi - Yas Island.

CONSTRUCTION

Here, dwp completed the refurbishment of the lobby and public areas, food and drink spaces and WET Deck to bring to life what is now the second W Hotel in the Middle East and the largest W Hotel in the world. “This is a dynamic property built around Arabian tradition, from pearl diving to kufic calligraphy and a desert in full bloom,” adds Whittaker. “This distinctive luxury hotel is high on visual impact – a destination for those who dream big and live loud.” The company has also masterminded the interior design of the Four Points by Sheraton Kuala Lumpur Chinatown, another Marriott hotel based in the Chinatown area of the Malaysian capital.

INTO AUSTRALIA Away from dwp’s Asian heartland, the firm has made tremendous strides in developing its presence in the Australian market. Part of the aforementioned

How important are partner and supplier relationships to dwp’s continued success? Scott Whittaker: “We simply couldn’t operate without them. Suppliers are a growing group that we collaborate with as the complexity of designing and specifying materials both to achieve design goals, sustainability and regulatory requirements is increasingly more complex. “For our consultant partners such as engineers, cost consultants and project managers, the ability to work in a single cloud-based BIM model is a game changer. Collaboration in real time is changing the way we work and design.”

leadership transition process also saw the appointment of Michael Hegarty as Regional Managing Director for Australia. The well-known industry leader brings with him a wealth of experience that includes advisory roles within the UK, Irish and Australian governments. His division has been behind the interior design of another iconic hotel development, this time for Accor, in what is the only five-star hotel located outside of Melbourne’s central business district. Hotel Chadstone Melbourne, operating under the MGallery by Sofitel brand, is a $130 million construction containing 250 rooms, suites and penthouses, two restaurants, a conservatory bar and rooftop pool overlooking Port Phillip Bay and the city’s skyline. “The design concept is built upon the luxurious residential styling of 20th century iconic fashion designers – an ode to the bold, and stylish craft of Italian fashion artisans,” Whittaker Asia Outlook issue 44 | 101

DWP|DESIGN WORLDWIDE PARTNERSHIP explains. “We have encompassed this in the lobby with an integrated concierge service, pre-function space, sophisticated rooftop event spaces, guest rooms inspired by backstage beauty, and food and drink areas that are laced with luxury.” Once certified by the Green Building Council of Australia, Hotel Chadstone will also be the first five-star Australian hotel to receive a 5 Star Green Star Design & As Built rating. In Melbourne’s CBD, dwp has transformed part of the gateway building for the Royal Melbourne Institute of Technology (RMIT) University. “The $7 million project is a showcase for RMIT to engage with the public and industry partners and located within the first two floors of the 1912 Singer sewing factory building,” Whittaker adds. “The existing fabric of the building was largely disguised and dwp architects and interior designers sought to peel back the layers of subsequent renovations to expose the beauty of the original building. W hotels are labs of creation and the design is all about taking risks and breaking boundaries

“Our team worked with RMIT to develop the right strategy to unlock the embedded value of the project to the degree to which the planning and design solution is able to create a highly engaging, iconic, accessible and digital experience for students and visitors.” In another education-based project, dwp led the design of the Australian National University (ANU) Hanna Neumann building in conjunction with Clarke Keller. The hybrid workplace, teaching and student hub for the College of Engineering & Computer Science and the Mathematical Sciences Institute faculty was awarded multiple AIA architecture awards in 2019. The company’s Australia portfolio also includes major refurbishments of sporting venues. For instance, at the Blundstone Arena in Hobart, dwp’s design for the grandstand will enable it to cater for 4,500 spectators with improved access, congregation areas and links to public transport.

“Much more than a world class facility for elite athletes, the redevelopment redefines the arena’s identity for sports fans, elevating its street presence and bringing fans closer to the action from the moment they step inside,” Whittaker says, also pointing to ongoing work in Parkville as another sports-related dwp project. Here, the company has designed the redevelopment of the State Netball and Hockey Centre, a $64.6 million scheme to transform the building into an elite facility and cement Parkville as the home of netball and hockey in Australia. Expected to be completed in 2021, the upgrade will include six new indoor netball courts, a new indoor hockey facility, a high-performance strength and conditioning gym, a women in sport leadership centre, and an improved entrance and access to public transport.

CONSTRUCTION

W Hotel in the Middle East is the largest W Hotel in the world

A 5G-ENABLED FUTURE This is one of a steady pipeline of projects that Whittaker and dwp will be focussing on delivering over the course of the next year, a period which the Founder believes will be increasingly defined by 5G. While the organisation has wholeheartedly embraced flexible and home working to help mitigate the impacts of COVID-19, of equal importance is making dwp workspaces as futureproofed as possible. Whittaker explains: “The implications of these changes extend beyond simply higher speeds. A 5G network-enabled office is the next evolutionary step in a truly wireless workplace. Our digital transformation, above all, is enabling a more transparent office structure, allowing an uninterrupted flow of people and ideas facilitated by flexible spaces. “The move towards full digitalisation is an opportunity to help clients see a vision of a workplace beyond its current constraints and focus on

effective ways of working using digital and wireless tools enabled by 5G. “Fluidity of movement and data sharing will allow for faster and more organic knowledge and resource sharing among employees. Libraries, printers and even Wi-Fi enabled laptops, all requiring space within an office, will be replaced by 5G-enabled smartphones and tablets.” In Brisbane, dwp’s studio is already running on Telstra’s 5G network, with more offices set to come online in the months ahead. Meanwhile, all premises in the Middle East, Asia and Australia are already working in fully agile, wireless environments using digital design tools and cloud-based applications. Such developments leave Whittaker more confident than ever about his company’s ability to serve clients. Despite the enormous challenges surrounding the coronavirus pandemic, dwp is firmly open for business, the Founder signing off by revealing plans to grow into yet more markets. He concludes: “dwp stands for

design worldwide partnership. We chose that name for its inclusiveness, and we’re ambitious! “We are a diverse firm with capabilities across disciplines and believe that tapping some of the more established markets for very specific design capabilities will enable us to leverage this knowledge into our growing markets. “But it also works in reverse. We think our skills in creating lifestyle spaces, whether hospitality, residential or retail, is unrivalled and we want to take that to London and New York. We want to bring a little bit of the excitement of Asian design to these markets.”

DWP|DESIGN WORLDWIDE PARTNERSHIP Tel: +66 2267 3939 thailand@dwp.com www.dwp.com

Asia Outlook issue 44 | 103

SOLSTAD OFFSHORE ASA

Why Quality Pays O

ceans are the lifeblood of planet earth. Containing 97 percent of its water and acting as a regulatory climatic conveyor belt, they are also home to 15 percent of all species known to us, and play a critical role in the functioning of the global economy. Indeed, oceans are often cited as the arteries of commerce. Serving as highways for the shipping industry, 104 | Asia Outlook issue 44

Solstad Offshore ASA continues to serve customers new and old, its unwavering approach to vessel quality backed up by unrivalled in-house local support Writer: Tom Wadlow | Project Manager: David Knott

they are responsible for the transit of around 90 percent of world trade, trade which is powered by more than 50,000 merchant ships trading internationally and staffed by more than a million seafarers of almost all nationalities. This all amounts to a sector that is worth trillions of dollars a year. But it is not all plain sailing. Flattening demand growth,

OIL & GAS

heightened security risks and fuel emissions regulations are all posing obstacles which have led to tightening margins. However, challenge also presents an opportunity to innovate and differentiate, something which Norwegian shipping company Solstad Offshore is doing in spades. “Challenging would be the correct word to describe the last five years for

everyone connected with this industry,” comments John Annat, the firm’s Commercial Director of AHTS & PSV for Asia Pacific. “I’m sure what we have been through has been described by others as the perfect storm. Having said that, if you don’t enjoy a challenge and a constantly changing environment then you shouldn’t be in shipping.” Though headquartered in Norway,

Solstad is a truly global shipping enterprise with more than 50 years of experience, today employing 4,000 employees and operating more than 130 vessels around the world. Annat’s priorities lie with Asia Pacific, where the company is winning over the market thanks to its emphasis on quality and reliability. “We see our role in the region as focussing upon those clients who Asia Outlook issue 44 | 105

SOLSTAD OFFSHORE ASA

LEADERSHIP FOCUS

JOHN ANNAT How and why did you get into the shipping industry and what factors led you to joining Solstad? JA: “Being from Aberdeen there is a pretty high chance that you end up in a role connected with the oil and gas industry. My first job was as a ship’s agent carrying out general husbandry services in Aberdeen. That was a great grounding, dealing with every conceivable issue connected to the vessel and crew. Learning about the vessels movements, the criticality of their operations and the wider industry fired my interest in the commercial side of the business. I then joined a shipbroker in Aberdeen for several years before a seven-year stint in Singapore covering the Asia Pacific market for a major Norwegian broking house. “The opportunity to join Solstad arose in late 2017. At that stage the integration process following the merger with Farstad and Deep Sea Supply was still ongoing and was an ideal time to become involved in a significant industry player as the expanded company began to take shape.”

OIL & GAS

PARTNERSHIPS FOCUS

How critical are your partners and suppliers in ensuring Solstad works effectively on a day-to-day basis? Listed on the Official Market of the Stock Exchange and headquartered in Mauritius, Cim Financial Services Ltd (Cim Group) operates in two major subcategories – finance and investment. CIM FINANCE: Responsible for the majority of the group’s revenue, this area of the business provides solutions to consumers, SMEs and large corporates and has been present on the credit market since 1987. The unit employs more than 600 people across offices and counters in Mauritius and Rodrigues. INVESTMENTS: As well as owning a sizable share in South African payments firm iVeri Payment Technologies, Cim also operates a hire purchase business in Kenya under the name of Cim Credit Kenya.

prioritise high quality, efficient and safe operations,” Annat adds. “There are strong signs of a move back to quality vessel providers from clients who have tried the lower cost providers but have realised the hidden costs associated with this in terms of non-productive time, fuel efficiencies and safety issues. “We run an efficient operation and know the cost of operating these vessels and, on that basis, it is evident that rates being contracted by some vessel owners are simply unsustainable if you want to operate a vessel properly.”

RELIABLE, RESPONSIVE AND SUSTAINABLE Annat’s comments are backed up by Solstad’s physical presence in the APAC region. Currently the company works out of three offices (Singapore, Manila and Perth) and has 15 vessels in operation, including platform supply vessels (PSVs), anchor handling tug supply

ONE STOP SERVICE SHIPPING AGENT

Affiliated companies that have been establish company since 2002, and member of ship owner Indonesia association (INSA) Batam. First performance as a shipping agency, in order to enhance and provide service to our customer thus we have built the sister company as Snepac shipping company to make Snepac Group as a “One Stop Service Agency”. Due to globalization era and Batam Free Trade Zone requiring

strong competitive ability it is our main concern to always focus on needs like “ONE STOP SERVICE” which provides all information and service at one place as a vessel departs from previous port through sailing to the next destination. SNEPAC GROUP always maintains and keeps improving its service in achieving total customer satisfaction as an added value and service quality improvement efforts.

PT. SNEPAC SHIPPING Head Office: Jl. Duyung, Komp.Citra Permai Blok B No. 9 Batam - Kepulauan Riau. Indonesia Email: info@snepac.co.id Phone: +62 778 429866 Fax: +62 778 421976 / 421686

(AHTS) vessels and construction support vessels (CSVs). Its Singapore and Perth bases cover the full suite of ship management functions, from HSEQ, purchasing and HR to operations, technical and financial. Manila is Solstad’s crewing base, from which the organisation provisions seafarers to support its global fleet. “From Singapore we cover a large geographical area, supporting vessels in Asia, Middle East, East Africa and Egypt,” adds Annat. “We’re also involved in the delivery of two newbuild PSVs in China during 2020. “Our Perth office has approximately 30 employees and it’s rare to find a shipowner in Australia with such a comprehensive in-house local support function available to clients. We also have approximately 270 permanent offshore seafarers within Australia – in the high-end vessel space we see this as a key differentiator to our competitors.”

Australia is, according to Annat, a market with higher barriers to entry than the regional average, the Commercial Director explaining how quality almost always comes before commercial considerations. One trend that is sweeping through the entire regional (and global) industry, however, is sustainability. Annat cites exciting developments in Taiwan and Australia which are bringing new vessel requirements to the market, especially relating to the use of renewable energy. “We see a lot of discussion in the industry around sustainability,” he says. “There are many buzzwords thrown around and arbitrary targets set, but Solstad has been actively implementing measures that can be properly quantified.” The company’s Green Operations programme, for example, was first introduced back in 2009. This is designed to help crews limit vessel emissions while in operation, Asia Outlook issue 44 | 107

SOLSTAD OFFSHORE ASA Solstad investing in cloud-based fuel monitoring software which enables comparison between vessel classes, operating modes, crew rotations and other factors, as well as predictions for future fuel consumption. Annat points to several other green initiatives and breakthroughs, notably the introduction of seven hybrid vessels which have led to proven efficiency gains of between 11 and 15 percent. Dual fuels have also been successful, helping charterers to substantially reduce their footprint in terms of NOx (up to 90 percent), sulphur (100 percent) and CO2 (25 percent). “Our first CDP (carbon disclosure project) report was produced in 2011, while our first carbon footprint audit was held in 2009,” Annat says. “We have a continuous focus on our emissions, and that is why we have chosen United Nations Sustainable Development Goal number 13 (Climate Action) to be our primary focus point, together with SDG 8 (Good Jobs and

The Offshore Simulation Centre is the largest integrated centre of its kind in the world

Economic Growth) and SDG 14 (Life Below Water). “Going forward towards 2030 and 2050, we have started working on our decarbonisation trajectory which will gradually reduce our carbon emissions and eventually make us climate neutral.” 2013 was also a landmark year, the company formally beginning reporting of corporate social responsibility activities, addressing human, labour, environmental, climate, corruption and bribery issues.

NEW ENDEAVOURS This responsible, reliable approach to business has resulted in Solstad securing a number of recent contracts with both existing and new clients. In Australia, at the backend of 2019, the company secured contracts for six and two vessels respectively from Woodside and Inpex, both firms drilling on the North West Shelf and extending what are already long-term

partnerships with Solstad. Across the Tasman Sea, Austrian oil and gas multinational OMV has become a new client. “OMV is particularly exciting for us as it’s the first long term support vessel that we’ve had operating in New Zealand,” says Annat. “This was a target project for us for several months and involved reactivation of a vessel in Singapore together with a class docking prior to contract commencement. Having the technical and operational support functions in Singapore helps us properly prepare the vessels for service and co-ordination with local vendors and suppliers. “We often say in the commercial department we have the fun part of the job, and the true test is in how we then deliver that service to the client.” Annat refers to technical and operational support functions in Singapore as critical to its ability to serve clients, and in Australia, a state-of-the-art vessel simulator facility is ensuring its

OIL & GAS

Centre of Excellence in

Maritime Offshore Training and Simulation

Offshore Simulation Pty Ltd 86 Discovery Drive, Bibra Lake, WA 6163 T: +61 (0)8 9494 5600 E: info@offshoresimulation.com

FACT Solstad was founded in Skudeneshavn, Norway by Captain Johannes Solstad in 1964. It acquired its first bulk vessel, Soldrot, that same year

employees are provided with the most up-to-date, lifelike training. “The Offshore Simulation Centre is a fantastic facility,” Annat continues. “It was the first offshore specific simulation centre in Australia and the largest integrated centre of its kind in the world. The Centre is also the only dynamic positioning (DP) facility in Australia, which is accredited by The Nautical Institute for the DP Induction, DP Simulator and DP Revalidation training courses.”

Fitted with multiple simulators to enable a large team to carry out an operation at the same time, they feature soft panels on the consoles and displays to replicate different vessel and equipment types, meaning almost any scenario can be covered. Facilities such as the Offshore Simulation Centre will only serve to futureproof Solstad and its workforce as new vessel technology enters the market and new techniques are required to maximise efficiency and service.

Looking ahead, Annat expects the Australia and New Zealand markets to remain solid through 2020, the Commercial Director targeting growth in Asia and the Middle East, citing the inaugural assignment of Solstad’s first dual fuel vessel in the region, Normand Leader, as an exciting moment to watch out for. Annat concludes: “Our priority is to continue to perform in line with our core values. Safe operations, reliability, competency and responsibility form the basis of our business. If we respect these values while continuing to innovate then things tend to fall into place.”

SOLSTAD OFFSHORE ASA Tel: + 47 52 85 65 00 office.skudeneshavn@solstad.com www.solstad.com

Asia Outlook issue 44 | 109

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

Scott Whittaker Group Creative Director, dwp|design worldwide partnership “I’ve been inspired by travel, regional culture and great clients during my career, but my single greatest inspiration was the architect Le Corbusier. I was fascinated by his designs since I was a child and whenever I can visit his buildings when travelling I do. His work remains valid over 100 years later. It’s timeless, innovative and beautiful. While the method of design and delivery is increasingly more sophisticated and technology focussed, the core spirit and values of great design never really changes.”

What or who has been a source of inspiration for you during your career?

John Annat Commercial Director AHTS & PSV Asia Pacific, Solstad Offshore ASA “Rather than look at any specific person I think you just have to come to work every day knowing that you are lucky to be sitting in a comfortable office, a good working environment and have the opportunity to do something you find challenging. Remember there are 500 million people in Asia going to bed hungry every night who would swap places with you in a heartbeat, so appreciate what you have, make the most of it and take on every challenge.”

Maya Devi Commercial & Operations Director, Tereos FKS Indonesia “Both of my parents own a juice manufacturing company in Bali, Indonesia, and they have always been my career inspiration. I see my parents as persevering and team-empowering leaders who built their business from scratch for more than 30 years. My parents believe that opportunity is not something that you get, but it’s something that you continuously 110 | Asia Outlook issue 44

strive for. The work ethic that my parents adopt makes has made me who I am in my career to date.”

Glen Weir Chief Executive Officer, CPC Engineering “I have had a number of mentors through my journey, but the first chief engineer I worked for in Kalgoorlie in 1979, a chap called John Willis, was a bit a legend. I still catch up with him for lunches every so often. Another influential figure helping

shape my career was Bob Crew, who worked with me at my last job on the Olympic Dam project for Western Mining. He was fantastic. “In terms of my time here at CPC, our Chairman Peter Bowman is a brilliant individual and a very smart businessman and leader of people. You can tell he loves working with others.” Are you a CEO/Director with a company story to tell? Contact Asia Outlook now!

Realising the ophthalmic opportunity VISION EYE INSTITUTE

HEALTHCARE

STAYING 20/20 IN 2020

See page

20 22

REALISING THE OPHTHALMIC OPPORTUNITY

had also recently been acquired by a large Beijing-based parent company VISION EYE INSTITUTE

HEALTHCARE

– Jangho Group – and the chance to work with a highly motivated, entreA VISIONARY OUTLOOK “We like the demand drivers in preneurial owner was the clincher for a number of the Southeast Asian Without doubt, the assistance that countries and are currently lookthese organisations offer in helping me.” ing at opportunities in the region,” VEI to grow the scale and scope of Today, the enterprise isforward renowned asThiedeman comments. its services moving will be critical. provider of ophthal- The impact of expanding such the largest holistic services could be hugely significant. Successfully established in Eastern mic care in Australia, with Citing statistics from the World Health Australia, thepartnering company is now lookOrganization’s World Report on ing to garner presence in Western leading clinicians across 27 sites in keyVision, the CEO is able to reveal that Australia, Tasmania and the Northern Territory part of an ongoing expanlocations across theascountry that allow2.2 billion people suffer from vision impairment or blindness, and one sion strategy. And it is also exploring it to be at the leading edge,surgical offering other complementary special- billion of these cases could have been prevented or are yet to be addressed. expand its hospital portfolio. the best rangeities oftoevidence-based treatments to its patients. “What differentiates us? Our scale and strong innovation culture that attracts the highest calibre of ophthalmologists, optometrists, orthoptists, nurses and support staff, culminating in brilliant care for our patients,” says Thiedeman.

The company has carefully cultivated an ecosystem of mutual dependence over many years, these supporting organisations assisting it in all aspects from ensuring its intra-ocular lenses are delivered on time and to the correct clinical specification through to being confident that its operating theatres have been cleaned and decontaminated to the highest standard. “We are highly reliant on our relationships with third party partners,” Thiedeman affirms.

James Thiedeman, CEO and Managing Director of Vision Eye Institute, has enjoyed a career spanning more than three decades to date

20 | Asia Outlook issue 44

Asia Outlook issue 44 | 21

clinic to give them access to these treatment technologies. “This is the status quo that we will be looking to change in the future.”

VISION EYE INSTITUTE Tel: +61 (0)3 8844 4000 www.visioneyeinstitute.com.au

Asia Outlook issue 44 | 13

Vision Eye Institute has told its story. Now, why not tell yours? Our monthly magazine Asia Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting Asian businesses across all industries. With a monthly coverage of over 220,000 readers, your company can take advantage of exposure in Asia Outlook with a FREE article and FREE digital brochure, as well as access to further digital and print-based marketing tools that could transform your business. To share in this unrivalled opportunity, contact one of our project managers today!

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Issue 44

STAYING 20/20 www.asiaoutlookmag.com/get-involved IN 2020 How Vision Eye Institute remains at the leading edge of ophthalmology in Australia

Complementing the production of Africa Outlook, Asia Outlook and EME Outlook magazines, Outlook Publishingâ€™s award-winning in-house team is now utilising these same specialist production

Outlook Creative Services

skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division. For more information on how we can work with you in providing a plethora of completely flexible and customisable production services, please visit: www.outlookpublishing.com/creative-services

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E D I TO R I A L :

Stephen Giles +44 (0) 1603 959 656 steve.giles@outlookpublishing.com

Tom Wadlow +44 (0) 1603 959 657 tom.wadlow@outlookpublishing.com

Devon Collins +44 (0) 1603 959 661 devon.collins@outlookpublishing.com

Jonathan Dyble +44 (0) 1603 959 660 jonathan.dyble@outlookpublishing.com