APAC Outlook - issue 55

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Issue 55

PIONEERING ENGINEERING AND CONSTRUCTION Delivering iconic energy, resources and infrastructure projects for over a century

“Strong family values are the foundation of Hazell Bros’ civil construction projects,” says Managing Director, Geoffrey Hazell

travel magazine I

n a changing world, where the travel industry must adapt to challenging global situations, our mission at Outlook Travel remains the same. We will continue to showcase some of the world’s most inspiring destinations, offering real insight and comprehensive travel guides for when global mobility resumes.

ISSUE 07

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.

SOUTH AUSTRALIA T R AV E L G U I D E

Natural wonders and Aboriginal culture in the continent’s gem

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

T R AV E L G U I D E

Accommodating the remote work revolution

The rock that’s on a roll

OUTSITE

You can join the vast numbers of tourism sector players enjoying the exposure we provide across our digital and print platforms with a range of options, from advertising through to free-of-charge editorials, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and increase exposure.

GIBRALTAR

Award-winning photographer, NORI JEMIL, discusses dismantling industry stereotypes and the tireless thirst for travel

THAILAND TRAVEL GUIDE

THAILAND

MALAYSIA TRAVEL GUIDE

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

M A L AYS I A

Writer: Dani Redd | Project Manager: Jordan Levey

K

nown as the ‘Land of Smiles’, Thailand is a friendly country that welcomed 38.27 million tourists to its shores last year.

There are plenty of reasons why this Southeast Asian destination is so popular.

For a start, there’s the beaches. In the south, Thailand’s two coastlines stretch for miles, populated by swathes of icing-sugar soft sand, the bays speckled with dramatic limestone formations. Thailand is also home to 1,430 islands, ranging from full moon party spots like Koh Pha Ngan to the more off the beaten track Similan Islands, a national marine park popular with scuba divers.

Then, there’s the food. Thailand’s noodles, stir fries and curries are beloved around the

world, characterised by the fragrant taste of lemongrass, kaffir lime leaves and tulsi. Every town is bursting at the seams with floating markets, street food stalls and high-end restaurants where you can try delicious local dishes.

Thailand’s rich spiritual heritage also attracts tourists. Golden temples and larger-than-life Buddha statues can be found across the country. Visitors can experience colourful religious festivals in the northeast of the country or explore the underground cave shrines in Kanchanaburi and Phetchaburi.

Despite Thailand’s popularity, it’s easy to find a quiet corner to relax, be it on a deserted island or an eco-retreat in the craggy mountains north of Chiang Mai.

Malaysia is a melting pot with a unique culture, a world-renowned food scene and a spectacular landscape of islands, ancient rainforest and mountains Writer: Dani Redd Project Manager: Joe Palliser

NAMIBIA TRAVEL GUIDE

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here are many reasons why Malaysia is a tourist favourite.

For a start, there’s the landscape. Imagine 878 islands, ringed with white sand beaches leading down to translucent waters. Vibrant coral reefs lie just offshore, home to a profusion of marine life. Inland are ancient rainforests, the shaded canopy seemingly impenetrable.

Take a guided walk to learn about this habitat’s astonishing biodiversity.

You might even catch sight of a tapir, or a silver-leafed monkey swimming through the jungle canopy.

Outdoor enthusiasts will also relish tackling some of region’s towering granite mountains or exploring the intricate networks of limestone caves.

Then, there’s the culture. Malaysia

is a melting point of Malay, Indian, Chinese and aboriginal groups (Orang Asli). There’s a packed calendar of religious festivals, including Wesak, or Buddha’s birthday, celebrated with processions of flowers and candles.

Cities such as Melaka and Georgetown boast fascinating heritage districts where you can experience this fascinating fusion for yourself. Make sure you take time out to try Malaysia’s delicious cuisine, which reflects its multicultural population.

Of course, Malaysia has a modern side too. It can be found in the SEYCHELLES malls, skyscrapers and fine dining TRAVEL restaurants in larger cities, such as the GUIDE capital Kuala Lumpur.

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

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

The Seychelles consists of 115 islands and some small islets, located

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

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amibia is known for its sparse, otherworldly landscapes. It gets its name from the Namib, the world’s oldest desert; a sparse, windswept region extending 1,900 kilometres down Africa’s Atlantic coast. The desert is characterised by its red dunes, which plunge down towards the ocean at Sandwich Harbour and Skeleton Coast. It’s also known for its white clay and salt pans, such as Deadvlei, where there are hundreds of ossified trees.

Another scenic spot in the desert is Moon Landscape, named after its eerie, pockmarked topography.

But sightseeing in Namibia isn’t just about deserts.

Inland you’ll find the green-gold grasslands of the Kalahari, and rugged mountains such as the Brandberg, Spitzkoppe and Damaraland.

Tourists flock to Namibia to experience its remote corners. Hot air ballooning, sand boarding and offroad quad bike excursions are all popular activities.

When it comes to safaris, Namibia offers some unrivalled experiences – head to Etosha National Park to see big cats, elephants and black rhinos.

Namibia has a fascinating history. It was inhabited as early as 25,000 BC, with tribes such as Ovambo and Herero gradually migrating into the country. In the “Scramble for Africa” Namibia became a German colony, known as German South West Africa, in 1884. After over a century of bloody battles, Namibia finally gained independence in 1990. These days it’s a country rich in historical attractions and cultural diversity; a country with plenty of stories to tell.

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

But there’s more to the Seychelles

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

WELCOME FROM THE EDITOR

Investing in Our Planet

EDITORIAL Head of Editorial: Phoebe Harper phoebe.harper@outlookpublishing.com Senior Editor: Marcus Kääpä marcus.kaapa@outlookpublishing.com Junior Editor: Jack Salter jack.salter@outlookpublishing.com Junior Editor: Ed Budds ed.budds@outlookpublishing.com

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

“It’s ecologically and economically important that we take action today.”

Senior Designer: Devon Collins devon.collins@outlookpublishing.com Designer: Matt Loudwell matt.loudwell@outlookpublishing.com Production Manager: Courtney Solomon courtney.solomon@outlookpublishing.com Social Media Manager: Fox Tucker fox.tucker@outlookpublishing.com

BUSINESS CEO: Ben Weaver ben.weaver@outlookpublishing.com Managing Director: James Mitchell james.mitchell@outlookpublishing.com Sales Director: Nick Norris nick.norris@outlookpublishing.com Commercial Director: Joshua Mann joshua.mann@outlookpublishing.com HEADS OF PROJECTS Callam Waller callam.waller@outlookpublishing.com Eddie Clinton eddie.clinton@outlookpublishing.com Matt Cole-Wilkin matt.cole-wilkin@outlookpublishing.com Ryan Gray ryan.gray@outlookpublishing.com BUSINESS DEVELOPMENT DIRECTOR Thomas Arnold thomas.arnold@outlookpublishing.com BUSINESS DEVELOPMENT EXECUTIVE Sam Love sam.love@outlookpublishing.com

TRAINING & DEVELOPMENT DIRECTOR Vivek Valmiki vivek.valmiki@outlookpublishing.com SALES AND PARTNERSHIPS MANAGER Donovan Smith donovan.smith@outlookpublishing.com SALES MANAGERS Josh Hyland josh.hyland@outlookpublishing.com Krisha Canlas krisha.canlas@outlookpublishing.com Matthew Taylor matthew.taylor@outlookpublishing.com PROJECT MANAGERS Gabriel Glen gabriel.glen@outlookpublishing.com Jordan Levey jordan.levey@outlookpublishing.com Kyle Livingstone kyle.livingstone@outlookpublishing.com Liam Pye liam.pye@outlookpublishing.com Rhys Cousins rhys.cousins@outlookpublishing.com ADMINISTRATION Finance Director: Suzanne Welsh suzanne.welsh@outlookpublishing.com Finance Assistant: Suzie Kittle suzie.kittle@outlookpublishing.com Office Manager: Daniel George daniel.george@outlookpublishing.com CONTACT APAC Outlook Ground Floor, 69-75 Thorpe Road, Norwich, Norfolk, NR1 1UA, United Kingdom.

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As Earth Day approaches and environmental matters take centre stage, the words of Vriko Yu, founder and CEO of archiREEF echo across this latest issue.

In what the UN has labelled the ‘Decade of Ecosystem Restoration’, archiREEF is the innovative start-up using 3D printing to revitalise coral reefs and restore marine ecosystems. With a similar mission at heart, we speak with Aishwarya Iyer, ESG Manager of the world’s largest third-party due diligence player – RightShip – as corporates must confront transparent reporting practices and invest in their role as responsible citizens of the environment.

Elsewhere, our Expert Eye explores Asia Pacific’s Renewable Energy opportunity as a means to turbo charge economic growth, and we lift the lid on Nusantara – the long-awaited new green super city of Asia, as Jakarta is slowly claimed by the effects of pollution and over-crowding.

Although construction may not be an industry instantly associated with sustainability, our frontrunner Clough is a pioneering company adopting a ‘zero-harm’ approach in major infrastructure projects.

“What will success look like in a low-carbon, low-waste, purpose-driven future? At Clough, we are working hand in hand with our clients to deliver this vision,” says Vice President of Strategy and Development for APAC, Carl Titchmarsh.

In New Zealand, Auckland’s largest water provider, Watercare, proves to be operating with environmental betterment at heart.

“We place a lot on our green credentials as a company... climate change is one of the greatest challenges facing the water industry. In fact, it’s often first felt through the water cycle, with more frequent droughts and more extreme flooding,” says CEO Dr Jon Lamonte.

“The water industry is a big contributor to global greenhouse gas (GHG) emissions – contributing about 10 percent of GHG, so we need to find better ways of doing things that protect our planet for future generations.”

Meanwhile, dive into exclusive company profiles from coal mining giant Vitrinite, construction specialists Hazell Bros, Wellington Free Ambulance, New Zealand’s leading farmer Pāmu Farms, and many more.

Enjoy your read.

Phoebe Harper Head of Editorial, Outlook Publishing APAC Outlook issue 55 | 3

CONTENTS A PA C

O U T L O O K

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I S S U E

5 5

18 8

22

REGULARS

6 NEWS Around Asia Pacific in seven stories

8 EXPERT EYE 16

18 Sustainability Indonesia’s Capital Upgrade Underway Nusantara – Asia’s new green super city

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

22 Australian Beverages Council Ltd (ABCL)

BU SI N ESS I N SI G H TS

Behind the $7 billion non-alcoholic drinks industry

Restoring the Reefs Using technology to revitalise the rainforests of the sea

16 Sustainability

4 | APAC Outlook issue 55

TO P I C A L F O C U S

How strong partnerships can turbo-charge the clean energy roll out

12 Technology

12

30

30 Papua New Guinea Mineral Resources Authority (MRA) A future for conscientious mining in Papua New Guinea

Shipping Sensibly

162 THE FINAL WORD

Navigating the sweeping tide of ESG in shipping

What trends do you forecast for the year ahead within your sector?

APAC OUTLOOK ISSUE 55

40

F E AT U R E S

38 SHOWCASING LEADING COMPANIES

Tell us your story and we’ll tell the world

CO NST RUCTION

40 Clough Pioneering Engineering and Construction Projects underpinned by zero harm to people, communities, and the environment

60 Hazell Bros Construction that Cares Civil projects cemented by brotherly love

72 Crema Group Hot Property A proud legacy in construction

E NE R GY & UTILITIES

78 Watercare From Sky to Sea

104 MacKellar Group From the Ground Up Keeping Australian mining moving forward

M A N U FAC T U R I N G

116 Oliver Healthcare Packaging Heritage in Healthcare Innovative healthcare packaging worldwide

124 AME Systems Customised Cables Wiring solutions for a range of heavy industries

HEA LT HC A R E

130 Wellington Free Ambulance New Zealand’s Ambulances Driving to Success Citizens of Wellington enjoy free access to ambulance services

94 Vitrinite Pty Ltd Coal at the Core Mining coal from the Bowen Basin

TE C H N O LO GY

148 redONE Back to Basics Mobile services that make life easier

S U P P LY C H A I N

154 Post PNG Signed, Sealed, Delivered

Keeping water sustainable in Auckland

MINING

148

AG R I C U LT U R E

140 Pāmu Farms

Inside Papua New Guinea’s official postal service

Guardians of the Land

158 Airports Vanuatu

Farming and forestry thriving in harmony in New Zealand

Reconnecting Vanuatu with the world

Pacific Paradise

APAC Outlook issue 55 | 5

NEWS

Around Asia Pacific in seven stories…

ECONOMY

AUSTRALIA FORMALLY SIGNS TRADE DEAL WITH INDIA

FINANCE

HDFC BANK TO MERGE WITH HDFC LTD INDIA’S LARGEST PRIVATE lender, HDFC Bank, is merging with its largest shareholder, HDFC Ltd. The deal with housing finance firm HDFC Ltd, which owns around 21 percent of the lender, will create a financial services conglomerate with a balance sheet worth upwards of $230 billion, tapping into the growth in demand for credit as the economy bounces back from the COVID-19

pandemic.

It will also build on HDFC Bank’s substantial base of 68 million customers and could propel the newly formed entity to become the second-most valuable listed company in India.

The merger will further synergise the two lenders, allowing them to leverage the strength of their combined balance sheets, increase product cross-selling, and aid in expansion.

SIGNED IN A virtual ceremony, the Australia-India Economic Cooperation and Trade Agreement signifies the two nations’ intent to establish closer trade relations.

Tariffs have been removed on more than 85 percent of Australian goods exported to India, including wool, copper, coal, as well as some critical minerals and non-ferrous metals.

It will also see 96 percent of imported Indian goods enter Australia duty-free, as both countries continue to work on establishing a full free trade agreement in the future. It comes as the Australian government pursues diversified export markets and reduced dependence on its biggest trading partner, China.

T R AV E L

MALAYSIAN BORDERS REOPENED TO VACCINATED TRAVELLERS AFTER TWO YEARS of tight travel restrictions, Malaysia has fully reopened its borders and removed COVID-19 quarantine rules for passengers that are fully vaccinated.

The Southeast Asian nation has had some of the strictest curbs on entry in the region to try and contain the virus, with returning Malaysians 6 | APAC Outlook issue 55

subject to quarantine requirements and most foreign nationals banned from travelling to the country altogether.

However, the reopening of its borders marks the beginning of Malaysia’s transition to the endemic stage of COVID-19, in line with the likes of neighbouring Singapore, Thailand, and Indonesia who have also now eased most travel restrictions.

The revised rules are expected to attract two million tourists to Malaysia.

TECHNOLOGY

CONSTRUCTION

Iluka Resources to build $750 million refinery

STARLINK SATELLITE SERVICE TO LAUNCH IN THE PHILIPPINES IN A FIRST for Southeast Asia, the satellite broadband service of Elon Musk’s Space Exploration Technologies Corp (SpaceX) will launch in the Philippines.

SpaceX, whose business permit application is currently being processed, is setting up a wholly-owned subsidiary in the country as it looks to deploy three gateways in the first launch phase.

There is no specific timeline or investment figure for the launch of

SpaceX’s proposed project, which will provide the Philippines with internet services using its Starlink LEO satellite network constellation.

Comprising in excess of 1,400 satellites, Starlink enables internet access in remote regions or when communications are disrupted in the event of a natural disaster.

ENERGY & UTILITIES

JAPAN CONTEMPLATES GASOLINE SUBSIDY PROGRAMME EXPANSION TO EASE THE burden of rising energy and fuel prices, Japan is considering expanded subsidies as part of a fresh relief package.

Japan implemented the temporary subsidy scheme in January to alleviate the sharp rise in gasoline and other fuel prices, caused by tightening global supplies and

exacerbated by the Russian invasion of Ukraine.

There are concerns that the weakening of the Japanese yen, on top of escalated oil and natural gas prices amid the Ukraine crisis, is having a negative impact on business activities and daily life in Japan.

Any expansion to the subsidy programme may consist of a lower base price and raised payment ceiling. Alternatively, the scheme could combine with a lifted freeze on tax trigger clauses.

INTERNATIONAL MINERAL SANDS company, Iluka Resources (Iluka), is building Australia’s first rare earths refinery to diversify the country’s supply of critical minerals.

Production of light and heavy rare earths from the Eneabba refinery in Western Australia begins in 2025.

Rare earths projects have faced a number of financial setbacks worldwide over the past decade. To ensure the project goes ahead, Iluka has set the refinery up as a separate entity and negotiated a risk-sharing agreement with the government.

Per year, the plant will have the capacity to produce 5,500 tonnes of neodymium and praseodymium, and 750,000 tonnes of dysprosium and terbium.

FOOD & DRINK

Barry Callebaut unveils expanded chocolate factory THE EXPANSION OF Barry Callebaut’s factory in Campbellfield, Melbourne, has been completed, underlining the company’s ongoing commitment to Australia.

The investment further strengthens the regional footprint in Asia Pacific of the world’s leading manufacturer of high-quality chocolate and cocoa products.

New factory lines have added significantly to the total production capacity of the factory and its range of offerings, which now include liquid chocolate, buttons, as well as specialties such as coatings and fillings.

With this expansion, Barry Callebaut is well-positioned to become Australia’s leading chocolatier, able to serve the country’s entire food industry from global and local manufacturers to artisanal and professional users.

APAC Outlook issue 55 | 7

8 | APAC Outlook issue 55

EXPERT EYE SUSTAINABILITY

APAC’s Renewable Energy Opportunity Patrick Architta, President for Asia Pacific at K2 Management explores the role of renewable energy in turbo-charging economic growth Written by: Patrick Architta, President for Asia Pacific, K2 Management

A

sia Pacific’s (APAC) renewable energy potential is huge. The region is home to some of the fastest growing economies in the world and a rapidly expanding population.

Unsurprisingly, the United Nations (UN) recently cited that the demand for energy is growing faster in this corner of the world than anywhere else.

With an abundance of natural resources, green energy is the answer to not only decarbonise APAC’s industrial sectors, but to turbo charge its economic growth, deliver energy security, and provide affordable, clean electricity to its increasing population.

Wood Mackenzie estimates that 140 gigawatts (GW) of new wind and solar capacity could be added in the region every year between 2021 and 2030, doubling the levels of investment seen in these technologies over the previous decade. For investors, the potential for returns is enormous and they are queuing up to pour capital into projects.

To truly seize the opportunities that renewable energy presents for APAC, energy stakeholders have numerous challenges to overcome: from policy APAC Outlook issue 55 | 9

EXPERT EYE SUSTAINABILITY

uncertainty to a lack of in-country infrastructure and experience – some of which are explored here.

Energy is at the mercy of political forces and renewable energy deployment depends on completing complex infrastructure projects. This means the journey to profitability and with it, clean energy provision for society - isn’t easy.

But to succeed, two things are critical: building in-country relationships and calling upon experience in renewable energy development. Both provide a means for investors to tackle the sorts of challenges that risk impeding APAC’s rapid renewables growth.

NAVIGATING ENERGY STRATEGY (AND THE POLITICS) What are the current challenges and how are they manifesting themselves?

One of the biggest considerations for investors and developers currently is government policy. A country setting out its desired approach to developing renewable energy is evidently a critical step, providing a framework and a platform unlocking renewable energy’s potential.

There is much for governments to consider, from forecasting the energy demand, grid constraints to supply chain readiness, to energy security and supply. This governs any given country’s proposed energy mix, or how much green capacity it wants to deliver, and when. The governments should also clearly define the permitting process together with economic incentives like Feed-In Tariff (FIT) or auction system. Vietnam, for instance, is currently weighing up such considerations.

This will be confirmed through the latest version of its eagerly anticipated National Power Development Plan, which will set out how much renewable energy capacity it will permit.

Until such time, prospective developers are expressing a keen will to develop facilities along Vietnam’s huge, windy coastline – but making firm commitments is currently tricky, given the uncertainty.

Other APAC countries are more advanced in their planning. But the next question is who builds what and where? This is where investors and developers first enter the process. A key form of governance in this respect

is auctions, and each country tends to take its own approach – but this in itself poses challenges, that are best overcome with first-hand market experience and previous experience in developing renewable energy assets.

TACKLING AUCTIONS – AND MANAGING THE RISKS Auction processes have been a hot topic in APAC recently, particularly since Japan announced the result of its offshore wind auction for seabed leases in December. This auction set out four areas the government was willing to permit development of offshore wind. The process required interested bidders to conduct vast amounts of expensive work upfront, just to secure a lease – with no guaranteed success.

The results of the auction proved controversial: home-grown business Mitsubishi won all three projects after proposing to produce energy at an extremely competitive price, freezing out international bidders.

There will be more opportunities for international investors in Japan - this was just the first 1.7GW of a targeted 10GW of offshore capacity

EXPERT EYE SUSTAINABILITY

by 2030. But the wind industry has reported that the fight needs to be fairer for future auction rounds, or it could discourage investors from entering the market, thus reducing competitiveness.

Further west, Pakistan is opting for a slightly different strategy. This rapidly evolving market is aiming for 30 percent of its electricity generation to come from renewables by 2030.

This year it will hold its first auctions.

Its approach to developing renewable capacity is to hold more frequent, low-capacity wind and solar auctions as its supply chain and infrastructure develops.

It is clear, then, that variation exists between territories in approach, which investors must reconcile. It proves to serve that these mechanisms, which are in effect tenders for companies to deliver against government renewable targets, currently don’t offer too much certainty – but entail significant risk for developers and investors.

POLICY: INCENTIVISING OR DISINCENTIVISING? While, as noted, Pakistan’s adoption of renewables is accelerating on the one hand, a levy on solar panels, wind turbines and electric vehicles imposed by the government recently – as it seeks to meet the terms of an International Monetary Fund bailout – risk increasing the cost of renewable energy for a country that desperately needs more electricity to sustain its economic growth. This poses the question of whether investors could be turned off from investing in Pakistan, thus hindering (or disincentivising) renewable energy roll out.

Conversely, South Korea, where – according to a 2021 briefing by the European Parliament - fossil fuels provided 82 percent of the country’s energy needs last year, previously had one of the highest production costs in the world for wind, at approximately USD 220 per megawatt-hour.

It has sought to address this by recently announcing, as part of its ‘Green New Deal’, that it will conduct feasibility studies in up to 13 areas, to identify large-scale offshore wind locations. The aim is to help reduce upfront costs and de-risk projects for investors and developers.

WORKING WITH APAC COUNTRIES TO CAPITALISE ON THE CLEAN ENERGY BOOM The roll out of renewable energy in APAC remains relatively nascent, but in the coming years the benefits of the clean energy evolution will start to become apparent, and begin turbocharging economies.

It also offers a route to energy independence for APAC countries.

Renewable energy belongs to counties and local communities – it is not beholden to the sort of supply restrictions that oil and gas is often subject to in geopolitical conflict.

This offers the potential for enhanced economic stability in APAC’s developed and developing nations.

One of the biggest benefits, though, could come through job creation – which is why it is critical that investors and developers build strong partnerships with communities, helping them to capitalise on sustainable future prosperity.

The energy transition is expected to grow Taiwan’s economy. By 2035, the clean energy sector there is likely to attract US$90 billion of inward investment and create an estimated 57,000 jobs.

But for those investors, and for homegrown businesses that could benefit from both the supply chain boom and the potential to decarbonise the “Made in Taiwan” brand, there is much to learn. A lack of infrastructure and skill gaps in the workforce will bring significant challenges.

As countries and companies across APAC ramp up renewable energy capacity, partnering with international businesses which

have experience in advising lenders, undertaking due diligence, striking power agreements and engineering a range of renewables technologies at scale will reduce cost and risk.

PARTNERSHIPS CRITICAL TO CLEAN ENERGY SUCCESS Solar, floating solar, offshore and onshore wind present APAC with a chance to decarbonise its heavy industry, produce much-needed electricity for its growing population and even create an export market for geographies less-blessed with resources – particularly as storage technologies advance.

Investors are recognising this. But it is only by working with experienced partners, that stakeholders across the region can maximise return on investment and navigate the myriad challenges that lie between here and the multi-gigawatt goals of a rapidly expanding clean sector in APAC. It’s a timeless cliché, but to make the most of the opportunities and to overcome the challenges, it is essential to draw on expertise and build strong partnerships with those on the ground.

ABOUT THE EXPERT Patrick Architta is President of Asia Pacific at K2 Management, a leading renewable energy engineering and project management consultancy, working closely with developers, operators and investors of wind and solar projects across the region. Patrick is based in Thailand, with teams of incountry experts and partners located across Asia Pacific.

APAC Outlook issue 55 | 11

R E S TO R I N G THE REEFS T

he ‘vertical city’ of Hong Kong – concrete jungle and land of skyscrapers - may not be known for its natural biodiversity, but did you know that the city’s shores boast more hard species of coral than the Caribbean?

Worldwide, coral reefs host over 25 percent of marine life, yet cover just one percent of the sea floor. This number is depleting, as coral is worn away and is now greatly endangered by the effects of pollution and climate change.

12 | APAC Outlook issue 55

In what the UN has labelled the ‘Decade of Ecosystem Restoration’, archiREEF is the innovative start-up using 3D printing to revitalise coral reefs. We take a deep dive into the company with co-founder, Vriko Yu Writer: Phoebe Harper

At the nexus of coral reef development in Hong Kong is the Hoi Ha Wan Marine Park. The park has become the playground of innovative Hong Kong born start-up, archiREEF, the company using 3D printing to restore and conserve coral reefs using the world’s first clay reef tiles.

Printed in clay to mimic ‘brain coral’, the material is both highly adaptive, earth-friendly and has proven effective in attracting and encouraging marine life.

“Growing up in Hong Kong is

ARCHIREEF TECHNOLOGY

quite interesting because it’s an international metropolis, but we are also extremely accessible with our natural resources,” says Hong Kong local, scientist and founding member of archiREEF, Vriko Yu. As an enthusiastic diver, Yu was alerted to the alarming reality of coral degradation at a young age after personally witnessing coral wasting away on the seabed and turning into a desert of sand.

“After I started diving, I saw the disappearance of a small patch of

coral reef within just two months.

“Climate change is accelerating at a rate that we just never anticipated.

So that set my heart and head to thinking, is there anything that I can do?”

Yu embarked on a PhD and began working with the government on all matters concerning coral restoration.

It was here where Yu encountered the process of 3D printing in clay to create model coral reefs that would renovate the sea floor and encourage marine life to thrive.

APAC Outlook issue 55 | 13

ARCHIREEF TECHNOLOGY

Installing 130 reef tiles in the Hoi Ha Wan Marine Park over the course of one summer, soon after, in September 2020, archiREEF was born.

“We’re quite a young start-up but it has been an interesting journey since we were founded. The three founding members included Dr David Baker, who is the scientific mind behind the operations, Mr. Deniz Tekerek, the commercial mind, and myself. I’m the doer who makes sure that everything goes well!”

At present, the archiREEF team comprises seven full-time employees in Hong Kong with further positions opening, three of which will be based in archiREEF’s venture into new waters in the Middle East.

“We are very fortunate that we are now bringing this technology to

14 | APAC Outlook issue 55

“ I T ’ S E C O L O G I C A L LY A N D E C O N O M I C A L LY I M P O R TA N T T H AT W E TA K E A C T I O N T O D AY ” – V R I KO Y U, CO - FO U N D E R A N D C E O, A R C H I R E E F

Abu Dhabi. In the Middle East, we are hoping to expand our global coverage and we have established a global partners network that will help bring this to life. To do this, we really need the local participation.

“We want to be part of the solution, so we always encourage collaboration with local partners and right now we are deploying reefs in Abu Dhabi to see if we can be part of the larger equation of restoration.”

As part of this growing mission, archiREEF is strategically targeting

destinations that demonstrate initiative and a long-term commitment to realising change.

“Restoration is a process that takes time, so we are prioritising areas that are committed in establishing sustainability and marine ecosystem restoration, meaning that it’s not just a surface PR campaign, but a dedication to spending time and resources to do this together and be patient with it,” says Yu. Aside from physically delivering this technological innovation to the

ARCHIREEF TECHNOLOGY

ocean floor, a big part of the work that archiREEF does concerns encouraging governments and corporate entities to incorporate the restoration and conservation of marine ecosystems into their ESG strategies.

“We cannot afford to lose the reefs. It’s not just coral, but also the mangroves – entire marine ecosystems. The United Nations (UN) has already made a very aggressive call on labelling the decade between 2021 – 2030 to be the ‘decade of ecosystem restoration’.

“The ideology behind this is simple – it’s because we cannot lose the reefs and if we don’t do it now, then it’s going to cost 10 times more with 10 times less effectiveness than what we can achieve now.

“By that calculation alone, it’s ecologically and economically important that we take action today.”

APAC Outlook issue 55 | 15

I

SHIPPING S E N S I B LY

n today’s corporate climate, non-financial factors are rising in significance as indicators of a company’s performance, holding greater appeal to stakeholders and influence for investors.

At the forefront of this is Environmental, Social, and Governance (ESG), as greater transparency is expected from companies in terms of their commitment to recognising and acting on social responsibilities, ranging from climate change to social unrest and a host of matters in between.

The maritime sector is no different, as businesses embrace ESG as a means to navigate both risk and opportunity. This comes as the call for decarbonisation in the industry grows increasingly deafening, and 16 | APAC Outlook issue 55

Aishwarya Iyer, ESG Manager RightShip takes the helm of implementing ESG strategies across the maritime industry.

Charting new waters into Singapore, we speak with ESG Manager, Aishwarya Iyer Writer: Phoebe Harper

fact-based disclosure is expected from regulators, financiers, and cargo owners.

“Corporates themselves are beginning to see the benefits of transparent ESG reporting and their role in conserving marine ecosystems, reducing emissions, enhancing crew welfare and running ethical businesses,” says Aishwarya Iyer, ESG Manager for RightShip – the world’s largest third-party due diligence player.

“ESG as a discipline is well positioned to move from being an add-on or overlay to becoming a mainstream topic just like traditional financial reporting,” she continues.

Indeed, as ESG continues to be carried on a tide of acceptance and incorporation into the mainstream,

RIGHTSHIP SUPPLY CHAIN

the means of reporting through ESG frameworks is becoming a uniform practice.

“ESG elements have always been important screening factors while evaluating investments or lending to offshore sectors, but in the last few years, these elements have come together in a more structured manner under ESG.” The disclosure of ESG performance is being supported by regulatory pressure, as offshore industries are effectively screened by these standards and institutional investors and financial analysts incorporate these considerations into their valuation and risk assessments.

Established in Melbourne in 2001 under founding shareholders Rio Tinto and dry bulk charterers BHP, RightShip offers a range of products that enable shipowners, charterers, ports, terminals, financial and insurance sector players to track and benchmark their emissions performance, crew welfare and operational efficiency.

By so doing, customers benefit from full visibility over the progress of sustainability goals.

“I also feel that corporates will use their ESG profiles to enhance their image and brand value, as ESG reporting provides a holistic picture of how a corporate is functioning in its

“ C O R P O R AT E S T H E M S E LV E S A R E B E G I N N I N G TO S E E T H E B E N E F I T S O F T R A N S PA R E N T ESG REPORTING AND THEIR ROLE IN CONSERVING MARINE ECOSYSTEMS, REDUCING EMISSIONS, ENHANCING C R E W W E L FA R E A N D R U N N I N G E T H I C A L BUSINESSES” – A I S H WA R YA I Y E R , E S G M A N A G E R , R I G H T S H I P

responsibility towards all stakeholders including the community, employees, suppliers, shareholders and of course, the environment,” adds Iyer.

Iyer herself was drawn to RightShip in recognition of the impact that ESG could have within a sector that accounts for three percent of global greenhouse gas (GHG) emissions with significant scope for progress in terms of ocean governance and an emphasis on crew welfare.

NEW SHORES Most recently, RightShip has expanded its mission of benchmarking standards for the maritime industry by launching in Singapore. The city-state was a strategic choice as a dynamic nexus of maritime trade, home to some of the world’s largest shipping companies, with a receptive market that holds the potential for huge impact.

This is the latest in a series of moves RightShip has made to expand its footprint across Asia, having opened representative offices in Shanghai, China in July 2021, followed by Hiroshima, Japan in November 2021.

“Singapore has continued to strengthen its presence as a leading global maritime hub and the launch of the Global Centre for Maritime Decarbonisation (August 2021) has further cemented the country’s commitment to combating climate change,” Iyer explains.

“Having a physical presence close to our customer base enables us to be on the front line of the conversation.”

The new office builds on extended collaboration with support from Singaporean organisations, including an MoU signed with the Singapore Maritime Institute to co-operate on a Maritime AI (Artificial Intelligence) Programme. The space will also act as an innovation hub to deliver zero-harm solutions for the maritime sector.

With this latest addition, RightShip offers a chance to further support decarbonisation efforts, set overall structure for ESG, and drive change in a key sector that informs global supply chains. With RightShip’s suite of solutions charting the journey to a zero-harm sector, ESG is set to become a matter of smooth sailing.

APAC Outlook issue 55 | 17

IN D ON E SIA’S C A PI TA L U PG R ADE UN DE RWAY Jakarta is being replaced as Indonesia’s capital city by Nusantara, an ambitious, green and futuristic project Writer: Ed Budds

I

t’s not often that a nation simply builds a new capital.

However, in the case of Jakarta, Indonesia’s current capital city since 1945, it’s a vital and long overdue transfer. Indonesia, comfortably Southeast Asia’s most populous nation, is switching its capital from one of its islands to another in a vastly ambitious and enthralling project.

Nusantara is the name of this new ‘green super city’.

On the east coast of Borneo, Balikpapan, there are currently only

trees stretching out as far as the eye can see. Vast expanses of eucalyptus plantations span to the horizon, except from one small, cleared path of brown earth where a new road is being meticulously constructed. This marks the spot of inception for this project, where the grand presidential palace will one day sit right in the heart of Nusantara, Indonesia’s new ‘super city’ capital.

Jakarta is a dense city that is collapsing slowly under the weight of its own sprawling infrastructure,

as well as suffering from near critical levels of pollution and water damage.

Notoriously congested, Jakarta is home to 30 million people; it’s a packed city that has undergone decades of rapid urbanisation, leaving the foundations crumbling and creaking under the immense pressure from this exponential development.

Water poses the greatest threat to Jakarta in its current location; the gradually sinking capital is speedily descending faster than any other city worldwide, whilst sea levels continue to rise. Jakarta suffers from torrential rain for over half the year, leading to constant flooding and an overwhelming of all the city’s drainage systems.

A further difficult issue facing the city is the fact that only a third of residents have access to municipal water, forcing the rest to drill wells for potable groundwater.

IMAGE: COMPUTER-GENERATED IMAGERY RELEASED BY NYOMAN NUARTA ON JANUARY 18, 2022

TOPICAL FOCUS SUSTAINABILITY

achieve these ambitious plans.

Nusantara will be constructed on completely cleared land, yet there remain concerns that this project will bring an increased level of pollution across East Kalimantan.

Environmentalists have also voiced apprehension that the building process will contribute to the destruction of rainforests that are home to many species of wildlife such as orangutans, sun bears and long-nosed monkeys.

A petition was recently posted online to reject the plan and has been signed by 26,000 people.

Petitioners believe this is not the right time to move Indonesia’s capital, citing economic hardship and rising government debt as a result of the COVID-19 pandemic, as well as

AMBITIONS FOR THE FUTURE President Joko Widodo has ambitious aspirations for his proud nation and has set his sights firmly on becoming one of the world’s top five economies by 2045, with the aid of his new green capital city.

The president plans to use Nusantara as a showcase of this transformation, in terms of the environment, ways of work, economic basis, technology, and as a demonstration of improved-quality health services and education.

He has labelled the construction of Nusantara with a hefty price tag of US$32.5 billion and hopes it will emerge as a “magnet for global talent and a centre of innovation”. Whether this ultimately materialises will be hinged on how well the new city can become the smart, green hub it promises to be.

ENVIRONMENTAL CONCERNS RAISED

IMAGE: WWW.URBANPLUS.CO.ID

IMAGE: WWW.URBANPLUS.CO.ID

The slowly sinking city is moving from the island Java across to the East Kalimantan Province in Borneo.

The ground-breaking master plan is that Nusantara, the brand-new capital, will be a green and smart global ‘super hub’ developed steadily in carefully implemented stages until planned completion in 2045. The new city has a futuristic design, and the plans depict a well-connected hub with modern public transport links, powered by renewable energy, which will eventually seat the majority of Indonesia’s government. A new airport located in Penajam, will serve as the primary international airport to Nusantara.

The Indonesian government hopes this transition will help to create numerous job opportunities in Nusantara, as well as increasing the nation’s economic growth and benefitting all economic activity.

Indonesia has lofty ambitions to join the ranks of developed nations, and to achieve the zero-carbon pledge by 2060 made last year.

concerns over a new wave of positive cases, driven by the Omicron variant.

There is currently a series of ongoing conferences and events to begin dialogue with both public and private Indonesian stakeholders, that will form a thorough discussion on how Nusantara can create a new narrative for Asia’s cities. These mostly virtual conferences are also addressing what needs to be done to ensure the new capital can balance economic growth with environmental integrity, as set out in its mandate.

There are some, however, who remain highly sceptical of the project. Many environmentalists are doubtful whether developers will be able to APAC Outlook issue 55 | 19

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Mobile services to support greater digital and financial inclusion

Shipping since antiquity in Romania

TRANSCOM SHARAF

Dr. Lawrence Rosenberg, President and CEO of the

AERNNOVA

PIONEERING ENGINEERING AND CONSTRUCTION

Freight forwarding from Beira

KANSANSHI MINING PLC

Delivering iconic energy, resources and infrastructure projects for over a century

Mining metals from the heart of Zambia

Ready for lift off in European aerospace R&D

TRADING LINE GROUP

RANGER ENERGY SERVICES

walks us through the JGH over the past two years, with an update on the hospital’s latest developments

The expediters of the Danube charting new waters for Romania’s future in remote piloting

Generating positive energy that powers the world

ROSINA FOOD PRODUCTS, INC. Buffalo, NY - the US heartland of Italian meatballs

Adama Soro, CEO at the CMB explores the organisation’s role in realising socio-economic transformation for Burkina Faso

“Strong family values are the foundation of Hazell Bros’ civil construction projects,” says Managing Director, Geoffrey Hazell

Massimo Maffeis, CEO of Maffeis Engineering discusses sustainable stadia and façade engineering solutions

TY J. SHATTUCK, CEO at McMaster Innovation Park, takes us behind the scenes of Canada’s leading research and life sciences hub

in realising socio-economic transformation for Burkina Faso Adama Soro, CEO at the CMB explores the organisation’s role

construction projects,” says Managing Director, Geoffrey Hazell “Strong family values are the foundation of Hazell Bros’ civil

sustainable stadia and façade engineering solutions Massimo Maffeis, CEO of Maffeis Engineering discusses

the scenes of Canada’s leading research and life sciences hub TY J. SHATTUCK, CEO at McMaster Innovation Park, takes us behind Italian meatballs US heartland of Buffalo, NY - the

INC. PRODUCTS, FOOD ROSINA

future in remote piloting charting new waters for Romania’s The expediters of the Danube

of Zambia from the heart Mining metals

PLC MINING KANSANSHI from Beira Freight forwarding

SHARAF TRANSCOM

LINE GROUP TRADING

developments update on the hospital’s latest the past two years, with an walks us through the JGH over

CONSTRUCTION ENGINEERING AND PIONEERING

CEO of the President and Rosenberg, Dr. Lawrence

antiquity in Romania Shipping since

DP WORLD

MTN CONGO

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SERVICES ENERGY RANGER

aerospace R&D in European Ready for lift off

AERNNOVA

and financial inclusion support greater digital Mobile services to

world that powers the positive energy Generating

Tell us your story, and we’ll tell the world. infrastructure projects for over a century Delivering iconic energy, resources and

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

Your company can join the leading industry heavyweights enjoying the free exposure we provide across both digital and print platforms with a free marketing brochure, extensive social media saturation, enhanced B2B networking opportunities, and a readymade forum to attract new investment and to help you grow your business.

Visit www.outlookpublishing.com/get-involved for details on how your company can feature for free in one of our upcoming editions.

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Issue 08

INDUSTRY SPOTLIGHTS Welcome to our series of spotlights.

These reports dive into specific segments of economies across the region, featuring exclusive insight from associations and organisations in the know.

Australian Beverages Council Ltd (ABCL) Papua New Guinea Mineral Resources Authority (MRA)

INDUSTRY SPOTLIGHT

SPOTLIGHT ON AUSTRALIAN BEVERAGES COUNCIL LTD (ABCL) Championing sustainability and circularity, the Australian Beverages Council (ABCL) is the peak body unifying Australia’s non-alcoholic beverage industry Writer: Phoebe Harper | Project Manager: Krisha Canlas

I

n the Australian economy, the food and beverage sector is a major force. As the country’s largest manufacturing industry, the sector is a key national economic driver and source of employment. From small players specialising in niche items, the range of industry members escalates to vast multinationals offering fast-moving consumer goods (FMCG).

As a staple of Australian manufacturing, food and beverage is receiving renewed attention under the

22 | APAC Outlook issue 55

government’s Modern Manufacturing Strategy (MMS), launched in 2020, which aims to develop competition, scale, and resiliency on the global market backed by a $1.5 billion investment. Within MMS, the Australian government is supporting projects that will harness the sector’s strengths, leverage innovation to overcome barriers in value creation, and will effectively transform the industry by furthering its high-value and dynamic reputation.

AUSTRALIAN BEVERAGES COUNCIL LTD (ABCL)

Recycling and clean energy is another significant component of the MMS, that is being developed to work in harmony with operations across the food and beverage sector.

Currently, the segment of the beverage sector specialising in non-alcoholic drinks and soft drinks, is enjoying a boom as alcohol consumption levels are declining amongst the younger generation.

Indeed, as reported by The Centre for Alcohol Policy Research at La Trobe University, the number of teetotal 18 to 24-year-old Australians has doubled within the past two decades. As this dynamic shifts, the production of carbonated soft drinks alone has grown to contribute approximately $4 billion to the Australian economy every single year.

PRODUCTS • Ready to drink (RTD) tea – iced • RTD coffee • Cordial • Emerging beverages • Carbonated soft drinks • Energy drinks • Sport drinks • Water • Juice and juice drinks

Occupying the vanguard of this dynamic sector is the Australian Beverages Council Ltd (ABCL), as the sole peak body representing the non-alcoholic drinks industry. For over 70 years, the council has represented the interests and advocated for the innovation of this multi-billion-dollar industry.

Formerly known as the Australian Soft Drinks Association (ASDA) and headquartered in Waterloo, New South Wales (NSW), ABCL operates with the best interests of manufacturers, importers and distributors at heart. The products within ABCL’s remit vary from sports drinks to emerging beverages, and premium bottled water, catering to every lifestyle and occasion.

Consolidating a vast body of members, the ABCL membership base accounts for over 95 percent of the industry’s volume. Encompassing small, mediumsized, and large companies, collectively ABCL’s members employ over 46,000 people across the nation. Each year, these industry players contribute over $7 billion to the Australian economy.

ABCL is headed by a Board of Directors representing a diverse range of companies, with each director having been elected from the membership base by other members. As such, the Board structure reflects the association’s membership, and offers a constitution that provides representation for all sectors within the industry.

GOING GREEN In recent years, ABCL has played a major role in leading the sector on sustainability issues and

INTRODUCTION

THE AUSTRALIAN BEVERAGES COUNCIL LTD (ABCL)

APAC Outlook issue 55 | 23

INTERVIEW

INDUSTRY SPOTLIGHT

has been at the forefront of scheme design, development, rollout and review across the industry.

Demonstrating a commitment to the welfare of both the planet and its people, ABCL has been heavily involved in driving a sugar reduction pledge across the industry. Announced in June 2018, ABCL’s flagship pledge is making solid progress, and is well on its way to meeting the target of a 20 percent sugar reduction across the industry’s portfolio by 2025. In a progress report just last year, it was announced that a 12 percent sugar reduction had already been achieved.

With the wellbeing of consumers close to heart, ABCL boasts a dedicated water division in the Australian Bottled Water Institute (ABWI). ABWI stands as a proud steward of both the environment and this natual resource, ensuring that all bottled or packaged water is safely produced, sustainably sourced, and guarantees the highest quality to consumers.

As a responsible, environmentally conscious body, ABCL is a keen supporter of initiatives that foster domestic green jobs and keep waste from the ocean.

It also champions the use of recyclable materials across the industry’s packaging, in recognition of its status as product stewards of the beverage

24 | APAC Outlook issue 55

ABCL IN NUMBERS

95% 95 percent of the industry’s volume produced by its members

$7+ Members contribute over $7 billion to the economy each year

46k Employing over 46,000 people

containers produced.

This means prioritising resource recovery and recycling innovation through the establishment of reprocessing facilities, producer responsibility

AUSTRALIAN BEVERAGES COUNCIL LTD (ABCL)

CDS have been introduced across several Australian states in a bid to transform the country’s waste and recycling industry. However, for ABCL and its members, there is room for improvement to this model of recycling. Players of the drinks industry are now lobbying for more materials to be included in CDS – such as wine and spirit bottles, and beverage caps – to increase their use.

Nevertheless, this remains the preferred means of container recycling, since it results in a clean material of superior quality, particularly compared to the contamination of such products when disposed of through a mixed recyclables stream.

schemes and assuming an educational role to ensure that consumers are aware of how to properly dispose of their products.

As an extension of its commitments to recycling and the mitigation of environmental impact through landfill disposal and plastic pollution, ABCL is an active participant in driving Australia’s circular economy.

Working closely with both the Australian Government and as a member of the International Council of Beverage Associations, ABCL advocates for the greater efficiency of initiatives in this area. The council ensures member awareness of participating in and promoting container deposit schemes (CDS), the potential of constructing reprocessing facilities, and redesigning product packaging in line with Sustainable Packaging Guidelines.

ABCL is cognisant to the fact that for many smaller players in the beverages space, circularity may seem like a pipeline dream for those lacking the finance and resources. This particularly applies to the majority of its membership base, consisting of small and medium businesses where investments into circular manufacturing processes may impede growth, restrict innovation, and prohibit local job creation. As such, government assistance is needed to create a level playing field between recycled and virgin materials – without it, the National Packaging Target of 50 percent recycled content in packaging by 2025 will be out of reach for smaller beverage companies.

INTERVIEW

STREAMLINING CIRCULARITY

Most recently, ABCL witnessed the latest development by Circular Plastics Australia with the unveiling of a cutting-edge PET recycling facility in Albury, NSW. With the capacity to process one billion PET bottles per year to be reinvented into new recycled bottles, the plant is the result of a joint venture between major players on the global industrial stage, including Cleanaway Waste Management, Pact Group Holdings Ltd, Asahi Beverages, and Coca-Cola Europacific Partners.

For all industry players, this latest development is a major breakthrough in terms of both green job creation, but also making Australia’s dream of a circular economy, one step closer to a reality.

APAC Outlook issue 55 | 25

Ignite beverage innovation with ADM As more consumers take a proactive approach to their holistic health, they are actively looking for products that can support their overall physical, mental and emotional wellbeing. They are also looking for convenient ways to add nourishing offerings into their everyday lives, as well as personalised nutrition options.

According to ADM Outside VoiceSM research, 49% of consumers feel that every individual is unique and requires a customised approach to their diet.

Incorporating functional beverages into a healthy diet can help consumers meet their individual holistic wellness goals, including sustained energy, improved mood, enhanced cognitive function and support for immune function and gut health.

“We have a deep understanding of global and local consumer trends to support our customers in navigating ‘what’s next?’,” explains Zona Negri, Marketing Director, ADM Nutrition ANZ (Australia & New Zealand).

QUENCH THE THIRST FOR WHAT’S NEXT

“The beverage landscape is exploding with new innovations, from cross-category blurring to nostalgic and sophisticated taste experiences. While consumers are seeking sensory excitement, they are also drawn to flavours and ingredients that they associate with health benefits and have increasing expectations of sustainable solutions. Above all, taste is and remains king,” confirms Negri.

to manufacturers in ANZ, but also throughout Asia Pacific and beyond, with more than 60 innovation centres around the globe. “High protein, clean and clear labels, exciting flavours, botanical extracts, natural colours plus functional benefits are some of the common themes we address across food and beverage applications on a daily basis. We aim to give our customers the edge they need to succeed in the dynamic beverage marketplace by leveraging our ingredient solutions and extensive beverage expertise.”

With three offices across Australia and New Zealand, including a Customer Creation & Innovation Centre (CCIC) in Sydney and a product development and application lab in Auckland, ADM Nutrition creates innovative solutions to solve the challenges facing food and beverage manufacturers. ADM Nutrition is not only a trusted partner

“Our cross-functional team can assist in developing products consumers want, ranging from sparkling beverages to alcoholic or no/low alcoholic products, and more,” says Ben Lougher, Technical Director at ADM ANZ. “At our CCIC in Sydney, we craft flavour solutions to suit the taste of the local consumer palate. Here we

also create new ideas to meet taste, nutrition, and health and wellness needs of Australian and New Zealand consumers. To complement this, our existing pantry of solutions is ready, with tried-and-true ingredients from flavours, extracts and colours, to industry-leading sweetening solutions, a variety of plant-based proteins, functional health ingredients and more.”

“Whether it is a flavour to evoke a specific consumer experience, an ingredient with the properties to support a functional claim, or a desired texture, plant-based proteins, sugar reduction solutions or complete formulated systems for food and beverage customers, ADM Nutrition is here to create the ideal customised solutions for our customers,” explains Attif Gharbi, Managing Director of ADM ANZ. Attif Gharbi, Managing Director of ADM ANZ

UNLOCK NEXT-LEVEL CITRUS SOLUTIONS

When it comes to beverages, citrus is a vital component for new product development and considered one of the most important taste profiles. Citrus flavours come from all corners of the globe and are a key building block in a variety of applications, from juices and soft drinks to ontrend products such as functional lifestyle beverages and hard seltzers.

ingredients nature has to offer. Utilising a vast portfolio of raw citrus materials, including specialty products and captive ingredients, ADM unlocks unlimited creation possibilities and helps shape individual taste profiles.

The desire for new, emerging flavours and natural cleanlabel ingredients are just some of the evolving consumer trends that drive global demand for citrus.

However, the key to delivering quality citrus flavours begins by using quality raw materials at the source, combining cutting-edge extraction and distillation technology to unlock unrivalled true-to-fruit taste. ADM’s unique separation technologies, including cold extraction processes and proprietary blending techniques, create an authentic, whole-fruit flavour experience. “We specialise in reconstructing true-to-fruit citrus profiles and deliver products with superior performance in the final beverage,” confirms Lougher.

With one of the industry’s largest capacities for citrus processing, ADM possesses the technological bandwidth to provide individualised solutions with the best citrus

“Our in-depth knowledge and understanding of citrus aroma molecules and fractions creates flexibility to develop tailor-made flavour solutions,” continues Lougher.

As a major player in the food and beverage industry, ADM’s innovative citrus portfolio offers a variety of new taste profiles, incorporating tonalities from around the world to deliver familiar and nostalgic or exciting and surprising flavours.

“Reimagine what is possible with ADM and create great tasting beverages consumers will love,” invites Nigel Doyle, Sales Director Beverage, ANZ. “When customers partner with ADM, they tap into our broad portfolio of ingredients, our innovation capability, technical expertise and rapid-fire market insights.”

ADM Australia Pty. Ltd. 10A Julius Avenue, Suite 1, North Ryde, Sydney 2113 Phone: +61 2 8879 4800 E-mail: NutritionANZ@adm.com Ben Lougher, Technical Director at ADM ANZ

Zona Negri, Marketing Director at ADM ANZ

www.adm.com

Accelerate innovation.

Make beverages sparkle with a fresh approach.

With consumers demanding more function and less sugar from all types of beverages, delivering great taste experiences has never been more important.

ADM’s intimate knowledge with a full pantry of ingredients, from flavours, colours and sweetening solutions to functional ingredients and beyond, can help our customers get to market sooner with nutrition-forward solutions that delight consumers.

As a leader and innovator in beverages, our expert team of flavourists and full product developers deliver cutting edge solutions to support our customers’ success.

Let’s innovate.

NutritionANZ@adm.com | adm.com

INDUSTRY SPOTLIGHT

MINERAL MINING INTRODUCTION

IN THE SOUTHWEST PACIFIC

We examine the highly prospective industry of mineral mining within the Pacific island nation of Papua New Guinea Writer: Phoebe Harper | Project Manager: Matt Cole-Wilkin

T

he world’s third largest island county, Papua New Guinea (PNG) is universally acknowledged for its wealth of natural resources. This independent island nation boasts a diverse tapestry of geological landscapes resulting from significant tectonic activity, as relatively recent movements within the Earth’s crust prompted the collision of the northwards-moving Australian Plate with the Pacific Plate, thereby separating the island landmass of PNG from the Australian continent

30 | APAC Outlook issue 55

in bygone millennia. Today, PNG’s landscapes, comprising jagged limestone, impenetrable lowland rainforests, the towering Central Highlands of the Bismarck Range and fertile volcanic basins, are evidence of this geological movement. Meanwhile, vast deltas and areas of swampy plains are the result of high sediment loads within the Sepik, Ramu, and Fly River systems.

This impressive geographical diversity to be witnessed above ground is equalled by the rich

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

mineral offering hidden beneath the soil, hosting a wealth that has long been explored and, in an industry that has historically received much criticism, exploited. The region is considered prospective for the exploration of several mineralisation styles, including epithermal and porphyry-related high and low-sulfidation systems, skarns, volcanic massive sulphides, exhalative manganese deposits, lateritic nickel-chromite-cobalt and sea floor massive sulphides.

PNG’s capital of Port Moresby, situated on the fringes of the Coral Sea within the Gulf of Papua, is the dynamic seat of PNG’s export trade, which continues to represent the economic lifeblood of the nation. Naturally blessed with an abundance of minerals, gold and copper comprise PNG’s major mineral exports and are supported by stable trade links with surrounding nations across Asia Pacific, primarily Australia, Japan, China, and Singapore.

Acknowledged as the land of gold and copper, PNG’s principal exports of minerals also include silver (a commercial by-product of most mines), nickel and cobalt.

by the discovery of major mineral deposits – both physically, as several large-scale mining operations were constructed across the country, and economically, as the export trade flourished and introduced a seismic shift for PNG’s economy.

Financial activity was revolutionised by the nascent extractive sector and the subsequent tax revenue resulting from international trade.

This originated in the pursuit of porphyry copper before the attention shifted to gold by the 1980s, when the discovery of deposits at both Porgera and Lihir exposed some 200 tonnes of gold, alongside other natural deposits of economic interest. Globally important mines are situated around intrusive centres and volcanic edifices that contain porphyry copper-gold ores and epithermal deposits of gold and silver.

A rich history The indigenous people of Papua New Guinea have mined clay and ochre from the earth for millennia, with traces of pottery unearthed in 1852 attesting to the presence of gold on the island. However, it wasn’t until the 1970s that the deposits of PNG were well and truly bought to the fore, triggering frenzied industrial activity at a pace that has more or less continued to present day. A defining decade that also witnessed PNG gaining national independence in 1975, the country was effectively transformed

For various reasons, the primary challenge defining the mining of mineral resources across PNG, are the disputes surrounding contested mine locations and the fraught relationship between mining companies and local landowners. Historically, this has resulted in turmoil and even outright warfare, as evidenced by the significant conflicts that resulted in the closure of the Panguna mine in 1989 and the subsequent introduction of a ‘peace process’ in the late 1990s.

Alongside the humanitarian issues evidenced by the relationship between mining companies and the local population, environmental concerns prevail.

The PNG space introduces further complexities of safeguarding the needs of local communities and resource owners whilst demonstrating a concern for environmental sustainability in the face of the government’s continued drive for development, as evidenced by the major projects of the Wafi-Golpu

INTRODUCTION

Sector challenges

APAC Outlook issue 55 | 31

INTRODUCTION

INDUSTRY SPOTLIGHT

and Frieda-River from Australia-based PanAust – a gold and copper mine that has received significant backlash for the potential environmental damage to the Sepik River.

The environmental effects of large-scale mining operations are still hotly contested, as polluted fields and poisoned water supplies continue to pose a real threat concerning the improper marine disposal of mine tailings, and the illegal use of mercury in alluvial gold mining. The exploration stage of scouting for mining locations and consequent extraction processes can have significant environmental impact, involving road building, forest clearances and resettlement for communities.

Due to the nature of the mineral deposits, mines across PNG are located in remote, isolated areas, situated amidst mountainous terrains and on the surrounding outer islands. The nature of the terrain translates to a lack of visibility and is a major hurdle in effectively overseeing mining activities and dispelling illegal operations that continue to plague the industry.

Most recently, the earthquake of February 2018 hampered the sector’s progress, particularly regarding liquefied natural gas (LNG) operations, as a natural disaster of significant magnitude wreaked widescale disaster, burying local communities and causing landslides and sinkholes.

Today, ongoing fluctuations in commodity prices and increasing operating costs are a challenge, with mining companies walking the tightrope of balancing shareholder dividend expectations whilst maintaining a pipeline of investments. On a journey to becoming an enabling business environment, industry in PNG can be hampered by a weak public infrastructure and limited access to land and finance, alongside political instability, and a general skills shortage. Meanwhile, all industrial operations on the island face constraints in the shortage of foreign currency and unfavourable exchange rates.

All of the above remain pertinent to the PNG industrial mining landscape and continue to effect operations, with mining companies on the island expected to revere and respond to these challenges, thereby confirming the need for a regulatory body to oversee and safeguard the interests of the sector in a modern context.

A hopeful future Despite this fraught context, mining in PNG continues to boom in the 21st century with several new mines opening across the landscape. In the 32 | APAC Outlook issue 55

Acknowledged as the land of gold and copper, PNG’s principal exports of minerals also include silver (a commercial by-product of most mines), nickel and cobalt.

face of sector-wide challenges, PNG remains a prospective region rich with opportunity for largescale development, as the country seeks to move on from this dark past.

Today, the sector advocates a renewed consciousness and awareness concerning the mitigation of environmental and societal damage.

As the country’s second largest employer and a significant contributor to the development of rural infrastructure, mining has a key role to play within the development of PNG as a Small Island Developing State (SIDS). Gold and copper deposits currently represent two-thirds of the value of countrywide exports, with income from mineral mining representing one fourth of the gross domestic product (GDP).

In recognition of the economy’s dependence on the extractive industries, the PNG government is now focused on facilitating broad-based, inclusive and sustainable development with greater diversification, by investing and strengthening the business environment to encourage development within the private sector.

Rapidly Expanding and Socially Responsible Mining for the Prosperity and Sustainable Development of Papua New Guinea At K92 Mining, we have a strong focus on the prosperity and sustainable development of PNG. At our underground Kainantu Gold Mine in Eastern Highlands Province, we are proud to: • Be a major contributor to the tax base of Papua New Guinea • Employ +1,200 people, of which +95% are from PNG and majority local landowners • Have one of the best safety records in the Australasia Region

k92mining.com

• Advance multiple long-term social and economic development initiatives, including: business development, education, health care, infrastructure and service programs • Continue to develop the resource potential for future generations through exploration • Receive the prestigious 2021 Thayler Lindsley Award for Best Global Discovery, a first for PNG - Congratulations to all!

INDUSTRY SPOTLIGHT

Papua New Guinea Mineral Resources Authority (MRA) Realising the untapped potential of small-scale operations and overcoming sector wide challenges with the guardian body of PNG’s mining sector

A

t the forefront of mining operations within PNG are the Papua New Guinea Mineral Resources Authority (MRA), charged with overseeing the industry’s vast footprint across the country. As an official Government Agency, the actions of the MRA are intrinsically linked with governmental activity, with all functions essentially operated on their behalf. The MRA came to fruition

in 2005, established as a direct response to the enactment of the Mineral Resources Authority Act passed by the national Parliament that same year.

The authority adopts an essential role of stewardship in overseeing the compliance of all PNG tenements to sector regulations.

The MRA effectively began operation in 2006, as the former PNG department of mining was

MRA STRUCTURE: THE FIVE DIVISIONS •

Corporate Services Division (CSD) - Fulfilling a facilitative and supportive role, the CSD’s goal is to ensure the MRA realises its corporate mandate through the provision of Finance and Accounting, Human Resources, Information Technology and Assets Management on a timely and costeffective basis to ensure that operating divisions maintain an optimum level of efficiency.

• Development Coordination Division (DCD) - The DCD ensures that exploration and mining activities in Papua New Guinea are done within the regulatory and policy framework, with benefits from these activities being distributed fairly and transparently to all beneficiaries and stakeholders.

DCD has four branches: Exploration Coordination, Mining Project Coordination and Sustainable Development. The division also has a small Gender Coordination Unit that deals with gender participation/issues, for all three branches.

• Geological Survey Division (GSD) - Geological Survey’s primary function is to carry out earth sciences research and studies and process the field data to assist and promote exploration, geological and related activities in the mineral sector. It also manages the MRA Library which is a depository of all exploration and mining, and other earth science related activities in PNG. • Regulatory Operations Division (ROD) - This division contains the Tenements and Mines Safety Branch that carry out regulatory functions of exploration and mining in PNG. • Special Projects Unit (SPU) - One of the small units that deals with the administering and management of all special projects. This includes on-going development and support function in the areas of project procurement, financial accounting and management for the European Union (SYSMIN), World Bank and other future donor funded projects.

34 | APAC Outlook issue 55

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

divided to form two new organisations: the MRA and the Department of Mineral Policy and GeoHazard Management. The Authority is structured around a board of members representing a range of professions, including economists, geologists, and mining engineers. This combines to create an assembly with extensive industry expertise and managerial experience, resulting from the board members’ combined responsibilities spanning both the public and private sector. Indeed, board membership is divided equally, as the total nine members are split into four representatives from the public and private sectors respectively and presided over by the Managing Director.

Today, Managing Director Jerry Garry holds tenure over the MRA, bolstered with extensive industry experience. Previously working as Director at Explominer Geoservies Ltd in Port Moresby and the former PNG Country Manager at Crater Gold Mining Limited, Garry brings a unique understanding of the industrial context to his position. His professional and post-graduate background comprises contracting and consulting services for mineral exploration, tenement management, including supervising environmental permit application, alongside conducting training and mentoring within the field.

Safeguarding the Sector The MRA fulfil a crucial role in supervising mining activities and thereby safeguarding the interests of the sector. This translates to enabling smooth operations, and ensuring that all mining activities are conducted according to government expectations.

As most land across PNG continues to be controlled through traditional systems of land tenure, the MRA are critical in endorsing the legal requirements of all mining companies to adequately

compensate local landowners, thereby easing the tension that has historically caused significant disruption within the sector. This is particularly relevant in a modern context, whereby mines currently operating in PNG are no longer isolated to specific geological terranes or elements.

As a regulatory voice, the MRA promote strict regulations for any company seeking to conduct business within PNG. This is evidenced by the public updates that the authority distributes, performing a key role in inter-sector communication – as in February of this year when the MRA released a notice encouraging all mineral tenement holders within PNG to report and address unlawful mining activities. By identifying hazards, conducting awareness and informing offenders about the imminent dangers associated with unauthorised mining activities, the MRA define themselves as the point of contact to raise such issues. All tenement holders are therefore obliged to report unsafe artisanal or mechanised mining activities to the MRA’s Chief Inspector of Mines or the PNG Director of Mining.

The MRA overcomes the challenge of the remote location of PNG’s mines by deploying a band of inspectors who travel to sites across the island to fulfil their supervisory role. These inspectors are charged with conducting regular inspections of stockpile areas and other regulatory matters. The crucial role of these inspectors was evidenced in 2018, when one of PNG’s major mines, Ok Tedi Mining Limited (OTML) came under fire with false allegations regarding illegal alluvial gold mining activities. It was a claim that MD Jerry Garry was quick to publicly dispel, thanks to the MRA inspectors who could confirm that no evidence of the claim had been uncovered on board the mine’s dredge, allowing the Authority to effectively safeguard the mine’s reputation.

APAC Outlook issue 55 | 35

INDUSTRY SPOTLIGHT

INDUSTRY SPOTLIGHT

Protecting Papua New Guinea The MRA endorse equal respect for the environment in which they operate. The authority appreciates that an understanding and reverence for the diverse culture and socio-economic context of PNG is essential to guarantee successful and long-lasting mining and exploration operations.

Promoting a community-conscious approach, MRA recognise and encourage the vitality of strong, beneficial relationships between mining operators, landowners and local communities. This is enforced through strict regulations and parliamentary laws that seek to protect the interests of all parties involved.

In addition, the MRA endeavours to foster and nurture a healthy consideration for the biodiversity and natural landscapes of PNG. Similarly, this is implemented by ensuring that all tenement holders abide by existing environmental legislation whilst also advising other corporate entities on how to do the same, thanks to the expertise gained from the Board’s collective experience in the sector.

By so doing, the MRA seek to protect PNG’s rich biodiversity and biological heritage, consisting of unspoilt natural landscapes and multiple rare

36 | APAC Outlook issue 55

MRA’S SMALL SCALE MINING SCHOOL WAU, MOROBE PROVINCE Mineral Resources Authority’s Wau Small Scale Mining Training School in Wau, Morobe Province, has more than 200 students graduating each session. The school trains artisanal miners on simple geology, mining techniques, occupational health and safety, including the proper use of mercury, and business skills in business management and bookkeeping.

The initiative was funded and established by the European Union and is located within one of the country’s historical mining townships at the Wau/Bulolo gold fields.

The training centre is the first of its kind in PNG.

species, for the sake of future generations. The MRA continue to assist the PNG government in these commitments.

The MRA’s mandate of promoting positive mining sector development in PNG is best evidenced by

PAPUA NEW GUINEA MINERAL RESOURCES AUTHORITY (MRA)

the educational role that the authority chooses to adopt. As an educational voice, the MRA runs a small-scale mining school in the town of Wau in Morobe province, whilst additionally supporting the further development of the sector through training activities and other forms of technical support.

The MRA produce and circulate mining specific publications, including brochures and pamphlets covering a range of topics pertinent to the sector. This includes the bi-annual Mining Exploration Bulletin and the MRA’s official newsletter, Mineral Tok. This ensures that all MRA stakeholders are kept up to date with industry updates, exploratory work, sustainable people centred activities, legislative policies and updates, capacity building and institutional strengthening developments as well as investment and marketing drives.

An on-site library is the repository of records and information on geo-scientific studies and work from pre-independence era to present. It contains a huge volume of geo-scientific knowledge and archives of statutory reports submitted by mineral tenement holders that are available for all MRA members.

Finally, the MRA’s educational role is furthered by the authority’s dedicated involvement in the country’s geological survey in the face of a significant lack of data. MRA is continuously working to improve the quality and coverage of geo-scientific data in PNG, and does so through leveraging its own resources, whilst also cooperating with international partners.

Championing sector development Operating under the mantra ‘Minerals for Life’, the MRA are invested in championing a sustainable vision of development to ensure the sector’s long-term success. In a recent interview with the Oxford Business Group, Garry stated that MRA were currently investing in and utilising innovative exploration techniques to ensure sector sustainability.

Garry went on to comment that with a mature mining sector that has been stable for the past 55 years, investors should approach the industry with confidence. In order to guarantee this stability, new laws across PNG pertaining to mining must find the right balance between wealth distribution and a competitive fiscal and regulatory regime.

A key segment of this development is the progress of small-scale mining - a relatively untapped area with huge potential at the local level of businesses,

with approximately 95,000 ounces of gold exported in 2012. Between 60,000 and 80,000 small scale miners earn a living out of alluvial mining by commonly using non-mechanical methods thereby making a contribution to Papua New Guinea’s total production of 1.9 million ounces of gold in the same year. Crucially, this kind of activity sustains the livelihood of rural mining communities whilst contributing to country revenue.

Just one example of promising developments within the sector is K92 Mining Inc. – a tenement holder within the MRA. Earlier this year, the mine was awarded the prestigious Canadian Thayer Lindsley Award for Best Global Discovery by the Prospectors and Developers Association of Canada (PDAC).

A statement of excellence, the award represents an important achievement for PNG mines and all stakeholders concerned in making the Kainatu Mine a world class site.

With an estimated 100 years’ worth of future extraction currently supported by the country’s mines and new projects under construction, the MRA will continue to guide the sector’s responsible development for the coming century.

APAC Outlook issue 55 | 37

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WAT E R CA R E

CLOUGH CONSTRUCTION

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

Issue 55

PIONEERING ENGINEERING AND CONSTRUCTION

PIONEERING ENGINEERING AND CONSTRUCTION Iconic energy, resources and infrastructure projects – this is what Clough has been delivering for more than a century. We discover more with Carl Titchmarsh, Vice President of Strategy and Development for APAC Writer: Jack Salter | Project Manager: Ryan Gray

Delivering iconic energy, resources and infrastructure projects for over a century

2 | APAC Outlook issue 55

New technologies, territories, materials and resources have always challenged and empowered Clough; we’ve changed the way projects have been delivered over time, but our pioneering approach has remained a constant.”

In the words of Carl Titchmarsh, Vice President of Strategy and Development for APAC, Clough will continue to push the boundaries of engineering and construction, as it has done for more than 100 years.

Established in Perth in 1919, it is Clough’s pioneering spirit that has seen the Australian company lead the way in the delivery of thousands of sustainable, high-performing assets to date for the resources, energy, and infrastructure industries, embracing new materials, methods, and technologies along the way.

Through to the 1950s, Clough forged a reputation as a quality construction company in its development of schools, residential and commercial properties throughout Perth, before diversifying its services to include civil and engineering contracting as well as the mining and energy sectors.

Today, the company works with companies around the world to provide engineering, construction, commissioning, asset support services and decommissioning for some of the most challenging projects.

“Clough’s legacy spans over 100 years, and in that time, we have delivered some of the world’s most logistically challenging projects,” says Titchmarsh, who joined Clough in 2017 and is currently responsible for the company’s strategic development in the APAC region, identifying and targeting projects and business growth opportunities.

The company is a wholly owned subsidiary of Murray & Roberts, a multinational group that focuses its expertise on delivering sustainable and fit-for-purpose APAC Outlook issue 55 | 3

“Strong family values are the foundation of Hazell Bros’ civil construction projects,” says Managing Director, Geoffrey Hazell

www.apacoutlookmag.com/work-with-us

Marketi ng Oppo rtunity

PIONEERING ENGINEERING AND CONSTRUCTION Iconic energy, resources and infrastructure projects – this is what Clough has been delivering for more than a century. We discover more with Carl Titchmarsh, Vice President of Strategy and Development for APAC Writer: Jack Salter | Project Manager: Ryan Gray

40 | APAC Outlook issue 55

CLOUGH CONSTRUCTION

New technologies, territories, materials and resources have always challenged and empowered Clough; we’ve changed the way projects have been delivered over time, but our pioneering approach has remained a constant.”

In the words of Carl Titchmarsh, Vice President of Strategy and Development for APAC, Clough will continue to push the boundaries of engineering and construction, as it has done for more than 100 years.

Established in Perth in 1919, it is Clough’s pioneering spirit that has seen the Australian company lead the way in the delivery of thousands of sustainable, high-performing assets to date for the resources, energy, and infrastructure industries, embracing new materials, methods, and technologies along the way.

Through to the 1950s, Clough forged a reputation as a quality construction company in its development of schools, residential and commercial properties throughout Perth, before diversifying its services to include civil and engineering contracting as well as the mining and energy sectors.

Today, the company works with companies around the world to provide engineering, construction, commissioning, asset support services and decommissioning for some of the most challenging projects.

“Clough’s legacy spans over 100 years, and in that time, we have delivered some of the world’s most logistically challenging projects,” says Titchmarsh, who joined Clough in 2017 and is currently responsible for the company’s strategic development in the APAC region, identifying and targeting projects and business growth opportunities.

The company is a wholly owned subsidiary of Murray & Roberts, a multinational group that focuses its expertise on delivering sustainable and fit-for-purpose APAC Outlook issue 55 | 41

Aussie-Made We know what it takes From the deepest oceans and mines to the farthest satellites orbiting

of Prysmian Group, allows for an adaptation to client’s developing

Earth in Space, you will find products made by Prysmian. Prysmian

needs in many different aspects. This is the core of Prysmian’s global

Australia is a proud part of the world’s largest global actor in the cable

and Australian approach, a company focused on local quality and

manufacturing business – Prysmian Group.

simplicity. “We act quickly, we are flexible, and we are predictable, which makes us reliable” says Hama Shroff, CEO of Prysmian Australia.

Prysmian has been manufacturing cables in Australia since the 1940’s.

Our business approach has made Prysmian the world’s largest producer

Our local development capability, with plants based in the Sydney

of safe and reliable cables for not only the oil and gas industry but also

suburbs of Liverpool and Dee Why, serves as a strong point of

construction, mining, and infrastructure.

differentiation. Decades of experience have made us experts in design and manufacturing of cables that are able to withstand the most extreme environmental conditions in our country.

Customer-centricity remains core of Prysmian’s operations, Prysmian Australia’s domestic capabilities coupled with the global connections

PrySeal-GT Prysmian’s Gas Tight Cable The PrySeal-GT cable is a Prysmian solution to the gas migration from site to the control room that would otherwise occur in cables.

A spark or flame in a hazardous environment can lead to fire and explosions, which can lead to not only monetary loss but also loss of

STANDARD COMPLIANCE: •

AS/NZS 5000.1: 2005 Eelctric cables – Polymeric insulated For working voltages up to and including 0.6/1(1.2)kV

•

IEC 60079-14:2003 Annex E Restricted breathing test for cables

life. Natural gaps are present in a typical cable’s construction. A barrier ADVANTAGES OF PRYSEAL-GT:

gland is a commonly used solution to stop gas passing through the cable into the hazardous area, inhibiting ignition source from gas.

The PrySeal-GT cable eliminates the need for a barrier gland, by filling

•

Normal glands can be used on this cable instead of barrier glands

•

Increasing installation effciency. Reduce material and labour cost

the small spaces in the construction of the cable and stopping gas passing down the cable into the hazardous area, therefore preventing gas migration.

No armour:

With armour:

CABLE SIZE RANGE: •

0.6/1kV, 2C 1.5mm²-400mm² with or without earth

•

0.6/1kV, 3C 1.5mm²-400mm² with or without earth

•

0.6/1kV, 4C 1.5mm²-400mm² with or without earth CABLE QUALIFICATION:

•

50mm2 4C+E

120mm2 3C+E

300mm2 2C+E

95mm2 4C+E

TÜV Rheinland

Renewables

We offer premium quality products for wind turbines, proven in the field with long-lasting and trouble-free attributes.

Offerings Medium Voltage

Up to 33kV with excellent water tree resistant XLPE insulation to guarantee a longer life time. UV & water protection mechanical robust HDPE sheath. Optional water block performance and Termitex

Low Voltage

Earth: copper conductor, PVC insulated.

Single Core Flexible: X-90 XLPE insulated and PVC sheathed cable to AS/NZS 5000.1. Both materials are customized with extra flexibility.

Multi-core Circular Cables: 2, 3 and 4 Core plus Earth Circular, Copper Conductor, V-90 PVC Insulated and 5V-90 PVC Sheathed.

These standard cables are manufactured in accordance with AS/NZS 5000.1.

Control and Instrumentation

Control: Multicore copper with earth, V-90 PVC insulated and 5V-90 sheather. According to AS/NZS 5000.1 Instrumentation: INFORM@X® Rated 110V, stranded copper conductor with PVC insulation and sheath, Pairs and triples with individual screen and collective screen are available.

Optical Fibre Cables

Prysmian offers a comprehensive optical fibre cable solution of both active and passive components for the renewable industry. Combining state-of the-art glass technology, with advanced coating and buffer technology in an industrialized manner and paving the way towards unprecedented performances and new applications: High-Temperature coatings, Radiation hardened optical fibre, and tight geometry optical fibres.

Network Components

ECOSPEED™ COLD SHRINK JOINT

Ecospeed joint sleeve

Our Network Components keep your cable systems intact. To link the cable systems and provide communities with a continuous flow of power, you not only need reliable cables, you need dependable

Plastic net tape and resin

High permittivity tape

Resin injection Mechanical valve connector

components to keep it all together, too. Built on decades of experience we develop state-of-the-art joints, terminations and connectors that’ll give your MV network long-lived stability – and you peace of mind.

Accessories play a vital role in a power system. Prysmian has gained expertise in the design, manufacture and testing of products across all

Armoured transparent adhesive PVC tape

Copper Mesh

Adhesive PVC tape

voltages during many years of partnership with customers.

We can offer you a comprehensive range of accessories for glanding, jointing, connecting and terminating MV systems. The range includes joints (also transition, trifurcating and branch joints), terminations

TERMFIT ™ COLD SHRINK TERMINATION

(both for indoor and outdoor use) and separable connectors. In addition we can provide you with engineering services capable of fulfilling any power system specifications or requirements and of delivering customised solutions.

Cable lug Cold shrink termination sleeve Cold shrink core sleeve Cold shrink breakout

SEPERABLE CONNECTORS ELBOW CONNECTOR

CLOUGH CONSTRUCTION

project engineering, procurement, construction, commissioning, operations, and maintenance solutions.

With a global workforce of more than 2,000 people, Clough’s highly valued employees strive for the best in everything, setting new safety and performance benchmarks every single day.

People are indeed Clough’s best asset, whose diversity brings invaluable knowledge, perspectives, ideas and experiences to both the company and its clients. By providing an inclusive workplace environment, Clough embraces the strengths and differences of its employees and provides opportunities for everyone to achieve their full potential.

44 | APAC Outlook issue 55

THE CLOUGH WAY Clough’s ideology defines who the company is at its core and outlines the deepseated principles by which it is driven. These principles guide and align with corporate initiatives that Clough has implemented to address industry challenges and help clients to achieve operational excellence.

BE COURAGEOUS – A pioneer that is not afraid to try something new, Clough pushes the boundaries of what is possible and goes where others won’t.

ACHIEVE ZERO HARM – Clough works sustainably and continues to set new safety and performance benchmarks every single day.

MAKE IT PERSONAL – Taking responsibility for getting the job done, safely and efficiently.

ALWAYS DO WHAT’S RIGHT – Striven for the best in everything it does, Clough always finds solutions when plans need to be challenged.

MAKE A POSITIVE IMPACT – Enriching the lives of those in the communities in which Clough works and lives.

T

he Prysmian Group is recognised as the leader of the global cables and systems industry, assuming responsibility for managing energy and information flows that make economies grow and develop communities. We have an extensive history of providing innovative solutions consisting of the highest quality products, with sustainable supply chains at competitive prices.

Prysmian strives to deliver innovation. We have many technical solutions to meet our customer’s needs including :

Prysmian has a proud history in Australia and across the Pacific. We have been making Australian made cables since 1940 with an Australian capacity in Energy of 57,000 Cable Tonnes including both medium voltage and low voltage ranges. We also manufacture Communications Cable from our NSW base with a local capacity of 4 million Fibre kilometres per year, and 600,000 Copper pair Kms. We have the largest Cable manufacturing capability in Australia, supported by 17 Research and Development centres worldwide – with our own R&D centre based here in Australia. Our local footprint is further supported by Prysmian owned factories in Indonesia, Philippines, Malaysia, New Zealand, and China.

• Termitex® is a revolutionary cable protection solution, that provides at least 30 years protection against any termite attack, up to 30% weight saving, with a reduction in cable size which leads to lower jointing costs and a reduction in the cost of civil works. Termitex® is a proven technology with a service history in Australian conditions that now exceeds 30 years.

Prysmian has extensive history in major projects across the Oil and Gas, Renewable Energy, Road and Rail Infrastructure, Mining and OEM market Segments. Our history includes Australian projects such as Wheatstone LNG, Sydney Metro Rail Tunnel, WestConnex Road Project, Snowy Hydro 2, Port Augusta Wind Farm, and especially the Waitsia Gas Project Stage 2, which we are working with Clough to supply all the Power & Control cables. When it comes to major projects – it is our people that makes things easier – we deliver!

Prysmian is aware of our responsibility to the planet, growing our capability in the Renewable Energy market to deliver sustainable solutions. This includes cable products that benefit future generations, and we have also expanded our capability to include Joints and Terminations, as well on site services such as jointing, and testing following termination. This includes both Energy and Fibre solutions. Prysmian is proud to support the APAC region as an innovative local manufacturer, and we would welcome the opportunity to explore solutions for your projects.

T 1300 300 304

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• PrySeal – GT is a Prysmian Gas Tight Cable that eliminates the need for barrier glands and increases installation Efficiency. Cost reductions are delivered through installation efficiency and lower material costs.

• PryCam is an advanced technology for Partial Discharge diagnosis which detects, acquires, processes and classifies Partial Discharge phenomena. Partial Discharge causes progressive deterioration of insulating materials, ultimately leading to electrical breakdown.

E sales.au@prysmiangroup.com

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www.prysmiancable.com.au

CLOUGH CONSTRUCTION

ABOUT CARL TITCHMARSH Prior to his time as Vice President of Strategy and Development for APAC at Clough, Titchmarsh served in the British Army touring Afghanistan and Iraq.

He now has more than 20 years of experience in managing projects, large teams and business units across various industries and infrastructure. Having worked in roles across engineering, construction, consulting and government, Titchmarsh has managed complex projects including high-profile, multidisciplined site enhancements with significant public interest.

A Fellow of the CEO Institute and an Association of Project Management Professional, Titchmarsh is also a graduate of the Australian Institute of Company Directors course and currently sits on the executive committees of the Chamber of Minerals and Energy, AmCham Energy and Resources Committee, Construction Contractors Association and Solaris Cancer Care board.

GLOBAL NETWORK Clough’s operations span three key regions, namely North America, the UK, and Australia/Asia Pacific. Domestically, in addition to the company’s head office in Perth, Clough operates offices in Queensland and New South Wales, allowing the company to efficiently mobilise teams to deliver projects across the country.

Having operated in the Asia Pacific region since the early 1970s, Clough has also delivered major engineering and construction projects throughout the continent in the likes of Mongolia, Thailand, Vietnam, China, India and Papua New Guinea (PNG). This has now expanded into North America with major offices in Houston, Calgary, and Philadelphia delivering projects throughout the continent.

Clough brings together highly specialised technical services provided across four key phases of the asset lifecycle – engineering, construction, commissioning, and decommissioning – to clients in the resources, energy, and infrastructure industries worldwide.

“Clough has diversified its offerings to address these sectors, and we currently have a robust order book

Penske Australia Penske Australia is a leading supplier of the world’s finest diesel and gas generator equipment, and battery storage systems.

As the exclusive distributor of RollsRoyce Power Systems’ mtu brand and the Bergen Engines brand in Australia, New Zealand, and the Pacific Islands, we have one of the widest ranges of diesel and gas products available in the region.

Our vast knowledge and experience spans a broad range of energy projects, including oil and gas, critical infrastructure, remote microgrid and prime power, and critical standby.

Our team of 300 specialist technicians provides comprehensive support through our national network of full service locations.

Penske is proud to partner with Clough to deliver power to the new Waitsia Gas Plant near Dongara, Western Australia. The development will add 250 TJ/day of onshore gas processing capacity for the Waitsia and surrounding gas fields for the estimated 15-year life.

Integration with the state’s Dampier to Bunbury Natural Gas Pipeline demands high reliability, redundancy, and technical capabilities. Providing three mtu 20V4000L64 FNER gas generators rated at 2,535 kWe, two mtu EnergyPack QL battery energy storage systems, each rated at 1,250 kVA/1,262 kWh, and an mtu 12V4000 DS1650 diesel generator rated at 1,280 kWe, our advanced and robust microgrid energy solution will exceed these demands.

Through our partnership with Clough, Penske’s team of specialists developed a customised solution that recognises the importance of fuel efficiency and reduced environmental impact whilst delivering the reliability and safety expected of critical energy projects.

Carl Titchmarsh, Vice President of Strategy and Development for APAC

46 | APAC Outlook issue 55

www.penske.com.au

PENSKE AUSTRALIA ENERGY SOLUTIONS Penske Australia is a leading supplier of the world’s finest diesel and gas generator equipment, and battery storage systems. As the exclusive distributor of Rolls-Royce Power Systems’ mtu brand and the Bergen Engines brand in Australia, New Zealand, and the Pacific Islands, we have one of the widest ranges of diesel and gas products available in the region.

Our vast knowledge and experience spans a broad range of energy projects, including oil and gas, critical infrastructure, remote microgrid and prime power, and critical standby.

Providing a broad range of energy solutions, Penske Australia’s technical expertise combines with exceptional products to enable our partners, like Clough, to deliver pioneering projects.

Contact Penske Australia to learn how our team of specialists can develop a customised solution for you.

1300 688 338 penske.com.au

CLOUGH CONSTRUCTION

Teck Global Growing a success.

Teck Global leads the way in end-toend electrical distribution solutions for mining clients Growing a business, even an established one is never an easy undertaking, but that is exactly what Teck Global’s Pieter Erasmus set out to do. “From the start of 2021 I set out to improve our offering and provide our clients with even greater support.”

“ C LO U G H ’ S L E G AC Y S PA N S OV E R 1 0 0 Y E A R S , A N D I N T H AT T I M E W E H AV E D E L I V E R E D S O M E O F T H E W O R L D ’ S M O S T L O G I S T I C A L LY CHALLENGING PROJECTS” – C A R L T I T C H M A R S H , V I C E P R E S I D E N T O F S T R AT E G Y A N D D E V E LO P M E N T F O R A PAC , C LO U G H

worth over $4 billion which is made up of a variety of projects and is evenly distributed across our markets,” outlines Titchmarsh.

The company has been assisting clients in the resources industry since 1965 with comprehensive engineering, procurement, construction (EPC) and commissioning services to help extract, process, store and export a variety of minerals, including iron ore, aluminium, copper, and gold to name a few.

With in-house EPC capabilities, Clough can quickly mobilise people, materials and equipment for a flawless project start up, harnessing the unrivalled experience it has with delivering complex projects in diverse and challenging marketplaces.

Meanwhile, a full spectrum of services is provided to the energy market for emerging energies, power and the oil and gas sector.

Titchmarsh highlights Clough’s EPC 48 | APAC Outlook issue 55

scope for EnergyAustralia’s Tallawarra B project, which will deliver Australia’s first net zero emissions hydrogen and gas capable power plant, with direct carbon emissions from the project offset over its operational lifespan.

Tallawarra B’s fast-start flexible capacity will play a vital role in maintaining system security, complementing renewables coming into the system and providing reliable power to customers in New South Wales.

“The energy sector is expected to grow exponentially over the next decade as the market transitions from coal power to wind, solar, hydropower and hydrogen power stations. These new facilities will also require large scale transmission lines to link back to the grid,” he observes. “Grid stabilisation batteries are another element that is expected to receive a lot of focus in order to manage the intermittent power loads.”

Clough, together with Spanish

You know you’re on the right path and that things are going well for the company when you need to move to a bigger office and acquire a manufacturing division to accommodate the growth in staff numbers and projects. This is what has happened since the growth strategy was implemented.

Teck Global is the leader in power systems integration and offer a genuine in-house capability to clients from switchroom design and construction to switchboard building and Installations. We keep our finger on the pulse of all projects to ensure that they are successful even if it means subcontracting a portion to a specialist engineering provider like a fire suppression system specialist.

This year, in addition to electrical distribution projects, we have performed numerous electrical consulting and testing works for a range of different mining clients and with our line of GSM (Green, Safe and Maintenance-free) distribution transformers. We have really established ourselves as a one stop shop for power integration projects.

www.teckglobal.com.au

Teck Global is a Western Australian based leading specialist in power systems integration, delivering complete in-house turnkey solutions for electrical distribution projects. We offer Sales, Design, Consulting, Testing and Servicing capabilities. www.teckglobal.com.au | admin@teckglobal.com.au | +61 8 6166 7202

CLOUGH CONSTRUCTION

EPC company TSK, is also working closely with Sun Brilliance to develop 310,000 TPA (tonnes per annum) Green Hydrogen and 800,000 TPA Green Ammonia plants in Western Australia. At an estimated cost of AUD$10.65 billion, this clean energy venture will be powered by solar and wind energy, and further exemplifies how Clough is exploring opportunities for green facilities in the area.

“The biggest driver and opportunity for Clough lies in supporting our clients with their energy transition, and we are well positioned to facilitate this. Energy, resources, and critical infrastructure is what we specialise in,” says Titchmarsh.

FULL SUITE OF SERVICES Clough has been delivering energy projects since 1964 and has in excess 50 | APAC Outlook issue 55

of 35 years’ experience in the delivery of liquefied natural gas (LNG) assets, in which time it has developed the skills to support the complex and global nature of the industry.

As such, Clough today specialises in the delivery of project management, sophisticated process engineering, modular construction, commissioning services and brownfield engineering, operations and maintenance services for projects of all sizes and complexities. The company aims to maximise the value of its clients’ projects through sustainable design and construction, project execution, cost efficiency, and enhanced productivity performance.

“The energy industry is predicted to grow over the next five years, supported by stabilising demand conditions following the COVID-19

pandemic,” notes Titchmarsh, who also expects industry revenue to grow due to higher energy production volumes.

As global expectations for the transition to clean energy continue to grow, it is companies like Clough that must develop the technical solutions to deliver this. It presents an exciting opportunity for the company to innovate and to be a part of the energy future.

Likewise, the water and wastewater industry presents major growth opportunities for many companies, with the sector expected to spend AUD$8 billion annually over the next five years as water treatment, water supply and sewerage treatment projects meet the current population growth.

Clough has developed its ability

THE EXPERTS IN PRECAST AND STRCUTURAL STEEL

THE RMK GROUP

01

A collection of sophisticated construction companies offering specialised services to the construction and manufacturing sectors nationwide.

04

02

03

Working within the construction industry, THE RMK GROUP was established to provide our clients with a means to integrate both main elements, structural steel and precast elements, in modern projects; alongside crane and access hire and labour hire. We believe being able to combine the above key elements enables THE RMK GROUP to deliver seamless projects with little-to-no delays due to clashes and or design issues.

We believe that combining all facets having all trades and teams working together from the beginning, allows us to rapidly solve issues that may arise and ensure fabrication and manufacturing begins a lot sooner compared to conventional methods.

precast, structural steel & crane hire.

THE RMK GROUP

01. MVR EVAPORATOR PLANT | MANILDRA 02. FABRICATION WORKSHOP | RMK GROUP 03. CABLEWAY REMEDIATION | BURRINJUCK DAM 04. STATION PRECINCT | RHODES 05. CROWN TOWERS | BARANGAROO

Our Mission THE RMK GROUP is a leader in providing high level quality construction services at fair and market competitive prices. We do so by creating a successful partnership with our clientele; from tender to project execution, through to completion and beyond. Our pledge is to establish lasting relationships with our clients by exceeding their expectations and gaining their trust through exceptional performance by every member in every facet of the THE RMK GROUP.

05

www.rmkgroup.com

CLOUGH CONSTRUCTION

Fremantle Steel Group Fremantle Steel Group has proudly worked with Clough for over 40 years in the supply and fabrication of structural and mechanical steelwork.

We are a privately owned family business, established in 1971 and who support local industries through our supply chain to provide quality steelwork that is superior to all others.

We look forward to continuing our working relationship with Clough on future projects.

to design and construct innovative solutions for water projects to a world class level, in partnership with water and wastewater treatment technology providers and specialist designers. As a result, the company has a proven track record of delivering water and wastewater projects in both urban and remote areas, with capabilities within the water sector including reservoirs and tanks, pipelines, pump stations, and water and wastewater treatment plants.

“Water pipeline projects are expected to shore up water security, whilst dam upgrades will increase water capacity as well as help to prevent some of the flooding currently being experienced on the east coast,” Titchmarsh states.

By providing a complete engineering and project services solution that spans the full asset lifecycle, Clough effectively reduces project risk and works with its clients to achieve final investment decisions.

This execution expertise has been developed through working on some of the world’s most logistically challenging projects and provides a fresh approach for clients looking for a new way of contracting.

Today, Clough’s range of projects 52 | APAC Outlook issue 55

include defence, near shore marine infrastructure, hydro power, ammonia plants, gas processing, complex roads, bridges and tunnels, rail, power stations and transmission lines.

Clough’s aim is to deliver projects that are engineered, constructed, operated, and decommissioned to ensure positive economic, financial, social and environmental outcomes over their entire life cycle.

“2022 should be another rewarding but also challenging year, as engineering and construction have a big role to play in supporting the growth of Australia. The next decade will be the most exciting and transformative years in the history of the engineering and construction industries,” Titchmarsh tells us. “The infrastructure boom, combined with low unemployment rates, is another interesting and challenging scenario.”

Major public and private infrastructure projects around the world have been delivered since 1957

by Clough, whose specialist services include transport, water and marine developments.

The transport infrastructure investment boom is forecasted to increase over the next few years, supported by a large pipeline of

www.fremantlesteel.com.au

GF Engineering GF Engineering are extremely proud to work with Clough again for the Waitsia Stage 2 Project and are building further on the solid relationship formed when delivering the successful Wheatstone HUC project together.

GF Engineering’s ISO 3834.2 & ISO 9001 certification along with purpose built facilities for piping fabrication make us a clear candidate to be entrusted with high quality pipe fabrication.

Their robust QA/QC system along with years of experience and a clear understanding of the high quality standards required by Clough we are confident of successful project delivery.

www.gfengineering.com.au

CLOUGH CONSTRUCTION

Superior Fabrication Technology, Innovative Project Solutions

115 Prinsep Road Jandakot Western Australia 6164 Phone +61 8 9417 9111 Email admin@fremantlesteel.com.au fremantlesteel.com.au

Pipe Fabrication Specialist and Structural Manufacturer

+61 (08) 94101615 inquiries@gfengineering.com.au

gfengineering.com.au gfengineeringau gfengineeringau

Safety Quality Service APAC Outlook issue 55 | 53

CLOUGH CONSTRUCTION

Jord International Jord to deliver process plant and equipment for the Waitsia Gas Project Stage 2 Australia-based Jord International has been engaged to supply the pressure vessels, MEG regeneration package, and air-cooled heat exchangers on the Waitsia Gas Project Stage 2, operated by Mitsui E&P Australia with JV partner Beach Energy. This builds on a long history of collaboration with engineering and construction company Clough, who is delivering the engineering, procurement and construction for the project.

“THE BIGGEST DRIVER AND OPPORTUNITY F O R C L O U G H AT T H E M O M E N T L I E S I N SUPPORTING OUR CLIENTS WITH THEIR ENERGY TRANSITION, AND WE ARE W E L L P O S I T I O N E D T O FA C I L I TAT E T H I S TRANSITION” – C A R L T I T C H M A R S H , V I C E P R E S I D E N T O F S T R AT E G Y A N D D E V E LO P M E N T F O R A PAC , C LO U G H

major publicly funded projects in Sydney, Melbourne and Brisbane. By 2024, spending is expected to reach AUD$28 billion for road projects and AUD$13.9 billion for rail investments.

Having served the resources industry for more than half a century, the iron ore market also remains strong and continues to grow. “As a number of mines reach the end of their life cycle, majors are beginning to spend big and open new mines to sustain current output,” says Titchmarsh.

ZERO HARM Clough is making its vision of ‘zero harm’ a reality, delivering projects with no harmful impacts or effects on its people, communities, or the environment.

Zero harm is no longer merely an aspiration, but an unwavering 54 | APAC Outlook issue 55

expectation. It has been achieved on several of Clough’s recent projects, including the POM Power Station outside Port Moresby, an earthquake response initiative in PNG, upgrades to the Mundaring Wier dam outlet, and life extension marine installation services for the Karratha Gas Plant.

“Since 2017, nine projects have been completed with zero harm results: five in Australia, three in PNG, and one in the United States,” reveals Titchmarsh.

Safety is a principle on which Clough will never compromise. Whilst the company’s safety performance is significantly better than average in the global contracting industry, Clough continues to progress towards a workplace that is incident and injury free.

Clough’s Major Accident Prevention (MAP) Program, for instance, brings offshore safety case principles to the onshore construction environment.

Senior Sales Manager for Energy Emilio Ambrogio says Jord is pleased to continue supporting a long-term customer. “Our relationship with Clough extends back to the early 1990s and we have worked very quickly and closely to turnaround design requirements and develop more competitive alternative options,” said Emilio. “We always aim to deliver more value on every project, whether it’s using less energy, achieving a smaller footprint, or requiring less maintenance.

“Our solution for the Waitsia Gas Project leverages well-established fabrication alliances, including air cooler fabrication in our Jord Malaysia workshop, pressure vessel production in China, and the MEG regeneration package assembly in Thailand.”

Jord is currently celebrating 50 years of achievement in the industry. Since inception the firm has delivered over $5 billion of bespoke process plant and systems. It’s been involved in many other significant Western Australia projects such as the Varanus Island gas processing plant, Woodside LNG plant, Bunbury gas pipeline, and more recently new energy solutions in the form of a crystallisation plant for battery-grade lithium.

Jord designs, manufactures, commissions and services process plant for a range of industries. It’s oil and gas expertise includes offshore topside modules, gas compression balance of plant, gas treatment systems, air coolers, condensers and produced water systems.

CLOUGH CONSTRUCTION

For 50 years, Jord has served the global energy and resource industries.

• Proven performance with $5 billion of installed base in more than 130 countries.

• Expertise in on- and off-shore gas compression, gas treatment and topside modules.

• Modular delivery to shorten the project schedule and reduce site risks.

To learn about Jord’s energy expertise, visit jord.com.au JRD021_Outlook Oil Gas Ad 97 x 160mm FA.indd 1

By analysing activities that have the potential for major accidents and events, and implementing critical controls, MAP provides lifesaving tools to enable real-time, line of sight management of potential major hazards.

The zero-harm vision also reflects how Clough strives to deliver environmentally sustainable outcomes during all stages of its projects. It values sustainable development and believes respect for the environment and the communities in which it operates are fundamental to the success of the business.

The critical infrastructure industry has a major part to play in achieving global sustainability goals, from the design of materials to the manufacturing, construction, usage and decommissioning of assets.

At Clough, employees and contractors show their commitment to promoting sustainable development though a shared belief in

3/3/2022 9:08 am

the company’s visionary zero harm culture.

“What will success look like in a low-carbon, low-waste, purposedriven future? At Clough, we are working hand in hand with our clients to deliver this vision,” Titchmarsh informs us.

“While the industry is not generally seen as a sustainable pioneer, Clough is clearly at the forefront and has been

working with clients and partners to shape a more sustainable future.”

To support other organisations, communities or causes that provide sustainable benefits to society, Clough established its charitable trust, the Clough Foundation, in March 2014.

Overseen by a semi-independent board, the Clough Foundation aims to provide sustained benefits to local communities while reflecting the APAC Outlook issue 55 | 55

CLOUGH CONSTRUCTION

Melchor Contracting Melchor Contracting is a new generation of Civil contractor offering an innovative and integrated approach to delivering large infrastructure projects in Perth Metro, and remote mine site locations.

“ T H R O U G H O U R PA R T N E R S H I P W I T H S U P P LY N AT I O N , W E H AV E P A R T I C I P AT E D IN SUPPLIER CONNECT AND INDIGENOUS T R A D E FA I R S A N D W O R K E D O N SIMPLIFYING AND RESTRUCTURING OUR P R E Q U A L I F I C AT I O N R E Q U I R E M E N T S ” – C A R L T I T C H M A R S H , V I C E P R E S I D E N T O F S T R AT E G Y A N D D E V E LO P M E N T F O R A PAC , C LO U G H

company’s principles. “Making a positive impact is one of Clough’s principles; we are committed to enriching the lives of those in the communities in which we work and live,” Titchmarsh affirms.

“The Clough Foundation’s current partners are the Clontarf Foundation, Stars Academy, ChildFund, Starlight Children’s Foundation, and MATES in Construction. In addition, Clough has supported many other community initiatives, including Solaris Cancer Care’s recent Boards Up for Cancer event, Movember, R U OK? Day, foodbank drives, Red Cross Flood Relief and more.”

All decisions made by the Clough Foundation align with the five pillars of Clough’s existing Corporate Social Responsibility (CSR) programme, namely sustainability, indigenous engagement, diversity, healthy communities, and children and youth.

56 | APAC Outlook issue 55

EMBRACING DIVERSITY AND INCLUSION Not only are partner and supplier relations crucial to the delivery of Clough’s projects, but it is also important that the company engages with local suppliers, contractors and people to help support local communities and leave a positive legacy.

Since Clough’s early beginnings, the importance of working to create employment, education and business opportunities for Aboriginals and Torres Strait Islanders has been identified and supported through career and mentorship programmes, supply chain initiatives, and the Clough Foundation.

However, it was recognised that Clough needed to do more. With that in mind, the company officially developed and committed to introducing its Reconciliation Action Plan (RAP) in 2019, outlining and

Our range of services can be delivered either independently or combined, creating greater efficiency and optimisation of project goals for our clients. This integrated approach fosters an agile business model to align with dynamic project scopes, and reduces downtime and risk associated with managing multiple subcontractors. Through extensive front-end Civil engineering and scheduling, Melchor Contracting can identify design improvements, and provide accurate planning and resource management.

In our vision to be the Civil industry contractor of choice, we focus on operational excellence, high performing teams, and collaborative relationships.

Ozlinc Industries Ozlinc Industries is an Australian owned and operated business, that has been servicing industry for in excess of 30 years.

From humble beginnings, we are now recognised as a premier supplier of piping and piping components to the Mining and Oil & Gas industries.

Ozlinc’s business is aligned to the needs of our clients with dedicated “Sales Teams” handling specialised project bulk packages, such as the Clough Waitsia Gas Project and day to day maintenance buying, that are both supported by our extensive inventory holdings in our Western Australian facilities and our alliance arrangements with world renowned manufacturers.

Our Vision is simple, to be the “First Port of Call” for all piping components based on service, quality and technical support.

www.ozlinc.com.au

CLOUGH CONSTRUCTION

STRUCTURAL CONCRETE

ELECTRICAL & INSTRUMENTATION

CONCRETE REMEDIATION

EARTHWORKS & UNDERGROUND

Perth, Western Australia | www.melchor.com.au | +61 (08) 6110 1988 | contracting@melchor.com.au

We pride ourselves as being a premier supplier of Pipes / Fittings / Flanges / Valves

wasales@ozlinc.com.au www.ozlinc.com.au

APAC Outlook issue 55 | 57

CLOUGH CONSTRUCTION

United Fasteners Welcome to United Fasteners, Australia’s largest independent distributor of fastening products and industrial supplies.

Our strategically located branches across Australia allow us to meet our clients stock and technical needs, quickly and effectively.

Our Products

‘ T H I S Y E A R , C L O U G H WA S G R A N T E D I T S S E C O N D E M P LOY E R O F C H O I C E F O R G E N D E R E Q U A L I T Y ( E O C G E ) C I TAT I O N F O R 2 0 2 1 2 3 BY T H E WO R K P L AC E G E N D E R E Q UA L I T Y AG E N CY ( WG E A ) ’

Fasteners & fixings, abrasives, cutting tools, sealants, adhesives, lubricants, hand tools, safety, construction chemicals, materials handling, petrochemical, and special manufacture.

Our Services Our people are technical experts. From design to project implementation, we provide advice and specification support along the way. We also offer inventory management solutions.

Keep it together with United Fasteners

supporting Clough’s vision and contribution to reconciliation both internally in the business, and externally in the wider community.

Clough’s first RAP was endorsed in February 2020 by Reconciliation Australia, the lead body for reconciliation in the country, in an Innovate framework. Since its implementation, Clough has successfully delivered a range of indigenous engagement initiatives.

Efforts to date, whilst modest in comparison to what Clough plans to achieve by implementing RAP, provide a solid foundation on which it can build.

“With the implementation of our Reconciliation Action Plan, we are committed to maximising and growing supplier diversity in our supply chain and subcontracts by engaging with Aboriginal and Torres Strait Islander-owned businesses. We are currently working on our second Innovate RAP that we expect to get endorsed in the coming months,” shares Titchmarsh.

58 | APAC Outlook issue 55

“Through our partnership with Supply Nation, we have participated in Supplier Connect and Indigenous Trade fairs and worked on simplifying and restructuring our prequalification requirements.

“This has resulted in the exponential growth of our spend with Aboriginal and Torres Strait Islander businesses, registering just over AUD$1 million in 2019 and over AUD$10 million in 2020,” he adds.

This year, Clough was granted its second Employer of Choice for Gender Equality (EOCGE) citation for 2021-23 by the Workplace Gender Equality Agency (WGEA). This citation recognises all Clough Group companies in Australia, including e2o.

“Only 120 organisations around Australia have received this recognition this year, and I’m proud to say that we are one of the few organisations in the engineering and construction industry, and one of the two Western Australia based organisations, to be recognised by WGEA as being an Employer of Choice.”

www.unitedfasteners.com.au Clough received its first EOCGE citation for 2019-20, and to be recognised for a second period is a testament to all the work it is doing to contribute to a more equitable engineering and construction industry, and to provide an inclusive workplace where everyone can achieve their full potential.

For Clough, the motive is to create a culture that embraces and encourages diversity. With broader diversity in its workforce that better reflects the talent available, Clough will continue to pioneer the industry.

CLOUGH Tel: +61 8 9281 9281 clough@clough.com.au www.cloughgroup.com

CLOUGH CONSTRUCTION

FASTENERS & INDUSTRIAL SUPPLIES BUILT FOR MINING From surface to underground mining, we supply a wide range of high tensile fasteners, structural bolts, track & plow bolts, abrasives, chemicals and more to ensure machinery used within production and maintenance processes run efficiently.

Over 75k product SKUs

11 branches nationwide

Australian independent

Technical knowledge & support

FASTENERS & FIXINGS I ABRASIVES I CUTTING I LUBRICANTS I TOOLS I SAFETY I PETROCHEMICAL I SPECIAL MANUFACTURE

Outlook Creative Services

Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

The name John Valves is synonymous with the Australian valve industry, commencing manufacture in Ballarat Victoria in 1896. We are a leading manufacturer, supplier and distributor of valving, actuation, repair and service to power, water, mining, and general industries.

John Valves is proud to have worked with Clough on the recent BHP South Flank project as a supplier of valves and associated products.

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

08 9249 1942 | sales@johnvalves.com.au | www.johnvalves.com.au

APAC Outlook issue 55 | 59

CONSTRUCTION T H AT C A R E S Strong family and community values are the foundation of Hazell Bros’ civil construction projects, as Managing Director, Geoffrey Hazell, tells us Writer: Jack Salter | Project Manager: Ryan Gray

The word that best summarises the construction industry at this moment in time is ‘dynamic’.”

The construction industry in Australia generates in excess of $360 billion in revenue, producing around nine percent of the country’s GDP with a projected annual growth rate of 2.4 percent in the next five years.

Geoffrey Hazell, Managing Director of Hazell Bros, is part of the equally dynamic duo that owns and operates 60 | APAC Outlook issue 55

the family-run construction business together with his brother, Robert.

Founded in 1944 by the first generation of Hazell brothers, Donald and Rowley, as a transport business operating in Southern Tasmania, Hazell Bros soon became involved in earthmoving projects, and by the 1970s, civil construction.

Over the next three decades, the business continued to expand throughout Tasmania, adding quarries, concrete

HAZELL BROS CONSTRUCTION

batch plants, a commercial building business and a crane company to its portfolio.

By 2010, Hazell Bros had expanded its civil construction and plant hire operations to the Australian mainland in Queensland and New South Wales. Traditionally a Tasmaniabased business, this enabled Hazell Bros to operate in different economic environments to support the company through changes in the market.

Geoffrey Hazell with brother, Robert Hazell “My father and uncle started the company, and I was always interested in what they were working on. I’m part of the second generation of the business, and it is with the support of the second generation that the business has grown to what it is today,” says Hazell.

“The Hazell Bros journey has been one of ongoing change and diversification – sometimes planned, sometimes imposed, and sometimes opportunistic.

Having grown from being one man and his truck working

in Southern Tasmania to a workforce of some 700 people operating across multiple Australian states, we are big enough to deliver but small enough to care.”

FAMILY CULTURE Whilst it has been a journey of change for Hazell Bros, the company’s employees have been significant mainstays, whose diversity and skills ensure that value is continually added, and client expectations are always exceeded.

Backed by its training and development programmes, the people at Hazell Bros are committed to working safely and upholding a company culture that is based on family values and initiative.

“Training and development plans are in place to formalise development, delivered by external training providers or internally on the job,” Hazell outlines.

“There is a wealth of experience within the ranks at Hazell Bros, and our most experienced employees take APAC Outlook issue 55 | 61

HAZELL BROS CONSTRUCTION

a proactive approach to passing on knowledge. We are an employer of choice, where people want to work and grow.”

A family business that values its people, nothing is more important to Hazell Bros than a workforce that returns home in a fit and healthy state at the end of every working day.

The company recognises the health and safety of workers as a fundamental value and is committed to providing healthy, safe workplaces in all aspects and areas of its operations. It maintains a strong culture of safety reinforcement, training, monitoring, inspections, and most of all the commitment of all employees to care for and look after their fellow co-workers.

In October 2014, Hazell Bros was recognised for the excellence it has demonstrated in the commitment to continuously improve workplace health and safety, through the implementation of an integrated

systems approach.

Just a few months later, the company also had its Federal Safety Accreditation extended for a further six years, testament to its strong commitment to safety.

“The safety of our workforce is our number one priority. ‘Safety First Always Works’ is more than just our slogan, it is the cornerstone of our safety culture,” emphasises Hazell.

“Strategies to further enhance our high safety standards include daily pre-start meetings, task risk assessments, risk reduction programmes, internal auditing and continuous improvement processes, and the training and development of our workforce in risk awareness and control.”

Astec Industries Astec Australia is a leading supplier of world-class equipment and services to the aggregate/mining and infrastructure industries.

Our range includes material handling and mobile equipment for mining and quarrying, crushing and screening, asphalt and concrete production, road construction and recycling, and bulk material handling.

Astec’s long-standing partnership with Hazell Bros is founded on shared values and a commitment to quality and we look forward to continuing to support the company into the future.

Our customers build the world’s infrastructure, and we’re proud to help them do it.

CONSTRUCTION SPECIALISTS With a large, privately owned fleet of vehicles, plant machinery and equipment, in addition to extensive quarry and product interests,

www.astecindustries.com

Australian Traffic Control ATC Traffic has a four-year relationship with the civil industry in Tasmania. Seeing the growth within the state and safety being at the forefront of all involved is a testament to the contractors that are leading the works pipeline.

As proud members of the Civil Contractors Federation, ATC has been able to secure itself within this industry and work alongside a plethora of companies that are striving for excellence in safety. These Companies, such as Hazell Bros, are always striving to advance in every aspect of safety and innovation.

It has been businesses such as HB that has allowed us to showcase our passion for the industry and cement our position in the future of a safer Tasmanian workspace.

www.atctraffic.com.au

62 | APAC Outlook issue 55

HAZELL BROS CONSTRUCTION

BUILT TO CONNECT

Astec – Connecting People, Processes and Products With unmatched strength from rock to road, connection is at the heart of everything we do. At Astec we design and manufacture products used to build the infrastructure that physically connects the world, but it’s the connections we make with people that drive us forward. Our company was founded on innovation and we’re committed to helping our customers succeed. Astec - we are Built to Connect. www.astecindustries.com | 1300 278 322

PROUDLY SUPPORTING THE TASMANIAN CIVIL INDUSTRY

0408 575 284 tasoperations@atc-group.com.au

www.atctraffic.com.au APAC Outlook issue 55 | 63

HAZELL BROS CONSTRUCTION

HAZELL BROS – VISION, PURPOSE AND PRINCIPLES VISION: To be a respected and enduring business that empowers its people to deliver innovative solutions.

PURPOSE: To be the supplier of choice by working collaboratively and applying world-class knowledge and experience to deliver the best products and services, whilst creating value for customers and communities.

PRINCIPLES: • Deliver on customer needs on time with quality, commercial results.

• Be innovative and make riskinformed decisions.

• Work together and share the load.

• Create value for shareholders.

• Enhance its competitive advantage.

• Defend the values of Hazell Bros.

• Keep employees safe and unleash their potential.

continually exploring new opportunities and constantly challenging the status quo will see Hazell Bros remain at the forefront of its core business functions, which today comprise civil construction, quarries, concrete, and industrial services.

Delivering civil construction projects to public and private sector clients across Tasmania, Hazell Bros’ capabilities include roads and bridges, infrastructure projects, pipelines, demolitions and minor civil works.

In 2018 Hazell Bros acquired the northern Tasmanian civil construction company Crossroads to increase its northern footprint and add road sealing expertise to its portfolio.

Professionals in project delivery, including Early Contractor Involvement (ECI) and Design and Construct (D&C) where the experience, knowledge and innovation of its teams can be incorporated into any project, Hazell Bros is dedicated to delivering flexible, safe and environmentally sensitive construction solutions.

“Hazell Bros specialises in delivering civil construction projects to public and private sector clients across Tasmania, Queensland and New South Wales,” Hazell outlines.

Cement Australia Collaborating together for over a decade, Cement Australia and Hazell Bros have a strong partnership, ensuring the Tasmanian manufacturing & infrastructure sector needs are delivered today – and in the future.

Cement Australia’s strong presence and reputation continues to build, proudly manufacturing high quality cement, Made Right Here in Tasmania, Australia since 1923 – supporting local jobs, local communities and the local economy.

This continued partnership will see Cement Australia and Hazell Bros working together to provide a low embodied carbon concrete solution to the market as they commit to achieving net zero carbon concrete by 2050.

www.cementaustralia.com.au

CJD Equipment Founded in 1974, CJD Equipment is a privately owned Australian company and leading provider of world class equipment and trucks.

Partnering with international manufacturers, CJD Equipment offers a diverse range of superior products from iconic brands such as Volvo Construction Equipment, SDLG Construction Equipment and Kenworth and DAF trucks.

CJD’s branch and dealer network spans across the country, providing 24/7 sales, parts and service support from over 500 highly experienced staff. Big Enough to Trust, Small Enough to Care – CJD are passionate about supporting customers for the long haul.

T 1300 139 804 E enquiries@cjd.com.au www.pacevalves.co.za

64 | APAC Outlook issue 55

HAZELL BROS CONSTRUCTION

AUSTRALIAN MADE. WORLD’S BEST

HEAVY HAULAGE IS IN OUR DNA Wherever the road leads, whatever the load, Kenworth has the power to deliver.

Visit cjd.com.au for more information or call 1300 139 804 enquiries@cjd.com.au | Find us on Facebook, LinkedIn and Instagram

BIG ENOUGH TO TRUST SMALL ENOUGH TO CARE APAC Outlook issue 55 | 65

HAZELL BROS CONSTRUCTION

APAC OUTLOOK: HOW DID YOU BECOME INTERESTED IN THE CONSTRUCTION INDUSTRY? GEOFFREY HAZELL, MANAGING DIRECTOR: “I left school at a young age to be part of the business and was given the opportunity early on to manage one of the company’s first civil construction contracts, because of my interest in machinery and transport.

“The construction work was associated with roads, kerbs and gutters, pipe works, and so on. I always had a vision of what the project would like upon completion, was able to visualise the finished works, and knew how to get there.

Geotas Geotas is proud to have supported Hazell Brothers over a long period of time, with the supply of specialist geosynthetic products, and the installation of safety barriers and lining systems across numerous sites.

It has always been a pleasure working with the Hazell Brothers project management team, and the collaborative approach that is used to work on achieving successful outcomes.

“Having grown up through the business, I was interested in providing products that service the construction industry through our quarries and concrete, and took great interest in getting concrete going in the business.”

More than $300 million in infrastructure projects have in fact been delivered by Hazell Bros across Queensland and New South Wales, whilst the company is also the supplier of choice for premium quarry and concrete products in Tasmania.

Indeed, Hazell Bros has a proven record of excellence for workability in road base materials and supplying high-quality aggregates. The company currently has three fixedplant quarries across Tasmania at Leslie Vale in the south, Raeburn in the north and Long Hill in the north-west, complemented by a sand quarry at Beauty Point in the north.

“Our hard rock and sand quarries are strategically located across the state to meet the market’s needs, providing product to build the state’s road networks and aggregates to produce concrete for the construction and housing industry,” states Hazell.

The Leslie Vale quarry can produce close to one million tonnes of crushed dolerite per annum, as well as other materials including white rock and decomposed dolerite, whilst the Raeburn and Long Hill quarries provide rich sources of basalt and dolerite, respectively.

After investing in equipment and 66 | APAC Outlook issue 55

expertise, Hazell Bros is also leading the way with its recycling centre based at the Leslie Vale quarry, bringing new opportunities to lessen its impact on the natural surroundings and explore new markets for recycled materials. Here, materials such as inert building and demolition waste, clean fill, wood, brick and much more can all be recycled.

Hazell Bros’ quarry products are tested to NATA (National Association of Testing Authorities) standards to ensure that clients are provided with products they can trust. With many satisfied external clients, they are some of the most sought-after quarry products in Tasmania.

STRONG RELATIONSHIPS Durable, quality concrete from Hazell Bros has been essential to the Tasmanian construction industry for more than 25 years.

Supplying concrete for commercial, industrial and residential use, Hazell Bros is able to design concrete mixes tailored to specific needs, supported by an NATA-accredited QualTech (TAS) laboratory.

QualTech (TAS) operates a total of three accredited laboratories within Tasmania, catering to the needs of

www.geotas.com

Maxfield Drilling Maxfield Drilling have a strong, long-lasting relationship with Hazell Brothers spanning over 17 years.

Within this time Maxfield Drilling have not only maintained the drilling service for Hazell Brothers quarries around Tasmania but have also completed some major construction projects, a few of these include The Rosebery Dam uplift and just recently the Doctors Rocks bypass project.

I believe the long-term relationship is based on honesty and trust. Maxfield Drilling hope to continue this working relationship with Hazell Bros for many years to come.

- Dean Maxfield

maxfielddrilling.com.au

HAZELL BROS CONSTRUCTION

Geotas has been serving the Tasmanian civil community for over 25 years, as a supplier of high quality, Australian made Geofabrics Australasia products, ACP safety barriers, Delnorth/Roadside Products guideposts, Terra Firma pit lids, Maccaferri rock fall protection systems, SureGro/Treemax erosion control and tree planting supplies. We also stock many other products, all designed to assist our customers with convenience, including a range of drainage

products, from large concrete pipes, to socked Ag-drain. Geotas can assist with design suggestions for a range of engineering solutions, including road pavements, gabion retaining structures, reinforced earth walls, erosion control systems, and rock-fall protection. These designs are produced by engineers using the latest product specific software and are ready to be incorporated into your individual project design and certified locally.

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At Maxfield Drilling, our desire is to be the drilling company of choice, which drives us to set and reach high environment and safety standards whilst still achieving the highest level of production.

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info@maxfielddrilling.com.au

APAC Outlook issue 55 | 67

HAZELL BROS CONSTRUCTION

“THE HAZELL BROS JOURNEY HAS BEEN ONE OF ONGOING C H A N G E A N D D I V E R S I F I C AT I O N – S O M E T I M E S P L A N N E D , S O M E T I M E S IMPOSED, AND SOMETIMES OPPORTUNISTIC” – G E O F F R E Y H A Z E L L , M A N AG I N G D I R E C TO R , H A Z E L L B R O S

the construction industry and specialising in soil, aggregate and concrete testing. The experienced team of registered technical consultants at QualTech (TAS) can offer a diverse range of materials testing and project analysis.

“With state-wide concrete production, backed by a substantial fleet of modern concrete agitator trucks, Hazell Bros prides itself on providing quality products and services while creating value for its customers.

“Hazell Bros services the needs of the domestic, commercial and infrastructure markets with certified products that can be trusted,” continues Hazell.

From materials handling in process environments to planned maintenance, plant hire, fleet servicing and long-term contracts, Hazell Bros’ experience in industrial services allows it to deliver operational and site innovations to improve operational efficiencies.

The company supplies maintenance services and plant

68 | APAC Outlook issue 55

and transport solutions to the mining, forestry and heavy industrial sectors, local councils, government departments, and waste transfer stations.

It also has a strong relationship with Nyrstar, a global leader in metals processing and recycling. Hazell Bros provides contract services to Nyrstar’s operations in Tasmania, as well as Port Pirie in South Australia, involving the provision and maintenance of more than 95 material handling units, onsite workshops, supervisory personnel, and maintenance teams.

Thanks to its relationship with Nyrstar in Tasmania, Hazell Bros has been able to support their operations in Port Pirie, where it has approximately 120 workers delivering and handling materials on site.

“Relationships that have been built from our forefathers have remained steadfast in our partnerships today. One of our longest standing relationships has been with Nyrstar, who we continue to work closely with,” Hazell informs us.

HAZELL BROS CONSTRUCTION

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APAC Outlook issue 55 | 69

“ T H E S A F E T Y O F O U R W O R K F O R C E I S O U R N U M B E R O N E P R I O R I T Y. ‘ S A F E T Y F I R S T A LWAY S W O R K S ’ I S M O R E T H A N J U S T O U R S L O G A N , I T I S T H E C O R N E R S T O N E O F O U R S A F E T Y C U LT U R E ” – G E O F F R E Y H A Z E L L , M A N AG I N G D I R E C TO R , H A Z E L L B R O S

“We have recently renewed our materials handling and mobile asset contracts with Nyrstar in both Tasmania and South Australia, which required the rollout of a challenging CAPEX programme.

“Many legacy projects have been completed over the years, and Hazell Bros has played a substantial role in them.

We have always challenged ourselves to take on harder opportunities, by working closely to provide solutions to our clients and gaining their respect in order to grow longterm reciprocal relationships,” he adds.

Likewise, a strong relationship with Veolia has been the catalyst for Hazell Bros to revolutionise glass recycling in Tasmania. Research and testing over the past five years has allowed the company to create quality recycled glass for use in asphalt production, masonry products, and pipe embedment.

COMMUNITY REPUTATION A number of strong supplier relationships have been 70 | APAC Outlook issue 55

developed by Hazell Bros, and these relationships remain critical to the success of the business across its sphere of operations. Crucially, they uphold the company’s longstanding reputation for reliable, high-quality products and materials, and providing innovative solutions that meet the needs of all customers from individuals all the way up to large companies and projects.

“When operating in a small market, it is important to maintain a robust reputation. Word travels quickly if this is not the case, and limited supply chain alternatives can create risks for the business,” acknowledges Hazell.

The company is committed to building relationships based on respect, mutual success, open and honest communication, and developing long-term partnerships.

It has thus developed a business that is both agile and regionally focused, as it strives to meet the expectations of clients, stakeholders and the communities in which it works.

“Our people are connected to each other, our customers

HAZELL BROS CONSTRUCTION

and the community. In more recent times, COVID-19 restrictions have limited our ability to engage with the community, however plans are in place to reinvigorate this focus.”

The company has a long-standing association, for instance, with service clubs, whilst the Hazell Bros Corporate Services team donates one day per employee, per year to support a local community organisation or worthy cause.

Hazell Bros has also supported a number of fun runs, donated goods and services to charitable organisations, and provided financial support to employees in times of need.

SUSTAINABLE STRATEGY On top of upgrading the crushing capabilities of its flagship quarry operation based in Southern Tasmania, Hazell Bros is currently investing heavily in infrastructure as a result of the buoyant, spring-boarded economy that has emerged from the COVID-19 pandemic.

This includes local and state government infrastructure projects in Tasmania and Queensland, projects that are supporting the company’s vertical integration and enabling it to continuously invest in the business.

“We recently completed the demolition of a 15-storey government building to make way for a new government precinct, with some other heritage art deco buildings being converted into the new Marriott hotel,” Hazell shares.

“We are also currently in the process of finishing off the new flyover to Hobart Airport and the Sorell Bypass for the Department of State Growth, which is part of the southeastern expansion corridor. These are projects that support our vertically integrated business.”

It has otherwise been a challenging couple of years for the industry, however, which continues to deal with the usual assortment of risks as well as the emerging challenges brought about by the COVID-19 pandemic.

These emerging challenges, such as supply chain constraints and limited resource pools, have led the industry to focus on new innovations, particularly around lean management and collaborative contracting in order to overcome them.

Meanwhile, the company has been involved in substantial irrigation projects throughout Tasmania to service the agriculture industry, which is helping to put the state’s produce on the international market, as well as the construction of wind farms, from site establishment to the roads and concrete footings.

“Being a clean, green state, the focus of future projects for Tasmania over the next decade will certainly be to upgrade older energy infrastructure and accelerate the renewable energy space.”

Hazell Bros’ strategy is to deliver increasingly sustainable

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products and service solutions by eliminating waste, reusing and recycling concrete, glass and manufactured sand, reducing carbon emissions, and leveraging technology.

The key priority for the company over the next 12 months and beyond is to maintain a sustainable business, focusing on the areas in which potential challenges will arise due to market conditions surrounding the supply chain and the pressure on resources.

“Our future plans and objectives are to further utilise the integration of the company to increase growth and strengthen our civil construction and industrial markets through collaboration and innovation, with a focus on both new and emerging markets in these areas,” concludes Hazell.

“We are also implementing a succession planning strategy that will enable the incumbent directors to transition to retirement and engage the next generation to become members of the board.”

HAZELL BROS Tel: (03) 6277 7888 head.office@hazellbros.com.au www.hazellbros.com.au APAC Outlook issue 55 | 71

CREMA GROUP CONSTRUCTION

72 | APAC Outlook issue 55

H OT PROPERTY We open the door to Crema Group’s lasting legacy of buildings and property developments, following a discussion with Director, Louis Crema Writer: Jack Salter | Project Manager: Sam Love

To create things that we can be proud of.”

With a history in property and construction spanning almost 70 years and three generations, this is the one simple philosophy that Crema Group has always adhered to.

Having migrated from Northern Italy in 1951, Gilberto Crema first joined his cousins Terry and Dino Camillo in a small terrazzo business in St

Kilda, an inner seaside suburb of Melbourne.

When Terry and Dino returned to Italy, Gilberto stayed in Melbourne and continued to grow the company, then known as Camillo Brothers, as it expanded from terrazzo into concrete, formwork and construction. By the time Gilberto’s three sons, Luciano, Romeo and Louis, joined Camillo Brothers in the 1970s, the business had become a pioneer of in-situ, tilt-up precast construction.

APAC Outlook issue 55 | 73

“From a very early age, my father took my two older brothers and I to work with him during the school holidays. We loved it straight away, and we couldn’t wait for the school holidays to come along again so we could go back,” recounts Louis Crema, Director of Crema Group.

The trio, who took over when Gilberto became unwell and began to spend more time back in his native Italy, grew the company by taking on larger industrial and commercial projects. It would later become Crema Constructions, which today is one of six companies that comprise Crema Group.

“By the time my father had got better and had a bit of a reality check, he wanted to return to his homeland more often to be with his mother and brothers, and he loved it. He asked if we were ready to take over because he was ready to slow down, and the rest is history; he was very proud that all three of us were interested in taking over what he started.

74 | APAC Outlook issue 55

CREMA GROUP COMPANIES – AT A GLANCE CREMA CONSTRUCTIONS – An iconic building company that has delivered over 3,000 apartments and hotel rooms, multiple large-scale supermarkets, and a number of office and industrial buildings within inner Melbourne.

CREMA DEVELOPMENTS – A dynamic property development business whose competitive edge comes from its ability to leverage the Group’s intricate construction knowledge and experience.

CAMILLO BUILDERS – Focused on bespoke, largely high-end construction projects, and established with the same senior management structure, quality and safety procedures, and core values as Crema Constructions.

SG FORMWORK – With a clear vision to become one of Melbourne’s premier concrete and formwork structure companies, SG Formwork has experienced a rapid rise to the top.

CAMBAR PRECAST – A pioneer in precast concrete capable of delivering highly specialised precast solutions, with proven experience in design, engineering, mould-making and casting.

PIAVE CONCRETE – A major supplier of premix concrete for Melbourne’s building industry, whose state-of-the-art plants are home to an experienced team of concrete experts.

CREMA GROUP CONSTRUCTION

“We took Crema Group to another level, and we hope that the third generation will get on together and grow the business just like we did,” says Crema.

INTEGRATED MODEL Crema Group’s integrated model provides a competitive advantage by bringing together the services of its various businesses, namely Crema Constructions, Crema Developments, Camillo Builders, SG Formwork, Cambar Precast, and Piave Concrete, to provide clients with complete confidence in delivery.

With significant experience and expertise across property development and construction, as well as the ability to control delivery and minimise risk, Crema Group is unique to the property and construction industry.

Whilst all six businesses operate as individual entities in their own right, their ability to share their respective expertise when working together maximises the efficiency of any project.

“My father started off as a concreter and formworker, however we also wanted to be builders. When we took over in 1978, we maintained the concrete and formwork side of the company, then along the way we started up the building division, a precast factory, and a concrete premix business,” outlines Crema.

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Gilberto “Beppi” Crema migrated to Melbourne in the 1950s to join his cousins, Terry and Dino. His first completed property development project was a block of 16 apartments in Ormond.

APAC Outlook issue 55 | 75

CREMA GROUP CONSTRUCTION

“Building is very competitive, and the margins are extremely tight, but if you add together the margins across each of the construction, concrete, formwork and precast companies, then it makes it all worthwhile.”

Crema was taught the realities of hard work and tight margins in the construction industry from a very early age by his father – that if you don’t love getting up early, rolling up your sleeves and getting stuck in, you’re in the wrong profession.

Construction has nevertheless remained very strong in the Australian market, owing to a population that has been steadily growing year on year.

“When my father came to Australia in 1951, the population was less than 10 million; now it’s almost 26 million. That in itself explains why the construction industry here has been busy, because we’ve had to cater for this population growth,” Crema continues.

“ W E TO O K C R E M A G R O U P TO A N OT H E R L E V E L , A N D W E H O P E T H AT T H E T H I R D G E N E R AT I O N W I L L G E T O N T O G E T H E R A N D GROW THE BUSINESS JUST LIKE WE DID” – LO U I S C R E M A , D I R E C TO R , C R E M A G R O U P

Crema Group prides itself on having a strong track record of residential, retail and office-based projects that it has completed over the years, from workplaces and apartments to hotels, residential properties and more.

Gilberto was also partial to developing occasional projects of his own to generate a steady flow of passive income, on top of the active income generated through construction. Crema Group effectively achieved this by monetising properties that it designed, built and developed entirely for itself.

“We would build a few factories and rent them out, so they were passive investments that he held onto to have another source of income aside from construction,” Crema shares.

“My brothers and I have continued that, so sometimes we keep properties long-term, sometimes we sell them, but we’re always dabbling in one or two developments that we build for ourselves.

“The business pretty much consists of construction and then a bit of property development, the majority of which we keep and generates another income stream.”

CREMA GROUP CONSTRUCTION

GALLERY IN THE SKY The Gallery in the Sky programme is a charitable initiative established by Crema Group in 2015. Every year, the Group uses its high-profile construction sites to provide a platform for budding Australian artists to showcase their work while supporting a charity of their choice.

Crema Group sees Gallery in the Sky as a unique opportunity to give back to the people of Melbourne, a city it considers itself lucky to call home.

“My brother thought, “why don’t we put something up that people will drive past and appreciate, while contributing to a charity?”,” explains Crema.

“That was our way of giving back to Melbourne and we’ve kept on doing it, so for every building we construct, we get a piece of art there and we make donations to different charities.”

HANDS-ON APPROACH Proud of its heritage, Crema Group today continues to grow steadily in all areas including property development, construction, concrete and formwork.

Whether delivering, building or supplying materials, the Group has an ever-present appreciation for quality, and understands that this can only be delivered by great people, a team effort, and a hands-on approach. It reflects the fact that Crema Group values relationships, and is proud of the ones that it maintains with clients, subcontractors, suppliers and employees.

“We’re very hands on with our clients and employees, we’ve known them for years and we’re very approachable,” Crema tells us.

“Our 400 employees are the engine room of the company and a lot of them are long serving. In one year alone, we gave 17 employees each a gold watch for achieving 25 years of service. They’re loyal to us and we’re loyal to them, and it’s a credit to them for being good employees.

“Crema Group’s subcontractors and suppliers are just as important.

It takes all of these ingredients to be successful, so if any of them are lacking then the whole thing can come crumbling down,” adds Crema.

Maintaining the continuity of Crema Group’s talented pool of staff, whilst strengthening relationships even further with its range of suppliers and subcontractors, is integral to the company’s steady and controlled growth ambitions.

It is because of this strong network of relationships that Crema Group has managed to attain repeat business, and thereby customer loyalty.

“Most of our clients are repeat customers, which sometimes helps with the price we get for a project. It gives them comfort because they are familiar with how we do the job, and we are on good terms with them, so it’s a win-win,” Crema concludes.

CREMA GROUP Tel: (03) 9646 2188 info@crema.com.au www.crema.com.au APAC Outlook issue 55 | 77

WATERCARE ENERGY & UTILITIES

Floating solar array at Rosedale Wastewater Treatment Plant

78 | APAC Outlook issue 55

FROM

S KY TO SEA Auckland is a rapidly expanding city by the water. Key to a growing population, Dr Jon Lamonte CEO of Watercare - discusses the challenges of balancing water supply and wastewater treatment with the company’s sustainable aims for a greener New Zealand Writer: Marcus Kääpä | Project Manager: Joshua Mann

N

ew Zealand (NZ) is, and always has been, a country of varied and stunning landscapes.

The islands are punctuated by rising white-capped mountains, rugged hills, lush grasslands, serene lakes and the many inlets of the sea that carve their way inland.

There is no question that NZ has an abundance of natural beauty across the North and South Islands, and there exist many urban hubs that make use of the country’s access to waterways.

Auckland (North Island) is one such city.

APAC Outlook issue 55 | 79

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WATERCARE ENERGY & UTILITIES

Based around two large harbours, the major city is defined by its access and use of water, including the supply and safe disposal of public water use.

“We are very much in the water industry,” begins Dr Jon Lamonte, CEO of Watercare, the company in charge of Auckland’s water supply.

“NZ’s water services are currently run by 67 different councils, which for a country of five million people and about the same size as the UK, is quite odd. But Watercare is different.

“Watercare is by far the largest water company, it has a different history. The business in its current form is the result of seven local councils and their water companies coming together to form the SuperCity in 2010. Watercare took responsibility for the region’s water and wastewater services from source to tap. We went from having seven

WATERCARE INVESTING IN THE FUTURE Watercare is planning to spend about $18.5 billion over the next 20 years. This is by far the company’s biggest investment yet.

This is to: • Cater for its growing population: Auckland is expected to grow by almost half a million people over the next 20 years.

• Continue to provide safe and reliable water and wastewater services.

• Renew some of its ageing assets.

• Improve environmental outcomes (with more sophisticated wastewater treatment and work to reduce wastewater overflows.

• Reduce emissions and mitigate climate change.

82 | APAC Outlook issue 55

customers (the local councils) to 1.3 million customers essentially overnight.”

Watercare was formed in 1993 when it took responsibility for the bulk supply of water and wastewater in the Auckland region as a wholesaler.

Today, the company supplies around 400 million litres of water each day and provides wastewater treatment services to 1.7 million Aucklanders.

“We’re constantly planning and building new infrastructure to ensure we can cater for our rapidly growing population and continue to provide safe and reliable water and wastewater services,” Lamonte continues. “We have close to 1,300 staff members, mostly based in Auckland, but we also have laboratories around the country in Wellington, Queenstown and Invercargill, and we operate the Waikato District’s water services as well.”

CLIMATE IMPACT 2022 is an exciting time to operate in such a sector. With water being such an important resource to access for individuals, families, businesses and communities, it impacts everybody and attracts a great deal of media attention.

“There are always questions about the water industry: what’s the right size and shape of the industry? Do we reform? Do we have different organisations with various accountabilities? And so on,” Lamonte tells us. “When I began at the company, Auckland was in the back end of a drought, and it was perceived that it had been a real challenge for Auckland, and we had to think about how we move forward from that.

“On top of this, climate change has been more important and more in focus than ever before – it’s huge in NZ – and since my tenure here we have experienced two massive flooding events, the last of which was within the past few weeks, which disrupted the region and water

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Established long term partnerships providing consistency of supply and delivery are strengthened by valued, solid support from leaders across the water sector (watermain, wastewater and stormwater).

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WATERCARE ENERGY & UTILITIES

services. So, working in the water industry is good in the sense that there is a lot of interest, but alongside that we have a great responsibility to Auckland and its people, to keep water services running smoothly and safely.”

APAC OUTLOOK: CAN YOU TELL US HOW YOUR PARTNERS HELP DRIVE WATERCARE’S SUSTAINABILITY MISSION? DR JON LAMONTE, CEO: “The businesses in our supply chain have a real opportunity to help us get to where we want to be. We’re always going to be looking for new and better ways of doing things, whether it’s a technology that reduces health and safety risks, or innovations that help us to reduce our carbon emissions.

“Many of our larger infrastructure projects are carried out through our forward works programme with our construction partners Fletcher Construction and Fulton Hogan. Through this partnership, we are incentivised to work together to achieve significant carbon savings, cost reductions and health, safety and wellbeing improvements.”

Dr Jon Lamonte, CEO

84 | APAC Outlook issue 55

For Lamonte, the water industry in NZ was very much new territory when he joined the company last year.

Originally from the UK, he served in the Royal Air Force as an operational flyer and then in the Ministry of Defence, moving into logistics and procurement for the organisation in the latter part of his military career.

“When I left the Royal Air Force, I began running tube lines in London, before moving to Manchester and spending almost six years running all of the transport across Greater Manchester,” Lamonte explains. “I was then offered the chance to move to Australia and build the Sydney Metro which I accepted, commissioning and opening their first line into service, whilst building a further three lines.

“Following this, I was approached

by Watercare and asked to come to NZ to run the company. It has been a great country to come to, and a fantastic organisation to work for.

There have been some real challenges to deal with, especially as it was a new sector to me, but fascinating all the same. It has been over a year now and I am thrilled to be a part of it.”

TWO DECADE PLAN Watercare is preparing for the future with its 20-year plan for infrastructure development.

“This 20-year programme is worth around $18.5 billion, which equates to around $2.5 million invested per day, but for NZ we are talking about the need for around $120-185 billion over the next 35 years,” Lamonte explains.

“That is serious money that needs to be invested in water infrastructure in NZ, and so it makes the industry extremely exciting when it comes to developments and prospects.

“When you look back to four years ago, when Watercare released our previous asset management plan, it had around half the investment of this 20-year plan.”

With a population currently at 1.7 million, the Auckland region is

Rider Levett Bucknall Challenges and intricacies unique to RLB as the cost controller RLB’s role for Watercare on the Central Interceptor Project has unique challenges and intricacies.

As a trusted advisor to the client, RLB forms part of a wider, tight-knit commercial delivery team responsible for ensuring that the project stays on budget and complex issues are managed appropriately.

Our large in-house specialist infrastructure team is led by Ed Cook and overseen by Steve Gracey, and sees Neil Kelly and Johnny Liu working fulltime at the Central Interceptor’s Project Delivery Office.

Proactive communication between RLB and the rest of the team allows us to both challenge and assist one another in the assessment of correspondence, from the monthly claim to contractor queries and everything in between. While RLB leads the line in providing a thorough assessment of the monthly claim, our team also provides support towards budgeting and risk profiling, allowing the delivery team to make informed decisions.

With the large project budget and ongoing live design delivery, flushing out risk in early design options has been essential. We collaborate with designers and engineers to maintain a detailed understanding of the methodology, phasing, and implementation. RLB also regularly meets with the Contractor’s team to agree the spend profile. This gives both parties confidence in how the project will be delivered, and that payment fairly and reasonably reflects that.

The Central Interceptor will be an iconic infrastructure project, providing a better outcome for millions of stakeholders. RLB is immensely proud to be involved.

www.RLB.com

Breaking new ground with a water-wise wonder

RLB’s hardworking team embeds an ethos of strong relationships throughout the quantity surveying process to overcome a wide range of challenges. The complex, multi-faceted Central Interceptor is a great opportunity for RLB to assist in providing infrastructure that makes Auckland a better place to live.

RLB.com

WATERCARE ENERGY & UTILITIES

AON New Zealand Aon exists to help shape decisions for the better. We provide our clients with advice, understanding, and solutions that give them clarity and confidence in their decision making.

In New Zealand, our expert teams have provided Watercare with essential advice and tailored solutions for complex and diverse risk exposures; from infrastructure and construction risks, through to liability.

Watercare trialling new ways to treat wastewater

“ T H E N U M B E R O N E P R I O R I T Y FO R U S I S TO D E L I V E R S A F E D R I N K I N G WAT E R A N D D E A L W I T H WA S T E WAT E R I N T H E A B S O L U T E B E S T WAY W E C A N . T H AT ’ S W H AT W E D O , T H AT ’ S W H AT W E ’ R E G O O D AT, T H AT ’ S T H E R I G H T THING” – D R J O N L A M O N T E , C E O , WAT E R C A R E

expected to grow by another half million in the next two decades, and providing safe drinking water as well as safe wastewater management and disposal is key to this rapid growth.

“Because of this, half of the coming investment programme will focus on growth, while the other half will revolve around renewing assets,” Lamonte elaborates. “Our assets here are anything up to 100 years old, so these assets need replacement.

“We are also thinking much more about sophisticated water treatment techniques, and working hard to reduce the number of wet-weather wastewater overflows and discharges into harbours. We pride ourselves on the quality of Auckland’s beaches and harbours, and what was acceptable years ago is not acceptable now, so we need to think differently.”

According to Lamonte, the water industry is also an energy-hungry space which, in light of the need to combat climate change, means 86 | APAC Outlook issue 55

Watercare aims to alter the way it thinks about using energy. This is a key part of the company’s 20-year investment plan.

“Watercare will be looking into reducing emissions during the production of necessary components needed in the water industry - such as concrete that is used to build a lot of our assets - right the way through to direct energy use in the treatment plants,” Lamonte says.

RACE TO ZERO Watercare’s priorities revolve around providing the best quality water services to the people of Auckland while doing the maximum possible towards environmental betterment.

Last year the company signed up to the United Nations’ Race to Zero campaign, adding its voice to a global call for industry to achieve net zero carbon emissions by 2050.

On the whole, NZ is a very green country that contributes only 0.17

Aon is in the business of better decisions, and we are proud to support Watercare. Say hello to one of New Zealand’s expert risk teams today.

www.aon.co.nz

Arthur D Riley For more than four decades, ADR have provided Watercare with meters and meter reading services leveraging ADR’s deep experience in large scale meter data management.

Additionally, ADR supplies SCADA and Control Systems along with digital metering and analytics, for Watercare’s high use customers as well as some of the largest water and Electricity Utilities in Australasia and abroad.

With over 10 million data points being captured each month we measure water demand in a way that is used to influence efficient customer water use behaviour and improve network management.

www.adriley.co.nz

WATERCARE ENERGY & UTILITIES

Aon is in the Business of Better Decisions.

Aon is a leading provider of insurance broking, risk management and associated services in New Zealand, and around the globe.

Say hello to an Aon risk expert today.

aon.co.nz

When Every Drop is Precious For over 100 years, ADR has been supporting and advising NZ Water authorities and Councils with our fieldsmart technology.

We pride ourselves on our 3 M’s, Measure, Monitor, and Manage.

We see this as crucial in supporting the Three Waters journey in recognising the pillars of Taumata Arowai.

Improving efficiency of water use while ensuring its safety are important drivers for water management in which ADR has considerable knowledge and experience.

www.adriley.co.nz APAC Outlook issue 55 | 87

WATERCARE ENERGY & UTILITIES

Watercare carrying out a native regeneration project in the Hunua Ranges that will see millions of trees planted

percent of total global emissions.

However, when added to the collective emissions from all the countries in a similar position to NZ, they collectively account for about a quarter of all global emissions.

“We place a lot on our green credentials as a company, and we believe very passionately that we all need to do our bit,” Lamonte affirms. “Climate change is one of the greatest challenges facing the water industry. In fact, it’s often first felt through the water cycle, with more frequent droughts and more extreme flooding.

“The water industry is a big contributor to global greenhouse gas (GHG) emissions – contributing about 10 percent of GHG, so we need to find better ways of doing things that protect our planet for future generations. As our city is growing, we’re providing services to more people, yet we want to reduce our carbon emissions. At the moment, 88 | APAC Outlook issue 55

they’re on the rise, so we need to turn that around.”

Watercare currently generates electricity at its two largest wastewater treatment plants using the methane produced in the treatment process.

“We have some great scientific minds who are working hard to find ways to reduce the energy needs of our wastewater treatment processes,” Lamonte says. “One of our chemical engineers is growing anammox bugs in a lab that will help us to remove nitrogen and ammonium from wastewater, and massively reduce the energy needs for the treatment process.

“Meanwhile, we are also investing in renewable energy opportunities.

We have a floating solar array on our Rosedale Wastewater Treatment Plant oxidation ponds and are exploring the possibility of having another floating solar array out at one of our dams.”

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From initial consultancy, planning, installation, operation and maintenance to classic and digital service concepts: KSB is on hand to help you over the entire life cycle of your system.

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WATERCARE ENERGY & UTILITIES

COOL. COMPACT. COST-EFFICIENT. D-Max Impeller

Amarex KRT - Jacket-Cooled Waste Water Pump The compact Amarex KRT is now suitable for an even greater variety of applications: with innovative impellers and new motor sizes from 10 to 850kW, the waste water pump meets additional requirements. And thanks to its cooling jacket, the pump can even be used for dry installation.

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APAC Outlook issue 55 | 89

Poweredby While we have experience providing electrical and controls services in a range of sectors, we have specific experience in the water and wastewater industries. We also have experience in hazardous area works.

Several beaches in north Auckland will experience less frequent wastewater overflows once work to build a new pump station is complete

“ W I T H A U C K L A N D ’ S P O P U L AT I O N G R O W I N G R A P I D LY, W E N E E D T O B E L O O K I N G T O T H E F U T U R E T O F I N D M O R E WAT E R S O U R C E S T O S U S TA I N T H E C I T Y ”

What sets us apart from the rest, is that we offer communication where we will get a full understanding of your requirements at the outset of the project. We understand this is often where projects go wrong.

For us, attention to detail is essential in these early stages, and is a key component of overall project success.

– D R J O N L A M O N T E , C E O , WAT E R C A R E

BETTERING AUCKLAND Watercare’s sustainability projects span native forest regeneration, in which the company is replanting native trees in the area around its Hūnua dams in South Auckland.

Millions of native trees will be planted over the next few decades under this project, and it serves a multi-faceted purpose.

“Not only do trees carry out the obvious – oxygenating the environment while intaking carbon dioxide (CO2) – and help restore the former forestry land to its natural state for wildlife, but they also protect the water quality in our most important water catchments,” Lamonte reveals.

“The interconnection of tree roots helps hold the land in these areas together to help prevent landslides during weather events that could fall into the dams and impact the water supply.”

As well as its Race to Zero goal of net zero emissions by 2050, Watercare also aims to halve its operational emissions by 2030, and reduce carbon in its construction projects by 40 percent by 2025. With these ambitious goals, Lamonte 90 | APAC Outlook issue 55

recognises there are challenges as well as opportunities.

“With Auckland’s population growing rapidly, we need to be looking to the future to find more water sources to sustain the city,” Lamonte tells us. “But of course, to supply water you often need to pump it to a different location, and this means using a lot more energy to do so. Some of our water treatment plants are very energy-hungry, so as a company we need to continue to do things differently, such as keep reforesting areas, and looking into solar power and renewable energies.

“We’re now making fertiliser from by-products of the wastewater treatment process and are also trialling compost. This is about applying circular economy principles and finding new ways to get benefit from what we’ve traditionally seen as waste.”

SUSTAINABLE INFRASTRUCTURE Watercare faces these sustainability goals with an open mind, which has helped them envision smarter and better ways of operating in the water utility industry.

E sales@poweredby.nz T 021 0853 9809 www.powredby.nz

Stantec Stantec consultants live and work in the communities they serve, and have supported Watercare for the last 20 years, designing and delivering infrastructure for communities in Auckland.

Moving forward, Stantec will draw on international expertise and local knowledge to develop strategies, plans and concept designs to support Watercare’s 10-year Asset Management Plan.

There will also be broader aspects to the long-term partnership, including the development of process improvements, digital strategies, cultural and social outcomes, and sustainability.

www.stantec.com/newzealand

WATERCARE ENERGY & UTILITIES

Quality People Quality Service

• • • • • •

Industrial and Commercial Electrical Services Electrical and Control Systems and Solutions Electrical Instrumentation Lighting Design and Installation Electrical Maintenance Thermographic Imaging

Together we’re planning and designing future water infrastructure solutions to meet the needs of communities in Auckland New Zealand.

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New Zealand locations

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4,000+

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APAC Outlook issue 55 | 91

WATERCARE ENERGY & UTILITIES

Lower Nihotupu Dam during severe drought

Dr Jon Lamonte visits the Central Interceptor construction site in 2021

Watercare Waikato50 official opening

92 | APAC Outlook issue 55

Plants grown in fertiliser extracted from treated wastewater

WATERCARE ENERGY & UTILITIES

171 McLeod Road, Te Atatu South, Auckland www.marchcato.co.nz

New Zealand’s Specialist Project Lawyers Greenwood Roche is a national law firm that specialises in the negotiating, structuring, funding, consenting and delivery of projects across all sectors.

We have clearly defined specialist areas, each with a significant depth of highly skilled legal expertise.

www.greenwoodroche.com “Sometimes it’s just to do with thinking about how to do things differently,” Lamonte says. “A plan that worked two or three years ago may not work now, so a rethink can lead to something fantastic. For example, soon we’ll need to build another 10.3 kilometre pipe between our Ardmore Water Treatment Plant and the Redoubt Rd Reservoirs, but there’s more than one way of doing this.

“By getting all the right people in the room from the get-go we considered all the options and implications, challenged our standard practice and soon found a more cost-effective solution that cuts the carbon footprint by about 38 percent.

By reducing the pipe size from 1,500 millimetres to 1,000 millimetres, and boost pumping two of our watermains so we can still feed enough water to the reservoirs, we expect to save more than 16,000 tonnes of carbon dioxide equivalent (CO2e).”

T +64 9 835 3800 E enquiries@marchcato.co.nz

March Cato is an award-winning Auckland based civil engineering construction company, specialising in the construction of 3 Waters Infrastructure.

We have a team of talented engineers, supervisors and operators, as well as an extensive fleet of plant and equipment, ready to support your projects needs. Our services include tunnelling, pipe jacking, deep open trenches, sheet piling and shaft construction.

KEY TO A GREEN FUTURE Watercare acknowledges that there is a lot that needs to be done to get the company on track to reach its Race to Zero targets. Embracing innovation and technology is part of this, trying new things and exploring different avenues of operational methods.

“We need to get better at sharing our learnings and integrating them,” Lamonte tells us. “We use a lot of concrete, heavy plant and steel in our assets, but so do a lot of other companies in NZ. We need to pool our thinking, and focus on the major areas of embedded carbon so that any improvements can be made on a large scale. The same can be said internationally – this is a global target, and we need to find ways to work together, learn from each other and share our successes.

“The number one priority for us is to deliver safe drinking water and deal with wastewater in the absolute best way we can. That’s what we

do, that’s what we’re good at, that’s the right thing. The second focus point is continuing to improve our relationships with our customers, stakeholders and communities, because that’s who we are here for.

There is a lot that we are doing with our indigenous Māori population and involving them as much as possible, and this integration of communities in Auckland is at the core of our current and future aims. At the centre, Watercare is there to change the thinking and culture around water, from when it falls from the sky to the moment that it disappears into the sea.”

WATERCARE Tel: +64 9 442 2222 info@water.co.nz www.watercare.co.nz APAC Outlook issue 55 | 93

C OA L AT T H E C O R E

VITRINITE PTY LTD MINING

We have seen some dramatic changes in recent years.

Even since 2021, the price for our premium hard coke and coal per tonne has risen from US$110 to around US$645 recently, and when you compare the past to everything going on around the world at the moment – post-COVID-19, China’s ban on Australian imports and now Russia’s actions in Europe – it’s hard to read certainties in the foreseeable future.”

Michael Callan, COO of Vitrinite Pty Ltd (Vitrinite), has been with the company for three years, and has been able to witness this unique period of time in the Australian coal mining sector.

Vitrinite is a privately owned company holding an extensive strategic coking coal tenement

Queensland’s Bowen Basin is renowned for its rich mineral reserves. Michael Callan, COO of Vitrinite Pty Ltd, discusses operating in the region’s coal mining space, and the company’s preparation for the future Writer: Marcus Kääpä | Project Manager: Thomas Arnold

portfolio within Queensland’s (Australia) world-class Bowen Basin.

The company’s assets are situated in close proximity to operating mines, infrastructure and proven economic resources. Vitrinite is currently focused on executing an exploration drilling and definition programme of JORC (Joint Ore Reserves Committee) resources across multiple sites, representing the next generation of premium tier one assets in Australia.

As a business Vitrinite is young and

progressive, insisting on excellence in every aspect of its work and taking immense pride in the coal industry and the Australian resources sector.

“We have worked hard as a small team to navigate the mining approval process. We hit production at an opportune time, taking some commercial risks to proceed to production quickly,” Callan says. “We are stewards of the lands and minerals we are developing, aiming to achieve out-sized returns for our shareholders and stakeholders. We embody and encourage an open and collaborative attitude, inward and outward, in our company values.

“Vitrinite’s vision is to create value and wealth through the provision of resources to power world economic growth, exceeding and setting global best practices in every endeavour.”

BRIGHTER COAL Vitrinite has recently celebrated its eighth birthday at one of its primary sites, the Vulcan Mine Complex (Vulcan), based in the Bowen Basin.

Acquired by the company in 2018, this site contains multiple target coal seams with many premium hard coking coal properties and stands as Vitrinite’s most notable asset.

“Over the last three years we have really put a lot of attention into Vulcan,” Callan inform us. “Taking it from an exploration tenement through to currently having our first mining lease and associated approvals in place, and mining almost two million tonnes per annum (Mtpa) from the mine in that time, is a good achievement.

“We will be increasing this from just under two to five Mtpa over the next few years, but as for the rest of 2022, we will focus on our two pipeline projects that sit at the forefront of our company growth. These are our Karin Basin and Wilson Creek projects, and the aim is to get these into production similarly to Vulcan. We have a good blueprint for converting these APAC Outlook issue 55 | 95

INSURANCE FOR MINING & NATURAL RESOURCES

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As industry specialists, we have a deep understanding of the unique risk profile that resources companies face particularly when dealing with catastrophic events and their aftermath. With the extensive real-world experience of our brokers, CRE is highly equipped to develop the right insurance solution for your operations.

From initial exploration, development, and production, to drilling, engineering and contract mining, as well as onshore and offshore operations, CRE designs bespoke risk protection solutions for every aspect of your operations comprehensively and cost-effectively.

We put in the time to understand the intricacies of your business, its objectives, exposures, and commercial obligations, enabling our team to develop the best solution to meet your unique requirements. Our expert advice, and our ability to assess, identify and transfer key risks into the global market will give your business the resilience and protection needed to succeed.

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CRE INSURANCE BROKING Adam Battista, Executive Director adamb@creinsurance.com.au +61 417 834 229

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VITRINITE PTY LTD MINING

VITRINITE – ASSETS AND OPERATIONS VULCAN MINE COMPLEX Open cut hard coking coal mine with over 55 kilometres strike of confirmed hard coking coal adjacent to world benchmark premium hard coking coal mines.

KARIN BASIN Open cut and underground high fluidity coking coal mine, close to rail, water and power infrastructure as well as services in Clermont.

WILSON CREEK Shallow open cut coking and thermal coal mine.

ROSEDALE Open cut and underground coking,

tenements into producing mines, and we are going to roll this out across the two upcoming projects.”

Vitrinite has the advantage of remaining a small and dynamic team amid an industry that includes international players who, due to their size, remain more rigid when it comes to the structure of their mining approach, and whose operations involves multiple layers of complexity.

IN THE FACE OF TRANSITION In light of this, Vitrinite’s size plays a key part in its ability to swiftly and easily navigate aspects of mining operations, including decisionmaking processes.

“Coal will always be used in some capacity,” Callan tells us. “With the growth of the renewable energy transition, many larger Australian coal mining companies are switching their focus on adapting to such a change, which places Vitrinite in a unique position for the future.

“While Vitrinite is a smallerscale coal mining company, we are much more agile than those larger competitors, and during this 98 | APAC Outlook issue 55

transition we may be able to answer the necessary coal demand in the wake of these larger companies looking towards alternative energy.”

For Callan, Vitrinite will always operate in the Australian coal mining industry, and part of this dedication to the sector is the constant search for opportunities through which to expand. This includes purchasing infrastructure and additional mines, as well as heavily investing in its current sites.

“We have a real love for the coal industry and are proud to operate in it,” he continues. “Everyone is aware of the energy transition, but we see ourselves as the private and nimble operator that can continue to operate coal mines, undertake progressive rehabilitation and extract value and rehabilitate existing mines that larger companies may want to exit.

“As part of our growth we are investing a substantial amount into our Vulcan project. Where we are currently washing – that is the use of water to remove substances from mined ore - through existing plants in the area, we have plans to gain approval to build our own wash

pulverised coal injection (PCI) and thermal coal mine.

WOLFANG Open cut and underground coking and thermal coal mine.

ROLLESTON SOUTH Open cut and underground thermal coal mine.

DENHAM PARK Open cut and underground hard coking coal mine.

plant on site. This will increase our production from two Mtpa from open cut mining to adding an additional three Mtpa from high wall mining.

This expansion project is valued at AUD$160 million, so that is a particularly large focus for us right now, but it is one of many projects that we want to turn our attention to.

Vulcan was our way into being a coal operator and we put a lot of blood, sweat and tears into getting this up and running. Now we have a really good team on site, and we have great opportunities to move forward.”

Insurance Market Update Context With prolonged poor underwriting performance, underwriters have been forced to remediate their mining portfolios, with premium increases and capacity management already prevailing in advance of the pandemic.

While the 2020/21 summer did not match the devastation of the previous, extreme weather events off the back of a prolonged La Nina cycle over 2 years have resulted in anticipated losses of more than $3bn since April 2021.

2021 saw substantial catastrophe losses across the globe; Hurricane Ida is still being assessed, with estimates at US$25B – US$35B, while the European floods also weighs with estimated losses at US$7.7bn.

Premiums Rate increases for mining clients have started to taper from the 20%-30% increases experienced in 2019 and 2020 to around the market average of 10%.

For clients with a stable risk profile, increases have been held at +5% to +7.5% unless new capacity has been forced into the placement which tends to drive costs higher.

Overall, the gradual deceleration in rate increases looks set to continue in most open market insurance lines (Cyber/D&O remain the notable outliers) as profitability returns.

Public Liability (+10% to +15%) Liability is one of the more challenging classes globally with specific high-hazard exposures and limit requirements driving costs. Negotiating with counterparties to reduce the total limits purchased to comply with contract requirements is critical.

High frequency/low impact claims has seen markets looking for both premium and deductible increases, while excess layers have seen premiums double, unless replacement capacity is available.

Tailings dams, COVID-19 management, and contractor management are a huge focus at a primary layer level. Coal, particularly thermal, continues to be closely scrutinised with ESG considerations dictating whether emitting companies are accepted at all, at any attachment point.

Property (Flat to +7.5%) Commodity prices are pushing up Business Interruption (BI) values and premiums – while supply chain bottlenecks were easing, the Russia/Ukraine conflict and imposition of strict sanctions has pushed base metal (aluminium, copper, nickel) prices again higher against a backdrop of low inventories. It is critical for clients to declare their BI on current market values, as price caps and margin clauses are being imposed to limit insurers exposure to ‘supercycle’ growth during the period of insurance.

Rate increases are levelling off to between Flat to +7.5%, except for thermal coal. Lloyd’s have launched its ESG Report which encourages syndicates to consider “sustainable insurance”, stating that as of 1 January 2022, Lloyd’s will not underwrite any ‘new’ thermal coal risks.

Submissions The best solutions are derived with clients demonstrate their passion and provide underwriters with personal access and participate in underwriting submissions that give insurers confidence in the information that they assess; at CRE, we curate these relationships to achieve that.

VITRINITE PTY LTD MINING

APAC OUTLOOK: CAN YOU ELABORATE ON HOW YOU CHOOSE YOUR PARTNERS AND SUPPLIERS? MICHAEL CALLAN, COO: “Vitrinite’s key contractors and suppliers are selectively chosen. We prefer lower-tier operators, particularly those companies whose owners are active within their businesses. For example, Turner Engineering does our mining and we talk to the owner of that company daily - he’s involved actively all the time.

“Our haulage is currently undertaken by a company called Van Damme Plant Hire Pty Ltd (VDPH), owned and operated by founding family members. The owner of the diesel supply company that we use has known Nicholas Williams, Vitrinite’s founder and Managing Director, since their youth, and now they have each established businesses that share the same values.

“It is very much about the cultural fit that our suppliers have with Vitrinite, and our ability to be able to talk directly to owners instead of various levels of middle management. Like-minded smaller operators that are focused, dedicated, active and promote safety, led by owners who share the same mindset is exactly how we work, and why we work with these suppliers so well.”

Blackrock Drilling Blackrock Drilling is proud to announce its success in securing the Drill and Blast contract for Vitrinite’s Vulcan Mine Operation. With shared values we look forward to a longlasting equitable relationship well into the future. The team at Vitrinite have set out to execute an enduring strategy that will yield low cost per unit with high quality yields that will be the envy of other mining operations.

Blackrock Drilling has provided, and will continue to provide, promised results to Vitrinite allowing flexibility and control to achieve industry best outcomes, whilst remaining a low-cost operation.

Through innovation, world class products, ideas and design Blackrock Drilling will achieve best practice in the drill and blast field, delivering quality outcomes at the forefront of the mining process. Blackrock’s main goal is to eclipse industry safety and performance benchmarks.

Blackrock Drilling has brought together a group of business partners including Hanwha Mining Services, SKB Drill and Blast Supplies, Saros and Bowtons Stemming to make this operation a success. The Directors would like to take this opportunity to thank all the afore mentioned and others for their continued support and development.

MAXIMISING VALUE Part of this investment into Vulcan was Vitrinite’s purchase of its first GHWM300M highwall mining unit from Gainwell Engineering Global Pte Ltd (Gainwell), an Indian manufacturer of such equipment. Nick Williams, Founder and Managing Director of Vitrinite, signed the first contract to supply a highwall miner to support the Vulcan site.

“Vitrinite is honoured to be the first buyer of Gainwell’s GHWM300M outside India and believes that the introduction of highwall mining technology will play a significant role in the future of the Australian mining industry, as it has in many 100 | APAC Outlook issue 55

other coal markets around the world,” Callan elaborates. “These units are manufactured under license from Caterpillar, with technology developed and refined in the US mining industry over many decades.

“Highwall miners have proven to be safe, highly productive, have a low environmental impact, and provide access to coal that would otherwise be stranded due to economic constraints. This purchase is the result of a two-year research programme undertaken by Vitrinite to determine the best method to maximise the value of its extensive resources at Vulcan. It is the culmination of extensive reviews of operating

TAKE CARE BE SAFE The Directors Blackrock Drilling Pty Ltd

60 years of experience in the explosives industry with world-leading technologies

Hanwha Corporation began as an explosives company over 60 years ago.

Today, Hanwha Corporation is a Global Fortune 500 company with over 180 billion dollars of assets.

Hanwha’s growth is driven by its commitment to supply quality bulk and initiating explosives safely and ethically.

In 2014, Hanwha launched its international business platform and in 2015 entered the explosives market in Australia. We now have two emulsion plants on the east coast, with a third under construction in Western Australia.

In 2020 we released our world class electronic blast system to Australia and continue to help our customers succeed with safe and cost effective blasting.

For further information contact sales.hmsa@hanwha.com

VITRINITE PTY LTD MINING

Turner’s Engineering When Mick Turner proudly opened a garage in Nerang in 1954, little did he realise the magnitude of those humble beginnings.

highwall miners around the world. The Gainwell’s product is outstanding and has been determined to be the best suited for the mining conditions at Vulcan.”

Vitrinite anticipates the first coal to be mined with the highwall unit in 2023. If this first unit proves as successful as anticipated, Vitrinite will likely deploy multiple units in quick succession to increase production, and help towards creating a very bright future in underpinning the next generation of highly productive coal mines in Australia.

PREPARING FOR THE FUTURE At the core of Vitrinite’s growth is a team of dedicated personnel, each of whom recognises the company’s mission as an Australian-born coal provider.

In 2021, Vitrinite’s team stood at around 20 employees, a number that has almost tripled since.

“We have around 60 members of staff right now, across the broader group, and they are key to the future of Vitrinite,” Callan tells us.

“In preparation for the years ahead we are in the process of submitting our second mining license (ML) at Vulcan, for approved open-cut mining, extending our operations from five to 12 years at a rate of two 102 | APAC Outlook issue 55

As a family-owned operation, Turner’s Engineering has proudly grown and diversified into a Mining & Engineering company of significant note. Our engineering expertise has allowed us to be a specialised manufacturer of OEM products to Hitachi, Caterpillar & Komatsu including dragline booms.

Our civil and mining services continue to expand, now establishing a longterm partnership with Vitrinite as the principal contractor providing truck and shovel operations at its Vulcan Mine.

It’s a bright future in coal for Vitrinite and Turner’s Engineering.

www.turnerseng.com.au Mtpa. In terms of Vulcan, there are really clear expansion plans, including the on-site ore wash capabilities, so that we continue to be operationally successful in Australia.”

Vitrinite will also be aiming to ramp up its operations at its Karin Basin site, with an aim to increase its capacity as it is currently doing with the Vulcan project.

“Exploring our Karin Basin site is also a large area of investment for us,” Callan continues. “We want to be producing in excess of 10 Mtpa across the whole company. This will start with organising the necessary mining approval processes and then moving forward with our various investments on our sites such as Vulcan and Karin Basin to really scale-up our operations for the future.”

Tel: +61 7 3174 4816 info@vitrinite.com.au www.vitrinite.com.au

MADD Industries Since its inception in 2018, MADD Industries QLD has built a leading reputation in partnering with clients throughout Queensland, supplying quality field maintenance support and ensuring they achieve the highest possible return on their investment.

Blast hole drill support is where it all began for MADD Industries QLD. Recently expanding into quarry maintenance, MADD Industries QLD now have a dedicated field service team of experienced technicians in the mining, agricultural, quarry and road transport sectors.

A truly local business, MADD Industries QLD is making a real economic contribution to the community through offering equal employment opportunities and supporting diversity throughout the industry.

www.maddindustries.com.au

VITRINITE PTY LTD MINING

INNOVAT I O N IN AC T I ON We’re making a difference daily.

We offer the following for the mining, quarry, agriculture and road transport industries: • • • • • • • • • •

Mine site coverage Shutdowns Preventative maintenance Component change outs & rebuilds New equipment builds Emergency breakdown support Blast hole drill maintenance support Quarry drill & blast maintenance support Crushing & screening maintenance support Field service diagnostics & fault finding

madd@maddindustries.com.au +61 7 4954 4258 www.maddindustries.com.au

APAC Outlook issue 55 | 103

MACKELLAR GROUP MINING

FROM THE

GROUND UP At the heart of mining-associated services in Australia, MacKellar Group utilises its historic know-how to keep the industry moving.

Duncan MacKellar, Managing Director of the business, takes us through the company from past to present Writer: Marcus Kääpä | Project Manager: Thomas Arnold

104 | APAC Outlook issue 55

A

ustralian industry is synonymous with mining.

The nation is one of the globe’s leading producers of lithium, lead, diamonds and many other minerals, most notably iron and gold.

Western Australia (WA) alone produces over 50 percent of the country’s gold and in excess of a staggering 90 percent of iron ore. So, it comes as no surprise that there are multiple players in the mining industry dedicated to a proud profession that harkens back to the roots of

Australia’s modern history. One such company is MacKellar Group (MacKellar).

“The business was founded by my father, Alastair MacKellar, back in 1966,” begins Duncan MacKellar, Managing Director of the company. “Alastair started as an apprentice diesel fitter back when he was 17, through the South Australian Tractor company, which was the Caterpillar dealer in South Australia at the time.

“He worked his way up and later on purchased his own APAC Outlook issue 55 | 105

MACKELLAR GROUP MINING

equipment, starting with trucks for civil projects and later had enough equity to expand into loaders and bulldozers. Over the last 55 years, we have gained valuable experience and grown our internal capability to be the robust and trusted partner to the mining industry that we are today.”

REPUTATION FOR RELIABILITY MacKellar is Australia’s largest privately owned mining equipment and services provider, and was started from the ground up. Hard work, effort, dedication and a solid business foundation ensured an upward

APAC OUTLOOK: HOW HAS COVID19 IMPACTED THE MINING INDUSTRY IN AUSTRALIA? DUNCAN MACKELLAR, MANAGING DIRECTOR: “The industry is extremely buoyant and offers great opportunities for contractors and especially privately owned and flexible businesses such as Mackellar.

“Coal prices are at a record high, just as other commodities also show a positive outlook. Of course, the COVID-19 pandemic has had an impact and remains a risk to business that we have had to manage and mitigate. Managing COVID-19 impacts is just part of our business nowadays.

“For our Queensland projects, this had its greatest impact around the start of 2021, and we are seeing a reduction in said impacts as the year moves on, and we put various measures in place to manage this.

In the meantime, our WA business is just starting to be impacted by COVID-19 and we are using our learnings from the east to best manage the situation.”

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trajectory for the company, earning MacKellar an enviable reputation in the industry for performance and reliability.

Yet it is not only MacKellar’s history that has cemented its reputation.

“Our people are our number one asset, and we like to pride ourselves as being an employer of choice,” Duncan elaborates. “Some of our people have been with the company for well over 25 years, and many over a decade.

We genuinely care about our people, treat them like family, and in turn we treat our customers the same. We are in a services business and have many long-term relationships from my father’s era that continue to this day.

“We also keep all of our employees safe each day whilst providing an excellent service, from small civil projects to large scale mining projects. Very few other companies are able to provide the diverse services that MacKellar can offer across a national footprint.”

Another unique aspect that has solidified MacKellar’s place in the industry is its in-house maintenance capabilities. With the recent acquisition of its Nambour facility and infrastructure upgrades, MacKellar is able to provide a full suite of component rebuilds for its own vehicle fleet as well as supporting its customers’ fleets.

“While providing all of this, we manage to remain flexible and nimble, able to react quickly to the needs of our customers,” Duncan adds.

Chrome Engineering Chrome Engineering has been proudly associated with Mackellar Mining as their preferred supplier for the reclamation of critical parts required to sustain their mining fleet since 2013.

We are a proudly privately owned family engineering business established over 60 years ago with 40 years experience in component reclamation.

We offer expertise in the areas of Hardchrome, Bronze & Sulfamate Nickel Electroplating for the reclamation of parts across all industries in particular open cut mining mobile and fixed plant, underground longwall and mobile equipment, military and industry in general.

This is supported by a fully equipped machine shop with both large CNC & manual turning, cylindrical grinding, boring,milling, CAD draing and in house laboratory capabilies.

We also offer in house hydraulic cylinder strip down and rebuild with capacity to overhaul hydraulic cylinders off 800 ton class excavators.

Being a family managed operation we can offer personal service, flexible scheduling and regularly achieve or surpass turnkey project.

We welcome your enquiries should you wish to utilise our services and expertise.

Sincerely Yours, Richard Lihou Managing Director

MULTI-FACETED SERVICES MacKellar’s main solutions are in mining services and earthmoving.

The company has flexible contract structures from the hiring of large mining equipment, through to fully maintained hire or complete mining and earthmoving services where it manages entire projects.

“Our major maintenance facilities are for component rebuilds, based in Blackwater and Nambour in

www.chromeengineering.com.au

YOUR COMPONENT RECLAMATION SPECIALISTS

Talk to the friendly experts at Chrome Engineering for all of your equipment component repair requirements. rrwlhard@bigpond.net.au www.chromeengineering.com.au T: (07) 4123 3113

MACKELLAR GROUP MINING

The Hydraulic Shop Since 1988, The Hydraulic Shop Pty Ltd, Based in Rockhampton has been servicing the need for specialist hydraulic services in Central Queensland and across Australia.

With both a 2000m2 workshop providing easy access for large heavy machinery, and mobile facilities, we are able to efficiently respond to the needs of our customers.

With an excellent reputation as trouble-shooters We work to limit machinery down-time, which can cost you money, aim to solve the problem in the quickest turnaround and pride ourselves on getting it right the first time, every time..

Queensland. We also have many site-based maintenance facilities,” Duncan continues. “Our services projects currently span throughout Queensland, although we are always keen to expand and explore our service offerings to all parts of Australia and in all commodity spaces.

“Our capability and capacity to expand comes from these same values and we continue to be committed to delivering results by ensuring the highest quality equipment and service.”

MacKellar partners with large infrastructure companies to deliver civil earthmoving projects, and is proud of its earthworks and ability to provide accurate profiled finishes and meet specifications for road construction and other applications.

These applications span the execution of highways, runways and motorways, through to railways and service roads, as well as drilling and blasting operations, loading and haulage of materials, grading, on-site stabilising, and even materials processing MacKellar can do it all.

“Our clients choose MacKellar to 108 | APAC Outlook issue 55

carry out the earthmoving in projects because of our careful planning, knowledge and experience in delivering to design specifications,” Duncan says. “We have built this expertise over many years having completed a wide variety of water infrastructure, including but not limited to dams, creek diversions, and levee banks.

“Our professional and experienced team is equipped to deliver all types of surface projects, by preparing the foundations for extensive infrastructure works. We have carried out every type of levelling work imaginable, from airports, residential developments, industrial parks, and even solar farms.”

On top of this, with many years of experience in haul road and construction maintenance, MacKellar is well placed to offer clients an efficient and cost-effective solution for all road and construction works.

The company can provide services to prepare, build and maintain haul roads of all sizes for mining equipment, civil equipment or light vehicles.

Our in-house engineering and technicians’ team are skilled in the design and installation of all types of hydraulic systems. As a result more than 99.5 percent of our work is completed in-house giving us better control over the workmanship you receive and ensuring a timely delivery on your job.

Our clients include industries such as drilling, power generation, meat processing, earthmoving, construction, and agriculture. We are leaders in innovative ideas, utilising our combined knowledge, expertise, and technology for the benefit of all our customers, big or small!

We provide quality in-house machining, milling, boring and line boring and our well-trained staff are able to test and certify all cranes and lift trucks and provide welding and fabrication works.

The Hydraulic Shop Is proud to work alongside the Mackellar group, both companies have a long history of producing quality outcomes and we look forward to building stronger ties and a strong working relationship with them into the future.

sales@thehydraulicshop.com.au

MACKELLAR GROUP MINING

“We cover maintenance services, mechanical rebuilds, and stockpile management that has followed, and continues to follow, impeccable safety and production records throughout our history as a company,” Duncan adds. “Lastly, our earthmoving service for mine sites is a key part of our business.

“We have an extensive fleet of plant and equipment available for any project from dry hire to wet hire (with or without personnel). For full contract mining, including pre-strip, drill and blast and mining, MacKellar can deliver.”

PARTNERING ON PROJECTS MacKellar’s many long-term relationships have been key to the consistent operational success of the company. One such long-standing relationship has been with Jellinbah Mine (Jellinbah Group), where Duncan’s father undertook the first box cut (initial mine development)

back in 1989.

The box cut operation involved MacKellar providing small civil sized dump trucks, scrapers and excavators, and today it is the exclusive provider of water trucks to the site. MacKellar continues to provide support and operate as part of the integrated Jellinbah team, and Jellinbah has trusted MacKellar to deliver safe and efficient services continually over this time. The company also still manages and operates Jellinbah’s product stockpile at the Boonal JV rail loadout facility.

Whilst MacKellar’s services have varied over the years, it has always had a presence at Jellinbah to support operations through peaks and troughs in production requirements depending on market conditions. This particular relationship has spanned 33 years, and MacKellar still has a large presence at the site that continues to provide various mining services.

MACKELLAR GROUP - CSR MacKellar’s current community support and sponsorships include: • Blackwater Netball Association • Compass Institute Inc. • Harri Jones Racing • ARA Pro Racing Sunshine Coast /Australian Cycling Academy • Sunshine Coast Wanderers Football Club • Maroochydore Junior Cricket Club Moving forward, the company is looking at new opportunities: • Expand its support of Compass Institute with sponsorship of an assistance dog through their Compass Assistance Dog Program in the hope that MacKellar can make a positive impact to someone living with a disability. https://www.compassinc.org.au/assistance-dogs/ “It is a pleasure to be able to give back to the communities in which we are

Mickala Group Mickala Group is the first choice for extra low voltage LED lighting towers and labour hire to all industries.

As a privately owned group of companies, Mickala Group operates across various countries and sectors, with multiple company divisions delivering innovative solutions for Australia’s leading businesses.

One such division is Mickala Lighting Towers that today stands as Australia’s leading privately owned OEM LED lighting tower manufacturer, and a company that specialises in exceptional service as well as committed, long-standing relationships with external partners.

Mikala Lighting Towers employs skilled professionals who are dedicated to providing company clients with the highest levels of collaboration and service while remaining agile in an ever-changing market. The company has supplied over 500 extra low voltage LED lighting towers globally into the market.

When it comes to business relationships, Mickala supplies major mining companies including BHP, Yancoal, Glencore, Rio Tinto, Peabody, Thiess, Golding, MacMahon, MACA Mining, and MacKellar Mining.

MacKeller stands out as a primary partner to the company. Mickala has a strong and long-term relationship with MacKeller based on the delivery of outstanding service, products, as well as going above and beyond to meet client requirements.

Mickala has provided LED low voltage lighting towers on long-term hire with service agreements in place for over 10 years at various contracted sites MacKellar have been awarded. Mickala is proud to work with MacKeller and looks forward to continuing to work alongside the company in the future.

based or perform our work. We have the unique opportunity to be able to provide support in these areas. We enjoy supporting up and coming talent and have selected various teams and individuals over the years through our application process and internal selection.”

– Duncan MacKellar, Managing Director, MacKellar Group

110 | APAC Outlook issue 55

www.mickalagroup.com.au

MICKALA LIGHTING TOWERS

Innovation Through Continuous Improvement Queensland -Head Office, Mackay 6 Turbo Drive Drive Paget QLD 4740 T: 1300 642 525 E: management@mickalagroup.com.au

www.mickalagroup.com.au

MACKELLAR GROUP MINING

Filter and Industrial (FAI) Filter and Industrial partners with MacKellar group to provide a world-first onsite inventory management solution.

For the last six (6) years, Filter and Industrial (FAI) has been a proud partner of the MacKellar Group, firmly aligning with their robust business approach of maximising availability and minimising disruptions to production schedules.

FAI’s company mission is to supply the mining industry with critical parts and consumables onsite to keep valuable equipment going 24/7.

In line with this mission, FAI recently launched TRAKKIT - an onsite vending solution that includes VMI and MRO options.

Like a portable “warehouse on wheels”, the TRAKKIT vending boxes are delivered to a mining site filled with critical inventory items ready to dispense within minutes of arrival.

“We have established a five-year partnership contract with Bravus Mining & Resources (Bravus) in which our services are being used for their Carmichael Mine (Carmichael) project,” Duncan tells us. “The site is a greenfield thermal coal mine currently under construction in Queensland’s North Galilee Basin and is going to produce 10 million tonnes per annum (Mtpa) of high-quality coal that will be used to generate affordable electricity for communities in the APAC region.”

With MacKellar currently providing clear and grub, topsoil removal and a mining box cut, the company has grown to provide the majority of services at this new mine.

“The Carmichael project for Bravus is an excellent showcase of what we can do,” Duncan continues. “We are providing a full-service spectrum, where we drill and blast, pre-strip approximately 95 million BCM (bank cubic metres) per annum, as well as offer coal mining services. This 112 | APAC Outlook issue 55

includes the provision of nine vehicle fleets plus project management, engineering, mine planning and operations, and full maintenance support for the fleets.”

Utilising multiple Cat 796 fleet being loaded by Liebherr 996B and 9800 excavators, coupled with the Cat 789C and related mining fleet, MacKellar is proudly set to deliver on these milestones. At present, MacKellar is constructing workshops, industrial areas, haul roads and ramps to mining pits and commencement of a long-term mining end-to-end service.

INVESTING IN THE FUTURE To further expand its potential and customer offerings, MacKellar has invested in increasing the capabilities of its head office, especially when it comes to the areas of recruitment, ongoing training for operations and maintenance, engineering expertise, mine planning, apprentice

The TRAKKIT team also re-orders and replenishes. A customer never runs out of stock, and they only pay for what they use.

It is a world-first portable VMI/MRO solution invented to secure, track and dispense mining inventory onsite from 2.5g washers up to 70kg plus items.

As an early adopter of new mining technology, MacKellar Group has secured TRAKKIT for their Carmichael Mine project in the Galilee Basin in 2022.

With MacKellar providing many timecritical services at the Carmichael mine site, spare parts and other critical items for their mining fleet will always be onsite, trackable, and instantly available.

MacKellar now boasts another competitive advantage by giving their clients cutting edge operational strategies to minimise disruptions to client production schedules.

www.trakkit.com.au

The only shipping container you’ll ever truly love. www.trakkit.com.au

TRAKKIT INDUSTRIAL VENDING MACHINES. All your critical inventory items onsite behind secure shipping container doors.

Request an item via PIN or swipe card access at the front operator station and TRAKKIT dispenses within 45 seconds.

Say hello to TRAKKIT - The smarter way to manage mining inventory onsite. VMI + MRO solutions.

In partnership with Filter and Industrial - TRAKKIT is the MacKellar Group’s chosen VMI solution for the Carmichael Coal Mine project.

Purpose built for heavy industry, TRAKKIT comprises of secure, robust hardware (shipping containers) with vending machine technology. Instant, automated stock re-ordering. IM data sent live to the cloud. No more killing time and burning cash waiting for that critical part to arrive. Get TRAKKIT onsite today.

REQUEST A DEMO - sales@trakkit.com.au

MACKELLAR GROUP MINING

DMS Fire Services Established in 2013, DMS Fire Services is a family owned and operated business specialising in Fire Suppression across a large range of sectors.

We have become an industry leader and a trusted asset repair and maintenance specialist throughout Queensland.

We value our clients and understand the demands of industry so working collaboratively and closely ensure the best possible outcome is achieved especially when repairs are time critical.

DMS Fire Services looks forward to continuing its longstanding partnership and proactive service to Mackellar Mining well into the future.

www.dmsgoc.com

programmes and capital equipment, to name a few that make up the company’s deliverables.

“Our apprenticeship programmes and traineeships are a big part of what MacKellar stands for,” Duncan tells us proudly. “Giving back to our younger generations and investing in the future is part of our DNA. In the past few years, we have had an intake of 20 new apprentices each year for our mechanical trades. More recently we engaged 60 new-to-industry trainee operators allowing many new starters to enter the mining market. It’s been a busy but very rewarding process.”

MacKellar’s investment in a new fleet brings the company’s total number of large mining machines to 375, and on top of this, it has also recently invested in a successful plant hire business in WA, called Western Plant Hire (WPH).

“With this investment in place we are able to expand into the WA 114 | APAC Outlook issue 55

region and into new commodities in the resource sector, such as iron ore and gold, while also enabling WPH to offer the WA market a larger suite of equipment,” Duncan continues.

“WPH comes with an experienced management team and many existing long-term relationships in WA. The team are very like-minded and have built some outstanding partnerships with indigenous communities in which they operate.”

are seeking to add more rehabilitation services to our portfolio to give back to the environment, and are looking at ways to balance our workforce.

“Working alongside indigenous landholders is especially important to us, and we are seeking to support them and our local communities whilst striving for the best outcomes for all our stakeholders and for the benefit of everyone associated with MacKellar.”

PEOPLE AT THE CORE Expansion is truly the way forward for MacKellar. In the current Australian mining environment, the company is continually looking at ways to diversify in both commodities and regions around the country.

“We are growing in many areas, including seeking ways to reduce our carbon footprint through new machinery technology such as battery and electric,” observes Duncan. “We

MACKELLAR GROUP Tel: 07 5373 4000 mail@mackellargroup.com.au www.mackellargroup.com.au

MACKELLAR GROUP MINING

FIRE SERVICES WWW.DMSGOC.COM

Since 2013, DMS Fire Services have proudly supported a diverse range of clients across Queensland’s mining, oil and gas, construction, farming and transport sectors.

As one of Queensland’s leading provider of Vehicle Fire Suppression, we are committed to delivering consistent and reliable services to all our clients. +61 436 194 694 admin@dmsgoc.com www.dmsgoc.com

Outlook Creative Services

Outlook Publishing’s awardwinning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

Local maintenance provider located at 40 Cottonview Rd Emerald.

Our modern workshop has a 10t overhead crane, vehicle hoist, council approved wash down bay.

We can provide: • In-workshop component and ancillary equipment repairs • On-site labour • Labour for shutdowns David Staines 0427695215

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

APAC Outlook issue 55 | 115

OLIVER MANUFACTURING PACKAGING MANUFACTURING

H E R I TAG E I N H E A LT H C A R E 2022 is seeing a change in healthcare demand. We speak to Dr. Aldin Velic, General Manager of Southeast Asia at Oliver Healthcare Packaging, about the company’s innovation and preparation for the years ahead Writer: Marcus Kääpä | Project Manager: Matthew Taylor

A

s the dramatic impact of the COVID-19 pandemic subsides, we begin to see a variation in demand as normality returns somewhat.

Within the healthcare space, Oliver Healthcare Packaging (Oliver) has started planning for this change in the wind, backed by a proud history of providing innovative excellence across the world.

“Oliver was founded in 1890, so we have been operating for over 130 years,” begins Dr. Aldin Velic, General Manager of Southeast Asia (SEA) at the company. “Initially, Oliver was a machine tooling company based in Grand Rapids, Michigan (US), and supported businesses such as furniture manufacturers.

“As the years went on, Oliver began to experiment with making different kinds of packaging almost all medical Dr. Aldin Velic, General Manager equipment, including food packaging and devices and pharmaceutical products of Southeast Asia labelling, with a focus on adhesives that were today. An adhesive was needed that used to stick labels to products. Then, in the 1960s, could stick to Tyvek® and other substrates, we really started to emphasise our focus on healthcare and Oliver answered, creating its first adhesive in light of the emerging medical device industry being coating in 1973, one that is still widely used today. formed in the US.” “Over the last 50 years, we have developed more than During this decade, it was the American multinational 40 separate coatings that are applied to substrates and chemical company DuPont that approached Oliver and materials that work differently with various sterilisation introduced its new invention - Tyvek®, a brand of synthetic modalities,” Velic tells us proudly. “But today we address flash spun high-density polyethylene material used in the broadest spectrum of healthcare applications and 116 | APAC Outlook issue 55

various manufacturing processes.

“Oliver currently has over 1,200 employees and our business is more capital intensive. We have seven factories across the world situated in major regions supplying medical packaging to thousands of medical and pharmaceutical clients internationally.”

INNOVATION AT THE ROOTS Oliver prides itself on its extensive history of manufacturing and innovation for the healthcare space and sectors beyond it. This is one of the key factors that highlights Oliver’s professionalism and reliability as a company, being able to serve customers around the globe backed by a

long-standing reputation for continuous development and its customers’ best interests at heart. However, for Velic, history is not the only stand-out aspect of the company.

“We have a well rooted history in the industry, but if you look at our business, our competitors are food packaging companies that happen to provide healthcare packaging in some form,” Velic explains. “Oliver is first and foremost a healthcare company. Our quality systems across every site in the world follow ISO 13485-2016 – we’re certified to that – and it all starts with such quality systems that dictate how we run our operations, the investments that we scale up, and ultimately the products that we deliver to our customers.”

APAC Outlook issue 55 | 117

REDUCING CARBON FOOTPRINT Oliver makes it a priority to collect data on its direct and indirect emissions to evaluate and address the company’s energy needs with responsibility and care.

During 2020, Oliver’s estimated carbon footprint for all company facilities— including five technical labs and seven manufacturing facilities in the US, Europe, and Asia — was 13,824 metric tonnes of carbon dioxide equivalents (MTCO2e). This includes purchased electricity and fuels as well as employee travel and commuting.

Every Oliver site has video-conferencing capabilities.

The company’s global sales force is also field based, and Oliver employees in certain functions have the option to work remotely. As a result, commuting was down in 2020 by about 1,346,550 miles, while business travel was down 1,961,952 miles for air and 228,123 miles for car. Oliver believes that taking advantage of technology is critical in helping it expand over the coming years.

118 | APAC Outlook issue 55

“For those of us who work at Oliver, we stand apart from competitors because we are truly a healthcare company; our core focus is healthcare packaging and it’s a key differentiator for us in the industry.”

Oliver is not a packaging company that happens to serve the healthcare industry. Rather, Oliver is a healthcare company that drives innovation in packaging and is a global partner who understands the complex needs of its customers’ businesses and the dynamics of the various regions in which it operates. Oliver helps its customers manage any technical, quality, and regulatory challenges they may encounter, quickly and with an unrelenting commitment to excellence.

EVOLUTION IN DEMAND Throughout the past two years, Velic has witnessed the dramatic impact that COVID-19 has had on the sector, the market and the operations within the business. Following the significant global ramp-up of vaccine-related demand, Oliver has had to navigate the frontier of industry change and re-assess its priorities in a time of critical need.

“COVID-19 has had a significant effect on us in the sense that we produce for a lot of class three medical

OLIVER HEALTHCARE PACKAGING MANUFACTURING

devices which are typically part of what we call elective procedures, those that are planned in advance and are not necessarily emergency procedures. We saw these kinds of elective procedures dwindle because people were worried about going into hospitals for things such as hip replacements, cosmetic surgery, or implants,” Velic elaborates. “However, we did see another part of our business significantly surge - diagnostics.”

Velic’s team operates in multiple countries across the APAC region, with the healthcare market totalling in excess of $2.4 trillion in healthcare spending, growing at around seven percent annually.

“This is phenomenal growth, and demographics are really playing out in our favour,” Velic continues. “For example, Japan is an especially significant market, with an aging population and a huge increase in government spending on healthcare for such a population.

“For us, these types of market drivers make it a very exciting aspect of working in this space. The fact that we bring around five decades of expertise and experience

Beginning with its founding more than a century ago as Oliver Machinery Company, through to its position today as a global leader in medical packaging, the Oliver legacy has always been one built upon innovation, quality, technical expertise, customer focus, and a commitment to excellence.

helping medical device companies and healthcare organisations launch their devices in the market allows us to leverage that experience in the Asia Pacific (APAC) region and help the local people and business ecosystems.”

GLOBAL GROWTH The APAC region is expanding. According to Velic, Singapore alone is seeing three companies make multi-billion-dollar investment commitments in ground-breaking areas of healthcare, as well as many private equity firms helping medical device companies launch new product projects.

In order to meet this growth, Oliver is investing in its operations to best suit the future needs of the market.

“Our goal is to help these companies get to the market faster with the right materials,” he tells us. “We are leveraging our technical centre and utilising over 30 company engineers globally for their know-how when it comes to developing, designing, and providing customers with finished samples of the sterile barrier systems aimed at being introduced into the market.

OLIVER HEALTHCARE PACKAGING MANUFACTURING

“This is important because there are many things to factor in when introducing a device in the sector.

For medical device companies that want to launch in the US for example, one of the largest markets in the world, their activities are dictated by the Food and Drug Administration (FDA). Typically, there is a standard ISO11607 that these companies have to follow that leads into a secondary standard from ASTM related to assessing the technical standards of materials, products, and more.

These testing requirements are what medical devices need to pass in order for the FDA or any regulatory body to say, ‘you can sell that device down this market’. Our engineers use their knowledge and experience to best navigate these regulations so that we can reliably deliver and recommend the appropriate sterile barrier system and designs.”

Leveraging company engineers around the globe will ensure both the traditional reliability that is ingrained in its history and expertise of the business, while also streamlining the process.

“Our technical centre labs see these engineers work through the important material design and selection; with multiple reiterations, our goal is to ensure we provide customers with a finished sample with which they can go for third party testing, moving on thereafter towards the market,” Velic says.

RECOGNISING VALUES Oliver’s culture is rooted in five values: customer focus, clear thinking, win as a team, include and empower, and continuous improvement. These values guide every decision the company makes, and every initiative it champions. Oliver improves by listening, by seeking out feedback, and acting on it.

EMPLOYEE RECOGNITION Oliver believes that good work deserves to be recognised.

That’s why the company offers several ways for employees to be recognised by their managers. Oliver also encourages employees to recognise each other. This year, the company plans to implement another employee recognition system that will make it even easier for employees to recognise their colleagues.

HEALTH AND WELLNESS The wellness of Oliver’s employees is hugely important for the company. This year in particular, there have been requests for additional mental health services. In response, the company has added a section on mental health to its intranet that provides employees with a helpful variety of resources. In the US, Oliver has also joined an organisation called BeNice.org, that focuses on suicide prevention.

120 | APAC Outlook issue 55

On top of this year’s expansion of its technical centre in Singapore, Oliver has multiple further investments in the pipeline.

“With yearly growth and capital expenditures comes a greater expectation from our customers,” Velic tells us.

“Regulatory requirements are increasing, and customers are expecting us to stay ahead, which is why our planned investments are so important.”

The investments that Oliver is making today include upgrading existing equipment and sites as well as the enhancement of company products and maintaining customer-focused growth.

INTEGRAL RELATIONSHIPS In the healthcare packing sphere, partners and suppliers become an integral part of business, especially when it comes to engaging with international clients.

“Our high quality of services extends to our suppliers.

Most of our supplier relationships we have had for many years,” Velic says. “Ultimately, we do our own supplier audits. These audits are very comprehensive and an important part of helping upstream partners develop the necessary capabilities to adequately mitigate risk and supply the healthcare industry.

“We work hand-in-hand with our entire supply base; the requirements surrounding the key ingredients into the products we supply our customers have to adhere to a variety of different standards. All incoming raw materials are inspected; we have in-process vision systems and conduct a variety of tests to ensure materials meet the designated specifications that we had put in place with the supplier.”

Each and every one of Oliver’s suppliers are aware of such processes and the steps taken to make sure that the company practices continuity of supplies; ensuring that

“ W E W O R K V E R Y C L O S E LY W I T H O U R S U P P L I E R S T O R E A L LY HELP THEM GROW AND DEVELOP BETTER PRODUCTS” – D R . A L D I N V E L I C , G E N E R A L M A N AG E R S E A , O L I V E R H E A LT H C A R E P A C K A G I N G

any deviation or change to even the smallest of ingredients that are made to company products are vetted, tested, and validated before further use.

“There is a cross functional team comprised of technical, process and quality engineering which determines whether any changes are major or minor, whether or not we can accept these, and ultimately how we plan to communicate these to customers,” Velic elaborates.

“These are common practices in the healthcare industry, where minor changes to a resin can have a drastic effect on patient safety. We ensure adequate resources are allocated and follow up on any changes to existing raw materials when launching new products.

“We work very closely with our suppliers to help them grow and develop better products and processes, and ensure they are following all the necessary guidelines to keep up with regulatory changes.”

PROGRESSIVE OPERATION From the factory floor to the operating room, it is Oliver’s mission to safely deliver life-saving products. The company’s packaging is designed to the industry’s highest level of quality and care, so that its customers can deliver longer, healthier lives.

“At Oliver, we believe that embedding corporate responsibility and stewardship into our business practices and products is the best way for us to help decrease environmental impacts throughout the healthcare industry,” Velic informs us. “This year, we developed our second sustainability report in the interest of transparency and clear, ongoing stakeholder communications and to share our continued progress towards a more efficient and sustainable organisation.

“Our structured and proactive sustainability approach has earned Oliver a Silver Sustainability Rating from EcoVadis, a ratings platform that assesses corporate social responsibility. This certification underscores the priority we place on integrating social and environmental concerns into business operations and doing right by our customers and the planet.”

As part of Oliver’s progressive and sustainable promotion, the company prides itself on creating intelligent sustainable product designs.

“We have been delivering high-quality, cost-effective packaging solutions for more than 50 years, and we apply that same level of excellence to our sustainability practices,” Velic continues. “We recognise that our greatest APAC Outlook issue 55 | 121

OLIVER HEALTHCARE PACKAGING MANUFACTURING

opportunities to make a positive difference in sustainability come through the innovative products we design and deliver to our customers. As a result, we seek to minimise packaging materials while maximising the integrity and utility of all our designs. It’s an ongoing process that facilitates the most economical use of material for initial development and next-generation designs.”

DUAL HOOP DISK An example of these designs is Oliver’s revolutionary Dual Hoop Dispenser Integrated System Kit (DISK), that adds alternative-sized catheters to the backer card. This entirely new packaging system not only dispenses catheters and wires, but also eliminates additional catheter packaging, which in turn reduces sterilisation costs for customers because healthcare professionals can load chambers with more units. In addition, the designs are prequalified

for biocompatibility, and ethylene oxide and gamma sterilisation after three years of real-time aging.

CATHETER AND GUIDEWIRE CLIPLESS DISPENSERS “Another is the one-piece, sturdy design of the Catheter and Guidewire Clipless Dispensers, that reduces packaging footprint by 20 to 30 percent by eliminating traditional clips to keep the tubing together,” Velic explains. “The small dispenser size results in smaller pouches, shelf cartons, and shipping cartons, providing significant cost savings for medical device manufacturers. Less weight and volume results in shipping and transportation cost reductions as well. Multiplied by the sheer volume of medical device products across the globe, this reduction makes a significant impact in supporting long-term sustainability goals.”

“ W E H AV E B E E N D E L I V E R I N G H I G H - Q U A L I T Y, C O S T- E F F E C T I V E PAC K AG I N G S O L U T I O N S F O R MORE THAN 50 YEARS, AND W E A P P LY T H AT S A M E L E V E L O F E XC E L L E N C E TO O U R S U S TA I N A B I L I T Y P R A C T I C E S ” – D R . A L D I N V E L I C , G E N E R A L M A N AG E R S E A , O L I V E R H E A LT H C A R E P A C K A G I N G

CATHETER AND GUIDEWIRE DISPENSERS Offering faster loading time and removal, and securely held together by a thermal bonding process, Oliver’s Catheter and Guidewire Dispensers are optimised for safe device retention during shipping, storage and surgery, while limiting waste and bulk. Combined with a HDPE CleanCut Card, the Dispenser Integrated System Kit (DISK) is an all-in-one system that reduces waste, assembly time and shelf space by eliminating the need for additional packaging for catheters and guidewires.

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2022 AND BEYOND For the past two years the COVID-19 pandemic has kept Oliver extremely busy in certain areas, having forced the company to adapt to specific demands. Since the beginning of this period, Oliver has significantly increased its employee count and has been gearing up for the years ahead.

“As COVID-19 restrictions are subsiding, we are beginning to see people anticipate the rise in hospital demand to pick up and change, and when we look at vaccine manufacturing which Oliver plays a major role in,

it has been one of the most explosive areas of growth and will continue to be in the next few years,” Velic explains to us. “We have geared ourselves up to have a team in Singapore with the capabilities and capacity needed to help all these companies get their products to market faster to answer the coming demand.

“A lot of the projects that we are preparing for are more face-to-face technical engagements such as seminars, to educate clients about the latest on the regulatory side of the industry, as well as helping our customers with what projects they are working on by bringing them in-house, designing what is required and expediting the process of getting their products to the market. These are our major priorities over the next few years, engaging our customers in a meaningful way and knowing that they are going to be gearing up for a busy future, and making sure that they have enough resources to meet new challenges.”

OLIVER HEALTHCARE PACKAGING Tel: +65 965 05013 www.oliverhcp.com APAC Outlook issue 55 | 123

C U S TO M I S E D CABLES We find out how AME Systems is leading the way in the design and manufacture of quality electrical harnesses, after speaking with Managing Director, Nick Carthew Writer: Jack Salter | Project Manager: Ryan Gray Nick Carthew, Managing Director

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AME SYSTEMS MANUFACTURING

Wiring harnesses are seen as quite a simple product, but they are far from that.

Anyone that builds wiring harnesses will tell you that it’s a really complex, highly demanding market to work in.”

As the Managing Director of AME Systems, Nick Carthew is proud to head up the day-to-day operations of Australia’s leading electrical wiring harness manufacturer, whose solutions cater for a range of heavy industries.

From transport and defence to rail and special purpose vehicles, AME Systems’ electrical harness expertise spans almost 40 years, having emerged from humble beginnings in 1977 as a small manufacturing enterprise in the city of Ararat in

south-west Victoria.

It is against the backdrop of Ararat’s magnificent Grampians Mountain Range where the company’s headquarters, a 16,000 square metre manufacturing and office space, remains located to this day.

“We currently have seven locations: two here in regional Victoria, two in Melbourne tasked with manufacturing final assembly, warehousing and servicing, and three in Ipoh, Malaysia.

Altogether we have just over 500 members of staff across both countries,” notes Carthew.

With a highly skilled, proactive team of employees, AME Systems is focused on building its capabilities as a globally competitive manufacturer of the world’s best electrical wiring

harness, power and signal distribution systems.

“Our diverse design and engineering teams are servicing a wide range of markets. All those skill sets result in more cost-effective processes and better outcomes for our customers.”

LATEST TECHNOLOGIES To complement AME Systems’ skilled team of experts, who offer one-on-one support from concept to completion, the company continues to invest in technology to offer the best electrical harness design and manufacturing services.

By using the latest technologies, quality electrical harness and assembly solutions designed, APAC Outlook issue 55 | 125

AME SYSTEMS MANUFACTURING

developed and delivered by the company are customised to client requirements.

AME Systems prides itself on the ability to understand the individual needs and specifications of customers within specific industries, and develop electrical solutions that are manufactured to the highest quality standards.

“A lot of the technologies are industry specific. We have the latest Komax wire processing machines, ultrasonic wire splicing machines, and in the design space we use a suite of different software,” Carthew tells us.

“It depends on customer demand; we try to align our digital systems to our clients’ needs wherever possible.

In the aerospace and defence markets, for example, we’ve got laser technologies used for laser stripping and laser marking that are obviously aligned to our major customers there such as Boeing and Northrop Grumman.”

WHY CHOOSE AME SYSTEMS? SERVICE – The company focuses on building relationships and working together to ensure customers receive the solutions they are looking for.

CAPABILITY – Striving for excellence, AME Systems applies the latest technology and design principles to provide the best customised solutions.

RELIABILITY – AME Systems prides itself on delivering exactly what clients need, when they need it, to the highest quality standards.

SUSTAINABILITY – The solutions of today will continue to meet the needs of tomorrow thanks to the company’s long history of success and globally competitive outlook.

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AME Systems’ long-term relationships with a number of large customers and global OEMs, including the likes of Kenworth and Volgren, are testament to the quality and reliability of its electrical harness solutions.

With a focus on building these relationships, full service and support is offered at every stage, from design to dispatch and after-market sales.

Most of AME Systems’ suppliers, meanwhile, have been with the company from the very beginning and are locally sourced as much as possible.

“We try to source our suppliers locally in the markets where we’re working, although it has been a bit of a stretch in recent times with some of the cost pressures that have come about,” says Carthew.

“By working closely with our suppliers, we have managed to maintain most of our relationships for the last 40 years, trying to find a better way to meet the cost demands of our customers.”

GROWTH AND DIVERSITY AME Systems’ ability to design and redesign highly complex products allows solutions to be rapidly implemented for customers.

As a low-volume manufacturer, it is AME Systems’ lead times that differentiate the company from its global competitors.

“We have a massive stock hold of components; there’s about $15 million worth of components in our warehouse at any one time that are drawn upon by our 300 or so customers,” Carthew informs us.

To further diversify the business and the customer base with its own products, AME Systems is completing the implementation of a long-range five-year plan.

Growth is a major facet of the plan, and the company managed to hit its targets within the first 18 months as it attempts to grow within the defence and aerospace markets in particular.

HUBER+SUHNER Australia HUBER+SUHNER Australia have had an association with AME Systems staff at all levels within the business for in excess of 20 years.

Communication takes place on a regular basis with the AME Systems Management, Engineering Design Team, Sales, Procurement and Warehousing to ensure both companies work together to achieve mutually beneficial outcomes for both parties and the end customers receiving the finished product from the AME Systems harnessing facilities.

AME Systems and HUBER+SUHNER Australia both work on new customer designs and manage projects to ensure full technical support at all times. Inventory management programs are put in place to support ongoing demand throughout the life of the product.

The HUBER+SUHNER cable portfolio is designed for harsh environments which are ideally suited to the industry segments supported by AME Systems including Road Transport, Defence and Railway applications.

The cables are resistant to oil, diesel, high temperatures, Ad Blue, abrasion and other substances found in the environments that AME System customers operate.

The RADOX® jackets ensure the cable takes up less space and weighs less than other manufacturers’ cables, while having higher, current-carrying capacity. These are all factors that are critical to the Road Transport, Defence and Railway market segments.

www.hubersuhner.com

HUBER+SUHNER Railway Solutions

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AME SYSTEMS MANUFACTURING

APAC OUTLOOK: WHAT IS IT THAT MAKES PEOPLE YOUR MOST VALUED RESOURCE? NICK CARTHEW, MANAGING DIRECTOR: “Our organisation is hugely agile. Our customers are innovating rapidly, and their demands are changing every single day.

“Because our customers are everevolving and always looking for changes in their schedules and technologies, we just wouldn’t succeed without really great agile people that can think on their feet, that are connected to what we’re trying to achieve, and are aligned to our shared vision.

“I think that one of AME Systems’ major draw cards is that people have been here for a long time, and there’s a lot of experience in the building that we’ve managed to hold onto thanks to the caring, empathetic culture that we’ve got within the business.

“Without doubt, our people are the most important thing that this business has. That’s where our capacity and our ability to react to, and supply such great quality products to our customers, really comes from.”

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Boeing ATS with SuperHornet

“We’ve secured some really great defence and aerospace customers, had substantial growth within our organic markets, and we’ve got some new innovative electronic products which we are aiming to get to market.

“Our core strategy for the next 18 months is to stabilise what we’ve already got whilst trying to get some of our own products to market, by diversifying and trying to grow our revenue streams alongside contract manufacturing,” outlines Carthew.

It comes as Australia, and indeed most western economies, look to become more self-sufficient.

“I think that in the next 10 years, manufacturing will become, and is becoming, far more important to the western world. It’s exciting and our business is growing exponentially.”

COMMUNITY BACKBONE AME Systems has a long-standing history of supporting local businesses and community involvement, and this ongoing relationship still forms the backbone of the company today.

“Our people and our community really are the most important thing to our organisation. It’s one of the legacies of my father, who founded this business to provide opportunities for people in the community,”

Carthew emphasises.

“We’ve grown from 30 employees to 500; most of that growth has been in the last seven years, but our mantra hasn’t changed. The whole success of our business is off the back of the quality of people that we employ and the culture that we’re trying to foster here.”

For some time, AME Systems had struggled to find enough workers in the local area, with a lack of

accommodation being a key factor.

To do something about the accommodation shortage in Ararat, AME Systems decided to buy a recently vacated pub in June 2021, with plans to refurbish the upstairs accommodation area to house new workers. It has been an inspired purchase, with several employees having now been attracted to the area.

“It has been really tough to attract people to live in regional areas. We’ve been relocating people on three-year visas from the Pacific Islands, but the next complication came with housing availability,” explains Carthew.

“So, we bought a pub and then invested quite heavily to renovate it, bring it up to standard, and make it a nice, safe place to live in. We’ve now got a number of new employees that

have joined the company from Samoa and Fiji living in the pub, and they’re beautiful people.

“They’re really happy to have the opportunity to live in Australia and make a good income, and obviously a lot of that money is being used to help their families and villages back home.”

By continuing to invest in capable, resilient staff, together with the latest technologies, AME Systems’ electrical harness design and manufacturing services remain the best in a complex industry.

AME SYSTEMS Tel: +61 3 5352 9000 info@amesystems.com.au www.amesystems.com.au APAC Outlook issue 55 | 129

WELLINGTON FREE AMBULANCE HEALTHCARE

The name says it all, we are the only FREE to the patient ambulance service in Australasia.”

This instantly distinguishable statement is the main factor differentiating Wellington Free Ambulance (WFA) from other service providers.

After a varied career working across a number of industries such as retail, Sarah Lewis, Executive Director of Corporate Services at the company, took stock on how she could really make a difference in the world.

“I had always been lucky enough to work for a household name and WFA, the iconic ambulance service, fitted the bill on making a difference in communities and being well loved in its region,” she explains.

Lewis details how the past five years in particular have been incredibly rewarding, and an exciting space to be working in – both at WFA, and from a wider perspective within the industry in New Zealand as a whole.

NEW ZEALAND’S AMBULANCES D R I V I N G TO SUCCESS

Wellington Free Ambulance is providing free paramedic services to patients in New Zealand. Sarah Lewis, Executive Director of Corporate Services tells us more Writer: Ed Budds | Project Manager: Callam Waller

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“As an organisation we have been exploring ways that we can better serve our communities with the limited funds available. Where possible, we have looked to improve processes and automate and create partnership approaches with the backdrop of improving the health, safety and wellbeing of our paramedics as well as

serving our core purpose to provide free paramedic care to the greater Wellington region.”

The process of doing what this service does for less, began to accelerate exponentially as WFA moved into 2020 and plummeted into the onset of the COVID-19 pandemic, confronting a whole host of new challenges.

FROM HUMBLE BEGINNINGS In terms of its origin story, WFA was founded in 1927 by the mayor of the day, Sir Charles Norwood, who believed in a place where emergencies needn’t cost lives or money and dreamed of a future where his city had access to free ambulance services for everyone.

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HELPING ALL NEW ZEALANDERS LIVE HEALTHIER LIVES

THROUGH THE POWER OF TECHNOLOGY

sparkhealth.nz

WELLINGTON FREE AMBULANCE HEALTHCARE

Now, nearly 95 years on and this utopian vision has become a reality. WFA’s vastly impressive 24/7 emergency services now cover the Greater Wellington region including the Kapiti Coast and the Wairarapa.

Working out priorities is a key element of WFA’s efficient dispatch process. The 111-call taker identifies a patient’s condition using a medical priority dispatch system. This system is used internationally and is the clinically proven way of getting the right help, to the correct people, in the best possible time.

“The organisation has grown considerably since 1927, and we now have around 400 staff who are supported by 80 volunteer event medics…

“We have nine ambulance stations, and answer over 150,000 emergency 111 calls a year. We have 31 emergency ambulances, two emergency community care vehicles, three Rescue Squad vehicles and 24 Patient Transfer vehicles!” Lewis adds proudly.

Meanwhile, the clinical operations team is dedicated to ensuring that all operatives work to the highest level of medical practice.

WFA faces financial challenges just like any other business, as Lewis tells us. “Although we receive funding from both the government and the Accident Compensation Corporation (ACC), we must raise $7 million every year to meet demand and fund the shortfall between what we receive and what our operational model costs.

“We are extremely lucky to have such an amazingly supportive community with generous people and businesses who believe in our work,” she adds.

In terms of its COVID-19 response, WFA continues to adapt to overcome every new challenge presented by the pandemic.

“Our paramedics and our wider support staff are key to providing 134 | APAC Outlook issue 55

“ W E A R E E X T R E M E LY L U C K Y T O H AV E S U C H A N A M A Z I N G LY S U P P O R T I V E C O M M U N I T Y WITH GENEROUS PEOPLE AND BUSINESSES WHO BELIEVE IN OUR WORK” – S A R A H L E W I S , E X E C U T I V E D I R E C T O R C O R P O R AT E S E R V I C E S , W FA

sparkhealth.nz

M

any would agree that the sharing of health information across the heatlh sector can be disconnected at times. Our people have worked in the sector a long time and understand the frustration of not having a full picture to make a diagnosis or decision.

Spark Health has lots more to offer than mobile services and wireless broadband. With an endto-end digital services capability, existing across cloud, security, service management and systems integration, delivered by a national team of Client Directors they offer a unique abiltiy to pull together a wide range of digital solutions to help transform all parts of the health sector. Given the wide pool of expertise behind them, Spark Health supports the sector through the decision making process and can source the right solutions and infrastructure to position any organsiation for future advancements in digital health.

As a leading digital services provider, Spark Health has a vision to help all New Zealanders live healthier lives through the power of technology.

Digital Health for all New Zealanders Improving our nation’s digital equity levels are one of the group’s three sustainability focus areas which is also core to delivering better, more equitable health care to all New Zealanders. The Spark Foundation, established to allocate funding for programmes focused on digital equity, has worked with Crown Infrastructure Partners, Te Puni Kokiri and other

providers to to bring broadband and technology capabilities to marae to provide reliable digital connetivity, provide pathways to digital health, economic, social and educational services.

In May last year Ōmāio marae in the Bay of Plenty, became the 400th marae to gain access to broadband connectivity and technology as part of this initiative. Through the foundation, devices are also provided with ‘how to use’ information being translated into Te Reo by Te Wananga o Aotearoa. In parallel, Spark and Spark Health have worked with Te Puna Kokiri to prioritise connectivity to the marae in the Eastern Bay of Plenty, supported by offering Skinny Jump modems into individual households.

The launch of digital health platform, Kete Waiora, is the next big step in empowering patients and ‘bringing the future faster’ to all New Zealanders.

Through Kete Waiora, (translated as the basket of health and wellbeing) patients will be able to contribute data into their own personal health record, set their own health goals and share information with whanau and those they choose to share information with to support them on their health journey.

Want to find out more about what Spark Health offers?

Visit www.sparkhealth.nz or contact us to book a consultation.

For more information on Kete Waiora go to www.ketewaiora.nz

www.sparkhealth.nz

WELLINGTON FREE AMBULANCE HEALTHCARE

the best care to the patient,” Lewis continues. “During this period, we reimagined how our support services function could make life easier for our frontline paramedics in the thick of escalating demand.”

This clearly highlights the company’s commendable focus on staff welfare and support. WFA additionally rolled out several initiatives and continues to evolve these as the virus mutates.

LOOKING AHEAD In terms of future investments and exciting upcoming projects, WFA has invested in state-of-the-art lifesaving equipment such as the Corpuls defibrillator. Alongside this, it has progressed in the last five years to using electric stretchers. WFA is the first service in New Zealand to transition to this front-line technology that has seen the equipment that paramedics carry reduce from circa 16.6 kilogrammes (kg) per patient to 6.5kg.

“We have moved to personal issue devices for our paramedics in the form of cellular devices that allow us to connect across our corporate network with access to the internal documentation that is required to keep up to the minute in the rapidly evolving environment,” Lewis says. When asked specifically about the company’s supply chain operations, Lewis told us, “working in partnership with our suppliers is key to us. For example, through our relationships in March 2020, we were able to access critical PPE when others were unable. The supplier went above and beyond to their networks in China to secure supply chain when everything else was shutting down, and fast tracked everything through the shipping network.”

Other suppliers often prioritise WFA ahead of alternative commercial and government contracts because of the good work that it does in the community and the relationships that it has built.

WFA INITIATIVES DURING THE COVID-19 PANDEMIC • Centralised general stores to allow for quicker turnaround and to manage supply chain issues.

• Moved to seven days a week restock and replenishment at the stations.

• Providing ‘station mums’ at its largest stations to allow the paramedics to focus on what they could do best, clinical care, taking away the on-station duties so any much-needed time back at base could be spent recharging themselves.

• Providing a hot meal to all staff for at least every shift, when the lockdown was at its most disruptive to the hospitality sector and no takeaway or even coffee services were available.

• Providing a coffee cart to those based out of HQ who experienced long hours.

• Created a welfare officer role specifically to check in with its staff.

• Conducted regular surveys to allow WFA to understand how its staff were feeling and enable the company to adjust its response, resulting in getting the greatest response rate to a survey that it had ever seen.

• Shifted to a temporary station in one of its communities to allow staff to rest and rejuvenate between jobs.

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Wade Group Driving Quality every K of the way.

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Wade vehicles are the result of close collaboration with our customers.

They combine superior materials and fittings with the most innovative technologies available - often developed in-house by our highly experienced, passionate team of designers, engineers and coach builders.

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WELLINGTON FREE AMBULANCE HEALTHCARE

Driving Quality Throughout Australasia you’ll find Wade vehicles rushing to the aid of people in need.

We build high-performing vehicles so our Emergency and Enforcement heroes, and their passengers, travel in the highest possible level of safety and comfort.

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APAC Outlook issue 55 | 137

WELLINGTON FREE AMBULANCE HEALTHCARE

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WELLINGTON FREE AMBULANCE HEALTHCARE

“ W FA T R I E S T O E M P O W E R I T S T I R E L E S S WORKFORCE AND RECOGNISES THE I N VA L U A B L E C O N T R I B U T I O N S T H AT I T S S TA F F M A K E A S A K E Y C O M P O N E N T O F RUNNING THIS THRIVING ENTERPRISE” – S A R A H L E W I S , E X E C U T I V E D I R E C T O R C O R P O R AT E S E R V I C E S , W FA

“Switching to the hybrid model is something WFA is tirelessly working towards. Communications is obviously key to making this happen smoothly and making sure that we celebrate success. Whether that be through award programmes (women in leadership or staff awards), offering extra hours off for those that go above and beyond, or just a simple thank you either at a team meeting or through the weekly CE’s bulletin,” Lewis affirms.

“This is a prime example of how WFA tries to empower its tireless workforce and recognises the invaluable contributions that its staff

make as a key component of running this thriving enterprise.”

As far as looking ahead to the future goes, the clock is ticking to move into a new, fit for purpose facility for all regional paramedics.

“WFA is once again looking to partner up with a provider whose business is property and therefore play to their strengths when our focus is around health care delivery,” she explains.

WFA’s other major priorities for 2022 are constructed around its people, improving wellbeing, health and safety, and a push towards further developing and nurturing leadership skills. This is alongside an

ongoing attempt to secure additional government funding to support the company’s free to the patient status.

Another ongoing challenge to be managed carefully is the strategising needed to continue to adapt to the COVID-19 response, that for New Zealand has now shifted to a COVID19 in the community strategy where previously the nation was working to a ‘stamp it out’ approach.

The future looks extremely bright and prosperous for WFA, as it continues to provide such a valuable service to Wellington’s citizens.

WELLINGTON FREE AMBULANCE Phone: (04) 499 99 09 Fax: (04) 499 3777 www.wfa.org.nz APAC Outlook issue 55 | 139

PĀMU FARMS AGRICULTURE

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G UA R D I A N S OF THE LAND

New Zealand’s farmer, Pāmu Farms is an advocate for sustainable farming practices resulting in premium products. We explore the growing role of responsible forestry with General Manager of Forestry and Horticulture, Andrew Sliper Writer: Phoebe Harper | Project Manager: Ben Weaver

P

āmu.

The word translates from Te Reo Māori, as ‘to farm’ - a meaning that both encapsulates the true purpose of Pāmu Farms whilst hearkening to the proud New Zealand (NZ) heritage of the land it cultivates.

As the island nation’s largest farmer and reputed as a world-class agricultural leader, Pāmu Farms (Pāmu) is the brand name of Landcorp Farming Limited – a state-owned enterprise of the NZ government.

With a footprint encompassing over 114 operations across both North and South Island, its

nationwide portfolio extends to farms producing milk, beef, lamb, wool, venison, wood, horticulture, and more.

Across the board, Pāmu works hard to incorporate best practices in safe and sustainable farming that incorporate innovation as a means to deliver locally grown, nutrition-rich, natural products and fibre to markets across the globe.

Aside from the organisation’s traditional roots in dairy farming and red meat livestock, Pāmu’s forestry and horticulture division in recent years has flourished as an integral component of the business.

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PĀMU FARMS AGRICULTURE

It is in this realm that Pāmu best demonstrates its commitments as a socially responsible, carbonconscious entity that endeavours to incorporate responsible commercial forestry with the added benefit of carbon sequestration to offset the methane emissions of the farms. In a country where almost 50 percent of carbon emissions result from agriculture, the bulk of which is methane emissions, the significance of forestry cannot be underplayed.

AN HISTORIC LEGACY Pāmu’s origins date back to the 1880s, rooted in the Department of Lands and Survey that was founded by the NZ Government.

PĀMU FARM VALUES GROUNDED: Pāmu is a proud guardian of its land and animals, and is grounded in its connections with these; its proactive protection of the environment ensures a prosperous future for now and for generations to come.

GENUINE: Pāmu is genuine, always keeping it real, considering its neighbours and impact; it is easy to engage with and always delivers on its commitments.

BOLD: Pāmu is bold in its vision, not afraid of the new; always growing and improving for a sustainable future in farming.

SHOULDER-TO-SHOULDER: Pāmu works together, shoulderto-shoulder, united as a team to ensure each other’s safety and wellbeing; Pāmu brings out the best in each other and the communities it works in.

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“At that time, a lot of settlers were landing in NZ and pursuing an initial foray into agriculture,” says Pāmu’s General Manager of Horticulture and Forestry, Andrew Sliper. “The department was responsible for establishing two-thirds of the farms across NZ, clearing a lot of land and developing it ready to sell to immigrants, settlers, or the soldier settlements assigned to those returning from the war to give them a future career.”

Almost a century later, in 1987 the country underwent a series of significant reforms, whereby government departments operating large-scale commercial enterprises became privatised Andrew under the State-Owned Sliper Enterprises Act 1986.

As such, the portion of the productive farmland assigned to the Department of Land and Surveys entered its new incarnation as Landcorp Farming Limited (later to assume the brand name of Pāmu) – formed essentially of the leftovers of land that hadn’t been allocated elsewhere by the Crown.

Pāmu also works closely with Te Arawhiti (the Office for Maori Crown Relations) in relation to managing or transferring land via the Treaty of Waitangi settlement process. “Some of our farms are destined to go back to iwi through Treaty Settlements and Pāmu works with iwi and the Crown to ensure there is a smooth transition of this land back into iwi ownership,” Sliper explains.

Aside from this, much like any economically viable private farming operation, Pāmu is tasked with ensuring that each farm thrives commercially and as a successful business.

“We are still 100 percent Crownowned, and our primary role under the State-Owned Enterprises Act has been to deliver a commercial return,” he says.

Farrelly Calf Rearing Farrelly Calf Rearing based in Te Awamutu in the heart of the Waikato began in 1991 raising 100 calves from birth on 40 hectares and today has grown to rearing more than 10,000 calves annually on 460 hectares.

Each year for over a decade thousands of trees have been planted on the rolling highly productive soils to create a stunning Farm Park like environment.

This giving calves summer shade and winter shelter and an abundance of lush pasture to thrive in before they are sold at three to four months of age to premiere clients such as Landcorp.

www.farrellycalves.co.nz

PĀMU FARMS AGRICULTURE

Outlook Creative Services

Outlook Publishing’s award-winning in-house team is now utilising its extensive production skills to offer a full and bespoke range of editorial, design and marketing services via its new Outlook Creative Services division.

F O R M O R E I N F O R M AT I O N V I S I T: www.outlookpublishing.com/creative-services

We are a large scale Calf Rearing farm, professionally rearing more than 10,000 calves per year: • We buy Four day old calves • We buy surplus Farmer Milk • We sell weaners and older cattle • We cater to large clients • We cater to small Lifestyle block buyers who we will also deliver to • We contract Rear calves

www.farrellycalves.co.nz Email: office@farrellycalves.kiwi Phone: 07-8715075 Ian Farrelly- 0274912146

APAC Outlook issue 55 | 143

PĀMU FARMS AGRICULTURE

SEIZING OPPORTUNITY Whilst this purpose may be clear, Pāmu’s mission is complicated by the diverse topography of the NZ landscapes. Indeed, much of the operation’s portfolio consists of what Sliper refers to as “inferior lands”.

“If you think of NZ’s prime farmlands, we don’t operate in many of those traditional dairy farming areas, like Taranaki and Waikato.”

Instead, faced with steep, sloping lands prone to erosion, Pāmu has long been confronted with the question of how to maximise profit from such areas. It was this continued quandary that spawned the creation of the Forestry and Horticulture division, and Sliper’s own introduction to Pāmu.

PĀMU FORESTRY IN NUMBERS 327,000 – Hectares under management 154,139 – Hectares of land in Pāmu ownership 2,357 – Hectares of trees planted 6.4 – Million trees planted in five years 30 – Years of history in planting commercial forestry <10 – Percent of Pāmu owned land is afforested (excludes leased land) 2,000 – Hectares per year of maximum planting area to 2029 11 – Percent of forests are planted in native trees 38 – Number of FTE employed across the value chain for every 1,000 hectares of commercial forestry, compared to 17 for beef and sheep 6,000 – Hectares of land has been covenanted in order to protect this high-value land

144 | APAC Outlook issue 55

Following a career centred on investment and financial services, based in private equity and funds management positions spanning Australia, London, and Hong Kong, Sliper entered the realm of agriculture rich with potential for private investors, before being approached

by Pāmu. At the time, the forestry and horticulture division was in its infancy.

“My role and what it has become had its genesis only six years ago, as I began to look outside of our traditional businesses in livestock and dairy farming.

“The attraction behind forestry and horticulture was the commercial side, given my financial services background. The question of how we generate more income from this land use always appealed to me,” he muses.

Commercial forestry has proved a fruitful path for Pāmu to pursue in generating revenue from land that may be unsuitable for farming. However, the company doesn’t follow a blanketed approach, and is extremely strategic and selective in the allocation of lands assigned for planting.

As Sliper attests, “we take the steep hill country that isn’t making much money and is probably better suited to forestry. But we won’t plant on the flat land and other more productive areas.”

This is evident in Pāmu’s aversion to wholesale planting – an activity that might make solid commercial sense, particularly since the particularities of the NZ carbon market may reward such undertakings for improving carbon offsetting, but can be indicative of irresponsible land use.

“We have taken a view within our business that wholesale planting is inappropriate,” Sliper says.

Instead, commercial forestry fulfils a multi-faceted role for Pāmu that exceeds generating income from inferior parts of the land. It also entails planting native species, Pinus radiata – New Zealand’s most in-demand tree,

PF Olsen As New Zealand’s leading independent forestry services provider, we assist our clients at every stage of their journey - from land sourcing and feasibility analysis to carbon management, planting and harvesting.

Our experienced team of over 140 staff provides the knowledge, skills and expertise to deliver stronger returns to anyone considering forestry as an investment. We have been doing this for over 50 years.

Our long-term relationship with Pāmu is an example of how we can help understand the ideal land-use mix to ensure our clients get the best results from their land.

www.pfolsen.com

destined for commercial use. Some areas may also be chosen for retiring, and able to revert back to those native species. Although Pinus radiata forms the core of Pāmu’s planting, it is also incorporating a diversity of trees into its forests including redwoods, eucalyptus, and native species.

“Forestry helps from an environmental perspective by securing erosion-prone land, and in reducing our greenhouse gas (GHG) emissions by sequestering carbon and offsetting the methane from the farms,” he explains.

In addition, the tree planting provides natural shelter for livestock, enhances biodiversity and improves the surrounding water quality. As such, Pāmu has an ambitious forestry agenda ahead, aiming to plant approximately 10,000 additional hectares of commercial forestry on the appropriate land over the coming six years.

PĀMU FARMS AGRICULTURE

Successfully establishing and maximising forest investments for over half a century.

We’re driven to deliver excellent returns for your woodlot or forest investment while minimising any risks.

Our local teams have the experience and expertise in all aspects of forestry, making us your one-stop-shop.

Our services:

☑ Forestry consulting including advice on forest investment options, forest inventory, yield and estate management, forest valuation and due diligence for purchase

☑ Forest management ☑ Forest insurance ☑ Harvest planning and engineering services ☑ Harvesting and marketing management ☑ Port services management for log export

☑ FSC® certification via our FSC® Group Scheme ☑ PEFC certification ☑ Emissions Trading Scheme and carbon forestry services ☑ Accounting services ☑ Supply of Radiata pine seed ☑ Supply of high-quality containerised seedlings and cuttings

If you have land to establish, are thinking about investing in land and forestry, or have an existing forest that needs management, contact us for a no obligation, free onsite inspection and consultation.

PF Olsen, the one-stop-shop for you.

pfolsen.com

APAC Outlook issue 55 | 145

RESPONSIBLE STEWARDSHIP The dichotomy of maintaining commercially successful farming and forestry operations whilst adhering to a commitment to the welfare of the environment and surrounding rural communities, is one that both Sliper and Pāmu are fully aware of.

This is embodied by the Māori concept of ‘kaitiakitanga’ – guardianship of the environment.

As a leader in sustainable farming practices, Pāmu works to conserve and protect its lands and adjoining waterways. Livestock largely roams freely, fed on a plant-based diet.

These ingredients combine to create a premium product, but also a method of farming that is altogether more sustainable.

Within the lens of forestry itself, the question of social licensing is a factor in every decision made, as Sliper and 146 | APAC Outlook issue 55

his team strike a fine balance between commercial returns and an ethical, sustainable standpoint.

“We always return to the question of the social licence of forestry. This involves everything from aesthetics to permanent land-use change, to employment and the farming way of life. All these factors are discussed when we convert the land into forestry,” he tells us.

“We make sure that we’re making 100-year decisions, rather than 20-30 years. We need to be comfortable that once it’s converted into forestry, this is the best and highest land use.”

From a sustainability perspective, reforesting activities and retiring the land into native forest, allowing it to naturally regenerate, holds immense environmental benefit. Meanwhile, horticulture activities carry a much lower GHG footprint compared to

livestock farming.

The NZ Emissions Trading Scheme, as the country’s GHG platform that can be used to reduce emissions, endorses forestry as a positive contributor, which makes the carbon market favourable for Pāmu.

“The way the NZ carbon market works is it rewards forestry quite heavily by allocating carbon credits to those who are planting forestry.

It’s sort of front-loaded, but once that sugar hit’s gone, you need to ensure that it makes sense over the long term.”

CULTIVATING THE FUTURE Returning to the theme of seizing opportunity whilst working in symbiosis with the land and our changing climate, looking ahead, Pāmu’s horticulture segment is moving with transition.

PĀMU FARMS AGRICULTURE

“We will continue to expand our horticultural footprint with the planting of citrus fruit, avocados, and kiwifruit. Climate change produces a really interesting dynamic for NZ, as some of our areas in the far north will now be suitable for growing things like coffee and bananas. We can start modelling to adapt to that.”

Growing such superfoods in an environmentally conscious way is an endless source of reward for Sliper and the entire Pāmu team.

“It’s nice to be able to look my kids in the eye and myself in the mirror, and say that we’re producing something that’s good for the consumer and

certainly has a lower impact on the planet.”

Meanwhile, Pāmu will continue to deliver on its mission, centred on transparency and an ethical obligation to the land and its people.

“We know there’s going to be continued pressure from a social licence perspective – whether that’s in health and safety, or animal welfare for instance. The end consumer demands more transparency for how their products are produced.

“This particularly applies to younger generations. There is an understanding that Gen Y wants traceability, but Gen Zs and millennials

want proof. This demand for proof is a challenge that is going to be faced by any agricultural production system,” Sliper concludes.

Confronting this challenge head-on, Pāmu continues to stand as New Zealand’s farmer.

PĀMU FARMS Tel: +64 (21) 242-5723 kingsi@landcorp.co.nz www.landcorp.co.nz APAC Outlook issue 55 | 147

B AC K TO

BASICS No complicated bundles or packages, just peace of mind and the best deals. Farid Yunus, CEO, tells us how redONE is simplifying mobile services in Malaysia Writer: Jack Salter | Project Manager: Josh Hyland

Farid Yunus, CEO (centre) with redONE members of staff

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REDONE TECHNOLOGY

After 10 years of being in business, mobile services have gradually become more complicated, so one of our key objectives is to simplify our propositions and bring redONE back to basics once again.”

A customer-centric model that delivers mobile services in the most simple and practical manner possible is what truly matters to redONE and CEO, Farid Yunus. redONE is proudly known for being the first Mobile Virtual Network Operator (MVNO) to provide mobile postpaid services, by using the fast and reliable five-star network infrastructure of Celcom Axiata (Celcom), the oldest mobile telecommunications provider in Malaysia.

The company still has the lowest monthly postpaid plans in the market, which it has made more affordable and accessible to larger sections of the populace than typical postpaid services.

On the one hand, running a postpaid mobile business enables redONE to upsell additional services such as bundled phone plans and upgrades; on the other, it does mean having to manage billings, collections and bad debt.

“We are proud that we have been able to thrive for nearly a decade now. In fact, one other MVNO here in Malaysia is soon launching their own postpaid services; they say that imitation is the sincerest form of flattery, so yes, we are flattered!” Farid says.

Almost all other MVNOs in the region are prepaid operators who collect payments up front to help with their cash flow. Today, redONE no longer solely offers postpaid plans, but also prepaid, introduced in 2019 as it aspires to cater to everyone from all walks of life.

“We began as a postpaid service provider targeting SMEs, before introducing prepaid plans a few years APAC Outlook issue 55 | 149

ago. Our focus is still on postpaid, but with our base of 1.2 million subscribers remaining quite flat, we are looking to spur further growth through our prepaid offerings.

“The masses in this part of the world are very price sensitive, and prepaid remains the preferred method of paying for mobile access. As a postpaid provider, however, we have a billing relationship with our customers as they must interact with us and pay their bill at least once a month,” explains Farid.

SIMPLIFIED SERVICES redONE was established in 2012 at a time when Malaysia was already burdened with complex mobile services, from peak and non-peak voice rates to data bundles that could only be used at certain times of the day.

In response, redONE has introduced simplified services over the years such as unlimited free calls between its users and a flat rate to all other local networks, at a budgetfriendly price of only RM8 per month.

“It is certainly a very dynamic industry, where we need to be agile and be able to respond to competitors’ actions as quickly as possible,” Farid notes.

As redONE has reacted to competitors, it has also launched some increasingly intricate new services, something the company is looking to move away from as it returns back to the basics of mobile networking.

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APAC OUTLOOK: WHAT IS YOUR TAKE ON THE INDUSTRY IN MALAYSIA? FARID YUNUS, CEO: “In terms of market development, we tend to be two or three years behind Europe when it comes to infrastructure like 5G or the design of new services.

“Malaysia can be said to be the most competitive in the region because we have eight telcos who are spectrum holders and three active MVNOs, in a country of only 30 million people. By comparison, Indonesia has four telcos servicing a population of 275 million whilst the Philippines has only three telcos servicing a country of 110 million.

“All ASEAN countries now have mobile penetration rates of more than 100 percent, so organic growth will be limited, and competition will only increase with average revenue per-user (ARPU) trending downward or remaining flat at best.”

“We have launched new plans and bundles that are not so ‘basic’ anymore. We are also somewhat constrained by our network provider, Celcom, who approve any new tariffs or plans that we want to launch,” explains Farid.

REDONE TECHNOLOGY

“ O N E O F O U R K E Y O B J E C T I V E S I S TO S I M P L I F Y O U R P R O P O S I T I O N S A N D B R I N G R E D O N E B AC K TO B AS I C S O N C E AG A I N ” – FA R I D Y U N U S , C E O , R E D O N E

“It means that what sometimes starts out as a simple idea ends up being a three-headed beast. We try to keep our mobile plans simple and with no fine print, as part of our mission to help customers save money.”

AGAINST THE ESTABLISHED MODEL Aside from having the most affordable postpaid plan on the market, there are a number of things that make redONE a stand-out MVNO. A typical postpaid dealer or agent will be paid a one-off commission from the operator for each customer they sign up, sometimes spread over the course of three to four months to ensure that the customer is genuine. redONE has reversed this formula by paying less upfront to dealers, referred to internally as ‘partners’, but allowing them to earn a percentage of the customer’s bill as a recurring commission in perpetuity, or for as long as they continue to pay.

“This greatly reduces fraud, increases bill payment, and

it gives agents a sense of customer ownership. During the COVID-19 pandemic lockdowns when new sign-ups were difficult to obtain, our dealers continued to receive this passive income,” Farid tells us.

Anyone can become a redONE postpaid agent, which goes against the established postpaid model for dealers to have a physical premise renovated to the telco’s specifications, usually in a mall or a high street, which requires a high initial outlay.

The company was also the first provider in Malaysia to go completely paperless by allowing anyone with a smartphone to register a SIM card, a far less laborious method than the multitude of paper forms competitors continue to impose on their new postpaid customers.

“We were also the first to introduce an e-wallet, rather than dealers depositing the cash collected from customers every week to their telco which causes problems when reconciling billings against receivables and other cash-intransit issues,” shares Farid.

APAC Outlook issue 55 | 151

REDONE TECHNOLOGY

“By pre-funding their e-wallet, when they receive cash from the customer, we simply deduct the exact amount.

Commissions are also paid into their e-wallets, which the dealers can cash out to their bank account if they wish.”

APAC OUTLOOK: DO YOU PARTICIPATE IN ANY CORPORATE SOCIAL RESPONSIBILITY PRACTICES?

REGIONAL EXPANSION redONE’s vision is for customers to be able to travel anywhere in the ASEAN (Association of Southeast Asian Nations) region without roaming charges.

This concept was first expanded into neighbouring Thailand and Singapore, which also have the highest number of people travelling back and forth to Malaysia.

“At present, our Singaporean customers can use their data allowances in Malaysia without any additional charges, and we are working on extending this benefit to cover all three countries,” Farid reveals.

“Our next countries of focus will be our remaining neighbours, Indonesia and the Philippines. The only thing slowing us down is resources; launching a new MVNO in a foreign country can take years of courting and negotiations with local telcos. It also takes time to integrate our own billing and CRM platforms into the local telcos.”

Underneath the newly restructured redONE Holdings umbrella, the company operates as redONE International in Thailand and Singapore, complementing redONE Malaysia, redCONTACT, an in-house call centre that also 152 | APAC Outlook issue 55

FARID YUNUS, CEO: “We set up the redONE Foundation in 2018 to raise funds for primary schools in Malaysia, and have so far donated USD$500,000 to this cause.

“In addition, we visit orphanages every year to donate funds and supplies during Ramadan, as well as provide relief and safe drinking water to any areas affected by flooding.

“We are also very supportive of young Malaysian athletes, and have sponsored teams and individuals in badminton, fencing, football and squash. Over the years, we have probably spent close to USD$5 million as a responsible corporate citizen.”

supports overseas operations, and redON Digital, which manages all non-telco services.

These include reselling medical and car insurance, credit cards, phone and device protection, and money lending.

“ W E T RY TO K E E P O U R M O B I L E P L A N S S I M P L E A N D W I T H N O F I N E P R I N T, A S P A R T O F O U R M I S S I O N T O H E L P C U S T O M E R S S AV E M O N E Y ” – FA R I D Y U N U S , C E O , R E D O N E

redONE recently received regulatory approval to perform online money lending, and is now developing a credit scoring platform to offer microloans to its entire customer base. From around seven percent last year, the company intends to increase its revenue from non-telco services to 20 percent within the next two years.

“We are pursuing a public listing for redONE Holdings, and the funds raised will be used to spur our overseas operations, underwrite our money lending business, upgrade our back-end systems for the new digital era, and enable seamless services across multiple countries,” outlines Farid.

NETWORK ACCESS On the supply side, redONE’s biggest dependency is on its network providers. What it means is that if Celcom, NT (Thailand) or StarHub (Singapore) have a network outage, there is very little redONE can do about it other than

placate and recompense affected customers.

“Access to their networks, and how much the providers charge us, is the most important thing in our business.

“Second-most important are our dealers. Yes, we could just do everything online, but if a redONE agent explains to someone how we can save them money, they would be far more likely to try us out,” Farid says.

A top priority for 2022, meanwhile, is to make the Singapore subsidiary profitable, having been in business for almost three years but yet to turn a profit. In Thailand, redONE has also identified the need to accelerate dealer recruitment in order to increase the number of subscribers, whilst it is hoped that the launch of operations in Indonesia will provide a boost to the company’s profile in the ASEAN region.

As evidenced by redONE’s local and regional expansion, there is a clear appetite for its back-to-basics mobile services.

APAC Outlook issue 55 | 153

POST PNG SUPPLY CHAIN

154 | APAC Outlook issue 55

S I G N E D, S E A L E D, DELIVERED Post PNG is the official postal service of Papua New Guinea. We lift the lid on market diversification and the company’s burgeoning logistics division Writer: Phoebe Harper | Project Manager: Eddie Clinton

T

he postal service is the original lifeblood of communication across the globe.

In Papua New Guinea (PNG), the country’s postal service, Post PNG, has been connecting the island both domestically and internationally for decades. The service operates as a wholly state-owned enterprise (SOE), managed under the Kumul Consolidated Holdings portfolio.

In the world’s third-largest island country, one reputed for its topographical

diversity and an unreliable transportation infrastructure that can make remote areas hard to reach, Post PNG has an ambitious remit to cover. Nevertheless, with over 40 individual Post Office branches spanning the nation, 400 employees, and an everdeveloping transport fleet consisting of more than 70 vehicles, Post PNG has established a wide-reaching and robust network. Strategically positioned to best serve the country’s needs as the largest domestic network in PNG, the service can cover all districts and remote areas.

APAC Outlook issue 55 | 155

POST PNG SUPPLY CHAIN

Unwaveringly committed to serving the needs of customers and potential clients, Post PNG offers a gamut of services. This ranges from traditional postage to e-commerce and financial services to cater to ever changing market needs. In addition, Post PNG now boasts several strategic business lines to complement its strengths, including Post Logistics and Post Shop (Retail).

POST PNG - MISSION, VISION AND VALUES MISSION Post PNG’s mission is to develop and maintain high standards of postal and logistic service, to meet the needs of the business community and public.

VISION To strategically re-align, build capabilities and diversify for growth.

VALUES INTEGRITY – Post PNG acts ethically, conducting itself with uncompromising integrity and honesty.

MUTUAL RESPECT AND COLLABORATION - The company treats others with respect and works together with all stakeholders regardless of differences.

PERFORMANCE AND SERVICE ORIENTED – Post PNG strives to achieve performance and a service-oriented culture within the organisation.

INNOVATE AND DIVERSIFY - The company endeavours to meet stakeholders’ expectations with a continuously innovative mindset including diversifying product and service offerings.

156 | APAC Outlook issue 55

GROWING LOGISTICS Post PNG is currently pursuing a significant expansion strategy, within which its separate logistics unit is a major area of focus.

Under the ‘Post Logistics’ brand name, Post PNG is growing its large domestic network of nationwide sites.

This has also included improving fleet functions from previous Express Mail Services (EMS) to adopt more of a focus on large-scale operations.

Through both an upgraded capacity and the formation of strategic domestic and international alliances, Post Logistics has come to distinguish itself with a competitive edge as a freight forwarder of choice.

To do this, Post Logistics relies on its global freight forwarding business partners DB Schenker and ANL Logistics. Thereby, the company can collect FCL/LCL cargoes from a client’s warehouse in any international port, assist with the necessary documentation, and then ship the goods on to the next available vessel directly into Port Moresby or Lae Ports.

As a reflection of this growing importance, Post Logistics alone now accounts for over 45 percent of Post

PNG’s total revenue. Consequently, the unit is justified as a paramount segment for continued investment and improvement to guarantee the company’s success.

At present, this division facilitates daily air freights to and from the major centres within PNG, in addition to providing customs clearance services using its team of in-house customs brokers and highly trained staff to handle export/import documentation, including for dangerous goods.

In terms of internal freight forwarding, freights can be collected and transported between ports, with delivery all the way up to the customer’s doorstep.

For customs clearance services, Post PNG can accommodate import or export clearance at any declared port within PNG. The company boasts its own registered customs agent, customs compilers and shipping clerks to guarantee that clients’ imports are well-documented and lodged for pre-customs clearances.

Through the attention of this professional team, Post PNG ensures that its clients avoid the unnecessary cost and hassle involved in engaging private brokers or agents.

POST PNG SUPPLY CHAIN

A1 LINKS LTD mainly specializes in supplying geniune inks and toners for all brands of printers, copiers, desktop computers and laptops, fax machines including multi-function printers (MFPs). We also provide installation and servicing of machines.

We are dealers of Sharp, Rico Australia and we supply Sharp, Rico Brand Machines (Multifunction Copiers and Printers).

With a well-established and comprehensive delivery and pick-up network, Post PNG also offers cartage services through a reliable and sustained transport model that is able to respond quickly subject to demand. Through this, the company can transport both 20- and 40-foot containers (FCL or LCL), break bulk and LCL cargoes, and heavy machinery.

Finally, the Metro Delivery Service is an essential part of operational efficiency. Due to congested traffic within city limits, cost-cutting measures and continuous emphasis on time management across all industries, Post Logistics is contemplating the “Door to Door Metro Package Delivery” service for its valued and potential customers, in its focus to drive innovation through tailored logistics. The Door-to-Door Metro Package Delivery entails the pickup and delivery of small and lightweight items such as small parcels, documents, and

T+675 325 2868 | sales@a1links.com.pg | www.a1links.com.pg samples within 24-to-48-hour delivery standards.

INVESTMENT AND IMPROVEMENT In addition to expansion, Post PNG is continually occupied with upgrading and investing in its facilities and modes of operation. This includes the acquisition of a new fleet of vehicles, two new warehouses, and the opening of two new offices in provinces not yet covered.

All this progress is designed with customer convenience in mind. This is also evidenced by the company’s recent foray into e-commerce, and the launch of its new ‘Parcel Locker Express’ model. By installing convenient, secure, and easy-to-use lockers, Post PNG offers its customers the chance to drop off and pick-up at any time, retrieving their deliveries with a unique SMS code.

This is just one example of Post PNG’s agile diversification in order to

best cater to the modern market, as it looks beyond the traditional brickand-mortar model and embraces both globalisation and digitalisation, as witnessed by its development of e-commerce.

Before and during the COVID-19 pandemic, Post PNG observed an increase in the number of parcels from abroad as a result of crossborder transactions including the involvement of small and mediumsized enterprises (SMEs) in domestic e-commerce or social commerce.

Also, due to improvements in broadband services supported by the newly introduced submarine cable project in PNG, the digital divide is finally being breached. The high-tech Parcel Express system represents the first of its kind in the Pacific region, aside from Australia and New Zealand.

With ever-expanding strengths and capabilities, Post PNG continues to move with the times in serving PNG’s needs.

APAC Outlook issue 55 | 157

AIRPORTS VANUATU SUPPLY CHAIN

PAC I F I C PA R A D I S E Through landmark projects and events, Airports Vanuatu is supporting the country’s socioeconomic recovery from the COVID-19 pandemic Writer: Jack Salter Project Manager: Ryan Gray

A

viation is absolutely critical to the economy of Vanuatu.

Providing essential transport links for tourism, trade, and disaster response and recovery, Vanuatu’s aviation industry is the third largest in the Pacific (excluding Australia and New Zealand) in terms of traffic size and complexity, after Fiji and Papua New Guinea.

Home to white sandy beaches, beautiful clear waters and diverse coral reefs, travel goes firmly hand in hand with tourism in Vanuatu, another important pillar of the island nation’s economy that provides roughly a quarter of its GDP and employs thousands across the country.

Airports Vanuatu (AVL), founded as a government entity in 2000, is the proud owner and operator 158 | APAC Outlook issue 55

of Vanuatu’s three main airports: Bauerfield International Airport, Santo Pekoa International Airport, and Tanna Airport. Located on the paradisaic islands of Efaté, Espiritu Santo, and Tanna, respectively, they account for 87 percent of all scheduled flights in Vanuatu.

The three airports work together with airline partners to facilitate safe, secure and reliable air access, both for international visitors travelling to and from Vanuatu and for natives flying domestically and to the rest of the world.

TRAVEL RECOVERY Travel has, however, been heavily disrupted in recent years due to the COVID-19 pandemic. Recovering global air connectivity whilst balancing the risks of COVID-19 has been a challenging task for AVL, who early on recognised the need for strong measures to protect public health.

Mercifully, as the world learns to live with COVID-19, domestic air travel in Vanuatu is now showing signs of recovery. Passenger movements across the company’s three airports were up by 42 percent in August last year compared to 2020, although still down from 2019 when markets and borders were fully open prior to the pandemic.

Aerial view of the Port Vila city and bay with the Iririki resort island in Vanuatu’s capital city

The safe opening of Vanuatu’s border is a government priority in support of the country’s socioeconomic recovery from the COVID19 pandemic. As such, the Vanuatu Tourism Office (VTO) has been working with AVL, as well as customs and immigration agencies, to process planning for the opening of safe travel pathways with selected countries.

A milestone event in AVL’s journey to reopening the country’s borders once again would take place a few months later in October 2021, with the successful departure of seasonal workers for Christchurch in New Zealand (NZ).

After months of planning, this was the first quarantine-free flight to depart from Vanuatu since the

pandemic began, taking off from AVL’s Bauerfield International Airport in the capital city of Port Vila and carrying workers to the largest city in NZ’s South Island. The flight is vital to the horticulture and viticulture industries in NZ, filling a critical labour shortage during the harvest season.

It is a true win-win, as not only do the NZ farmers benefit from skilled agricultural labour, but the ni-Vanuatu workers gain skills and earn income to make remittances to their families back home, paying school fees for their children and helping them to invest in their own businesses on their return.

ESSENTIAL WORKS The World Bank has supported the Government of Vanuatu through the

Vanuatu Airport Investment Project (VAIP), a US$73.9 million investment to help repair and rehabilitate Vanuatu’s three main airports, critical to ensuring a safe and reliable aviation sector in the country.

VAIP is delivering sector reform, along with important upgrades to runways, terminal infrastructure and air traffic control management for Vanuatu’s international airports.

Bauerfield International Airport, for example, was sorely in need of an upgrade, with major works now completed including runway rehabilitation, new lighting installations, and a new domestic terminal, representing some of the largest ever infrastructure development works in the history of Vanuatu.

AIRPORTS VANUATU – AT A GLANCE VISION: Developing a sustainable aviation hub in the South Pacific, to be the pride of Vanuatu and enable people to connect.

VALUES: Promoting fairness, unity, accountability, perseverance, and respect.

A move that will allow the airport to welcome wide-bodied jet aircraft in accordance with ICAO standards, it is a gamechanger for Vanuatu, which now has the potential to directly access new travel and trade markets APAC Outlook issue 55 | 159

AIRPORTS VANUATU SUPPLY CHAIN

in the likes of Asia and North America and fly more passengers from further afield.

The upgraded runway at Bauerfield International Airport will also ensure large emergency response aircraft can land safely during times of disaster.

The role of aviation in the ability to respond to natural disasters was highlighted by Cyclone Pam in 2015, a Category 5 cyclone that caused damage to airports and left thousands homeless.

TANNA GOES SOLAR Meanwhile, Tanna Airport’s solar airfield lighting project is of huge operational significance to AVL’s airline partners, airport users, the community, and the province.

Providing lighting for the airfield and extending the hours of operation for flights, the project will be

completed with funding support sourced from the Government of Vanuatu’s Ministry of Infrastructure and Public Utilities.

Air access is critical for remote provinces such as Tafea, where Tanna Airport acts as the hub to the region, linking the capital Port Vila to Tanna and the outer island communities of Aneityum, Futuna, Erromango, and Aniwa.

Beyond the operational benefits of the project, it has environmental sustainability at its core thanks to the use of solar energy, aligned with AVL’s vision to develop a sustainable aviation hub in the South Pacific and commitment to lower its carbon footprint and support the global aviation community in achieving its goals of reducing its environmental impact.

AVL aims to achieve this through

Vanuatu Tourism Office Vanuatu Volcano Run. The first-ever Vanuatu Volcano Run was held in 2021, up the slopes of one of the world’s most accessible volcanoes, Mt. Yasur on Tanna Island, where Hollywood actor, Will Smith explored in 2019.

With over 70 participants from all walks of life competing, the 25 km run saw competitors take on creeks, cheered through villages by friendly locals, darting across ash plains and finally summiting to Mt Yasur. An incredible adventure for all involved!

The 2022 Volcano Run is currently being planned, raising interests from International competitors. It is a once in a lifetime experience, but not for the faint hearted.

Bauerfield International Airport, Port Vila, Vanuatu (VLI)

PHOTO BY TORBENBRINKER - OWN WORK, CC BY-SA 3.0

www.vanuatu.travel/en/volcanorun

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Santo-Pekoa International Airport (SON)

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PHOTO BY STANSELM - OWN WORK, CC BY-SA 4.0

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MAP BY BY ERIC GABA (STING - FR:STING) - OWN WORKTOPOGRAPHY: NASA SHUTTLE RADAR TOPOGRAPHY MISSION (SRTM3 V.2) (PUBLIC DOMAIN); BATHYMETRY: NGDC ETOPO1 (PUBLIC DOMAIN); SHORELINES AND REEFS: NGDC GSHHS (PUBLIC DOMAIN); NGDC WDBII (PUBLIC DOMAIN); NGA PGS (PUBLIC DOMAIN)., CC BY-SA 3.0

AIRPORTS VANUATU SUPPLY CHAIN

AIRPORT HEALTH ACCREDITATION PROGRAMME In September 2021, Bauerfield International Airport’s application to be certified under the Airport Health Accreditation Programme was approved and granted.

Being certified under the programme has significant benefits for the airport, which are then passed on to airport users, who can have confidence that best practice measures are being implemented for their health and safety.

THE PROGRAMME: • Enables airports to demonstrate to passengers, staff, regulators, and governments that they are prioritising health and safety.

• Allows airports to validate their own measures throughout their facilities and processes.

• Reassures the travelling public using the airport’s facilities.

• Promotes the recognition of professional excellence in maintaining safe hygienic facilities.

• Advocates best practices and aligns efforts across the industry.

• Ensures harmonisation between International Civil Aviation Organization (ICAO) global guidance and industry implementation.

participation in the Airport Carbon Accreditation (ACA) programme, which guides airports to actively reduce their carbon footprint through various initiatives.

The solar technology is proven, operates well in other similar locations, and is ideally suited to the open location of Tanna Airport and the sunshine enjoyed on the island. A relatively straightforward installation, the solar airfield lighting requires minimal preparation with no cabling or trenching, and has also increased flexibility for future airport expansion.

Ultimately, the greatest benefit of the project is the sustainability of solar energy as a power source, which minimises ongoing operating costs.

In what will be a landmark investment for AVL and Tanna Airport, the airfield lighting is set to bring long term benefits to users and the wider community, something that AVL is committed to delivering across Vanuatu.

APAC Outlook issue 55 | 161

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

What trends do you forecast for the year ahead within your sector?

Dr Aldin Velic General Manager SEA, Oliver Healthcare Packaging “Significant demand variability across various medical device sectors, growing demand in the pharmaceutical industry and uneven re-openings across mature markets around the world due to COVID-19 are creating unprecedent supply challenges in medical packaging.

“As countries deal with less severe waves of COVID-19 variants and vaccinate a larger percentage of their population; hospitals are increasing the number of elective procedures and in some cases are seeing such procedures exceed the demand seen before the pandemic. For the remainder of this year, the industry will need to focus on supplying medical device and pharmaceutical companies, recalibrating their inventory replenishment points and keeping up with major investments in vaccine manufacturing capacity while dealing with significant supply side challenges in various raw materials critical to the production of medical packaging.”

Louis Crema Director, Crema Group “Build-to-rent projects are the current trend in Australia. Large residential blocks are being bought, built, and retained as an investment. They offer more services to the client that lives there, such as concierge, swimming pools, gyms, all these wonderful things. They charge 162 | APAC Outlook issue 55

you a little bit more rent, but you’ve got all these things included in the one building.”

on new horizons. The construction industry, infrastructure and housing markets are growing sustainably.

Farid Yunus

Nick Carthew

CEO, redONE

Managing Director, AME Systems

“Consolidation needs to happen in Malaysia, and I believe it will. There is too much hype around 5G and IoT, which will not provide a rapid or big boost to the overall industry. This is the main driver of our diversification into nontelco services and other countries.”

Geoffrey Hazell Managing Director, Hazell Bros “Continuous growth, a sustainable industry, and positioning ourselves to take

“With what is happening in Ukraine, it’s likely that the Western world will further secure themselves, so I think there’s probably substantial opportunity for growth in the defence and aerospace markets.”

Are you a CEO/Director with a company story to tell? Contact APAC Outlook now!

Projects underpinned by zero harm to people, communities, and the environment...

CLOUGH CONSTRUCTION

New technologies, territories, materials and resources have always challenged and empowered Clough; we’ve changed the way projects have been delivered over time, but our pioneering approach has remained a constant.”

In the words of Carl Titchmarsh, Vice President of Strategy and Development for APAC, Clough will continue to push the boundaries of engineering and construction, as it has done for more than 100 years.

Established in Perth in 1919, it is Clough’s pioneering spirit that has seen the Australian company lead the way in the delivery of thousands of sustainable, high-performing assets to date for the resources, energy, and infrastructure industries, embracing new materials, methods, and technologies along the way.

CLOUGH CONSTRUCTION Through to the 1950s, Clough forged a reputation as a quality construction company in its Jord International development of schools, residential Jord to deliver process and commercial properties plant and equipment for the throughout Perth, before diversifying Waitsia Gas Project Stage 2 Australia-based Jord International has its services to include civil and been engaged to supply the pressure engineering contracting as well as vessels, the MEG regeneration package, and air-cooled heat exchangers on mining and energy sectors. the Waitsia Gas Project Stage 2, operated by Mitsui E&P Australia with Today, the company works with JV partner Beach Energy. This builds on a long history of collaboration companies around the world to with engineering and construction company Clough, who is delivering provide engineering, construction,the engineering, procurement and construction for the project. commissioning, asset support Senior Sales Manager for Energy services and decommissioning Emilio Ambrogio says Jord is pleased to continue supporting a long-term “ T H E B I G G E S T for D R Isome V E R Aof ND O Pmost P O R Tchallenging UNITY the customer. “Our relationship with Clough extends back to the early F O R C L O U G H AT THE MOMENT LIES IN projects.

1990s and we have worked very SUPPORTING OUR CLIENTS WITH THEIR quickly and closely to turnaround “Clough’s legacy spans over 100design requirements and develop ENERGY TRANSITION, AND WE ARE WELL more competitive alternative options,” years, time, P O S I T I O N E D TO S U P Pand O R TinTthat HIS T R A N we S I T Ihave ON” said Emilio. “We always aim to deliver value on every project, whether – C A R L T I T C H M A R S H delivered , V I C E P R E S I D some E N T O F Sof T R AT EGY AND the world’s mostmore it’s using less energy, achieving a D E V E LO P M E N T F O R A PAC , C LO U G H smaller footprint, or requiring less logistically challenging projects,” says maintenance.”

Titchmarsh, who joined Clough in “Our solution for the Waitsia Gas Project leverages well-established expectation.

It has been achieved on major publicly funded projects in 2017 and is currently responsible for fabrication alliances, including air several of Clough’s recent projects, Sydney, Melbourne and Brisbane. By cooler fabrication in our Jord Malaysia the company’s strategic development including the POM Power Station 2024, spending is expected to reach workshop, pressure vessel production in China, and the MEG regeneration outside Port Moresby, an earthquake AUD$28 billion for road projects and in the APAC region, identifying andpackage assembly in Thailand.”

AUD$13.9 billion for rail investments. response initiative in PNG, upgrades Jord is currently celebrating 50 years targetingtoprojects business Having served the resources the Mundaringand Wier dam outlet, of achievement in the industry. Since industry for more than half a century, and life extension marine installation growth opportunities. inception the firm has delivered services for the Karratha Gas Plant. the iron ore market also remains over $5 billion of bespoke process “Since 2017, projects have been strong and continues to grow.The “As a company isnine a wholly owned plant and systems. It’s been involved completed with zero harm results: five number of mines reach the end of in many other significant Western of Murray & Roberts, Australia projects such as the Varanus their life cycle, majors are subsidiary beginning in Australia, three in PNG, and one in Island gas processing plant, Woodside to spend big and open new the United group States,” reveals Titchmarsh. amines multinational that LNG plant, Bunbury gas pipeline, and to sustain current output,” says Safety is a principle on which Clough more recently new energy solutions in focuses its on delivering willexpertise never compromise.

Whilst the Titchmarsh. the form of a crystallisation plant for company’s safety performance is battery-grade lithium. sustainable and fit-for-purpose

PIONEERING ENGINEERING AND CONSTRUCTION Iconic energy, resources and infrastructure projects – this is what Clough has been delivering for more than a century. We discover more with Carl Titchmarsh, Vice President of Strategy and Development for APAC Writer: Jack Salter | Project Manager: Ryan Gray

ZERO HARM

significantly better than average in the global contracting industry, Clough continues to progress towards a workplace that is incident and injury issue free.

APAC Outlook Clough’s Major Accident Prevention (MAP) Program, for instance, brings offshore safety case principles to the onshore construction environment.

Clough is making its vision of ‘zero harm’ a reality, delivering projects with no harmful impacts or effects on its people, communities, or the environment.

Zero harm is no longer merely an aspiration, but an unwavering

2 | APAC Outlook issue 55

Jord designs, manufactures, commissions and services process plant for a range of industries. It’s oil and gas expertise includes offshore

| 3modules, gas compression 55 topside

balance of plant, gas treatment systems, air coolers, condensers and produced water systems.

See page

40 26 CLOUGH CONSTRUCTION

For 50 years, Jord has served the global energy and resource industries.

• Proven performance with $5 billion of installed base in more than 130 countries.

• Expertise in on- and off-shore gas compression, gas treatment and topside modules.

• Modular delivery to shorten the project schedule and reduce site risks.

To learn about Jord’s energy expertise, visit jord.com.au JRD021_Outlook Oil Gas Ad 97 x 160mm FA.indd 1

By analysing activities that have the potential for major accidents and events, and implementing critical controls, MAP provides lifesaving tools to enable real-time, line of sight management of potential major hazards.

The zero-harm vision also reflects how Clough strives to deliver environmentally sustainable outcomes during all stages of its projects. It values sustainable development and believes respect for the environment and the communities in which it operates are fundamental to the success of the business.

The critical infrastructure industry has a major part to play in achieving global sustainability goals, from the design of materials to the manufacturing, construction, usage and decommissioning of assets.

At Clough, employees and contractors show their commitment to promoting sustainable development though a shared belief in

3/3/2022 9:08 am

the company’s visionary zero harm culture.

“What will success look like in a low-carbon, low-waste, purposedriven future? At Clough, we are working hand in hand with our clients to deliver this vision,” Titchmarsh informs us.

“While the industry is not generally seen as a sustainable pioneer, Clough is clearly at the forefront and has been

working with clients and partners to shape a more sustainable future.”

To support other organisations, communities or causes that provide sustainable benefits to society, Clough established its charitable trust, the Clough Foundation, in March 2014.

Overseen by a semi-independent board, the Clough Foundation aims to provide sustained benefits to local communities while reflecting the

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14 | APAC Outlook issue 53

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Clough has told its story.

AUSTRALIA CONSTRUCTION MACHINERY APAC Outlook issue 53 | 3OF MINING, HITACHI MANAGER - ERIC GREEN, GENERAL PARTNER” IS TO BE THE BEST SOLUTIONS SATISFACTION. OUR PROMISE AND ACHIEVE TOTAL CUSTOMER “OUR GOAL IS TO STRIVE FOR

Secondly, HCA is working on new provide total customer satisfaction. efficiencies within the company to of its employees, and working on the prioritising the safety and wellbeing development. The first is to continue is focusing on two main areas of Looking ahead to the future, HCA

GREEN PLANS

future generations.” leave the world a better place for initiatives contribute to ensure we Collectively, HCA’s policies and components to OEM specifications. capability to remanufacture used Hitachi’s Reman facilities have the resources and environmental burden, of saving on materials, production

a need for sustainable means of Fuelled by this recognition of future.” partners to facilitate an electrified are currently working with multiple to help limit negative impacts. We environmental concerns and is driven says Green. “Hitachi is well aware of development for our mining market,” “That reality is an area of cards for the company. an aspect of operation that is on the and trucks fuelled by batteries are environment, electric vehicles (EVs) the mining industry’s impact on the Highlighting its own recognition of alternative and renewable energy. the increasingly expanding area of product development, including

www.hitachicm.com.au MACHINERY AUSTRALIA HITACHI CONSTRUCTION

and safety above all else. dedication to reliability, innovation focused and unwavering in its the core of the company will remain friendly. While it holds these aims, Australia more environmentally in making the mining industry of operation, HCA exists as a key leader

Now, why not tell yours? Our bi-monthly magazine APAC Outlook is essential reading for business executives wanting to keep up with the latest in global news and trends affecting Hitachi is also committed to reducing

COMMITMENT ENVIRONMENTAL

consumption. business travel and national energy CO2 produced from its fleet vehicles, offsetting over 38,000 tonnes of inbiodiversification initiatives, 10 years, Hitachi has been investing of company emissions. For almost of its machines and offset the effects landfill, increase the fuel efficiency usage, minimise the burden on includes steps to decrease energy leave the world in a better place. This to-day business activities, to help the environmental impact of its day-

Asia Pacific businesses across all industries. indigenous arts and culture. and mentoring, and supporting better futures through education delivering technology in medical care, indigenous communities through is to provide lasting outcomes for Inaugural Partners, whose mission Hill Community Foundation proudly became one of The Roy its community. In 2015, Hitachi

components. With the added benefit cost saving options on quality “Our Reman facilities offer footprint. together help reduce our carbon management and recycling practices Additionally, improved waste our fleet runs with minimal emissions. fuel-efficient vehicles ensures that states proudly. “The introduction of solar power at selected sites,” Green LED lighting, rainwater harvesting and energy efficient installations including “Our branch facilities are fitted with

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Writer: Marcus Kääpä | Project Manager: Thomas Arnold

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HITACHI CONSTRUCTION MACHINERY AUSTRALIA

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NG EERI AND PION G ERIN E N I TION ENG TRUC CONS ces and , resour ic energy over a century ing icon for Deliver ure projects uct infrastr

www.apacoutlookmag.com/work-with-us s’ civil Hazell Bro Hazell ndation of ffrey are the fou g Director, Geo ily values agin “Strong famn projects” says Man constructio

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