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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Welcome to our 71st edition of APAC Outlook magazine.
The energy engineering industry has gone from strength to strength in Asia Pacific and the Middle East, where our returning cover star, CR3 Group, is now well-established.
Indeed, the past year has been one of geographic expansion for the company, who features for a third time in our magazine, whilst it has also successfully participated in countless energy engineering projects.
Delivering comprehensive solutions to the sector and operating across multiple territories, we reflect on a year of tangible growth in the two regions with CEO, Roberto Beneventi, who we last spoke to in August 2023.
“As CEO, I have upheld the company’s legacy and expertise whilst driving continual evolution and forward-looking change,” he recounts.
Yolk Property Group has an equally extensive regional presence Down Under, with developments across Western Australia, Queensland, and Victoria.
The vertically integrated company is at the vanguard of vibrant and prestigious properties and dedicated to shaping a more sustainable future.
“Proactive thinking helps address solutions and sustainability, pushing boundaries thanks to a remarkable team that understands the risks of piloting initiatives,” outlines CEO, Tao Bourton.
Nando’s, meanwhile, operates over 1,200 outlets in 30 countries around the world, with one of its most successful markets being Malaysia.
Today, the South African multinational fast casual restaurant chain is proud to have established 78 outlets in Malaysia, whose deep-rooted food culture is constantly evolving and embracing exciting new tastes and flavours.
“Asian-inspired flavours are also on the rise, which aligns beautifully with the Nando’s brand. By blending our combination of South African and Portuguese heritage with a local twist, we can cater to this trend whilst keeping our authenticity alive and well,” shares Charles Chen, CEO of Nando’s Malaysia.
Complete with corporate stories from ADZ Energy, ICON Engineering, Campbell Transport, and more, we hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
INDONESIA REJECTS NEW IPHONE INVESTMENT
THE SALE OF Apple’s new iPhone 16 has recently been banned in Indonesia as it fails to meet government requirements.
The country dictates that smartphones sold domestically must comprise at least 40 percent locally made parts - strict criteria that the iPhone 16 does not meet.
This led to technology giant, Apple, offering an investment of USD$100 million to build an accessory and component plant in Indonesia. However, this was rejected by the Minister of Industry, Agus Gumiwang Kartasasmita, who found the proposal inadequate when compared to Apple’s investment in neighbouring Vietnam and Thailand.
ELECTRALITH, THE BRAINCHILD of researchers from Monash University in Melbourne, Australia, unlocks new possibilities for lithium extraction and processing.
The company’s direct lithium extraction and refining (DLE-R) technology extracts and produces battery-grade lithium hydroxide, which is widely used in electric vehicle (EV) batteries, using no water or chemicals and minimal energy.
Initially backed by mining giant, Rio Tinto, the technology is close to receiving a second round of funding, totalling AUD$29 million, further aiding its entry into a challenging market environment.
The first DLE-R prototype will be tested at the Rincon lithium project in Argentina in 2026.
BOWEN BASIN COAL
MINES SOLD TO PEABODY ENERGY
FOUR METALLURGICAL
COAL mines in Australia’s Bowen Basin, including Moranbah North, Grosvenor, Aquila, and Capcoal, have been sold by Anglo American to Peabody Energy (Peabody), as the former exits the mining industry.
The mines are set to complement Peabody’s existing Australian assets, including the Centurion Mine, and are expected to produce approximately 10.25 million tonnes (t) of hard coking coal in 2026 alone.
The transaction will benefit Peabody’s ongoing strategy to acquire premier steelmaking coal assets, which will see the company realign its global coal portfolio towards seaborne metallurgical coal.
ENHANCING DIABETES MANAGEMENT IN SINGAPORE
INNOVATIVE DIABETES MANAGEMENT technology is underway in Singapore thanks to ongoing collaboration between healthcare providers and technology firms.
SingHealth Polyclinics (SHP) and the Ministry of Health Office for
RETAIL
LGBTQ+ WATCHES RETURNED TO SWATCH
SWATCH GROUP (SWATCH) has recently ordered the return of 172 pro-LGBTQ+ rainbow-coloured watches and accessories in Malaysia following a successful court ruling. Due to the country’s predominantly Muslim population – a religion that prohibits homosexuality – the
Healthcare Transformation (MOHT), recently introduced OPTIMUM, a diabetes telemonitoring platform. Using Bluetooth-enabled devices to track glucose and blood pressure, the platform can also provide educational content, teleconsultations, and realtime feedback.
Currently, Singapore is facing growing challenges related to diabetes due to its ageing population and rising obesity levels, which OPTIMUM hopes to combat.
Malaysian government seized the watches in May 2023 as the designs celebrated LGBTQ+ rights.
Swatch filed a lawsuit challenging the seizure and its legal grounds, further claiming it damaged the brand’s global reputation.
In response, the Kuala Lumpur High Court ruled that the watches must be returned to Swatch, although they are still unlikely to be sold in Malaysia due to the government’s ongoing prohibition order.
AVIATION
AIR NEW ZEALAND ANTICIPATES LOWER EARNINGS
AUCKLAND-BASED DOMESTIC
AIRLINE, Air New Zealand, anticipates lower earnings for the first half of the financial year in 2025 due to limited global aircraft availability caused by engine maintenance delays.
The ongoing engine issues, which are not expected to ease until 2026, have so far caused delays to six of the airline’s neo aircraft and up to four of its Boeing 787s – 16 percent of its entire fleet.
Air New Zealand also noted that domestic travel remained low, which typically accounts for 65 percent of its passengers, further contributing to depreciated earnings forecast for 2025.
FOOD & BEVERAGE
COMBATTING FOOD WASTE ACROSS ASIA PACIFIC
A RECENT REPORT published by UK-based data and analytics company, GlobalData, found that the growing food waste crisis in Asia Pacific is driving sustainability initiatives across the food and beverage industry.
In this way, governments throughout the region have launched various environmental practices to combat the issue of food waste.
For example, Australia, which is responsible for an estimated 7.6 million t of discarded food each year, aims to cut this statistic by half by 2030.
Elsewhere, China has issued an anti-food waste law to alleviate food waste in the country.
How Innovative Lubricants are Advancing Sustainability in E-mobility
In the rapidly transforming automotive sector, e-mobility stands out as a pivotal area of innovation and growth. Leyla Alieva, co-Founder and CEO of technical lubricant manufacturer, NEOL Copper Technologies, and Professor Boris Zhmud, CTO of e-mobility start-up, Tribonex AB, provide their insights
Writers: Leyla Alieva, co-Founder and CEO, NEOL Copper Technologies, and Professor Boris Zhmud, CTO, Tribonex AB
The advancement of e-mobility solutions is having an important impact on our society, with more people choosing greener transportation methods as they become increasingly environmentally conscious. Current environmental policies and rapid adoption mean the global electric vehicle (EV) fleet is set to grow twelve-fold by 2035. As such, in Asia Pacific (APAC), the EV market is projected to grow from AUD$196 billion in 2022 to AUD$839 billion by 2030.
However, keeping EVs, along with hybrid vehicles, well-maintained is a challenge. Securing a more sustainable future means delivering reliable e-mobility solutions that are affordable for customers. In India, for example, the PM E-DRIVE initiative is being rolled out to demonstrate the benefits EVs can have on public life,
including the roll-out of electric buses, ambulances, and trucks.
Overcoming concerning worries around the long-term dependability of EVs is essential to ensuring user confidence. Even though most failures in modern vehicles are electric, tribology still plays an important role. Friction and wear are always there. A faulty control module and a faulty bearing in an electric motor will bring the same level of nuisance to the vehicle’s owner. Hence, effective collaboration between mechanical engineers and lubricant developers is crucial for the widespread adoption of EV technology.
Whilst there are more environmentally-friendly vehicles being manufactured, there has also been a rise in high-efficiency lubricants that can offer more substantial protection against
component wear. This article will address the strenuous circumstances that cause wear in both EVs and hybrid vehicles, how these challenges can be resolved, and why embracing a range of technologies will be pivotal in developing sustainable e-mobility solutions.
FACING THE CHALLENGES IN E-MOBILITY LUBRICATION
To shed light on the complexities and future trends of this critical industry, it is important to establish the lubrication challenges facing vehicle and component manufacturers. For hybrid vehicles, the intermittent operation of internal combustion engines at lower temperatures poses significant issues, such as increased water accumulation in the engine oil and higher fuel dilution. These conditions result in specific tribological stress on engine components, necessitating specialised lubricant solutions. Fully electric vehicles present a different set of challenges. Their electric motors operate at high speeds, at around 12,000 to 18,000 revolutions per minute (rpm), and this demands that lubricants withstand these rigorous conditions, with high-performance motors
reaching 24,000 rpm. These speeds are only set to increase as well. For instance, motors running at 30,000 rpm are being prepared for the next generation of EVs and there already are experimental designs of interior permanent magnet synchronous motors (IPMSM) reaching 100,000 rpm. With these extremely high speeds in mind, material compatibility and the need for effective cooling solutions further complicate the development of suitable lubricants for EVs.
Addressing these challenges requires innovative solutions in both hardware and lubricant formulations. There have been several key advancements that would support both hybrid and EVs. Lower viscosity synthetic oils are a good example of a lubricant that could significantly benefit hybrid vehicles, offering improved flow in cold-start conditions.
For high-speed electric motors in EVs, methods like force lubrication and spray lubrication are being developed, as traditional splash lubrication is often inadequate. Finally, waterborne lubricants are being explored for their superior cooling properties. However, whilst these are hoped to be more comprehensive solutions, they are still in development.
THE POTENTIAL OF COPPER FILMING TECHNOLOGY
Lubricant developers are always looking for new ways to improve the sustainability and reliability of vehicle components. One avenue that is showing promise is the development of lubricants with copper filming technology. It offers unique protective properties against hydrogen-related damage, which is prevalent in tribological contacts.
The technology, particularly using metal-organic copper compounds, is compatible with EV systems, avoiding issues like copper corrosion that limit
other additives. A higher affinity of copper additives to surfaces makes it potentially more effective than traditional zinc-based detergents. Furthermore, even though copper is considered to be an oxidation promotor, copper additives are not. In fact, oxidation tests show that copper additives act synergistically with antioxidants. Hence, synthetic lubricants deploying the copper filming technology are characterised by an extended service life.
Early results from numerous realworld and laboratory-controlled projects that include testing copper filming technology in crankcase lubricants have demonstrated quantifiable performance benefits. This technology has shown to not only reduce friction but also provide wear protection, which is crucial for performance and efficiency.
EMBRACING COLLABORATIVE DEVELOPMENT
In order to overcome challenges around lubrication, the e-mobility sector could adopt a consortium model to enhance collaboration between mechanical engineers and lubricant developers.
By bringing together hardware designers and lubricant formulators early in the development process, the industry can create tailored solutions for the diverse range of EV hardware. This approach requires open communication, collaborative testing programmes, and data sharing, focusing on developing bespoke solutions rather than one-size-fitsall products. Streamlining approval processes is also critical to encourage innovation, especially from smaller companies.
By embracing new approaches and lubricant technology, as well as fostering collaboration, the automotive industry can overcome the challenges of EV lubrication. As EV adoption continues to rise, there is pressure on manufacturers to make
their vehicles reliable and, thanks to the latest developments, there is a pathway for a sustainable, efficient future.
Whilst it would be right to be cautious about predicting a fully electric fleet within the next 20 years, the EV market is only set to grow. This growth is expected to lead to more than 10 million units being sold in APAC alone in 2029.
There is hope that a more pragmatic multi-technology approach can achieve carbon neutrality in the future. As well as e-mobility, fuel cells, hydrogen engines, and renewable fuels each have a significant role to play. This diversified strategy is necessary to overcome the limitations of resources, current energy mixes, and the carbon footprint associated with battery manufacturing and recycling.
ABOUT THE EXPERTS
Leyla Alieva is the co-Founder and CEO of NEOL Copper Technologies, a UK-based company focused on developing and manufacturing innovative technical lubricants.
Professor Boris Zhmud is a distinguished expert in tribology and lubricant technology with a career that spans both academia and industry. He is currently involved in several cutting-edge projects, including collaboration with KATA Circular, a company manufacturing sustainable fuels and base oils from waste plastic, and Tribonex AB, a Swedish start-up contributing to various projects related to e-mobility.
THE BANK FOR A CHANGING WORLD
Supporting businesses in the global energy transition, we explore the ways in which BNP Paribas financially guides corporations to put sustainability first with Karine Delvallée, CEO –Australia and New Zealand
Writer: Lucy Pilgrim
Karine Delvallée, CEO –Australia and New Zealand
The finance industry plays an integral part not only in people’s everyday lives, but more broadly on a corporate and societal level.
“A key example of this is the role the finance industry has in supporting the energy transition, as well as helping businesses and governments to reach important goals in their journey towards net zero,” introduces Karine Delvallée, CEO – Australia and New Zealand (ANZ) of leading international bank, BNP Paribas.
Delvallée’s opening words aptly summarise the company’s commitment to supporting clients with world-leading and innovative energy transition projects, helping them achieve their environmental objectives.
ANZ is at the forefront of this global journey, with the governments of both Australia and New Zealand setting a clear vision, roadmap, and targets for their respective climate ambitions.
CENTURIES OF ECONOMIC TRANSFORMATION
As the first foreign banking organisation established in Australia, BNP Paribas’ history Down Under is closely tied to the storied past of the country’s economy.
“We were there when Australia developed as a young nation and found its place as a major trading partner in Europe, starting with the wool trade,” details Delvallée.
In the 19th century, French businesses developed a desire to buy Australian wool and ship it directly to France, following international exhibitions in Melbourne (1879) and Sydney (1880) that demonstrated how French clients could benefit from
financing Australian wool imports.
Responding to this demand from French retailers, who were the second-largest buyer of Australian wool at the time, BNP Paribas opened two Australian offices in Melbourne and Sydney in 1881.
“Known then as Comptoir d’Escompte de Paris (CEP), the bank’s establishment in Australia supported Australian wool imports for the French textiles industry,” Delvallée expands.
Solidified as a competitive force in wool finance and foreign exchange in Australia, CEP began serving more European clients, predominantly in France and Belgium, as well as exporting gold and financing trade on a smaller scale to other countries where it had branch representation.
In 1889, the French government took a direct interest in the bank in the form of large shareholdings, and its name was subsequently changed to
the Comptoir National d’Escompte de Paris (CNEP).
After being instrumental in the establishment of many Frenchowned companies in Victoria, Sydney became the bank’s Australian headquarters in 1936.
Following the end of the Second World War and further into the 1960s, CNEP diversified its activities to expand its import and export potential and assist French firms in establishing themselves in Australia.
Then, CNEP merged with the Banque Nationale pour le commerce et l’Industrie (BNCI) to become the Banque Nationale de Paris (BNP) in 1966.
Fast-forward to the 1980s, the deregulation of the Australian banking industry created a more competitive environment. To tackle this unprecedented landscape, BNP leveraged its extended experience in Australia to consolidate its market position.
The Sydney Children’s Hospitals Foundation is just one of the charities supported through BNP Paribas’ CSR programme
By 1980, BNP was still the only major overseas bank operating in Australia under a full banking license. However, throughout the decade, neighbouring bank, Paribas, also began operations in the country, having already established its presence when it financed the construction of the Sydney Harbour Bridge in 1901.
The two banking entities merged in 2000 to become BNP Paribas, today one of the top financial institutions in the world, present in 63 countries and territories with almost 183,000 employees.
“BNP Paribas is a major provider of financing to corporate Australia. Our focus is on the top 150 companies listed on the Australian Stock Exchange (ASX).”
A GLOBAL APPROACH TO LONG-TERM SUPPORT
BNP Paribas’ world-leading services comprise three operating divisions –Corporate and Institutional Banking (CIB) for large companies and institutional clients; Commercial, Personal Banking and Services (CPBS) for retail banking networks and specialised financial services; and
“OUR GLOBAL MODEL MEANS THAT BNP PARIBAS IS WELL POSITIONED IN ANZ TO SUPPORT OUR CLIENTS IN SOURCING OFFSHORE INVESTORS, WHILST SUPPORTING THEM WITH A WORLDWIDE NETWORK AS THEY EXPAND INTO OTHER INTERNATIONAL MARKETS”
–
KARINE DELVALLÉE, CEO – AUSTRALIA AND NEW ZEALAND, BNP PARIBAS
Investment and Protection Services (IPS) for savings, investment, and protection solutions.
Combining international expertise and local know-how in ANZ, BNP Paribas delivers solutions to clients through CIB and its Asset Management business.
The former offers tailor-made solutions in areas of corporate financing, cash management, and advisory services to global banking organisations.
“By matching the financing needs of companies with the investment opportunities sought by institutional investors, CIB’s financial solutions create value and support clients in their transition to a more sustainable model,” elaborates Delvallée.
Meanwhile, BNP Paribas’ dedicated Asset Management Business offers a full range of investment management services to both institutional and retail clients around the world.
“We are working to support our clients in reaching their climate goals and have been lucky enough to contribute to some really innovative and world-leading energy transition projects,” she says.
Indeed, the bank has committed to globally mobilise €350 billion by 2025 in sustainable loans and bonds related to environmental and social topics, whilst also managing €300 billion in sustainable and responsible investments.
In aid of its environmental commitments, BNP Paribas established the Low-Carbon Transition Group in 2021, bringing together more than 200 professionals worldwide to support and advise its CIB clients on their transition towards a sustainable and low-carbon economy.
Capitalising on the advantages of evolving technology, the bank also launched an environmental, social, and governance (ESG) investment compliance monitoring system.
BNP Paribas’ Sustainable Future Forum client event is held annually all around the world, including in Sydney
This helps clients meet their sustainable investment objectives by providing investment compliance screening capabilities, allowing local asset managers and owners to incorporate customisable and flexible ESG criteria into their portfolio monitoring.
“Our global model means that BNP Paribas is well positioned in ANZ to assist clients with sourcing offshore investors, whilst supporting them with our worldwide network as they expand into other international markets,” adds Delvallée.
SUSTAINABLE MARKET LEADERS
BNP Paribas has a long-standing history of providing debt advisory and financial services in the infrastructure sector. This continues to be a key area of focus for global clients, particularly for infrastructure funds and sponsors, who have a significant presence in Australia.
Therefore, against the backdrop of the energy transition, Australia is an attractive market for the bank and its clients as it facilitates investment opportunities on a global scale.
“Australia also offers opportunities for us as a global bank to leverage our awareness and experience with technologies that are new to the domestic market, such as offshore wind, e-fuels, and biofuels, whilst also learning about areas in which Australia leads the market,” details Delvallée.
One such area is battery storage, where Australia’s wealth of irradiance riches supports its ability to commercialise storage projects.
BNP Paribas has established a leadership position in relation to supporting that technology in Australia, providing project financing for four standalone battery energy storage systems (BESS), including the first four-hour BESS project for Akaysha Energy this year.
BNP Paribas is leveraging three strategic pillars to accelerate its commitments to sustainable finance and corporate social responsibility:
1) Align its portfolios with the bank’s carbon neutrality commitment – continuing its trajectory to have 90 percent of low-carbon energies in its financed energy mix by 2030.
2) Engage with clients to support them in their transition towards a sustainable economy –mobilising all BNP Paribas business lines and leveraging the strength of the bank’s integrated business model, particularly through the LowCarbon Transition Group and network of in-house experts.
3) Strengthening steering tools, processes, and setups – including improved governance and training.
Karine Delvallée making the most of her BNP Paribas volunteering day to support food charity OzHarvest
The company has also supported the energy transition through the financing of the Goorambat East Solar Farm, developed by Engie.
“The bank was able to showcase its ability to quickly tailor its Australian product range around transition opportunities, having provided financing, foreign exchange market (FX) and internal revenue service (IRS) hedging, trade finance products, and cash management services, alongside security trustee and agency services for the project,” expands Delvallée.
Evidently, BNP Paribas continues to see a strong interest amongst its global clients to invest in Australia’s industries, particularly in critical infrastructure.
“The organisational set-up that supports our global relationships with key clients means that we’re involved in a dialogue at the early stages and are accordingly well positioned to support local banking requirements as they evolve.”
Indeed, the bank’s teams that support Australian corporates are
relentlessly focused on ensuring that they bridge clients’ capital solutions needs with offshore investors, whilst simultaneously supporting them with a global network as they expand internationally.
CORPORATE PHILANTHROPY
BNP Paribas pays particular attention to its own ESG activities to ensure its operations have a positive impact on the planet, making a strong contribution to addressing the globe’s social and environmental challenges.
“Our purpose has been developed in this context and is a reminder of the bank’s mission and ethics – we are at the service of our clients and the world we live in,” Delvallée states.
This sentiment perfectly captures BNP Paribas’ mission to contribute to a responsible and sustainable economy by financing and advising customers to the highest ethical standards.
As part of its dedication to environmental and social goals, the bank created the BNP Paribas Foundation in 1984, making it a major player in corporate philanthropy.
IMPROVING THE EMPLOYEE EXPERIENCE
BNP Paribas is unwaveringly focused on continuously improving the employee experience to ensure it reflects individual aspirations. Indeed, the bank fosters an agile working environment, demonstrated by its major office refurbishments in Melbourne and Sydney in 2023 and 2024, respectively.
In addition, BNP Paribas focuses on recruiting and retaining talent, offering personal growth opportunities such as role mobility and supporting staff to work in different organisational roles, whether locally, nationwide, or across the world.
Across ANZ, specifically, the bank offers a number of opportunities to celebrate the achievements and contributions of staff.
“This includes a targeted talent programme to provide accelerated growth opportunities, a quarterly CEO lunch where I catch up with the recent top achievers, and an annual rewards and recognition programme where we openly promote the ways our people have demonstrated the values of our organisation,” informs Delvallée.
Akaysha Energy’s Orana BESS
Over the past 40 years, the foundation has supported more than 4,200 projects, benefitting two million people across the globe. This has included social and educational initiatives, scientific research programmes, and other international cultural projects.
The BNP Paribas Foundation’s philanthropic activities centre around three fields of action – solidarity, environment, and culture. In 2023, the bank contributed €40 million, €8.2 million, and €7.59 million for each initiative respectively.
In Australia, the bank has supported the Australian Chamber Orchestra (ACO) since 2006.
“The orchestra is renowned around the world for its dynamic performances that embrace celebrated classics. This relationship allows us to carry out our commitment to youth, enabling them to realise their potential and fulfil their dreams,” Delvallée shares.
In aid of the orchestra’s meaningful efforts, BNP Paribas is proud to be the presenting partner for the ACO Academy and support the ACO BNP Paribas Pathway Scholarship, which offers tailored support to young musicians, including First Nations youth, in the form of private lessons and mentoring from ACO musicians.
Another key area of cultural support is BNP Paribas’ long-term sponsorship of the Alliance Française French Film Festival – the largest French film festival in the world outside of France.
This important cultural event showcases a range of approximately 50 films each year, including those financed by BNP Paribas, emphasising the company’s support of the international arts scene.
“We also support a number of other charities and causes in ANZ, offering financial support for children with cancer and their families, educational opportunities for underprivileged youth, programmes for First Nations children in regional areas, alongside
many other forms of outreach and support,” outlines Delvallée.
2025 STRATEGIC PLAN
To continue to develop profitable growth and leverage the bank’s leading position in Europe, BNP Paribas developed a 2025 strategic plan based around three areas of ambition, namely growth, technology, and sustainability.
“The overall aim of the strategy is to foster organic growth, gain market share, develop new opportunities, and generate economies of scale,” highlights Delvallée.
The strategy is built on three key pillars – putting technology and industrialisation at the heart of the model, deploying sustainable finance and ESG at scale, and developing the engagement and potential of BNP Paribas’ employees worldwide.
Indeed, the bank is working to improve the client experience through innovative services and personalised financial solutions to accelerate actions, fight against climate change, and protect biodiversity.
“We are also working to improve the accessibility of financial services and equality in order to foster a more inclusive society.”
BNP Paribas’ employees are at the forefront of bringing the 2025 strategic plan to life as an essential lever in its success.
“We rely on the talent of our people, technological innovation, and the financial strength of BNP Paribas to accelerate our transformation and reinforce our leadership to serve clients.
“Achieving the ambitions set out in our 2025 strategy will help us respond to the expectations of society and ensure we continue to have a positive impact on the world,” concludes Delvallée.
BNP Paribas has supported the internationally acclaimed ACO since 2006
COSMETIC Calibre
DDr Vivek Eranki, Founder and CEO of Cosmetique, fills us in on the Australian cosmetic clinic’s milestone accreditation, which sets a benchmark for the country’s cosmetic services industry
Writer: Imogen Waters
r Vivek Eranki has achieved a significant breakthrough in Australia’s healthcare industry as the Founder and CEO of Cosmetique.
Established in 2017, Cosmetique is the country’s first cosmetic clinic to receive accreditation against the National Safety and Quality Primary Community Healthcare (NSQPCH) Standards.
“This accreditation serves as an exemplar for others to strive for excellence,” introduces Eranki, who brings extensive expertise in governance and compliance.
Indeed, Eranki is a seasoned entrepreneur with experience in founding and scaling ventures in general practice, allied health, and day hospitals.
As an Associate of the Governance Institute of Australia and a Graduate of the Australian Institute of Company Directors, he ensures that Cosmetique remains an industry leader in safety and regulatory standards.
NSQPCH accreditation marks the start of a new era of innovation, leadership, and commitment to excellence at Cosmetique, as it strives to enable access to exceptional aesthetic treatments at affordable prices.
“WE UPHOLD SUPERIOR STANDARDS OF QUALITY AND PERFORMANCE, ENSURING THAT EACH PATIENT RECEIVES INDUSTRYLEADING CARE”
–
DR VIVEK ERANKI, FOUNDER AND CEO, COSMETIQUE
“Our aim is to have clinics conveniently located across the country that are within minutes reach for over 90 percent of Australians,” he delivers.
Eranki holds qualifications in finance, business, governance, and medicine, accompanied by an
extensive track record in health, wellness, and the personal services industry.
Armed with his wealth of experience, Eranki has successfully founded and scaled Cosmetique, turning it into one of Australia’s leading cosmetic clinics.
ACHIEVING AN ACCREDITATION
Cosmetique is recognised across Australia for its recent developments, in particular, meeting the NSQPCH Standards, which reflect its continual drive to ensure patients receive the very best in quality, care, and safety.
“Our recent accreditation means we have undergone a rigorous external assessment process to demonstrate our compliance with these national standards,” Eranki reinforces.
The exceptional care and results required to align with the NSQPCH Standards proactively mitigate potential associated risks, ensuring that Cosmetique’s patient services
are unparalleled.
“We uphold superior standards of quality and performance, ensuring that each patient receives industryleading care,” he promises.
Serving as a public acknowledgement, the accreditation sets the bar high for the entire cosmetic landscape in Australia, as the standards are designed to promote high quality and are only achieved by meeting patient safety, clinical effectiveness, and overall service quality standards.
COMMITMENT TO EXCELLENCE
At Cosmetique, training and safety
COSMETIQUE LOCATIONS
Cosmetique’s network was established in Perth, Western Australia, in 2017. Over the last seven years, it has become established in multiple locations across five Australian states, with a target of reaching 50 clinics.
Its current locations are:
• NEW SOUTH WALES – Bondi Junction and Penrith
• QUEENSLAND – Bowen Hills, Maroochydore, and Robina
• SOUTH AUSTRALIA – Glenelg and North Adelaide
• VICTORIA – Clyde North, Frankston, Geelong, Prahran, and Richmond
• WESTERN AUSTRALIA – Cockburn, Joondalup, Mandurah, Midland, and Subiaco
are at the forefront of the company’s priorities. It exclusively employs Australian Health Practitioner Regulation Agency (AHPRA) registered nurses as cosmetic injectors to sustain top calibre.
In addition, every nurse, regardless of previous experience, undergoes rigorous training to ensure they meet the company’s refined standards.
All of Cosmetique’s cosmetic nurses complete intensive practice and
“THIS ACCREDITATION SERVES AS AN EXEMPLAR FOR OTHERS TO STRIVE FOR EXCELLENCE”
– DR VIVEK ERANKI, FOUNDER AND CEO, COSMETIQUE
certification from an internationally recognised training provider.
“Following completion of training, all staff undergo ongoing education in the latest injecting techniques,” Eranki emphasises.
Due to Cosmetique’s commitment to excellence and its maintained training strategy, it has been recognised by multiple customer service awards highlighting the brand’s ongoing success.
“We are proud to be the only cosmetic clinic in the country that has been a finalist in the Customer Service Institute of Australia’s Excellence
PERFECT PROTOCOL
Additionally, Cosmetique’s training allows its nurses to apply the latest techniques and utilise top-quality cosmetic injectables to achieve the desired look for every patient.
A consultation is required for any injection or treatment, solidifying the company’s exceptional care surrounding industry agreements and NSQPCH accreditation.
“This framework provides peace of mind for patients, knowing that we adhere to the highest safety protocols
Awards,” Eranki prides.
Facial treatment
Source: Cosmetique
in the industry. These standards ensure that we not only meet but exceed patient expectations,” Eranki comments.
The environment of Cosmetique’s clinics across all locations is safe and sanitised. Over 30 professional, experienced injectors can administer patients’ preferred procedures at any of its unrivalled clinics across Australia, serving a client base of approximately 100,000 patients.
“Our expertise lies in cosmetic
COSMETICS IN AUSTRALIA – AT A GLANCE
The cosmetic industry is experiencing robust growth worldwide, driven by increasing consumer interest in non-invasive aesthetic treatments and the growing accessibility of these services.
The global cosmetic injectables market is expanding, fuelled by high demand for treatments like dermal fillers and wrinkle relaxers, as consumers seek minimally invasive options for maintaining a youthful appearance.
Likewise, the market for laser treatments, particularly laser hair removal, continues to grow steadily as advancements in technology make these procedures more efficient and accessible.
These trends are further supported by the influence of social media, which has popularised beauty enhancement treatments across diverse age groups, establishing a broader and younger consumer base.
In Australia, the cosmetic sector is poised for significant expansion, with an annual growth rate surpassing 10 percent across both injectables and laser hair removal services.
Clinics are strategically targeting hightraffic suburban locations to cater to young, trend-conscious consumers who prioritise convenience and accessibility.
Companies like Cosmetique are leveraging digital booking systems and a streamlined service model to drive volume and scalability, ensuring consistent, high-quality service delivery. As regulatory standards continue to evolve, established, compliant brands stand to gain a competitive edge by reassuring clients of safety and adherence to industry best practices, further reinforcing customer trust and loyalty.
injectables and laser hair removal, in which we regularly audit the outcomes of treatments to ensure patients’ aesthetic goals are being met,” he concludes.
Cosmetique is currently preparing to take the company public with an Initial Public Offering (IPO) on the Australian Securities Exchanges (ASX), a transition that allows companies to expand further and raise their capital within the nation’s booming beauty services industry.
COSMETIQUE
Tel: 1300 320 272
reception@cosmetique.au www.cosmetique.au
GOING THE EXTRA MILE
Australia’s Black Friday sales have transformed from a once-niche shopping event into a national retail phenomenon, evolving over the past decade into a critical component of the retail calendar. Amar Rizvi, Chief Strategy Officer at iMile Delivery, provides advice heading into this frenetic time of year
Writer: Jack Salter
Now falling on the last Friday of November, the weekend extending into Cyber Monday consistently draws large crowds and substantial online traffic.
In 2023, Black Friday and Cyber Monday saw a combined shopping spree, offering enticing discounts on electronics, fashion, and home goods across both digital and physical storefronts.
For Australian retailers, however, the season’s success is inseparable from its logistical challenges, where heightened sales volumes and delivery demands place intense strain on supply chains.
During the 2022 Black Friday weekend alone, Australian consumers spent more than AUD$7 billion, according to data from the National Australia Bank (NAB).
Retailers like Myer, Australia’s flagship department store, saw record-breaking sales, moving everything from skincare products to dinnerware at discounts ranging from 10 to 50 percent.
This trend, which saw foot traffic flood malls like Melbourne’s Chadstone Shopping Centre, has continued into 2023, with the Australian Retailers Association (ARA) forecasting AUD$6.36 billion in sales.
Yet behind the booming numbers lies an intense operational effort to deliver goods to customers amidst an unprecedented spike in demand.
PEAK SALES PERIODS
In this fast-paced environment, last-mile delivery companies have become essential players, transforming behind-the-scenes logistics into crucial customer experiences.
iMile Delivery (iMile), a global leader in last-mile logistics, has pioneered a raft of tech-driven solutions to help manage the heightened pressures of Black Friday and Cyber Monday.
“We leverage data analytics and cutting-edge technology to cope with increased demand for fulfilment during peak e-commerce sales periods, such as Black
“WE LEVERAGE DATA ANALYTICS AND CUTTING-EDGE TECHNOLOGY TO COPE WITH INCREASED DEMAND FOR FULFILMENT DURING PEAK E-COMMERCE SALES PERIODS, SUCH AS BLACK FRIDAY, CYBER MONDAY, AND DURING DECEMBER IN THE LEAD-UP TO CHRISTMAS”
Friday, Cyber Monday, and during December in the lead-up to Christmas,” explains Chief Strategy Officer, Amar Rizvi.
“This helps us optimise delivery routes and streamline logistics, ensuring faster and more efficient service for our clients. Our commitment to seamless last-mile solutions becomes even more crucial during these high-demand periods, where the stakes for timely delivery are at their highest.”
By investing in real-time data analytics and automation, iMile keeps its logistics agile, prioritising speed and accuracy even amidst surging order volumes.
“This approach is central to our strategy in Australia, ensuring a dependable service that retailers can count on
during these peak periods,” notes Rizvi.
Yet as the demand for rapid fulfilment grows, the stakes continue to rise. According to the ARA, Black Friday has reshaped Australia’s pre-Christmas shopping season, creating a compact, high-stakes period for retailers to capitalise on demand and meet customer expectations.
For many consumers, this event has eclipsed earlier holiday shopping, with some delaying purchases to take advantage of Black Friday deals.
Retailers and delivery services must balance these changes with ongoing inflationary pressures and fluctuating consumer sentiment, which compound the logistical pressures.
“AS WE CONTINUE TO INVEST IN OUR AUSTRALIAN LOGISTICS INFRASTRUCTURE, IMILE WILL PRIORITISE SEAMLESS DELIVERIES FOR OUR AUSTRALIAN CUSTOMERS, ENSURING WE MEET EXPECTATIONS DURING THESE CRITICAL SALES PERIODS AND BEYOND”
Social media has also amplified Black Friday’s impact, as Australian retailers increasingly rely on Instagram, Facebook, and TikTok to drive engagement through countdowns, limited-time offers, and influencer partnerships.
This digital presence not only reaches a broad audience but also drives a sense of urgency, with user-generated content further expanding reach and feeding a ‘fear of missing out’ (FOMO) culture that heightens purchasing
behaviour over the Black Friday weekend.
iMile’s investment in Australia’s logistics infrastructure exemplifies the crucial role of technology in meeting consumer expectations in the e-commerce age.
“Our approach is far more than a response to peak demand,” Rizvi emphasises.
“As we continue to invest in our Australian logistics infrastructure, iMile will prioritise seamless deliveries for our Australian customers, ensuring we meet expectations during these critical sales periods and beyond,” he concludes.
For retail managers and supply chain strategists, the takeaway is clear – Black Friday’s rapid rise in Australia demands an equally fast-paced and resilient response. By leveraging advanced technologies, data-driven insights, and a keen understanding of consumer behaviour, innovative delivery companies can ensure that Australia’s Black Friday shopping experience runs smoothly, guaranteeing standards for e-commerce fulfilment are maintained despite record sales volumes.
AUSTRALIAN COLD CHAIN SPOTLIGHT
Essential for preserving integrity from point of origin to consumption, the cold chain plays a crucial role in maintaining the quality, safety, and freshness of perishable products throughout Australia
Writer: Jack Salter | Project Manager: Deane Anderton
The Australian cold chain is integral to ensuring that perishable goods are delivered in optimal condition to consumers, fulfilling demands for quality and safety while supporting economic and public health objectives.
A complex system that requires ongoing innovation, strict regulatory compliance, and effective management to
adapt to the challenges of a global market, the cold chain provides controlled temperature environments necessary for preserving these products.
By maintaining specific temperatures, the cold chain ensures that food items such as meat, dairy, fruits, and vegetables remain fresh, retaining their nutritional value and safety until they reach the consumer.
Effective cold chain management also significantly reduces the likelihood of spoilage by inhibiting the growth of pathogenic microbes and slowing the enzymatic breakdown of food products.
This not only helps in reducing food waste, but also ensures economic efficiency by minimising the loss of valuable goods.
By extending the life of perishable products, the cold chain enables producers to reach markets that may have previously been inaccessible due to distance or transit times, opening up new opportunities for growth and expansion for Australian businesses both domestically and internationally.
Products that are well-preserved and maintained through effective cold chain management also often command a higher market value, meaning consumers and businesses are willing to pay a premium for goods that guarantee freshness and safety.
Consistent and reliable cold chain management likewise leads to higher consumer satisfaction, as it ensures products maintain their desired state and quality from the
point of production to the point of sale.
To prevent foodborne illnesses, meanwhile, it is crucial that proper cold chain practices are maintained as many perishable foods can harbour bacteria and other pathogens if they are not stored and transported at correct temperatures.
The Australian cold chain helps to mitigate such risks, contributing to public health and safety in the country.
It equally ensures compliance with strict regulatory standards regarding the transportation and storage of perishable items, particularly food and pharmaceuticals, which are designed to protect consumers and ensure businesses operate within legal requirements.
To futureproof its critical role, the cold chain in Australia is continually evolving with technological advancements such as real-time temperature monitoring, Internet of Things (IoT)-based logistics, and improved refrigeration equipment.
These technologies further enhance the efficiency and reliability of the cold chain, reducing energy consumption and improving environmental sustainability.
REFRIGERATED WAREHOUSE AND TRANSPORT ASSOCIATION OF AUSTRALIA INTERVIEW:
Marianne Kintzel, Executive Officer, outlines the vital role of the Refrigerated Warehouse and Transport Association of Australia (RWTA) amid the latest industry developments, such as setpoint temperature changes and booming demand for cold storage facilities
Our purpose is to strengthen and invigorate the Australian cold chain by providing insightful and ethical leadership for our members.
AO: What is your current take on the Australian cold chain? Is it particularly exciting or challenging to work in?
MK: It is a dynamic and exciting industry to be involved in, but not without its challenges. Where there are people, there needs to be effective cold chain processes in place.
APAC Outlook (AO): Firstly, please could you introduce us to RWTA and explain your purpose?
Marianne Kintzel, Executive Officer (MK): RWTA represents the industry sectors involved in the Australian cold chain and looks to meet the increasing demands of Australia through the provision of temperature-controlled warehousing, refrigerated transport, and related essential services.
The cost of energy is forever increasing, sustainability processes need to be implemented, and a skilled labour force requires attention. For instance, Australia is tens of thousands short of skilled truck drivers, and with an average age of 58, it is set to get worse rather than better.
Throughout the COVID-19 pandemic years, the cold chain continued to ensure there was fresh and available food for all. During this time, there was considerable consolidation in the industry to create additional disruption to our sector.
Insurance costs are skyrocketing, so we are investigating
a Discretionary Mutual Fund (DMF) on behalf of the cold chain in Australia and New Zealand (ANZ). RWTA is working to explore if a DMF can reduce property insurance premiums for the cold chain in ANZ.
If adopted, will help to mitigate the problem of increasing premiums for Industrial Special Risk (ISR) policies, which provide cover for physical loss or damage to property and the financial losses incurred.
The cold chain in Australia has its own unique issues but continues to grow and develop, with automation and safety processes a constant focus.
AO: In what ways does RWTA represent both the warehousing and transport sectors involved in the Australian cold chain?
MK: RWTA plays a vital role in representing both the warehousing and transport sectors that are integral to the Australian cold chain.
• Advocacy and policy influence – RWTA acts as a powerful advocate for the interests of the cold storage and transport industries at various levels of government and industry. It engages in lobbying efforts to influence policy decisions that impact the cold chain sector, aiming to shape regulations that support the industry’s growth and operational efficiency.
• Standards and best practices – We promote high standards and best practices within the cold chain industry. It helps develop and disseminate guidelines and protocols that ensure safety, efficiency, and compliance across both the warehousing and transport segments. These standards are crucial for maintaining product integrity and consumer safety.
• Education and training – RWTA provides educational programmes and training resources to enhance the
professional skills of those working within the cold storage and transport sectors. This includes workshops, seminars, and courses on the latest technologies, regulatory requirements, and operational best practices in cold chain management.
• Industry networking and events – The association holds an annual conference, multiple networking events, and a golf day in most states annually that bring together professionals from both the warehousing and transport sectors and provide opportunities to network and do business. These events facilitate knowledge sharing, networking, and collaboration among members, offering opportunities for business development and industry advancement. We’re very excited to be offering access to over 15 functions in 2025, including our annual RWTA Conference, which next year is being held at The Langham, Gold Coast.
• Information dissemination – RWTA plays a key role in gathering and distributing information relevant to the cold chain industry, including market trends, technologies, regulatory changes, and research findings. This information is crucial for businesses to stay competitive and compliant.
• Representation and membership services – RWTA represents a wide range of members, from small operators to large corporations within the cold storage and transport sectors. It offers various membership benefits, including access to industry insights, advocacy on behalf of members, and discounts for services and products.
• Crisis management and support – We provide support and guidance to members during crises that affect the cold chain, such as natural disasters, economic downturns, or regulatory changes. The association
RWTA Conference 2024
RWTA Conference 2024
helps coordinate response efforts and communicates with governmental bodies to mitigate impacts on the industry.
• Public relations and awareness – By promoting the critical role of the cold chain in food safety and public health, RWTA helps to raise awareness amongst the public and stakeholders about the importance of refrigerated warehousing and transport. This enhances the sector’s profile and underscores its importance in the global supply chain.
• Innovation and technology adoption – RWTA encourages innovation and the adoption of new technologies to improve the efficiency and sustainability of the cold chain. It supports initiatives and partnerships that explore innovative solutions, such as automated systems, advanced refrigeration technologies, and energy-efficient practices.
Through these activities, RWTA ensures that the warehousing and transport sectors of the Australian cold chain are well supported, professionally managed, and adequately represented, enabling them to effectively meet the demands of a dynamic global market whilst maintaining the highest standards of quality and safety.
AO: Can you tell us more about the change in cold chain set-point temperature from -18°C to -15°C and how this is impacting energy efficiency?
MK: The move to -15°C is a global campaign to change the standard temperature for frozen food from -18°C to -15°C. The campaign aims to reduce greenhouse gas emissions, lower supply chain costs, and secure global food resources. The campaign was launched in 2023 and found that the change in temperature would:
• Save 17.7 million metric tonnes of carbon dioxide (CO2) per year.
• Create energy savings of around 25 terawatt hours (TWh).
• Cut costs in the supply chain by at least five percent and in some areas by up to 12 percent.
AO: What about the development of cold storage facilities and infrastructure across Australia?
MK: There is a booming demand and record rents for Australia’s cold storage facilities. Australia’s cold storage capacity per person is lagging behind the Netherlands, Canada, the UK, and the US, with at least 400,000 square metres (sqm) of new temperature-controlled space required by 2028.
“RWTA PLAYS A VITAL ROLE IN REPRESENTING BOTH THE WAREHOUSING AND TRANSPORT SECTORS THAT ARE INTEGRAL TO THE AUSTRALIAN COLD CHAIN”
–
MARIANNE KINTZEL, EXECUTIVE OFFICER, REFRIGERATED WAREHOUSE AND TRANSPORT ASSOCIATION OF AUSTRALIA
Australia currently has 0.4 cubic metres (cbm) of refrigerated warehouse capacity per urban resident, behind the US at 0.6 cbm and the Netherlands at 0.9 cbm.
To reach US levels would require approximately an additional 400,000 sqm of new warehouse space to be developed in Australia, stretching up to 1.3 million sqm to be in line with the Netherlands.
AO: What was the theme, focus, and aim of the 82nd RWTA Conference that took place in August?
MK: The theme of this year’s RWTA Conference was ‘On Thin Ice, Navigating Australia’s Cold Chain Viability’.
As we confront challenges such as geopolitical unrest, food insecurity and food wastage, environmental changes, regulatory updates, and technological innovations, this theme emphasised the importance of maintaining a robust, strong, and sustainable cold chain operations in our country.
Our aim is to foster dialogue amongst industry leaders, policymakers, and stakeholders to share insights and best
practices. The conference will focus on strategies to ensure we bolster overall supply chain sustainability.
We invited attendees to join us in identifying and addressing the key challenges facing our industry, with a focus on collaborative solutions and innovative approaches.
Together, we can strengthen Australia’s cold chain and ensure its long-term viability.
AO: How successful was the conference in strengthening the Australian cold chain and ensuring its long-term viability?
MK: There were multiple speakers, panels, and tech talks to debate what solutions we can integrate into companies to make the year ahead a success.
These include diversity and inclusion, energy consumption, sustainability, usage of land and space to extend the industry, changing the standard temperature for frozen food to -15°C to save on costs without risking quality and confidence in food quality, maximising labour where there are shortages, and much more!
“WE AIM TO STRENGTHEN THE AUSTRALIAN COLD CHAIN INDUSTRY, ENSURING IT REMAINS ROBUST, COMPLIANT, AND COMPETITIVE IN A RAPIDLY EVOLVING GLOBAL MARKET”
– MARIANNE KINTZEL, EXECUTIVE OFFICER, REFRIGERATED WAREHOUSE AND
ASSOCIATION OF AUSTRALIA
AO: Finally, what are RWTA’s key priorities in order to continue representing the warehousing and transport sectors involved in the Australian cold chain?
MK: RWTA focuses on several key priorities to effectively represent and support the warehousing and transport sectors within the Australian cold chain. These are designed to address the challenges and opportunities in the industry, ensuring sustainability, compliance, and growth. RWTA’s key priorities involve:
• ADVOCACY AND LEGISLATIVE INFLUENCE
Regulatory advocacy – RWTA actively engages with government bodies to influence policies and regulations that affect the cold chain industry. This includes lobbying for favourable legislative changes and ensuring that the industry’s needs are considered in policymaking.
~ Compliance support – Providing members with guidance and resources to navigate complex
TRANSPORT
regulatory landscapes, helping ensure that they remain compliant with current laws and regulations.
• INDUSTRY STANDARDS AND BEST PRACTICES
~ Promoting best practices – RWTA is dedicated to promoting and developing industry standards that ensure safety, efficiency, and sustainability in cold chain operations.
Quality assurance – Encouraging adherence to highquality standards helps maintain product integrity and consumer safety, which are critical for the reputation and reliability of the cold chain industry.
• EDUCATION AND TRAINING
Professional development – Providing ongoing education and training opportunities for industry professionals to help them stay updated with the latest technologies, practices, and regulatory changes.
~ Workforce development – Initiatives to attract, develop, and retain skilled professionals in the cold chain industry, addressing potential skill shortages, and enhancing the workforce capability.
• TECHNOLOGICAL INNOVATION
~ Adoption of new technologies – Supporting the adoption of innovative technologies that improve the efficiency and sustainability of cold chain operations, such as IoT, artificial intelligence (AI), and automation.
R&D – Encouraging research into new methods and technologies that can solve existing challenges in the cold chain sector.
• SUSTAINABILITY AND ENVIRONMENTAL RESPONSIBILITY
Sustainable practices – Promoting environmental sustainability in warehousing and transport operations, including energy efficiency, waste reduction, and the use of eco-friendly materials and processes.
~ Advocacy for green policies – Engaging with policymakers to support the development of green logistics policies that align with global sustainability goals.
• MEMBER SERVICES AND SUPPORT
Network and community building – Facilitating networking opportunities for members to share knowledge, collaborate on common challenges, and foster business relationships.
~ Member benefits – Offering a range of services tailored to the needs of the cold chain industry, such as legal advice, insurance options, and financial services.
• CRISIS MANAGEMENT AND INDUSTRY SUPPORT
~ Emergency response – Developing and coordinating response strategies for industry-wide crises, such as pandemics or natural disasters.
Advocacy for industry support – Working to secure government and financial support for the industry during challenging times.
• PUBLIC AWARENESS AND INDUSTRY IMAGE
~ Promoting industry value – Enhancing public and stakeholder awareness of the vital role that the cold chain plays in the food supply and health sectors.
Positive industry representation – Actively working to improve the public image of the warehousing and transport sectors through outreach and education.
By focusing on these priorities, we aim to strengthen the Australian cold chain industry, ensuring it remains robust, compliant, and competitive in a rapidly evolving global market.
Building for the Future: How Today’s Warehouse Solutions Deliver Enduring Value for Tomorrow’s
Somerville Road, Tottenham - cornerstone of Melbourne’s industrial landscape
ABOUT ALIRO GROUP
Aliro Group, established in 2017, is a leading property development, investment, and funds management firm, delivering enduring value across a diverse range of real estate projects. In just a few years, the Group has grown its assets under management to over A$3.31 billion (A$4.41 billion on completion of developments), a clear testament to its capacity to identify and deliver quality, strategic developments. The Group’s impressive track record spans core, core-plus, value-add, and opportunistic strategies, demonstrating their ability to meet the complex needs of large-scale tenants, particularly in the industrial sector.
As businesses strive to adapt to an increasingly complex supply chain environment, the need for intelligent, sustainable, and flexible warehouse spaces has become a pressing issue. While demand for industrial real estate in Melbourne has traditionally been driven by location and capacity, the evolution of business needs calls for a more nuanced approach. Warehousing today is about more than just size and location—it’s about creating spaces that are future-ready, adaptable to technological advancements, and aligned with Occupiers’ sustainability goals.
Jason Blake, Development Director of Victoria at Aliro Group, notes that the key to creating spaces for tomorrow’s supply chains is the ability to anticipate future demands. “What we’re seeing now is a shift towards more flexible, high-tech warehouses that can evolve as businesses grow. It’s not just about providing space; it’s about enabling businesses to adapt quickly to change, whether it’s new technology, changing customer expectations, or evolving as market demand shifts.”
Aliro’s Somerville Road development in Melbourne’s Inner-West Tottenham area stands as an example of how these new demands are shaping the future of logistics, blending strategic location, cutting-edge design, and forwardthinking features.
A NEW VISION FOR WAREHOUSE DESIGN
The industrial real estate sector faces challenges in meeting modern logistics needs while maintaining efficiency, affordability, resilience and environmental concerns. . Traditional warehouse designs, built to meet the needs of a more conventional supply chain model, often struggle to keep pace with the speed of technological and environmental, social and governance changes. Today’s warehouses need to incorporate flexibility, sustainability, and connectivity. These factors must be considered from the ground up.
“Somerville Road is an embodiment of this shift, featuring a range of innovative and sustainable design principles that not only improve operational efficiency but also position the development as a key player in the future of industrial spaces. From advanced logistics facilities to green technologies, Somerville Road is pushing the envelope in modern warehousing,” added Blake.
REDEFINING OPERATIONAL EFFICIENCY
One of the key priorities at Somerville Road was integrating sustainable solutions that meet the operational needs today and anticipate future demands. With features like solar PV systems, electric vehicle (EV) charging stations, and rainwater harvesting systems, the development not only supports current operational requirements but also positions tenants to be at the forefront of eco-conscious logistics practices.
Blake explains, “Sustainability isn’t just a buzzword—it’s an essential aspect of how we need to think about the long-term viability of any development. At Somerville Road, we’ve prioritised green technologies and energy-
ESG is a cornerstone of Aliro’s vision Aliro’s ESG Strategy is to build resilient assets, create places where people can connect and thrive, and operate the business in a responsible and ethical manner. Aliro Group’s core plus industrial vehicle, AGIV (Aliro Group Industrial Vehicle) recently received a Sector Leadership prize and been ranked #1 in its peer group by the Global Real Estate Sustainability Benchmark (GRESB) for 2024. This achievement solidifies AGIV’s position as a leader in sustainable industrial real estate and reflects Aliro’s commitment to embedding ESG excellence in everything they do.
efficient solutions that help reduce environmental impact while improving the bottom line for businesses.”
This integration of eco-friendly features is not just about meeting the growing demand for environmentally responsible real estate but also about making these properties attractive to businesses that see sustainability as a key part of their long-term strategy.
STRATEGIC LOCATION MEETS FUTURE-READY LOGISTICS
Somerville Road’s location, strategically positioned within 10 kilometres from Melbourne’s Central Business District and a major transportation hub, the Port of Melbourne, highlights the growing importance of accessibility in industrial real estate development. The site also provides direct access to major thoroughfares such as the Princes Highway, West Gate Freeway, and Western Ring Road. This prime location makes it an ideal hub for logistics and distribution. In today’s fast-paced supply chains, proximity to key transportation links, infrastructure, and urban centres is crucial for ensuring smooth and efficient operations.
Beyond location, the design of Somerville Road caters to the evolving needs of logistics companies
Somerville Construction Video
Tomorrow’s Supply Chains
by incorporating scalable spaces that can adjust to a range of business activities - from last-mile delivery hubs to large-scale distribution centres. THE ROLE OF SUSTAINABILITY IN FUTURE WAREHOUSING
Aliro’s commitment to sustainability is evident in its leadership in ESG practices. The Somerville Road facility exemplifies the company’s dedication to reducing emissions, implementing solar energy systems, and integrating rainwater harvesting. These technologies are becoming essential to future-proof industrial real estate, which is increasingly expected to meet strict sustainability standards.
The importance of sustainable real estate development is growing as businesses face increasing pressure from consumers, regulators, and investors to meet environmental goals.
According to a recent industry report, industrial real estate that incorporates green building certifications and sustainability measures has seen higher occupancy rates and greater tenant retention. As companies seek to meet their own environmental targets, spaces like Somerville Road, with its eco-friendly design and operational capabilities, will become even more valuable.
SHAPING THE FUTURE OF INDUSTRIAL WAREHOUSING: A NEW ERA OF LOGISTICS
As the logistics sector evolves, businesses need spaces that meet both current and future demands. Sustainability, adaptability, and innovation are no longer optional, as illustrated by the Somerville Road development in Melbourne. By integrating green technologies, scalable designs, and future-proof features, this project sets the standard for the future of industrial warehousing.
Daniel Wise, Managing Director & Chief Executive Officer of Aliro Group added, “As we move into 2025, our commitment to Environmental, Social, and Governance (ESG) principles will continue to drive everything we do at Aliro Group. We understand that to create lasting value for our clients and partners, we must go beyond simply meeting market demand. It’s about building sustainable,
Somerville Road Development: Key Facts
Location: 10km from Melbourne’s CBD and 9km to the of Melbourne
of Warehouse 2: 51,230 sqm of Warehouse 3: 22,141 sqm
Clearance: 14.6m ridge height in Warehouse 2
Floor Load: 8-tonne post load floors
Solar Power: 500kW solar system in Warehouse 3
Storage Temperature Range: -25°C to 4°C (Warehouse 3)
Pallet Capacity (Warehouse 3): Up to 30,000 pallets
Truck Access: B-Double access with heavy-duty hardstand
Canopies: 34.5m wide super canopies on Warehouse 2
Aliro Group’s Track Record of high-profile developments
Aliro Group has made significant strides in Australia’s real estate sector. Its progress and development expertise can be seen via the completion of a series of high-profile projects.
MOCO Food Services Facility
As the trusted development partner of ISPT, Aliro recently completed a state-of-the-art facility for MOCO Food Services at the Barracks in Metroplex Estate, Wacol, Queensland. This 18,000 sqm facility, pre-leased for 15 years, features 19 loading docks, a 5,000 sqm freezer, a 2,300 sqm chiller, 4,000 sqm of ambient space, and specialised refrigerated meat processing areas, showcasing Aliro’s ability to deliver tailored solutions for clients.
Elevations at Greystanes
In New South Wales, Aliro celebrated the official opening of Elevations at Greystanes on September 20, 2024. This project has provided over 80,000 sqm of premium industrial space across multiple warehouses since 2021, featuring state-of-the-art facilities, an onsite café, a professional-grade basketball court, and a BBQ area. The development of Warehouse 7, the final warehouse in the estate, is currently underway and is set for completion in March 2025.
Ellison
Estate
Aliro’s commitment to excellence was further seen with the practical completion of Stage One at Ellison Estate in Geebung, Queensland. This stage encompasses 23,600 sqm across six tenancies within two prime industrial facilities. With tenants like JS Hayes and Applied Medical already secured, Aliro is well-positioned to forge strong partnerships with future tenants. Stage Two, slated for completion in December 2024, will introduce 12 high-exposure showroom units spanning 11,200 sqm.
Chobani Australia Facility
The Chobani Australia facility at 8-22 Quality Drive, Dandenong South, has garnered external attention by being shortlisted for the Best Business or Industrial Park at the 2024 Innovation & Excellence People’s Choice Award. In partnership with Qanstruct, Aliro transformed a former vehicle parts warehouse into Chobani’s national head office, featuring a fully refurbished 10,986 sqm storage warehouse and a newly constructed 9,500 sqm temperature-controlled facility.
TripleTwoNine Project
The TripleTwoNine project in Caringbah, NSW, underscores Aliro’s ability to refurbish and reposition existing properties. The 27,000sqm warehouse, originally built in the 1980s, was transformed into a prime grade industrial facility with sustainability upgrades, including a 300KW solar array and comprehensive EV charging provisions. This project achieved a 5 Star Green Star Design & As-Built rating and secured major tenants like Australia Post and Woolworths, showcasing Aliro’s commitment to delivering high-quality, sustainable real estate solutions.
adaptable developments like Somerville Road, which not only deliver operational efficiency but also ensure long-term, responsible growth.”
The shift in industrial real estate extends beyond Somerville Road. As digitalisation and environmental goals reshape the sector, businesses must invest in spaces that evolve with these changes. The Somerville Road
development exemplifies Aliro’s expertise in meeting the evolving demands for flexible, highquality industrial spaces.
To explore how Aliro Group can help your business find future-ready spaces or to learn more about our innovative projects, contact us today. Together, we can shape the logistics solutions of tomorrow.
Industrial & Logistics | For Lease
Warehouse 2, 427-451 Somerville Road, Tottenham
CBRE Asia Pacific, on behalf of Aliro, is excited to exclusively present for lease Warehouse 2, 427-451 Somerville Road, Tottenham. Available from Q2 2025.
Warehouse 2A
+ Total Building Area: 9,455sqm*
+ Warehouse Area: 9,015sqm*
+ Office Area: 440sqm*
+ 10,500* Pallet Capacity
Warehouse 2B
+ Total Building Area: 16,480sqm*
+ Warehouse Area: 15,940sqm*
+ Office Area: 540sqm*
+ 23,320* Pallet Capacity
Key Property Features Include:
+14.6m* high warehouse clearance
+34.5m* super canopies
+Multiple on-grade roller shutters and recessed docks
+8 tonne post load floors
Warehouse 2C
+ Total Building Area: 11,410sqm*
+ Warehouse Area: 10,870sqm*
+ Office Area: 540sqm*
+ 16,150* Pallet Capacity
Warehouse 2D
+ Total Building Area: 13,885sqm*
+ Warehouse Area: 13,345sqm*
+ Office Area: 540sqm*
+ 19,450* Pallet Capacity
+Targeting 5-star Green Star accreditation
+Significant solar array
+Heavy duty hardstand
+Flexibility to combine tenancies into larger sizes
&
CBRE Asia Pacific, on behalf of Aliro, is excited to exclusively present for lease Cold Store, 427-451 Somerville Road, Tottenham. Available from Q4 2025.
Key Property Features Include:
+Total Building Area: 22,040sqm*
+Warehouse Area: 21,295sqm*
+Office & Staff Amenities Area: 745sqm*
+Cold Store Area: 20,315sqm*
+Four (4) cold storage chambers (-25°C to 4°C), each averaging 3,800sqm*
+12.3m* high clearance warehouse/office facility
+Flexibility to accommodate single or dual users
+Designated separate entry and exit points for cars and trucks
+Targeting 5-star Green Star accreditation
+500kw solar array
+30,000* pallet capacity
+10m* cantilever awning for all-weather loading
+40m* hardstand and 22 recessed docks
Tom Hayes
Industrial & Logistics
Senior Director
+61 413 997 703
tom.hayes@cbre.com.au
Harry Kalaitzis Industrial & Logistics Senior Director
+61 409 994 419
harry.kalaitzis@cbre.com.au
Tom Murphy
& Logistics State Director
+61 434 414 901
tom.murphy@cbre.com.au
WHERE PASSION MEETS IN NO VATION
Established in 1991, CR3 Group’s reputation for providing engineering excellence and sustainable solutions underpins its success. Roberto Beneventi, CEO, reflects on a year of tangible growth within the Asia Pacific and Middle East regions and the company’s continued focus on sustainability, innovation, and expansion
Driven by recent developments and evolution, the energy engineering industry in Asia Pacific (APAC) and the Middle East has gone from strength to strength. Delivering comprehensive solutions to this sector is CR3 Group (CR3), whose new facilities in the Middle East and Vietnam, along with strategic collaborations in Japan and the Philippines, mean it is now wellestablished across the region.
PASSION VATION
The company’s vast suite of offerings includes shutdowns and turnarounds, revamps, engineering, procurement, construction, and commissioning (EPCC) services, pipeline process services, plant maintenance, and specialised services such as catalyst handling and industrial cleaning.
Having been appointed as CEO of CR3 over a year ago, Roberto Beneventi reflects on the challenges
and rewards he’s encountered since we last spoke with him in August 2023.
“As CEO, I have upheld the company’s legacy and expertise whilst driving continual evolution and forward-looking change,” he recounts.
With a large workforce operating across multiple territories, maintaining a strong focus on safety remains CR3’s top priority under Beneventi.
In addition, continuous improvements to quality and
project delivery have become vital in demonstrating the company’s capabilities to new clients whilst retaining existing customers.
“We have also established a corporate team of professionals to drive growth in existing locations and support the company’s expansion into new markets,” he adds.
The corporate team seeks to disseminate local knowledge and expertise across all CR3 regions,
ensuring consistently high health, safety, and quality standards.
As such, under Beneventi’s expert guidance, CR3 has implemented systems, processes, and procedures over the last year that have successfully transformed it from a medium-sized company into a large enterprise.
AN EVOLVING INDUSTRY
Since Beneventi was appointed as CEO, several impactful trends have emerged within the energy engineering sector.
A strong push towards renewable energy sources, particularly solar and wind power, has seen many countries invest heavily in infrastructure to meet national sustainability targets and reduce carbon footprints.
Interest in hydrogen as a clean energy solution is growing rapidly, especially for decarbonising heavy industry and transportation. This shift has led to the rise of green hydrogen production projects, particularly in the
Middle East. CR3 brings established experience and expertise to support the development of green hydrogen plants.
Although full development and industrialisation of green hydrogen may take several more years, solar, wind, and geothermal energy represent renewable resources where the company can drive meaningful
impact today.
As a result, governments are implementing more stringent environmental regulations alongside incentives to encourage renewable energy adoption, which has led to increased public investment in energy efficiency and clean technologies.
At the same time, noticeable collaboration between government,
“AS CEO, I HAVE UPHELD THE COMPANY’S LEGACY AND EXPERTISE WHILST DRIVING CONTINUAL EVOLUTION AND FORWARDLOOKING CHANGE”
– ROBERTO BENEVENTI, CEO, CR3 GROUP
the private sector, and international organisations has risen, fostering innovation and sharing of best practices.
“These trends highlight a dynamic shift towards sustainability, innovation, and collaboration across APAC and the Middle East in the energy engineering sector,” Beneventi summarises.
PROJECTS AND PROGRESSION
The past year has been one of geographic expansion for CR3, and the company has also successfully
participated in countless energy engineering projects.
For example, CR3’s involvement in one of the world’s largest solar energy projects, based in the Middle East, has been strengthened by its extensive experience in solar engineering and installation.
The project combines photovoltaic (PV) and concentrated solar power (CSP) technologies, significantly contributing to Dubai’s clean energy strategy, which aims to produce 75 percent of the city’s power from renewable sources by 2050.
Meanwhile, with the support of two technical partners, CR3’s EPICIC project has seen it upgrade critical components and replace the tip on an offshore platform flare system in the Gulf of Thailand for a leading petroleum exploration and production company.
CR3 has also recently completed a catalyst change-out project for a world-leading producer of sustainable aviation fuel and renewable diesel, including change-outs on a threebed hydrotreater and a two-bed isomerisation reactor in Singapore.
CR3 SERVICES – AT A GLANCE
• Catalyst handling – The Catalyst division oversees shorter change-outs and leaner project teams and improves processes to minimise man-entry for all reactor types, reducing downtime and increasing profitability. As such, CR3 is regarded as Asia’s leading catalyst handling expert.
• Industrial cleaning and decontamination services - The company’s extensive portfolio of cleaning and decontamination services makes it a true one-stop shop for its clients’ needs. In collaboration with ZymeFlow, the company provides a comprehensive approach to safety as part of the Global Industrial Cleaning Coalition (GICC), which sees CR3 follow safer working methods and utilise more automated equipment.
• Mechanical and plant maintenance – Training, equipment, and SMART systems, combined with its laser-sharp focus on safety, planning, preparation, and execution, underpin CR3’s reputation for excellence. Managing one of the largest refinery plant maintenance contracts with over 4,000 employees and a specialised workflow management system ensures the company delivers activities safely and efficiently.
• Pipeline and process – CR3 cleans and inspects onshore and offshore vessels, columns, drums, and piping systems with the utmost care. Its network of facilities ensures it can respond quickly to planned and unplanned events.
• Revamp and EPCC – The company’s sizeable in-house team of highly trained engineers, planners, procurement personnel, and technicians, combined with strategic partnerships and top-of-the-range equipment, allow CR3 to provide detailed planning, execution, and ongoing maintenance services for a wide range of revamp, construction, and EPCC services.
• Shutdowns and turnarounds – A blind-to-blind approach ensures a streamlined and efficient project solution through direct, single-source control of all critical path elements. CR3’s large capacity allows it to deliver multiple shutdowns simultaneously, whilst its in-house expertise and strategic alliance with technology partners make the company a leader in this field.
Elsewhere, the company’s team in India recently completed two major turnaround projects for a leading petrochemical company. The first included the maintenance and inspection of all static equipment, whilst the second involved the turnaround of a hydrocracking unit.
“The magnitude and scale of these projects were unparalleled for the client, who was impressed with our performance and has chosen us as their preferred partner for future projects,” Beneventi prides.
CR3 has also recently completed a critical welding repair project in the Middle East, earning high praise from the client.
“They were particularly impressed with our team’s innovative techniques, which optimised the weld purging stem and ensured the quality and speed of the welding,” he explains.
A SUSTAINABLE OPERATION
Since 2019, CR3 has been tracking carbon emissions to establish a baseline for its sustainability efforts. When we last spoke, the company was making significant progress towards its sustainability policy, which aims to achieve net zero carbon emissions by 2050.
By 2024, it had published its first environmental, social, safety, and governance (ESSG) report, showcasing significant achievements and improvements in reducing its carbon footprint, enhancing social sustainability, and improving safety.
“This marks just the beginning,” Beneventi confidently asserts.
CR3 is already working on its 2025 plan, including ambitious new initiatives such as transitioning all facilities to solar power, reducing carbon consumption across equipment, travel, and transport, and providing specialised energy engineering solutions to the green energy industry.
“As such, we are confident that CR3 is on the right path to achieving net
zero carbon emissions by 2050,” he states.
CR3 also believes good governance goes hand in hand with sustainability. It is proud to have received the Good Governance Standards Certification Award 2024 at a recent ceremony in Bangkok and multiple awards in the green energy sector across Asia, the Middle East, and India.
CULTIVATING GROWTH AND DEVELOPMENT
As a fast-growing organisation, talent acquisition remains an increasing challenge for CR3.
“Whilst we continue to seek new talent externally, we are equally committed to developing our existing team and empowering them to grow and reach their full potential.
“This approach demonstrates that when you join CR3, you contribute to the company’s success, have the opportunity to evolve alongside it and be part of the growth journey,” Beneventi details.
To effectively track, assess, and enhance the competencies of its teams, CR3 has invested in a new human resources management system (HRMS) that will enable it to manage skills development more efficiently and establish comprehensive career progression plans.
In addition, CR3’s new executive development programme, comprising tailored leadership training, mentorship opportunities, and crossfunctional collaboration, is designed to cultivate leadership potential and foster continuous growth within the organisation.
“All of this is supported by a robust competency system and a commitment to diversity and inclusion in leadership roles,” Beneventi details.
PARTNERSHIP WITH ZYMEFLOW
Earlier this year, CR3 announced ZymeFlow as part of the same ownership structure.
Founded over 35 years ago, ZymeFlow pioneers innovative chemical decontamination solutions that are more effective, environmentally friendly, and economical than traditional alternatives.
This collaboration allows both companies to offer customers a more comprehensive range of services, innovative products, and a seamless experience alongside an expanded portfolio of best-in-class, eco-friendly decontamination solutions.
As part of the partnership, CR3 has built two chemical blending facilities in Asia to produce ZymeFlow’s green chemistry. Solar energy fully powers these facilities, contributing significantly to CR3’s sustainability goals.
By integrating these elements, CR3’s executive development programme enhances individual leadership capabilities and aligns with the company’s overall mission and values, ultimately driving continuous growth and success throughout the whole organisation.
A BRIGHT FUTURE
To meet and potentially exceed its target of growing the company threefold by 2028, CR3 has strengthened its relationships with existing oil and gas clients, fortifying its status as a trusted international business partner.
Additionally, the company has invested in its engineering capabilities by establishing a specialised
“WE ARE CONFIDENT THAT CR3 IS ON THE RIGHT PATH TO ACHIEVING NET ZERO CARBON EMISSIONS BY 2050”
– ROBERTO BENEVENTI, CEO, CR3 GROUP
engineering division to lead its development in the space.
“This not only supports our clients in their transition towards cleaner energy whilst attracting new customers but also offers our current team the opportunity to grow and develop within the renewables industry,” Beneventi affirms.
The company will likewise increase its focus on green business initiatives, including solar, wind, hydrogen, and geothermal solutions. Investment in automation and robotic equipment is hoped to improve safety in applications such as blasting and painting, activities carried out in confined spaces, and wind farm inspections.
“We are also further expanding
our fabrication and construction output in several CR3 facilities, having recently received American Society of Mechanical Engineers (ASME) and National Board of Boiler and Pressure Vessel Inspectors (NBBI) certifications to fabricate pressure vessels,” Beneventi reveals.
As a continuously evolving company, Beneventi emphasises how CR3’s progress within the industry is ultimately driven by its team and the constant exchange of innovative ideas to promote business growth.
“Our teams consistently develop initiatives that propel our success. I firmly believe that every voice matters at CR3, and as CEO, my door is always open to suggestions for improving our company,” he concludes.
Bangkok Office: +66 2653 3913
cocom@cr3.group cr3.group
ENERGY FOR THE
Christian Lange, CEO of ADZ Energy, tells us about his storied career in the international energy industry and how this informs his leadership of the company’s long-term, unmatched portfolio of oil and gas assets across Australia
Writer: Lucy Pilgrim | Project Manager: Andrew Lewis
As the international oil and gas market continues to adapt to the evolving demands of the energy transition, a certain tenacity, flexibility, and open-mindedness is required to weather the storm.
Christian Lange, CEO of Australian exploration and production (E&P) company, ADZ Energy (ADZ), is no stranger to these special qualities.
After completing his tertiary education at the age of 18 and navigating the deteriorating health of his father, Lange was unsure whether to study or take a gap year. Going for the latter, he took a job with West Australian Petroleum Pty Ltd (WAPET) on Barrow Island off the coast of Western Australia (WA).
“I was only meant to do a gap year
before I settled down at university, as I didn’t really know what I wanted to do apart from play rugby,” opens Lange. Subsequently, he stayed for two years before being recruited by Schlumberger (SLB). However, since Lange did not have degreelevel qualifications, the company funded his studies to become an SLB engineer through an internal
THE FUTURE
programme, which took around seven years to complete.
“Although the first few years were pretty intense, I was fortunate enough to travel with SLB and attend training centres in the UK and US, which was a great experience for a 21-year-old,” he gleefully recalls.
During the early stages of his career with SLB, Lange went on to live and work in a variety of countries including New Zealand, Dubai, Yemen, the US, and Venezuela, where he worked as a District Manager.
In his first management role, Lange learnt valuable insights into how he wished to lead a team and work proactively in a “fixer-upper”
environment, aiding other businesses that were experiencing downturns.
This belief in regenerating and breathing new life into companies has led Lange’s passion for the oil and gas industry throughout the rest of his career.
CULTIVATING A SUCCESSFUL BUSINESS
After working in Dubai and New York, as well as completing an MBA scholarship at Curtin Graduate School of Business in Perth, Lange decided to take a step back from SLB in order to continue following his passions.
“The company was changing as it grew, and I think there comes a
time after 18 years where you decide whether you’re in it for life or you want to do something else,” he imparts.
Thus, Lange returned to Australia to run a publicly-listed company that required his support and expertise.
“I knew at the time that I liked situations that weren’t necessarily the status quo. I relish the challenge of fixing something and then growing it, which is what I really enjoyed doing in Venezuela.”
This enthusiasm for revitalising businesses continued when Lange was approached 18 months later by a subsea company solely focused on R&D.
Over the course of five years, he helped to acquire all the necessary components to build out the inspection, repair, and maintainence (IRM) business, complete 11 acquisitions, and successfully grow the company across the major offshore regions, including Asia, Middle East, North Sea, and the US.
This then led Lange to establish his own energy services company, which he ran for eight years. However, after it was unfortunately impacted by the falling market price of oil, which sent shockwaves across the entire industry in the mid-2010s, he was subsequently approached by Armour Energy Group (Armour).
“My previous private engineering firm had done quite a bit of work with Armour, so we understood the asset and knew it was in a bit of financial trouble. I saw it as an opportunity to do what I’m good at, which was to repair things and build a really good team,” Lange shares.
“I was aware and prepared for the monumental challenge of rebuilding and rejuvenating the company,
particularly from a governance perspective.”
PROSPEROUS PRODUCTION ACTIVITIES
Armour was acquired in January 2024 by ADZ, which marked a turning point in the company’s journey.
Indeed, since the acquisition at the beginning of the year, ADZ has invested tens of millions of dollars in plant maintenance and production
uplift and has set itself up to achieve its primary objective of becoming one of Australia’s leading E&P companies with licences in Queensland (QLD), South Australia (SA), Victoria (VIC), and the Northern Territory (NT), totalling approximately 20 million acres.
“From a size perspective, we are one of the largest tenement holders in Australia, but in terms of production, we’re actually quite a small company,” Lange reveals.
“TO ME, IT’S ABOUT THE QUALITY OF THE PEOPLE YOU PUT AROUND YOU AND YOUR ABILITY TO LISTEN AND WORK WITH THEM”
– CHRISTIAN LANGE, CEO, ADZ ENERGY
The majority of ADZ’s production activities take place in a mature gas field in the Surat Basin, where the company produces gas for QLD’s domestic market from the on-site Kincora plant, trading via the Wallumbilla gas supply hub.
ADZ sells the majority of its firm output to Shell Energy in Australia whilst also selling liquefied petroleum gas (LPG) and concentrate to other clients.
The company’s proven and probable (2P) reserves across its QLD production licenses currently total 130 billion cubic feet across 10+ license areas. ADZ has a long-term goal to develop these reserves over the next five to 10 years.
In fact, since ADZ took ownership, the company has increased its gas production by approximately 25 percent and is aiming to more than double production over the course of next year.
“We have a pretty healthy development plan for QLD, as well as the company’s other exploration areas,” Lange adds.
These include developing the Newstead Gas Storage Facility and upgrading the Kincora plant to a capacity of 30 terajoules of gas per day by the end of 2025.
EXPLORATION EXPERTS
In order to achieve its ambitious goal of doubling production next year, ADZ has a number of exploration activities in the pipeline.
In the NT, for instance, ADZ is conducting extended well testing, as well as 2D and 3D seismic activity, to develop the Glyde gas discovery and identify future prospects.
TRUSTED SUPPLIERS
ADZ relies on an extensive network of suppliers who help maintain its plants and energy infrastructure. These include tradespeople, electricians, instrument technicians, mechanics, and a range of equipment suppliers.
Cooper Machinery Services (Cooper), in particular, is an integral partner who supports the business in delivering a safe and sustainable energy future for Australia. Cooper’s experienced team provides both rotating and fixed equipment support to ADZ’s operating assets across the Surat Basin in QLD.
Additionally, the company leverages the expertise of a specialist well operations team to provide a variety of services, including drilling, wirelining, fracture simulation, call tubing, and much more.
The company’s future plans in the NT also include obtaining the environmental and native heritage approvals for seismic acquisition and exploration, alongside additional drilling and seismic activities across the McArthur Basin.
ADZ also has a heads of terms agreement with Lucapa Diamond Company (Lucapa), who possesses a nearby diamond mine approximately 12 kilometres away. The company is aiming to supply gas to the mine in the next couple of years, as Lucapa is looking for an alternative power source for its operations.
In VIC, meanwhile, ADZ is aiming to drill the Enterprise North-1 exploration well, having recently acquired Lakes Blue Energy’s 49 percent interest in PEP169. As a result, ADZ now has 100 percent in this highly prospective tenement.
“We have very high hopes as we believe there is a world-class reservoir underneath the rock, and we’re aiming to tap into that.”
These sorts of exploration activities are vital for VIC’s domestic gas market, where federal and government legislation is pivoting towards renewable energy as part of the state’s Future Gas Strategy.
Onshore exploration activity has therefore been limited over the previous decade, meaning there is less investment in Australia’s gas supply and significant shortages despite a steady growth in demand.
As such, ADZ is aiming to fill this supply chain gap in the next two to three years with greater exploration and drilling of the Enterprise North-1 well, scheduled for Q1-2 2025.
In addition, the company is working to de-risk two million acres of licensed land across the Cooper Basin in SA, which involves extended geological and geophysical studies to try and understand how best to explore the tenement over the next few years.
“With a robust exploration portfolio and book of activity, we’ll hopefully
C o oper e xpands capabilities in Australia with new workshop
Cooper Machinery Services (Cooper) has taken a significant step forward in its operations with the opening of a new workshop located at 803 Greenwattle Street, Toowoomba, QLD, Australia. This new facility is strategically positioned to meet the growing demand for engine and compressor overhauls, as well as the refurbishment of parts. With this expansion, Cooper is better equipped to serve customers across various industries, ensuring that they receive the high-quality service and support that Cooper is known for.
The new workshop is not just about increasing capacity; it represents a commitment to enhancing the overall customer experience. By working closely with customers in Australia, we aim to reduce lead times and improve the efficiency of operations.
The new Toowoomba workshop offers the following machine shop capabilities:
• Cylinder head overhaul
• Water pump overhaul
• Turbocharger overhaul
• Engine overhaul
• Reciprocating & screw compressor overhaul
• Compressor piston rod inspection & repair
• Compressor piston to rod assembly
• AJAX reed plate overhaul
• AJAX VVCP overhaul
• AJAX power cylinder inspection & refurbishmen
• Starter motor overhaul
• Teg pump overhaul
identify new resources to develop over the next 20 years, so we’re taking a very long-term view,” Lange discloses.
DELIVERING ON ITS PROMISES
Environmental, social, and governance (ESG) practices are at the core of ADZ’s values and operations.
Indeed, most of the company’s tenements in Australia are on farmland, particularly across large cattle and crop farms across QLD. In order to work on these farms, ADZ must have access agreements with the landholders, whom the company works especially closely with to ensure that it is a good corporate citizen.
“The way we look at it is, what do we leave behind when we’re gone? What is our legacy? The landholders will own that land for generations, whereas the reality is we may only be there for a generation or two,” impassions Lange.
“COMMUNITY IS OUR SOCIAL LICENSE TO OPERATE AS A RESPONSIBLE CITIZEN. PART OF THIS IS ENSURING THAT WE EDUCATE, LISTEN, INFORM, AND WORK TOGETHER BECAUSE WE’RE ULTIMATELY SHARING THE LAND AND THE RESOURCE”
– CHRISTIAN LANGE, CEO, ADZ ENERGY
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Velocity Energy Systems Pty Ltd Brisbane, QLD Australia www.velocityenergysystems.com +61 422 518 350
With this in mind, ADZ views its operations through a generational lens and recognises the long-term impact it can have in a short period.
As such, one of the company’s core values is community, which encompasses landholders and Indigenous populations, particularly in the NT and the Otway Basin.
“We need to respect the land and work together to ensure nothing we do goes against the way they have managed it for tens of thousands of years,” Lange highlights.
“Community is our social license to operate as a responsible citizen. Part of this is ensuring that we educate, inform, and work together because we’re ultimately sharing the land and the resource.”
Along with community, the other core values that ADZ stands by are accountability, integrity, and resilience, whilst environmental
stewardship is also taken incredibly seriously and traces back to the idea of leaving a lasting footprint.
“It’s not about talk – it’s about action and delivering on our promises.”
FORGING A BRIGHT FUTURE
With its community efforts and expansion objectives front and centre, ADZ has a strong belief in the future of the Australian oil and gas industry.
The company has a long-term strategy that not only solidifies its position but also meets the evolving needs of the energy sector across the country.
“We often talk about being generational, as our management team and investors are not in this for a quick turnaround. We’re here to build a business and scale over time,” Lange affirms.
Working towards this aim, ADZ
is looking at different opportunities across the oil and gas landscape, including joint venture projects to more than double its production next year and expand its QLD assets.
“There are no restrictions on what we can do in the energy space,” he closes.
info@adzenergy.com.au www.adzenergy.com.au
For nearly three decades, ICON Engineering Pty Ltd (ICON) has had a track record of providing cost-effective, truly innovative, and practical turnkey solutions to the technical challenges of exploiting offshore petroleum resources in a safe, sustainable, and reliable manner.
Founded in Perth, Western Australia, in 1997, the company has made an international name for itself, executing world-first offshore installation methods and designing novel equipment as a responsive oilfield service provider.
Having successfully executed hundreds of projects spanning the world’s major oil regions, including Australia, the Gulf of Mexico, Brazil, Malaysia, Brunei, Indonesia, Vietnam, Thailand, New Zealand, Papua New Guinea, the US, Canada, Singapore, the UK, Trinidad, Middle East, Norway, and the North Sea, ICON provides a onestop turnkey service for the concept, design, fabrication, and installation of some very innovative solutions.
Having provided legendary innovations and practical solutions to offshore and onshore energy challenges for nearly 30 years, ICON Engineering is a leader in the oil and gas sector. We take a deep dive into the company’s daring past and even more ambitious future with David Field, Managing Director
Writer: Lauren Kania | Project Manager: Joshua Mann
This innovative approach is key to the company’s culture of encouraging out-of-the-box thinking and finding creative solutions.
“We are known for solving tricky problems. It’s often those problems that are keeping Energy Company Executives awake at night that we are engaged to fix,” introduces David Field, Managing Director.
“Some people say that failing often is the key to success. In our industry, however, we cannot fail at all, as when things go wrong, they go wrong very badly. So, to build new things that do not break takes a lot of thinking and lots of experience – which we’ve managed to do very carefully and successfully for a long time.”
ICON has grown its products and services organically from customers seeking support for problems they cannot solve or wanting to do things differently, with approximately 80 percent of the company’s revenue being repeat clients, referrals or untended work. Many solutions of
course become product lines as often the same problems occur industry wide.
ICON has been particularly innovative in the drilling and offshore installation areas, that combination of skills is itself unique, bridging the two big silos of the industry – offshore projects and drilling.
With innovation being a core part of its DNA, ICON has worked to differentiate itself from the rest of the sector through a variety of distinctive means.
“Primarily, ICON situates itself as a truly customer-focused company with a mission to generate amazed customers stoked with our service. For many years, we have realised that the overused phrase of customer satisfaction is a very low bar, so we won’t settle until each customer is beyond amazed with the final product. This, of course, creates strong referrals and repeat business.
“It’s a small industry with lots of interconnected networks. We are proud to be Australian-owned and based and work hard to maintain our global relationships and reputation,” asserts Field.
BAPTISM BY FIRE
Having studied civil engineering at the University of Western Australia, Field initially went into the water supply industry before realising his calling lay elsewhere.
Inspired by a friend working on the Piper Alpha platform replacement after the 1988 disaster, Field went to work for the UK engineering company, Brown and Root Vickers.
“I would call it a baptism by fire! I worked in a 16-storey building in London that was stocked full of other engineers from all over the world hired to build these replacement platforms in record time,” he reminisces.
After this fast-paced and intensive experience, Field worked for a variety of other big-name companies,
including Saipem, Clough, and WAPET (now Chevron), furthering this already extensive portfolio.
Soon, Field realised he wanted to go a step further in his career and start a company specialising in the installation of offshore oil platforms.
APAC OUTLOOK: HOW
Thus, with a team of two other experienced colleagues, ICON was brought to fruition.
“Our first job was in Malaysia, and our friends in Perth couldn’t believe what we were doing since we were a brand new company consisting of
DOES ICON ENGINEERING EMPHASISE DELIVERING CUSTOMER SATISFACTION AND ENCOURAGING REPEAT CUSTOMERS?
David Field, Managing Director: “There is a metaphor I like to use when it comes to how we view customer satisfaction and the long-term retention of our clients – you are satisfied if you take your clothes to the dry cleaner and get them back clean without them being lost.
“But every dry cleaner does that, and if they don’t, they’re out of business.
“Suppose, however, the dry cleaner goes a step further and replaces the missing button on a rare old school jacket by sourcing it from an old man with a massive button collection and not charging you extra. In that case, not only will you continue to go back there, but you will end up telling your friends and family about that dry cleaner as well. It’s simply good business and generates longlasting relationships and referrals; that is how we like to view our relationship with our clients – always going above and beyond.”
only three people. Nonetheless, we headed to Malaysia and successfully installed an offshore platform, cementing ourselves as a serious player in the international sector,” he attests.
Since then, Field has developed a track record of managing the installation of jackets and topsides, utilising float-over and jack-up rig installation methods, alongside personally supervising the installation of many significant offshore structures across different countries.
Currently, from an engineering perspective, he finds the industry to be incredibly exciting despite many modern challenges, such as the transition from oil and gas to renewable energy.
“The reality is that oil and gas are used in so many different types of products that many can’t even imagine, such as computer screens, sunglasses, shoes, car tyres, and roads, so there has to be a pragmatic transition and people are starting to recognise that,” Field insights.
Equally, those within the oil and gas sector are best placed to provide alternative energy methods, particularly anything put in the ocean, as they possess the offshore engineering skills and principles developed over many years of safely building offshore facilities floating or fixed, which allow them to seamlessly shift to constructing offshore wind facilities.
A REPUTATION FOR SUCCESS
ICON’s motto – ‘legendary innovation, practical solutions’ – is a direct testament to its capabilities and attitude, coined directly from client comments.
With a team consisting of technical experts who design and deliver state-of-the-art turnkey solutions, the company boasts an impeccable record of safely delivering revolutionary projects and does not take the responsibility of its promised slogan lightly.
“WE HAVE A REPUTATION FOR COMING UP WITH NOVEL AND INNOVATIVE IDEAS AND CONCEPTS FOR VERY REMOTE FIELDS WHERE THE COST OF BUILDING ANYTHING CAN BE HUGELY EXPENSIVE”
– DAVID FIELD, MANAGING DIRECTOR, ICON ENGINEERING
“When workshopping the company motto, we asked – what does it mean to work at ICON? What does it mean for customers when they deal with us? Why are customers coming to ICON?” details Field.
“We heard the same sentiments
repeated multiple times over and worked it down to just four words that represent our collective drive, passion, and output.”
One such example of ICON’s legendary innovation was a float-over installation completed in Malaysia.
ICON SERVICES AND PRODUCTS
• Engineering and management services
• Offshore field development and decommissioning, wellhead platforms, and subsea umbilicals, risers, and flowlines (SURF)
• Drilling, completions, and subsea support
• Drilling and completion equipment
• Rig modifications, vessels, and platform modifications
• Offshore renewables
This type of project is typically conducted utilising an offshore crane barge, however, the client requested that it be installed without one.
After an afternoon at the drawing board, the company was able to find a method to build an offshore forklift truck to lift the structure and place it onto the platform using hydraulic rams.
The company supersedes practical solutions through its ability and willingness to get face-to-face with its projects.
“Practical means we’ve got engineers who are used to getting grease under their fingernails. We’re not just sitting in a design office drawing up plans; we follow designs through to offshore execution,” explains Field.
ICON furthers its repertoire of cutting-edge offerings and services through its industry-leading speciality niche of offshore platforms installed
“WE’RE NOT JUST SITTING IN A DESIGN OFFICE DRAWING UP PLANS; WE FOLLOW DESIGNS THROUGH TO OFFSHORE EXECUTION”
– DAVID FIELD, MANAGING DIRECTOR, ICON ENGINEERING
with jack-up drilling rigs.
Additionally, due to the company’s established reputation for successfully conducting highly engineered products, it was approached to help address a potential major accident event (MAE) where two global operators both recognised they had a serious risk regarding new drilling rigs. ICON was brought on to develop unique drilling heave compensation equipment to mitigate the risk using only the highest quality equipment. The company was able to successfully complete this project and help avoid
any potential MAEs, situating itself as a leading drilling equipment company.
DELIVERING LASTING SOLUTIONS
ICON recognises that its team of technical experts is central to the company’s impeccable record of delivering projects efficiently and safely.
The company boasts a culture of continued professional growth and development and believes in fully investing in its people alongside actively planning for succession.
“Our employees are without a doubt
our most valuable asset. Whilst we own plenty of equipment and physical assets, none of it is worth anything without our people,” dictates Field.
“Despite being around for over 25 years, we try to keep that new company feel and are continually on the lookout for change, talent and different opportunities.”
“We have amazing staff with some amazing out-of-work interests achieving work-life balance.
“One of our employees, after recovering from a broken neck, climbed the tallest mountain on each of the seven continents, the ‘Seven Summits’ challenge in world record time, another employee is to be featured in a BASE-jumping documentary, one produces short films in his spare time, and another has won the Rottnest Channel Swim twice,” enthuses Field.
Of equal importance is the
A LEADING LOGISTICS COMPANY IN BRUNEI
MOC Sdn Bhd was established in 1995. Since then, MOC has tripled in size and progressed to become one of the leading logistics companies in Brunei Darussalam. Some of its global certifications include achieving the ISO 9001:2015, IATA and TRACE standards.
All staff assigned to the following services are all well-trained, experienced and dedicated.
Our services include:
• Freight
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• Special Projects / Assignments
• Warehousing and Storage
company’s relationships with suppliers and partners.
ICON balances long-term supply chain relationships alongside utilising suppliers from local communities in the different countries where we operate.
“If we’re working in a foreign country, we like to find out what can be sourced locally. This is good for the local community, the client, and for us, as we get the opportunity to meet new people and suppliers to add to our contacts,” Field insights.
Maintaining a global supply chain and key partnerships are crucial factors for the company, ultimately allowing it to conduct a wide range of projects, utilising external skills, and provide offerings seamlessly and rapidly.
As ICON continues to look towards the future, it is focused on expanding its footprint across the globe and into currently untapped foreign markets. Post-COVID-19 use of low-cost
video conferencing is making this increasingly easier.
Additionally, it is actively integrating artificial intelligence (AI) into its activities.
“We believe AI has the potential to allow for increased productivity, knowledge base management, and corporate knowledge sharing to assist staff members,” concludes Field.
Through ICON’s vast experience, talented team, continuous growth, and relentless pursuit of legendary innovation, it continues to carve a name for itself in oil and gas history.
Preserving and maintaining HSE virtues will always be our top priority.
Exclusive, appetising content, delivered straight to your inbox
Adding to the success of its regional titles; Africa Outlook, EME Outlook, APAC Outlook, and North America Outlook, Outlook Publishing is proud to introduce a new platform dedicated to the food and beverage sector.
A multi-channel brand, Food & Beverage Outlook serves up all the positive global developments driven by companies across the food and beverage industry. Discover exclusive content presented through its website, social media channels and dispatches, delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, Food & Beverage Outlook foregrounds the movers and shakers of the industry by confronting unprecedented change, showcasing technological innovations and incorporating critical environmental sustainability agendas.
To participate as a featured company and join us in this exciting endeavour, contact one of our Project Managers today.
THE THRILL OF the GRILL
Nando’s Malaysia is resolutely focused on delivering fired-up, memorable experiences whilst endeavouring to connect with and delight its customers. We speak to CEO, Charles Chen, about how the company continues to progress from strength to strength
Writer: Ed Budds | Project Manager: Josh Rayfield
Malaysia’s culinary scene is alive and buzzing, with a deep-rooted national food culture that’s constantly evolving and embracing exciting new tastes and flavours.
As a nation that is known for many things, one of the most legendary is Malaysia’s history of food.
Situated in Southeast Asia, it has been home to numerous different influences, and given its location, trade, and colonial history, Malaysia has been shaped greatly by a vast range of cultures from across the globe.
The national food scene is mainly influenced by Malay, Chinese, Indian, Thai, and Indonesian cuisine, whereby these influences manifest themselves in a variety of ways, from the cooking techniques and tools used to the exotic flavours and spices used in Malaysian dishes to this day.
As a proud nation that brings together such a broad array of cultures, the food is
highly varied and Malaysian flavours boast a unique combination of sweet, sour, rich, and spicy, combined in a way unlike any other country’s cuisine.
BUILDING ON THE BRAND
Nando’s is a South African multinational fast casual restaurant chain that specialises in Portuguese flame-grilled PERi-PERi style chicken.
Founded in Johannesburg in 1987, Nando’s today operates over 1,200 outlets in 30 countries across the world.
One of these key locations, as well as being amongst the company’s most successful markets, is Malaysia.
“Recently, across our domestic market, we’re seeing real interest in wellnessfocused dining, where people look for meals that support health and vitality,” introduces Charles Chen, CEO of Nando’s Malaysia.
“Asian-inspired flavours are also on the rise, which aligns beautifully with the Nando’s brand. By blending our combination of South African and Portuguese heritage with a local twist, we can cater to this trend whilst keeping our authenticity alive and well,” he enthuses.
Additionally, it also helps that the selection of spices used in both Malaysian and South African cuisines are very similar.
The Nando’s brand is famous for its flame-grilled PERi-PERi chicken, which is prepared with African bird’s eye chillis grown and handpicked by 1,400 small-scale farmers in Southern Africa.
“We’re passionate about serving fresh, flavourful meals and our chickens are marinated for 24 hours, cooked to perfection on an open
flame to burn off excess fat,” Chen adds.
Today, the company is proud to have established 78 outlets in Malaysia, along with six in Singapore, whilst a team of over 1,200 ‘Nandocas’ are passionate about making every visit a memorable experience.
“Our customers come from all walks of life, with a special place in the hearts of the youth who love our flavours and our welcoming atmosphere,” he reveals.
COOKED AND CRAFTED WITH CARE
For Nando’s Malaysia, it is undoubtedly the company’s thriving culture and resolute commitment to its core values that truly set it apart.
“Our Master Grillers’ Challenge, a global competition for grillers,
showcases not only their skills but also the pride, passion, courage, integrity and family values that define Nando’s,” Chen sets out.
“It’s more than just a competition – it’s a celebration of the spirit and teamwork that make our food special. Our founders, Robbie Brozin and Fernando Duarte, believed that work should be fun, and that ethos remains at the heart of everything we do, whether on the grill or in how we treat each other,” he enthuses.
In this way, the hard-working grillers are the unseen heroes behind the success of Nando’s Malaysia, and initiatives like this are one of the ways in which the company recognises them and their abilities because it takes a human touch to translate normal food into great food.
Though the main focus of the
APAC OUTLOOK: HOW DID YOU FIRST BECOME INTERESTED IN THE FOOD AND HOSPITALITY INDUSTRY?
Charles Chen, CEO: “My career path has been diverse, spanning multiple industries, but joining Nando’s Malaysia was a unique opportunity that came at the perfect time.
“Whilst my journey wasn’t strictly planned, it’s shown me that the food and hospitality sector demands a unique approach to leadership – a balance of operational excellence and empathetic, people-centric management.
“Food has the power to change lives, and it’s a privilege to be part of that.”
“ASIAN-INSPIRED FLAVOURS ARE ALSO ON THE RISE, WHICH ALIGNS BEAUTIFULLY WITH THE NANDO’S BRAND. BY BLENDING OUR COMBINATION OF SOUTH AFRICAN AND PORTUGUESE HERITAGE WITH A LOCAL TWIST, WE CAN CATER TO THIS TREND WHILST KEEPING OUR AUTHENTICITY ALIVE AND WELL”
– CHARLES CHEN, CEO, NANDO’S MALAYSIA
competition is on the grillers, the initiative also gives everyone in the company an opportunity to shine in different ways to gain skills and experience that they otherwise have limited exposure to in their day-today work, such as being an emcee, coach, or even a photographer or video editor, as well as learning the operations training side of the business.
Nando’s Malaysia also believes in flexibility within its guidelines, aligning with the company’s values and brand pillars.
“To stay connected to our roots, every new ‘Nandoca’ works a shift at one of our restaurants, ensuring everyone understands our brand from the ground up, and twice a year, the central support office closes for everyone to work a shift to stay connected with the restaurant teams and our customers,” Chen explains.
CHANGING LIVES TOGETHER
Changing lives together is the collective, overarching purpose of Nando’s Malaysia.
“From the way we source our PERiPERi to the art in our restaurants, we’re always finding ways to help our global and local communities,” Chen tells us.
In this way, the company is guided by its four internal brand pillars
NANDO’S MALAYSIA’S RECENT CORPORATE SOCIAL RESPONSIBILITY (CSR) INITIATIVES
• In Singapore, the company has partnered with the Yellow Ribbon Project, offering ex-offenders a second chance through employment. Across Malaysia, it also works with PERKESO to hire differently-abled individuals, as well as hiring from the indigenous Orang Asli community.
• The ‘No Chuckin’ Our Chicken’ initiative is a food donation programme that started in 2020 and is focused on reducing food waste across the company’s stores. Restaurants work with local charities and nongovernmental organisations (NGOs) to collect excess chicken and rice and make meals for those in need. With this initiative, Nando’s Malaysia has also reduced significant emissions from the environment.
– everyone is welcome, be the best me, fired up work experiences, and be part of more.
“In simple terms, we believe in creating opportunities that can make a real difference and strive to equip every ‘Nandoca’ with skills they can take with them, whether they continue their journey with us or move on to other opportunities,” he affirms.
Furthermore, the company’s biggest and most vital investment is, and always will be, in its people.
“We like to say it’s the people that make the chicken. Building a supportive work culture through training and teamwork is our priority; every ‘Nandoca’ deserves to feel valued and empowered, and we’re committed to making that happen.”
In addition, the purpose of changing lives together extends beyond the company’s staff to its business partners and community. Nando’s Malaysia cultivates longterm partnerships, treating suppliers like family, as it is only together that the company believes it can make a meaningful impact.
“For example, we recently began working with suppliers to reduce our carbon footprint, including switching to reusable, eco-friendly packaging for our vegetables,” Chen elaborates.
Many of the company’s partners have been with Nando’s Malaysia for years and remain committed to growing alongside each other for a sustainable future.
“At the end of the day, we share the same goal – to do the best we can for our end consumers, together,” he concludes proudly.
Tel: +60378487488
peri-peri@nandos.com.my www.nandos.com.my
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CHAMPIONING COMMUNITY CONNECTIONS
At the vanguard of vibrant and prestigious properties, Yolk Property Group innovates and redefines modern living. Visionary CEO, Tao Bourton, reveals how the company is dedicated to shaping a better and more sustainable future today
Writer: Rachel Carr | Project Manager: Keely Story
Developers face numerous opportunities and challenges as the Australian property market dynamically evolves. One company, Yolk Property Group, views demand and competition as catalysts for innovation.
Prioritising community engagement, which the company sees as the foundation for creating remarkable spaces for the future, sustainability is at Yolk Property Group’s core.
The vertically integrated company develops master-planned communities, land leases, retirement, industrial, and commercial housing, townhouses, and apartments across Western Australia (WA), Queensland (QLD), and Victoria.
“As a diverse group, we act for the right reasons and focus on the appropriate sectors in the correct states. We must be opportunistic to maximise returns, so we operate swiftly,” introduces Tao Bourton, CEO
of Yolk Property Group.
Founded in Perth in 2013, the company stands out as a unique developer in Australia, as its designled and innovative approach is transforming the market.
In addition to its development arm, the Everland Communities partnership operates as a land lease retirement provider, whilst Realtime Realty manages all sales for the company, as well as other developers and government land holdings.
Conversely, 18 months prior, Yolk Property Group strategically decided to sell its residential property management business.
“We initially purchased Rental Management Australia, which had around 30 employees. We then expanded significantly, growing to about 100 staff members with four offices in QLD, one in Melbourne, and another four in WA,” Bourton reveals.
“We became the largest residential property manager in WA and one of the top 10 largest national firms in Australia.”
A MOVING MARKET
The property sector is undergoing an exciting transition by moving to the larger conglomerate space.
“We are primarily adopting a model similar to that of the US and UK, where developers are responsible for housing and the land in masterplanned communities, rather than just the land subdivision,” Bourton declares.
The nature of larger conglomerates and superannuation funds in Australia requires capital allocation. However, they can only access a finite market share and often explore different market segments to increase profits.
Over the years, Yolk Property Group has expanded its team, and its
“PROACTIVE THINKING HELPS ADDRESS SOLUTIONS AND SUSTAINABILITY, PUSHING BOUNDARIES THANKS TO A REMARKABLE TEAM THAT UNDERSTANDS THE RISKS OF PILOTING INITIATIVES”
– TAO BOURTON, CEO, YOLK PROPERTY GROUP
approach has remained consistent. Indeed, the formula has earned the company multiple industry awards, and several unique qualities have contributed to its success.
“The team possesses diverse skills, which sets us apart from many other companies in the industry, where numerous property developers tend to adopt a more uniform approach. Additionally, we have various equity ownerships involving multiple partners across our businesses. This structure bolsters our executive team, as each member has a vested interest in our success,” he points out.
Therefore, the team’s capabilities
are rooted in their collective strength, which empowers them to innovate and embrace progressive ideas.
“Proactive thinking helps address solutions and sustainability, pushing boundaries thanks to a remarkable team that understands the risks of piloting initiatives,” Bourton outlines.
A RAY OF HOPE
Yolk Property Group takes great pride in its significant role in the environmental, social, and governance (ESG) space, reflected by its charity business, Foundational, which will soon be launched.
Additionally, as the first developer
in Australia to implement solar and battery systems in an apartment building using peer-to-peer power trading, the company has consistently been at the forefront of the industry.
“We piloted a solar power purchasing agreement involving an Australian but Japanese-backed private company. This organisation owns the solar panels installed on residential rooftops and sells the green energy to homeowners at a 40 percent discount,” Bourton informs.
“After 10 years, homeowners will be able to purchase the solar system for just AUD$1. This approach is innovative because many people cannot afford the additional AUD$5,000 for solar energy. It’s not that they don’t want to go green; rather, they simply lack the funds to invest.”
Being sustainable and forwardthinking enables affordability; one of the most eco-friendly houses in Australia costs AUD$20 million. Therefore, it should be viewed in the context of affordability, and Bourton believes in getting “bang for your buck”.
“You need widespread adoption of solar energy, not just wealthy individuals, as that doesn’t address climate change issues,” he points out.
Moreover, Yolk Property Group also established the first strata bylaws for peer-to-peer power trading with solar and battery, which were used nationally by the government as a template to demonstrate implementation. The impressive initiative involved the company in a substantial research project at Courtney University, which attracted universities from Scandinavia to study its efforts.
COMBATING SOCIAL SOLITUDE
Yolk Property Group has consistently been at the forefront of innovative ideas and has developed a Liveable Street programme to combat loneliness.
YOLK PROPERTY GROUP’S ONE PLANET PRINCIPLES
• HEALTH AND HAPPINESS – Encouraging active, sociable, meaningful lives to promote good health and well-being.
• EQUITY AND LOCAL ECONOMY – Creating bioregional economies that support equity, diverse local employment, and international fair trade.
• CULTURE AND COMMUNITY – Respecting and reviving local identity, wisdom, and culture; encouraging people’s involvement in shaping their community and building a new culture of sustainability.
• LAND USE AND WILDLIFE – Protecting and restoring biodiversity and creating new natural habitats through good land use and integration into the built environment.
• SUSTAINABLE WATER – Using water efficiently in buildings, farming, and manufacturing. Designing properties to avoid local issues such as flooding, drought, and watercourse pollution.
• LOCAL AND SUSTAINABLE FOOD – Supporting sustainable and humane farming, promoting access to healthy, low-impact, local, seasonal, and organic diets, and reducing food waste.
• SUSTAINABLE MATERIALS – Using sustainable and healthy products, such as those with low embodied energy, sourced locally, and made from renewable or waste resources.
• SUSTAINABLE TRANSPORT – Reducing the need to travel and encouraging low and zero-carbon modes of transport to curb emissions.
• ZERO WASTE – Reducing waste, reusing where possible, and ultimately sending zero waste to landfill.
• ZERO CARBON – Making buildings energy efficient and delivering all energy with renewable technologies.
Rather than placing playgrounds, parks, and housing far apart, the company integrated playground equipment into standard residential streets, encouraging community interaction.
“Besides a banquet table set up in front of a house, there are ping pong tables and climbing walls. The main objective is to encourage people to gather in these areas instead of driving straight into the driveway or allowing children to go into the small backyard,” Bourton explains.
As enthusiastic buyers eagerly lined up along the street, the houses on offer were snapped up within a mere four hours. This quick turnover underscored the high demand and need for initiatives like these in the current real estate market.
The benefits of the Liveable Street programme enabled Yolk Property Group to shift its focus to cater to individuals over the age of 55, fostering stronger community connections.
EVERLAND COMMUNITIES
Yolk Property Group is the trusted development manager and partner for Everland Communities, designing and managing the construction of residential and clubhouse facilities for Australia’s over-55s land lease developments.
The advantages of embracing an active and attractive lifestyle in a stunning location with next-level amenities include:
• No entry, exit, or hidden fees
• No stamp duty
• Retain 100 percent capital gain
• Land lease financial model
• Premium homes designed with minimal upkeep in mind
• Activities and social events such as wine tasting, book clubs, swimming clubs, pickleball, and more
• Community facilities include a cinema, an animal farm, an orchard, vegetable gardens, and more
• Pet friendly
• Resort-style living in beautiful surroundings
• Gated neighbourhoods
Leeuwin Civil is an independently owned civil construction company based in Busselton, Western Australia, maintaining a loyal workforce of approximately 60 people, who live in and around the area.
In 2025 Leeuwin Civil will celebrate 20 years in business. While much may have changed in the last 20 years, the values that underpin Leeuwin Civil have remained consistent – quality, safety and environmental sustainability.
Servicing the South West and Wheatbelt regions of Western Australia from its offices in Busselton, Leeuwin Civil is a Third Party ISO Accredited business. It holds Main Roads Pre–qualification for R2, B1 and F10, and is a Water Corporation Accredited and Development WA approved Tier 1 Contractor.
The company’s range of services include bulk earthworks, road and dam construction, and the installation of underground infrastructure. Other key areas of expertise include coastal protection and seawall construction, services identification and relocation.
Delivering projects on time and on budget is not only down to technical skill and expertise at Leeuwin Civil. It is also the result of a stable and loyal workforce combined with the business maintaining and operating its own fleet of plant and equipment.
IT’S A TEAM EFFORT
Leeuwin Civil’s multi-skilled workforce of more than 60 people includes executive management, qualified project management and supervisory staff, administrators, mechanics and labourers, drivers and equipment operators.
A proudly Western Australian owned business, the majority of Leeuwin Civil’s workforce live within the local area and understand life in regional Australia.
Many staff have been with the company for more than 10 years.
The stability of the workforce is a testament to a company culture that prioritises personal development through role diversity and ongoing training opportunities.
For its clients, this means that when they start a project with Leeuwin Civil’s team, they can be confident they will finish it with the same people by their side.
With labour shortages being reported across the construction and engineering sector, the stability of the Leeuwin Civil workforce sets them apart from many of their industry colleagues.
THE RIGHT TOOLS FOR THE JOB
Leeuwin Civil also owns an extensive fleet of more than 100 pieces of Caterpillar plant and equipment including 1.5 tonne to 40 tonne excavators, D5 to D10 dozers, as well as running a full vacuum dewatering system.
All equipment is serviced and maintained in the company’s own workshop in Busselton.
The company also crushes, screens and supplies its own materials, including gravel that meets Main Roads WA specifications.
This self-sufficiency comes into its own at times of continuing Government investment in major infrastructure projects, plus the ongoing demand for more sub-divisions as the housing market tightens.
This is why State Government departments such Main Roads WA, the Department of Biodiversity, Conservation and Attractions, Water Corporation, and Busselton Water, as well as local shires, blue chip mining companies and private developers trust Leeuwin Civil to deliver.
It is this, together with our strong and established partnerships with leading civil engineering design companies, that enables Leeuwin Civil to provide full in-house project management services on medium to large and complex construct-only, and design and construct contracts right across Western Australia.
“IF THE FAMILY LIVES IN THE SAME COMMUNITY, GRANDPARENTS CAN PICK THE CHILDREN UP FROM SCHOOL, PROVIDING THEM WITH A SENSE OF PURPOSE, AND REDUCING LONELINESS BY ALLOWING THEM TO ENCOUNTER FRIENDS ALONG THE WAY”
Furthermore, increasing the number of residents on the street will enhance sociability, utilising a large, underused area.
“Health and well-being are critical issues, and loneliness directly contributes to that. The UK has a minister for loneliness, highlighting how it is a contributing factor to other health problems; Australia is now identifying that.”
Tackling loneliness and building community motivated Yolk Property Group to improve the retirement sector.
“Traditionally, retirement villages can lead to loneliness when one partner passes away, or individuals move in alone. Residents may feel disconnected from their community, especially if it’s far away from family,” states Bourton.
As such, integration is crucial for the company; as long as people are embedded in the social fabric, they will not feel isolated.
“If the family lives in the same community, grandparents can pick the children up from school, providing them with a sense of purpose and reducing loneliness by allowing them to encounter friends along the way,” he adds.
FAITH IN THE FUTURE
Arbour Margaret River serves as an excellent example of a community that benefits its residents. It features two clubhouses, with one designated explicitly for residents over the age of 55, who also have the option to use the other facility.
“The main idea behind a setup like Arbour Margaret River is to provide a space where people over 55 can socialise with the community in the gym or outdoor pool or enjoy the tranquillity of their private clubhouse to read a book. This way, they have the best of both worlds,” Bourton excites.
Yolk Property Group recognises that the land lease sector for those over 55 is a wise investment.
“If you were to compare land lease with offices, there’s an investment risk with the latter buildings used for work. The land lease sector, meanwhile, is Australia’s most resilient income security asset class,” he observes.
The company’s primary focus for the future is on houses and land due to the fact that the fully integrated community model performs well, especially in the residential and retirement sectors.
“We are concentrating our acquisitions in WA, QLD, and Victoria.
With the support of our capital partners, we operate as a syndicator, and they are enthusiastic about this asset class.”
Yolk Property Group aims to acquire a larger land bank for its land leases and residential communities whilst also focusing on acquiring properties along the East Coast, as the relatively small team genuinely cares about the communities they create, which inspires them to work collaboratively.
“When you are progressive rather than only practicing routine business, you strive to improve the community and enhance everyone’s health and well-being. This approach fosters a deeper sense of care in all aspects. It’s all about building a lasting legacy,” concludes Bourton.
Tracc Civil is a leading Western Australian civil construction company who strives to create a legacy in the construction industry. Tracc Civil is capable of completing most of the civil construction works in-house through its different divisions of bulk earthworks, road construction, wall construction, and in-grounds divisions including land development projects. Tracc Civil is able to successfully complete turnkey subdivision projects of a large scale.
TESTAMENT OF SUCCESS
Each project is approached with meticulous attention to detail and a commitment to safety, quality, and sustainability. Our collaborative approach ensures that client objectives are not only met but exceeded, fostering long-term partnerships built on trust and mutual respect.
Some prestigious road upgrade projects Tracc Civil has completed are Ocean Hill Mandurah Road intersection upgrade, Hale Road Widening and Enhancement, Jandakot Road Stage 2, Southwest Highway Intersection upgrade works at Byford, Hammond Road duplication, and we are currently working on Forrest Road upgrade.
Some of the renowned Land Development projects completed by Tracc Civil are Watermark by Yolk Property Group, Austin Lakes Precinct by BMP Property Investment, Florida Beach by Florida Beach Pty Ltd, Frasers Landing by Frasers Property Australia, Hammond West by Qube Wattleup Developments, Cassia Rise and Cassia Glades by Satterly Property Group, Clipper Precinct by DevelopmentWA, Pinjarra Light Industrial Estate by DevelopmentWA, Tucky Cove by DWR Property Pty Ltd, and more.
Apart from these, we regularly work on Western Power’s substation upgrade works and have completed substation upgrades at Kalbarri, Merredin, Kwinana etc. We on several panels as the preffered civil contractors for Western Power and Synergy. We have also completed projects for Fremantle Ports, Curtin University, and are now working on a Murdoch University project.
Thus, whether it is a staggering amount of earth moving projects or essential infrastructure that supports communities, Tracc Civil’s projects are landmarks of progress and success. We take pride in every achievement, knowing that each project leaves meaningful impact on the growth and prosperity of Western Australia.
CAPABILITIES
Tracc Civil’s comprehensive capabilities span across various other sectors, including:
Civil Works: Roads, water infrastructure, sewer networks, drainage systems, underground power, communication services.
Infrastructure: Major projects that enhance connectivity and facilitate economic growth.
Land Development: Large Subdivisions and residential communities that integrate seamlessly with the environment.
Western Power: Western Power substation improvement projects, customer funded works, underground power network projects
Water Corporation: Deep pump station projects
PARTNERSHIP WITH YOLK
With the post-COVID-19 housing boom in Australia, Tracc has invested a significant portion of its resources to this part of the civil construction industry and completed many projects with numerous stages successfully. A lot of Tracc Civil’s clients are repeated and satisfied clients who prefer to work with us for our candid nature and holistic approach to projects and people.
We started working with Yolk Property Group in 2021 with Watermark Stage 1 which was successfully completed with a revised construction strategy proposed by Tracc Civil after award which uplifted the lot classification, resulting financial gain for the client.
Tracc Civil has recently been awarded the ‘2024 Earth Award – Land Development’ which was the highest ranked land development project in the 2024 awards. Since then, the partnership between Tracc Civil and Yolk Property Group continued and Tracc Civil is now working in Watermark Stage 2 and Stage 3.
PARTNERING WITH TRACC CIVIL
Partnering with Tracc Civil means partnering with a team that values integrity, professionalism, and reliability. We take pride in our candid nature, clear communication, transparency, and accountability from tender stage to completion of the project.
Our commitment to delivering ahead of time and within budget ensures peace of mind for our clients, allowing them to focus on their core objectives while we handle the complexities of construction.
CONTACT US TODAY
Discover how Tracc Civil can turn your vision into reality. Whether you have a specific project in mind or seek guidance on how to navigate the complexities of civil construction in Western Australia, our team is here to help.
Visit our website to learn more about our capabilities, services, view our portfolio, and get in touch with us. Lets build a sustainable future together with Tracc Civil - where expertise meets innovation, and excellence is the standard, creating a legacy in the construction industry.
The global resource for supply chain professionals and organizations
Building on the global success of our regional titles – EME Outlook, Africa Outlook, APAC Outlook, and North America Outlook – Outlook Publishing is proud to introduce a digital magazine and web platform, dedicated to the supply chain sector.
As supply chain organizations worldwide confront unprecedented change, embracing technological innovations and incorporating critical environmental sustainability agendas, now more than ever is the time to showcase the strides being taken in this dynamic sector.
A multi-channel brand, Supply Chain Outlook brings you the positive developments driven by organizations across the global supply chain industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media channels, and dispatches delivered straight to your inbox with a bi-weekly newsletter.
Through this compelling new venture, we foreground the movers and shakers of the industry. To participate as a featured company and join us in this exciting endeavor, contact one of our Project Managers today.
Home to vast plains and diverse environments, moving goods across Western Australia (WA), the largest state in the country, requires precision and thorough efficiency. As such, WA’s heavy transport sector plays an integral role in the progression of numerous core industries, from mining to agriculture.
Providing cutting-edge logistics services since 1997, Campbell Transport has a history of innovating the bulk haulage industry and has grown to manage the biggest road-legal trucks in the world.
The company expertly oversees more than 200 top-of-the-range vehicles equipped with quad and
triple road trains, making it the largest performance-based standards (PBS) fleet, combined with a supporting plant, and specialist machinery for any load, haul, and maintenance requirements.
The WA PBS Scheme offers improved efficiency by allowing higher productivity vehicle combinations,
THE GO-TO LOGISTICS PROVIDER
We explore the ways in which Campbell Transport has evolved to provide comprehensive logistics services across the breadth of Western Australia, serving multiple industries and guaranteeing truck drivers’ safety
Writer: Lucy Pilgrim | Project Manager: Andrew Lewis
which have been assessed against stringent safety standards to operate on routes that would not typically be approved for prescriptive vehicles with the same mass and dimensions.
Thus, with an unmatched fleet, Campbell Transport is able to cover over 47,531 kilometres across WA, delivering its clients’ goods safely and
efficiently across some of the state’s most remote areas.
MEETING THE NEEDS OF MANY
Since its inception, Campbell Transport has achieved a stronghold in WA’s agricultural sector. For decades, the company has been known for its unmatched grain haulage capabilities
and its capacity to meet the needs of local farmers.
In the last 25 years, Campbell Transport has evolved to meet the changing needs of agribusinesses, initially ensuring the orderly delivery of crops before incorporating fertiliser and chemical transportation into its repertoire.
Nowadays, the company also supports the set-up and movement of sizeable agricultural machinery and complex equipment, becoming a vital aid for WA’s largest agrarian organisations.
Seven years ago, Cambell Transport entered the bulk haulage to mining market, providing both on-road and off-road services.
Subsequently, the company took the decision to accelerate its growth by branching out into more general freight operations, offering clients state-wide delivery services across a vast network of highly developed warehousing and depot facilities.
Today, Campbell Transport’s general freight division holds an admirable reputation for the seamless and safe delivery of goods. Leveraging more than 20 years of experience, the company handles a diverse range of freight, including oversized loads, using 24/7 GPS tracking. Therefore, all clients’ logistical needs are met, offering robust and dependable freight management services.
Customers can also rest assured that their products are safely stored in one of the company’s many strategically located warehouses and depots, where goods distribution is managed in an efficient and transparent manner.
Campbell Transport’s depots span WA, including Port Hedland, Perth, Geraldton, Broome, Esperance, Kalgoorlie, Bunbury, and Jerramungup, each with comprehensive warehousing and bulk solutions.
As such, the company’s allencompassing and world-class freight services expertly address business’ most complex storage and warehousing challenges.
FROM PIT TO PORT
Campbell Transport’s cutting-edge general freight and warehousing divisions are accompanied by its trusted mining services, which include drilling and blasting operations, crushing and screening, loading and hauling, and maintenance, making it front
THUNDERBIRD MINERAL SANDS PROJECT
Campbell Transport is proud to be the main carrier for the Thunderbird Mineral Sands Project (Thunderbird) in the Dampier Peninsula in the Kimberley region, WA.
Thunderbird is one of the world’s largest and highest-grade zircon mineral sand deposits, containing valuable minerals, including ilmenite, zircon, leucoxene, and rutile, extracted and exported via the Port of Broome to global markets.
and centre of Campbell Transport’s activities.
Campbell Transport’s mining division is renowned for its adaptability and proactiveness, offering tailor-made and multifaceted approaches to customers’ needs. It also utilises top-of-the-range mining equipment and knowledge of the main roads’ PBS to issue its team with the necessary techniques to ensure maximum operational efficiency.
The WA PBS Scheme is also significant as it means the company can run heavier loads with specially engineered truck combinations.
For each workforce, Campbell Transport also offers on-site accommodation with comfortable facilities and amenities, ensuring that team members have a good standard of living with high-quality camp solutions.
The company’s enviable mining services lend themselves well to its turnkey pit-to-port capabilities for mining activities across WA.
To address the diverse demands of clients, Campbell Transport leverages the combined strength of state-wide bulk storage facilities, purposefully situated close to ports to maximise material transportation.
A highly knowledgeable and experienced team is also available
to clients for pre and bankable feasibility studies to maximise project capabilities and ensure specific supply chain targets are met, whilst also cementing the possibility of future projects.
On top of this, Campbell Transport also boasts a tailormade pit-toport rotating container system that centres around the loading of ore and concentrates into eco-conscious sealed containers for transportation.
The system includes a purposebuilt integrated lid that only
opens and releases a product once the material is within the ships holds.
Regarding the bulk haulage of ores, mineral sands, and other mining products, the company is capable of providing enclosed storage or directto-port deliveries for ship loading.
Leveraging the unparalleled capabilities of industry-leading equipment and a highly professional team, the safe and timely delivery of materials is a Campbell Transport guarantee, allowing clients to focus on their core mining activities.
As such, the company is proud to offer end-to-end pit-to-port capabilities for mining operations in WA.
As a trusted industry partner, Campbell Transport understands the complexities involved in drill and blast, mining load and haul, crushing, haulage to port, shed storage, and ship loading. Indeed, the company’s
comprehensive solution ensures seamless coordination and efficient transportation of valuable materials from the mine site to the port.
Campbell Transport has several on-port and nearby bulk storage facilities around WA to cater for any of its current and future clients’ requirements.
COMMITTED TO SAFETY
The high supply and demand of Campbell Transport’s operations mean that its trucks are on the road 24 hours a day, leveraged by a multitude of industries.
With such an extensive and complex operative network, the company has a highly stringent set of safety protocols that have been refined to create a robust and faultless safety system, monitoring the wellbeing of drivers whilst also delivering clients’ needs.
The system comprises a range of equipment that minimises risk for truck operators, including Seeing Machines, who uses cutting-edge software such as proprietary face and eye-tracking algorithms to detect fatigue in drivers working 12 to 14-hour shifts.
This is one of the many instances of real-time in-cab intervention where the driver is told to re-focus their attention. In these cases, Campbell Transport’s 24/7 Fleet Controller Services team are notified and subsequently contact the driver to discuss their fatigue levels and provide adequate advice.
This unobtrusive process prioritises staff welfare and provides a last-ofline defence for drivers, resulting in a significant reduction in driving incidents caused by fatigue.
Drivers’ safety is also monitored by an In Vehicle Monitoring System that gathers critical information and enables around-the-clock observations. The system comprises live GPS and fatigue tracking, truck diagnostics, and the continuous recording of several footage streams.
Regarding the latter, every truck has at least five cameras, each running through an independent system. As a result, in the rare event of an incident, the company knows exactly how and where it occurred. On top of this, a thorough investigation can also be conducted on how best to prevent a reoccurrence.
Given the transportation of goods across many landscapes in WA, the company also recognises the
importance of the flora and fauna surrounding its operations. As such, each truck is equipped with ForwardLooking Infrared (FLIR) Thermal Imaging cameras, providing drivers with the visibility to detect heatproducing hazards such as cows, kangaroos, and camels present on the WA’s roads.
This highly-advanced software means drivers can react effectively to any potential incidents, allowing time for greater decision-making when faced with a potential hazard.
Alongside a comprehensive set of safety equipment, Campbell Transport generates regular road reports that create specialist haulage routes that are then examined by a professional safety team, who subsequently publish a detailed report for Main Roads Western Australia – a government body responsible for road access policies across the state.
Dynamic Diesel Mechanical Services is your trusted specialist business partner for the provision of highly skilled personnel to the mining, bulk haulage, civil and rail sectors. Established in 2001, Dynamic Diesel has been immensely successful in helping our clients achieve their mission-critical projects and goals. We provide flexible services Australia-wide – whatever you need, wherever you need, we can find the workforce and the solution.
Dynamic Diesel has safety and compliance at the core of everything we do, and our competent personnel always strive for excellence in everything they do.
www.dynamic-diesel.com.au
This detailed and precise report reduces potential incidents, informing the maintenance and repair of many of WA’s arterial roads, including the Great Northern Highway, the Geraldton to Mount Magnet Road, as well as the Coolgardie-Esperance Highway.
Ultimately, Campbell Transport’s trusted and cost-effective transportation and warehousing solutions maximise the operational efficiency and profitability of clients’ projects across multiple industries, whilst also guaranteeing the safety of truck drivers and WA’s flora and fauna.
Tel: (08) 9393 9240
perth@campbelltransport.net.au
www.campbelltransport.net.au
Transporting goods across WA
FUTUREPROOFING THE PHILIPPINES
VITRO Inc. is the Philippines’ leading data centre service provider, boasting the most expansive data footprint in the country.
President and CEO, Victor S. Genuino, tells us how the company serves as the most trusted digital partner for countless enterprises across the nation
Writer: Ed Budds | Project Manager: Ryan Gray
FUTUREPROOFING PHILIPPINES
The global data centre market has evolved rapidly in the last decade, primarily driven by accelerated cloud adoption as well as the key emergence of artificial intelligence (AI).
Amid this global, sector-defining evolution, the ePLDT Group (ePLDT) stands as the industry-leading digital transformation partner for enterprises in the Philippines, with its subsidiary, VITRO Inc. (VITRO), pioneering as the country’s leading data centre operator, managing the largest network of data centres in the nation.
The Philippines is not only rich in natural resources, culture, and talent, but also holds a unique strategic geographic position to be the next gateway to Asia from a digital infrastructure standpoint.
“With robust and hyperconnected data centres, VITRO provides the foundation for businesses’ success in the digital age and is home to a rich and diverse digital ecosystem in which technologically-driven companies synergise and connect to collectively thrive in the digital landscape,” he prides.
As President and CEO, Genuino is responsible for defining VITRO’s growth strategy and strengthening its industry-leading position as the digital transformation partner of choice for enterprises with its suite of data centre, multi-cloud, and AI solutions.
“THE SURGE OF AI NECESSITATES A RETHINK IN THE WAY WE DESIGN AND BUILD OUR FACILITIES AND AN EVEN DEEPER FOCUS ON HOW WE INNOVATE”
– VICTOR S. GENUINO, PRESIDENT AND CEO, EPLDT AND VITRO INC.
“Power is the lifeblood of any data centre, and a comprehensive understanding of the energy sector – from generation to distribution – is crucial for any data centre operator.
“Spending 10 years in the power sector equipped me with this knowledge. Consequently, I can now leverage this learning to enhance our strategies as we continue to expand our footprint in the country,” he explains.
NETWORK ACROSS THE NATION
Today, VITRO boasts the largest data centre footprint across the Philippines with 11 state-of-the-art facilities located in key locations nationwide, including another one soon to rise in Santa Rosa, Laguna.
As such, the current VITRO network of data centres offers nearly 9,000 racks across the Philippines,
which has been strategically advantageous for the company in serving mission-critical, industryleading operations.
Once complete, VITRO Sta. Rosa will be the largest facility in its portfolio, with 4,500 racks and a total load of 50 megawatts (MW).
Combined with the rest of VITRO’s data centre, the full activation of VITRO Sta.Rosa will increase
“VITRO DATA CENTRES ARE INTERCONNECTED BY DCI, A VITAL TECHNOLOGY THAT CONNECTS DATA CENTRES SPREAD ACROSS DIFFERENT GEOGRAPHICAL LOCATIONS, AND IT CAN SECURELY AND SEAMLESSLY TRANSFER CRITICAL DATA FROM ONE SITE TO ANOTHER”
– VICTOR S. GENUINO, PRESIDENT AND CEO, EPLDT AND VITRO INC.
the total power capacity of VITRO to 100MW.
This state-of-the-art facility will be Rated-3 certified and Rated-4 ready, providing clients with unparalleled reliability and uptime assurance.
Furthermore, the site is connected to major cable landing stations that have direct access to international subsea cable systems like Jupiter
and the upcoming Asia Direct Cable, amongst others. Thus, it will be the most modern and sustainable VITRO data centre to date as it incorporates technology, renewable energy, and design elements that ensure the efficient utilisation of power and water whilst also reducing carbon emissions.
“VITRO data centres are interconnected by data centre
interconnect (DCI), a vital technology that connects data centres spread across different geographical locations, and it can securely and seamlessly transfer critical data from one site to another,” he adds.
As such, VITRO data centres are strategically linked together to allow seamless integration and agile response to market demands.
“OUR ASPIRATION REMAINS THE SAME – WE WANT THE PHILIPPINES TO BE A DIGITAL DESTINATION FOR HYPERSCALERS AND ALL EMERGING TECHNOLOGIES. IT’S NOT A QUESTION OF IF, BUT WHEN”
– VICTOR S. GENUINO, PRESIDENT AND CEO, EPLDT AND VITRO INC.
EXCEPTIONAL SERVICE
Crucial to maintaining the company’s success and formidable reputation within the data industry in the Philippines, is the ongoing cultivation of VITRO’s core relationships with both its dedicated staff and business partners.
“Our technology partners are absolutely integral to the success of VITRO. The scale and complexity of our operations rely on strong relationships with our partners as they share the expertise and innovative solutions that allow us to continually push the boundaries of what we can
offer, especially in areas like power management, cooling, and network infrastructure,” states Genuino.
In addition to its partners, employees remain at the beating heart of VITRO, as their dedication and expertise ensure day-to-day operations run seamlessly and clients receive exceptional service.
From engineers to support teams, every individual’s contribution is essential to achieving VITRO’s goal of being the most trusted digital infrastructure provider in the Philippines.
Together, this ecosystem of partners, suppliers, and hard-working
employees allows it to continue setting new standards in the data centre industry.
Getting everyone to take part in this undertaking requires leadership and work environments that lift people up.
“We espouse a culture of transparency and open communication. As managers, our role is to bring out the best in our people,” says Genuino.
“I believe in accountability, appreciating contributions, rewarding performance, and providing employees with challenges and opportunities for learning and growth.”
SURGING INTO THE FUTURE
The future is full of exciting scheduled developments for VITRO.
VITRO BENEFITS FOR FUTUREPROOFING BUSINESSES
BUSINESS CONTINUITY
• VITRO data centres are robust and resilient, promoting the highest possible facility uptime in the Philippine market.
BUSINESS SCALABILITY
• Equipped with hyperscale capacity and connectivity to help clients swiftly expand IT infrastructure as their business grows.
BUSINESS SENSE
• Keep data secured in a worldclass data centre facility without high operational costs.
Looking to establish itself as an entirely separate entity, VITRO will continue to serve as the PLDT Group’s dedicated data centre operations company alongside spearheading advancements in its data centre builds, innovations, and services as well as optimising operations.
This move is also part of VITRO’s strong commitment to further elevate the customer experience and cater to the demands of hyperscalers, AI, and enterprises.
“The surge of AI necessitates a rethink in the way we design and build our facilities and an even deeper focus on how we innovate. The creation of VITRO allows us to be more agile as we adapt to the evolving needs of the digital market and build more worldclass facilities that will advance the Philippines’ digitalisation,” Genuino elaborates.
Elsewhere, hyperscalers will continue to propel the growth of VITRO in the coming years, however
the company expects AI to further accelerate this once adoption peaks in the Philippines.
“Our aspiration remains the same –we want the Philippines to be a digital destination for hyperscalers and all emerging technologies. It’s not a question of if, but when,” he concludes proudly.
With a strong collaboration between the entire data centre sector and the national government, VITRO can rest assured that this vision will come to fruition in no time.
To round off each issue, we ask our contributing business leaders for their views on the same question
IF YOU COULD WORK IN ANOTHER INDUSTRY, WHAT WOULD IT BE AND WHY?
Roberto Beneventi CEO, CR3 Group
“I’m excited about CR3 broadening its horizons. Whilst we have a strong foundation in the traditional oil and gas sector, we’re now focusing on providing innovative engineering solutions to the clean energy industry.
“But our ambitions go beyond clean energy – we’re actively exploring opportunities in other sectors, such as food processing, pulp and paper, and civil construction.
“So, for me, it’s not about working in another industry, but more about introducing CR3’s expertise to other industries.”
David Field Managing Director, ICON Engineering
“I have a side hobby of using a drone to video and photograph spearfishing and document underwater life all across Australia. So, I could imagine myself as a videographer for National Geographic!”
Charles Chen
CEO, Nando’s Malaysia
“I’m always open to a new challenge. My career has been full of unexpected paths, and I’d be excited to see where a fresh opportunity could lead.”
Tao Bourton
CEO, Yolk Property Group
“Probably philanthropic charity.”
CR3 Group has told its story
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