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EDITORIAL
Head of Editorial: Jack Salter jack.salter@outpb.com
Deputy Head of Editorial: Lucy Pilgrim lucy.pilgrim@outpb.com
Established in 1972, and on the front cover of our 72nd edition of APAC Outlook magazine, is DHL Express Singapore.
The country’s first door-to-door international express document delivery company now has over 1,000 employees in Singapore, four service centres, and more than 140 retail outlet partners, alongside operating the DHL South Asia Hub.
DHL Express Singapore is a proud leader in the pharmaceutical, life sciences, and healthcare sectors, offering its customers a full suite of specialised solutions built around deep medical expertise spanning more than two decades.
“We are committed to delivering innovative healthcare solutions to cater to the evolving needs of the medical sector,” asserts Managing Director, Christopher Ong, who also delves extensively into DHL Express Singapore’s sustainability initiatives.
Not long after DHL Express Singapore was established, the national flag carrier of Papua New Guinea (PNG), Air Niugini, was founded in September 1973, with its inaugural flight taking place two months later.
This proved to be a catalyst for PNG’s growth and marked a turning point in the nation’s socioeconomic development.
The premier government-owned airline has a proud history spanning more than five decades and is a vital link between PNG and the rest of the world.
“The future as a whole is bright because PNG is a country rich in natural resources such as oil, gas, gold, and other minerals and is still relatively untouched by tourism. All these sectors rely on the support of the aviation industry in order to operate and prosper,” insights CCO, David Glover.
Many industries also depend on Grydale’s renowned range of dust collection equipment and patented technologies, which effectively control dust and airborne contaminants in applications such as tunnelling, mining, and quarrying.
“Thanks to our proprietary technology, Grydale’s dust collectors have gained a reputation worldwide. They are transforming how dust extraction processes and ventilation design are approached across various industries and projects,” acclaims CEO, Alex de Andrade.
In this issue, we also cover Team Medical Supplies’ solutions for a healthier world, Sypharma’s emergence at the forefront of Australian animal healthcare, and EDOTCO Group’s leading integrated telecommunications infrastructure services.
We hope that you enjoy your read.
Jack Salter Head of Editorial, Outlook Publishing
SUPPLY CHAIN
52 Air Niugini
Flying the PNG Flag
Major aircraft fleet replacement, modernisation, and expansion
62 Yusen Logistics
Your Partner in Supply Chain Excellence
A seamlessly connected suite of supply chain solutions
MINING
72 Grydale
The Must for Dust Collection Leaders in dust collection equipment
90 Cooper Fluid Systems
A Fluid Operation Local solutions, national strength
98 Primero Australia
Primero – EPC Experts
Comprehensive engineering, procurement, and construction solutions
108 Team Medical Supplies
Solutions for a Healthier World
Providing premium service and quality products
At the Core of Asian Cosmetics Indonesia’s undisputed cosmetics leader 62 90
116 PCI Pharma Services
Delivering Life-Changing Therapies
Committed to continuous evolution 124 Sypharma
Extraordinary Animal Healthcare Solutions
Addressing critical supply chain gaps 130 Mirxes Driving Early Detection Harnessing the power of RNA
MANUFACTURING
138 Cosmax Indonesia
Shaping future connectivity in Asia 154 Digicel Pacific
Better Together
Promoting accessible communication across the South Pacific
JAPAN LAUNCHES NEW FLAGSHIP ROCKET
SEEKING A MORE precise location positioning system of its own, Japan recently launched a navigation satellite on its new flagship H3 rocket.
Expected to reach its targeted geospatial orbit in approximately two weeks, the rocket is carrying the Michibiki 6 satellite, which will be the fifth satellite system in the country’s network.
Japan intends to launch two more navigation satellites by March 2026 in an effort to have an accurate global positioning capability that doesn’t rely on foreign services. By 2030, the nation plans to have a total of 11 satellites in its network.
TECHNOLOGY AEROSPACE ENVIRONMENT
BAR-HEADED GEESE FLOCK TO NORTHERN INDIA
TYPICALLY MIGRATING FROM the Tibetan plateau and parts of Central Asia to spend the winter months in South Asia, the bar-headed goose is the native species of Central Asia known for traversing extreme
YOUTUBE’S DANGER TO AUSTRALIA’S YOUTH
IN NOVEMBER 2024, Australia passed legislation to officially ban social media access for children under the age of 16 by the end of 2025, setting the record for some of the world’s most stringent social media limits.
Whilst the initial ban was meant to include YouTube, the site was just recently granted an exemption due to it being a primary source of education and information relied upon by many.
However, researchers and academics are claiming the site hosts just as much danger as the newly prohibited platforms as a result of its addictive nature and algorithm that feeds problematic and violent ideologies towards viewers.
altitudes as it annually migrates. This winter, the geese have flocked in their thousands to the Pong wetland in Nagrota Surian, a town in the Indian state of Himachal Pradesh. On average, the Pong wetland anticipates approximately 40,000 to 45,000 bar-headed geese visitors during the season, although the past winter counted 25 percent less than the year prior.
BUSINESS TRAVEL
HALAL TOURISM ON THE RISE
EXPECTED TO GROW by a staggering USD$410.9 billion by 2032, the Muslim-friendly travel market has evolved from a small niche to a mainstream sector of the tourism industry.
AFTER US PRESIDENT Donald Trump’s declaration of new tariffs to be implemented on imports from Mexico, Canada, and China, Taiwan has announced that it will assist international companies in relocating to the US to avoid rising costs.
these tariffs as the country is a key producer of technological products, such as semiconductors and electronic parts, and has factories in both Mexico and Canada.
The country’s Ministry of Economic Affairs has released a statement that details the measures it is offering to companies looking to move, including which US states to invest in, local laws, and finding partners. LET THE TARIFFS WAR
Taiwan is particularly vulnerable to
ECONOMY
PAKISTAN’S INFLATION LOWEST IN NEARLY A DECADE
HAVING DROPPED TO a mere 2.4 percent year-on-year in January, Pakistan’s consumer inflation rate is the lowest the country has seen in over nine years.
The South Asian nation is currently navigating an economic recovery,
aided by a USD$7 billion facility from the International Monetary Fund (IMF), which was granted in September 2024 in an effort to strengthen macroeconomic stability and address structural challenges.
The IMF is set to review Pakistan’s progress in March, with both national businesses and the government confident in its ability to meet projected economic targets.
Officials say that Halal tourism is expanding rapidly in popularity due to the untapped potential the market possesses, with many destinations enhancing their offerings to be more inclusive and allow visitors to enjoy travel without having to compromise their faith-based needs.
Malaysia and Thailand reign as the most visited destinations for Muslim travellers, with locations like Singapore, the UK, Taiwan, the Philippines, and Hong Kong also increasing in popularity.
TECHNOLOGY
DEEPSEEK POSES DEEP SECURITY THREAT
TAIWAN HAS OFFICIALLY banned government departments from using DeepSeek, the Chinese artificial intelligence (AI) start-up that has recently taken over the industry.
During a cabinet meeting, Taiwanese officials stated the ban was to ensure the protection of the country’s information security. Equally, there have been concerns about censorship and risks surrounding the personal data DeepSeek collects ending up in China.
Other countries, including South Korea, France, Italy, and Ireland, have been investigating the website’s usage and potential abuse of personal data.
The Future of Global Gaming is Here
David Stelzer, President of leading global video game commerce organisation, Xsolla, discusses the importance of the Asia Pacific region as a key player within the global gaming landscape due to its innovative approach and advanced technologies
Writer: David Stelzer, President, Xsolla
For decades, Western narratives have dominated the gaming industry – from Silicon Valley’s tech advances to Hollywood’s storytelling influence.
Meanwhile, the Asia Pacific (APAC) region has quietly revolutionised game development, monetisation, and sustainability, fuelling Western successes like League of Legends and Fortnite.
For many years, APAC’s gaming output seemed to be focused solely on Japan, with console powerhouses such as Sony, Nintendo, Sega, and Square Enix dominating.
Now, APAC is seen as a much larger region and gaming’s undisputed leader. Boasting the world’s largest gaming audiences, pioneering business models, and an unmatched ability to scale, the region is not just a major player but shaping the entire industry’s future.
JAPAN: THE LEGACY INNOVATOR
Japan has long influenced gaming,
reshaped open-world gaming, whilst Sony’s Shadow of the Colossus revolutionised game design with its storytelling.
SOUTH KOREA: THE ESPORTS AND ONLINE GAMING GIANT
creating iconic franchises and setting the gold standard for design. Its strength lies in blending nostalgia with innovation, reinventing classics rather than relying on incremental sequels.
For example, whilst the West clung to consoles, Japan pioneered mobile gaming. Puzzle & Dragons, developed and published by GungHo Online Entertainment, was a watershed moment, blending role-playing game (RPG) mechanics with match-three gameplay. It was the first mobile game to generate USD$1 billion in revenue, proving that mobile gaming wasn’t just for casual players.
Nintendo and Sony, meanwhile, remain juggernauts of the gaming industry, each shaping the market in their own distinct ways. Whilst Nintendo dominates with its hardware – including the Nintendo Switch selling over 150 million units – both companies excel at their ability to reinvent gameplay. For instance, Nintendo’s The Legend of Zelda: Breath of the Wild completely
Whilst Japan has long dominated traditional gaming, South Korea revolutionised online multiplayer interaction. The government has actively invested in gaming infrastructure by providing lightningfast internet and creating an ecosystem where competitive gaming could thrive.
US company Blizzard may have created StarCraft, but South Korea turned it into a global phenomenon. The game became a national pastime, leading to the birth of modern eSports. Today, the country remains the epicentre of competitive gaming, producing some of the best players and teams across League of Legends, Overwatch, and Valorant.
Beyond eSports, South Korea excels in live-service gaming. Nexon pioneered free-to-play massively multiplayer online role-playing games (MMPORGs) with MapleStory and Dungeon Fighter Online, which surpassed over USD$20 billion in revenue. Other giants like Netmarble, NCSoft, Krafton, Kakao, and Com2uS have also driven the industry’s success, shaping the global market.
South Korea’s gaming industry isn’t just about creating games – it’s about fostering a culture where gaming is as respected as traditional sports.
CHINA: THE POWERHOUSE THAT REWIRED GAMING ECONOMICS
China is the world’s largest gaming market, home to over 600 million gamers and industry giants Tencent and NetEase, whose influence extends far beyond the country’s borders.
Tencent is the largest gaming company in the world, with stakes in League of Legends, Fortnite, Call of Duty, Clash of Clans, and PlayerUnknown’s Battlegrounds (PUBG) Mobile. It pioneered the liveservice model, turning games into long-term entertainment ecosystems. Today, the free-to-play mechanics and battle passes that Tencent helped to refine in China dominate Western franchises like Call of Duty: Warzone and Ultimate Team.
Tencent’s Honor of Kings is the highest-grossing mobile game ever, earning USD$15 billion since its launch and proving that mobile gaming can rival triple-A (AAA) franchises.
Whilst Tencent leads in business, NetEase drives innovation, refining cross-platform gaming for hits like Diablo Immortal and Identity V, which both thrive in China but struggle in the West. NetEase also excels in localisation, bridging Eastern and Western gaming preferences with hybrid storytelling and gameplay.
CHINA’S INFLUENCE ON MONETISATION AND
DESIGN
China’s greatest impact on global gaming isn’t just its companies, but its business models. The country’s developers mastered the gacha system, which has since become dominant in modern gaming. Genshin Impact by MiHoYo proved that gacha mechanics could work in a
AAA-quality game, generating over USD$4 billion in just two years
Even traditional Western developers, once resistant to these mechanics, have embraced them. Look no further than Electronic Arts’ (EA’s) Ultimate Team or Call of Duty’s seasonal battle passes – both concepts were fine-tuned in the APAC market before being adopted worldwide.
SOUTH KOREA: THE BIRTHPLACE OF ESPORTS AND LIVE-SERVICE GAMING
Whilst China perfected monetisation, South Korea redefined multiplayer gaming. It pioneered online connectivity before the West understood its potential, turning competitive gaming into a professional industry long before eSports became a global phenomenon.
In the early 2000s, professional leagues formed around the game, and eSports became a legitimate career path. By the time League of Legends and Overwatch took over the eSports scene, South Korea had already established the infrastructure - dedicated gaming houses, salaried players, and sponsorship deals - that turned gaming into a billion-dollar industry.
South Korea also pioneered the liveservice model long before the West caught on. MapleStory and Dungeon Fighter Online introduced the idea that games could thrive indefinitely with regular content updates, something now standard in Western blockbusters like Destiny 2 and Apex Legends.
SOUTHEAST ASIA: THE EMERGING GIANT
Whilst Japan, Korea, and China have dominated gaming headlines, Southeast Asia has been emerging as a major force. With a mobile-first audience and agile studios, the region is making global waves.
Singapore’s Garena created Free Fire which has surpassed USD$1 billion in downloads, outpacing Fortnite and PUBG Mobile by thriving in low-end device markets. Vietnam’s Sky Mavis pioneered play-to-earn with Axie Infinity, showcasing the region’s willingness to experiment.
Unbound by AAA constraints, Southeast Asian developers continue to rapidly innovate. With improving infrastructure and growing investment, the region is set to become a powerhouse in game development and publishing
WHY APAC DESERVES MORE RECOGNITION
Despite its dominance, gaming’s global conversation is still skewed towards Western studios. But overlooking APAC’s impact ignores where the future of the industry is headed.
APAC has set the standard for monetisation models, eSports, and mobile-first development. Now, with cloud gaming, AI-driven content, and new business models, APAC is not just participating – it’s defining the industry. More interconnected than ever, gaming’s future isn’t just influenced by APAC - it is APAC.
ABOUT THE EXPERT
David Stelzer, President of Xsolla, is a seasoned executive with an illustrious career spanning two decades in the digital entertainment and video game industry. He holds Vice President and Senior Vice President positions and has accumulated experience and expertise in gaming, business development, strategy, marketing, product development, and legal matters.
EXCELLENCE, SIMPLY DELIVERED
Enabling global trade by connecting people and markets across the world, DHL Express Singapore has delivered first-class services for over 50 years. Christopher Ong, Managing Director, tells us more about the company’s inspirational beginnings and plans for a cutting-edge future
Writer: Lauren Kania
Established in 1972 as Singapore’s first door-to-door international express document delivery company, DHL Express Singapore (DHL Express) was born from humble origins.
With no physical warehouse facility and all document sorting done in a Shell petrol kiosk carpark, the company worked diligently to gain a reputation for success and reliability, quickly finding domestic and international prosperity.
Today, DHL Express proudly boasts over 1,000 employees in Singapore, four service centres, and more than 140 retail outlet partners, alongside operating the DHL South Asia Hub, which serves the region connecting Singapore to the rest of the world.
Christopher Ong, Managing Director
“We have over 50 percent international air express market share in the country, serve a diverse client base ranging from small and medium-sized enterprises (SMEs) to multinational corporations, and have clients who span industries including technology, retail, and manufacturing,” opens Christopher Ong, Managing Director.
Having grown up around airports and aircraft due to his father’s work in the airline industry, Ong fell in love with all things aviation and logistics at a young age, immediately recognising this was the industry he wanted to pursue.
“In 2006, when I first joined DHL Express, it was like a dream come true,” he impassions.
Having held various positions in the company and run myriad programmes, Ong now holds the position of Managing Director in Singapore and is responsible for driving sustainable growth in the logistics market.
Currently, DHL Express’ main products and services include Time Definite International (TDI), which guarantees global delivery within a specified timeframe, demonstrated by its Express Worldwide and Express 9:00/10:30/12:00 services.
The company’s industry solutions, meanwhile, centre around its Medical Express (WMX) services for healthcare logistics needs and Express Breakbulk (BBX), offering comprehensive shipping solutions.
LIFE SAVING DELIVERY
DHL Express is a proud leader in
the pharmaceutical, life sciences, and healthcare sectors, offering its customers a full suite of specialised solutions built around more than two decades of deep medical expertise.
Today, the biopharmaceutical sector in Singapore contributes over USD$19 billion in output, a threefold increase from 20 years ago. Additionally, eight of the top 10 biopharmaceutical companies in the world reside in the country alongside 60 manufacturing facilities in active operation.
“To support the growing medical and healthcare industry and its unique needs, we provide a specialised shipping solution known as WMX,” insights Ong.
This service is designed to handle the transportation of biological substances, clinical drugs, and pharmaceutical active pharmaceutical
ingredients (API), which require transportation in a temperaturecontrolled environment with the shortest lead time.
Every WMX shipment supports crucial research to help save lives.
Additionally, the company collaborates with its counterparts in other DHL business units, DHL Supply Chain and DHL Global Forwarding, to offer a full suite of solutions for customers in coldchain warehousing, pharmaceutical finished goods, and clinical trials.
“At DHL Express, we are committed to delivering innovative healthcare solutions to cater to the evolving needs of the medical sector,” asserts Ong.
This is achieved through key initiatives such as deep-frozen solutions, one-stop shop solutions, and direct from/to patient services.
“AT DHL EXPRESS, WE ARE COMMITTED TO DELIVERING INNOVATIVE HEALTHCARE SOLUTIONS TO CATER TO THE EVOLVING NEEDS OF THE MEDICAL SECTOR”
– CHRISTOPHER ONG, MANAGING DIRECTOR, DHL EXPRESS SINGAPORE
Additionally, further features of WMX include medical express handling, ensuring the integrity of temperature-sensitive shipments, enhanced delivery solutions, customer service, and the advantages of a DHL Express network.
Specifically, customer service is provided by dedicated life science specialists who ensure expert assistance tailored to industry needs. The offering features 24-hour monitoring through the Advance Quality Control Centre (AQCC) and
a customised e-booking tool to streamline the booking process for clients with unique requirements.
Equally, the integrity of temperature-sensitive shipments is achieved through specialised temperature-controlled packaging equipped with various conditions including ambient, chilled, frozen, and ultra-frozen, achieved through contingency set-up with industrygrade fridges and dry ice top-up opportunities in key hubs and gateways.
“These features make WMX an
ideal solution for healthcare providers, laboratories, pharmaceutical companies, and other entities in the medical field that require reliable and efficient logistics services,” expands Ong.
SUSTAINABLE SOLUTIONS
Connecting over 220 countries and territories across the globe and boasting a network of nearly 300 dedicated aircraft, DHL Express is proud to offer innovative solutions to create seamless, consistent, and comprehensive services.
DHL EXPRESS OFFERINGS
AN EXCLUSIVE NETWORK:
Boasting assets of 500+ aeroplanes, 34,000 vehicles, and over 100,000 employees.
SUPPORT BUSINESS GROWTH:
Focusing on improving business to continuously grow and expand their global reach.
SPEED: Optimised network and scheduling help the company reach the furthest destinations in the shortest time frame.
24/7 CUSTOMER SERVICE: Helping customers track and trace all their shipments and resolve all their shipping needs.
IN-HOUSE CUSTOMS TEAM: Facilitating smooth customs clearance for shipments around the world.
INTEGRATION: Offering a range of online tools, portals, and guides to simplify the shipping process.
“IN ADDITION TO OFFERING CUSTOMERS SPEED AND RELIABILITY, WE PROVIDE THEM WITH MORE SUSTAINABLE LOGISTICS SOLUTIONS”
– CHRISTOPHER ONG, MANAGING DIRECTOR, DHL EXPRESS
Just as significant to DHL Express’s continuous growth are its sustainability initiatives.
The company is the leader in sustainable logistics, having started its DHL GoGreen programme in 2009 that focuses on driving carbon efficiency.
Moreover, in 2017, DHL was the first organisation in the transport and logistics sector to set a 2050 net zero target, which it has been working diligently towards ever since.
“In Singapore, we have over 100 electric courier vans plying our roads daily, which has enabled us to reduce our Scope 1 carbon emissions by over 300 tonnes per annum,” details Ong.
“In addition to offering customers
speed and reliability, we provide them with more sustainable logistics solutions to reduce their Scope 3 emissions.”
Given that the transportation industry is an energy-intensive sector with an undeniably large carbon footprint, DHL Express is committed to achieving net zero greenhouse gas (GHG) emissions through various decarbonisation methods.
The company’s sustainable initiatives include its
GoGreen Plus service, the conversion of its ground fleet to electric vehicles (EVs), and a partnership with Pick Network – a nationwide parcel locker network by the Infocomm Media Development Authority (IMDA) of Singapore that allows it to consolidate deliveries at a single service point.
Launched in 2023, DHL Express’ GoGreen Plus service enables customers to reduce GHG emissions generated by their international shipment deliveries using sustainable aviation fuel for aircraft.
Equally, in 2019, the company implemented its electrification plan in Singapore in order to significantly reduce its carbon footprint.
“By electrifying 30 percent of our daily delivery routes, we are on track to meet our global goal of expanding our EV fleet to 60 percent by 2030,” details Ong.
“This initiative also aligns with Singapore’s broader sustainability goals under the ‘Energy Reset’ pillar of the Singapore Green Plan 2030, which aims to promote the adoption of EVs.”
As DHL Express continues to look ahead to a sustainable, prosperous future, it is planning to extend the company’s geographical footprint even further.
In 2016, the South Asia Hub was built to serve as a central axis for the region and connect Singapore to the rest of the world. Eight years later, it expanded the facility to cater for rising volumes coming through the country.
Additionally, the company has added substantial air capacity in the last few years, doubling its air cargo volume throughput at Changi Airport. In 2022, for example, DHL Express’ partnership with Singapore Airlines took flight with five B777 freighters, connecting the nation directly to the US.
“This guarantees capacity on our critical routes out of Singapore, in anticipation of the ongoing growth in Asia Pacific trade,” concludes Ong.
Tel: +65 8240 0610
www.dhl.com/discover/en-sg
AN ARCHITECTURAL TRIFECTA
Mixing aesthetics with functionality, CAN Design focuses on transforming urban environments, positively contributing to the community and a sustainable future. Managing Director, Stephen Chow, shares the vision of its creative minds in the evolving property landscape
Writer: Rachel Carr
The multifaceted metropolis of Hong Kong boasts a stunning skyline that reflects its vibrant and bustling urban atmosphere, whilst also showcasing a rich heritage and culture that is evident in the architecture throughout the city.
The design of these buildings has inspired creatives for generations, leading to the formation of CAN Design (CAN) in 2020 by a group of like-minded talents.
“Initially, CAN stood for culture, art, and nature – key elements that are integral to our DNA. The company’s journey began with a vision to create something extraordinary by weaving these three elements into the fabric of our designs,” introduces Stephen Chow, Managing Director.
As a multidisciplinary company, CAN offers a comprehensive range of services, including architecture, interiors, signage, and master planning, continually adopting a holistic approach.
Now with a team of over 60 professional creatives, CAN frequently pushes the boundaries of design innovation and excellence.
“Many of our team members have worked together for a significant amount of time, having built solid bonds during their stints at renowned international design companies. This continuity and shared history allows us to operate seamlessly and bring a wealth of knowledge to each project,” Chow explains.
INTERTWINED ELEMENTS
Culture, art, and nature are fundamental to CAN’s values, and the company exemplifies this by transforming urban environments to promote community engagement and enhance lives through innovative public spaces and iconic buildings.
The company believes in the transformative power of design to improve spaces, communities, and cities, working on projects of varying
scales, from mixed-use developments and offices to retail malls and rooftop renovations.
Each project is crafted to elevate the human experience and inspire a sense of connection within the community.
“A prime example is Foodie Sky, a brand-new rooftop dining and garden space at Hefei MixC that CAN reimagined as a vibrant urban oasis where visitors can relax, socialise, and enjoy the ambience,” Chow explains.
This renovation revitalised an underutilised area and introduced new social and leisure elements, drawing people together and promoting a sustainable community-focused lifestyle.
“We created a trendy microvacation destination, redefining social dining with a fresh, natural aesthetic.”
CAN’s work on the Hefei MixC Foodie Sky project demonstrates considerate design ideas that enrich urban life by creating a tranquil oasis above the city.
AN ICONIC AND IMMERSIVE EXPERIENCE
CAN possesses several distinctive attributes that set it apart from its competitors and enabled it to secure an interior design contract on the BILIBILI New Generation Campus Project.
BILIBILI is an iconic brand and a leading video community for young generations in China, with the project located in the new central business district (CBD) area of Shanghai.
“INITIALLY, CAN STOOD FOR CULTURE, ART, AND NATURE – KEY ELEMENTS THAT ARE INTEGRAL TO OUR DNA. THE COMPANY’S JOURNEY BEGAN WITH A VISION TO CREATE SOMETHING EXTRAORDINARY BY WEAVING THESE THREE ELEMENTS INTO THE FABRIC OF OUR DESIGNS”
– STEPHEN CHOW,
MANAGING DIRECTOR, CAN DESIGN
During a BILIBILI competition, the company’s architecture and interior teams collaborated closely, sharing insights to deliver a cohesive and seamless design for the digital entertainment and culture centre.
“Our deep understanding of BILIBILI’s identity, rooted in digital media, animation, and gaming allowed us to capture the company’s dynamic culture and youthful energy in the design concept. This project is a mixed-use site with four plots, and we collaborated closely with the client to co-create a unique character for each area,” reveals Chow.
The four plots – retail, office, cultural, and community – are connected through circulation networks, sharing a common BILIBILI-inspired design language.
Guided by a profound knowledge of the target audience’s preferences and interests CAN creates spaces that genuinely resonate with clients.
“Rather than simply designing themed spaces, we crafted an immersive experience for each plot, integrating unique and unexpected elements that break with convention.
“We paid close attention to circulation, cultural nuances, and even
heritage details, ensuring that every aspect of the design not only aligns with BILIBILI’s vibrant identity but also offers an engaging and meaningful experience for its users,” he prides.
SUSTAINABLE SPACES
By adopting a forward-thinking,
Landmark South, Hong Kong, China
Oberoi Sky City, Mumbai, India
JL CENTRAL, Nanjing, China
holistic approach, CAN is able to transform clients’ visions into sustainable designs that align with its overall philosophy.
“For us, sustainable design goes beyond environmental responsibility; it’s about creating spaces that support both people and the planet.
We are honoured to work with like-minded clients who support us and work closely with us to develop spaces that enhance quality of life and cultivate sustainable practices,” informs Chow.
Sustainability is woven into every phase of the company’s projects, from
material selection and planning to thoughtful renovation strategies.
“We are proud that several of our projects, including WF CENTRAL in Beijing, the West Bund Financial Centre in Shanghai, ONE CENTRAL MACAU, Hongcheng Zibo Mega City, and the Bay Hub in Hong Kong, just to name a few, have been recognised with the LEED certification.”
These projects therefore reflect the design philosophy to uplift communities and contribute to a sustainable future.
As Hong Kong’s real estate landscape shifts towards sustainable, high-density development, CAN envisions a future where spaces are optimised for limited urban environments and enhance the quality of life for residents and visitors.
“To date, we have designed three offices in Hong Kong, and we currently have one retail and one hospitality project on the drawing board. These focus on sustainable solutions that make the most of limited space and are both functional and inspiring,” observes Chow.
By crafting spaces that balance innovation with sustainability, CAN is
CAN’S HOLISTIC APPROACH
By focusing on community and dedicating itself to sustainability with a cohesive team, CAN creates extraordinary experiences and maximises business value. Its design strategy consists of three key elements:
• Culture – interiors: circulation, decoration, lighting, and colour.
• Art – architecture: construction aesthetics, basic functions, façades, and massing.
• Nature – environmental, signage, and visual branding: sensory experiences, storytelling, visualisation, signage, and a wayfinding system.
helping to shape a more resilient and vibrant future for Hong Kong.
COLLABORATION IS KEY
Working in an inclusive and transparent environment without rigid hierarchies offers numerous
benefits, such as encouraging open communication and collaborative thinking.
“Every team member is valued, and we are strong advocates for exchanging knowledge, ideas, and insights regarding the latest industry
trends,” Chow expresses earnestly.
This collegiate working environment plays a crucial role in shaping the future of architecture and city skylines, whilst also facilitating a sense of community in otherwise large, impersonal urban centres.
“Our culture is rooted in teamwork and passion. We are making significant progress and continuing to build a robust, diverse portfolio; our shared vision is to create extraordinary design solutions for a liveable future,” he adds emphatically.
Improving lives in dense metropolis areas through thoughtful design is something that CAN is committed to, and the company is eager to apply its expertise to this mission.
“I believe that our studio culture, combined with our collective
Hefei MixC Foodie Sky, Hefei, China
BILIBILI New Generation Campus, Shanghai, China
passion and creative thinking, allows us to stay ahead in an evolving design landscape.”
An exciting year lies ahead for CAN, as several projects are slated for completion across Hong Kong, Macau, China, and India.
“We are thrilled to see our vision transform into reality, with our
“WE ARE HONOURED TO WORK WITH LIKE-MINDED CLIENTS WHO SUPPORT US AND WORK CLOSELY WITH US TO DEVELOP SPACES THAT ENHANCE QUALITY OF LIFE AND CULTIVATE SUSTAINABLE PRACTICES”
– STEPHEN CHOW, MANAGING DIRECTOR, CAN DESIGN
expanding portfolio encompassing retail, office spaces, aviation, renovation, and more. The coming year marks a transformative chapter for us as we celebrate our fifth anniversary, continuing to push creative boundaries and deliver impactful design solutions,” Chow concludes.
CAN DESIGN
38/F AIA Tower, 183 Electric Road, Fortress Hill, Hong Kong.
Tel: (852) 5236 8970
info@can.hk
www.can.hk | Linkedin: CAN Design
We Are One IN FOOD
A yearly event in Southeast Asia, the Kita Food Festival aims to unite food enthusiasts in a celebration of diversity, empowering the exchange of knowledge around sustainable food practices whilst embodying its name ‘Kita’ – meaning ‘Us’ or ‘We’ in Malay. The festival is not just an event; it’s the vanguard of a movement towards a more connected and sustainable future for food and beverage in Southeast Asia. We catch up with co-Founder, Leisa Tyler, who reflects on the themes of this year’s festival and its future
Writer: Lily Sawyer
Leisa Tyler, co-Founder, Kita Food Festival
As a hub for exploring and celebrating Southeast Asian cuisine, the highly anticipated Kita Food Festival returns in 2025.
The festival kicks off with a series of informative seminars that explore intriguing topics around ‘The Future of Food’ and ‘What Will Restaurants Be Serving in 10 Years?’ in the lead up to the main Singapore Weekender event in March. This is the second year that the festival has expanded from Malaysia to also include Singapore.
From March 12-17th, the Singapore Weekender will include a series of curated events and four-hands dinners with some of the best chefs from around the region who have been invited to partake in this years’ event, as well as kitchen takeovers and a big Sunday barbecue.
With sustainability at its heart, alongside the promotion of local ingredients, the festival brings together pioneers of the region’s food and beverage industry.
The lineup for the Singapore Weekender includes some big names from the culinary world including Joxe Mari Aizega, Director of the Basque Culinary Centre; Australia’s own Matthew Evans, critic-turned-chef and author of bestsellers ‘On Eating Meat’ and ‘Soil’; Eelke Plasmeijer,
co-Founder of Bali’s award-winning Locavore, and Helianti Hilman, Founder of Javara in Indonesia.
In partnership with pioneering Singaporean data consultancy, Synthesis, Kita Food Festival 2025 is set to reveal the hidden power of overlooked ingredients, technologies for recreating familiar flavours amidst rising food shortages, and the tools to reframe the way we view food waste.
APAC Outlook (AO): Firstly, could you talk about the origins of Kita Food Festival? What prompted you and your co-Founders to start it?
Leisa Tyler, co-Founder (LT): Darren Teoh (Chef Patron of Malaysia’s only two-Michelin star restaurant, Dewakan) and I had been talking about ways we could elevate or ‘push’ the food and beverage scene in Malaysia.
When we first started the Kita Food Festival back in Malaysia, there were a lot of up-and-coming young chefs and stand-alone restaurants starting to do interesting things in the culinary world, but not a lot of focus on endemic plants, local producers, or sustainability.
We also wanted to showcase the local region and steal a bit of the limelight from Thailand and Singapore, who at the time were both getting a lot of international exposure around their food scene. Hence, we decided a small festival would be the best way to kick-start our goals.
AO: What are the objectives of hosting such an event?
LT: We believe the festival is more than an annual culinary event, it is an exploration and celebration of food in Southeast Asia that brings together some of the best leading chefs and culinary minds. The event was initially created to put Southeast Asia on the gastro-tourism map by spotlighting chefs, producers, flavours, and food innovators.
In 2023, we were invited by the Singapore Tourism Board to hold a Kita Weekender in Singapore which is when we expanded our focus to include Southeast Asia and beyond, rather than solely Malaysia. Now, in 2025, we will have chefs from around the world joining us.
However, our objectives are still the same – to document and highlight great regional ingredients and local producers, whilst also waving the sustainability flag, creating a community around food, and having a great time whilst doing it.
AO: This year, you are bringing the event back to Singapore. Can you tell me about any other ongoing events you have planned?
LT: This will be our second year hosting the Kita Food Festival in Singapore; we had our first Singapore Weekender back in October 2023, and we already have a great programme planned for 2025. This year we are bringing together some of the best chefs and culinary talents from around the world, including Australia, UAE, Bali, Japan, Singapore, Thailand, Malaysia, and beyond to celebrate diversity and innovation. First, there will be the Future of Food seminars which will discuss how we source, select, stretch, and sustain our food in the years to come.
“OUR OBJECTIVES FOR THE FESTIVAL ARE TO SHOWCASE AND HIGHLIGHT GREAT LOCAL NATIVE INGREDIENTS AND PRODUCERS, WHILST WAVING THE SUSTAINABILITY FLAG”
– LEISA TYLER, CO-FOUNDER, KITA FOOD FESTIVAL
The main event will be the Singapore Weekender from the 12th to 17th March, which will include a series of kitchen takeovers and four-hands dinners with local restaurants and international guest chefs, plus a big barbecue with multiple chefs from Singapore working together.
Other events include the festival’s iconic Big Barbecue and a market mashup, plus pop-up menus at New Bahru offering consumers an opportunity to sample foods from the future.
AO: Do you have any plans to expand the event further throughout Southeast Asia?
LT: We have had preliminary discussions with potential partners and interested parties in both Thailand and Indonesia. These are the two destinations on our radar for now, but I’d also love to host the event in Cambodia, Vietnam, the Philippines, and Laos in the future.
Each country in this region has so many unique culinary traditions to offer, much of which fly under the radar, especially in terms of using local native ingredients and traditional cooking techniques.
We also held a small Kita Weekender pop-up in Sabah, Malaysia recently, which famously has one of the highest rates of biodiversity in the world. This was an exceptional experience – not just in terms of the incredible range of ingredients that we got to see, taste, and feel, but because of the exotic cooking techniques unique to this corner of Borneo.
AO: What does the event’s theme, the Future of Food, look like to you? Is this a change in direction for the festival?
LT: I’d say it’s an evolution, not a complete change of direction.
This year we are partnering with data analysis company, Synthesis, for the Future of Food Series, which is one component of our 2025 Kita Food Festival in Singapore.
Last year, Synthesis released a research project in June entitled Menu 2034 where it crunched 100,000 data points from food trends and agricultural changes over the past 10
years to try to predict those of the next decade.
The first scenario that was presented suggested that the world will turn to the past to create a better version of the future using regenerative agriculture, soil microbiomes, and growing climate-resistant crops like moringa and bitter gourd. The most likely scenario is that we will find the answers and nutrition we’re seeking in science and labgrown, novel foods.
KITA HORIZONS
Each year, Tyler and Teoh run a mentorship programme, Kita Horizons, which is aimed at cultivating the chefs of tomorrow, complete with farm visits, masterclasses, and study groups.
The hand-selected participants are taken on a culinary journey across Malaysia, visiting local farms, producers, and manufacturers, as well as having access to advice from experts from the local food scene.
The programme is designed to give young chefs access to new ideas and techniques underpinned by sustainability and ethical practices, broadening their world view and helping them to thrive within a changing industry.
It is this research that forms the backbone of our Future of Food Series and from which we draw all the topics and science discussed.
AO: What topics will the festival, seminars, and symposium be covering?
LT: The Future of Food Series will explore the effects that climate change and population growth are expected to have on our diets 10+ years from now.
Staples like coffee, tea, chocolate, and rice are becoming harder to grow, vegetables are 50 percent less nutritious than they were half a century ago, and a lot of monocropped vegetables lack phytochemicals and other bioactive compounds needed for the human body to flourish. Meanwhile, lab-grown meat has hit restaurant menus.
The series will start with three seminars, the first was back in January, then two in February, each drawing from three impact areas – how we anticipate sourcing, stretching, and increasing the nutrition of food in years to come.
The symposium in mid-March will be the culmination of the festival, the grand prix if you like, featuring international speakers and events
AO: Food waste is a big issue not only in Asia but around the world. What do you think restaurants and operators can do to help?
LT: Upcycling and valorisation are good places to start, using all the offcuts, peels, and scraps to make something
delicious and new.
Then, there are better and more precise inventories and emerging technologies that have a lot of the answers, whilst I think correctly storing both proteins and vegetables is also important.
Obviously, buffets aren’t the best in terms of minimising food waste, but people love them. So, buffets that utilise any excess produce from a restaurant as a priority is a good direction to take. Then, there’s training the kitchen staff to come up with novel ways to create salads, stews, and desserts using ingredients they already have on hand.
Forming a relationship with a local charity or soup kitchen is also important, alongside composting or worm farming. Compost can be useful either on-site at many restaurants, utilising the treasures that come from it to grow food, or else donated to a local farm.
AO: You also operate Weeds & More, an organic farm in the Malaysian Cameron Highlands. Can you tell me a little about that?
LT: My husband and I started Weeds & More around 2012 after I had a bet with a Singaporean restauranteur who told me it wasn’t possible to grow great French radishes in Southeast Asia.
The friend in question ran a very upmarket famous French restaurant, and believed the best French radishes came exclusively from France.
Malaysia’s temperate highlands have an enviable year-round stable climate that supports many European vegetable varieties, but a lot of farmers at that time were growing low-value produce.
Meanwhile, hotels and restaurants were flying vegetables and edible flowers in from Europe on jet planes. It wasn’t fresh, it wasn’t helping local communities, and it was expensive – none of it made any sense.
So, we found a farmer we liked and trusted in the highlands and spent just under two years in the R&D stages, seeing what would grow and what wouldn’t. A lot didn’t, but ironically enough, French radishes grew splendidly.
We then partnered with two chefs – David Pynt from Burnt Ends, and Anthony Yeoh from Cocotte – to refine, harvest, pack, and ship our produce. Of course, Pynt and Yeoh also acted as our all-essential guineapigs, helping us to understand how produce gets used in a restaurant setting.
We now grow mainly heirloom European vegetables and edible flowers, working with various restaurants and hotels in Singapore and Malaysia on a direct farm-to-table system.
And, wonderfully, our French radishes grace the plates of many Michelin-star restaurants.
https://kitafoodfestival.com/
EXPLORING THE FUTURE OF FOOD
Beginning with three seminars in January and February and culminating with a symposium and Singapore Weekender event in March, Kita Food Festival’s 2025 programme investigates three important areas, exploring how to source, stretch, and increase food supply for the future. Tyler reflects on the ongoing series below:
• Monday 10th February: Stretching in the Future of Food – “Of all the options for boosting food availability, tackling waste would be one of the most effective. Today, up to half of the total food available is lost or wasted. How can we maximise the food we already have available?”
• Monday 24th February: Sustenance in the Future of Food – “Today, we’re eating more yet getting less nutrition. Foods have lost more than half of their nutritional density over the last 50 years, whilst post-harvest processing often reduces nutrition even further. Is it possible for us to achieve a healthy diet for all?”
• The Future of Food Symposium, Monday 17th March: Hosted at New Bahru, Singapore – “This will be the culmination of all the ideas raised above, with a stellar line-up of food thinkers from around the world asking big, often complicated questions and offering solutions.”
AUSTRALIAN BUS AND COACH SPOTLIGHT
Responsible for almost 40 percent of the country’s public transport use, Australian buses and coaches stand out as a driver of positive change amidst the national push towards net zero
Across the world, buses have provided a reliable and crucial mode of transport for many years, promoting social inclusion and access to education, healthcare, and employment.
Predominantly consisting of school and public route services, Australia’s bus and coach industry is no different. It has undergone significant consolidation over the past few decades, transitioning from being dominated by small, family-run companies to the national and multinational businesses we see today.
Characterised by longevity, the average Australian bus fleet’s lifespan is 25 years, which has necessitated a gradual approach in the transition towards low and zeroemission technologies to ensure economic viability and minimal disruption.
The bus and coach industry has so far been proactive in adopting various sustainable practices, steadily integrating technologies such as diesel-electric hybrids,
battery and hydrogen-fuelled electric buses, and lowcarbon liquid fuels (LCLFs).
This multifaceted approach helps address various operational needs and constraints, providing a robust pathway to zero emissions.
The industry also emphasises the importance of local manufacturing, supporting a viable Australian bus manufacturing sector to ensure the availability of jobs.
Additionally, workforce training and upskilling are critical to integrating emerging technologies and maintaining safety standards, whilst ensuring the accessibility and mobility needs of Australians have been identified as an equally important factor.
Overall, Australia is committed to a gradual transition towards net zero emissions across its bus fleets, implementing widespread infrastructure development and collaborating with the government on legislative policy to sustain this crucial industry.
INTERVIEW:
BUS INDUSTRY CONFEDERATION
Dean Moule, National Technical Manager, and Glen Bortolin, National Operations and Policy Manager at the Bus Industry Confederation, outline the organisation’s role in enacting change across Australia’s bus and coach sector and provide commentary on the increasing requirements for regulatory frameworks around safe bus design, configuration, operation, and maintenance
APAC Outlook (AO): Firstly, could you outline the origins and primary goals of the Bus Industry Confederation?
Glen Bortolin, National Operations and Policy Manager (GB): Established 30 years ago, the Bus Industry Confederation (BIC) is a membership association for Australia’s bus and coach industry with around 160 diverse members, ranging from operators to manufacturers, suppliers, and associated service providers, who deliver direct and indirect goods and services to the industry.
We are a national peak body that advocates on behalf of the industry with the Commonwealth government, whilst we also have association members who oversee
state-based advocacy and are made up of smaller bus operators.
Dean Moule, National Technical Manager (DM): Being a broad church in terms of our membership, we represent all sectors of the industry, from vehicle suppliers to components suppliers, service providers, or bus operators.
We see both sides of the coin in terms of bus supply and operation. Being based in Canberra, we deal regularly with the federal government on all things relative to the industry.
AO: How extensively is BIC involved in contributing to and advising on government policy and legislation that may affect the Australian bus and coach industry?
DM: We are heavily involved at all levels of the federal space in terms of advocating for the needs of our industry.
Our supply comes from all over the globe, including the world’s biggest bus manufacturer, Yutong, in China, major European suppliers such as Irizar, Volvo, and Scania, and small, local Australian family businesses.
How do we advocate in this context? We are deeply involved in developing the Australian Design Rules (ADRs), which are national vehicle standards similar to the United Nations Economic Commission for Europe (UNECE) regulations.
In addition, we actively discuss the on-road operation of vehicles, which also assists us in overseeing manufacturing.
We are out there trying to create a diverse environment for our suppliers, from international importers to those that manufacture from the ground up in Australia, and we like to see that diversity remain because it provides a wide choice for our market.
Supporting local suppliers is a message that we need to continually push within the government because the Australian bus supply sector accounts for less than one percent of global supply.
We are also doing a lot of work around advocating for disability standards across the sector.
Meanwhile, as the bus industry comes under the same legislation as heavy vehicles, one of our challenges is making sure we remain distinct.
This becomes particularly important when we consider the way the heavy vehicle industry is taking the lead in the transition towards net zero, even though our manufacturers, suppliers, and importers have been building zero-emission buses for some time.
BIC is actively involved in various committees to ensure the government recognises the progress the bus and coach industry has already made towards achieving zero emissions.
DISABILITY STANDARDS REFORM
In 2024, the Australian government began to reform the Disability Standards for Accessible Public Transport (2002). BIC is actively participating in four of the five working groups seeking to implement this reform, which will continue to convene until a consensus is reached. These groups include:
• Reporting – Centred around developing a nonregulatory reporting framework.
• Rideshare – Seeks to implement a holistic review of the point-to-point transport sector.
• Hearing augmentation – Investigating bestpractice assistive listening systems suitable for deployment in public transport conveyances, infrastructure, and premises.
• Braille – Aims to determine final technical specifications for the grade of braille to be used on printed documents and signage.
Powerful; Affordable; Integrated
Founded by entrepreneur Mike Whitehead in 1982, Distinctive Systems Ltd (Distinctive Systems) is an industry-leading software company designed for
With over 40 years of experience, Distinctive Systems is the world’s leading supplier of management software, supporting clients in the daily use of over 2,600 of its latest Microsoft Structured Query Language (SQL) Server based systems. Having graduated with a degree in business in 1974, Whitehead immediately found his passion in navigating new technology – specifically that of newly emerging personalised computer technology.
Exploring how computers could be used to build genuinely useful real-world applications, Whitehead found a way to combine this new passion with his family’s long-established coach service by computerising the management of both private charter and regular contract
This proved to be a game-changer, as other operators at local association meetings immediately showed an interest in the development of such innovative software.
Having recognised the crucial need for this industry-changing product, Whitehead embraced this new venture head-on and decided to create Distinctive Systems, travelling throughout the UK during the initial year of business to demonstrate the first-ever coach manager to various operators.
His ambition and tenacity led to success, and soon, Distinctive Systems expanded its global footprint and personalised customer offerings even further.
Over the past four decades of business, the company has grown exponentially from where it first started. Every area of business has been bolstered by the ongoing recruitment of qualified and experienced staff, with many members of our current sales and support teams having joined directly from our customer base.
This enhancement of our industry experience and engagement has allowed us to achieve more as we continue to invest back into our company for the ever-increasing benefit of our clients.
A REPUTATION FOR CONTINUED SUCCESS
Since our inception 40 years ago, we have proudly built a reputation for providing the ultimate software for coach operators.
The depth of our industry knowledge combined with our endless dedication to working to the very highest of standards has resulted in a range of software that offers the best possible solution for any operator.
Equally, our range of software is comprehensive and includes systems for managing
coach-based private hires, regular contract work, community transport operations, gross payroll, vehicle maintenance, back office and online reservations for extended tours, day excursions, and express services.
All our systems are Windows-based and have been developed using Microsoft Visual Studio and the Microsoft SQL Server database engine. The success Distinctive Systems has accomplished is a direct result of our unique experience in both the IT and passenger transport industries.
Our knowledge of both fields has allowed us to create a range of products that get right to the core of what our clients want and use the most modern and innovative computing techniques and tools to seamlessly do so.
Distinctive Systems is proud to provide the most comprehensive systems on the market with tens of thousands of development hours behind each one; simplified express and limited capacity versions of its systems, which ensure cost-effectiveness for even the smallest of operations; and a pay monthly subscription pricing option that covers the use of its software and ongoing support.
Additionally, we offer our dedicated customer base the availability of our expert sales team with years of industry experience, comprehensive training at your own offices tailored to your type of work and staff needs, unlimited email and telephone support that covers every aspect of our client’s ongoing use of our systems provided by the same skilled team, and much more.
INNOVATIONS THAT GO THE EXTRA MILE
As an independent software vendor specialising in the development of products for coach, bus, and truck companies, Distinctive Systems offers a plethora of personalised and technologically innovative services to its client base.
One such service is the walk-around check mobile app available to any operator using our Coach Manager charter and contract booking system, Tour Booking System, or Vehicle Maintenance System.
The app, which is completely free of charge, makes it easier than ever to ensure drivers are complying with their statutory duty to carry out a daily walk-around check and report any defects found. It acts as a guide for the driver throughout the complete process of performing the check, ensuring it is conducted accordingly.
Additionally, we offer Coach Manager, Tour Booking System, and Vehicle Maintenance System operations.
Coach Manager is a start-to-finish solution for the management of private charter and contract work specially designed for coach, bus, limousine, and community transport operators that has seamlessly handled approximately 120 million journeys to date.
Distinctive System’s Tour Booking System is a complete management solution for individual passenger reservations on tours, sightseeing trips, and express services that has proudly handled bookings for more than 14 million passengers.
Finally, our Vehicle Maintenance System is a workshop management package specially designed for coach, bus, and truck operators. The software provides defect reporting, statutory inspection planning, scheduled and unscheduled maintenance activity management, job cards, history recording, and workshop control.
After over 40 years in business, our commitment to our clients is stronger than ever.
Despite the abundance of new enhancements that we’ve brought to our systems in recent years, Distinctive Systems has even more exciting and significant developments in the pipeline, sure to keep us at the top of our game for many more decades to come.
We support the upskilling of existing staff, and we want to ensure the rules the government brings in around regulating electric vehicles (EVs) in the sector support what we have already put in place in terms of prioritising safety and positively impacting the environment.
AO: Could you talk us through your recent developments in decarbonisation? What are your hopes for a more sustainable transport future for Australia?
DM: Most state governments in Australia have made announcements on the future purchasing of zero-emission public transport, primarily EVs, and are agnostic to the technology being used, whether it be hydrogen or fuel cell-powered electric buses.
We are trying to assist in this policy space, but one of the challenges we have faced is that the transition to net zero is expensive. We have seen some jurisdictions extending the life of their existing vehicles and prolonging the fleet’s lifespan to help offset the upfront capital cost of purchasing a new zero-emission EV.
However, this has created problems for manufacturers. It is a lot easier for all suppliers to be sustained when there are fewer peaks and troughs, and extending the life of vehicles in this way can be challenging because it creates an ‘order drought’, making it difficult for suppliers to justify viability.
Therefore, something we are strongly advocating for is long-term volume planning to sustain local manufacturing. Currently, our sector employs 10,000 people directly and indirectly in the supply of vehicles to Australia –
“WE SUPPORT NATIONAL HARMONISATION AS IT BRINGS DOWN SUPPLY COSTS AND INCREASES QUALITY, SUSTAINING THE FUTURE OF THE INDUSTRY”
– DEAN MOULE, NATIONAL TECHNICAL MANAGER, BUS INDUSTRY CONFEDERATION
whether that is importing, manufacturing, or assembling. That is an AUD$5billion dollar contribution to the economy, which we want to sustain.
The other challenge we face is with the bespoke nature of bus supply. Currently, each vehicle is hand-built and tailored towards customers’ unique specifications, which means redesigning the same piece of gear multiple times to address these various requirements.
This will present a major obstacle as the industry seeks to build more harmonised products on a national scale. We support harmonisation as it brings down supply costs and increases quality, sustaining the future of the industry.
In terms of environmental sustainability, many of our organisations are already engaged in practices such as utilising battery energy storage systems (BESS) for EVs. The government is beginning to see this progress and acknowledges how the bus industry supports a green future.
The other challenge we face in the transition to net zero is competing on a global scale. As I said, we are a
small part of a global footprint, but we also have leading suppliers here who build world-class products, some of which have been in the past, exported overseas to the United Arab Emirates (UAE), Singapore, and New Zealand. We would like to see this continue, but the high cost of competing on a global scale is a key consideration for the government. This can be challenging as you have one arm of the government concerned with value for money and the other looking to retain local jobs – the two do not necessarily see eye to eye.
AO: How have you seen the Australian transportation industry evolve over the years?
DM: From a manufacturing perspective, since I began in the industry 39 years ago, I have seen it transition from a series of many smaller family businesses and evolve into something that is on a more sustainable, national scale. At the same time, we are also seeing globalisation take hold. 20 years ago, I would say 95 percent of Australia’s vehicles were manufactured in the country, whereas now it is only around 65 percent. Again, that is fine in terms of diversifying our supplier base, but it does mean our products are now not only competing nationally but globally, which is challenging.
In this regard, we have policies in place to support local industry and address the challenges it faces. Australia’s various states and territories also have different policies on what is needed to meet local (state) content requirements, retain local (state) jobs, and keep suppliers and businesses running. This is challenging for any supplier to manage.
DRIVING TOWARDS ZERO EMISSIONS
In July 2024, BIC published a policy paper, Driving Towards Zero Emissions, which seeks to provide a comprehensive roadmap for the bus industry to achieve zero emissions whilst ensuring economic sustainability and minimal disruption. Key aspects include:
• Industry choice – Emphasising that bus operators should have the flexibility to choose the right technologies based on specific routes, tasks, and regional characteristics.
• Role of LCLFs – Highlighting LCLFs as a crucial component in the transition to net zero, particularly for existing and ageing fleets and in areas where electric infrastructure is insufficient.
• Diverse technological solutions – Supporting a mix of technologies such as diesel-electric hybrids and battery and hydrogen-fuelled electric buses to meet various operational needs.
• Collaboration with governments – Advocating for coordinated efforts between federal, state, and territory governments to support the transition through harmonised policies and programmes.
• Infrastructure development – Calling for investment in necessary infrastructure, including depot upgrades and charging and refuelling stations.
• Support for local manufacturing – Promoting a viable Australian bus manufacturing industry to ensure the availability of low and zero-emission buses.
• Phased transition – Recognising the 25-year lifespan of buses, supporting a gradual transition to ensure economic viability and minimal disruption.
• Workforce training – Emphasising the need to upskill the workforce to manage new technologies and ensure safety.
• Public engagement – Building public understanding of the benefits of transitioning to low and zero-emission buses.
Currently, these policies are not harmonised nationally, so we are supporting the development of a strong Australian industry with harmonisation at multiple levels of the supply chain, all the way down to vehicle specifications and how local content is viewed.
AO: Are you optimistic about the future of Australia’s transportation sector? What are BIC’s goals for the future and beyond?
DM: We are looking to ensure that we have better long-term volume planning for vehicle purchases across the country.
As such, we are aiming to harmonise state government purchases to assist our suppliers, manufacturers, assemblers, and importers to a greater extent by providing volume certainty and enabling them to look five steps ahead rather than one, in addition to improving economies of scale to support job creation.
Over time, we think harmonisation will involve having one central site producing better outcomes rather than lots of microsites, which may not be easy to begin with but will achieve longer-term sustainability for the industry.
GB: Another thing we want to see is a future where people opt to use buses rather than cars – building fewer roads but putting more buses on them.
Buses are the silent workhorse of the industry; every time a train or tram so much as sneezes, bus replacement
services come in to save the day. Buses provide a more cost-effective, long-term, reliable, and flexible solution for the industry than any other mode of public transport. For this reason, we account for almost 40 percent of the country’s public transport usage.
Trains can only travel on a track, but buses can transport anyone, anywhere. This is why we think it is a superior mode of transport, and encouraging a widespread shift towards buses as the preferred mode of public transport is what we’re striving for.
AO: Finally, what initiatives do you have in place to safeguard the future of the industry, from addressing skill shortages to integrating sustainability?
GB: We have just launched a retention and recruitment project to address how we should not only recruit new bus drivers but retain existing ones. We are seeking younger people and gender diversity as we want to get more female drivers into the industry.
However, due to the anti-social behaviour that our bus drivers can unfortunately sometimes experience onboard, we are grappling with how to achieve this.
DM: We are looking to attract people across various roles, from bus drivers to mechanics and electricians. It is all about making the bus industry a destination career choice, not just something that people fall into.
Moreover, the industry today has changed from 20 years ago as most of our time is now spent with computers, which attracts more employees.
Diversity is certainly important across all levels. We want to recruit as many genders, cultures, and identities to our industry as possible because the consequential benefits of having a more diverse workforce will allow us to grow organically.
Elsewhere, we are navigating the smooth transition towards more sustainable technologies, renewable fuels, and low-carbon liquid fuels. We are dedicated to finding the right technology solutions for the right application, which is reflected in our net zero policy.
• Vision – To develop an innovative and thriving bus and coach industry that moves people safely and sustainably.
• Mission – To be a national united voice that builds industry capability and advances the interests of members and passengers.
• Goals –
• Represent the business interests of the bus and coach industry.
• Promote the widespread use of buses and coaches.
• Encourage funding and investment.
• Promote the contributions made by the bus and coach industry to Australia’s economy, society, and the environment.
• Ensure the bus and coach industry is treated as a separate entity within the Heavy Vehicle National Law.
SPOTLIGHT ON MALAYSIAN AEROSPACE
Flying high in Southeast Asia, the Malaysian aerospace industry showcases the country’s innovations in manufacturing, technology, and R&D. Supported by a government that historically advocates for its strategic advancement, Malaysia is on track to be a leading global aerospace operator by 2030
Writer: Lucy Pilgrim | Project Manager: Joseph Perfitt
Malaysia not only benefits from being centrally located within Asia Pacific but also boasts strong government support that highly advocates for the aerospace industry’s future potential and solidifies the nation’s presence in the sector globally.
This was first demonstrated by the implementation of the National Aerospace Blueprint (NAB) in 1997, which charted four focus areas for the industry to achieve world-class standards. These included advancements in aircraft parts and components manufacturing; maintenance, repair, and overhaul services (MRO); avionics and systems integrations; and aerospace training.
Today, Malaysian aerospace is increasingly viewed as highly strategic and opportunistic, exemplified by the
reconstituted Malaysian Aerospace Industry Blueprint 2030 (MAIB2030) launched in 2015. Continuing the overarching aims of the original NAB, the revised blueprint sets out the aerospace industry’s long-term aspirations to make Malaysia a key global aerospace operator by the end of the decade.
10 years on from its launch, MAIB2030 has also opened the door to a vast pool of job opportunities in the MRO and aero-manufacturing sectors, helping accelerate the country’s socioeconomic standards.
With steadfast infrastructure and legislation in place, the Malaysian aerospace industry is projected to continue growing thanks to ongoing investment in the nation’s manufacturing activities, MRO, R&D and technology capabilities, and highly skilled, efficient workforce.
INTERVIEW:
MALAYSIA AEROSPACE INDUSTRY ASSOCIATION
Naguib Mohd Nor, President of the Malaysia Aerospace Industry Association (MAIA), provides insight into the current challenges facing the Malaysian aerospace sector and how MAIA advises its members and encourages industry innovation
The purpose-driven voice of the industry since its inception in March 2016, the Malaysia Aerospace Industry Association (MAIA) goes above and beyond to represent its members to the government and on the aerospace international stage.
The success of the association stems from its Board of Directors, which comprises top-level managers from some of the industry’s largest organisations. Through comprehensive guidelines set out by MAIA, member companies can seek counsel from the association to facilitate ease of doing business, advance into new markets, and network efficiently.
APAC Outlook (AO): Firstly, can you introduce us to MAIA, including its purpose, vision, and goals?
Naguib Mohd Nor, President (NMN): MAIA serves as a central platform uniting industry players across the Malaysian aerospace sector.
Its purpose is to foster growth and global competitiveness. The association’s core values include collaboration, innovation, and excellence, ensuring a thriving ecosystem.
Our goals are to position Malaysia as a global aerospace hub by emphasising high-value manufacturing, MRO services, and emerging technologies such as additive manufacturing and green aviation.
AO: What is your assessment of the Malaysian aerospace industry, and how has it evolved since MAIA’s establishment?
NMN: The Malaysian aerospace industry has grown from offering basic MRO services that support the local aviation industry and a nascent assembly-focused sector to a highvalue ecosystem encompassing advanced manufacturing, providing enhanced MRO services internationally and for emerging areas such as drones and space technology.
Since MAIA’s inception, the industry has benefitted from stronger networks, strategic investments, and government support with innovation-driven policies, including the MAIB2030, solidifying the country’s position as a regional aerospace leader.
AO: What are the current challenges and opportunities facing the Malaysian aerospace industry?
NMN: Challenges:
• Talent development: Bridging the skills gap in advanced aerospace engineering and manufacturing.
• Global competition: Competing with established aerospace hubs internationally.
• Sustainability: Aligning with global carbon reduction mandates.
Opportunities:
• Digital transformation: Using Industry 4.0 technologies for efficiency and innovation.
• Green technologies: Developing sustainable aviation fuels and hydrogen propulsion and meeting net zero objectives.
• Regional growth: Leveraging the Association of Southeast Asian Nations’ (ASEAN) booming aviation market.
AO: How do MAIA’s Technical Subcommittees ensure inclusivity and participation across the industry?
NMN: Our Technical Subcommittees provide a structured platform open to all members to contribute.
By focusing on areas like manufacturing, MRO, R&D, drones, and talent development, these subcommittees enable open dialogue through workshops, meetings, and forums.
This structure ensures that small and medium-sized enterprises (SMEs), large corporations, and other stakeholders have equal opportunity to voice concerns and propose initiatives.
AO: What strategies does MAIA use to help Malaysian companies expand into new markets?
NMN: MAIA assists companies through:
• Market intelligence: Sharing insights on global trends and opportunities.
• Promotion: Ensuring the promotion of members’ capabilities through various trade shows, conferences, and forums, as well as reaching out through our affiliations with the global aerospace community.
• Trade missions: Organising delegations at international markets to showcase Malaysia’s aerospace capabilities.
• Business-to-business (B2B) networking: Connecting local companies with global original equipment manufacturers (OEMs) and Tier 1 suppliers to facilitate market entry.
AO: How does MAIA promote innovation in the Malaysian aerospace industry?
NMN: We promote innovation through:
• R&D collaboration: Partnering with research institutions and universities to drive advancements.
• Innovation challenges: Organising competitions to foster creative solutions.
• Technology roadmaps: Guiding companies in adopting transformative technologies such as additive manufacturing and digital twins.
AO: In what ways does MAIA engage with the government and influence public policy in Malaysia?
NMN: The association actively engages with the government through:
• Policy advocacy: Offering expert input to shape industry-relevant policies.
• Advisory roles: Representing the aerospace industry on government committees.
• Strategic collaboration: Working with agencies including the Malaysian Investment Development Authority (MIDA), Malaysian Industry-Government Group for High Technology (MIGHT), and the Malaysia Productivity Corporation (MPC) to align policies with industry needs and promote growth.
“OUR
GOALS ARE TO POSITION MALAYSIA AS A GLOBAL AEROSPACE HUB BY EMPHASISING HIGH-VALUE MANUFACTURING, MRO SERVICES, AND EMERGING TECHNOLOGIES”
– NAGUIB MOHD NOR, PRESIDENT, MALAYSIA AEROSPACE INDUSTRY ASSOCIATION
AO: What steps does MAIA take to integrate Malaysian aerospace into the global supply chain?
• Participating in events: Showcasing capabilities at international air shows such as the Farnborough International Airshow and Paris Air Show.
• Global branding: Promoting Malaysia as a hub for quality and reliability.
• Certification support: Helping local companies achieve global certifications for seamless supply chain integration.
AO: How do you see the Malaysian aerospace industry evolving in the next five to 10 years?
NMN: The industry will likely see:
• Sustainable leadership: Increased focus on green aviation technologies.
• Technology adoption: Rapid integration of digital and additive manufacturing technologies.
• Regional expansion: Growth driven by ASEAN’s expanding aviation market.
• Talent growth: Development of a highly skilled workforce to support advanced manufacturing and R&D.
AO: Finally, what are MAIA’s priorities to represent and support its members in the coming years?
NMN: MAIA’s key priorities include:
• Capability building: Strengthening SME capabilities in high-value manufacturing, supporting drone development, and encouraging further capability growth in the MRO sector.
• Policy development: Advocating for policies that enhance global competitiveness.
• Global integration: Expanding Malaysia’s role and participation in global supply chains.
• Innovation ecosystem: Fostering R&D and technological leadership to ensure long-term competitiveness. These priorities will ensure that MAIA continues to champion its members’ interests and support the sustainable growth of the Malaysian aerospace industry.
SPOTLIGHT ON WASTE MANAGEMENT AND RECYCLING IN SINGAPORE
SWaste management is one of the essential services of any company, city, or country. Singapore is no exception, as proper and efficient waste management is required for safety, health, economic, and liveability reasons
Writer: Ed Budds | Project Manager: Joseph Perfitt
ingapore has a highly centralised and efficient waste management system, largely driven by the government’s strategic planning and investment in incineration plants.
Almost all non-recyclable waste in the country is incinerated, and the energy generated is used for electricity, reducing landfill dependency. However, despite strong infrastructure, Singapore still faces challenges in improving its domestic recycling rate, which remains relatively low due to contamination and lack of household participation.
In contrast, the broader Asia Pacific (APAC) region is highly diverse. Developed economies like Japan and South Korea have advanced recycling technologies and strict waste separation laws, whereas developing nations such as Indonesia, the Philippines, and India struggle with inefficient waste collection systems, leading to illegal dumping and pollution.
Many countries in the region therefore still rely heavily on landfill due to limited infrastructure for waste-toenergy solutions.
Singapore has a well-defined regulatory framework, with initiatives such as the Zero Waste Masterplan and the Resource Sustainability Act driving sustainable waste management.
The government actively enforces policies, promotes extended producer responsibility (EPR), and invests in innovation to improve recycling rates.
At present, Singapore faces a paradox where, despite having an advanced waste management system, household recycling rates remain low.
This is partly because many residents dispose of recyclables improperly, leading to contamination. The government therefore continuously works on educational campaigns to encourage proper waste sorting.
Across APAC, attitudes towards recycling vary significantly. In Japan and South Korea, for example, recycling is ingrained in the culture with strict sorting requirements, whereas in more developing countries, informal waste pickers play a crucial role in the recycling ecosystem, salvaging valuable materials from landfills and streets.
INTERVIEW:
WASTE MANAGEMENT AND RECYCLING ASSOCIATION OF SINGAPORE
The Waste Management and Recycling Association of Singapore (WMRAS) was set up in 2001 as the only non-profit trade association for solid waste management, established to advocate for best practices as well as the transfer of knowledge amongst industry players. Fang Wei Goh, Executive Director, tells us more
WMRAS plays a pivotal role in facilitating working relationships amongst businesses, the government, and communities in Singapore in order to create a more sustainable living environment. The association’s comprehensive membership covers a wide spectrum, including waste collection, recycling, and recovery as well as e-waste, hazardous, and biohazardous waste, and ranges from equipment and service providers to small and medium-sized enterprises (SMEs) and large multinational corporations (MNCs).
As Singapore’s representative for the International Solid Waste Association (ISWA), WMRAS actively engages with ISWA to create a platform for sharing expertise and knowledge during international conferences and events.
APAC Outlook (AO): Firstly, could you talk us through the origins of WMRAS – when was it founded and what was its initial vision?
Fang Wei Goh, Executive Director (FWG): WMRAS was set up in 2001 as a registered society to represent and promote the interests of local general waste collectors and recycling companies, with an aim to be the bridge between industry and regulators.
It also seeks to upgrade and professionalise the industry by providing Workforce Skills Qualifications (WSQ) courses for frontline operators of the local waste management and recycling businesses.
AO: What trends are currently developing and transforming the industry, and how are you responding to them?
FWG: Singapore is investing in circular economy initiatives, such as sustainable packaging, food waste valorisation, and new recycling technologies. For example, the government has introduced digital waste tracking systems and artificial intelligence (AI)-powered sorting facilities to improve efficiency.
Across the APAC region, innovation is also gaining momentum, especially in countries like China, which has invested in AI-driven waste management, and India, which is seeing the rise of waste-to-energy start-ups. Many
nations are also looking at biodegradable alternatives to plastics, driven by global pressure to reduce marine pollution.
AO: Are there any key investments or recent projects WMRAS is working on that you’d like to pay special mention to?
FWG: A key focus of our recent initiatives has been driving sustainability and circularity behaviours across different sectors.
We are actively working with various stakeholders, policymakers, and research institutions to develop and implement recycling solutions that promote a circular economy. These collaborations allow us to leverage diverse expertise and technologies to enhance waste reduction, resource recovery, and sustainable consumption patterns.
Additionally, we are also working on cross-border learning programmes, where we’re taking companies ‘back to school’ to rethink strategies, explore fresh ideas, and dive into decarbonisation, including techniques for implementing hydrogen and energy recovery from waste.
Engaging with international partners allows us to learn successful models across different regions, such as Japan’s advanced recycling systems or the EU’s circular economy policies, to develop strategies and foster longterm sustainability.
WMRAS’ VISION AND MISSION
VISION
Develop a competitive, world-class local industry, employing superior technology and practices that serve as the basis for providing high-quality waste management and recycling services to clients throughout the region. Recently, WMRAS has also adopted the tagline “Creating a Healthier and More Sustainable Living Environment” in support of the government’s efforts towards creating a zerowaste nation.
MISSION
• Promote the business interests of members – This is done by providing opportunities to carry out business networking and matching. These include tradeshows, conferences, exhibitions, overseas business mission trips, and professional sharing sessions. WMRAS also introduces business leads to its members and partners, both locally and regionally.
• Professionalise and upgrade the waste and recycling industry – This is achieved by developing and organising training courses, learning journeys, seminars, and conferences for frontline staff. Sharing sessions are also used to introduce technological solutions to members.
• Provide a platform for members – WMRAS encourages its people to air their concerns and give feedback on issues and policies that affect their businesses by organising dialogues amongst members and with government agencies, as well as with other regional or international trade bodies. The association also represents its members by writing to or meeting up with these external parties.
• Support the government and community organisations – The association aims to create a more sustainable living environment by organising or participating in activities that promote recycling and responsible waste disposal.
“THE ASSOCIATION HAS MADE SIGNIFICANT STRIDES IN ADVANCING ITS KEY OBJECTIVES, FOCUSING ON INDUSTRY COLLABORATION, WORKFORCE DEVELOPMENT, AND GLOBAL CONNECTIVITY”
– FANG WEI GOH, EXECUTIVE DIRECTOR, WASTE MANAGEMENT AND RECYCLING ASSOCIATION OF SINGAPORE
WMRAS MEMBERSHIP BENEFITS –AT A GLANCE
Members can gain access to:
• Waste management and recycling-related information on new technologies, trends, and opportunities.
• Varied strength and expertise of member companies for effective collaboration, locally or overseas.
• Ideas and knowledge-sharing between member companies.
• Tradeshows, seminars, and mission trips that promote business interests with preferential rates.
Members can be a part of:
• WMRAS’ subcommittee to contribute to upskilling and professionalising the industry.
• Being the first to hear updates from government agencies on any industry-related matters or schemes.
• The voice to the government as an entire industry on waste management-related matters and concerns.
• Networking opportunities with industry players and potential business partners, locally or globally.
• Industry-relevant training that upgrades the expertise and capabilities of member companies.
AO: How do you see the organisation developing over the next five years?
FWG: Our goal is not just to improve waste management but to drive systemic behavioral change, encouraging businesses and communities to adopt circular practices, reduce waste at the source, and maximise resource efficiency. These initiatives are essential in building a more resilient and sustainable future.
AO: Since its inception, how has the association evolved its key objectives?
FWG: The association has made significant strides in advancing its key objectives, focusing on industry collaboration, workforce development, and global connectivity.
Through close engagement with policymakers, we ensure that industry perspectives are considered in regulatory frameworks, helping to drive practical and impactful policies.
Recognising the evolving needs of the sector, we have expanded our programmes to support talent development at all levels.
This includes tailored training initiatives for existing
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professionals, as well as structured programmes for midcareer switchers looking to transition into the sustainability and waste management industries. These efforts help build a future-ready workforce equipped with the necessary skills to support circular economy goals.
We have also developed a close global network to support companies looking to expand into overseas
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markets. By fostering international partnerships and knowledge-sharing platforms, we help businesses access new opportunities, learn from global best practices, and stay competitive in an increasingly interconnected world.
AO: What specific targets do you hope to achieve moving forwards?
FWG: At this stage, there are no specific targets set, but our primary focus is to expand on our existing initiatives and continue supporting our member companies.
We aim to further strengthen our role as a bridge between industry and government, ensuring that regulatory developments align with industry needs whilst promoting sustainability and circularity behaviours.
Additionally, we will continue expanding upskilling programmes to support professionals at various stages of their careers, including those making a mid-career switch into the sector. On a global scale, we plan to deepen international collaborations, creating more opportunities for businesses looking to explore overseas markets.
By building on these key areas, we remain committed to fostering industry growth and resilience in an evolving landscape.
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FLYING THE
THE PNG FLAG
Embarking on the major expansion and modernisation of its aircraft fleet, we speak to David Glover, CCO of Air Niugini, about the airline’s ambitious plans for the future that will continue to put Papua New Guinea on the global aviation map
Writer: Lucy Pilgrim | Project Manager: Andrew Lewis
The emergence of commercial aviation was crucial to the development of Papua New Guinea (PNG) in the latter half of the 20th century.
The founding of the country’s national airline, Air Niugini, in September 1973 proved to be a catalyst for PNG’s growth after it gained independence two years later.
Indeed, the airline’s inaugural flight, which took place on 1st November 1973 from the capital of Port Moresby to Lae, marked a turning point in the nation’s subsequent socioeconomic development, and a number of international services quickly followed.
Over 50 years later, Air Niugini has achieved the illustrious position of national flag carrier and the country’s premier airline, being 100 percent government-owned.
“With a proud history spanning more than five decades, we have established ourselves as a vital link between PNG and the rest of the world,” introduces CCO, David Glover.
Indeed, in a country where the major population centres are still largely unconnected by road, Air Niugini operates a comprehensive
network of domestic and international routes that link major cities, towns, and remote regions across PNG.
MEETING THE NEEDS OF A NATION
The critical role that Air Niugini plays is demonstrated by the country’s diverse geography, ranging from cloud-covered mountains to tropical coastal and island provinces, which make for a challenging environment in which to operate efficient and reliable airline services.
PNG and its aviation industry tackle unpredictable weather patterns on a daily basis throughout the year, not to mention the country’s susceptibility to natural disasters such as floods, landslides, volcanic eruptions, and earthquakes.
In addition, PNG presently has limited aviation infrastructure. Its runways in many regional centres are short, face incredibly hot temperatures, and some are at high altitudes with limited navigational aids. This is further compounded by unpredictable and unreliable supplies of fuel, water, and power. All of these factors combine to present the airline with a unique set of challenges unlike
any other country in the world.
Despite these obstacles, Glover maintains a positive outlook on PNG’s aviation industry.
“The future as a whole is bright because PNG is a country rich in natural resources such as oil, gas, gold, and other minerals and is still relatively untouched by tourism. All these sectors rely on the support of the aviation industry in order to operate and prosper,” he insights.
Air Niugini connects these key industries through a comprehensive network of domestic flights to 22 regional centres across PNG from the capital.
“The government has already embarked on a programme to upgrade airport infrastructure throughout the country, which is a very welcome and overdue development and adds to the airline’s sense of optimism for the future.”
“WITH A PROUD HISTORY SPANNING MORE THAN FIVE DECADES, WE HAVE ESTABLISHED OURSELVES AS A VITAL LINK BETWEEN PNG AND THE REST OF THE WORLD”
– DAVID GLOVER, CCO, AIR NIUGINI
The company is also proud to connect PNG to key neighbouring destinations, flying to Brisbane, Cairns, and Sydney in Australia, Manila in the Philippines, as well as Singapore, Hong Kong, the Solomon Islands, Fiji, and Vanuatu.
these crucial international passenger and freight connections for over two years.
These services also provide the country with a vital link to the region and the world, and this responsibility was never more proven than during the COVID-19 pandemic, when Air Niugini was the only airline providing
Through its extensive domestic and regional network, the company aspires to be the leading airline in the Pacific and is dedicated to delivering exceptional service, promoting tourism, and connecting people, cultures, and economies.
“Whilst we acknowledge there have been many challenges over a period of time, we are committed to providing an excellent service, both in the air and on the ground. Our dedicated team strives to make every journey comfortable, convenient, and memorable for passengers,” Glover insights.
Integrated into its commercial passenger flights, Air Niugini boasts a significant cargo operation using its wide-body Boeing 767s.
These extremely capable aircraft provide critical freight capacity for the movement of mining equipment, oil and gas machinery, spare parts, medical supplies, food, vehicle components, high-tech goods, and other commodities.
Aside from these mainly imported
goods, the Boeing 767s also carry large quantities of PNG exports – including live and fresh seafood (crabs, lobsters, beche-de-mer, and others), vanilla, and other valuable products – to the markets of Asia and
RE-FLEETING FOR EXCELLENCE
Air Niugini’s future plans and expansion are supported by the largest re-fleeting programme in its history. In fact, it is the biggest capital expenditure programme ever in the country’s aviation industry.
Launched in 2023, 60 percent of its core fleet, which is now over 30 years old, is being replaced by brand-new aircraft in a visionary five-year project.
At the heart of the re-fleeting project is the purchase agreement signed with Airbus in November 2023 for six Airbus A220 regional jets, which subsequently increased to eight.
The Airbus A220s will replace the airline’s ageing Fokker 100/70 and Boeing 737 aircraft types. The Fokker family of aircraft has been synonymous with Air Niugini’s development for the last 50 years, however, the
AIR NIUGINI’S ORACLE SYSTEM
To coincide with the launch of its impressive new fleet, Air Niugini has introduced a new cloud-based platform known as Oracle.
Introduced in April 2025, the system will replace the airline’s legacy systems in finance, human resources (HR), procurement, and other support functions.
“The new system will be totally automated and digitalised, replacing manual processes in many areas,” details Glover. time has now come for these aircraft to be replaced.
This was a major milestone in the airline’s re-fleeting programme as A220 aircraft are equipped with stateof-the-art facilities, which will mark a significant transformation in Air Niugini’s passenger experience.
For example, the aircraft have wider cabins with larger windows to provide more natural light and are fitted with more comfortable seats in business and economy class.
Alongside guaranteed relaxation, the A220 will be the first in Air Niugini’s fleet to offer Wi-Fi connectivity for passengers, enabling them to stay in touch with family, friends, and colleagues and use social media platforms whilst they fly.
Other airliners being switched out include the De Havilland Canada Dash 8s, which are being replaced by newer Bombardier Aerospace Q400s. The first of the additional Q400 aircraft arrived in Port Moresby in October last year.
Meanwhile, the introduction of two new Boeing 787 Dreamliners in 2027
“OUR DEDICATED TEAM STRIVES TO MAKE EVERY JOURNEY COMFORTABLE, CONVENIENT, AND MEMORABLE FOR PASSENGERS”
– DAVID GLOVER, CCO, AIR NIUGINI
will replace the two 767s currently used for regional routes to Asia and Australia and will provide 20 percent more seat and cargo capacity.
“Whilst the number of aircraft in the fleet at the end of this programme will remain unchanged at 24, the new aircraft will be 15 to 30 percent larger, which, when combined with better reliability and fuel efficiency, means they will be able to operate at higher utilisation rates,” affirms Glover.
Additionally, Air Niugini is working with aircraft manufacturers on training, spares packages, and other programmes to ensure the smooth
introduction of its new fleet.
As such, the re-fleeting programme will garner many positive results for the company, such as expanding its passenger and freight capacity, allowing Air Niugini to take advantage of economic growth driven by current and future resource industry projects, and advance PNG’s fledgling tourism industry.
SEAMLESS GLOBAL CONNECTIONS
As a regional airline, it is vital that Air Niugini works with other carriers to ensure smooth passenger journeys.
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IS IT TIME TO CHANGE YOUR AVIATION INSURANCE BROKER?
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The company is, therefore, developing a range of codeshare agreements and inter-airline arrangements with a number of carriers.
The company already codeshares with Cathay Pacific, Solomon Airlines, and Qantas, with more to follow soon, and boasts over 40 inter-airline agreements that allow throughticketing of passengers.
“These will be the key for us to boost our passenger numbers and revenue, allowing us to fill the extra
capacity offered by the new fleet as it arrives,” Glover highlights.
Whilst operating a comprehensive network with neighbouring airlines, the strength of a reliable and efficient supply chain is just as important for Air Niugini, granting it easy access to an inventory of spare parts from overseas and maintenance facilities when they are needed.
This is particularly advantageous for the airline given its remote location and distance from major aircraft parts suppliers in North America and Europe. As a result, it can take time for spare parts to reach Air Niugini from abroad.
Any additional delays caused by the lack of available flight connections and a limited supply chain, therefore, become even more critical to the airline’s operations.
THE SUCCESS OF STAFF
Air Niugini’s ability to fly high in Asia Pacific’s airline industry is largely down to the dedication of its 2,200-strong workforce, the vast majority of whom are PNG nationals.
With their well-being and professional development in mind, the company has a comprehensive staff training programme.
“When the airline emerged from the challenges of the COVID-19 pandemic in 2022, we immediately embarked on company-wide training programmes, focusing on customer service and the development of our emerging future leaders,” Glover tells us.
Still continuing today, the programme empowers the company’s employees to confidently take on more challenging roles throughout the organisation.
“If staff are engaged, confident,
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Purewater’s commitment to food safety and quality management has been the cornerstone of our business for over twenty-five years.
It’s why Purewater is PNG’s leading supplier of drinking water to the aviation industry, commercial sector, embassies and foreign military missions, and the country’s numerous mining, oil, and gas operators.
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and happy in their work, this flows through to our customers.”
areas, often at short notice.
Furthermore, Air Niugini’s community outreach comprises a number of environmental projects, such as mangrove planting, which took place last year. The airline also regularly assists with the transportation of vital medical equipment and medicines to remote
In addition, the company has embarked on a programme to replace all single-use plastics from its aircraft fleet with more environmentallyfriendly solutions.
On top of career advancement opportunities and environmental initiatives, the safety of employees is also of paramount importance to Air Niugini.
Indeed, the company maintains rigorous standards, adheres to international regulations, and continuously invests in training and technology to ensure the highest levels of passenger and crew safety.
Looking ahead to 2025, Air Niugini highly anticipates the arrival of its new fleet, with the coming of the first A220 coinciding
with the 50th anniversary of PNG’s independence in September.
This will be a major event for the airline, which will be supported by the roll-out of various digitalisation activities and expansion projects.
“Our initial focus will be on strengthening and improving our domestic operations. However, from 2026 onwards, once the new fleet is here in sufficient numbers, we will enhance our international schedule and potentially expand our route network to take advantage of the superior operating economics that the A220s will bring,” Glover concludes.
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YOUR PARTNER IN SUPPLY CHAIN EXCELLENCE
An award-winning global logistics provider with nearly seven decades of expertise in freight forwarding and transportation, Yusen Logistics is unwavering in its vast capabilities. We speak to Jarrod Ward, Chief Sales Officer, East and South Asia Oceania, to learn more about this industry titan
Founded in 1955, and a member of the Nippon Yusen Kaisha (NYK) Group, Yusen Logistics is an insight-driven, customer-centric logistics partner to global businesses.
Providing ocean and air freight forwarding, warehousing, distribution services, and supply chain solutions, Yusen Logistics has proudly carved a reputation for its seamlessly connected suite of supply chain solutions that deliver superior value, reliability, and expertise.
“We’re not just a supplier; we’re a trusted partner who understands our clients’ unique needs and contributes to their success. Together, we navigate challenges and seize opportunities, fostering long-term relationships built on mutual growth and success,” opens Jarrod Ward, Chief Sales Officer, East and South Asia Oceania, Yusen Logistics.
With a global network linking Japan, the Americas, Europe, East Asia, South Asia, and Oceania, Yusen Logistics operates 650 distribution centres and offices in 46 countries and regions with over 25,000 employees, cementing the company’s position as an industry stalwart.
Ultimately, Yusen Logistics sets itself apart by investing in a deep understanding of its customers’ business, the challenges they face, and the goals they seek to achieve.
Undeniably a fast-paced industry that demands constant innovation, Ward found himself in the logistics sector after studying sociology at university.
“Sociology was a great segue into an industry that emphasises connecting different people, identifying their challenges, and ultimately finding solutions,” he insights.
After completing his studies, Ward began his career at NYK Line in the US, which offered the opportunity to connect people in various regions and from different walks of life.
He then moved from the US to Singapore in 2010, Japan in 2015, and eventually China in 2017, where he now leads Yusen Logistics’ Supply Chain Solutions (SCS) Group operations in the region and works to create new solutions to bring to market.
“These abilities are what differentiates Yusen Logistics from someone who’s just selecting options from a corporate product list. We actually create the solution based on the needs of the customer,” he proudly asserts. Additionally, Ward is the current Chair of the Supply Chain Committee at the American Chamber of Commerce Shanghai.
OPTIMISING SUPPLY CHAIN SOLUTIONS
In a pivotal and strategic move for Yusen Logistics, SCS Group was established in April 2020 as an independent pillar of the company.
“By consolidating various solutionsfocused businesses globally, we created a one-stop shop for comprehensive logistics supply chain services,” details Ward.
“This strategic reorganisation positions SCS Group to offer tailored solutions, optimising entire supply chains from the raw materials through to the end consumer.”
Equally, establishing SCS Group provided Yusen Logistics with another layer of capability by providing customers with additional opportunities to add value to their logistics and deliver solutions.
“Customers are not static; they operate in a very dynamic supply chain world, and their needs are
constantly changing. We’re always ready to take them to the next level of their own capabilities and intentions,” dictates Ward.
Further differentiating Yusen Logistics and SCS Group is the company’s unique culture, which leverages the Kaizen and Yokoten approaches.
Kaizen, meaning ‘change for the better’ in Japanese, represents the company’s corporate culture, whilst Yokoten – ‘sharing of best practices’ – is the cornerstone of the company’s management.
“These philosophies, which are deeply rooted in our heritage and embedded in our corporate DNA, guide our daily operations and decisionmaking processes,” details Ward.
The global control tower of SCS Group is built on three core pillars –people, processes, and technology – and serves as the umbrella for it’s service offerings.
The division maintains specialised supply chain expertise across its staff, combining deep industry knowledge with innovative thinking that truly sets it apart from the competition.
Equally, the company’s processes are customised for agility and standardisation, ensuring end-to-end visibility. It delivers actionable insights through advanced analytics, artificial intelligence (AI), and automation, further showcasing its technological skills.
However, whilst digital innovation is crucial, Yusen Logistics readily recognises the invaluable role people play.
“Our representatives excel at navigating complex situations, developing customised solutions, and providing empathetic support. Only human representatives can offer the critical thinking, empathy, and personalised approaches that our customers need,” identifies Ward.
APAC
OUTLOOK:
HOW DOES YUSEN LOGISTICS WORK TO ENSURE SUPPLY CHAIN SOLUTIONS THAT DELIVER SUPERIOR VALUE, RELIABILITY, AND EXPERTISE?
Jarrod Ward, Chief Sales Officer, East and South Asia Oceania:
solutions, there’s no one-size-fits-all approach as each customer’s supply chain presents unique challenges and opportunities.
“Implementing these solutions can be complex, especially in large, global supply chain networks that involve numerous suppliers and vendors across various regions. To overcome project implementation challenges, we leverage our strong local presence with boots-on-the-ground expertise, an approach that combines regional insight with adherence to global standards.
“Our dedicated onboarding team guides the entire process, from initial business nomination through to standard operating procedure (SOP) development, audits, and quarterly reviews.
“We foster a collaborative environment through regular team meetings, where our teams share best practices, discuss challenges, and explore solutions. This comprehensive, Yokoten-inspired approach promotes knowledge sharing and continuous improvement across our global network.
“This comprehensive approach aims to streamline implementation and maximise customer satisfaction.”
“WE’RE NOT JUST A SUPPLIER –WE’RE A TRUSTED PARTNER WHO UNDERSTANDS OUR CLIENTS’ UNIQUE NEEDS AND CONTRIBUTES TO THEIR SUCCESS. TOGETHER, WE NAVIGATE CHALLENGES AND SEIZE OPPORTUNITIES, FOSTERING LONGTERM RELATIONSHIPS BUILT ON MUTUAL GROWTH AND SUCCESS”
– JARROD WARD, CHIEF SALES OFFICER, EAST AND SOUTH ASIA OCEANIA, YUSEN LOGISTICS
This blend of technological innovation and human expertise is a key differentiator, demonstrating the company’s commitment to providing comprehensive, personalised solutions in an increasingly digital world.
Yusen Logistics’ longest customer partnership, which exceeds 56 years, underscores its belief in the power of human connections in supply chain management.
CHANGE FOR THE BETTER
Yusen Logistics is on a mission to become the world’s preferred supply chain logistics company through the application of insights, service quality, and innovation in order to create sustainable growth for businesses and society as a whole.
“In the past, companies typically only sought a logistics service provider,” expands Ward.
“However, recent supply chain disruptions have taught us that they now require partners who proactively prepare for and respond to the volatile global trade landscape. They expect their logistics providers to share valuable insights and serve as trusted strategic partners.”
To address these expectations and demonstrate its commitment, Yusen
Logistics has developed its Transform 2025 roadmap, which is divided into three phases.
Already at the final phase, this longterm vision ensures the company stays ahead of industry trends and adapts quickly to changing market conditions.
By combining expertise, innovative technology, and a customer-centric approach, the company aims to provide not only logistics services but also strategic support that helps
businesses thrive in today’s complex global landscape.
“Our vision at Yusen Logistics – to become the world’s preferred supply chain logistics company – guides everything we do. We approach our work with a long-term perspective, constantly transforming our business, thinking, and taking actions to deliver value to our customers,” prides Ward.
As the company continues to look towards the future of the supply chain
Yusen Logistics Supply Chain Solutions
See your inventory journey from purchase order to final delivery, perfectly aligned with your merchandising calendars and demand forecasts SwiftB2B tracks each item's complete lifecycle, giving you clear, granular visibility without the logistics complexity.
industry, it is prioritising expansion and working to help customers stay ahead of the curve.
Being such a crucial industry to the global economy, the supply chain sector is ever-evolving and will continue to grow despite the challenges in the macroeconomic environment.
“When I have had the opportunity to discuss business issues in China with US government officials, every one of those discussions comes straight back to supply chain management,” insights Ward.
“Active participation in various Chambers of Commerce provide such opportunities for leadership and learning.”
What is happening with the international supply chain? What is the impact of supply chain challenges on inflation? What is the impact of supply chain solutions on duty and tariff policies? How will the supply chain and customers react? – are typical questions asked.
Yusen Logistics prides itself on creating solutions to these questions, which are ongoing and represent the fast-paced and continually changing nature of the industry, showcasing the company’s ingenuity and ability to utilise industry insight to its customer’s advantage.
SUPPLYING A BETTER FUTURE
Just as significant as Yusen Logistics’ long-established history are the
company’s endeavours towards a sustainable future for both its business and the communities it engages with.
The transportation sector accounts for 15 to 20 percent of global greenhouse gas (GHG) emissions, which it must reduce to effectively combat climate change.
“As a key player in the industry, Yusen Logistics recognises our responsibility to contribute to carbon
neutrality efforts by integrating sustainability into our operations and supply chain,” details Ward.
The company prioritises environmental, social, and governance (ESG) practices and provides sustainable solutions whilst leveraging its extensive supply chain network and expertise.
Committed to emphasising sustainability at the heart of its management strategy, Yusen Logistics has been on an ESG journey for years. As part of this ongoing effort, the company published its first ESG story in April 2022. This was followed by the first standalone sustainability report in September 2024, which outlines concrete targets and initiatives. Together, these publications showcase the company’s evolving approach to sustainable practices.
Specifically, Yusen Logistics aims to reduce its Scope 1 and 2 emissions by 45 percent by 2030 (from a 2022 baseline) and achieve net zero for all services by 2050, alongside its commitment to respect the diversity
YUSEN LOGISTICS’ EXPERTISE
The company delivers high-performance solutions from raw materials to finished products throughout the supply chain. Working with manufacturers and retailers, Yusen Logistics offers specialist expertise in several industry verticals, namely:
• Automotive
• Aerospace
• Technology
• Retail
• Healthcare and pharmaceuticals
• Food
Yusen Logistics also works closely with customers to create enhanced solutions in the design, planning, and execution of key services, including:
• Global freight forwarding
• Transportation management
• Warehousing and distribution
• End-to-end supply chains
of its workforce and provide equal opportunities.
At SCS Group, the company’s proactive sustainability strategy begins by visualising carbon dioxide (CO2) emissions and proposing net zero emission services.
With tools including a CO2 e-calculator and emissions dashboard, Yusen Logistics puts its customers in the driver’s seat of carbon management.
“By considering the entire global
“OUR VISION AT YUSEN LOGISTICS – TO BECOME THE WORLD’S PREFERRED SUPPLY CHAIN LOGISTICS COMPANY –GUIDES EVERYTHING WE DO”
– JARROD WARD, CHIEF SALES OFFICER, EAST AND SOUTH ASIA OCEANIA, YUSEN LOGISTICS
supply chain and helping our customers reduce their carbon footprint, we are transforming the logistics supply chain and reshaping how the industry services customers worldwide,” explains Ward.
Furthermore, the company is dedicated to selecting suppliers who align with its quality and sustainability objectives.
“Yusen Logistics is fine-tuning our sustainability strategy whilst assisting them in finding ways to implement
sustainability in their operations. We are here to walk with them on their journey towards a greener future,” concludes Ward.
Tel: +852-2956-5118
scs@hk.yusen-logistics.com
www.yusen-logistics.com
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Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered straight to your inbox with a bi-weekly newsletter.
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THE MUST COLLECTION
We speak to executive members of renowned dust management solutions provider and equipment manufacturer, Grydale, about the company’s innovative equipment, sustainable operations, and continuous improvement
Writer: Rachel Carr | Project Manager: Eddie Clinton
Mines are busy environments that use heavy industrial equipment, often creating dust clouds.
As health and safety experts focus on protecting workers, the demand for dust control solutions is subsequently increasing. Many industries face harmful dust
caused by dangerous minerals such as asbestos and crystalline silica, which can be inhaled during activities like grinding, drilling, cutting, or sanding –this is where Grydale excels.
Established in 2011, the company specialises in engineering, manufacturing, and servicing a range of fixed, mobile, and onboard
industrial dust collection equipment.
Grydale’s patented technologies effectively control dust and airborne contaminants in a range of industrial applications, including tunnelling, mining, quarrying, and air quality management in factories.
“Thanks to our proprietary technology, Grydale’s dust collectors
FOR DUST COLLECTION
have gained a reputation worldwide. They are transforming how dust extraction processes and ventilation design are approached across various industries and projects,” opens Alex de Andrade, CEO of Grydale.
The company distinguishes itself in the market with protected intellectual property that meets the
most stringent air quality standards mandated within major projects and has built a strong portfolio for fixed, mobile, and onboard dust solutions.
“This provides a significant and sustainable competitive advantage within the global dust control market,” adds General Manager of Sales, Adam Wallace.
The company is further looking to invest in independent air quality monitoring technology, providing certified evidence of air quality and filtration efficiencies as it maintains an unwavering commitment to continuous improvement and innovation to keep ahead of global air quality regulations.
“Our patented technology has allowed us to deliver solutions to dust challenges that were previously not possible. This, combined with our passionate team, supplier parts selection, and manufacturing and quality processes, are the attributes that truly set us apart in the market.
“We select and test the best available parts for our machines to have maximum uptime and this attests to the support we get from our longstanding suppliers on a 24-hour basis,” de Andrade prides.
STRINGENT SAFETY STANDARDS
The risk of dust-related diseases increases with exposure levels, therefore, workplace health and safety legislation now requires strict dust management and diesel particulate matter (DPM) control through permissible exposure limits (PEL) and workplace exposure limits (WEL).
Regulations are periodically reviewed and updated to reflect current scientific evidence linking exposure to disease.
“Our dedicated engineers and artisans are committed to continuous improvement, with a strong focus on eliminating waste and minimising safety risks,” urges de Andrade.
Silicosis is the most common occupational lung disease worldwide and is often referred to as the modern-day asbestos.
“By adopting Grydale’s advanced dust control methods, companies can protect their workers, comply with regulations, and enhance overall operational efficiency,” de Andrade suggests.
Grydale is rapidly building a robust reputation for driving up industry standards with its safe and efficient dust extractors as accountability and compliance regulations relating to health and safety within the
construction industry are continually tightened.
The extremely high safety standards set by the company extend to its own team, who are willing to enact the exact level of caution for co-workers, family, and friends, as well as the next generation.
“With our dedication to ISO 14001 compliance, we handle the washing of our machines and returned rental units with the utmost care. The same way we protect the operators servicing our machines from any exposure, we do likewise for the environment and neighbours,” de Andrade assures.
Grydale believes there is always a safer and cleaner way of doing any task, accordingly, it retains all washed water and slurry in contained bunded areas and recycling tanks, disposing of the contents through certified waste handling companies.
“OUR INTELLECTUAL PROPERTY IS PATENTPROTECTED AND MANUFACTURED WITH THE HIGHEST QUALITY CONTROL STANDARDS AND THE BEST COMPONENTRY FOR EACH APPLICATION”
– ALEX DE ANDRADE, CEO, GRYDALE
“There is no compromise for protecting the most amazing part of the country around us in the Moreton Bay region,” de Andrade affirms.
A TEAM UNITED BY DEDICATION
Employees are drawn to Grydale’s strong culture and ethical principles, which prioritise safety by eliminating risks and providing a safe working environment.
The company currently has staff across Australia, the US, and Canada, with service contractors and spare parts also in the UK, New Zealand, and Saudi Arabia. It also has plans
to expand its consignment and field support within the UAE, Hong Kong, and Europe.
“Our dedicated field service technicians work closely with clients to provide routine and preventative maintenance schedules, ensuring maximum machine uptime and optimising our solutions’ operational efficiency,” shares Jamie Baskett, General Manager of Field Service.
“We understand that dust control solutions are often critical parts of operations, so our service team works closely with our warehouse and procurement teams to ensure stock of
essential spare parts and service items is available to our customer base when required as part of our worldclass customer and service support.”
To enable efficient and timely operations, Grydale’s team utilises advanced, state-of-the-art equipment.
“Our in-house team of engineers and designers use advanced 5D building information modelling (BIM) and computer-aided design (CAD) with material property metadata, integrated into our enterprise resource planning (ERP) procurement system, to create bills of materials and drawings for production,” de Andrade expands.
As Grydale transitions from a 15-year-old family-owned business to a shareholder-owned entity with an investment for steady longterm growth, some manufacturing workflow changes have been necessary to meet customer demands and lift the service deliverables in full and on time.
A.T. Hydraulics:
The preferred hydraulics supplier to leading equipment manufacturers Australia wide
A.T. Hydraulics Pty Ltd is an Australian owned company established in 1990 to service the Australian fluid power market. With branches located in Sydney, Perth and South of Brisbane the company is well situated to offer servicing and support for the entire Australian market on its range of exclusive products.
All our factories are well equipped with full machining and service facilities backed by our highly qualifed sales, workshop and engineering staff. Whether you need components, repairs, service or an entire hydraulic system, we can deliver. We are dedicated in providing complete customer satisfaction. With our exclusive product ranges and distribution of some of the world’s leading brands we can offer our customers a single source of hydraulics.
Complete Hydraulic Solutions: Power Pack Design, Fabrication, Installation & Commissioning: Your Trusted Partner for Precision Hydraulic Systems
At A.T. Hydraulics, we specialise in delivering complete hydraulic solutions tailored to your project’s unique needs. From initial design through to fabrication, installation, and commissioning, we ensure your hydraulic systems are powered, optimized, and ready for peak performance. With years of expertise across a broad range of industries, we are proud to provide high-quality hydraulic power packs designed to meet the demands of the most diverse sectors.
Our Expertise in Hydraulic Power Packs
Whether you need a simple,
compact unit for a small-scale application or a complex, heavy-duty system for industrial use, A.T. Hydraulics offers comprehensive hydraulic power packs for a wide range of sectors. Our custom-designed systems ensure efficiency, reliability, and flexibility, no matter the scope of your project.
Industries We Serve: Manufacturing & Industrial Automation
Hydraulic power packs are essential for industries relying on automation and heavy machinery. We design systems that integrate seamlessly with manufacturing processes to
improve productivity, precision, and consistency. Whether it’s for assembly lines, presses, or conveyors, our solutions deliver the power you need for highdemand operations.
Mining & Heavy Equipment
The mining industry requires robust, high-performance hydraulic systems for demanding environments. Our power packs are built to withstand extreme conditions, offering reliable operation in mobile equipment, drilling rigs, excavators, and more. A.T. Hydraulics ensures your mining equipment operates smoothly under even the most challenging circumstances.
Design, Systems
Construction & Civil Engineering
Hydraulic systems are crucial in the construction industry, driving cranes, excavators, and pile drivers. A.T. Hydraulics designs durable, efficient power packs tailored for the construction sector, ensuring that your equipment is reliable and ready for use at any project site, from small builds to largescale infrastructure projects.
Oil & Gas
In the oil and gas sector, hydraulic power packs are pivotal for offshore platforms, drilling operations, and refining equipment. We design high-performance,
corrosion-resistant systems that meet the industry’s strict standards for safety, reliability, and efficiency, ensuring that critical operations can continue uninterrupted.
Agriculture & Farming Equipment
Hydraulic power packs play a vital role in modern farming, powering machinery such as harvesters, planters, and irrigation systems. Our designs are focused on providing reliable, cost-effective systems to support efficient farming practices and maximize productivity.
Marine & Offshore
From vessel deck machinery to offshore rigs, hydraulic systems are indispensable in the marine industry. A.T. Hydraulics engineers power packs designed for extreme marine environments, offering exceptional durability and performance for ship lifts, winches, and other essential systems.
Automotive & Transport
Hydraulic systems are widely used in the automotive industry for tasks such as testing equipment, jacking systems, and vehicle lifts. We provide power packs that ensure smooth, efficient operation for both production lines and repair facilities, optimizing workflows across automotive operations.
Power Generation & Utilities
Our hydraulic power packs are also designed for use in power plants, utility services, and renewable energy projects. Whether it’s for turbine maintenance, energy storage systems, or hydraulic dampers, we supply high-efficiency solutions that support the stable operation of critical infrastructure.
Why Choose A.T. Hydraulics?
Tailored Design: We work closely with you to understand your specific requirements, ensuring each hydraulic power pack is custom-designed to meet your unique needs.
Precision Engineering: Our systems are designed for optimal performance, energy efficiency, and long-term durability.
End-to-End Service: From consultation to design, fabrication, and final commissioning, A.T. Hydraulics provides a comprehensive service to ensure smooth project execution.
Expert Installation & Commissioning: Our experienced technicians handle every aspect of installation and commissioning, ensuring that your hydraulic power pack functions at its best from day one.
Quality Assurance: We only use premium materials and components, and all our systems undergo rigorous testing to guarantee reliability and performance.
Get in Touch Today
Whether you’re working on a large-scale industrial project or need a compact solution for specialized equipment, A.T. Hydraulics is here to provide the hydraulic power packs you need. Contact us today to discuss your requirements and how we can help streamline your hydraulic operations.
Sydney 1300 760 531
Brisbane 1300 760 531
Perth 1300 760 531
Under challenging product specifications, the founding team and owner moved the company forward to a formidable original equipment manufacturer (OEM) brand that has proven itself in the market.
“Our shift to a multi-national structure aims to build a foundation for scalable growth whilst retaining agility. As a result, the focus moves from completing individual projects on schedule to a global model prioritising quality, consistency, and delivery on time,” acknowledges de Andrade.
Each machine must fundamentally be a replica of the one before it so that simultaneous, consistent technical support is possible on all machines worldwide.
“When customers request spare parts or performance support, we must ensure the as-built status and accuracy of the parts book, manuals, maintenance procedures, and troubleshooting guides cater for
APAC OUTLOOK: HOW DOES GRYDALE INCORPORATE SUSTAINABILITY INTO ITS OPERATIONS?
Andy Greenslade, COO: “In an era prioritising environmental responsibility, Grydale has earned ISO 14001 environmental standard accreditation, showcasing its commitment to sustainability. ISO 14001 is a globally recognised environmental management system that enables organisations to enhance their environmental performance through efficient resource use and waste reduction.
“Our dust extraction equipment tackles significant dust emissions in construction, mining, and manufacturing industries. Dust is managed at the source, improving air quality and ensuring safety compliance.
“We focus on energy efficiency and recyclable materials, helping clients meet sustainability goals whilst reducing their carbon footprint. Partnering with us enables clients to navigate environmental regulations and enhance their reputation and business opportunities.
“The company recognises aligning operations with global environmental standards is vital for fostering a sustainable future. Grydale’s focus on continuous improvement, staff training, and stakeholder engagement ensures that ecological considerations are integral to its business strategy. As organisations seek to meet carbon reduction commitments, our ISO 14001 certification reflects our dedication to environmental stewardship and contributes to a cleaner, safer planet for future generations.”
global supply equivalent parts but sourced locally.
“Our business model ensures that field service teams or local contractors are available in-country, maintaining strong face-to-face interactions and relationships, with routine monthly inspections of our rental fleet,” de Andrade notes.
Grydale is committed to developing people skills and succession as it grows, creating more opportunities for its employees.
In addition to apprenticeship and graduate programmes, Grydale offers advanced leadership training and sponsored tertiary education support for key roles like technical degrees and Master of Business Administration (MBA) programmes to improve service quality through training and retention.
“We are testing productivity and efficiency for four-day roster work
weeks in certain divisions, empowering a culture of completing the job correctly the first time and enabling us to try new rosters and lifestyle approaches,” de Andrade delights.
DESIGNED TO LEAVE COMPETITORS IN THE DUST
Grydale’s team ensures complete control over the design and manufacturing of dust control solutions, exceeding performance, safety, and environmental standards to create leading products in the market.
“Our approach involves customers in the process, which is beneficial. Engaging a multi-disciplined team in the design has often led to new ideas and allowed us to push the boundaries of what is possible,” Wallace insights.
The team aims to understand the holistic dust control challenge by
communicating with customers, visiting sites, exchanging documents, and evaluating key factors such as dust type, particle size, air volume, and industrial processes.
“Input from stakeholders, including project, plant, and operations managers, health and safety officers, and procurement teams, is essential. Their insights help us define project goals and find effective solutions, making every team member a vital part of the process,” Wallace emphasises.
Production begins when designs are finalised, with the company using a triple ISO certification platform, namely ISO 9001 Quality, 14001 Environment and 45001 Safety accredited quality control process.
Utilising LEAN principles and semiautomation, the company produces both standard and customised equipment, achieving a 94 percent on-time delivery rate.
POWER AND PARTNERSHIP YOU CAN DEPEND ON
At Volvo Penta, powerful industrial solutions and strong partnerships drive success. From optimizing your application to providing global dealer support, we are committed to assisting you. With cutting-edge technology shared across the entire Volvo Group, our innovations are shaping the future of industrial power systems.
Industrial and Power Generation Engines
Volvo Penta’s engines deliver high
performance, are powerful and reliable, fuel efficient, and are low emissions. Designed for versatility, they feature a low-weight, compact design for easy installation, and with optional equipment packages making them ideal for a wide range of machine and equipment applications and industries. Our engines power applications in construction, agriculture, underground mining, dewatering, port handling, drilling, crushing, and power generation, ensuring dependable performance in demanding environments.
Volvo Penta’s off-road diesel engines can be configured as either stand-alone units or mounted on robust base frames in a power pack configuration, featuring our renowned heavy-duty cooling packs and high-dust intake systems, complimented with an extensive offering of accessories including power take-offs, air-conditioning, and air compressors. Our impressive compliment of engine models ranging from 105 to 585 kW / 140 to 785 hp - this makes our engines the perfect fit for your industrial power application.
Commitment to Sustainability
Volvo Penta is dedicated to meeting and exceeding global emissions standards, ensuring you a power solution which is compliant with global emissions regulations. Our engines share a common base platform and are certified for hydrotreated vegetable oil (HVO) fuel. Volvo Penta also offers dualfuel engines capable of running on both diesel and hydrogen and we continue to explore renewable fuel options, including natural gas and 100% Hydrogen.
Beyond traditional combustion engines, Volvo Penta is pioneering with innovative electric driveline technology for the diverse and evolving needs of industries. Leveraging Volvo Group proven expertise, we have successfully integrated electric solutions into port-handling vehicles, fire trucks, and cranes.
Our Battery Energy Storage System (BESS) leads the market - enhancing energy reliability and sustainability by storing surplus electricity, often from renewable sources of wind and solar, providing a solution for backup power or cost optimization.
Total Cost of Ownership and Unmatched Support
Volvo Penta diesel engines are designed to maximise uptime and productivity, safeguarding operations the world over. Our reliability and performance ensuring your operation can deliver. Paired with our extensive aftermarket support, we keep your business running day in, day out.
In Australia, our global parts distribution
network and over 100 dedicated Service Dealers ensure around-the-clock service. Operators benefit from extended service intervals of up to 1,000 hours and are backed by Volvo Penta’s comprehensive engine and parts warranties.
Supporting Australian OEMs with Cutting-Edge Solutions
Volvo Penta’s Australian distributors are
your trusted partners for sales, service, and support.
In Queensland, Seamech has partnered with Grydale - Australia’s leading manufacturer of dust collectors and ventilation systems, since 2018.
Grydale’s requirements were for a heavyduty engine that met stringent EU Tier 4 Final emissions standards, through the collaboration with Seamech, the Volvo Penta 5-litre Euro Stage 4 engine was selected.
Delivered with emissions-reducing technology fitted, this engine reduced harmful NOx emissions by up to 75%, making it the ideal solution. Grydale also became the first Australian machinery manufacturer to integrate Volvo Penta’s Tier 4 engines in local machinery production.
As a leading global supplier of underground mining engines, Volvo Penta’s strongpresence and experience with global OEM’s in these harsh environments provided Grydale the confidence in the solution.
Particularly important considering the extreme conditions, with high-
dust, heat, and difficult access often endured by their machinery. Volvo Penta’s heavy-duty engines proved the perfect match. This successful partnership between Grydale and Seamech has resulted in nearly 100 locally produced machines equipped with Volvo Penta engines. Seamech continues to support Grydale’s operations with access to diagnostic tooling, extensive parts inventory, and 24/7 support.
Powerful Partnerships
Volvo Penta’s Australian distributors are committed to partnering to power your business. From project inception to operation, our in-house application support, technical expertise and industry experience ensure the right engine for your needs, backed by unparalleled, dependable local
support for you, your business, and your customers.
For more information or to find your nearest dealer, visit volvopenta.com.
New South Wales: Fenquin (02) 9605 5522 www.fenquin.com.au
Victoria: Industrial Power Systems (03) 8353 0400 www.industrialpowersystems.com.au
South Australia: Don Morton (08) 8347 0011 www.donmorton.com.au
West Australia: Ches Power Group (08) 6144 3111 www.chespower.com.au
“Our fabrication facility has its own world-class laser cutting, bending, and pressing machines, which allow us to be in control of quality and reduce manufacturing lead times,” de Andrade elaborates.
In-process inspections and tests are performed at each stage of the manufacturing cycle, ensuring adherence to specifications and reliable final designs.
“After installation, performance is monitored when equipment is operating and feedback is sought from site personnel to optimise the solution further and inform future improvements, fostering a cycle of continuous innovation,” outlines Andy Greenslade, COO.
Grydale also has a fleet of rental equipment, which has opened up new market opportunities where there are short-term or temporary dust control requirements. Rental equipment has also supported major infrastructure projects with out-of-sequence and subcontracted temporary works.
“There should be no reason why an employer isn’t trying out our gear for a one-to-three-month rental trial and obtaining feedback from their work crew as to how much safer they felt the air quality was when they
were alongside a Grydale machine,” acclaims de Andrade.
TUNNELLING TO TRIUMPH
Grydale developed a patented, trackmounted mobile dust collector initially for underground use, enhancing efficiency in tunnel construction and transforming ventilation and excavation methods.
Dust collector supply contracts in Australia quickly followed, with major contracts for Melbourne Metro, WestConnex Stage 3A and 3B.
In 2021, over 100 units operated underground for ventilation and dust control during tunnel excavation. Recently, they have also been used in major projects such as City Rail Link (CRL) in Auckland, Sydney Metro Central Station, HS2 in the UK, Neom in Saudi Arabia, the Western Sydney Airport Tunnel, M6 in Sydney, and Northeast Link in Melbourne.
Grydale has additionally worked on significant projects within the mining, quarrying, abrasive blasting, and ship loading industries.
The Melbourne Metro Tunnel project posed significant challenges for the ventilation design, such as space and noise constraints. However, Grydale overcame these by using
Ventsim Design 5.0 to simulate ventilation, airflows, pressures, heat, gases, radon, fire, and other critical factors.
The company’s approach was to implement an alternative ventilation design, using a full extract ventilation model, with dust collectors operating on the surface during the excavation of underground stations. This led to the design and manufacture of the largest airflow mobile dust collector available on the market – 60m3/s, 125,000 cubic feet per minute (CFM).
Elsewhere, Australia’s largest public transport project Sydney Metro, in the country’s most populous city, is expanding its network and increasing the frequency of trains. The upgrade of Central Station incorporated Grydale’s JMS-50-MES dust collector for ventilation and dust control during excavation works.
CRL, meanwhile, is New Zealand’s first underground rail line and largest transport infrastructure project.
GRYDALE’S STATE-OF-THE-ART EQUIPMENT
FIXED UNIT DUST COLLECTORS – JMS F-SERIES: This cost-effective solution controls dust, efficiently handling high-volume dust loads. Its modular design allows for flexible sizing based on airflow requirements. The engineering team uses site drawings to determine airflow needs and design the ducting for an effective dust control solution.
CUSTOM ONBOARD UNITS – Using the company’s expertise in dust control, Grydale has developed and patented a range of onboard dust control solutions for excavation equipment, including surface miners, large track trenchers, skid steers, and posi-track loaders.
The onboard dust control solutions are effective for dealing with residual dust and debris and offer a fuel, emissions, and labour-efficient solution when space constraints prevent using a trail-behind dust system.
Skid-mounted dust collection units are ideal for static dust generation scenarios. In contrast, internationally patented track-mounted units offer mobility, allowing them to move with dust generation processes or be used temporarily.
These track-mounted dust collectors are easy to transport and operate with minimal setup, eliminating the need for costly ducting. Powered by a diesel motor, they don’t require an external power supply, making it easy to relocate them during operation alongside dust-generating equipment. In addition, hybrid-powered track units support environmental and sustainability agendas.
Grydale designed a ventilation system for Karangahape Road, one of the main streets in the central business district (CBD) of Auckland, that uses negative pressure to draw air through the tunnel and expel it via ducting to the JMS-60-MES dust collector.
“We are also supplying units for the North-East Link tunnelling project in Victoria, including the JMS-60-MES with 1,000-volt harmonics and the JMS-30-MHT dust collectors. These solutions offer significant advantages for our customers and enhance our market position,” Wallace adds.
Grydale dust collectors have also provided effective dust control during major mine shutdown works, including demolition and relining of calciners and furnaces.
The use of dust collectors has helped to provide a clean and safe working environment for contractors and generate operational efficiencies. This approach is now being cited as industry best practice.
A STEP-BY-STEP GUIDE TO MOBILE DUST COLLECTORS
Grydale’s JMS M-Series of mobile dust collectors range in airflow from 12,000 CFM to 125,000 CFM and are available as diesel, electric, or hybrid solutions.
1. Air is pulled through the dirty air intake by the centrifugal fan.
2. Larger dust particles are separated from the air stream.
3. Dust is trapped on the filters, forming a cake on the surface as air passes through the filter house.
4. Reverse pulse filter cleaning system cleans the filters.
5. Dust particles are discharged from the machine via the augers and rotary valves.
6. The velocity probe monitors air speed and turns the centrifugal fan up or down to maintain air volume.
7. Clean air exhausts from the machine with a filtration efficiency compliant with international regulations.
NEW OPPORTUNITIES
Currently, Grydale has 16 units working in the Neom Tunnels in Saudi Arabia and is finalising a distributor agreement to provide additional local support for existing units operating and future sales into the UAE.
“This partnership will provide us with local sales, service, and support staff in a key growth region, where dust control regulations are rising in response to growing health, safety, and environmental concerns,” de Andrade assures.
The global tunnel construction market will continue to be a major focus for Grydale, complemented by its work in the mining sector in Australia and North America.
“To support our expanding customer base in Western Australia, we are selecting a location for a field service centre in the region. Facilities will hold consignment stock and inventory to provide spare parts and
rental equipment to better service the region,” de Andrade continues.
A SOLID STRATEGY FOR SUCCESS
In 2023, Grydale focused on diversifying its equipment for deeper mining applications by upgrading its CAD system and design database.
This allows machinery, such as laser cutting and bending equipment, to operate directly from CAD files, improving change management efficiency.
Grydale has also introduced a Remote Monitoring Service that provides access to key data on machines worldwide. This service helps customers and our team to ensure equipment is operating efficiently and optimised to maximise dust collection efficiency and machine up-time.
“At the same time, customers can use these parameters and reports for predictive maintenance, finding
“PARTNERING WITH GRYDALE OFFERS CLIENTS ADVANTAGES IN NAVIGATING STRINGENT ENVIRONMENTAL REGULATIONS AND ENHANCES THEIR REPUTATION AND BUSINESS OPPORTUNITIES
– ANDY GREENSLADE, COO, GRYDALE
faults, and keeping machines at optimal performance. In mid-2025, we will offer hands-on onboarding for operators using our equipment for the first time,” de Andrade reveals.
The second area of innovation is onboard dust control systems, where a kit is designed, manufactured, and tested by Grydale in collaboration with the customer or the OEM.
“The on-board systems reduce the need for an additional dust control unit to operate onsite,” de Andrade sets out.
The company is working with four partners on repeat business for skid
steers, and surface miners and large track trenchers.
“The onboard dust control solution for skid steers to manage dust when sweeping areas with silica sands is a game-changer,” declares de Andrade.
Alongside a two-year strategy to build a solid foundation for future growth, Grydale’s long-term plan is to expand and support loyal customers in North America and Western Australia.
“We have successfully increased production throughput capacity at world-class quality standards and have been acknowledged with our
triple ISO accreditation for those efforts.
“Our goal is to raise awareness of health and safety concerning dust and harmful respirable levels. By working with key industry sectors, we aim to create safer work environments, to allow people to return home safely and enjoy their jobs.
www.grydale.com.au
A FLUID OPERATION
On a mission to be the leading supply and services group for Australia’s hydraulic, lubrication, fluid dispensing, and refuelling markets, Cooper Fluid Systems sets itself apart through its innovative solutions and people-centric approach. Brody Sewell, General Manager, and Robert Bulluss, CEO of Coventry Group Ltd, parent company since 1997, come together to tell us more
Writer: Lily Sawyer | Project Manager: Eddie Clinton
As a primary contributor to the global supply of coal, gold, copper, nickel, lithium, and iron and aluminium ore, today’s Australian mining industry thrives.
Continuing to attract major global investment due to its stability, highgrade resources, and continuous refinement of technologies, Cooper Fluid Systems (Coopers) emerges as a trusted partner to companies within this burgeoning sector.
Working with major Australian
mining firms and assisting them with reducing costs by increasing efficiencies, improving reliability, and minimising environmental impacts, the company supports its clients’ efforts to remain competitive whilst enhancing productivity on a global scale.
“Following a recent uptick in Australian mining organisations’ interest in adopting new technologies, especially those which foster a safe and efficient work culture, Coopers
has continued to prioritise these same initiatives,” introduces Brody Sewell, General Manager.
Providing a ‘cradle to grave’ approach for its clients, Coopers’ historical focus has been on hydraulics, lubrication, refuelling, fluid dispensing, pneumatics, and fire suppression systems.
More recently, technological advancement has led to the company expanding its offerings to include automation, electrification, and
Industry 4.0 products, which integrate well with the company’s legacy offerings.
Dealing with clients that value premium products and solutions and have a long-term focus on total cost of ownership, safety, and reliability is a core component of Coopers’ offerings.
“We understand that safety and reliability for our clients is paramount, and this remains our unwavering priority,” he confirms.
LOCAL SOLUTIONS, NATIONAL STRENGTH
With 15 branches located close to its core customer bases across the country, each complete with fully equipped workshops and warehouse operations, Coopers offers comprehensive support to customers across Australia.
These branches are backed up by strong nationwide capabilities within engineering, technical sales, and procurement, providing access to best-in-class products and cuttingedge solutions.
“Our tagline – ‘Local Solutions, National Strength’ – really distils the power of our value proposition,” Sewell shares.
Alongside its national presence, Coopers seeks to guarantee consistently prompt and accurate delivery alongside quality customer service and technical assistance.
“Our success in this area is a result of an internal focus on our customer promise, which is to deliver highquality products, services, and solutions,” he adds.
As such, the company recently upgraded to Microsoft Dynamics 365 Finance and Operations, a modern enterprise resource planning (ERP) system that has helped to streamline its services and allowed the company to focus on exceeding customer expectations.
Coopers also maintains industryleading inventory levels, ensuring that it has adequate supply coverage across all its locations.
Meanwhile, each of the company’s branches boasts highly skilled employees, further complemented by a national support network of specialists.
In addition, Coopers’ team of almost 20 hydraulic mechanical and automation engineers are on hand to ensure it is always ready and able to tackle any customer problems, no matter the size or complexity.
“WE UNDERSTAND THAT SAFETY AND RELIABILITY FOR OUR CLIENTS IS PARAMOUNT, AND THIS REMAINS OUR UNWAVERING PRIORITY”
–BRODY SEWELL, GENERAL MANAGER, COOPER FLUID SYSTEMS
ENDLESS INNOVATION
Amongst Coopers’ ongoing activities is an exciting plethora of projects that demonstrate the company’s continuous commitment to innovation.
For example, in Mackay, Queensland, it recently devised an automated hydraulic solutions project for eliminating live works (ELW).
Coopers was approached by a major mining company who sought to fulfil a safety initiative to drive ELW and required a solution to perform maintenance works on a major piece of equipment during a shutdown.
As a result, the team designed and manufactured a trailer mounted hydraulic power unit (HPU) with full automation and remote control capabilities, which allowed for the safe operation of specific components such as hydraulic cylinders, pumps, lubrication circuits, and air conditioning.
“As this solution was going to
be utilised in the Australian mining industry, we ensured that it was built to last with independent, off-road suspension and our own marketleading CooperBuilt hydraulic hose reels,” Sewell informs.
The unit also features a fully programmable logic controller (PLC), pre-programmed to the different circuit requirements of each piece of equipment being serviced.
Another interesting project completed by the company towards
the end of 2024 was its solar-powered degreaser dispensing system for use in remote mining applications.
“This really tied together our capabilities in fluid dispensing as well as automation and electrification engineering,” he explains.
“We designed and manufactured a complete solution which included solar panels, battery back-up, and a dispensing circuit that allowed for the connection of degreaser pods in remote locations with no access to power.”
WIDE-RANGING SERVICES
Having worked closely with Australia’s major hay exporters and significantly improved their cycle times, Coopers has demonstrated its diversity.
“Our work with Australia’s hay industry has improved its ability to
COOPERS’ KEY STRENGTHS
• A safety-first culture
• 50+ years of industry experience
• A national network of 15 branches
• ISO 9001:2015 certified across all locations
• Engineering and technical support
• Qualified service staff
• Premium brands
• Specially manufactured products
• Bespoke engineered solutions
compete in the global market,” Sewell prides.
With some of the projects it has undertaken in this industry worth several million dollars and featuring incredibly complex hydraulic and automation solutions, thousands of engineering and manufacturing hours are often required.
“We’re currently working on an incredibly exciting hay plant. Whilst not specific to the mining industry, the solutions we employ can have many uses, especially in fixed-plant applications,” he outlines.
The company’s flexible, multisector approach feeds into to its vast supplier base, which ranges from local to international brands, as it must account for a wide array of needs and requirements.
“We find that local suppliers generally understand the requirements of our domestic customers and businesses, whilst we
A BRIEF HISTORY OF COOPERS
Since its inception in 1972 as John Cooper Hydraulics and Pneumatics, the company has grown significantly.
Purchased by industrial products and services distributor, Coventry Group Ltd, in 1997, it has since acquired six additional businesses, enabling it to provide local knowledge and solutions tailored to customers’ needs.
Today, Coopers is as a national leader in Australia’s hydraulic, lubrication, fluid dispensing, and refuelling market, with over 45 years of industry experience and an extensive network of 15 branches.
also embrace premium brands from across the globe, particularly where products are highly technical in nature or we need to leverage international manufacturing networks,” Sewell reveals.
“One thing that remains consistent is our commitment to partnering with vendors who share our strong focus on quality.”
CENTRED AROUND PEOPLE
With people at the heart of the business, Coopers tries to bring in the best talent and provide them with the tools and guidance to do their job.
“It is vitally important in an organisation to make sure people know it’s okay to view mistakes as opportunities to learn and develop,” Sewell divulges.
As such, the company has numerous initiatives to help develop its people, including graduate, apprentice, trainee, and technical
Innovative, Progressive, and Customer-Centric
Representing and working closely with many of the world’s leading manufacturers and brands in the fields of lubrication and refuelling equipment, hose storage and retrieval solutions, spill containment products, vehicle hoists and wheel servicing equipment, Alemlube delivers and supplies a complete portfolio of products and services now inclusive of single and multi-point lubricators as the third lubrication equipment solutions platform.
With sales capabilities, technical advice and stock available from our Branch network that includes offices and warehouses in Sydney, Brisbane, Melbourne, Adelaide, Perth and Auckland, our focus is to provide sales, stock and after sales support in a timely, friendly and professional manner.
As part of our offer, installation and maintenance programs will maximise plant equipment and vehicle uptime, protect your machinery and minimise maintenance and operating costs.
With a wealth of experience and expertise, both from within Alemlube and from our overseas manufacturing partners, Alemlube’s knowledgeable and motivated teams understand the important role that our equipment and services play over the lifetime of your fixed plant, mobile equipment, agricultural machinery, trucks, buses, passenger vehicles and power generation facilities.
Alemlube is taking the lead in a constantly evolving market with the productivity and competitiveness of your business in mind.
Our three separate and yet integrated divisions provide:
• Off-the-shelf lubrication equipment, fluid transfer and metering and hose storage & retrieval products
• Design, supply, install, commission and maintain automotive and commercial vehicle workshop solutions
• Design, supply, install, commission and maintain mobile equipment and fixed plant Automatic Lubrication Systems
training programmes, and engages third-party organisations to provide both commercial and specialised technical training.
It also encourages willing employees to undertake university studies, with Sewell himself having earned a degree with the support of Coopers.
“My view is that there’s no point in recruiting and developing people if you can’t retain them,” he comments.
“We also ensure that our people are properly and fairly renumerated for the good work they do and have an organisation-wide incentive plan that applies to all employees.”
Therefore, whilst the company is a corporate organisation, it still maintains a personal touch and views each of its 1,000+ staff members as part of its extended family, celebrating them accordingly.
“WE PRIDE OURSELVES ON LIVING OUT OUR VALUES EVERY DAY AND USING THEM TO GUIDE OUR DECISION MAKING”
–ROBERT BULLUSS, CEO, COVENTRY GROUP LTD
To mark each employee’s birthday, for example, they receive a personalised email from Coventry Group Ltd CEO, Robert Bulluss, and a birthday card from their General Manager.
The company also has weekly staff ‘shout-outs’, monthly ‘values champions’, and quarterly CEO awards.
With people critical to the success of the company, they are viewed as more than mere assets – they are the beating heart.
“I often hear people being described as a company’s assets – I
don’t agree, as assets are things you own,” reflects Bulluss.
“People can choose to leave an organisation and only stay when they feel they resonate with its values and have opportunities to grow. Therefore, we need to work on multiple fronts to build a culture that people want to work in,” he adds.
A BRIGHT FUTURE
On a continuous mission to establish innovative ways to better serve its customers, Coopers is constantly opening new avenues to market.
Meanwhile, it is staying ahead of the technological curve with advancements in electrification, battery technology, and electrohydraulic components.
“These all offer great opportunities for us to improve our customers’ operations,” Sewell shares.
The company is also investing in its expanding legacy capabilities due to its core belief in the value of continuous improvement.
“We understand that there’s always room to improve the equipment we have, further train and educate our
people, and ensure we facilitate knowledge sharing across the market,” he adds.
With people at the heart of its success, a key priority for Coopers’ leadership team going forwards remains building a culture that attracts and retains the right people to grow the business.
“We pride ourselves on living out our values every day and using them to guide our decision making,” Bulluss reflects.
In this way, the company is well placed for future success as it continues to provide full turn-key solutions for its customers.
“One thing I can guarantee is that whatever we do, it will be in line with our purpose of providing specialist solutions that our customers can trust,” Sewell confidently concludes.
Tel: 1300 026 673
cfsadmin@cfs.cgl.com.au
www.cooperfluidsystems.com.au
PRIMERO EPC EXPERTS
Michael Gollschewski, Managing Director, and Andrew Gordon, Executive General Manager, provide an update on Primero Australia’s comprehensive engineering, procurement, and construction capabilities within the Minerals, Energy, and Technologies division of NRW Holdings
Writer: Jack Salter | Project Manager: Ryan Gray
Primero is a leading player in the engineering, procurement, and construction (EPC) sector.
After speaking with two of the leaders of the company, it looks like they are strategically placed to propel it into the future.
Michael Gollschewski, Managing Director of Primero, has over 35 years of experience in the resources sector as an executive, senior leader, and engineer in operations and
major projects within Australia and internationally.
Primero forms part of the Minerals, Energy, and Technologies (MET) division of NRW Holdings, an ASX200 company (ASX: NWH).
NRW Holdings acquired Primero in 2021, and the MET division was established in 2023, with Mr Gollschewski also leading its operations as COO.
The MET division also includes
DIAB Engineering (DIAB), RCR Mining Technologies (RCR), and Overflow Industrial (OFI), each contributing unique expertise to create a fully integrated suite of capabilities.
“It’s quite unique in the sense that we haven’t homogenised the brands, so they can stand on their own two feet and provide services independently,” highlights Mr Gollschewski.
“We’re conscious of not homogenising the brands as they
each have their own reputations and offerings in the market. We use the synergies of the group where it makes sense, but we stridently avoid trying to integrate and standardise things for the sake of it to achieve so-called economies of scale.”
Mr Gollschewski has witnessed firsthand the company’s development within NRW Holdings, which celebrated its 30th anniversary last year.
“Primero has grown quite rapidly and has the full capability to take on studies right through to full EPC contracts,” he notes.
“Without the backing of NRW, there
“PRIMERO HAS GROWN QUITE RAPIDLY AND HAS THE FULL CAPABILITY TO TAKE ON STUDIES RIGHT THROUGH TO FULL EPC CONTRACTS”
– MICHAEL GOLLSCHEWSKI, MANAGING DIRECTOR, PRIMERO AND COO – MET DIVISION, NRW HOLDINGS
wouldn’t have been the opportunity for Primero to expand and take on larger projects.”
MASTERS OF ITS DESTINY
Mr Gollschewski saw a great advantage in recruiting Andrew Gordon, Executive General Manager, to lead the Primero Australia division. Indeed, Mr Gordon has over 30 years of experience within the construction and services industries in greenfield and brownfield operations across various market sectors, including oil and gas, mining, and minerals in Australia as well as overseas.
“Our ability to self-perform EPC work means that we’re masters of our own destiny,” he states.
As a leading multidisciplinary EPC contractor, Primero specialises in delivering comprehensive, vertically integrated solutions to the mining, energy, and resources sectors across Australia and North America.
The company provides end-toend services, from feasibility studies through to design, procurement, construction, operations, and maintenance.
“Our ability to provide a full-service offering is a key differentiator,” continues Mr Gordon.
CENTRALISED PROCUREMENT
For large-scale projects, Primero Australia assigns dedicated procurement teams to manage specific areas such as mechanical, electrical, and instrumentation. At the same time, a centralised procurement system is used to maximise cost efficiency.
“When procurement is centralised and resources are shared across multiple projects, we gain economies of scale, making us more competitive in tenders,” explains Mr Gordon. “It also ensures consistency in procurement processes and strengthens supplier relationships through repeat engagements.”
Primero maintains an internal database of approved suppliers, streamlining the sourcing and purchasing of equipment and materials.
Whilst a number of larger contractors have moved away from this model and towards engineering, procurement, and construction management (EPCM), Primero sees the value of being an EPC.
Mr Gordon is likewise keen to emphasise a fundamental and often misunderstood difference between EPC and EPCM.
“Both are the same in terms of project scope, however the critical differences are in the delivery and the historical commercial models. With EPCM, the prime contractor self-performs the engineering and procurement but manages the
“We value strong, respectful relationships with our suppliers,” Mr Gordon adds. “By keeping them informed about upcoming projects and ensuring we receive accurate pricing, we create a more reliable and efficient procurement process.”
“OUR ABILITY TO SELF-PERFORM EPC WORK MEANS THAT WE’RE MASTERS OF OUR OWN DESTINY”
– ANDREW GORDON, EXECUTIVE GENERAL MANAGER, PRIMERO AUSTRALIA
construction through a third party; with EPC, the prime contractor selfperforms all facets,” he explains.
“Historically, the EPCM contract model has been cost-reimbursable, whereas EPC has been lump sum, however this is changing as the market recognises the challenges and one-sided nature of this arrangement.
“A key aspect is control of the interfaces, priorities, and sequencing of the work. We’re not concerned about the interfaces between ourselves and other contractors because it’s all vertically integrated. From our position, we think there are large benefits for the client in having one contractor responsible for the
full scope of delivery, rather than managing multiple contractors across the entirety of the project scope,” Mr Gordon continues.
Indeed, with expertise spanning the entire project life cycle, Primero enables clients to realise their strategic goals and collaborates closely with them through every phase, facilitating seamless consistency and efficiency throughout.
The company’s commitment to excellence drives its efforts to meet the required standards, delivering reliable results for clients.
An adaptable approach also allows Primero to tailor its services to client needs, which supports fast project completion.
LANDMARK CONTRACT
This is exemplified by the AUD$972 million EPC contract awarded to Primero Australia for the Kalgoorlie Consolidated Gold Mines (KCGM)
LIFTING THE STANDARD
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AN OVERVIEW OF THE MET DIVISION
Primero – A multidisciplinary engineering business that specialises in the design, construction, operation, and maintenance of global resource projects across the mineral processing, energy, and non-process infrastructure market segments.
DIAB – An engineering and fabrication services provider to the metals and mining industries that offers specialist maintenance, industrial engineering, and construction services.
RCR – A leading original equipment manufacturer (OEM) that offers innovative materials handling design capabilities.
OFI – Specialises in industrial electrical engineering, automation, switchboard design and manufacture, instrumentation, and electrical design and construction across a number of sectors, including mining and resources, government and defence, fuels and explosives, infrastructure, utilities, and industrial processing.
Growth Project.
Scheduled for completion by Q3 2026, it is the company’s biggest EPC contract to date, under which Primero Australia is responsible for the design, procurement, construction, and commissioning of the process plant facilities at one of the country’s largest open pit gold mines.
The project will double the throughput of the Fimiston processing plant, which is owned by Northern Star Resources (NSR), from 13 million tonnes per annum (Mtpa) to 26 Mtpa.
“The subtlety in that is we are not just adding another 13 Mtpa – we’re actually building a 26 Mtpa plant that will replace the current one when it’s
ready and then tie into some existing facilities that will remain on stream,” Mr Gordon reveals.
“The nature of the commercial arrangement under which we will perform the works shows the growing change in the market to a more sustainable model which includes a combination of lump sum and incentivised target cost estimates,” he adds.
Primero Australia can also leverage the skills and capabilities of the MET division at the project to provide a fully integrated end-to-end solution.
“For example, RCR equipment such as pan feeders and conveyors have been incorporated in the design. DIAB have also performed pre-works to get the site ready for construction,” informs Mr Gollschewski.
FULL-SERVICE OFFERING
Elsewhere, the Finniss Lithium Project is one of the best examples of Primero Australia’s vertically integrated
services, offering a complete lithium processing solution to address the rising demand for battery minerals.
“This was a project we took from study through to a full EPC contract to deliver the process facility just south of Darwin in the Northern Territory. Once the plant was complete, we then operated for two years, so that was about a six-year process with that particular client,” outlines Mr Gordon.
Primero Australia has additionally worked on multiple phases of the Pilbara Minerals expansion project, including the P480 and P680 projects at their wholly owned Pilgangoora lithium mine, located in the resourcerich region of Pilbara in Western Australia (WA).
“We’ve delivered two expansion projects for Pilbara Minerals in the region over the last couple of years, and they’ve been very happy with our performance in that time.”
Another speciality for which Primero has become a noted player is in non-process infrastructure (NPI) for
the minerals sector.
The company’s reputation has in large part come about through contracts with Rio Tinto on its GudaiDarri and Western Range projects, and it is hopeful this will continue with a successful contract award on the HD1 project.
In terms of other project scopes, Primero Australia continues to work with major iron ore producers who have a large programme of works to be executed over the next three to five years, presenting huge opportunities.
“Another area of expertise that is relatively unsung and generally not overly visible is our engineering capability. We have over 200 engineering and design resources across our locations in Australia and North America, including an enviable hydrometallurgical process team of around 30 people that we consider second to none, which gives us credibility across various commodities including iron ore, lithium, gold, and other critical battery
minerals,” Mr Gordon acclaims.
The company also works in the energy and renewables space, exemplified by the engineer and build of the Hazer Commercial Demonstration Plant in WA and a vanadium electrolyte pilot plant recently built for AVL.
The former showcased Primero Australia’s technical expertise in hydrogen processing, a key component of the energy transition and push towards low-emission power sources.
“We delivered FEED work for Fortescue Future Industries (FFI) on their first hydrogen electrolyser plant in Gladstone, and Woodside on their hydrogen refueller plant in Kwinana,” Mr Gordon adds.
CAN-DO CULTURE
Primero Australia is currently focused on expanding its presence along the eastern seaboard, with an established base in Brisbane.
Additionally, Primero has
successfully extended its operations into North America, and now has operations in Montreal, Toronto, and Houston, further strengthening its global presence.
“We’re still quite WA-centric, but we believe there is a desire for our services along the east coast, so we’re continuing to develop that. The way we’ll do it at this stage is most likely organically,” notes Mr Gollschewski.
Another key target for 2025 is Primero Australia’s safety performance, which it has been studiously developing over time.
For example, the company recently implemented an integrated critical
risk management programme specifically designed to prevent workplace fatalities.
“You can never be safe enough; it’s always something that continues to evolve. We want to keep that safety journey moving forwards, specifically as it relates to our people on our projects,” Mr Gordon affirms.
As a growing company that is part of a wider group, Primero Australia also has an ongoing focus on improving and upgrading its business systems.
Most importantly, it wants to continue to grow its internal resources and employee base whilst maintaining
a positive can-do attitude.
“One of the things we pride ourselves on is our can-do culture. We are committed across the full scope for the client, so we are collectively responsible, roll our sleeves up, and get it done.
“Maintaining this culture is one of the keys to a successful outcome,” Mr Gordon concludes.
Tel: + 61 8 6500 9500
info@primero.com.au
primero.com.au
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As organizations worldwide navigate the new healthcare landscape, defined by technological innovation in the wake of the COVID-19 pandemic, now is the time to showcase the strides being taken in this critical sector.
A multi-channel brand, Healthcare Outlook brings you the positive developments driven by organizations across the healthcare industry through its various platforms. Discover exclusive content distributed through its website, online magazine, social media campaigns and digital dispatches, delivered safely to your inbox with a bi-weekly newsletter.
Through these compelling media channels, Healthcare Outlook continues to 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.
SOLUTIONS FOR A HEALTHIER WORLD
Proudly family-owned and operated, Team Medical Supplies has become one of the top distributors of medical consumables, equipment, and vaccines across Australia, trusted to put its customers first. We speak to members of the management team about its intimate origins and grand plans for a sustainable and healthy future
Writer: Lauren Kania | Project Manager: Cameron Lawrence
The healthcare industry has an undeniable reputation for constant innovation, emerging technologies, and game-changing advancement.
These occur at the speed of light, so keeping up-to-date with all of these changes can be overwhelming, even at the best of times.
It takes a carefully crafted combination of resilience, teamwork,
and industry passion to be a leader and make a difference in such a monumental field.
This is where Team Medical Supplies (Team Medical) shines. With a purpose to create solutions for a healthier world, the company was founded on the building blocks of familial intimacy, ambition, and the desire to contribute to a more accessible and healthy future for the Australian public and beyond.
“We started the business with little more than a shared vision: to transform the distribution of healthcare products in Australia,” introduces Ray Brown, co-Founder and Head of Strategic Partnerships.
“It wasn’t easy – there were plenty of tears and fears – but through it all, we supported one another and built a team with the same passion and determination.”
This sentiment motivates Team Medical to continue its focus on providing premium service and quality products on a daily basis.
Established in 2011 by Marijke Vriens with a team of 10, the company quickly grew and found success whilst maintaining the origins that still define its culture today.
“Team Medical started out as a family, and we still are one – just bigger,” prides Kelly Zillman, Head of HR and Accounts.
Specialists in supplying the primary healthcare market, the company proudly works with over 10,000 customers throughout Australia, including all-sized general practitioner (GP) clinics, healthcare groups, dermatologists, cardiologists, day surgeries, hospitals, and many more.
With an extensive product range that offers diagnostic equipment, wound care, surgical instruments,
furniture, fittings, pharmaceuticals, and vaccines, Team Medical has made a name for itself as one of the most trusted distributors of medical supplies in the country.
“Compared to our competitors, we’re all about service and helping customers get what they need, when they need it, in a quick, competitive, and efficient manner so they can focus on what matters –their patients,” dictates Tom Vriens, General Manager.
AN UNSTOPPABLE FAMILY DYNAMIC
Some of the most important aspects of Team Medical that have been a part of the organisation since its inception are its team synergy, family-oriented culture, and collective purpose to create solutions for a healthier world. This is backed by Team Medical’s five values, ‘We Make it Happen, Quality,
Fun, Everyone Matters, and Social Impact’, which help guide and drive everyday decisions.
“A culture of resilience, camaraderie, and humour remains the foundation of Team Medical today. It’s what drives us to aim higher, achieve new goals, and support one another,” prides Ray.
“Beyond the hard work, there’s always room for laughter – that’s what makes us get up every morning, ready to succeed together.”
This unique identity allows the company to not only support each other towards success but also create a sense of ownership for each team member that is reflected in even greater performance.
Equally, Team Medical’s family dynamic enables trust, quick decision-making, and flexibility. Specifically, the ability to be nimble has played a significant role in the
company’s success as it can react rapidly to market changes and take immediate action to pivot in the right direction.
“The culture and people within Team Medical help drive a high-quality service that is maintained by every staff member in each department,” informs Matt Vriens, co-Founder and Procurement Director.
The company further differentiates itself through its unwavering commitment to customers and desire to exceed industry standards at every level.
“Our values define us, and our team is dedicated to ‘making it happen’ for our customers every step of the way. Our passion for what we do ultimately drives our success,” insights Jake Reid, Head of Operations.
At the end of the day, Team Medical’s people serve as the primary foundation of the company, truly differentiating it and maintaining the family feel despite 14 years of growth.
APAC OUTLOOK: LOOKING AHEAD, WHAT ARE YOUR KEY PRIORITIES AND GOALS FOR THE IMMEDIATE FUTURE?
Tom Vriens, General Manager: “One particular space we’re hoping we can help improve is the National Disability Insurance Scheme (NDIS) through providing high-quality services for people in need. I would say, watch this space!
“Additionally, we continue to seek to expand our existing primary care market and play a larger role in that space. We want more healthcare workers and facilities to experience what we have to offer to make their lives easier.
“Besides diversifying and organically growing, we’re always on the lookout to see if there are any businesses we could partner, acquire, merge with, or absorb.”
WORKING TOWARDS A HEALTHIER WORLD
Within the medical industry, there is currently a lot of excitement surrounding the constant innovation of new drugs and devices, particularly telemedicine, the integration of artificial intelligence (AI), and sustainability initiatives.
Team Medical is addressing these updates alongside others to ensure it continues to make a global impact by creating solutions for a healthier world.
“We’re always looking for new and innovative technologies to improve what we can do for our customers,” details Pieter Vriens, CEO.
“Specifically, from a technology perspective, we are exploring AI through our customer service and how that may play a role in improving outcomes.”
Equally as important are Team Medical’s environmental, social, and governance (ESG) initiatives, which
serve as a way to further its values.
“I believe we all have a duty to care for the planet and those around us. Our purpose means we are actively making decisions that support healthy people and a healthy planet,” expands Kelly.
Currently, the company is in the process of doubling the solar panel output on its biggest facility in Sydney, with the intent to have 75 percent of all its electricity come from renewable sources this year.
Additionally, with Australia being a significant distributor of vaccines nationally, Team Medical was one of the first medical wholesalers to use cold chain trucks to deliver vaccines as opposed to the traditional method of portable polystyrene ice boxes.
Delivering 78 percent of its vaccine orders via specialist cold chain couriers, Team Medical has saved well over 768 cubic metres (cbm) of polystyrene annually – approximately four school swimming pools worth of the non-biodegradable plastic.
“WE’RE ALL ABOUT SERVICE AND HELPING CUSTOMERS GET WHAT THEY NEED, WHEN THEY NEED IT, IN A QUICK, COMPETITIVE, AND EFFICIENT MANNER”
– TOM VRIENS, GENERAL MANAGER, TEAM MEDICAL SUPPLIES
“It’s an amazing feeling to be able to make a difference for the future and create solutions for a healthier world. The more efficient we become as an organisation, the more we can continue to focus on that,” passions Pieter.
MEANINGFUL IMPACT
Alongside Team Medicals’ well-earned reputation for delivering premium services, offering quality products, and putting customer needs at the
forefront of its daily operations, the company is also dedicated to making a significant global impact.
Notably, the company has partnered with B1G1, an organisation on a mission to empower every business to become a real force for good.
“At Team Medical, we believe that businesses have a responsibility beyond profits. As a B1G1 ‘Business for Good’, we’ve been able to create
meaningful impacts that reflect our values and commitment to making a difference,” details Ray.
This desire to make a difference in the wider community and environment has manifested in the company being able to access a number of foundations globally.
The various causes are selected by Team Medical employees, and, on their work anniversaries, staff are gifted an amount to donate to a project of their choice that increases each year.
“Giving team members a choice on what projects they can donate to plays a role in empowering them and expanding their understanding of how we can make a difference not just in Australia but around the world,” insights Tim Burgess, National Sales Manager.
Welcome to Essity
We are a global hygiene and health company creating products and solutions that are used by one billion people in 150 countries every day.
We are proud to break barriers to well-being by putting the spotlight on issues surrounded by a lack of knowledge or stigma and by developing products and solutions that enable people to participate in society and live their lives to the fullest.
We take ownership of our environmental impact through and beyond our value chain and are committed to net zero emissions across the value chain. We drive the future of
manufacturing, meeting the need for disposable products while being accountable for our environmental impact.
We are beyond global - astronauts use our JOBST compression wear in space and after space travel and when a player is injured, and the medical team runs onto the field, many of their medical supplies are probably produced by Essity. You move better with Actimove.
By providing trusted hygiene and health products and solutions for people all over the world, we are proud to make a difference to everybody and every body.
COMMUNITY OBLIGATIONS ON THE DATACO RADAR
• A national presence supplemented by local teams and warehouses
• Over 9,000 products available online
• Fast delivery nationwide
• Australian family-owned and operated
• Competitive prices
• Six strategically located warehouses
Within the sales team, a B1G1 initiative based on four projects was conducted over the course of six months. This allowed team members to give to worthy causes whilst also encouraging them to keep up-todate on these projects and buy into the programmes both as a team and individuals.
“Through our partnership with B1G1, we are able to provide essential services such as medical care, medicines, education, and clean drinking water to those in need,” furthers Jake.
Additionally, TMS offers a day
“IN SUCH A COMPETITIVE MARKET, OUR TEAM STANDS OUT BECAUSE OF THEIR GENUINE BELIEF IN WHAT WE DO AND THEIR CARING NATURE. THIS SPIRIT FLOWS FROM THE CEO ALL THE WAY TO THE STAFF WHO PICK AND PACK OUR ORDERS”
– RAY BROWN, CO-FOUNDER AND HEAD OF STRATEGIC PARTNERSHIPS, TEAM MEDICAL SUPPLIES
of clean water for every dose of its flu vaccine sold and has singlehandedly built multiple wells in Africa to support drinking water for small communities, showcasing what its people are able to accomplish when purpose is aligned with action.
Ultimately, as the company continues to look towards continued success and expansion, it seeks to maintain its unique and intimate culture whilst offering customers high-quality, affordable medical products and educational resources that enhance global well-being.
“Our purpose is about every part
of our business and how it can create solutions for a healthier world,” Matt proudly concludes.
Tel: 1300 22 44 50
info@teammed.com.au
www.teammed.com.au
DELIVERING LIFE-CHANGING THERAPIES
Michèle Stokes PhD GAICD, Vice President – Asia Pacific at PCI Pharma Services, discusses the organisation’s worldleading status as a provider of integrated end-to-end drug development, manufacturing, and packaging solutions and its commitment to continuously evolve to meet market needs
Writer: Lily Sawyer | Project Manager: Cameron Lawrence
In recent years, the rapid evolution of emerging healthcare advances and technologies has heralded the inception of a number of revolutionary medical developments.
For example, the rise of personalised medicine has seen treatments become increasingly tailored towards individual genetic profiles to improve efficacy and reduce side effects, whilst increases in mRNA technologies in the clinical trial arena, as a result of the COVID-19 pandemic, have significantly contributed to curing a breadth of rare diseases.
“Technology is advancing at a fast pace, and we are only just starting to see what artificial intelligence (AI) may bring to our industry,” introduces Michèle Stokes, PhD GAICD, Vice President – Asia Pacific at PCI Pharma Services (PCI).
A world-leading contract development and manufacturing organisation (CDMO), PCI provides clients with integrated end-to-end drug development, manufacturing, and packaging capabilities that increase speed to market and opportunities for commercial success.
“PCI brings the proven experience
that comes with over five decades of delivering CDMO services, supporting more than 200 protocols across 100 countries and more than 90 successful product launches each year,” she prides.
With 30 sites across seven countries – Australia, Canada, the US, Ireland, the UK, Germany, and Spain – and over 7,000 global employees, PCI brings life-changing therapies to patients by supporting the healthcare industry’s drug product development, manufacturing, packaging, storage, and distribution needs from clinical trials through to commercialisation.
The company’s global network of innovative centres of excellence includes specialist contained facilities, which are dedicated to processing highly potent products, and renowned lyophilisation and sterile manufacturing facilities, all of which are complemented by global clinical and commercial labelling and packaging services.
“Leading technology and continued investment enable us to address global drug development needs throughout the entire product lifecycle, from manufacturing
“THE OVERARCHING VISION FOR PCI AND THE DRIVING FORCE BEHIND OUR STRATEGY AND THE INVESTMENTS WE MAKE ARE FUNDAMENTALLY BUILT ON PLAYING AN INTEGRAL PART IN IMPROVING HEALTH OUTCOMES FOR PATIENTS”
– MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC, PCI PHARMA SERVICES
through to clinical trial supply, commercialisation, and beyond,” Stokes adds.
As such, PCI’s clients view the organisation as an extension of their business and a collaborative partner, delivering life-changing therapies together.
AN EXPANSIVE OPERATION
PCI supports a diverse, global client base – whether manufacturing and packaging niche personalised medicines or large-annual-volume treatments, it boasts the capability
and scale to meet all manner of customer needs and deliver streamlined supply chain solutions.
“Our flexibility and experience are what differentiate us from the competition, alongside the fact that, although we are a truly global integrated CDMO, we are still small enough to care,” Stokes reflects.
Utilising its combined experience and expertise, the company guides its clients from consultancy through to delivery. One key aspect it tries to instil is that there is never a one-size-fits-all solution as every project is unique.
The vast range of PCI’s projects has contributed to its wealth of experience across all areas of product processing and associated quality and regulatory requirements.
“This ultimately provides our clients with added assurances that they are working with a company that can deliver, safe in the knowledge that our strategy is viable,” she reflects.
PCI’s specialist sites are another major differentiator, with global manufacturing capabilities, including complex formulations, highly potent solid orals, sterile liquids, and lyophilisation.
Meanwhile, its specialist global clinical and commercial packaging solutions across multiple delivery formats range from bottles and blister packs to advanced drug delivery and drug-device combination products, including vials, pre-filled syringes, and autoinjectors.
“In this way, we can find a home for just about any project at any
scale, from early-stage development through to global commercialisation.
Our global network ensures our clients have an in-region CDMO partner - be that in Europe, North America, Canada, or Asia Pacific,” Stokes excites.
Meanwhile, at the forefront of PCI’s digital transformation is award-winning digital supply chain management platform, pci | bridge ™, which provides clients with real-time data insights into their clinical and commercial project portfolio across the PCI network.
Production and order management data, inventory and distribution statuses, and customised reports can be viewed to make informed decisions regarding the supply chain.
As the technology continues to develop, PCI’s clients will gain expanded visibility into the product lot release lifecycle, alongside a new demand planning and forecasting submission interface
and the introduction of digitised solutions, including integrations with Smartsheet and DocuSign.
“This tool has enhanced our relationship with our customers, removing manual processes and providing the data they need, when they need it,” she confirms.
WORLD-CLASS SERVICES
As a world-class CDMO, PCI relentlessly strives to deliver better health outcomes for the patients it serves by combining its experience and expertise in science, manufacturing, and technology with pristine customer service.
“Improving healthcare and delivering patient-centric solutions are key to both our customers and PCI as a whole,” Stokes asserts.
Having recently announced significant investments in advanced drug delivery and device combination capabilities, the company is truly delivering on its vision.
“DELIVERING LIFE-CHANGING THERAPIES TO PATIENTS IS OUR NUMBER ONE PRIORITY, AND OUR PARTNERS PLAY A CRUCIAL ROLE IN SUPPORTING AND ACHIEVING THIS”
– MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC, PCI PHARMA SERVICES
With device platform providers developing increasingly patientcentric technologies, PCI is proud to be leading the market with its services in the final assembly, packaging, and testing of advanced injectable products such as prefilled syringes, needle safety devices, and pens from clinical to commercial scale.
“With aiding compliance and
patient safety at the core of our operations, the fact we are able to deliver end-to-end services from single sites with global reach has cemented our position in this market,” she shares.
As such, PCI is assisting in the global shift towards moving patient care from the hospital setting and into patients’ homes.
The company’s capabilities in
this area are built from combining extensive experience, scientific knowledge, regulatory excellence, and industry-leading technologies to address the ever-increasing demand for patient-centric, convenient solutions that aid compliance and ultimately deliver improved health outcomes.
Meanwhile, PCI’s key therapeutic areas include oncology, the central nervous system (CNS), and autoimmune diseases, with advances being made across each.
In oncology, for example, a high proportion of the drug products at both the clinical development and commercial stages of the lifecycle are classified as highly potent.
In recent years, PCI has built and operationalised two high-potency
development and manufacturing centres of excellence at its facility in the UK, which utilise the latest fully isolated containment technologies.
“These facilities enable the safe development and clinical and commercial supply of products with an occupational exposure limit as low as 0.01 micrograms per cubic metre.”
To further complement the manufacturing investments co-located at the same site, the company has also invested in a highpotency packaging facility to provide a seamless solution for its clients.
Recognising Australia as one of the most mature markets in the Asia Pacific region for clinical trials, with the Australian drug sector investing more than AUD$1 billion annually into R&D and outsourcing services, PCI
APAC OUTLOOK: COULD YOU EXPLAIN HOW YOU BECAME INTERESTED IN THE HEALTHCARE INDUSTRY?
MICHÈLE STOKES PHD GAICD, VICE PRESIDENT – ASIA PACIFIC:
“From a young age, I have had a keen interest in science. During my final years of school, a close friend tragically lost his young sister to childhood cancer, which prompted his family to establish a charity aimed at funding research in this field. I volunteered at various events for the charity, which deepened my interest in the research it was supporting.
“I went on to earn a PhD in molecular biology, initially envisioning a career in medical research. However, I soon discovered that my true passion lied in the business aspects rather than grant and paper writing. I therefore began my career in the CDMO sector, focusing on sales in clinical trial supplies in the UK, and have remained in the industry ever since.
“My experience has primarily revolved around growth and the development of new markets, and in 2011, I relocated to Australia to contribute to a market expansion in Asia Pacific.
“Currently, as Vice President – Asia Pacific Region at PCI, I am fortunate to assist local companies in bringing their drugs to international markets, particularly in Europe and the US, whilst also supporting global clients in conducting trials in Australia and the broader Asia Pacific region.”
has invested significantly in its clinical facilities in Melbourne to expand its capabilities and capacities for clinical labelling, packaging, storage, and distribution.
Managing clinical studies within Australia and across the Asia Pacific region with specialist capabilities in cold chain logistics and licenced to hold controlled drugs, PCI can support both local and global clients.
“The overarching vision for PCI and the driving force behind our strategy and the investments we make are fundamentally built on playing an integral part in improving health outcomes for patients,” Stokes declares.
SUSTAINABLE TO THE CORE
In line with its overall values and
beliefs, PCI cultivates a global focus on robust environmental, social, and governance (ESG) standards.
“Through our ESG strategy, we are committed to fostering environmentally sustainable performance, honouring a diverse and inclusive culture, and positively impacting our employees, supply partners, customers, patients, and the communities in which we live and work,” Stokes divulges.
Whilst the company’s ESG principles are global, the power of its Community Impact Strategy can be felt closer to home.
By listening to the voices of local people and maintaining a continuous dialogue with them, PCI ensures that it remains connected to their evolving needs.
ONGOING GLOBAL EXPANSION
COMMERCIAL ANNEX 1-COMPLIANT STERILE FILL-FINISH AND LYOPHILISATION EXPANSION – PCI has committed AUD$162 million to a 50,000 square foot (sqft) expansion of its sterile development and manufacturing campus in Bedford, New Hampshire, which will feature:
• Large scale Annex 1-compliant technology
• An aseptic vial fill-finish line within a fully isolated containment system
• Twin 40 square metre (sqm) lyophilisers with automatic loading and unloading systems
EXPANSION OF ADVANCED DRUG DELIVERY AND DRUG DEVICE CAPABILITIES AND CAPACITIES – The company is investing more than AUD$593 million in facilities and infrastructure to support the clinical and commercial final assembly, testing, and packaging of advanced drug delivery systems with an emphasis on injectable formats.
EUROPEAN FACILITY ACQUISITION AND FOOTPRINT EXPANSION – A 90,000 sqft facility in Dundalk, Ireland, began operations in Q4 2024, offering commercial-scale packaging for both injectable and oral solid dose drugs.
An 80,000 sqft packaging facility at PCI’s CityNorth Business Campus in Stamullen, Co. Meath, is expected to be operational by Q3 2025, expanding capacity for the final assembly, labelling, and packaging of injectable drug products.
US CLINICAL AND COMMERCIAL ADVANCED DRUG DELIVERY EXPANSION –
PCI is in the final stages of completing a new 150,000 sqft facility in Rockford, Illinois, to meet the growing needs of the biological market, with an additional 70,000 sqft facility at the same campus soon to follow, supporting the whole lifespan of development from clinical to commercial final assembly, testing, and packaging of injectable drug products under one roof.
“We have established a formal giving-back strategy, focused on year-on-year increases in employee participation and measurable community impact for each of our global sites and corporate functions,” she elaborates.
As such, each site offers volunteer opportunities and encourages employees to create interest groups for a heightened feeling of connection.
To further support its strategy, PCI is formalising its ESG Day initiative this year, in which employees can log up to eight hours of companysponsored volunteer activities per year.
“This initiative will encourage our staff to cultivate meaningful relationships with communities through philanthropic work and dedicate their time in ways that have a significant and measurable impact,” Stokes emphasises.
PCI seeks to deeply embed its
sustainability initiatives across the business and has identified nine key focus areas to drive its global strategy, from waste management to energy efficiency, human rights, water conservation, and more.
“The reality is that the pharmaceutical industry today has a 55 percent higher carbon footprint than the automotive industry,” she acknowledges.
Therefore, the company deems it essential to work towards impactful change by striving to eventually use 100 percent renewable energy sources.
ONWARDS AND UPWARDS
To continue to meet the dynamic demands of clinical trials and commercial markets, PCI consistently evolves its offerings, whether for potent solid oral doses, sterile injectables, lyophilised drug products, or bespoke packaging of specialist advanced drug deliveries.
“Whether adding service offerings for new modalities or expanding our current capabilities and capacities, we will continue to provide a collaborative, creative, and tailored approach to ensure the delivery of life-changing therapies for patients,” Stokes confirms.
Successfully launching products on behalf of its global client base each year, PCI’s focus on key therapeutic areas and the investments it has made in this sphere will continue.
For Melbourne and Australia specifically, PCI’s goals include increasing its ultra-low temperature offerings to support the growing clinical trial market demand, introducing liquid nitrogen storage, adding additional storage, and doubling its labelling capacity, including cold chain labelling capacity.
With evolving capabilities in highly potent therapies, sterile
fill-finish, lyophilisation, drug-device combination assembly, packaging and testing, cold chain infrastructure, storage, and distribution, the company is ideally placed to support clients in the years ahead.
“As well as this, we will continue to read the market, understand the trends and unmet needs, listen to our customers, and plan further investment strategies to work in partnership with our ever-growing client base,” Stokes concludes.
US Tel: +1 215 613 3600
EU Tel: +44 1495 711 222
Asia Pacific Tel: +61 3 9673 1000
talkfuture@pci.com www. pci.com
EXTRAORDINARY ANIMAL HEALTHCARE SOLUTIONS
Founded in 2005, Sypharma has grown to become a trusted contract, development, and manufacturing organisation (CDMO), intelligently connecting cutting-edge insights, technology, and expertise to bring extraordinary solutions to healthcare.
“Our mission is to be an innovative and leading Australian company respected for continually creating outcomes that make a difference and enhance lives,” introduces Ganeshan Varnakulasingham, CEO.
Indeed, the company holds a longstanding reputation in the nation’s animal health arena for delivering unparalleled products.
“Given our strong position in the milk fever space, with prevalence in Australia ranging from 10 to 15 percent in any given year, the impact of not having Sypharma’s support would have a direct effect on the dairy industry,” he highlights.
The company’s many reputable solutions have a considerable
Emerging at the forefront of Australian animal healthcare, Sypharma’s unmatched industry knowledge and state-of-theart manufacturing solutions help address critical supply chain gaps. CEO, Ganeshan Varnakulasingham, tells us mores
Writer: Lucy Pilgrim Project Manager: Cameron Lawrence
economic impact, including the manufacturing of critical care intravenous fluid (IV) for animal hydration therapy, of which Sypharma is estimated to have an 80 percent market share, positioning it as a key sterile IV partner.
The company’s other business operating units include sterile human health and custom-made buffers as well as Clean In Place (CIP) solutions.
Regarding the former, it manufactures, under contract, investigational medical products (IMPs) for the clinical supply chain, including treatments for rare conditions and vaccines in humans.
Sypharma’s human healthcare products are a key differentiator within the Australian market, as it utilises a molecule incubator model to develop products throughout their lifecycle without retaining the products’ intellectual property (IP). Any subsequent IP generated is given directly to clients, which include startups and primary investigators.
The company additionally produces
good manufacturing practice (GMP)grade excipients, cleaning solutions, and buffers for the manufacturing of pharmaceutical products.
“This is the fastest-growing business segment for Sypharma, and we have a huge value proposition as the only manufacturer of these products in Australia that holds a Therapeutic Goods Administration (TGA) license,” Mr. Varnakulasingham proudly informs.
ADDRESSING SUPPLY INEFFICIENCIES
The Australian healthcare industry is currently experiencing a shortage of IV fluids, namely sodium chloride 0.9 percent and sodium lactate solutions. This challenge is being attributed to global supply limitations, unexpected demand increases, and manufacturing issues, with the TGA anticipating that these shortages will persist in 2025.
In response to the disruption, the government has approved the importation of overseas registered
IV fluids and is coordinating efficient distribution to manage the situation.
As it stands, the only manufacturer of critical care fluids in Australia is Baxter Healthcare, who produces approximately 75 percent of the Australian market’s saline products
that permeate the animal healthcare space.
“Due to quality and manufacturing issues, Baxter Healthcare stopped supply into the animal health market, affecting veterinary clinics nationally,” Mr. Varnakulasingham reveals.
SYPHARMA’S STAFF BASE
By choosing to work at the company, employees have a chance to do something good, work for a purpose, experience personal growth through professional integrity, and be part of a community.
Boasting a senior team with over 150 years of combined experience in GMP manufacturing, Sypharma is dedicated to being a smart, ethical company that clients can trust and respect.
Sypharma is also committed to transparent communication between the senior leadership team, line managers, and operators, ensuring the whole workforce has a clear understanding of the business direction.
On top of this, the company promotes work-life balance through hybrid working arrangements where suitable and conducts regular employee surveys to understand areas for improvement.
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As a result, Sypharma has been able to increase its operational capacity tenfold as the only other manufacturer of animal health products, resulting in its recent flurry of IV production.
Meeting the new demands of veterinary health clinics, the company now anticipates holding 70 percent of the animal health market and has signed long-term distribution agreements to maintain its increased market share for years to come.
“The industry has been supportive of Sypharma proactively marketing the products to veterinary clinics,” he states.
The company’s ability to meet this demand is supported by its recent AUD$10 million investment in the upgrade of its IV manufacturing plant.
This will completely automate the production of IV fluids, and the company is expecting to sell the line’s first commercial products by the end of Q1 2025.
ENACTING MANUFACTURING INNOVATION
In the next 12 months, Sypharma is looking to technology transfer two platform technologies specifically related to the manufacturing of investigational medical products, including mRNA manufacturing platforms.
“Sypharma has a business partner that has developed its own end-toend manufacturing platform, which will be transferred to the company in 2025,” details Mr. Varnakulasingham.
AUSTRALIAN SUPPLY CHAIN BENEFITS
Sypharma recently decided to transfer its manufacturing supply chain back to Australia, a decision that was made based on eight key principles:
1. ECONOMIC GROWTH
INCREASED GDP – Local manufacturing contributes to the national economy.
SUPPLY CHAIN RESILIENCE – Domestic production reduces reliance on international suppliers, mitigating risks from global disruptions.
2. JOB CREATION
DIRECT EMPLOYMENT – Onshoring creates jobs in manufacturing facilities.
INDIRECT EMPLOYMENT – Stimulates jobs in supporting industries.
3. SKILLS DEVELOPMENT
UPSKILLING THE WORKFORCE – Onshoring encourages investment in local training programmes and apprenticeships.
STEM OPPORTUNITIES – High-tech manufacturing industries often require expertise in STEM, driving innovation and education.
4. REGIONAL REVITALISATION
BOOSTING REGIONAL ECONOMIES – Establishing manufacturing plants in less-developed or rural areas reduces urban migration and promotes regional economic growth.
INFRASTRUCTURE DEVELOPMENT – Local manufacturing projects often lead to improved infrastructure.
5. ENHANCED INNOVATION
COLLABORATION WITH LOCAL R&D – Proximity to Australian universities and research institutes can foster innovation.
TECHNOLOGY ADOPTION – Onshoring encourages the adoption of advanced manufacturing technologies.
6. SOCIETAL BENEFITS
COMMUNITY EMPOWERMENT – Manufacturing jobs are often the source of a stable income, bettering employees’ quality of life.
SOCIAL EQUITY – Onshoring provides opportunities for underrepresented groups to participate in the workforce.
7. ENVIRONMENTAL AND ETHICAL BENEFITS
SUSTAINABILITY – Local production adheres to stricter Australian environmental regulations.
ETHICAL STANDARDS – Manufacturing in Australia ensures compliance with fair labour practices and safety standards.
8. STRATEGIC
ADVANTAGES
NATIONAL SECURITY – Domestic manufacturing reduces dependency on foreign resources for critical goods.
EXPORT POTENTIAL – Strengthened manufacturing capabilities can position the country as an exporter of high-quality, locally-made goods.
“This will make Sypharma one of two GMP manufacturers able to manufacture mRNA therapeutics.”
Meanwhile, the company is also technology transferring a synthetic artificial pharmaceutical ingredient (API) manufacturing required for anti-infectives against bacteria and viruses, which is being specifically designed to work against antibioticresistant bacteria.
The platform is a proprietary product whose integrated kanban system (IKS) is owned by another of the company’s business partners.
The total technology transfer of the two platforms is expected to reach completion by the end of Q1/Q2 2025.
Elsewhere, Sypharma is also working to reduce supply time for IV bags, which are currently one of the company’s biggest expenditures as they must be imported from Asia and Europe.
This represents a high-risk component for the business as the IV bags are used in the manufacture of critical care products but take up to 12 weeks to procure.
Sypharma is therefore currently in discussions with local manufacturers that it could partner with to reduce the risk of stock shortages.
KEY THERAPEUTIC FOCUS
Sypharma foresees a bright future with four key areas of therapeutic focus.
Firstly, the company will utilise its facility expansion to increase the supply of electrolytes to the Australian animal market.
Indeed, the AUD$10 million upgrade to its IV facility has increased its manufacturing facility by 40 percent, allowing the company to overcome previous capacity challenges and positively address supply issues.
Additionally, Sypharma is also placing greater focus on injectable excipients, which is the company’s fastest growing business unit.
“There is a need within the
“SYPHARMA IS IN A UNIQUE POSITION AS WE HAVE REGULATORY APPROVALS FOR BOTH HUMAN AND ANIMAL HEALTH, MAKING OUR REACH TO VARIOUS RESEARCHERS WIDE”
– GANESHAN VARNAKULASINGHAM, CEO, SYPHARMA
Australian market for local manufacturers who can make these types of products to the grade required to be used as excipients in the manufacturing of drug products,” notes Mr. Varnakulasingham.
There are currently no manufacturers in the country catering to this demand, with the majority of supply being imported from Europe or North America.
Thus, by leveraging the advantages of its TGA license, the company can produce these products according to the custom needs of pharmaceutical manufacturers.
Elsewhere, Sypharma also endeavours to implement further downstream processing capabilities in liquid nanoparticle (LNP) encapsulation for RNA products.
This is the company’s key innovation project, which will contribute towards the creation of an end-to-end contract manufacturing organisation (CMO) hub for RNA therapies with its business partners.
“Sypharma is in a unique position as we have regulatory approvals for both human and animal health, making our reach to various researchers wide,” he concludes.
Finally, the company’s focus remains on maintaining the continuous supply of its milk fever products, whilst innovating for the market with new solutions.
We learn how Mirxes harnesses the power of RNA to deliver early, actionable, and personalised diagnoses across the care continuum with Vice President of Operations, Jeremiah Dacosta
Writer: Jack Salter
Project Manager: Cameron Lawrence
The healthcare industry in Singapore and across the Asia Pacific (APAC) region is at an inflection point.
Indeed, it faces a rapidly aging population, an increasing prevalence of chronic diseases, and a growing demand for personalised precision medicine.
Whilst these trends present significant challenges, they also create immense opportunities for innovation, particularly in early disease detection and preventative healthcare, with the integration of artificial intelligence (AI), data analytics, and biotechnology (BioTech) transforming the landscape.
It is therefore an exciting time for companies at the forefront of these innovations, including Mirxes, a Singapore-headquartered BioTech specialising in RNA-powered diagnostics and therapeutics.
Mirxes operates across APAC –including in Singapore, China, and Japan – and the US with a strong network of research and clinical partnerships.
Its multidisciplinary team includes scientists, clinicians, and industry experts dedicated to driving early cancer detection solutions that save lives.
“Our flagship products focus on early cancer detection, with GASTROClear leading the way in gastric cancer screening,” informs Vice President of Operations, Jeremiah Dacosta.
GASTRIC CANCER DETECTION
GASTROClear is the world’s first
microRNA blood test for early detection of gastric cancer.
The test provides information to help doctors identify patients who may benefit from detailed medical examinations to diagnose gastric cancer before symptoms appear.
Patients whose blood test indicates that they are high risk can then
APAC OUTLOOK: HOW IMPORTANT ARE BOTH LOCAL AND INTERNATIONAL SUPPLIERS WHEN PROCURING SPECIALIST PRODUCTS SUCH AS ENZYMES AND LAB EQUIPMENT? HOW DOES THE USE OF DATA HELP TO CONTROL THIS PIPELINE?
Jeremiah Dacosta, Vice President of Operations: “Our supply chain strategy is a balance of local and international sourcing to ensure reliability, quality, and cost-effectiveness.
“We work closely with specialised suppliers worldwide to procure critical components like enzymes, reagents, and lab automation systems.
“Data analytics plays a crucial role in optimising our supply chain by predicting demand, monitoring inventory levels, and minimising disruptions. This approach enhances operational efficiency and ensures a seamless delivery of high-quality diagnostic solutions.”
go for follow-up procedures, such as an endoscopy, to get a further assessment.
“It works by analysing specific microRNA biomarkers in the blood that signal the presence of gastric cancer at an early stage,” Dacosta explains.
“This non-invasive test provides a highly sensitive and specific alternative to traditional endoscopy, improving accessibility and patient compliance.”
With gastric cancer being the third leading cause of cancer-related deaths globally, early detection through GASTROClear has the potential to significantly improve survival rates.
The disease is also more prevalent in East Asia due to dietary habits rich in salt and preserved foods.
As lifestyle factors such as diet, smoking, alcohol consumption, and obesity play a significant role in cancer development, and their impact varies across different regions, Mirxes leverages microRNA profiling to develop region-specific risk assessments, tailoring diagnostics to population-specific risks.
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MIRXES VALUES –AT A GLANCE
CAN-DO ATTITUDE – Solving challenges for customers and colleagues is the company’s top priority. Mirxes is determined to take action and achieve results.
INTEGRITY – Mirxes is trustworthy, reliable, and delivers on its promises.
AGILITY – The company is dynamic and adaptable in a rapidly-changing world.
CURIOSITY – Learning and growing together helps Mirxes to achieve its goals.
EMPATHY – Mutual respect and understanding are the foundation of Mirxes’ relationships.
“This approach ensures that our tests provide the most relevant and effective early detection solutions for different demographic groups,” assures Dacosta.
MICRORNA TECHNOLOGY
Research and innovation are at the heart of Mirxes, whose efforts are focused on developing nextgeneration diagnostic solutions leveraging microRNA technology.
One key focus area is advancing disease detection through multiomics research, which integrates genomics, transcriptomics, and proteomics to ensure a more comprehensive understanding of disease biology.
“Multiomics allows us to identify novel biomarkers and improve diagnostic accuracy,” shares Dacosta.
“A notable example of our research in action is our work in expanding our microRNA diagnostic portfolio beyond gastric cancer to include lung, colorectal, and liver cancers. Our collaborations with top-tier institutions worldwide ensure that we remain at the cutting edge of scientific advancements.”
The early detection of cancer is key to improving patient outcomes as it makes treatment options more effective, less invasive, and significantly more affordable.
Precision medicine, powered by biomarkers such as microRNA, enables targeted interventions tailored to an individual’s genetic and biological profile.
“This shift from reactive to proactive healthcare not only enhances survival rates but also reduces the economic burden on healthcare systems,” Dacosta insights.
PORTFOLIO EXPANSION
Beyond cancer diagnostics, Mirxes’ services also extend to cardiovascular and metabolic disease risk assessments.
“A NOTABLE EXAMPLE OF OUR RESEARCH IN ACTION IS OUR WORK IN EXPANDING OUR MICRORNA DIAGNOSTIC PORTFOLIO BEYOND GASTRIC CANCER TO INCLUDE LUNG, COLORECTAL, AND LIVER CANCERS. OUR COLLABORATIONS WITH TOP-TIER INSTITUTIONS WORLDWIDE ENSURE THAT WE REMAIN AT THE CUTTING EDGE OF SCIENTIFIC ADVANCEMENTS”
– JEREMIAH DACOSTA, VICE PRESIDENT OF OPERATIONS, MIRXES
One of its key projects is the development of a multi-cancer early detection (MCED) test, which aims to screen for multiple cancers through a single blood test.
“Additionally, we are leveraging multiomics research to explore new biomarker signatures for early disease detection, enhancing our ability to develop targeted diagnostics for a wider range of diseases,” Dacosta tells us.
“We are also collaborating with international healthcare providers to establish standardised microRNAbased screening programmes, ensuring wider accessibility and adoption of our cutting-edge technologies.”
The expansion of Mirxes’ diagnostics portfolio to cover more cancer types and chronic diseases is one of its key priorities for the year ahead.
Alongside this, the company is strengthening its biomarker discovery platform, accelerating its global partnerships, and focusing on regulatory approvals and market expansion in the US and Southeast Asia to bring its pioneering technologies to a broader audience.
Mirxes’ overarching mission, meanwhile, is to democratise access to early detection technologies.
Therefore, the company is actively working on making its diagnostics more affordable and scalable, particularly in underserved regions.
“By leveraging public-private partnerships, we aim to bridge the gap between cutting-edge innovation and real-world healthcare impact,” concludes Dacosta.
mirxes.com
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AT THE CORE OF ASIAN C SMETICS
Min-Kyoung Cheong, President Director of Cosmax Indonesia, outlines the company’s integral role in catering for a rapidly growing Asian beauty market, providing tailored skincare products, halal and vegan cosmetics, and a constant awareness of consumers’ evolving needs
In recent years, the Asian cosmetics market has experienced significant growth as beauty techniques and products from the region increasingly enter the mainstream.
For example, global consumption of Korean cultural exports such as K-drama and K-pop has increased visibility for K-beauty standards, alongside the viral South Korean glass skin trend.
There is also noticeable growth in Chinese cosmetics, with traditional Chinese medicinal practices such as gua sha gaining exposure from social media platforms including TikTok and Instagram. In India, meanwhile, a nationwide expansion of online shopping has increased accessibility to cosmetics, leading to the emergence of numerous local brands.
“RECENTLY, ASIAN CONSUMERS HAVE MOVED AWAY FROM FOLLOWING BEAUTY STANDARDS IMPORTED FROM EUROPE OR THE AMERICAS. INSTEAD, THEY ARE PURSUING UNIQUELY ASIAN IDEALS OF BEAUTY”
–MIN-KYOUNG CHEONG, PRESIDENT DIRECTOR, COSMAX INDONESIA
“In Southeast Asia, the industry has experienced remarkable growth, particularly in Indonesia – a market long-recognised for its high growth potential in cosmetics,” introduces Min-Kyoung Cheong, President Director of research and innovation (R&I)-focused cosmetics manufacturer Cosmax Indonesia.
Cheong’s flourishing company is well placed to capitalise as this boom continues, with the country’s cosmetics market projected to thrive at a compound annual growth rate (CAG) of seven percent by 2030.
Cosmax Indonesia is, therefore, in the process of expanding its operations by constructing a new logistics centre and an additional sixhectare (ha) factory site. These new developments are set to complement the company’s existing 1.4 ha factory facility, R&I Centre, and marketing office in Jakarta.
“Our R&I Centre not only researches and develops formulations for most types of cosmetics but also conducts efficacy and compatibility tests to guarantee the claimed benefits of each product,” affirms Cheong.
Additionally, its Regulatory Affairs team ensures compliance with laws and regulations, enabling the immediate launch of new products to the market.
Supported by more than 300 dedicated production staff and 70 R&I
employees producing a wide range of products, Cosmax Indonesia is ideally positioned for continued success.
SHOWCASING NATURAL BEAUTY
With a focus on developing skincare and cosmetics for Southeast Asian customers, particularly those in Indonesia, many emerging and independent domestic brands have turned to Cosmax Indonesia and its R&I capabilities for support.
As a result, the majority of the company’s 200+ clients today are independent brands native to the country.
“Recently, Asian consumers have moved away from following beauty standards imported from Europe or the Americas. Instead, they are pursuing uniquely Asian ideals of beauty, particularly seeking to discover and enhance their inherent,
inner beauty,” Cheong reflects.
This burgeoning self-awareness has led to a shift in demand. Where skin-brightening products once dominated, there is now a rising preference for embracing and healthily showcasing natural skin tones. This trend is not only limited to Indonesia but is also seen in other emerging markets in tropical regions with large populations and growing economies.
To meet this heightened demand, Cosmax Indonesia is preparing a new product line featuring skincare products that address common concerns in tropical regions, as well as colour cosmetics suited to the skin tones of consumers in these areas, available at an accessible price point.
Launching this year, the company plans to further develop the project by using natural ingredients and utilising extracts from native
Indonesian plants.
“We are also expanding our internal capabilities, which include acquiring more advanced analysis equipment for precise skin assessments and establishing a Sensory Lab to better understand the sensory experiences of tropical consumers.”
Externally, Cosmax Indonesia is planning to expand joint research efforts, working not only with the pharmacy departments of key universities, with which it has collaborated in the past, but also with Indonesian government research institutions in the hope of developing innovative new ingredients.
CLEANING UP
The cosmetic industry’s recent growth in Indonesia can be partially attributed to the COVID-19 pandemic, which drove increased consumer awareness of hygiene, health, and safety standards.
COSMAX RING OF THREE PROMISES
Reflecting its steadfast dedication to customers across the globe, Cosmax’s corporate philosophy is symbolised by three apples, also depicted in its logo:
1. EVE’S APPLE – Representing the trustworthy and righteous nature of the company.
2. NEWTON’S APPLE – Signifying the delivery of superior products to clients through differentiated technology.
3. APHRODITE’S APPLE – Embodying the vision of creating a more beautiful world through cosmetics.
“Cosmax’s global network, which includes Cosmax Indonesia, is committed to building trust with clients, upholding honesty, and striving to create a beautiful world with excellent products using innovative and differentiated technology,” prides Cheong.
This, in turn, expanded the meaning of halal, traditionally a religious concept, to include clean and safe cosmetics.
“As halal and vegan cosmetics have come to symbolise clean and safe beauty, the demand for such products has increased over the past decade,” Cheong observes.
As such, Cosmax Indonesia’s factory obtained a halal cosmetics production certification from the Indonesian government in 2016, followed by vegan and organic product production certifications in 2020.
“Our halal certification has
products that meet these demands.
Cosmax Indonesia is also adopting new production technologies, such as robotics automation, to keep pace with this rapidly expanding market.
now evolved to symbolise safe, trustworthy products that our customers can rely on,” he prides.
As the global growth of the Muslim beauty market continues, this certification is expected to be particularly beneficial as the company looks to expand into emerging markets with large Muslim populations, such as Indonesia, Pakistan, India, and the Middle East. Additionally, Cosmax Indonesia’s vegan and organic certifications align with the growing consumer interest in health, hygiene, and safety, allowing the company to produce and supply
ONE WORLD, ONE COSMAX
Cosmax Indonesia’s global network is centred around a collaborative organisation known as the brand’s Global Corporate Centre (GCC), which operates under the motto ‘One World, One Cosmax.’
The GCC facilitates a companywide, international network for sharing market trends and expertise amongst regions such as Korea, China, the US, Southeast Asia, Europe, the Middle East, and South America.
It also enables the development of new formulations and technologies
tailored to each market, ensuring the delivery of high-quality products to customers worldwide.
Leveraging this robust network, Cosmax Indonesia has been able to offer local clients products with globally recognised research outcomes and quality standards.
“As a result, we have achieved continued mutual growth with local brands across Indonesia,” Cheong informs.
Additionally, the company shares a number of natural raw materials derived from Indonesia’s indigenous tropical plants through the GCC network, further contributing to its values of innovation and collaboration.
“To support our clients, it is essential to identify the strengths
“WE’RE CONTINUALLY WORKING TO ENHANCE OUR RESEARCH CAPABILITIES TO UNDERSTAND AND SOLVE THE SKIN CONCERNS OF TROPICAL REGIONAL CONSUMERS”
–MIN-KYOUNG CHEONG, PRESIDENT DIRECTOR, COSMAX INDONESIA
and weaknesses of their brands, analyse their pain points, and propose solutions by developing new products through the GCC network.
“Given the nature of this business, earning and maintaining trust is the most critical aspect,” he adds.
A BRIGHT FUTURE
By the end of 2023, Cosmax Indonesia had surpassed an annual
revenue of IDR1 trillion, solidifying its position as the undisputed leader amongst cosmetics, R&D, and contract manufacturing companies in Indonesia.
“This achievement is the result of over a decade of operations marked by relentless efforts in R&I, quality control, and productivity enhancement to deliver first and bestin-class products, earning the trust of
APAC OUTLOOK: COULD YOU EXPLAIN HOW YOU BECAME INTERESTED IN THE COSMETICS MANUFACTURING INDUSTRY?
Min-Kyoung Cheong, President Director:
“In 1998, I began my career working for a Korean cosmetics company, focusing on launching and managing brands for the Southeast Asian market.
“At the time, Korean cosmetics brands had little awareness, and most products were not suitable for the skin of Southeast Asian consumers, making business operations challenging. Even when we tried to develop products tailored to local consumers’ skin, the process took over a year, posing significant difficulties.
“Cosmax Indonesia develops and produces formulations tailored to client requirements and consumer needs, delivering them as finished products.
“With R&I as its core competency, the company maintains a short product development period of less than six months and dynamically engages in servicing clients by constantly identifying consumers’ needs. I found this environment intriguing and have worked for the company since 2011.”
our clients with consistently highquality standards,” Cheong asserts.
In 2024, the company maintained its leadership within the industry, achieving more than 25 percent yearon-year growth in revenue.
In recent months, it has placed particular emphasis on enhancing the capabilities of its employees by providing more opportunities for training, education, and overseas
business trips.
As the leading cosmetics brand in the region, the company is now preparing policies to not only enhance employee’s skill sets but further improve their overall working environments for the future.
Beyond maintaining its position as the nation’s industry leader, going forwards, Cosmax Indonesia aims to become the best R&I-based
cosmetics contract manufacturer in Southeast Asia.
To achieve this, the company’s medium-term strategy includes completing and operating its new factory, which is currently under construction, by 2027.
To support investments driven by revenue growth, Cosmax Indonesia is also considering listing on the Indonesian Stock Exchange (IDX) to secure longer-term prosperity.
“Meanwhile, we’re continually working to enhance our research capabilities to understand and solve the skin concerns of tropical regional consumers,” he passionately concludes.
Tel: +62 (0)21-2961-6781
marketing_id@cosmax.com www. cosmax.co.id
ELEVATING THE ECONOMY THROUGH TECHNOLOGY
Having reached the zenith of the telecommunications infrastructure industry in Asia, EDOTCO Group’s CEO, Adlan Tajudin, discusses how innovative operations are facilitating the transition to nextgeneration digital solutions
Writer: Rachel Carr | Project Manager: Ryan Gray
The telecommunications (telecoms) tower market in the Association of Southeast Asian Nations (ASEAN) region is expected to experience substantial growth due to increasing demand for mobile data and the rapid rollout of 5G networks. In the next three years, the number of towers is anticipated to rise significantly.
EDOTCO Group (EDOTCO), founded in 2012, is a leading integrated telecoms infrastructure services company in Asia, spanning nine countries including Indonesia, Bangladesh, Cambodia, Sri Lanka, Pakistan, the Philippines, Myanmar, Laos, and Malaysia, where it was initially established. The organisation plays a crucial role in enhancing connectivity throughout the region.
Originally carved out from Axiata Group’s infrastructure division, EDOTCO now manages over 55,000 towers, supporting nearly 700 million people and offering a comprehensive range of services, including tower leasing, co-location, build-to-suit solutions, energy management, and
transmission services.
“Our vision is to lead sustainable digital connectivity in Asia, and our mission is to help nations across the continent to accelerate equitable next-generation connectivity,” introduces Adlan Tajudin, CEO of EDOTCO.
“Our evolution demonstrates a strong commitment to innovation and sustainability, allowing us to transition
“WE VIEW OUR ROLE AS ESSENTIAL IN BRIDGING CONNECTIVITY GAPS, SUPPORTING SMART CITY INITIATIVES, AND FACILITATING ECONOMIC GROWTH THROUGH DIGITAL TRANSFORMATION”
– ADLAN TAJUDIN, CEO, EDOTCO GROUP
from a traditional tower company (TowerCo) to a digital infrastructure partner,” he continues.
As CEO of the group, Tajudin’s role is to chart EDOTCO’s course and ensure it stays ahead in a rapidly evolving industry.
“My primary focus is on three key areas – innovation, sustainability, and operational excellence. It’s about driving growth and delivering
stakeholder value whilst remaining true to our mission of delivering equitable connectivity.”
Tajudin actively collaborates with governments, regulators, and mobile network operators (MNOs) to ensure that EDOTCO’s solutions are aligned with national connectivity objectives.
At the same time, he is deeply invested in fostering a culture of innovation within the organisation.
“I want us to be more than a service provider – I want us to be seen as a trusted partner in shaping Asia’s digital landscape,” he urges.
CUTTING-EDGE COMMUNICATION
Digital innovation is the cornerstone of EDOTCO’s operations, and the company has pioneered utilising technologies such as Network and Planning Analytics (NaPA) to identify optimal tower locations as well as digital twin technology for remote asset management.
“These tools allow us to operate more efficiently whilst providing better partner service. We’ve also introduced
automated monitoring systems like ECHO to enhance energy management and maintenance,” imparts Tajudin.
ECHO offers features such as machine status, reports, trend plots, and email alerts. This cutting-edge technology distinguishes EDOTCO from its competitors.
Moreover, regarding sustainability, the organisation was an early adopter of materials like carbon fibre, bamboo, and spun-pressed concrete (SPC)
for tower construction, significantly reducing its carbon footprint.
“All these efforts are aimed at delivering smarter, more sustainable solutions that differentiate us within the industry,” he proudly states.
The TowerCo model is evolving to play a fundamental role in the Asia Pacific region’s digital transformation by enhancing connectivity, spurring social advancement, and stimulating economic growth.
“Traditionally, we have provided passive infrastructure that is essentially the backbone of connectivity. Today, however, we‘re the enablers of digital ecosystems. As data demands surge, driven by the growth of the 3D internet and immersive applications, TowerCos must offer flexible solutions, including edge computing and private networks,” Tajudin elaborates. Technologies such as 5G, the Internet of Things (IoT), and the immersive metaverse are becoming more mainstream. As a result, TowerCos are increasing their efforts to support network densification and enable solutions like small cells and edge computing.
This upcoming advancement is set to bring about a transformative shift, particularly in Asia, with the potential to open new revenue streams and deliver significant value for clients. Additionally, it will facilitate the next generation of networks and promote digital progress.
“At EDOTCO, we operate in diverse markets, each presenting unique challenges and opportunities. We view our role as essential in bridging connectivity gaps, supporting smart city initiatives, and facilitating economic growth through digital transformation,” Tajudin outlines.
“OUR GOAL IS TO ACHIEVE CARBON NEUTRALITY BY 2030, AND THESE EFFORTS ALSO ALIGN WITH OUR BROADER MISSION TO PROMOTE SUSTAINABLE GROWTH IN DIGITAL INFRASTRUCTURE, CONTRIBUTING TO A MORE CONNECTED AND RESILIENT ASIA”
– ADLAN TAJUDIN, CEO, EDOTCO GROUP
EDOTCO’S VALUE-CREATION-CADENCE FRAMEWORK ENCOMPASSES FIVE CRITICAL AREAS:
BUILD-TO-SUIT (B2S) – Focuses on creating infrastructure tailored to MNO partners’ needs, optimising efficiency and decreasing environmental impact. Customising towers to specific site requirements reduces material use and enhances connectivity.
CO-LOCATION – Infrastructure sharing is essential for reducing the industry’s carbon footprint. Allowing multiple MNOs to use the same towers minimises resource duplication and land use, lowering emissions. This model maximises space and energy efficiency, offering a sustainable solution for rising connectivity demands.
EXPLORATION OF ADJACENT SERVICES – Involves looking beyond traditional tower infrastructure, such as energy-as-a-service for electric vehicle (EV) charging points and advertising panels. These services expand revenue streams and integrate sustainability by optimising infrastructure for energy efficiency and digital management.
CAPITAL EXPENDITURE (CAPEX)/OPERATIONAL EXPENDITURE (OPEX)
– Focusing on CapEx and OpEx optimisation delivers high-quality, costeffective infrastructure whilst minimising resource consumption. Investing in materials such as carbon fibre and stone plastic composite (SPC) for towers reduces emissions by up to 70 percent compared to traditional steel structures. Automated remote monitoring systems enhance resource efficiency, reducing operational costs and energy waste.
INNOVATION AND HYGIENE FACTORS – Innovation underpins the organisation’s sustainable practices by leveraging AI-driven analytics, automated monitoring, and predictive maintenance tools to reduce energy use and optimise site management. A commitment to hygiene factors also ensures compliance with strict environmental, social, and governance (ESG) standards, reinforcing sustainability across all operations.
Accelerating Digital Transformation Through Reliable Telecom Infrastructure
In an increasingly digital world, the infrastructure that supports connectivity is critical. GSM Towers, a Norway-based tower supplier with a strong global footprint, is at the forefront of enabling nations to fast-track their digital transformation journey. By offering reliable infrastructure solutions and competitive construction management, GSM Towers plays an indispensable role in creating the digital backbone that keeps businesses and communities connected.
GSM Towers distinguishes itself with a commitment to quality and innovation, evident in its extensive track record. Backed by a long history of expertise, the company has delivered high-quality telecom towers to more than 40 countries, consistently exceeding international standards and proving its reliability on a global scale. This rigorous approach to quality not only underscores its commitment to safety but also positions GSM Towers as a trusted partner for large-scale telecom infrastructure projects in the AsiaPacific region.
A core strength of GSM Towers lies in its ability to tailor solutions to meet the specific needs of each client. Recognising that every project presents unique challenges, the company offers projectbased manufacturing that enables customisation according to exact specifications. Whether dealing with challenging geographical terrains or diverse environmental conditions, GSM Towers designs towers that adapt seamlessly, ensuring robust connectivity for communities in urban centres and remote areas alike. This approach to customisation reflects GSM Towers’ innovative spirit and engineering prowess, setting it apart in an
industry where flexibility and adaptability are increasingly essential.
Headquartered in Norway with manufacturing facilities across Asia, GSM Towers benefits from an advantageous logistical setup. This strategic positioning allows the company to deliver its products cost-effectively and with remarkable efficiency throughout the Asia-Pacific region. By utilising high-quality production hubs across the region, GSM Towers ensures a streamlined supply chain that facilitates competitive pricing without compromising on quality. In a sector where balancing cost, quality, and timely delivery is crucial, this logistical advantage provides a significant competitive edge.
Equally important is GSM Towers’ emphasis on nurturing close relationships with its customers. Understanding the needs, timelines, and objectives of its clients is central to GSM Towers’ service model. This relationship-driven approach enables the company to support its clients by providing guidance through the complexities of telecom infrastructure projects and helping them navigate technical, regulatory, and logistical hurdles. By offering this close support, GSM Towers positions itself not merely as a supplier but as a collaborative partner that genuinely contributes to the success of each project.
As the Asia-Pacific region continues to expand digitally, companies like GSM Towers play a pivotal role in accelerating the journey towards shaping the digital landscape. In areas where reliable connectivity remains a challenge, GSM Towers’ robust infrastructure solutions enable communities to leap forward technologically, providing access to education, healthcare, and economic opportunities.
In summary, GSM Towers’ model of quality, customisation, and customer focus makes it an invaluable asset in the push for enhanced digital infrastructure in the Asia-Pacific region. By prioritising quality and leveraging strategic advantages, GSM Towers is helping nations bridge the digital divide, empowering millions to participate in the digital economy. For businesses committed to advancing the digital landscape in the region, GSM Towers represents not only a tower supplier but a dedicated partner in progress.
Lars Strømme -
Sales Director
lars.stromme@gsmtowers.com www.gsmtowers.com
SUSTAINABLY STRENGTHENING CONNECTIVITY
Preparing for 5G is about futureproofing, and EDOTCO is adopting a strategic approach to designing infrastructure, rather than merely deploying it, to accommodate upcoming technologies.
“It focuses on maximising resource efficiency and ensuring our partners deliver the high-speed, reliable connectivity promised by 5G,” assures Tajudin.
In Malaysia, for example, EDOTCO has partnered with Digital Nasional Berhad (DNB) and mobile operators to ensure a seamless roll-out.
The Government of Malaysia has mandated DNB as the single neutral party to deploy 5G infrastructure and networks nationwide.
“Last year, we upgraded 500 of our 4G towers to 5G-ready infrastructure and completed 1,900 5G sites across the country, helping the nation to achieve 80 percent coverage in
populated areas within just one year.”
EDOTCO is currently engaged in deploying 5G technology across Malaysia and enhancing connectivity in underserved markets, including Bangladesh, the Philippines, and Cambodia.
EDOTCO’S KEY PROJECTS:
“Our projects are aimed at expanding co-location options and implementing sustainable solutions. In addition, we are improving digital services to cater to the growing demand for 5G and beyond,” Tajudin informs us.
SUSTAINABLE TOWER SOLUTIONS – Actively deploying carbon fibre and bamboo towers, each offering unique environmental advantages. Carbon fibre towers are lighter and have a lower carbon footprint, while bamboo towers present a renewable alternative, producing up to 70 percent lower emissions than traditional steel. These innovations enable EDOTCO to deliver sustainable and scalable solutions across diverse terrains.
RENEWABLE ENERGY INITIATIVES – Solarisation projects have been successfully implemented at over 2,600 sites across the company’s footprint, significantly reducing dependency on diesel and lowering emissions. Hybridsolar solutions are also being deployed in high-irradiance regions to support its renewable energy objectives further.
Sustainability is integral to EDOTCO’s strategy, and its approach to sustainable connectivity is driven by its Value-CreationCadence framework, which aligns all activities around key pillars that power efficiency, innovation, and environmental responsibility.
In parallel, EDOTCO is dedicated to adopting renewable energy, featuring over 2,600 solar-powered sites and hybrid solar-wind turbine solutions in countries such as Bangladesh and Myanmar.
“Our goal is to achieve carbon neutrality by 2030, and these efforts also align with our broader mission to promote sustainable growth in digital infrastructure, contributing to a more connected and resilient Asia,” Tajudin reports.
STRATEGIC SOLUTIONS
Looking forwards, EDOTCO is focused on expanding its infrastructure in the emerging markets of Southeast Asia,
aiming to bring its advanced and sustainable solutions to new regions.
By combining digital innovation with environmental responsibility, the organisation seeks to establish a benchmark for the industry in connectivity and sustainability, making significant investments in both.
“We are developing artificial intelligence (AI) tools to improve operational efficiency and are implementing IoT solutions for smart infrastructure management.”
This year, the organisation is focused on scaling 5G infrastructure, particularly in Malaysia and other emerging markets in Southeast Asia.
“Sustainability remains central to our strategy as we expand renewable energy initiatives and deploy innovative materials for tower construction. We’re also prioritising digital transformation, increasing the use of AI and IoT to enhance efficiency.
“Finally, we’re investing in talent development to ensure we have the skills and leadership necessary to navigate the challenges and opportunities ahead,” Tajudin concludes.
Through these efforts, EDOTCO aims to lead in infrastructure and create a more connected and sustainable future for Asia.
143 E. Manalo Ave. Concepcion Uno1807 City of Marikina NCR, Second District Philippines www.jehan.com.ph
BETTER TOGETHER
With over 1,700 employees and around 2.5 million subscribers, Digicel Pacific is the number one telecommunications (telecoms) provider in the South Pacific region.
Serving six key markets in Papua New Guinea (PNG), Fiji, Nauru, Samoa, Vanuatu, and Tonga, the company’s key objective is to enrich the digital lives of those it serves.
From individual users to small and medium-sized enterprises (SMEs), large corporations, and government, the company boasts a diverse client base.
Having delivered first-class digital services to its customers for over 16 years, Digicel Pacific’s commitment to innovation and excellence provides it with a distinct advantage.
It is for this reason that the company believes, together with its loyal users, that it can do, experience, learn, laugh, make, share, listen, and play more with an unmatched digital network.
DIVERSE SERVICES
Digicel Pacific’s wide suite of offerings include prepaid mobile phone and home entertainment services, alongside various business solutions.
The company’s internet services supply corporate clients, SMEs, and government organisations as well as everyday users, whilst
Digicel Pacific is on a mission to promote accessible communication across the South Pacific region. Proudly bringing the future into the present, the company is securing a robust digital network and enriching the lives of its customers
Writer: Lily Sawyer
Project Manager: Eddie Clinton
its direct-to-home (DTH) premier subscription TV is a premium entertainment option for families.
A burgeoning collection of mobile apps is also on offer, catering to Digicel Pacific’s growing customer base as their needs continue to evolve.
The MyDigicel app enables users to access their mobile accounts, activate plans, send and top up credit, play games, and win prizes online. The company believes that offering a virtual one-stop shop for its customers’ accounts streamlines their experience.
DigicelTV, meanwhile, is a television streaming app for local and international shows, live sports, blockbuster movies, children’s entertainment, and more.
Elsewhere, Loop is Digicel Pacific’s news app that places local, regional, and global news at customers’ fingertips, allowing the business to share the stories that matter.
Alongside its Digicel-exclusive apps, the company has also partnered with ANZ Bank Samoa on MyCash, an app offering Digicel Pacific customers seamless funds transfers from their ANZ accounts directly to their mobile wallet.
A POWERFUL PARTNERSHIP
With decades of experience providing international connectivity across the
Pacific region, Australian telecoms giant, Telstra, emerged as the ideal acquisitor for Digicel Pacific in 2022.
Through its stake in the Southern Cross Cable Network (SCCN), Telstra, in partnership with the Australian government, was already established as the largest provider of voice and data services between the South Pacific and the rest of the world at the time of the acquisition.
The Australian government’s ongoing support for private sector infrastructure across the region was undeniable, such as its funding of the Coral Sea Cable System (CS2), connecting PNG and the Solomon Islands with Australia.
As such, in July 2022, Telstra contributed USD$270 million in equity for Digicel Pacific, whilst the government contributed USD$1.33 billion to the USD$1.6 billion purchase price to complete the deal.
Having delivered and operated mobile networks in some of the remotest parts of Australia, from the outback to the Torres Strait Islands, Telstra has so far brought a great deal of experience and support to Digicel Pacific.
Now operating as a separate business within Telstra’s international division, the company has retained its wellknown and loved branding across the South Pacific, whilst its management team has continued the day-to-day running of the business.
Due to similarities between the two company’s values, which ultimately prioritise local communities, the partnership between Digicel Pacific and Telstra is set to remain strong for years to come.
DIGICEL FOUNDATION
The Digicel Foundation promotes sustainable development across PNG by investing in three key areas:
EDUCATION
EDUCATION INFRASTRUCTURE – Providing classrooms powered by solar and equipped with modern amenities and ramp access for children with disabilities. The foundation has built 335 such facilities across PNG to date.
CHILD LITERACY – The Literacy Enrichment and Educational Development (LEED) programme aims to improve child literacy rates in the country.
EDUCATION TV – DigicelTV and the Department of Education have collaborated to provide BeLit, a regular three-hour educational TV broadcast.
COMPUTER LABS – Increasing digital literacy for students by providing computer labs consisting of up to 30 refurbished computers and high-speed internet.
HEALTH
HEALTH INFRASTRUCTURE – A solar-powered vaccine fridge programme supports immunisation in rural areas for polio, measles, tetanus, and COVID-19.
HEALTH PARTNERSHIPS – This year, the Digicel Foundation is partnering with St John Ambulance PNG, donating 43 ambulances and offering paramedicine training.
LEADERSHIP
MEN OF HONOUR – The Men of Honour (MOH) campaign aims to break cycles of violence by focusing on positive behaviours.
COMMUNITY GRANTS – The Community Grants Programme aims to support local organisations with grants of up to PGK100,000 for community projects. To date, it has provided 91 grants to 71 community-based organisations.
STAFF ENGAGEMENT – Through the Live, Learn, Love (3L) programme, individual staff can sign up for grants of up to PGK5,000, and teams of 10 or more can apply for up to PGK10,000 to support impactful projects in their communities.
PROGRESSIVE PROJECTS
In March 2024, Digicel Pacific announced it had been granted conditional approval from the Government of Samoa to launch 5G cell tower sites on the island.
In partnership with Nokia, the upgrades began in Apia’s central business district (CBD), enabling Digicel Pacific to introduce speedier 5G connectivity for its customers in the area, alongside maintaining its existing 4G network.
To ensure the security and resilience of critical national infrastructure, all new cell tower sites in Samoa have been developed in line with the country’s cyber security standards.
More recently, Digicel Pacific has announced a significant mobile network expansion in PNG to enhance connectivity.
The company’s recent activities across PNG’s 21 provinces and the Autonomous Region of Bougainville have seen it build 115 new mobile towers, upgrading 96 of them to 4G long-term evolution (LTE). This achieved a 20 percent increase in Digicel Pacific’s 4G LTE coverage, confirming its position as the country’s largest 4G network.
Having already brought new coverage to almost a million users, the implementation of new cell towers has been strategically balanced between the Highlands, Momase, Islands, and Southern regions of the country for fair distribution.
Digicel Pacific’s activities in PNG have so far resulted in the network serving more than 80 percent of the population, from rural areas to major urban centres.
The network expansion also encompasses Telstra’s commitment to PNG as part of its 2022 acquisition, reflecting the company’s dedication to supporting sustainable economic growth in the region.
SAFEGUARDING A DIGITAL FUTURE
According to the Global System for Mobile Communications Association (GSMA), the number of 5G connections in the Pacific Islands will reach 1.5 million by 2030, equivalent to 17 percent of total mobile connections.
As such, Digicel Pacific remains dedicated to continuing to upgrade its cell tower sites and plans to undertake 5G and fibre projects across the regions it operates in.
Elsewhere, as part of the global race to net zero, the company is developing a mechanism to measure carbon dioxide (CO2) emissions, alongside investing in solar panels to power some of its cell sites to help reduce reliance on fossil fuels and carbon emissions.
Meanwhile, Digicel Pacific is working with Telstra and other global partners to strengthen its cybersecurity capabilities and reduce the risk of unauthorised access to its network.
Alongside its broader sustainability initiatives, the company seeks to implement various actions to sustain its operational success in the future.
Firstly, it will continue to enhance the customer experience by providing exceptional services and innovative new developments. It will also endeavour to empower and support its staff to do their very best for the business.
Finally, Digicel Pacific’s ongoing commitment to corporate social responsibility (CSR), such as the activities carried out by its philanthropic arm, the Digicel Foundation, continues to empower local communities and contribute to improved livelihoods and economic development across the region.
To
round off each issue, we ask our contributing business leaders for their views on the same question
HOW DO YOU CREATE MOTIVATION FOR YOURSELF AND YOUR TEAM?
Min-Kyoung Cheong President Director, Cosmax Indonesia
“There is a phrase from an ancient Chinese classic,
“日新又日新 ”(read in Korean as “Ilshin U Ilshin”, meaning that you can renew each day and become new each day). It signifies that by learning something new every day, one can continuously transform and improve oneself.
innovation, enabling them to grow alongside the company.”
Brody
Sewell
General Manager, Cooper Fluid Systems
Alex de Andrade CEO, Grydale
“There is an element of entrepreneurial freedom to run a strategy that is flexible and dynamic enough to meet the everchanging needs of our customers. I set clear goals from the top down –understanding the pace at which the board wants the company to move and defining short-term platforms to get there with a visual roadmap.”
Jarrod Ward
“I’m proud to work for an organisation where our values of Safety First, Do the Right Thing, Work as a Team, and Be the Best at Everything We Do are at the heart of who we are. We try to empower our people to challenge themselves to be the absolute best version of who they can be. We have a proven track record of promoting from within and I am proof of that having started in an entry level sales role over 15 years ago.”
Chief Sales Officer, East and South Asia Oceania, Yusen Logistics
“We connect our team’s opportunities to the opportunities of the customers, highlighting the circle of innovation. Additionally, as more new challenges emerge, we motivate ourselves by tying our internal opportunities to our customers’ challenges.”
“I believe that the ideal organisations are those that constantly learn and innovate. In line with this belief, I try to stay curious and informed about new products, technologies, and management environments. I also strive to motivate my employees by providing opportunities for learning and Contact APAC Outlook with your story
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