Business Times Magazine | Issue 104 | July 24

BUSINESS TIMES

business-timesmedia.com July 2024

GRINDING

SOLUTIONS:

innovating mineral

processing in the

mining industry

REMEDY DRINKS

AUSTRALIA:

the brand behind the

global kombucha

revolution

PREMIER FMCG:

quality and

excellence in food

manufacturing

SUBWAY:

a story of growth

& innovation in a

land down under

GALIPO

FOODS:

the key drivers

behind their

success

MELBOURNE

WATER:

sustainability

for a resilient

future

A NEW ERA

OF FINANCIAL

INNOVATION

WITH THASUNDA BROWN DUCKETT

INTRODUCTION

INTRODUCTION

CONTRIBUTORS

MALVERN KANDEMWA

Director of Strategic Partnerships

HOWARD BARCLAY

Chief Project Director

EMILY SMITH

Senior Project Director

EDWARD KAYS

Project Director

JAMES HENNESSEY

Project Director

RECEIVE

EVERY

ISSUE

DIRECT

TO YOUR

INBOX

SUBSCRIBE

SAMUEL JOHNSON

Social Media Manager

MIKE ASHLEY

Head of Finance & Accounts

ANN QUINN

Head of Production

MICHELLE DUNCAN

Editor in Chief

TOM JENKINS

Graphic Design

EDITOR’S

FOREWORD

Welcome to the July issue of Business Times

Magazine!

As we bask in the warmth of summer, it’s a

perfect time to reflect on the transformative

power of leadership and innovation in shaping

our world. This month, we bring you a

compelling collection of stories that highlight

the visionaries and trailblazers who are driving

momentous change in their respective fields.

Our cover story delves into the inspiring journey

of Thasunda Brown Duckett, President

and CEO of TIAA. We explore how she is steering

the organisation toward greater financial

inclusion and technological innovation. Under

her leadership, TIAA is not just expanding

its services but also redefining what it means

to provide secure retirement solutions and investment

options for millions.

In this issue, we also feature an in-depth profile

of Dr Nerina Di Lorenzo, Managing Director

at Melbourne Water Corporation

Australia. Her strategic initiatives and focus

on sustainability are revolutionising water

management in the region, setting new standards

for environmental stewardship.

We turn the spotlight on Sebastian Galipo,

Founder and Managing Director of Galipo

Foods Company. From humble beginnings to a

market leader in the foodservice industry, Sebastian’s

enterprising spirit and innovative approach

have driven remarkable growth and success. His

story is a testament to the power of resilience

and vision in building a thriving business.

Our exploration of technology transformation

continues with insights into the advancements

at Grinding Solutions Ltd, led by

Chair Nick Wilshaw. We examine how innovative

technology and strategic partnerships

are integral to their success, pushing the

boundaries of innovation in the mining and

minerals industry.

In our ongoing commitment to highlight

impactful leadership, we present a detailed

look at Shane Bracken, Country Director for

Australia, and New Zealand at Subway. His

efforts in infrastructure upgrades and strategic

partnerships are ensuring that Subway

stays a favourite in the fast-food industry while

adapting to changing consumer demands.

As always, we strive to bring you stories that

not only inform but also inspire. We hope this

issue offers valuable insights and sparks innovative

ideas for your own journey. Whether

you are a seasoned professional or an aspiring

leader, there is something here for everyone.

Enjoy reading, and may this summer be a

season of growth and discovery for all of us.

If you have a business story you wish to share

in Business Times Magazine, please contact

our Head of Production via production@

business-timesmedia.com

4 BUSINESS TIMES MAGAZINE JULY 2024 BUSINESS-TIMESMEDIA.COM

5

INTRODUCTION

INTRODUCTION

CONTENTS

CONTENTS

08

TIAA THASUNDA BROWN

DUCKETT LEADS TIAA INTO A

NEW ERA OF INNOVATION

66

SUBWAY

FOOTLONG SUCCESS:

SUBWAY’S GROWTH STORY

IN A LAND DOWN UNDER

14 APPLE INC

30 YEARS IN CHINA

78

UGANDA BREWERIES LTD

FROM GRAIN TO GLASS:

EXPLORING THE BREWING

PROCESS

20

AI NEWS INCREASING

SUSTAINABILITY, EFFICIENCY

AND DECISION MAKING IN

THE AEC/O INDUSTRY

90

CCL PRODUCTS INDIA

BREWING SUCCESS IN THE

GLOBAL COFFEE MARKET

28

MELBOURNE WATER

PIONEERING SUSTAINABLE

WATER MANAGEMENT FOR A

RESILIENT FUTURE

98

GALIPO FOODS

INNOVATION AND QUALITY:

THE KEY DRIVERS OF THEIR

SUCCESS

38

CBG GUINEA EXPLORING THE

LEGACY AND INNOVATION OF

CBG IN GUINEA

106

GOLDEN BRIDGE FOODS

CRAFTING EXCELLENCE

IN GOURMET FOOD

PRODUCTION

50

GRINDING SOLUTIONS

HOW THEY’RE LEADING

THE WAY IN THE MINERAL

PROCESSING INDUSTRY

116

PREMIER FMCG

QUALITY AND EXCELLENCE

IN FOOD MANUFACTURING

58

REMEDY DRINKS

EXPLORING THE

KOMBUCHA REVOLUTION


7

LEADERSHIP

FEATURE

THASUNDA

BROWN DUCKETT

LEADING TIAA INTO A NEW ERA

OF FINANCIAL INNOVATION

AND INCLUSION

Project by: Malvern Kandemwa

Words by: Michelle Duncan

Thasunda Brown Duckett serves

as the President and Chief Executive

Officer of TIAA, a premier

provider of secure retirement and

outcome-focused investment

solutions for millions of individuals

and thousands of institutions.

She leads a company dedicated

to financial inclusion and opportunity;

values she has championed

throughout her illustrious

career. Under her leadership, TIAA

is broadening its mission beyond

higher education to encompass

all Americans saving for retirement.

Thasunda Brown Duckett, often referred

to as “T,” has

a rich professional

background

characterised

by significant

accomplishments in the financial

services industry. Before joining

TIAA in 2021, she held several key

positions, including serving as the

CEO of Chase Consumer Banking,

a division of JP Morgan. In this role,

she managed a network of over

5,000 branches, contributing to the

financial well-being of millions of

customers. Duckett is widely recognized

for her efforts to promote

financial inclusion, literacy, and empowerment,

particularly among

underserved communities.

8

BUSINESS TIMES MAGAZINE JULY 2024

9

LEADERSHIP

FEATURE

Her leadership, financial acumen,

and commitment to inclusion

have propelled her to this historic

milestone—becoming the first

woman to oversee TIAA’s $1.3 trillion

in assets under management

and only the third African American

woman to lead a Fortune 500

company full time. Duckett also

holds numerous board positions,

including NIKE, Inc., Brex Inc.,

Robert F. Kennedy Human Rights,

Sesame Workshop, the National

Medal of Honor Museum, the

Economic Club of New York, the

University of Houston Board of

Visitors, and the Dean’s Advisory

Board for Baylor University’s

Hankamer School of Business.

Additionally, she is a member of

the Executive Leadership Council

CEO Advisory Board, Delta Sigma

Theta Sorority, Inc., and Jack and

Jill of America, Inc. Furthermore,

Duckett has been appointed to

the President’s Board of Advisors

on Historically Black Colleges and

Universities (HBCUs), the Executive

Committee of The Business

Council, and the Committee for

Economic Development. She also

serves on the board of the Business

Roundtable.

TIAA WAS FOUNDED IN 1918

BY ANDREW CARNEGIE,

ORIGINALLY ESTABLISHED

AS THE TEACHERS

INSURANCE AND ANNUITY

ASSOCIATION OF AMERICA

TIAA was founded in 1918 by

Andrew Carnegie, originally established

as the Teachers Insurance

and Annuity Association

of America-College Retirement

Equities Fund, is a prominent

financial services organisation

dedicated to providing secure

retirement solutions and investment

options for individuals and

institutions. Initially focused on

the academic sector, TIAA’s mission

was to ensure that educators

could retire with financial

security. This mission resonated

deeply within the academic

community, leading to steady

growth and an expanding client

base. With a history spanning

over a century, TIAA has grown

to become a leading provider of

financial products and services,

renowned for its commitment

to financial inclusion, innovation,

and sustainability.

In the mid-20th century, TIAA introduced

the College Retirement

Equities Fund (CREF), the first

variable annuity. This innovation

allowed TIAA to offer participants

the opportunity to invest in equities,

thereby potentially increasing

their retirement savings. Over the

decades, TIAA expanded its services

to include a broader range of

financial products and solutions,

addressing the diverse needs of

its clients. Under Duckett’s leadership,

TIAA has intensified its focus

on financial wellness and inclusion.

They launched numerous

educational programs and outreach

initiatives to improve financial

literacy among its clients.

These programs aim to equip

10 BUSINESS TIMES MAGAZINE JULY 2024

BUSINESS-TIMESMEDIA.COM

11

LEADERSHIP

FEATURE

individuals with the knowledge

and tools needed to make sound

financial decisions. The organisation

continues to develop innovative

financial products that cater

to the evolving needs of its diverse

client base. This includes introducing

new retirement planning tools

and investment options that provide

greater flexibility and security.

Duckett has spearheaded TIAA’s

efforts to leverage technology for

improved client experiences and

operational efficiency. The development

of user-friendly digital

platforms that provide clients

with easy access to their accounts,

financial planning tools, and educational

resources. These platforms

are designed to enhance

client engagement and streamline

service delivery. The use of

advanced data analytics to gain

insights into client behaviours and

preferences. This enables TIAA to

offer more personalised and effective

financial advice and services.

Moreso, integration of automation

and artificial intelligence (AI) into

its operations to improve efficiency,

reduce costs, and enhance the

accuracy of its financial services.

TIAA has undertaken significant

infrastructure upgrades to support

its growth and enhance

service delivery. This includes

upgrading IT infrastructure to improve

system reliability, security,

and performance. This ensures

that TIAA can efficiently manage

the increasing volume of transactions

and client interactions. The

company has established strategic

partnerships with technology

companies to develop innovative

solutions that enhance client experiences

and operational efficiency.

This includes the integration

of innovative fintech solutions

into TIAA’s service offerings.

TIAA, under the leadership of

Thasunda Brown Duckett, continues

to uphold its mission of financial

inclusion and opportunity

while adapting to the evolving

needs of its clients. With a robust

portfolio of retirement, investment,

banking, and insurance

services, TIAA serves a diverse clientele

across various sectors. The

organisation’s commitment to innovation,

technology transformation,

and sustainability positions it

for long-term success and growth.

Through strategic partnerships

and a focus on financial wellness,

TIAA remains a trusted partner for

millions of individuals and institutions

striving for financial security

and prosperity.

FIND OUT MORE

ABOUT TIAA

TIAA.ORG

12 BUSINESS TIMES MAGAZINE JULY 2024 BUSINESS-TIMESMEDIA.COM 13

TECH

FEATURE

APPLE INC:

30

YEARS

IN CHINA

Apple Inc. has long been a symbol

of innovation, technological

advancement, and global business

acumen. Over the past three

decades, Apple’s journey in China

has been one of remarkable

growth, strategic manoeuvring,

and significant impact on both

the company and the country.

Apple’s entry into China dates to

the early 1990s, a time when the

Chinese market was just beginning

to open to foreign companies.

Initially, Apple’s presence

was modest, with the company

setting up a few sales offices to

distribute its products. However,

the early years were marked by


challenges, including a lack of

brand recognition, competition

from local and other international

brands, and limited infrastructure.

Total business and sales of

the App Store ecosystem in China

will reach nearly 4 trillion yuan

($570 billion) in 2022 alone, according

to a study by economists

at Analysis Group. Between 2019

and 2022, the size of China’s App

Store ecosystem has doubled,

and the revenue of small developers

has increased by 59% between

2020 and 2022. In addition,

23% of new developers and entrepreneurs

joining the App Store in

2022 will come from China.




15

TECH

FEATURE

STRATEGIC

MANUFACTURING

PARTNERSHIPS

A turning point for Apple in China

came with its strategic decision to

shift manufacturing operations to

the region. In the early 2000s, Apple

partnered with Foxconn, a Taiwanese

multinational electronics

contract manufacturer with extensive

operations in China. This

partnership allowed Apple to use

Foxconn’s manufacturing ability

and China’s large, skilled labour

force to scale production rapidly.

Foxconn’s factories in cities like

Shenzhen became the epicentre

of Apple’s production, assembling

millions of devices such as

iPhones, iPads, and MacBooks.

This move not only drastically

reduced production costs but

also enabled Apple to meet the

growing global demand for its

products. The efficiencies gained

through these manufacturing

partnerships were instrumental

in Apple’s rise to become one of

the world’s most valuable companies.

As Apple solidified its manufacturing

base, the company began

to focus on expanding its market

presence in China. In 2008, Apple

opened its first retail store in Beijing,

marking the start of a significant

retail expansion. The sleek

design and customer-centric

approach of Apple stores quickly

resonated with Chinese consumers,

creating a strong brand presence.

The launch of the iPhone in China

in 2009 was a notable change.

The iPhone’s innovative features

and premium branding appealed

to the burgeoning middle class

and tech-savvy youth, propelling

Apple to new heights in the Chinese

market. Next models saw

unprecedented demand, making

China one of Apple’s largest and

most important markets.

NAVIGATING

REGULATORY AND

COMPETITIVE

LANDSCAPES

China’s regulatory environment

has been a complex terrain for

Apple to navigate. The Chinese

government imposes strict regulations

on foreign businesses, especially

in technology and communications.

Apple had to ensure

compliance with local laws related

to data storage, privacy, and cybersecurity,

which often required

modifications to its products and

services.

Moreover, Apple faced intense

competition from local smartphone

manufacturers like Huawei,

Xiaomi, and Oppo. These

companies offered high-quality

devices at lower prices, challenging

Apple’s market share. To stay

competitive, Apple invested in

localization efforts, adapting its

marketing strategies and product

offerings to cater to Chinese consumers’

preferences.

INNOVATION AND R&D

INVESTMENTS

Apple recognized the importance

of innovation to keep its competitive

edge. The company set up

multiple research and development

(R&D) centres in China, focusing

on areas such as artificial

intelligence, machine learning,

and hardware engineering. These

R&D centres not only contributed

to product innovation but also

fostered collaboration with local

universities and research institutions.

In 2016, Apple announced a

$1 billion investment in Didi Chuxing,

China’s largest ride-hailing

service. This investment was strategic,

aimed at gaining insights

into the Chinese transportation

market and exploring future opportunities

in autonomous driving

and mobility services.

ECONOMIC AND

SOCIAL IMPACT

Apple’s operations in China have

had a profound economic impact.

The company’s extensive

supply chain and manufacturing

16



17

TECH

FEATURE

activities have created millions of

jobs, contributing significantly to

local economies. Foxconn’s factories,

for instance, employ hundreds

of thousands of workers,

many of whom have benefited

from the economic opportunities

provided by Apple’s demand

for skilled labour. Apple has also

made substantial investments

in corporate social responsibility

(CSR) initiatives in China. The

company has focused on improving

labour conditions, promoting

environmental sustainability, and

supporting education and community

development programs.

Apple’s commitment to using

renewable energy in its supply

chain and reducing its carbon

footprint aligns with China’s

broader environmental goals.

CHALLENGES AND

CONTROVERSIES

Despite its successes, Apple’s journey

in China has not been without

challenges and controversies.

Labor practices at Foxconn and

other suppliers have come under

scrutiny, with reports of poor working

conditions, excessive working

hours, and worker suicides. In response,

Apple implemented rigorous

supplier responsibility programs,

including audits, worker

training, and improvements in labour

standards. Intellectual property

(IP) protection has been another

critical issue. Apple has faced

many legal battles over patent infringements

and counterfeit products

in China. The company’s efforts

to protect its IP have involved

close cooperation with Chinese

authorities and continuous legal

actions against infringers.

FUTURE OUTLOOK

As Apple looks to the future, China

will continue to play a pivotal

role in its global strategy. The Chinese

market is one of the largest

for Apple products, and the company’s

investments in local innovation

and partnerships are likely

to deepen. However, Apple will

need to navigate ongoing geopolitical

tensions between the United

States and China, which could

affect its operations and market

access. Emerging technologies

such as 5G, artificial intelligence,

and augmented reality present

new opportunities for Apple in

China. The company’s ability to

innovate and adapt to changing

consumer preferences will be

crucial in keeping its leadership

position. Additionally, Apple’s

commitment to sustainability

and social responsibility will continue

to be vital in aligning with

China’s development goals and

regulatory requirements.

FIND OUT MORE

ABOUT APPLE

APPLE.COM

18



19

TECH

FEATURE

AI’S USE IN THE

AEC/O INDUSTRY

HAS THE POTENTIAL

TO INCREASE

SUSTAINABILITY,

EFFICIENCY, AND

DECISION-MAKING,

SAYS NEMETSCHEK

GROUP



20



21

TECH

FEATURE

AI INNOVATION

From ChatGPT to the realm of

robotics, AI appears to be everywhere.

In the time-honoured tradition

that follows the introduction of

any new major technological leap

– from the printing press back in

the 15th century, right up to the democratisation

of the internet – conversations

on the topic swing from

the benefits AI will deliver to concerns

over the risks that it poses. As

we have also seen in the past, once

the dust has settled, AI will find its

niche, whether it’s noticeable at

the front end or hidden away at

the back end of the services and

technologies that we use in the

future. There’s no doubt that bad

actors will use AI to their advantage,

but events like the AI Safety

Summit hosted in the UK last November

will unite governments

and the technology industry in a

joint mission to create guardrails

to ensure that, where possible, AI is

used to benefit society, rather than

compromise it.

OPPORTUNITIES FOR

AI IN THE AEC/O

INDUSTRY

Even at this early stage of AI’s evolution,

there’s no doubt that the

AEC/O industry should be excited

about the opportunities that AI

presents. The technology has a role

to play in helping the industry cut

its carbon emissions and raw material

waste through the implement

of better ways of designing and

constructing buildings. The good

news is that AI – tailored for the

construction sector – already exists,

although its usage remains somewhat

discreet. While it is less tangible

and visible than in architecture

or interior design, AI nonetheless

represents a significant innovation

for the construction industry;

and, as the technology evolves and

finds more applications where it

can add value to our profession, it

will become an invaluable part of

our essential toolkit.

It is important that we are receptive

to AI, despite any initial reservations

or concerns we may have.

Solutions supplemented with AI

will emerge as formidable allies in

addressing the crucial challenges

the industry faces. They will be essential

in redefining our standards

of efficiency, especially in meeting

the challenges of ecological transition,

precision and profitability

throughout project lifecycles.

Those are all commendable ambitions,

and AI can help the industry

meet them.

22



23

TECH

FEATURE

PLANNING AND

DESIGN: NAVIGATING

FLUIDLY THROUGH

COMPLEX DATA

TO FACILITATE

DECISION-MAKING

WHILE BOOSTING

PRODUCTIVITY

Although the industry is still in the

midst of a digital transition, data

already plays an essential role. In

fact, data processing – automated

through AI-integrated tools – can

revolutionise the planning and

design phases of construction

projects. Aggregating information

from multiple sources and stakeholders

(architects, urban planners,

project managers, etc) – which is

always complex and prone to error

or confusion – becomes smoother

when supplemented with AI.

Furthermore, the digital model

derived from Building Information

Modelling (BIM) becomes more

precise and detailed, reducing reliance

on numerous – and sometimes

very specific – third-party

solutions. AI also intervenes to provide

more accuracy by analysing

data history heterogeneously and

in real-time, thus avoiding manual

inaccuracies. As a result, AI ensures

the integrity of initial design models

while establishing a mechanism

for continuous improvement.

Such an approach significantly

reduces the costly and time-consuming

risks associated with human

error.

Another major asset for the sector

is the contextual analysis that AI

can provide professionals. It leads

to the overall design of a building,

considering environmental factors

such as local climate models. Those

insights guide professionals in

making proactive decisions when

anticipating future challenges.

CONSTRUCTION

AND RENOVATION:

ENHANCING QUALITY

AND TACKLING

LOGISTICS

AI facilitates real-time monitoring

of construction progress by

measuring it against the planned

schedule. This approach immediately

identifies programming issues

or potential delays, enabling

offsite managers to make informed

decisions to meet deadlines.

During renovation and modernisation

processes, AI offers intelligent

simulations, reducing the time and

costs associated with these projects,

even for older buildings.

While traditional buildings may

lack complete historical data, AI

has the capability to leverage 3D

scanning and panoramic technologies

to create new BIM models.

This digitisation process modernises

older structures to align with

current design and sustainability

standards.

24



25

TECH

FEATURE

OPERATIONS: ADVANCING

DATA-DRIVEN MANAGEMENT

AND SUSTAINABLE

PRACTICES THROUGH AI

AI will become an essential complement

to the digital twin. It can already predict

maintenance needs and automate malfunction

detection through IoT sensors.

This enables remote inspections and

lifecycle analyses, increasing a building’s

efficiency while reducing operating

costs. Perhaps more importantly, AI’s

use in digital twins is pertinent in an era

where sustainability is paramount, as AI

algorithms can analyse real-time data

from IoT sensors to identify inefficiencies

in energy use.

BUILDING THE FUTURE

WITH AI

AI has quickly become a powerful tool enhancing

planning, design, construction

and operation capabilities. It becomes

the cornerstone of intelligent data-driven

decision-making, which is essential for an

industry aiming for innovation, sustainability

and operational excellence. With so

much focus on the environment – from

governments, corporates and consumers

alike – and the AEC/O industry under immense

pressure to address the damage it

does to the environment, it’s imperative

that it embraces technology like AI to become

an even more responsible corporate

citizen.

It can also facilitate the smart search

of structured and unstructured data.

Therefore, AI-enhanced digital twins

can also optimise other operational aspects

– like space utilisation and occupant

comfort – analysing patterns and

environmental variables to create an

optimal work environment. In this context,

AI transforms the renovation and

retrofitting process by enabling intelligent

simulations that generate multiple

design possibilities in seconds.

Whether the objective is sustainability

or optimised lighting, AI-based models

can visualise various scenarios, reducing

both the time and cost associated

with these projects. The rapid advancements

in AI are undeniably catalysing a

transformative shift across the AEC/O industry.

When used in conjunction with

digital twins, AI is a powerful tool that

enhances capabilities across planning,

design, construction and operations. By

way of practical example, a user can take

a photo of a part of a building or an asset

and search across the whole dataset for

information relevant to the area they are

interested in.

26



27

RESOURCES

FEATURE

MELBOURNE

WATER

28



29

RESOURCES

FEATURE

MELBOURNE WATER:

PIONEERING

SUSTAINABLE WATER

MANAGEMENT FOR A

RESILIENT FUTURE

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Melbourne Water has a long and

storied history dating back to the

mid-19th century. Established to

manage Melbourne’s water supply

and sewerage systems, the organisation

has evolved to address

the growing and changing needs

of the city and its surrounding

regions. Over the decades, Melbourne

Water has expanded

its scope to include stormwater

management, flood protection,

and the ecological health of waterways.

Its vision is to enhance

life and liveability by providing

world-class water services and

managing the natural water environment

sustainably. The mission

is to manage water resources

in a way that balances social,

economic, and environmental

outcomes for the benefit of the

community.

Dr Nerina Di Lorenzo is the Managing

Director of Melbourne

Water Corporation. She leads

Melbourne Water’s vision of enhancing

life and liveability for the

greater Melbourne region, encompassing

the provision of water

supply, sewerage, drainage,

waterway health and catchment

management services. Prior to

her appointment in 2021, she was

the Executive General Manager of

Service Delivery at Melbourne Water.

Dr Di Lorenzo has over 21 years

of experience in senior leadership

roles, including as CEO of Moreland

City Council for five years. She

brings a strong focus on delivering

strategy and performance improvement

focussed on customer

and stakeholder outcomes, along

with extensive experience in Asset

Management, Infrastructure

Operations, Project Delivery and

Business Improvement.

Melbourne Water is responsible

for managing and protecting

the city’s major water resources,

providing essential services such

as water supply, sewerage, drainage,

and waterways management.

Under Dr Lorenzo leadership,

Melbourne Water has made

significant advancements in sustainable

water management, infrastructure

development, and

community engagement. Her

leadership style is characterised

by a commitment to innovation,

strategic planning, and stakeholder

collaboration.



31

RESOURCES

INFRASTRUCTURE

UPGRADES

Infrastructure upgrades are a fundamental

aspect of Melbourne

Water’s strategic initiatives to enhance

operational effectiveness,

improve service delivery, and ensure

the long-term reliability of

water and sewage systems. The

authority invests in upgrading

treatment plants, pipeline networks,

pump stations, and flood

mitigation infrastructure to maintain

infrastructure resilience and

meet the increasing demands of

a growing population.

Melbourne Water’s recent completion

of an innovative upgrade

at the Western Treatment Plant

marks a significant milestone in

the authority’s commitment to

environmental sustainability and

operational excellence. The Western

Treatment Plant, located in

Werribee, plays a crucial role in

treating sewage and wastewater

to protect public health and the

environment. The completion of

this upgrade project underscores

Melbourne Water’s dedication to

enhancing treatment processes,

reducing environmental impact,

and embracing innovative solutions

to meet the evolving demands

of its operations.

Quality Site Welding is a one stop shop when it comes

to manufacturing and installation. QSW has the capacity

to manufacture and install piping, process equipment,

materials handling equipment, Access platforms, walkways

and structural steel and services customers in the Water,

Waste Water, Quarry and Mining Industries.

Quality Site Welding pride ourselves on being the

engineering solution specialists for all mechanical, piping,

structural and installation requirements. Challenge Us!

The upgrade at the Western Treatment

Plant introduces innovative

technologies and processes that

aim to improve treatment efficiency,

increase ability, and enhance

environmental outcomes. By implementing

innovative solutions, (03) 5623 1393

qualitysitewelding.com.au


RESOURCES

FEATURE

Melbourne Water reinforces its position

as a leader in sustainable water

management practices and underscores

its commitment to delivering

high-quality water services while minimising

its ecological footprint.

MELBOURNE WATER

REINFORCES ITS

POSITION AS A LEADER IN

SUSTAINABLE WATER...

The new Nutrient Removal Plant

at the Western Treatment Plant

in Werribee will provide an extra

140ML of treated water per day

which is equivalent to 56 Olympic-sized

swimming pools. While

the Western Treatment Plant has

two existing nutrient removal plants

- this new addition is more energy

efficient and built with the latest

advanced monitoring and controls.

The added capacity will support

Melbourne Water in meeting the

needs of Melbourne’s expanding

population, now and into the future,

ensuring that Melbourne continues

to be one of the world’s most

liveable cities. The completion of

this upgrade at the Western Treatment

Plant is a significant achievement

for Melbourne Water, reflecting

the authority’s ongoing efforts

to invest in modern infrastructure,

adopt innovative technologies, and

ensure the long-term resilience of

its operations. This innovative upgrade

not only helps the plant’s

operational efficiency but also contributes

to broader environmental

sustainability goals and the protection

of natural ecosystems in the

Melbourne region.

Across all its operations Melbourne

Water places a strong emphasis

on safety across all its operations

to ensure the well-being of its employees,

contractors, and the community.

The authority recognizes

that maintaining a safe working

environment is essential for operational

effectiveness, public

trust, and regulatory compliance.

Recent interventions to improve

safety protocols have included

on-going comprehensive training,

conducting rigorous risk assessments,

promoting incident reporting,

implementing safety procedures,

ensuring proper use of

PPE, and maintaining emergency

preparedness. By ingraining a culture

of safety, Melbourne Water

continues to uphold the highest

safety standards in all aspects of

its operations.

TECHNOLOGY

TRANSFORMATION

Embracing technology transformation

is a key strategic priority for

Melbourne Water as the authority

looks to use advancements in digital

solutions, data analytics, automation,

and smart infrastructure

to enhance operational efficiency,

resource optimization, and customer

service. Technology plays

a crucial role in improving decision-making

processes, checking

water quality, predicting system

performance, and responding proactively

to potential risks and challenges.

Furthermore, embracing

smart infrastructure technologies,

such as Internet of Things (IoT)

sensors and real-time monitoring

systems, enables Melbourne

Water to collect and analyse data

from its assets in real time. This data-driven

approach enhances asset

maintenance, reduces downtime,

and improves overall system

performance, leading to cost savings

and operational efficiencies.

Incorporating remote monitoring

capabilities allows Melbourne

Water to remotely check critical

infrastructure, detect anomalies,

and preemptively address issues

before they escalate. By remotely

monitoring water systems, treatment

plants, and distribution networks,

the authority can ensure

reliability, optimise processes, and

minimise risks associated with

system failures. With increased

reliance on digital technologies,

cybersecurity has become a critical

aspect of Melbourne Water’s

operations. Robust cybersecurity

measures are in place to protect

the infrastructure and data from

cyber threats, ensuring the integrity

and reliability of water services.

Furthermore, Melbourne Water

has undertaken extensive process

optimization initiatives to streamline

operations and reduce costs.

Key areas of focus include lean

management principles to eliminate

waste and improve process

efficiency across all operations.

Also, workflow automation by automating

routine tasks and workflows

using digital tools, freeing

up staff to focus on more strategic

activities. Establishing clear performance

metrics and key performance

indicators (KPIs) has been

crucial in monitoring and improving

operational performance.

Regular performance reviews and

data-driven insights help in identifying

areas for improvement and

ensuring accountability.

BY REMOTELY MONITORING

WATER SYSTEMS,

TREATMENT PLANTS, AND

DISTRIBUTION NETWORKS,

THE AUTHORITY CAN

ENSURE RELIABILITY,

OPTIMISE PROCESSES

AND MINIMISE RISKS

ASSOCIATED WITH SYSTEM

FAILURES.

34



35

RESOURCES

FEATURE

FIND OUT MORE ABOUT

MELBOURNE WATER

MELBOURNEWATER.

COM.AU

PUBLIC-PRIVATE

PARTNERSHIPS (PPPS)

Strategic partnerships have been a

cornerstone of Melbourne Water’s

success, playing a pivotal role in enhancing

its capabilities, expanding

its service reach, and promoting

innovation. Under the leadership

of Dr Lorenzo, Melbourne Water

has forged many strategic alliances

with public and private entities,

government bodies, research institutions,

and community organisations.

These partnerships are

integral to the company’s operations,

infrastructure development,

and overall strategic objectives.

Public-Private Partnerships (PPPs)

have been crucial in funding and

implementing large-scale infrastructure

projects. These partnerships

combine the strengths and

resources of both public and private

sectors, leading to efficient

project delivery and innovation.

These partnerships bring together

the expertise and resources of

both public and private sectors to:

Treatment Plant Upgrades:

Fund and implement large-scale

infrastructure projects, such as

new treatment plants and pipeline

expansions. Melbourne Water

has collaborated with private

sector companies to upgrade

and expand treatment plants,

such as the Eastern Treatment

Plant and Western Treatment

Plant. These upgrades have increased

capacity, improved water

quality, and introduced advanced

technologies for more efficient

operations.

Pipeline Projects:

PPPs have enabled the construction

and maintenance of

extensive pipeline networks, ensuring

a reliable and efficient

water supply system. These projects

often involve innovative

construction techniques and

materials, reducing costs and

enhancing durability.

Technology Integration:

Partnerships with technology

firms, research institutions, and

industry bodies have driven technological

advancements and innovation.

These collaborations

have introduced innovative solutions

that improve efficiency, reduce

environmental impact, and

enhance service delivery.

Strategic partnerships are integral

to Melbourne Water’s success,

providing the foundation for its

operational excellence, innovation,

and sustainability efforts. Under

Dr Nerina Lorenzo’s leadership,

Melbourne Water has effectively

leveraged these partnerships to

enhance its capabilities, secure

funding, and drive technological

advancements. By continuing to

build and nurture strategic alliances,

Melbourne Water is well-positioned

to address future challenges,

seize growth opportunities, and

achieve its vision of enhancing life

and liveability through sustainable

water management.


37

RESOURCES

FEATURE

COMPAGNIE

DES BAUXITES

DE GUINEÉ

38



39

RESOURCES

FEATURE

EXPLORING THE

LEGACY AND

INNOVATION OF

COMPAGNIE DES

BAUXITES DE

GUINEÉ IN GUINEA

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Guinea is a small West African

country that holds the world’s

largest reserves of bauxite, the raw

material for aluminium production.

Bauxite is a vital resource for

the global economy, as aluminium

is most used in various industries

ranging from transportation and

construction to packaging and

electronics. However, for a long

time, Guinea has been exporting

its bauxite in its raw form, without

adding much value to it locally.

This has limited the benefits of the

mining sector for the country’s development

and diversification.

This situation is changing under

the leadership of Souleymane

Traore, the CEO of Compagnie

des Bauxites de Guinee (CBG),

the largest bauxite producer

and exporter in Guinea. Traore,

who took over the helm of CBG

in 2017, has a vision to transform

the company and the industry

into a more sustainable, responsible,

and profitable one. He has

ONE OF THE KEY PROJECTS

THAT TRAORE HAS

SPEARHEADED IS THE

EXPANSION OF CBG’S

PRODUCTION CAPACITY

FROM 15M TONS PER YEAR

TO 18.5M TONS PER YEAR.

initiated several projects and initiatives

to modernise CBG’s operations,

improve its infrastructure,

optimise its supply chain,

and support local communities

and the environment.

Under the astute leadership of

CEO Souleymane Traore, CBG

has not only revolutionised the

landscape of mining operations

but also upheld a commitment

to technological transformation,

improved infrastructure,

responsible procurement, and

efficient supply chain management.

One of the key projects

that Traore has spearheaded is

the expansion of CBG’s production

capacity from 15 million tons

per year to 18.5 million tons per

year. The project completed in



41

RESOURCES

FEATURE

2021, involved upgrading CBG’s

mining equipment, railway network,

port facilities and processing

plant. The expansion has

increased CBG’s efficiency, productivity,

and competitiveness in

the global market, as well as its

contribution to Guinea’s revenue

and employment.

Another project that Traore has

championed is the development

of a local alumina refinery

in partnership with the Guinean

government and other stakeholders.

Alumina is the intermediate

product obtained from

bauxite after refining it. It then

smelted into aluminium metal.

By building an alumina refinery

in Guinea, CBG aims to add more

value to its bauxite locally, create

more jobs and skills, and reduce

its dependence on foreign markets.

The refinery project is currently

in the feasibility stage and

expected to have a capacity of 1.5

million tons per year.

Traore is also committed to making

CBG a more responsible

and sustainable company that

respects the highest standards

of health, safety, environmental

and social performance. He

has implemented several policies

and programs to ensure

that CBG operates in harmony

with its stakeholders, especially

the local communities affected

by its activities. For instance,

he has launched a community

development fund that invests

in various projects such as education,

health, water, sanitation,

and agriculture. He has also supported

the creation and training

of micro-enterprises that provide

goods and services to CBG and

other customers. Moreover, he

has promoted the preservation

of biodiversity and ecosystem

services by initiating a reforestation

campaign that aims to plant

one million trees by 2025.



43

FEATURE

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Aderco's innovative solutions reduce CO2

emissions and fuel consumption, driving

sustainability for a cleaner tomorrow.

TECHNOLOGY

TRANSFORMATION

AND ENHANCED

PERFORMANCE IN CBG

MINING OPERATIONS

In the contemporary mining

landscape, the integration of

technology has emerged as a

pivotal driver of operational excellence

and improved performance.

Compagnie des Bauxites

de Guinée (CBG), guided by its visionary

leadership, has harnessed

the power of technology to transform

its mining operations, resulting

in heightened efficiency,

safety, and sustainability.

CBG’s journey towards technology

transformation is a testament

to its commitment to staying

ahead of the curve. Under the

strategic guidance of its leadership,

the company has embraced

a diverse array of technological

innovations, reshaping the way

mining operations are conducted.

The integration of innovative

tools and systems has streamlined

processes, enhanced data

analytics, and fostered a culture

of continuous improvement.

Technology has significantly elevated

safety standards within

CBG’s mining operations. The

implementation of advanced

sensors, wearables, and monitoring

systems has enabled real-time

tracking of employee

activities and environmental

conditions. This initiative-taking

approach to safety minimises

risks, reduces accidents, and ensures

the well-being of the workforce.

In an industry known for its

inherent hazards, CBG’s technology-driven

safety measures set a

new benchmark for responsible

mining practices.

Automation is another cornerstone

of CBG’s technology transformation.

Through the deployment

of autonomous machinery

and equipment, the company

has not only boosted operational

efficiency but also reduced reliance

on manual labour in potentially

hazardous environments.

Automated processes ensure

consistent and precise execution,

leading to improved productivity

and resource utilisation. This

streamlined approach minimises

downtime, increases throughput,

and optimises overall output.

These are some of the ways that

CBG has leveraged technology

transformation to improve its performance

and achieve its vision of

becoming a more modern, efficient,

and responsible company

that delivers value not only to its

shareholders, but also to its employees,

customers, partners, and

communities.

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At the core of CBG’s technology

transformation is the utilisation of

data analytics. Through real-time

data collection and analysis, the

company gains invaluable insights

into various aspects of its operations.

These insights enable CBG

to make informed decisions, optimise

production processes, and

identify areas for enhancement.

From predicting equipment maintenance

needs to forecasting resource

requirements, data analytics

empower CBG to operate with

precision and foresight.


45

RESOURCES

FEATURE

SUSTAINABILITY AS A

DRIVING FORCE

CBG’s technology transformation

aligns seamlessly with its commitment

to sustainability. By embracing

energy-efficient technologies

and minimising resource

wastage, the company reduces

its environmental footprint. The

integration of technology allows

CBG to track energy consumption,

monitor emissions, and implement

eco-friendly practices

throughout its operations. This

sustainable approach not only

resonates with global environmental

concerns but also enhances

the company’s social responsibility.

CBG aims to “minimise the environmental

impact of our activities,

respect human rights, support local

communities and contribute

to social and economic development.”

Some of the sustainability

initiatives that CBG has been implementing

a Biodiversity Action

Plan to protect and restore the

natural habitats affected by mining

activities. CBG has partnered

with local and international organisations

to monitor the biodiversity

status and implement conservation

measures. Developing a

Water Management Plan to optimise

the use of water resources

and reduce the potential impacts

on water quality and availability.

CBG has installed water metres,

improved water treatment facilities,

reduced water consumption

and increased water recycling.

Adopting a Climate Change Strategy

to reduce greenhouse gas

emissions and enhance resilience

to climate change impacts. CBG

has invested in energy efficiency

projects, renewable energy sources,

carbon offsetting programmes

and climate risk assessments

and promoting a Social Licence

to Operate by engaging with

stakeholders, respecting human

rights, supporting local communities,

and creating shared value.

CBG has established a grievance

mechanism, conducted social

impact assessments, supported

local development projects, and

provided employment and training

opportunities.

46



47

RESOURCES

FEATURE

CONTINUOUS

IMPROVEMENT

CULTURE

CBG’s technology transformation

embodies a culture of continuous

improvement with the

leadership’s forward-thinking approach

encouraging innovation

and the exploration of emerging

technologies. By fostering an environment

where employees are

empowered to propose and implement

tech-driven solutions,

CBG remains at the forefront of

industry advancements.

Compagnie des Bauxites de

Guinée’s journey of technology

transformation within its mining

operations and its leadership

serves as an inspiring case study

for the mining industry at large.

The company’s embrace of data

analytics, automation, and safety

measures driven by technology

has not only improved operational

efficiency but has also elevated

safety standards and sustainability

practices. CBG’s approach

exemplifies the potential of technology

to revolutionise traditional

industries, demonstrating

that harnessing innovation can

lead to enhanced performance,

responsible resource management,

and a brighter future for

both the company and the world.

FIND OUT MORE ABOUT

CBG

CBG-GUINEE.COM

48 BUSINESS TIMES MAGAZINE


49

RESOURCES

FEATURE

GRINDING

SOLUTIONS

50



51

RESOURCES

FEATURE

Nick Wilshaw (right),

Chairman, Grinding

Solutions Limited.

INNOVATING

MINERAL

PROCESSING

HOW GRINDING SOLUTIONS

LIMITED IS LEADING THE WAY.

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Grinding Solutions Ltd is an innovative

and consultative company

specialising in mineral liberation

and separation working with clients

across the world covering

metalliferous, coal, industrial minerals,

environmental and recycling

industries. GSL operates internationally

offering smart and innovative

solutions to the metalliferous,

industrial minerals, oil field, environmental

and recycling industries.

Established over 20 years ago and

having grown year on year, GSL has

expanded its facilities and services

to a 1500 m² lab for its bench to pilot

scale work and a comprehensive

range of consultancy and metallurgical

testing services, including an

assay lab facility with the latest analytical

equipment.

The services range from bench

to pilot scale testing, which cover

scoping studies through PEA, PFS

through to DFS as well as on site

plant optimization. Where standard

metallurgical test work is not

able to achieve the necessary outcome,

they collaborate closely with

clients to help develop other innovative

solutions.

Nick Wilshaw, the Chair of Grinding

Solutions Ltd, has been a pivotal

figure in the mineral processing

industry, steering the company

towards significant growth and innovation.

His leadership and vision

have not only expanded the company’s

service offerings but also

enhanced its reputation as a global

leader in mineral processing consultancy

and laboratory services.

Nick has over 30 years’ experience

in the global minerals industry,

graduating from the Camborne

School of Mines with a BSc in Mineral

Processing and an MSc in Mineral

Processing from Queens University,

Canada. Nick’s professional career

spans all areas of industrial & metalliferous

minerals processing and

oil field related minerals and applications.

Nick setup GSL in 2002 and

under his leadership the company

has grown from fine and ultrafine

grinding specialists to the comprehensive

mineral processing testing

and consulting service it is today.

52



53

RESOURCES

FEATURE

CAPABILITIES

GSL is an expanding outward looking

company constantly investing

to improve its metallurgical and

mineral processing services and

capabilities for its clients.

“We work globally over a range of

commodities from coal to gold,

including base and precious

metals, battery, and industrial

minerals. Our services cover the

whole mine value chain from

scoping through PEA to PFS

and DFS’’. These include initial

desktop studies through bench

scale testing to large and full pilot

scale test programs for plant

verification and sample generation.

These are supported by a full

range of consultancy and analytical

services. Consulting services

cover technical advice, conceptual

flowsheet design, plant auditing,

troubleshooting and due

diligence.

Their clients range from early

exploration to junior mining

and large operating corporate

companies, industry financiers

and investors as well as mining

consultancies and engineering

houses. Our aim is to help our clients

to drive down costs, increase

their grades and recoveries with

the aim to improve their environmental

credentials.

Alongside the consultancy and

standard bench and pilot scale

testing capabilities, they also offer

bespoke and innovative approaches

for complex projects

and collaborate with their clients

to ensure project outlines are flexible

and the outcomes produce

opportunities and add value.

‘’When necessary, we are pleased

to collaborate with external companies

to support our clients in

areas requiring specific expertise.

We always aim to provide our clients

with intelligent, sustainable,

and environmentally acceptable

solutions to help them meet their

ESG requirements.’’

Mining

Consultants

& Mineral

Analysts

The firm comprises highly qualified and

experienced professionals who are guided

by the Company principles of Integrity,

Competence and Independence. Consisting

of experienced full-time consultants,

supported by a team of highly skilled

independent associates located worldwide,

the Micon group offers bespoke teams of

professionals to support its clients in a range

of commodities, skills and languages.

Geology

Mining

Engineering

Process

Engineering

Mineral

Economics &

Market Analysis

Environment

and Social

Contact Us

micon-international.com

Toronto, Canada

+1 416 362 5135

Norwich, UK

+44 1603 501 501

Micon recently

combined with

Halyard Inc, a

provider of Mineral

Processing & Project

Delivery services.


55

RESOURCES

FEATURE

By integrating technology into

its processes, GSL has been able

to offer innovative solutions that

drive value for its clients while

reducing environmental impact

and operational costs. Nick’s vision

for technology transformation

has positioned the company

as a forward-thinking and adaptive

organisation that is wellequipped

to meet the challenges

of a rapidly evolving industry

landscape.

Nick’s strategic leadership and

vision have been instrumental in

shaping Grinding Solutions Ltd

into a reputable and innovative

player in the mining and mineral

processing sector. Through a

focus on operational excellence,

infrastructure upgrades, strategic

partnerships, and technology

transformation, Nick has

positioned the company for continued

success and growth in a

competitive market environment.

As Grinding Solutions Ltd continues

to set industry standards, delivering

high-quality services and

innovative solutions to its clients

worldwide.

GSL also offers marketing consultancy

in industrial mineral products

where end product application

performance is critical. Their

understanding of mineral attributes

and end product requirements

has enabled the company

to place clients’ products into

unique and niche market applications.

Market studies, including

assessments of regional product

values, are tailored to customer

specific requirements and global

locations. GLS’s well equipped

laboratory allows for verification

and testing to be incorporated

into mineral product assessment

for marketing purposes. The company

has extensive experience in

the research, development and

marketing of commodity and

novel mineral products.

Furthermore, GSL offers mineral

processing design solutions that

can be applied during flowsheet

development and new plant design

as well as to the design of

expansions for existing plants.

Technical knowledge and expertise

gained working internationally

enhanced their concepts in

process design and flowsheet

development. The company adds

values to cost effective and environmentally

friendly processing

routes through its strong global

relationships with mineral processing

equipment suppliers. We

are committed to reducing capital

and operating expenditure

over all areas of mineral processing

plant design and the environmental

impact.

FIND OUT MORE

ABOUT GRINDING

SOLUTIONS LIMITED

GRINDINGSOLUTIONS.

COM


57

FOOD & DRINK

FEATURE

REMEDY

DRINKS

58



59

FOOD & DRINK

FEATURE

BREWING GOOD HEALTH:

EXPLORING

REMEDY DRINKS’

KOMBUCHA

REVOLUTION

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Remedy Drinks is renowned for its

high-quality, naturally fermented

drinks, including kombucha,

switchel, and kefir. They began

brewing kombucha in a small facility

in Melbourne 12 years ago,

there was barely a market for the

fermented health drink. Remedy’s

founders knew they would have to

help build it up with a high-quality

product and captivating marketing.

Their hard work yielded

remarkable outcomes, leading to

a surge in demand that resulted

in the company outgrowing its

facility. This prompted a situation

that every new business aspires

to face - handling a growing influx

of orders while keeping high

standards of quality. While several

beverage companies started

venturing into the market by outsourcing

the production of their

kombucha and selling it through

their own channels, Remedy took

a different approach. Recognizing

the importance of maintaining

superior quality, Remedy insisted

on keeping production in-house.

As a result, the company decided

to swiftly and flexibly expand

its manufacturing capabilities to

meet the demand.



61

FOOD & DRINK

42ND

realfoods.co.nz

Real Foods welcomes international brand enquiries for distribution in NZ. We supply

all major retailers and OOH distributors and have a strong team nationwide.

Remedy Drinks specialises in a

range of fermented beverages

known for their health benefits.

The company’s product portfolio

includes: Kombucha flagship

product, kombucha, is a fermented

tea known for its probiotic

content and health benefits.

It is available in various flavours,

such as ginger lemon, raspberry

lemonade, and apple crisp.

Switchel an old-fashioned, naturally

fermented drink made from

apple cider vinegar and ginger,

switchel is marketed as a refreshing,

hydrating beverage with gut

health benefits. Also, Kefir is a cultured

dairy drink rich in probiotics

and nutrients, available in several

flavour options. Furthermore,

Remedy has expanded its range

to include low sugar, sparkling

drinks, providing healthier alternatives

to conventional sodas.

REMEDY DRINKS

SPECIALISES IN A

RANGE OF FERMENTED

BEVERAGES KNOWN FOR

THEIR HEALTH BENEFITS.

Partner focus:

REAL

FOODS

Real Foods is extremely excited to be celebrating

our 42nd anniversary! The business was founded

by Peter Lawn in 1982 and originally operated as

a bulk food and ingredient importer. Peter Lawn

still owns the business today and over time Real

Foods has evolved into a brand focussed importer/

distributor that specialises in supplying the major

supermarkets and Out of Home distributors in NZ.

We are specialists at importing from around

the globe and we generally operate on an FOB

model which really simplifies the process for

our suppliers. Local logistics is run through a

3PL system, and our systems integrate directly

through EDI to Foodstuffs, Woolworths and our

3PL logistics.

We are very proud of our partnership with Remedy

Drinks. Real Foods have been involved since the

NZ launch in 2017 and it has been wonderful to

be a part of such a success story. We have grown

Remedy sales year on year in collaboration with the

Remedy team and we really value the relationship…

Our sales team is highly experienced, and we have

relationships with all major retailers, wholesalers

and Petrol & Convenience groups at key account

level and we also cover all supermarkets and

individual wholesaler branches nationwide.

Recently we have also added new members to the

team that focus on key independent convenience

and high-profile café’s.

We would love to talk to you if you are considering

entering the NZ market and we can also offer

agency services if you are only looking to use the

services of our sales/merchandising team.

realfoods.co.nz

T: +64 9 256 4260

E: sales@realfoods.co.nz


FOOD & DRINK

FEATURE

As Remedy focuses on solidifying

its presence in the Australian and

New Zealand markets, it is simultaneously

extending its reach

internationally. With established

roots in the US, Canada, the UK,

Singapore, and Hong Kong, the

company is now expanding further

on this global foundation.

Chris has been instrumental in

forging strategic partnerships to

support Remedy Drinks’ growth

and market expansion in Australia.

These partnerships include

collaborations with retail chains,

distributors, and other beverage

companies to enhance brand visibility,

distribution channels, and

market reach. By aligning with

key partners, Remedy Drinks has

been able to tap into new markets,

introduce its products to a

wider audience, and drive brand

awareness and loyalty. Strategic

partnerships have also played a

crucial role in supporting Remedy

Drinks’ efforts to innovate and

develop new product offerings

that cater to evolving consumer

preferences and trends in the

beverage industry. By collaborating

closely with partners across

the value chain, Remedy Drinks

has been able to stay competitive,

agile, and responsive to market

dynamics.

In addition to its current initiatives,

Remedy has a variety of

upcoming innovations slated for

release over the next two years.

Chris affirms, “Rest assured,

we’ve got lots of ideas.” However,

he emphasises the importance

of a strategic approach, highlighting

the significance of careful

planning and timing in bringing

these innovative concepts to

the market. Remedy Drinks Australia

has solidified its position as

a leading player in the kombucha

market, offering consumers

a range of high-quality, healthier

beverage options. Through strategic

partnerships, infrastructure

upgrades, and technology transformation,

Remedy Drinks has

set itself apart as a brand that is

innovative, sustainable, and customer

centric. With a strong focus

on quality, sustainability, and

growth, Remedy Drinks continues

to thrive in the competitive

beverage landscape of Australia.

FIND OUT MORE ABOUT

REMEDY DRINKS

REMEDYDRINKS.COM

Under Chris Gillard’s leadership,

Remedy Drinks Australia has focused

on enhancing its operations

and infrastructure to meet

the growing demand for healthier

beverage options in the market.

This has included investing

in ultramodern manufacturing

facilities, optimising supply chain

processes, and implementing

sustainable practices throughout

the production and distribution

chain. Remedy inaugurated

a new, custom-designed facility

in Melbourne’s Dandenong

South, consolidating all its manufacturing

operations under a

single roof. This strategic move

positions the company for what

is expected to be a heightened

pace of expansion soon. This

new facility has significantly increased

production capacity,

enabling the company to meet

growing demand both domestically

and internationally.

Infrastructure upgrades have

also extended to packaging

innovations, with a focus on

eco-friendly packaging materials

and designs that align with

Remedy Drinks’ commitment to

sustainability. By modernising its

operations and infrastructure,

Remedy Drinks has been able

to increase production capacity,

improve efficiency, and deliver

high-quality products to consumers

across Australia.

REMEDY INAUGURATED A

NEW, CUSTOM-DESIGNED

FACILITY IN MELBOURNE’S

DANDENONG SOUTH,

CONSOLIDATING ALL

ITS MANUFACTURING

OPERATIONS UNDER A

SINGLE ROOF.

64



65

FOOD & DRINK

FEATURE

SUBWAY

66



67

FOOD & DRINK

FEATURE

FOOTLONG

SUCCESS

SUBWAY’S GROWTH

DOWN UNDER

Shane Bracken,

Country Director for

Australia and New Zealand,

Subway


Shane Bracken, the Country Director

for Australia and New Zealand

at Subway, leads one of the

most recognizable global fastfood

brands in a highly competitive

market. With a wealth of experience

in the food and beverage

industry, Bracken has been instrumental

in driving Subway’s growth

and transformation in the region.

His leadership is characterised by

a focus on innovation, strategic

partnerships, and a commitment


to sustainability and technology.

Shane has over 25 years’ experience

in managing and driving

growth for multiple MNC food

brands across ANZ, Asia, Middle

East & Africa. With taste, food,

innovation and multi-regional

development at the heart of his

career, Shane joined Subway in

2022 and has quickly focused on

driving brand growth and partner

returns to ensure Subway is set for

the future.

68 BUSINESS TIMES MAGAZINE JULY APRIL 2024


69

FOOD & DRINK

Fresh, high quality bread

is a key ingredient in

Subway’s recipe for success

Subway in Australia & New Zealand

holds a significant presence

in the fast-food industry, offering

a range of customizable submarine

sandwiches, salads, and

wraps to customers across both

countries. With a strong focus on

fresh ingredients, customization,

and health-conscious options,

Subway has established itself as

a popular choice for individuals

looking for quick, fresh, and

personalised meal options. One

of the key strengths of Subway

in Australia & New Zealand lies

in its commitment to offering

a healthier alternative to traditional

fast food. The brand’s “Eat

Fresh” slogan resonates well with

consumers seeking options that

are both flavourful and nutritious.

Subway’s menu features a variety

of fresh vegetables, lean proteins,

and whole grain bread, allowing

customers to tailor their meals to

suit their preferences and dietary

requirements.

Yarrows is proudly New Zealand

owned and operated by the third

generation of Yarrows.

Our state-of-the-art bakery in

Manaia, New Zealand operates

24 hours a day, seven days a week,

employing 150 staff. We have been

part of the Subway family for the

past 25 years supplying a range of

Subway breads and cookies to their

New Zealand, Australia, and Asia

stores.

Quality, Research & Development,

Service, Logistics, and cost

savings are our major focus in our

relationship with Subway and IPCA.

www.yarrows.co.nz


FOOD & DRINK

FEATURE

In addition to its menu offerings,

Subway has also been initiative-taking

in adapting to changing

consumer preferences and

market trends. The brand has introduced

online ordering, mobile

payment options, and delivery services

to enhance convenience for

customers. By embracing technology

and digital innovations,

Subway has positioned itself as a

contemporary and customer-centric

brand in the competitive fastfood

landscape of Australia & New

Zealand.

Subway’s franchise model has

played a significant role in its expansion

across Australia & New

Zealand. The brand has a strong

network of franchisees who run

stores in various locations, bringing

Subway’s fresh and customizable

menu options closer to local

communities. This decentralised

operating model has allowed Subway

to maintain consistency in its

offerings while catering to diverse

tastes and preferences in different

regions. Worldwide, Subway employs

nearly half a million people,

if you include all the franchisees,

and is the world’s largest restaurant

brand with nearly 44,000

locations in more than 100 countries.

In 2019, it reported revenue of

US$16 billion (A$21 billion). However,

just as the Australian business

took time to get into its stride, its

first few months in Bridgeport,

Connecticut in 1965 had its fair

share of problems.

It was the brainchild of 17-year-old

Fred DeLuca, who needed to raise

some money to go to college and

figured that he could sell sandwiches

that were healthier than

the deep-fried snacks sold elsewhere.

Luckily, one of his parents’

friends was nuclear physicist Dr

Peter Buck, who agreed to lend

the lad $1,000 to start the business.

To show his gratitude, Fred called

the venture ‘Pete’s Submarines’,

but a few months later, when he’d

raised enough to run a commercial

on a local radio station, he realised

he’d made a big mistake.

Whenever the announcer said the

restaurant’s name, it sounded like

‘pizza marines’, so he changed it

to Pete’s Subway before eventually

settling on Subway. Fred’s mum

helped run the cafe in Bridgeport,

while he convinced his sister to

work for him making the rolls by

calling her a ‘sandwich artist’, a job

title that is still in use today. It took

them 13 years to build up to 100

stores, but only another nine to

reach 1,000. Under his leadership,

it became the largest franchise

in the world, and he personally

amassed a US$3.5 billion (A$4.6

billion) fortune. He continued to

run the company until his death

in 2015.

Fred deLuca,

Founder, Subway

72



73

FOOD & DRINK

FEATURE

MegaMex Foods (you may know

us as Fresherized Foods) is one

of the fastest growing Mexican

Food companies in the US as a key

supplier of Mexican products in

retail, foodservice and convenience

stores with businesses domestic

and international. The idea behind

the creation of MegaMex Foods was

simple, to take the best of two power

house brands from two countries

and bring the flavors of Mexico to

the dinner and restaurant tables

across the globe. So, in October of

2009, Herdez del Fuerte, S.A. de CV

of Mexico and Hormel Foods of the

US did just that.

More than a decade later,

MegaMex remains focused on

reimagining Mexican flavors with a

market leading product and brand

portfolio covering guacamole,

avocado, salsa, sauces, and dips.

Key international brands include

WHOLLY® brand products made

with hand-scooped Hass avocados.

WHOLLY® products use Highpressure

technology (HPT) to help

extend the shelf life of the products

and maintain the avocado’s

delicious flavors and nutrients

while eliminating potentially

harmful bacteria, without changing

the color, texture, or taste of the

product. We continue to invest in

innovation and capacity and look

forward to delivering great-tasting,

on-trend eating experiences for our

customers.

OPERATIONAL

EXCELLENCE

Under Shane Bracken’s leadership,

Subway has initiated a comprehensive

store redesign program.

This involves modernising the interiors

of existing stores with modern

furniture, digital menu boards,

and updated décor to create a

more inviting and contemporary

dining environment. Upgrades

also include the installation of energy-efficient

kitchen equipment

and lighting systems, which help

reduce operational costs and environmental

impact. He has overseen

the opening of new Subway

locations in both urban and suburban

areas. This expansion strategy

aims to increase accessibility and

convenience for customers.

To cater to changing consumer

preferences, many new and existing

stores are being equipped with

drive-thru facilities and enhanced

delivery options, including partnerships

with major food delivery

platforms. The Subway mobile app

has been significantly upgraded

to offer a seamless ordering experience.

Features include customizable

ordering, loyalty rewards, and

mobile payments, making it easier

for customers to place orders and

track their rewards. Many Subway

locations now feature self-service

kiosks, allowing customers to place

their orders quickly and accurately.

This reduces wait times and improves

the overall customer experience.

Another major innovation

set to be rolled out across city centre

sites nationally is the ‘24-hour

window’, where guests place orders

via an app and pick them up

from an express pick-up drawer.

The first one was recently installed

in an outlet at Bald Hills, Brisbane,

and has proved extremely popular.

After a long night out, biting into

a cheesy garlic toastie followed by

a raspberry cheesecake cookie at

1am is just what you need.

Subway has embraced technolo-

74 BUSINESS TIMES MAGAZINE JULY APRIL 2024

BUSINESS-TIMESMEDIA.COM 75

FOOD & DRINK

FEATURE

gy to streamline its processes, improve

service delivery, and personalise

the customer experience. By

investing in digital solutions and

innovative technologies, Subway

under Shane Bracken’s leadership

has been able to stay ahead

of market trends, meet consumer

expectations, and drive business

growth in a rapidly changing

landscape. In his role as Country

Director, Shane Bracken has been

instrumental in forging strategic

partnerships to drive growth and

innovation for Subway in Australia

& New Zealand. These partnerships

extend across various areas,

including supply chain optimisation,

marketing collaborations,

and technology integration. By

aligning with key partners, Subway

has been able to leverage resources,

expertise, and market insights

to strengthen its position in

the region.

Shane has played a pivotal role in

steering the business towards operational

excellence, strategic partnerships,

and technology innovation.

Through a customer-centric

approach, infrastructure upgrades,

and a focus on digital transformation,

Subway has solidified its position

as a leading fast-food brand

in the region. With Shane Bracken

at the helm, Subway continues to

adapt to market dynamics, drive

sustainable growth, and deliver exceptional

dining experiences to its

customers.

FIND OUT MORE ABOUT

SUBWAY

SUBWAY.COM

Strategic partnerships with local

suppliers, distributors, and industry

stakeholders have enabled Subway

to enhance its menu offerings,

ensure product quality, and maintain

a competitive edge in the market.

The collaborations list of regular

suppliers, including Coca-Cola

Europacific Partners, Bega, Primo,

D’Orsogna, Yarrows and Fresherized

Foods among many others.

“They have each been invaluable in

helping us grow and maintain the

highest standards, so our relationships

are strong and deep-rooted,”

and have also facilitated Subway’s

expansion into new territories and

market segments, driving sustained

growth and brand visibility.



77

FOOD & DRINK

FEATURE

UGANDA

BREWERIES

78



79

FOOD & DRINK

FEATURE

FROM GRAIN TO GLASS:

INSIDE UGANDA

BREWERIES

LTD BREWING

PROCESS

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Uganda Breweries Ltd is a leading

manufacturer of alcoholic

and non-alcoholic beverages in

Uganda. The company has been

in operation for years and has

managed to carve out a niche

for itself in the highly competitive

beverage industry. The success

of Uganda Breweries Ltd is

a result of the company’s excellent

leadership, operational excellence,

and investment in new

manufacturing equipment and

technology.

The history of Uganda Breweries

Ltd dates to the early 1950s

when the company was set up

to produce and distribute beer

and other alcoholic beverages.

The company has grown over

the years to become one of the

leading manufacturers of alcoholic

beverages in the country.

Uganda Breweries Ltd is currently

owned by East African Breweries

Ltd, which is part of the Diageo

group, a global leader in the

beverage industry.



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FOOD & DRINK

One of the key factors contributing

to the success of Uganda

Breweries Ltd is its excellent

leadership. The company has a

dedicated team of experienced

leaders who are dedicated to ensuring

the success of the business.

The leadership team at

Uganda Breweries Ltd has managed

to develop a strong company

culture that is focused on

delivering high-quality products

and services to customers. The

leaders at Uganda Breweries Ltd

are also committed to promoting

sustainable business practices,

which has helped the company

to keep its position as a leader in

the industry.

Operational excellence is another

key factor contributing to the

success of Uganda Breweries Ltd.

The company has implemented

a range of strategies to ensure

that its operations are efficient

and effective. For example,

Uganda Breweries Ltd has invested

heavily in its supply chain

management systems to ensure

that it can efficiently manage its

inventory and stock levels. The

company has also implemented

lean manufacturing processes to

cut waste and increase efficiency

in its production processes.

Another key factor contributing to

the success of Uganda Breweries

Ltd is its investment in new manufacturing

equipment and technology.

The company has invested

heavily in modern equipment and

technology to improve the quality

of its products and increase production

efficiency. For example,

the company’s new brewing plant

in Mbarara is equipped with ultramodern

equipment that allows

for faster and more efficient production

of beer. This investment in

new equipment and technology

has helped Uganda Breweries Ltd

to keep its competitive edge in the

industry.

Uganda Breweries Ltd is a fitting

example of a successful business

that has managed to thrive in

a highly competitive industry.

The company’s success is a result

of its excellent leadership,

operational excellence, and investment

in new manufacturing

equipment and technology. As

Uganda Breweries Ltd continues

to grow and expand, the company

will remain a leader in the industry

for years to come..



83

FOOD & DRINK

FEATURE

1. BARLEY

3. FERMENTATION

4. CONDITIONING

6. DISTRIBUTION

The process begins with selecting

the best quality barley

from trusted local supplies.

Once the cooled mixture is

filtered, it is transferred to fermentation

tanks to add yeast.

After fermentation, the beer is

transferred to conditioning tanks

to mature and develop its taste.

Finally the beer is transferred

to the warehouse for storage

and distribution.

2. MASHING

5. BOTTLING

The mashing process involves

mixing the barley with hot water

in large tanks to extract the

sugars from the grain.

The beer is then transferred

to bottling tanks, where it is

packaged and labeled.

BREWING INNOVATION

Uganda Breweries Limited is

one of the leading breweries in

Uganda, producing a wide range

of alcoholic and non-alcoholic

beverages. The company has a

well-established manufacturing

process that starts from barley

and ends at the bottle.

Barley is the main ingredient

used in making the brewery’s

products. The process begins

with selecting the best quality

barley from trusted suppliers.

The barley is then cleaned and

sorted to remove impurities before

it is taken to the mashing

stage.

The mashing process involves

mixing the barley with hot water

in large tanks to extract the

sugars from the grain. The resulting

liquid, known as wort, is

then transferred to another tank,

where it is boiled with hops to

add flavor and aroma. The boiled

mixture is then filtered to remove

any solid particles before it

is cooled.

Once the cooled mixture is filtered,

it is transferred to fermentation

tanks to add yeast. The yeast

breaks down the sugars in the wort

to produce alcohol and carbon dioxide.

The mixture is left to ferment

for several days to ensure that the

alcohol levels are exactly right.

After fermentation, the beer

is transferred to conditioning

tanks to mature and develop its

taste. During this stage, the beer

is further filtered to remove any

remaining particles and to ensure

its clarity.

Finally, the beer is transferred to

bottling tanks, where it is packaged

and labeled. The bottled

beer is then sent to the warehouse

for storage and distribution.

Uganda Breweries Ltd is known

for its innovation and attention to

customer needs. They regularly

introduce contemporary brands

and flavors to keep up with changing

consumer preferences. The

company has invested heavily in

research and development to create

new products that cater to different

tastes and lifestyles.

They have a robust manufacturing

process that ensures the quality

and consistency of its products.

Through innovation and customer-driven

strategies, the company

continues to grow and offer an

extensive range of beverages to its

customers. They have partnered

with Milly Glass Works Limited who

supply them with eco-friendly and

sustainable bottles as well as Expediters

International Ltd amongst

others.

84



85

FEATURE

SOCIAL

RESPONSIBILITY AND

PARTNERSHIP

One of Uganda Breweries Limited’s

most prominent partnerships

is with the Uganda Wildlife

Authority (UWA). Under the

UWA partnership, the company

supports conservation efforts in

various national parks, including

Murchison Falls National Park,

Kidepo Valley National Park, and

Queen Elizabeth National Park.

The partnership, which began

in 2019, has resulted in the restoration

of wildlife habitats, anti-poaching

patrols, and other

wildlife conservation efforts. In

addition to its conservation efforts,

Uganda Breweries Limited

has also made significant strides

towards sustainability in its operations.

The company has adopted

an ambitious target to achieve

100% renewable energy by 2025.

To achieve this goal, the company

has invested in renewable energy

projects, including an 11 MW solar

plant in Mpigi district, which

will generate clean energy for the

company’s operations.

Furthermore, Uganda Breweries

Limited has also invested in

low-carbon technologies to reduce

its environmental footprint.

The company has launched a pilot

project to convert beer brewing

waste into biogas, which is

then used to generate electricity.

This approach not only reduces

the company’s carbon footprint

but also supplies an alternative

source of energy, reducing the

company’s reliance on fossil fuels.


87

FOOD & DRINK

FEATURE

The company’s commitment to

sustainability has not gone unnoticed.

In 2022, Uganda Breweries

Limited was recognized as

one of the top 50 most sustainable

companies in East Africa by

the East African Business Council.

The company’s CEO attributed

this recognition to the company’s

investments in renewable

energy, waste reduction, and

other sustainable business practices.

Uganda Breweries Limited has

also made significant strides towards

technology transformation.

The company has invested

in modern brewing equipment

and digital technology to improve

efficiency and productivity.

These investments have enabled

the company to perfect its brewing

processes, reduce raw material

wastage, and improve product

quality.

In addition to smart technology

investments, Uganda Breweries

Limited has also embraced

e-commerce platforms to expand

its customer base. The

company has launched an online

store where customers can buy

its products from the comfort of

their homes.

FIND OUT MORE ABOUT

UGANDA BREWERIES

UGANDABREWERIES.COM

88

BUSINESS TIMES MAGAZINE


89

FOOD & DRINK

FEATURE

CCL PRODUCTS

INDIA

90



91

FOOD & DRINK

FEATURE

CCL PRODUCTS INDIA

BREWING SUCCESS

IN THE GLOBAL

COFFEE MARKET

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Challa Srishant, the Managing

Director of CCL Products (India)

Ltd, has played a pivotal role in

steering the company to new

heights. CCL Products is a globally

recognized name in the

coffee industry, known for its

high-quality instant coffee products.

Under Srishant’s leadership,

the company has expanded its

operations, embraced innovation,

and reinforced its commitment

to sustainability.

Challa Srishant joined CCL Products

(India) in 2005 with a clear

vision to modernise the legacy

company and continue delivering

the finest and richest coffee globally.

His drive and passion fuelled

the transformation and within

the first two years of launching

the brand, they achieved nearly

US$1.2 million in revenue for their

branded business.

Challa Srishant, MD,

CCL Products India



93

FOOD & DRINK

FEATURE

The company, founded in 1994,

began its journey as a manufacturer

of instant coffee. Over the

years, the company has evolved

into a global player, exporting its

products to over 90 countries. The

company’s evolution is marked by

significant milestones, including

the establishment of manufacturing

facilities in India, Vietnam,

and Switzerland, and the expansion

of its product portfolio to include

a wide range of instant coffee

varieties. It has appeared as a

significant player in the coffee industry,

known for its high-quality

products and strong presence in

international markets. CCL Products

specialises in the production

of instant coffee, including spraydried,

freeze-dried, and agglomerated

varieties, catering to both

retail and institutional customers

worldwide.

OVER THE YEARS, CCL

INDIA HAS EVOLVED

INTO A GLOBAL PLAYER,

EXPORTING ITS PRODUCTS

TO OVER 90 COUNTRIES.

Under Challa Srishant’s leadership,

CCL Products has placed a

strong emphasis on innovation

and research and development

(R&D). The company’s dedicated

R&D team works tirelessly to develop

new products, improve existing

ones, and explore sustainable

coffee production methods.

Innovations in product formulation,

packaging, and processing

have helped CCL Products stay

ahead of industry trends and

meet evolving consumer preferences.

Srishant’s first initiative was to

create a robust digital infrastructure,

improving operational efficiencies.

This foundation allowed

CCL Products to adapt and thrive

in a competitive market. He also

set up a cost-effective direct

communication with international

customers which was crucial.

This streamlined processes

and strengthened relationships.

Srishant championed in-house

research and development. The

company experimented with

complex coffee flavours, leading

to a niche portfolio of products.

They even designed custom

equipment on-site, enhancing

flexibility and cost-effectiveness.

“To do this, we ended up making

our own equipment on site

in some cases,” Srishant explains.

“It means we’re able to build factories

at a price point that is lower

than others. That’s why our

return ratios are better. It also

means that we have a flexibility

that nobody else has.”

CCL Products runs ultramodern

manufacturing facilities

equipped with advanced technology

for coffee processing.

The company’s production units

are designed to keep high-quality

standards throughout the

manufacturing process, from

raw material sourcing to final

product packaging. CCL Products’

commitment to excellence

in manufacturing has earned it

a reputation for delivering premium

coffee products to global

markets.

SRISHANT’S ROBUST

DIGITAL INFRASTRUCTURE

INNOVATIONS HAVE

ALLOWED CCL PRODUCTS

TO ADAPT AND THRIVE IN

A COMPETITIVE MARKET.

The Company offers a diverse

range of coffee products to meet

the varying preferences of consumers.

The company’s product

portfolio includes instant coffee

powders, flavoured coffee blends,

specialty coffees, and private label

solutions. With a focus on innovation

and research, CCL Products

continually develops new products

and flavours to stay ahead

of market trends and consumer

demands. By supplying coffee

to other brands, Srishant sought

feedback from existing customers.

This enabled frequent upgrades

and customization, meeting

unique requests.

“We’re now one of the largest instant

coffee exporters and manufacturers

across the globe,” he

confirms.

Partnering with CCL

to create high-quality

Instant Coffee

Contact us to learn how our Spinning Cone

technologies can also help YOUR business grow!

flavourtech.com

94



95

FOOD & DRINK

FEATURE

Flavourtech…Innovative Processing

Solutions for the Food & Beverage Industry

Flavourtech is a world leader in the development, design

and manufacture of thin-film, spinning cone technologies

for dealcoholisation, aroma recovery, extraction and

concentration. Headquartered in Australia, Flavourtech’s

unique processing technologies are enabling food and

beverage companies around the world to produce

higher quality products that allow them to differentiate

themselves from competitors.

SUSTAINABILITY

INITIATIVES

As a responsible corporate entity,

CCL Products is committed to

sustainability and environmental

conservation. The company actively

engages in environmentally

friendly practices, such as

water conservation, energy efficiency,

and waste reduction

measures in its manufacturing

processes. CCL Products’ sustainability

initiatives underscore

its commitment to running as a

socially responsible organisation

that considers the impact of its

operations on the environment.

They also engage with coffee

farmers and suppliers to ensure

they adhere to sustainable farming

practices. This involves educating

them on sustainable agriculture

techniques, fair trade

practices, and environmental

stewardship. They source a huge

part of its coffee beans from certified

suppliers who follow international

sustainability standards

such as Rainforest Alliance, Fair

Trade, and UTZ. These certifications

ensure that the coffee is

grown and harvested in ways that

support environmental health,

economic viability, and social equity.

CCL Products implements robust

traceability systems to track

the origin of its coffee beans. This

ensures transparency in the supply

chain and allows the company

to verify that its sourcing practices

are sustainable and ethical.

Today, the company boasts more

than 1,000 unique blends, servicing

more than 400 clients in more

than 100 countries through its

operations in four factories across

the globe. They have established

a strong foothold in international

markets, exporting its products

to over 90 countries across

the globe. The company’s widespread

distribution network and

strategic partnerships enable it

to reach a diverse customer base

in regions such as Europe, the

Americas, Asia, and Africa. CCL

Products’ global presence highlights

its success in penetrating

international markets and building

lasting relationships with customers

worldwide.

Beyond Coffee, the company has

taken a measured, sustainable

approach to its product diversification,

by building internal

capabilities to create specialty

coffees and small volumes for

unique brands to create a niche

lineup. This is quite the opposite

direction of the company’s

economies of scale model from

the early years. Integral to these

ambitious plans are CCL Products’

long-term suppliers, such

as Flavourtech Pvt Ltd and others

of whom have been working

together for decades.

Under the visionary leadership

of Challa Srishant, the company

has made significant strides

in embedding sustainability into

its business operations. Through

responsible sourcing, energy efficiency,

waste management, water

conservation, carbon footprint

reduction, community engagement,

and sustainable product

innovation, the company shows a

strong commitment to environmental

stewardship and social

responsibility. As CCL Products

continues to innovate and expand

its sustainability efforts, it sets a

benchmark for the coffee industry

and contributes to a more sustainable

and fair future.

FIND OUT MORE ABOUT

CCL PRODUCTS INDIA

CCLPRODUCTS.COM

The primary advantages of Flavourtech’s

technologies include:

• The protection of heat-sensitive products

• Easy handling of highly viscous products and slurries

• Desired product characteristics such as flavour, colour

and functionality are maintained

• Automated and continuous systems

Visit flavourtech.com to learn more about:

• The Spinning Cone Column (SCC) – Aroma recovery,

flavour management, extraction and dealcoholisation

from liquids and slurries. Flavourtech’s new smallscale

SCC100 has been launched and is available at a

special introductory price in 2024!

• The Centritherm® evaporator – Particularly suitable

for the concentration of heat-sensitive, valuable or

viscous products.

• The Rotating Disc Column (RDC) - A continuous

contacting device which allows temperature, pressure

and residence times to be precisely controlled.

• The Integrated Extraction System (IES) – An

automated and continuous solution for the

production of instant and RTD tea and coffee.

• Aquaporin – Forward Osmosis systems for the

concentration of natural aromas.

www.flavourtech.com

sales@flavourtech.com

96



97

FOOD & DRINK

FEATURE

GALIPO

FOODS

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99

FOOD & DRINK

FEATURE

INNOVATION

AND QUALITY

THE KEY DRIVERS BEHIND

GALIPO FOODS’ SUCCESS

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Sebastian Galipo, the Founder

and Managing Director of Galipo

Foods Company, has transformed

the business into one of

Australia’s leading food service

distributors. With a keen eye for

market trends and a deep commitment

to quality and customer

satisfaction, Galipo has built a

company renowned for its extensive

product range, exceptional

service, and innovative business

practices. With a passion for culinary

innovation and a keen

business acumen, Sebastian has

positioned Galipo Foods as a

prominent player in the market,

known for its commitment to

quality, sustainability, and customer

satisfaction.

Sebastian Galipo,

Founder & MD,

Galipo Foods



101

FOOD & DRINK

FEATURE

Sebastian Galipo’s journey took

a pivotal turn during his second

year of law studies when he realised

that the legal field wasn’t

his true calling. Motivated by an

enterprising spirit, he decided to

pursue a different path. In 1983, he

founded Galipo Foods, beginning

as a small food service distributor

selling meat for a yiros company.

His initial setup consisted of four

chest freezers in his home garage

and a one-tonne truck for deliveries.

However, Sebastian recognized

the immense potential beyond

these humble beginnings.

Galipo Foods didn’t limit itself to

niche products. Instead, Sebastian

focused on building strong

relationships with customers and

broadening the company’s offerings.

Over time, the product range

expanded to include thousands of

items, establishing a convenient

“one-stop-shop” model for clients.

This approach saved customers

from dealing with multiple suppliers

and solidified Galipo Foods’

position in the industry.

Now employing 230 people, Galipo

Foods boasts a fleet of 60

trucks and delivers over 6,500

assorted products throughout

South Australia. Galipo’s clients include

a diverse array of independent

outlets such as cafes, hotels,

school canteens, aged care facilities,

takeaway and pizza bars, as

well as major contract customers

like Barnacle Bill, Domino’s, Spotless,

and Subway. It was voted

No.1 distributor in 2023, 2019, 2017,

2016 and 2014 by the Foodservice

Suppliers Association of Australia.

It also won the state award every

year from 2014 to 2023 and was

recognised as No.1 nationally in

2018 by Countrywide Australasia.

Australian School Canteen Association

honoured Galipo as best

schools’ food distributor in 2013,

2015, 2016, 2017 and 2022. Galipo

Foods solidified its status as

a family-run enterprise in 1988

when Sebastian’s brother, Bill,

joined as a partner. Today, Bill

serves as the Joint Managing Director

alongside Sebastian, further

cementing their shared leadership

in steering the company

forward.

Galipo Foods’ growth necessitated

several moves to larger

premises over the years. Initially

relocating to Stepney in 1988, the

company eventually settled into a

significant distribution centre at

Dry Creek in 2003, which expanded

to an impressive 33,000 square

metres. In 2017, Galipo Foods expanded

its distribution reach by

acquiring Mid North Smallgoods,

enhancing its presence through

Port Pirie and Port Augusta. The

acquisition of Centre State Foods

in 2018, founded by Eric Skinner

in Kadina to serve the Yorke Peninsula,

further bolstered Galipo

Foods’ regional footprint and operational

capacity.

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Galipo Foods has been at the

forefront of innovation within

the Australian food service industry,

pioneering several advancements

that have set it apart:

INNOVATIVE

FACILITIES:

Galipo Foods became the first

Australian food service company

to incorporate a full tasting kitchen

on its premises. This facility

allows for the testing and development

of new products and recipes,

ensuring quality and innovation

in its offerings.

TECHNOLOGY

ADOPTION:

The company was also among the

first in the nation to implement a

voice-directed warehouse management

system. This advanced

technology optimises warehouse

operations by enabling voice

commands for picking, packing,

and inventory management, enhancing

efficiency and accuracy.

Sebastian has championed the

integration of technology in various

aspects of Galipo Foods’ operations,

from inventory management

to marketing strategies. By

harnessing the power of digital

tools and e-commerce platforms,

the company has strengthened

its online presence, personalised

customer interactions, and gained

valuable insights into market

trends and consumer preferences

Amidst its rapid growth and technological

advancements, Galipo

Foods has maintained a strong

commitment to its family-oriented

values:

EMPLOYEE CULTURE:

Despite its expansion, Galipo

Foods strives to preserve a familial

atmosphere within the workplace.

Many employees have

been with the company for extended

periods, contributing to

a cohesive and dedicated team

environment.

COMMUNITY

ENGAGEMENT:

Galipo Foods extends its family-centric

ethos to the wider

South Australian community

through extensive support for

approximately 55 charities and

community groups. This commitment

reflects the company’s

dedication to making a positive

impact beyond its business operations.

Through its innovative

spirit, dedication to employee

well-being, and community involvement,

Galipo Foods continues

to set benchmarks in the

food service industry, ensuring

both internal cohesion and external

community support.

GALIPO FOODS BECAME

THE FIRST FOOD

SERVICE COMPANY

IN AUSTRALIA TO

INCORPORATE A FULL

TASTING KITCHEN ON

ITS PREMISES.

With Galipo Foods, Sebastian has

found his dream job and, despite

the obstacles, his passion for the

business has made it a path work

sticking to. He has driven significant

growth and innovation. The

company’s extensive product

range, commitment to quality,

and focus on customer satisfaction

have made it a leader in the

food service distribution sector.

Through strategic infrastructure

upgrades, robust partnerships,

and innovative technology transformations,

Galipo Foods continues

to enhance its operations

and expand its market presence.

Moreover, a strong commitment

to sustainability and employee

development underscores the

company’s dedication to responsible

business practices and longterm

success. Sebastian Galipo’s

vision and strategic initiatives ensure

that Galipo Foods remains a

trusted partner for its customers

and a respected player in the industry.

FIND OUT MORE ABOUT

GALIPO FOODS

GALIPOFOODS.COM.AU

F O O D IN N O VAT O R S

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105

FOOD & DRINK

FEATURE

GOLDEN

BRIDGE FOODS

MANUFACTURING

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FEATURE

CRAFTING

EXCELLENCE:

HOW GOLDEN BRIDGE FOODS

MANUFACTURING LEADS IN

GOURMET FOOD PRODUCTION

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Golden Bridge Foods Manufacturing

is a renowned food production

company that has carved a niche

for itself in the industry by delivering

high-quality food products to

consumers. With a strong commitment

to excellence, innovation,

and sustainability, Golden Bridge

Foods Manufacturing has proven

a reputation for premium quality

and diverse product offerings. The

company’s focus on operational

efficiency, product development,

and customer satisfaction sets it

apart as a leader in the competitive

food manufacturing sector.

Founded by Ong Tung Seng in

1993 and three decades later,

Golden Bridge is now a household

name in Singapore with its

lines of canned meats, cold cuts

and ready-to-prepare products.

It’s also entering foreign markets,

taking the same commitment

to quality and innovation abroad

that made it a market leader in

Singapore. Ong Tung Seng’s journey

to becoming the Managing

Director of Golden Bridge Foods

Manufacturing is a tale of perseverance,

vision, and commitment.

Born and raised in a modest family

of pig farmers in Singapore. His

early life was marked by hard work

and a thirst for knowledge. From

an early age, he displayed a keen

interest in business and entrepreneurship,

which was nurtured

through his education.

He started out by developing a

single product: XO Waxed Sausage,

which would incorporate

the fragrant aroma of XO Brandy.

It proved a hit as Golden Bridge

Foods began developing other

lines of meats such as Taiwanese-style

sausages, along with

Western-style hams, sausages

and canned meats. He eventually

passed the reins to his family

and Golden Bridge Foods’ parent

company OTS Holdings Limited

became publicly traded in 2021.

Ong Bee Chip, his son, now oversees

OTS Holdings as Managing

Director, alongside his siblings,

Ong Chew Yong and Ong Bee

Song as Executive Director and

Sales Director respectively. He

joined the company in 2006, coming

over from the family’s textile

firm, having been responsible for

the sales and marketing department

and facilities management

for 23 years.


boasts a diverse product

portfolio that caters to various

segments of the market. From

snacks and convenience foods to

gourmet culinary specialties, the

company offers a wide range of

products that appeal to different

consumer preferences and di-

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FOOD & DRINK

FEATURE

etary requirements. By prioritising

innovation and market trends,


continuously introduces new

products and flavours to meet

the evolving needs of consumers.

Quality is at the heart of Golden

Bridge Foods Manufacturing’s

operations, with a strong emphasis

on maintaining the highest

standards of product quality and

safety. The company adheres to

stringent quality control measures

throughout the production

process, from sourcing raw ingredients

to packaging finished

products. By implementing rigorous

quality assurance protocols

and compliance with food safety

regulations, Golden Bridge Foods

Manufacturing ensures that its

products meet the highest industry

standards.

Having taken the reins of the

business, Ong set about making

changes, starting with the workflow,

marketing and emphasising

research and development. In

2009, a new entity and processing

facility, Ellaziq, was set up to increase

production of halal-certified

foods to meet the fast-growing

demand. It also started

working toward opening export

markets, including neighbouring

Malaysia. Golden Bridge Foods

expanded its operations by opening

an office in Malaysia and set

up its own distribution channel.

The investment has paid off as the

Malaysian market shows a strong

preference for Singaporean products,

according to Ong. They have

also set up in the Philippines and

Indonesia where exports now account

for over 36 percent of the

Group’s sales, a sign of how the future

lies abroad for the company.

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FOOD & DRINK

FEATURE


has a robust distribution

network that spans domestic and

international markets. The company’s

products are widely distributed

through retail channels,

supermarkets, specialty stores,

and online platforms, reaching a

diverse consumer base. By strategically

expanding its market

reach and leveraging distribution

partnerships, Golden Bridge

Foods Manufacturing ensures

that its products are accessible to

customers across various regions.

Innovation lies at the core of Golden


success, driving product development,

process improvement, and

market differentiation. The company

invests in research and development

to stay at the forefront

of culinary trends, flavour profiles,

and nutritional advancements.

By fostering a culture of innovation

and creativity, Golden Bridge

Foods Manufacturing continues

to introduce novel products that

resonate with consumers and set

industry benchmarks.

THE COMPANY INVESTS

IN RESEARCH AND

DEVELOPMENT TO STAY

AT THE FOREFRONT

OF CULINARY TRENDS,

FLAVOUR PROFILES,

AND NUTRITIONAL

ADVANCEMENTS.

Recognizing the importance of

modern infrastructure in achieving

operational efficiency and

maintaining competitiveness,

Golden Bridge Foods has invested

in infrastructure upgrades.

By modernising equipment, expanding

production capacity, and

enhancing facility capabilities,

the company can meet growing

demand, improve production

efficiency, and adapt to market

trends. These infrastructure

upgrades demonstrate Golden


commitment to operational excellence

and continuous improvement.

They now run ultramodern

facilities that enable the production

of a wide range of food

products. From snack foods to

ready-to-eat meals, the company’s

operations are characterised

by precision, efficiency, and

adherence to stringent quality

standards. By employing innovative

manufacturing processes

and adhering to rigorous quality

control measures, Golden Bridge

Foods Manufacturing ensures

that its products meet or exceed

customer expectations.



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FEATURE

The Company is also committed

to sustainability and environmental

responsibility. They invested

in sustainable sourcing practices,

energy-efficient production

processes, and waste reduction

initiatives to minimise its environmental

impact. By embracing

sustainable practices, such as

waste recycling, water conservation,

and eco-friendly packaging,


demonstrates its dedication

to environmental stewardship

and social responsibility. Furthermore,

Strategic partnerships play

a vital role in Golden Bridge Foods

growth strategy. By collaborating

with suppliers, distributors, retailers,

and industry stakeholders, the

company strengthens its supply

chain, expands its market reach,

and drives innovation. Strategic

partnerships also enable Golden

Bridge Foods Manufacturing to

access new markets, introduce

innovative products, and leverage

synergies that benefit both the

company and its partners.

As a leader in the food manufacturing

industry, Golden Bridge

Foods under the leadership of

Managing Director Ong Bee Chip

continues to set high standards

for quality, innovation, and sustainability.

The company’s focus

on operational excellence, infrastructure

upgrades, strategic

partnerships, and technology

transformation underscores its

commitment to delivering superior

products, meeting customer

needs, and driving growth. With

a strong foundation built on operational

efficiency, modern infrastructure,

collaborative partnerships,

and innovative technology,


is well-positioned to thrive

in a dynamic and competitive

market landscape.

FIND OUT MORE ABOUT

GOLDEN BRIDGE

GOLDEN-BRIDGE.COM

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FOOD & DRINK

FEATURE

PREMIER

FMCG LTD

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FOOD & DRINK

FEATURE

PREMIER FMCG LTD:

QUALITY AND

EXCELLENCE

IN FOOD

MANUFACTURING

Project by:

Malvern Kandemwa

Words by:

Michelle Duncan

Premier FMCG Pty Ltd is one of

South Africa’s leading fast-moving

consumer goods (FMCG)

companies. Premier FMCG has

undergone significant transformation,

expanding its operations,

upgrading its infrastructure,

forging strategic partnerships,

and embracing technological

advancements. Premier FMCG,

commonly known as Premier,

has a rich history dating back to

1820. The company is a prominent

player in the South African

FMCG sector, with a diverse portfolio

of products that includes

bread, flour, maize, rice, pasta,

sugar, beverages, and home care

products. Premier’s well-known

brands, such as Blue Ribbon,

Snowflake, Iwisa, and Lil-lets, are

household names in South Africa

and other African markets.

The newly formed executive focused

on bringing the company

back to financial health and providing

a durable base from which

to make investments in new

equipment and facilities, and that

in turn would lead to better-quality

products around which the

company could rebuild strong,

iconic brands. The new executive

took on the role and began restructuring

the business with a

10-year strategy to drive forward

the completion of the turnaround.

Under the new leadership, Premier

FMCG has made significant

investments in upgrading its infrastructure

to support growth

and improve efficiency. These upgrades

include the construction of

new manufacturing facilities and

modernization of existing plants.

These facilities are designed to

produce a diverse range of bread

and baked goods with enhanced

efficiency and consistency. The

new plants incorporate advanced

automated systems that streamline

the baking process, from

dough preparation to packaging.



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FOOD & DRINK

PREMIER MAIZE BRANDS

INCLUDE: IWISA NO.1,

NYALA, INVICTA, IMPALA

AND SUPER SUN.

PREMIER WHEAT BRANDS

INCLUDE: BAKERS PRIDE

AND LIGUGU.

Today, Premier has 7 wheat mills

and 3 maize mills strategically

located in South Africa, Mozambique

and Eswatini to ensure optimal

supply with a total capacity

of 980,000 tonnes of wheat and

680,000 tonnes of maize per annum.

Two of the wheat mills are

designed to mill flour for speciality

industrial customers. The

Kroonstad maize mill is the biggest

maize mill for human consumption

housed under one roof,

in the world. Premier mills are

FSSC 22000 certified, and their

bakeries are the biggest customer

for wheat mills and flour

brands which include the iconic

Snowflake brand which is more

than 135 years old. Premier maize

brands include: Iwisa No.1, Nyala,

Invicta, Impala and Super Sun.

Our wheat brands within Eswatini

include Bakers Pride and Ligugu.

The milling operations also comprise

of 14 warehouses strategically

located around the country

to optimise product availability

and minimise unnecessary product

handling which ultimately

reduces costs not only for their

milling products but also confectionery

and home & personal care

products which are also distributed

through this network. In 2014

Premier opened its new high-volume

warehouse and DC based at

Long Meadow in Johannesburg,

which also holds an FSSC 22000

certification.


FOOD & DRINK

FEATURE

Technology transformation has

been a key focus area for Premier

FMCG. Embracing advanced

technologies has enabled the

company to enhance its operational

efficiency, improve product

quality, and stay competitive

in the market. Premier has

transformed its manufacturing

facilities into IoT-enabled smart

factories. Sensors and connected

devices collect real-time data on

machinery performance, production

rates, and product quality.

This data is analysed to optimise

operations, predict maintenance

needs, and prevent downtime.

The use of advanced data analytics

tools allows Premier to gain

insights into production processes

and supply chain dynamics.

Analytics platforms process

vast amounts of data to identify

trends, forecast demand, and optimise

resource allocation. This

data-driven approach enhances

decision-making and operational

efficiency.

Strategic partnerships have

played a crucial role in Premier’s

success. The company has

formed alliances with various

stakeholders, including suppliers,

distributors, research institutions,

and industry associations. These

partnerships have helped Premier

enhance its capabilities, expand

its market reach, and drive

innovation. Premier’s long-term

strategic partnerships include

one with the company Anchor

Yeast, a key strategic partner on

the baking side of its business.

The latter also owns the only yeast

factory in South Africa, supplying

the whole baking industry there.

The company has extremely close

relationships with grain suppliers,

which have grown along with

Premier over the past 10 years.

These partnerships enable the

company to access new markets,

introduce innovative products,

and leverage synergies that benefit

both parties, fostering longterm

relationships and business

growth.

Premier has solidified its position

as a leading FMCG company

in South Africa and beyond. The

company’s commitment to quality,

innovation, sustainability, and

strategic partnerships has driven

its growth and success. The ongoing

upgrades encompass new

and modernised manufacturing

facilities, advanced technological

implementations, sustainability

initiatives, enhanced distribution

and logistics capabilities, innovative

R&D efforts, and a comprehensive

digital transformation.

These strategic investments not

only bolster Premier’s operational

efficiency and product quality

but also reinforce its commitment

to sustainability and innovation.

As a result, Premier FMCG

is well-positioned to continue its

growth trajectory and maintain

its leadership in the South African

and African FMCG markets.

FIND OUT MORE ABOUT

PREMIER FMCG

PREMIERFMCG.COM



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Business Times Magazine | Issue 104 | July 24

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