Contact an investment specialist Let's talk business
Australia is the destination of choice for expanding businesses. Read about some of the many companies that have seized the opportunity – to innovate and grow.
Use the filter option below to refine success story results by industry. Multiple industries may be selected. Click the Apply button to display filtered results.
Energy storage specialist NHOA Energy will play a vital role in helping Australia transition to net zero. The Italian company will be a part of a consortium delivering a 400MWh battery storage project near Blyth in South Australia.
NHOA Energy will work with Spain’s Elecnor to deliver storage for the Goyder South Stage 1 wind farm, being built by French renewable energy company Neoen. The battery will also provide base-load supply to mining and resources company BHP.
The Blyth battery is NHOA Energy’s second large-scale project in Australia. The company is also commissioning the 200MWh Kwinana Battery Energy Storage System for Synergy in Western Australia.
Australia offers unique potential for renewable energy projects. It has vast natural resources and space for world-class wind and solar generation projects. Its stable regulatory environment is also an investment advantage.
‘For us, Australia is the ideal market to be in the front seat, from an energy-transition perspective,’ says NHOA Energy CEO Giuseppe Artizzu.
He says Australia’s geography and engineering challenges only make it more attractive.
‘Australia’s dispersed population makes it a challenging place to despatch renewable energy without something to stabilise it,’ he adds. ‘This makes it an ideal place for our solutions, which transform intermittent renewable energy sources into a stable power supply.’
NHOA Energy’s Kwinana big battery project demonstrates the company’s innovative technology. It has built and is now commissioning a 200MWh battery with Australian energy generator Synergy and the Western Australia Government. Due to go online shortly, the battery will store excess energy from rooftop solar and help stabilise Western Australia’s electricity grid.
Installation and connection of batteries on this scale requires a range of skills. These include electrical and civil engineering, systems and software engineering, project management and electrical and construction trades.
Rather than just import the skills it needs, NHOA Energy’s approach is to focus on skilling up the local workforce.
‘We will bring the deep expertise and core competency in bespoke engineering projects that we’ve built up over the last 15 years,’ says Ashley Mangano, NHOA Energy’s Vice President – Australia & Pacific. ‘We have experience in Australia and across projects in 26 countries to really start to build not only jobs, but the industry here.’
NHOA Energy is working with the University of Western Australia on a new model of talent development. The company’s aim: to support development of the required talent pipeline in Western Australia. It hopes to recruit over 30 positions in Australia by the end of 2023, increasing to several hundred jobs over the next few years to support projects in Australian.
NHOA Energy has established its regional headquarters in Perth.
The company’s presence in Western Australia is strategically important. The company looks to build ties with new and ‘traditional’ energy market players to tackle the shared challenges of sustainable supply.
NHOA Energy’s success in Australia has also depended on strong relationships with governments at state and federal level, as well as regulators, policy makers and state-owned suppliers.
‘Delivering a new type of technology rapidly into a new market is always coupled with unique challenges,’ says Mangano. ‘We’ve always been met with support in Australia. We feel there’s an open door to have necessary discussions, easy or difficult.’
Both Mangano and Artizzu credit Austrade for making important introductions, especially with the Western Australian Government.
They say they were amazed by the attention they received, which included a visit by Western Australian Premier Michael McGowan to Milan.
‘That really reassured us of the support in Western Australia and enabled NHOA Energy to commit to invest in a presence here,’ says Mangano.
‘That’s one of the reasons Austrade exists — to help companies like NHOA Energy understand the scale of opportunity in Australia for clean energy technology, and where Italian companies can fill those gaps,’ says William Peasland, Austrade Investment Director, Milan.
NHOA Energy has big ambitions to be part of Australia and the region’s transition to net zero.
‘NHOA Energy will continue to recruit and develop talented people, share knowledge and technology, strengthen its supply chain, and work to stabilise Australia’s energy infrastructure,’ says Mangano.
When one of the world’s top film directors (George Miller) approached DNEG to set up a visual effects (VFX) studio to work on his next film (Furiosa), it was hard to say no. And it’s even harder when it’s in Australia, one of the world’s premier destinations for filming and post-production.
In 2021, DNEG opened the doors to its first full-service VFX studio in Sydney, Australia. The studio will house over 500 VFX artists when fully operational and give Australian content creators and artists the chance to work with a world-leading VFX and animation company. DNEG has received Oscars® for its VFX work on Dune, Tenet, First Man, Blade Runner 2049, Ex Machina, Interstellar and Inception.
‘Australia has a long and distinguished filmmaking legacy,’ says Namit Malhotra, DNEG Chairman and CEO. ‘It is home to world-renowned filmmakers whose work I love and respect, including George Miller. The film and TV services industry in Australia is celebrating record levels of foreign production spend and experiencing steady growth. This is testament to Australia’s incredible facilities, crew, locations and incentive programs.’
DNEG’s journey to Australia started in late 2020 when George Miller reached out to one of DNEG’s Senior VFX Supervisors, Andrew Jackson. Jackson had worked with Miller on Mad Max: Fury Road. Miller and his producing partner Doug Mitchell wanted to know if DNEG would consider opening a studio in Australia to handle the VFX for the Mad Max: Fury Road prequel Furiosa.
‘This gave us the opportunity to open a new studio in a part of the world in which we were not operating,’ says Malhotra. ‘We could work closely with one of the best filmmakers in the world.
‘The Australian screen industry is attracting tentpole international projects, thanks to superb production facilities, world-class crews, unique locations and outstanding screen incentives. There are great opportunities for us to provide VFX services to these projects,’ says Malhotra.
‘DNEG Sydney not only allows us to capitalise on new opportunities with the Australian creative community, it gives us another way to strategically grow our worldwide operations,’ adds Alaric McAusland, DNEG Australia’s Managing Director. ‘Australia’s location means we can deliver our services across multiple time zones, spanning Australia, North America, Europe and Asia.’
In addition to Furiosa, DNEG’s global roster of projects includes Denis Villeneuve’s Dune: Part Two for Warner Bros. and Legendary Pictures, Christopher Nolan’s Oppenheimer for Universal Pictures, animated feature film Nimona for Netflix, Bong Joon Ho’s Mickey 17, and upcoming DC superhero movies The Flash and Aquaman and the Lost Kingdom.
DNEG is building a full-service VFX studio in Sydney that will create over 500 jobs when it is fully operational. It is recruiting for a broad range of VFX disciplines across creative, technology, production, and support roles. Over the medium term, DNEG also plans to build local animation teams. Australia has the technical infrastructure, including the data connectivity and bandwidths, required to shift large amounts of data.
‘Australia has a proven talent pool of top-tier, award-winning visual effects and animation artists,’ says McAusland. ‘The Sydney facility will be fully integrated with our global operations. ‘The Australian team will have a unique opportunity to contribute their artistry to some of the world’s biggest films and episodic series across our 10 global studios. This is generating so much significant interest locally that we’ve had to expand our talent acquisition team.’
‘Developing Australia’s world-class talent pool has only been possible through sustained and significant public policy support for the creative sector,’ adds McAusland. ‘Incentives including the Locations Offset and Producer Offset have been critical in attracting high-quality projects and investment from the private sector in screen industry skills and jobs.’
Talent is also coming to or returning to Australia. Case in point is Andrew Jackson, who relocated home from London to be DNEG Sydney’s Creative Director and Miller’s show-side VFX Supervisor. With a career spanning more than 30 years, Jackson won an Academy Award® and BAFTA for his work on Christopher Nolan’s Tenet. He received an Academy Award® nomination for his work on Mad Max: Fury Road and most recently completed work as Production VFX Supervisor for Nolan’s Oppenheimer.
Australian colleges and universities are producing future Jacksons, with a strong pipeline of industry-ready graduates with digital and technical skills. Australia has also committed funds to boost screen industry skills around the country.
To support the next generation of VFX artists, DNEG has set up its Greenlight Training program in Australia. The industry-leading program supports high-calibre graduates and junior professionals looking for their first break into the VFX industry.
McAusland says Australia’s well-established production and VFX incentives played a significant role in DNEG’s decision to invest in Australia.
‘The Producer Offset and Locations Offset provide a substantial tax offset for large-scale Australian film and television projects,’ he says. ‘The Post, Digital and Visual Effects (PDV) offset will be fundamental to our ability to build a pipeline of high-profile international VFX projects in Sydney irrespective of production location. NSW Government programs such as Made in NSW and the PDV Rebate are also important. This combination makes for a highly competitive offering.’
‘The NSW Government’s Jobs Plus Program helped reduce our establishment costs and increased our speed to market,’ adds McAusland. ‘The program’s financial support made Sydney the most attractive option compared with other potential locations.’
When DNEG extends local services to digital games, it can utilise the Australian Government’s Digital Games Tax Offset and the NSW Government’s Digital Games Rebate.
Austrade collaborated with the NSW Government to support DNEG’s establishment in Australia.
‘Austrade provided whole-of-government support for our expansion to Sydney,’ says Malhotra. ‘They shared industry advice and brokered valuable contacts with government and the Australian screen industry.’
‘We are making a huge investment in our Sydney studio,’ says McAusland. ‘We’re looking forward to building and growing DNEG Sydney, integrating it into our global VFX and animation network, and strengthening Australia’s reputation as a global VFX powerhouse.’
Contact Austrade for more information about investment opportunities in Australia.
Singaporean personal lending fintech Lendela has opened its first office in Australia. Founded in 2018, Lendela’s online platform helps consumers find the best loan with one application. The company processes around 70,000 loan applications a year. Lendela’s Australian base in Sydney is the company’s fourth office after Singapore, Malaysia and Hong Kong.
‘Austrade was instrumental in helping us enter the Australian market and building our network,’ says Lendela’s founder and CEO, Nima Karimi. ‘We have received valuable introductions, and advice and support in legal, HR and market matters.’
Karimi says Australia’s huge loan market offers strong business opportunities.
‘Australia disburses more than 8 million personal loans annually,’ he says. ‘The need for loans is also growing because of changing economic circumstances.’
Karimi notes there are gaps in the competitor landscape that Lendela can fill.
‘Other comparison platforms have lead-generation referral models and only cater to customers with good credit ratings,’ he says. ‘There are many considerations when picking a loan. Lendela finds the best loan and guides customers through the application process until they receive the loan.’
Jake Osborne, Head of Australia at Lendela, cites Australia’s sophisticated financial ecosystem as a key reason for market expansion.
‘Australia’s financial environment makes deep integration possible,’ Osborne says. ‘The new Open Banking framework exposes data points necessary for credit decisioning in a reliable and secure manner.’
Australia’s strong fintech infrastructure and clear regulatory environment offer a clear launching pad for Lendela’s offering, building on incumbent solutions used by lenders.
‘Most Australian financial institutions are already partially or entirely digital,’ says Osborne. ‘Lendela brings the personal lending ecosystem together by matchmaking consumers and lenders.’
Osborne believes Lendela’s platform will become an invaluable tool for lenders.
‘In a highly competitive lending space, customer acquisition costs are incredibly high for lenders. The customer experience is also extremely fragmented for borrowers comparing loan terms,’ he says. ‘Lendela’s proprietary loans-matching engine offers a better solution to both lenders and borrowers.’
Austrade provided Lendela with market insights and assisted with its go-to-market strategy.
The agency hosted business-matching meetings between Karimi and key players in Australia’s fintech ecosystem, including at the Intersekt conference in Melbourne and the Singapore Fintech Festival. Austrade also helped identify a visa pathway for Lendela’s Chief Technology Officer.
Support for Australian and Singaporean fintechs
Austrade and the Singapore FinTech Association signed an MoU in April 2023. The signing initiated Project Lorikeet, a new program to support Singaporean fintechs’ expansion into Australia, and Australian fintechs that want to explore opportunities in Singapore. Read more about the program.
Contact Austrade for more information about investment opportunities in Australia.
Global pharmaceutical company Cerecin, which develops therapeutics for neurological disorders, is undertaking clinical trials and expanding its research capabilities in Melbourne, Australia. Charles Stacey, Cerecin’s President and CEO, explains why it has chosen Australia to expand its global footprint. Benefits include its diverse population mix, R&D incentives and human capital.
Read more about Australia's growing pharmaceutical industry.
Contact an Austrade Investment Specialist in your region for more information about the pharmaceutical industry in Australia.
Singapore’s Homage is bringing its personalised aged care and support services platform to the Australian market. Homage co-founder and CEO Gillian Tee explains why Australia is a strategic location for growth.
Read more about Australia's growing aged care industry.
Contact an Austrade Investment Specialist in your region for more information about aged care in Australia.
There was a time when Jayden Rogers had to explain to potential clients where Australia was and why they should conduct clinical trials here. Today, Australia is known as one of the best places in the world for clinical trials. This is in part due to the high-quality work undertaken by Rogers’ company, Linear Clinical Research.
Linear is an Australian not-for-profit organisation offering Phase I to Phase III clinical trials. To date, Linear has carried out over 420 studies in 20 therapeutic areas. It has worked with more than 300 sponsors from 18 countries. During the pandemic, the company saw record patient enrolments. It undertook over a dozen trials for COVID-19 therapeutics, two of which are now approved.
‘Australia has a well-deserved reputation as a world leader in clinical trials,’ says Rogers, Linear’s CEO. ‘We have a high-quality, advanced healthcare system, brilliant scientists and clinicians, and excellent R&D. Our streamlined regulatory approval process and generous research incentives also support international companies to conduct trials here.’
Founded in 2010, Linear has 2 state-of-the-art facilities in Western Australia. One of these is in the QEII Medical Centre, the largest medical precinct in the Southern Hemisphere.
Linear has a strong focus on Phase I healthy volunteer and Phase I cancer trials. The company has more than 100 early-phase cancer trials in its portfolio. It has one of the most active cancer trials team in the Asia-Pacific region.
Later in 2023, Linear will open a dedicated clinical trial private hospital for early-phase cancer trials. This will be the only one of its kind in Australia and it will triple Linear’s existing capacity.
Innovation has also played a part in Linear’s success. In 2017, the company was the first in Australia to install the eSource platform to capture data at the point of entry. It has also invested in telemetry and technology to monitor vital signs remotely. This investment in technology came to the fore during the pandemic.
‘Because we had electronic systems in place, we were able to switch to remote monitoring in just 7 days,’ says Rogers. ‘Our clinicians in Australia and clients in the US, Europe and China could view trial data in real time. It’s a collaborative way to run clinical trials.’
Finding clinical trial participants during the pandemic was not an issue. In Western Australia, there is strong reach into many patient groups which are often consolidated into a small number of hospitals. This supports strong patient recruitment for clinical trials.
Linear also has over 40,000 healthy volunteer participants in its database. Australia’s multicultural population – 29% of citizens are born overseas – ensures a diverse patient cohort for clinical trials.
‘We delivered record enrolments for our cancer trials,’ says Rogers. ‘These patients would not have received treatment in other facilities. And we’re seeing amazing response rates. Up to 75% of patients observe some form of response with a small number experiencing complete responses (full remission) as a result of new therapeutics. It’s lifechanging.’
Linear also deployed its capabilities to support COVID-19 vaccine and therapeutic trials. The company worked with Chinese biotech Clover to undertake Phase I clinical trials for a vaccine candidate. It had the trial up and running in two weeks following ethics submission. The Phase I trial recruited 140 volunteers as a single site. This enabled a subsequent global Phase II/III trial that went on to demonstrate successful protection against COVID-19.
‘The Clover vaccine is now among the group of vaccines used in China,’ says Rogers. ‘It was thrilling to play a role in its development.’
Linear undertook more than a dozen COVID-19 trials and prophylactic studies across a range of therapeutic modalities from 2020–2022. One of these was with Stanford University to trial an antibody to prevent COVID-19.
‘We worked around the clock with the Stanford researchers to help design the protocol,’ says Rogers. ‘Then we obtained ethics committee approval within 15 days, recruited patients and had the trial running within 20 days. It was the quickest clinical trial Linear has ever done. It is probably one of the quickest clinical trials in history, from the point of engagement to clinical execution and the delivery of data.’
Linear works with Bellberry, an organisation providing scientific and ethical review of human research projects. During the pandemic, Bellberry had an accelerated approval process for COVID-19 therapeutics and vaccines.
‘Australia’s pragmatic regulatory environment is one of our key strengths,’ says Rogers. ‘The Therapeutic Goods Administration delegates trial reviews to human-research ethics committees like Bellberry. This speeds approval times so clinical trials can be set up quickly but safely.’
Almost all of Linear’s clients are international pharmaceutical or biotech firms. Most of them are from the US, followed by China and the EU. Rogers says Austrade was instrumental in helping Linear enter the Chinese market in 2017.
‘We’ve had tremendous support from Austrade over years,’ says Rogers. ‘The on-the-ground support in China was an important aspect of our growth in that market. Their staff went above and beyond. I would happily recommend Austrade to any business wanting to expand their overseas markets.’
The past few years have seen major changes in therapeutics and approaches to clinical trials.
‘We’re seeing new molecules being tested, including bi-specific antibodies and drugs that target certain mutations based on genomics,’ say Rogers. ‘COVID-19 saw a shift to new treatments for infectious diseases and respiratory viruses. We’re seeing more targeted therapeutics, particularly mRNA therapeutics and cell therapies.
‘The world made a vaccine for COVID-19 in 12 months, thanks to research, industry and government working together,’ says Rogers. ‘At Linear, we want to keep pushing the innovation agenda. It’s the only way we can keep creating drugs that save lives.’
Read more about why Australia is a go-to destination for clinical trials.
Contact an Austrade Investment Specialist in your region for more information about conducting clinical trials in Australia.
Since 2015, tens of thousands of Australians have benefited from Edwards Lifesciences’ transcatheter aortic heart valve device. These lifechanging devices are made from Australian bovine tissue. Australian cows – raised in clean, green environments and famed for their health – provide the high-quality tissue needed to produce these devices.
‘We have sourced bovine tissue from Australia for almost 20 years,’ says Polo Guilbert-Wright, Government Affairs Senior Director at Edwards Lifesciences Australia. ‘We look for tissue that is consistently healthy, and our Australian suppliers always deliver. We also have full traceability across the supply chain.’
Edwards Lifesciences designs, develops and manufactures products for structural heart disease and critical care monitoring. The California-based company set up a subsidiary in Australia in 2001 and now employs over 100 people across 5 states.
A critical component of Edwards Lifesciences’ heart valves is bovine pericardium tissue (the sac that surrounds a cow’s heart). This thin but durable tissue is a key part of the transcatheter aortic valve implantation (TAVI) used to treat aortic stenosis.
Edwards Lifesciences sources this tissue from multiple suppliers in the US and Australia. Australia provides more than half of the company’s tissue supply. It sources tissue from multiple suppliers in Queensland. Guilbert-Wright says Australian bovine tissue is outstanding.
‘We need to make sure the thickness and performance of the “leaflets” (the thin flaps of tissue used to make heart valves) are consistent,’ he explains. ‘Otherwise, they will affect how blood flows through the heart. We find the tissue coming out of Australia is consistent and of a high quality.’
Edwards Lifesciences’ Australian suppliers extract, clean and pack the tissue into Eskies filled with wet ice. These Eskies are transported to the US and Singapore where the tissue is manufactured into heart valves. This process must be completed in 96 hours.
‘Our Australian suppliers document the entire process,’ says Guilbert-Wright. ‘We can trace the tissue back to a group or lot of cattle and follow it until it arrives. It ensures full accountability across the supply chain.’
The closure of international borders due to COVID-19 threatened to cut off a critical supply chain. Overnight, there was no way to transport the tissue from Australia to the US.
Edwards Lifesciences immediately turned to Austrade for help. Within a short period of time, the agency obtained the permissions that enabled the company to access the International Freight Assistance Mechanism (IFAM). IFAM was a temporary, targeted, emergency support measure put in place by the previous Australian Government. It kept global air links open in response to the effects of the pandemic.
Edwards Lifesciences used IFAM to airfreight bovine tissue from April 2020 until June 2022. The service ensured the tissue reached the California production facility before its 96-hour expiry period. The company imported more than 400,000 batches of tissue over that time.
‘The IFAM flights helped keep the supply chain of our tissue between Australia and the US open,’ says Edwards Lifesciences Managing Director for ANZ, Pat Williams.
‘We have been able to continue sending bovine tissue from Brisbane to Irvine, where they are manufactured into life-saving heart valves and sent to patients all over the world.’
Austrade has supported Edwards Lifesciences for several years. In addition to IFAM, the agency has provided information on Australia’s regulatory environment and its clinical trials infrastructure. It has also introduced the company to various arms of government.
Edwards Lifesciences also undertakes clinical trials in Australia. The company works with a number of Australian hospitals that contribute to global clinical trials. It also works with tertiary hospitals that recruit and treat patients.
Guilbert-Wright says there are many reasons why Australia is a great place for clinical trials.
‘The quality of clinical outcomes is outstanding,’ he says. ‘The infrastructure – in terms of the hospitals and their ability to recruit and treat patients – is impressive.
‘The Australian clinical fraternity is first-rate. The clinicians we partner with are on the podium at all the global cardiac symposia. We are privileged to partner with them.
‘It’s also easy to set up clinical trials here,’ he adds. ‘That’s a real comparative advantage for Australia as compared to other jurisdictions.’
Australia also has a globally recognised regulatory system. Data from clinical trials conducted in Australia is accepted by overseas regulatory agencies.
Find out why Australia is a go-to destination for clinical trials.
Contact Austrade for more information about investing in Australia’s health and life sciences industry.
COVID-19 mRNA vaccine pioneer, Moderna, is building a new hub for biotech research and manufacturing in Australia.
The facility in Melbourne’s life-sciences precinct will have the capacity to manufacture up to 100 million vaccine doses per year for respiratory viruses such as COVID, influenza and respiratory syncytial virus (RSV).
In addition, Moderna will establish a new, regional mRNA research centre in Melbourne. This will become a hub for research into respiratory viruses and tropical diseases across the Asia-Pacific.
‘Australia’s science and R&D ecosystem is world-class, and this is one of the reasons we decided to build our first commercial-scale facility in Australia,’ says Michael Azrak, General Manager, Moderna Australia & New Zealand.
‘We want to support a thriving biotech community where the best and brightest have the opportunity to collaborate and contribute to advancing mRNA science,’ he adds.
Massachusetts-based Moderna made global headlines in 2021 with its revolutionary mRNA vaccine. mRNA vaccines were critical for combating the COVID-19 pandemic, reducing hospitalisations and saving millions of lives globally.
The success of its COVID vaccine has meant rapid growth for Moderna. In August 2022, the company announced that – in partnership with the Australian and Victorian governments – Melbourne would be the home of a huge, new investment in life-sciences research and manufacturing.
Moderna’s facility will create hundreds of construction jobs, and ongoing roles in manufacturing and research.
This year, Moderna will also establish an Australian fellowship program to advance mRNA science. The program will include facilitating an immersive industry learning experience for bio-pharma innovators, who will be able to travel to Moderna’s Boston headquarters for training and knowledge-sharing activities.
The annual program will offer two fellowships worth A$250,000 each per year.
One significant attraction for Moderna is Australia’s capabilities in early clinical development and clinical trials.
‘Australia is a great place to do clinical trials because Australian clinicians know how to run trials well,’ says Azrak. ‘Australia provides good infrastructure and facilities, regulatory support, medical expertise and a diverse population for trial recruitment.’
Australia is currently a registered trial country for five of Moderna’s ongoing clinical trial studies. These trials include over 40 study sites. They also include the company’s Phase 2 study into a personalised cancer vaccine targeting melanoma.
Azrak reports that Moderna finds it comparatively easy to establish trials networks in Australia and recruit patients.
‘We can collect trial data and get results back to the global study team in a timely way,’ he says. ‘This is partly due to local expertise. Australia is home to high standard contract research organisations (CROs), universities and teaching hospitals that are well-versed with global requirements.’
Moderna leaders say Australia has multiple advantages for ambitious biotech companies. First, the Commonwealth and State Governments are highly supportive.
‘The Victorian Government is very forward thinking in terms of fostering Melbourne’s biotech industry,’ says Azrak. ‘They helped us address regulatory barriers and accelerated our construction plans. Victoria wants to create a local biotech industry that is on par with Boston and Oxford.’
Second, Australia’s A$20 billion Medical Research Future Fund (MRFF) supports long-term investment in health and medical research. It channels funding towards innovation and science research in medicine and health care.
‘There are tax incentives for research and development, and the Government’s MRFF is also valuable at providing capital investment,’ says Azrak.
One other draw card is local expertise. This includes the emergence of biopharma hubs around major hospitals and universities.
‘Australia is a strong venue for active medical research,’ Azrak says. ‘Australia has world-class institutes, great incubator hubs and excellent teaching hospitals. These facilities are often within walking distance of each other. This helps our biotech experts collaborate with each other.’
He cites the Monash Technology Precinct in Melbourne. This precinct is home to Monash University, the Australian Synchrotron and Commonwealth Scientific and Industry Research Organisation (CSIRO) facilities.
Moderna will contribute to this life-sciences ecocentre with a new research centre, which will spearhead research into respiratory diseases and tropical medicine.
‘Our new Melbourne centre will be a hub for the Asia-Pacific,’ says Azrak. ‘It will link together academic work that’s being done in research institutes across the region – and look at how mRNA treatments can help combat diseases that need medical solutions.’
Azrak predicts that Australia has a bright future in biomedical research. Prospects rest on the fact that Australian medical research has an excellent reputation.
‘We have very high standards of care here in Australia – and universal access,’ says Azrak. ‘Australia’s regime for health regulation is so well regarded that it’s used as a reference point in many other countries.
‘Our chief regulator – the TGA [Therapeutic Goods Administration] – is world-class. It applied an innovative lens to new medicines approval during the pandemic. And the TGA’s assessments carry weight across the Asia-Pacific region.’
Moderna’s new manufacturing facility is scheduled for completion in 2024. It will be part of an ongoing, 10-year partnership between Moderna, the Victorian Government and the federal Australian Government.
‘Austrade has always been open and supportive – especially during the early stages of discussions,’ says Azrak. ‘The federal and Victorian State governments and mRNA Victoria were also great champions of promoting Australia as a destination for investment.’
‘We think Australia has come on in leaps and bounds in terms of skills and opportunities in the biopharma sector,’ he adds. ‘The focus on life sciences has really expanded in Australia over recent years. Coming here and building a manufacturing facility requires a great skills base – and that’s what we get in Australia.’
Contact an Austrade Investment Specialist in your region for more information about investment opportunities in Australia.
Memjet is a world-leading printing technology company. Now it’s helping to bring manufacturing back to Australia with advanced robotics.
The company is also committed to backing local supply chains and Australian innovation.
‘There’s big benefits to vertical integration in Australia,’ says Jason Thelander, Chief Technology Officer, Memjet. ‘We have a stable economy, great scientific and engineering capability as well as a highly skilled workforce. With new robotics and ultra-smart software, our manufacturing is competitive with Asia.’
Memjet’s new factory in North Ryde, Sydney started producing the cores for commercial printing machines in December 2022.
Memjet continues to invest in collaborative manufacturing spaces and systems, enabling other Australian companies to embrace onshore automated manufacturing that is cost competitive globally.
‘Local manufacturing means a US$15–20 million increase on Australian value add per year,’ says Thelander. ‘And 100% of our output will be exported.’
Memjet is a pioneer of advanced digital ink-jet printing technologies. The printing ‘engines’ that Memjet creates are the brains in many of the world’s best-known printing machine brands. This includes brands like Canon, Konica Minolta, PCMC, MGI and Gallus.
About 95 per cent of the company’s design and research and development (R&D) work is executed in Australia. Over the past 7 years, the company has registered 183 patents, with most held in Australia and the United States. Until recently, however, most print engine assembly was done overseas, in particular in northeast Asia.
‘A typical print engine might have print heads from Australia, inks from Japan, and other subsystems from Singapore and Malaysia,’ says Thelander. ‘The print engine would be assembled overseas and then exported to assembly plants around the world. For most models, about 70—80% of the value-add happened in Asia.’
In July 2021, Memjet finished the design of its latest print engine. Executives had to decide where to assemble it. Several factors made executives think again about investing in Asia.
One major factor played into the investment decision. Memjet wanted to consolidate its global supply chains.
‘Every country has been hit by supply chain issues over the past few years,’ says Thelander. ‘Like all companies we want to reduce risk.
‘The advantage of bringing manufacturing back to Australia and vertically integrating is you get more control. We are more in control of our supply chains and our margins.’
In July 2021, Memjet decided to bring four product lines for printer engines back from Asia. Memjet built a new factory in North Ryde, Sydney.
The company bought new artificial intelligence (AI)-powered robots from Germany and wrote software – called ‘the juggler’– that tells them how to prioritise work. This means the robots can switch between manufacturing tasks without human intervention. And it means the company can maximise the efficient use of time in a particular manufacturing cell.
Thelander says the new Australia-made strategy includes sourcing most components from suppliers in Australia.
‘When we reach full production about 80% of the parts for our Australia-built print engines will come from Australia,’ he says. ‘For example, we used to get most of our dye inks from international suppliers. Now, all of them will be sourced from Australia.
Thelander believes strongly in the future of advanced manufacturing in Australia.
‘Advanced manufacturing can deliver a big reduction in factory head-counts,’ says Thelander. ‘The combination of new robotics and smart software means we can reduce manual labour by a factor of between 4 and 7.
‘So, a printhead production line in Asia that used to require 106 people now needs just 28 here in Australia. And we think we can ultimately get that labour requirement down to 15. This means we can do more with the same headcount.
‘Advanced manufacturing makes Australia competitive with Asia. It is not that we are “taking jobs” with automation: these jobs would have never existed in Australia — they would have gone overseas along with the supply chain.’
Memjet’s breakthroughs in efficient manufacturing will mean it can help other innovators. The North Ryde factory will include a collaborative manufacturing centre, and house 140 engineers and scientists.
The key is agility. With new AI robotics, Memjet can quickly reconfigure its manufacturing spaces to execute small production runs for external organisations – such as medtechs and electronic-product developers. This helps innovators, startups and university spinoffs to make and test prototypes. Adaptable manufacturing spaces also enable innovators to refine their manufacturing processes.
‘This is a revolution in manufacturing,’ says Thelander. ‘It will take us just 90 minutes to reconfigure a production cell from manufacturing one product to another.’
This approach could deliver huge potential benefits to entrepreneurs, he explains. It means they can quickly assess the commercial potential of their prototypes without having to invest in their own manufacturing line. Entrepreneurs just need to configure “workstations” for their product and design the grippers. All other systems are already in the cell.
‘If you want to be competitive, you need the ability to effectively assemble parts with the lowest possible headcount,’ says Thelander.
‘Our new robots and ultra-smart software enable us to quickly manufacture high-tech, low-run components for other innovators,’ he adds. ‘We can also assemble parts with minimum human input. This is high-efficiency collaborative manufacturing — and it has a great future in Australia.’
Find out more about investing in Australia or contact Austrade for more information.
Australian company Spectainer has invented a next-generation collapsible container that is set to change the shipping and logistics industry. The Collapsible Economic Container – known as COLLAPSECON – is a holistic, integrated solution. It collapses and combines up to 4 containers into one without cranes or manual labour. A tracking device on each container provides rich data on fleet movements and carbon emissions.
Spectainer modelling shows COLLAPSECON can potentially reduce:
‘At Spectainer, our mission is to pioneer the future of global trade by creating innovative, practical and scalable solutions to evolve the shipping and logistics sector,’ says Nicholas Press, Spectainer’s Founder and Managing Director.
The idea for COLLAPSECON came to Press when he was a logistics officer with the Australian Army. While stationed overseas, he noticed huge numbers of empty shipping containers that seemed to increase every month.
‘The empty containers had a growing impact on our operational environment,’ says Press. ‘It made me realise there was a fundamental issue with how logistics and supply chains functioned.
‘The shipping container is the backbone of the global shipping industry, but it is not ultimately efficient. While COLLAPSECON is not the first-ever collapsible container, I wanted to develop a solution that improves operational efficiency, saves costs and reduces environmental impact.’
A key point of difference between COLLAPSECON and other collapsible containers is ‘separating the collapsing from the collapsible’.
Spectainer achieves this through the COLLAPSECON Operating Station (COS). The COS is a first-of-its-kind automated platform that enables users to collapse up to 4 shipping containers into one. It takes around 2 minutes to collapse or expand each container, with no manual intervention. In contrast, it can take between 20 and 30 minutes and the use of cranes and manual labour to collapse other containers.
In addition to the COS, each COLLAPSECON has a container tracking device called SEACON. The device captures real-time data to optimise fleet management. Users can monitor their containers and validate environmental data to check emission levels.
‘We did not invent the concept of collapsible containers,’ says Press. ‘What we are pioneering is a holistic integrated solution to make them work at an industrial scale. Our solution is not just well engineered, it’s also operationally efficient.’
Video: Watch the COLLAPSECON in action.
The mass accumulation of empty containers is due to the trade imbalance between production regions like China and consumption regions like Australia.
Consumption regions typically import more general cargo than they export. Instead of taking back empty containers to production regions, it is common for shipping lines to leave them behind. This is because ships will stop at multiple ports along a route to pick up cargo.
This makes vessel load-planning essential. Empty containers must go on the top tiers of the container stack to balance the ship. The containers must be moved at every port to load or unload cargo. The more time at port, the higher the costs.
It costs around US$1 a day to leave a container at a port or container park. This compares to many hundreds, if not thousands, of dollars to transport it on a ship. Given these costs, many shipping firms find it more effective to simply buy new containers. The increasing number of containers has led to overloaded ports and packed container parks worldwide.
‘There are around 42 million containers in the world,’ says Press. ‘The empty container issue is costing the shipping industry over US$34 billion each year. And this cost is rising. It has reached a point where we can’t sweep the problem under a rug. It must be addressed.
‘There will always be a trade imbalance, and COLLAPSECON is not meant to replace every conventional container. What COLLAPSECON can do is help lower costs, improve operational efficiency and reduce environmental impact on heavily imbalanced trade lanes.’
The ability to collapse and combine containers frees up more space for cargo while still allowing ships to carry empty containers.
‘COLLAPSECON acts like a normal container. It fits into the space taken up by one container,’ says Press. ‘If you have slots for 1,000 containers on your ship, you could carry 500 containers full of cargo and 2,000 empty containers.’
COLLAPSECON also allows ships to operate far more efficiently at port and at sea. When COLLAPSECON is bundled together, it essentially becomes a fully laden container. It can be stored at the bottom of a ship. For the first time, ships don’t need to move empty containers stored on the deck to unload cargo. This new efficiency reduces the time at port, saving port fees.
‘Using COLLAPSECON means a ship can load 4 containers at, say, $100 per container,’ says Press. ‘This compares to one conventional container at $100 per container. Ships can load more containers in less time and at lower costs.’
Cutting the time spent at port means shipping lines can progress their routes on schedule, allowing for slow steaming. By reducing their speed from 20 to 18 knots, ships can save fuel burn by around 20–30%. This can generate a significant reduction in overall fuel consumption on each voyage. This, in turn, leads to less CO2 production.
Spectainer modelling indicates COLLAPSECON can potentially help the industry reduce container operating costs by 20–40%. The cost of handling empty containers is also projected to go down by up to 75%.
Over time, improved operational efficiency might even allow shipping lines to reduce the number of vessels they operate on a trade lane.
‘By evolving the container and operations, carriers can generate more efficiency across their fleet,’ says Press. ‘They can load more containers and move faster. In the future they may not need 6 vessels on a trade lane. They may only need 5 because they are generating better vessel rotation. Over the longer term, there are significant fleet and industry-wide efficiencies to be gained.’
The shipping industry is responsible for 3% of global emissions. Press believes Spectainer’s solution can help the industry meet the EU’s goal of net zero emissions by 2050.
Efficient ship movement can reduce carbon emissions by 17%, according to Spectainer modelling. The industry will also need fewer trucks and trains to transport COLLAPSECON from container parks to port terminals. Spectainer projects this will reduce carbon emissions by up to 37%.
‘There are a lot of variables when calculating emissions,’ cautions Press. ‘Every shipping line is different, and every trade lane is different.’
For example, based on current monthly TEU movement, Sydney exports 150,000 containers a month on the Sydney to Shanghai route. Around 68% of them are empty. Using only 1,000 COLLAPSECON on this trade lane per month can reduce emissions by a potential 79,000 tonnes a year, based on a 6,300 TEU vessel.
Using SEACON, shipping lines can identify a fleet’s geographical location, the status of each COLLAPSECON, idle time and route geo-fencing. The insights can help shippers identify the ideal trade lanes to deploy COLLAPSECON. This will help them optimise operations and efficiencies.
Press started developing the COLLAPSECON concept in 2008. In 2015, he worked with UNSW engineering students to flesh out the concept. Next, he engaged Australian industrial design firm Tiller Design to expand the baseline design. By 2017, Press had built his first prototype design. He began working with A*STAR (Singapore’s Agency for Science, Technology and Research) to further test and refine the design. In 2019, Spectainer embarked on a complete upgrade of the COLLAPSECON design to enable fully automated collapsing through the COS.
In July 2022, Spectainer announced a strategic partnership with global shipbuilder Austal Limited. Under the partnership, Austal will mass produce COLLAPSECON and COS. Spectainer had secured US$75 million in construction funding (and US$2 million in development funding) from CFM’s Climate Investor Two (CI2) Development Fund (DF2) in June 2021.
Spectainer has another Australian giant as a partner. BlueScope Steel, through its ventures arm BlueScopeX™, was a major investor in Spectainer’s Series B funding round. The company is also interested in contributing to Spectainer’s supply chain and exploring joint R&D opportunities such as green steel.
‘Australia is not generally known as a major player in the global shipping space,’ says Press. ‘But we have a history of world-class innovation. As an Australian company, we are proud to be pioneering a solution to address a significant operational, economic and environmental problem.’
Spectainer will start rolling out its first COLLAPSECON fleet in 2023. The company is currently working with a number of the world’s top carriers on leasing agreements.
Austrade is supporting Spectainer as it takes its innovation global. ‘Austrade connected us to key partners in our evolution such as A*STAR in Singapore,’ says Press. ‘As we expand globally, Austrade’s insights and advice will help us better understand the complexities of doing business in specific markets.’
US medtech giant Stryker has opened its first R&D Lab in Australia. Based in Brisbane, Queensland, the Lab will focus on digital health, robotics, clinical software and advanced manufacturing.
The investment will see Stryker work with some of Australia’s leading universities and medical research institutes.
‘Stryker touches the lives of more than 100 million patients globally each year,’ says Stryker Chair and CEO Kevin Lobo. ‘We have a strong heritage of innovation. The possibilities of what will be developed in this lab are inspiring.’
Dr Homer Stryker, an orthopaedic surgeon, founded Stryker in 1941. Today, the company makes medical and surgical equipment, neurotechnology, orthopaedics and spinal products.
The company arrived in Australia in 1984. It now has over 800 employees in Sydney, Melbourne, Brisbane, Perth and Adelaide.
The genesis of the R&D Lab is the Just-In-Time project. This was a 5-year collaborative research project between Stryker and the following Australian organisations:
The project combined 3D printing, robotic surgery and advanced manufacturing to create just-in-time tailored implants for people with bone cancer. It transformed the development and delivery of implants for musculoskeletal tumour patients.
Stryker’s new R&D Lab will be based in the Herston Health Precinct in Brisbane. The precinct is home to over 30 health facilities. It is also home to around 13,000 clinical and non-clinical scientists, researchers, students and other health workers.
‘This medtech ecosystem allows the R&D Lab’s researchers and engineers to collaborate with clinicians,’ says Maurice Ben-Mayor, President of Stryker South Pacific. ‘We can understand their current and future needs — all at the site of care.’
The R&D Lab builds on existing partnerships in Australia. This includes partnerships with clinicians, researchers, universities, healthcare providers and government.
‘These partnerships have demonstrated the power of collaboration,’ says Ben-Mayor. ‘The R&D Lab is poised to have a profound impact on the future of healthcare [and] we’ve expanded our focus to include digital health, robotics, clinical software applications and advanced manufacturing.’
The Queensland Government provided a multimillion-dollar grant to support the R&D Lab’s establishment.
‘This new R&D base is testament to the world-leading scientific research talent and medical infrastructure we have here for global and local companies,’ says Yvette D’Ath, Queensland Minister for Health and Ambulance Services.
‘The new Stryker R&D Lab will mean Queensland researchers and patients will have access to the latest products and technologies.’
Austrade also supported Stryker’s investment. Advisers gave strategic input into its business case. They also introduced Stryker to state and federal government representatives.
The new Lab includes academic partnerships: Stryker, Queensland University of Technology (QUT), The University of Queensland (UQ), Metro North Hospital and Health Service (MNHHS) and Queensland Health have entered a Master Research Agreement.
Projects include looking at how artificial intelligence and machine learning can improve healthcare applications. The aim is to develop new data-driven approaches to clinical problem solving. These could deliver faster, deeper insights to support real-time clinical decision-making.
‘The establishment of the R&D Lab allows us to meaningfully collaborate with clinicians, researchers, scientists, and institutions from across Australia,’ says Lobo. ‘It allows us to transfer our leading research into real-world patient outcomes.
University officials believe the tie-up will boost research into robotics.
‘The partnership with Stryker will provide another critical pathway for UQ research,’ says UQ Vice Chancellor Professor Deborah Terry. ‘We believe the collaboration between industry, academia and government will help drive community impact in Queensland, in Australia and around the world.’
QUT says its focus will be on digital health and robotics technologies. It foresees that these areas will take centre stage in medical innovation over the coming decades.
‘QUT has long been an international leader in robotics and biomedical engineering,’ says QUT Vice-Chancellor Professor Margaret Sheil. ‘We look forward to seeing how our researchers will work together with Stryker as a partner in this facility.’
Stryker has already experienced the agile capabilities of the Australian healthcare industry. In early 2020, the company harnessed the adaptability and innovation of Australia’s healthcare experts to make a major contribution to the country’s COVID-19 response.
Stryker worked with the Advanced Manufacturing Growth Centre to develop an Emergency Relief Bed. Designed to accommodate patients in respiratory distress, the bed offered 30-degree head elevation, low height and an attached intravenous pole.
In just 6 days, Stryker partnered with 4 Australian manufacturers to adapt the bed’s design, build the prototype and start production. The Emergency Relief Bed presented a low-cost, scalable solution for the Australian Government. It has also been used to support Australia’s Pacific neighbours throughout the COVID-19 pandemic.
In 2019, US-based Sledgehammer Games chose Melbourne as a first stop in its global expansion program. After just three years, the Melbourne studio helped launch the latest first-person shooter game in the Call of Duty series: Call of Duty®: Vanguard.
Staffing levels in Melbourne now exceed 150. According to Chief Operating Officer, Andy Wilson, rapid growth in Australia is due to amazing talent and a passion for diversity.
‘There’s a freshness within Australia’s game development scene that is appreciated by our international colleagues,’ says Andy Wilson, Sledgehammer Games’ Chief Operating Officer ‘Australian game developers are thirsty for opportunity: they want to create awesome cultures within games.’
Sledgehammer Games was founded in 2009 and is based in Foster City, California. It is best known for its contribution to the Call of Duty game franchise. Today, the company also has studios in Toronto, Canada and Guilford, UK.
When Sledgehammer first opened in Melbourne in 2019, it operated as a small team of engineers, but growth has been ultra-rapid. Three years later, and the Melbourne studio has grown exponentially and delivers the full gamut of AAA studio services.
‘We have grown into all core functions, including rendering, gameplay, audio and online,’ says Wilson. ‘We have rounded out the content and support side of the business with environment artists, concept artists, lighting artists, VFX artists, UI/UX developers and level designers.’
The Melbourne studio is built on talent and diversity, according to Wilson. He says the depth of talent in Australia would be extremely difficult to match elsewhere.
‘Australia is a melting pot of cultures and industries,’ he says. ‘It offers the possibility of finding talent that we could not otherwise access.’
Diversity is a big part of local success.
‘We believe strongly that diversity delivers value and richness,’ says Wilson. ‘We are working with fantastic intern partners that help us attract and engage candidates of varied experience.’
Wilson reports that Australian talent is also returning from overseas. This helps accelerate the build-up of local capabilities.
‘The scale of opportunity in the Australian games industry makes it an increasingly attractive choice for key ex-pat talent,’ he says.
‘The sheer number of experienced, talented developers we’ve been able to attract within a short time frame would be very difficult in other markets.’
Government support is also a factor. The renaissance in Australia’s games industry is partly due to the increased number of tax breaks and tax offsets available from the Federal Government, and from individual states and territories. This includes arts-funding bodies in Victoria.
‘VicScreen gave us a grant for our work on COD Vanguard,’ says Wilson. ‘This grant helped us offset some of our development costs – which were considerable.
‘More importantly, we have developed relationships with VicScreen that are ongoing and mutually beneficial.’
Sledgehammer Games now operates out of four countries. Wilson says that Australia brings its own, unique flavour to this creative mix.
‘Australia is a great place to make video games,’ says Wilson. ‘The talent, the support and the general attitude towards new entrants have all exceeded our expectations.’
Wilson says the prospects for the games industry in Australia are excellent.
‘All the factors that brought us here are still going strong,’ he says. ‘We have an eager, experienced and diverse pool of talent. We have supportive federal and state governments. And as each new player gains a foothold, the games industry gets stronger and creates rich new opportunities.’
International games companies are investing in the Australian games industry. To find out more – including state and federal tax concessions – please visit the digital games page.
The world’s largest online wine marketplace, Vivino, has launched in Australia, bringing a new export channel to the world’s wine lovers for Australian producers. It will make it easier for producers to diversify into and drive sales and marketing in new markets worldwide.
Since opening an Australian office in 2021, Vivino has onboarded 50 Australian wineries and 30 retailers, importers and distributors. Its app has been downloaded 1 million times in Australia and it has 920,000 registered users. Around 275,000 users interact on the app every month.
‘We want Vivino to champion Australian producers of all sizes and be that channel to the world for their wines,’ says James Fildes, Vivino’s General Manager in Australia.
Founded in 2010, Vivino offers more than 15 million wines from 242,500 wineries. The wines are available in 20 markets, including the US, Canada, Brazil, the UK, most European countries, Hong Kong, Japan and Singapore. Its 59 million users can use its app to scan a label – there are 2 billion in Vivino’s database – and view information about the wine before purchase.
Key to Vivino’s success is its personalised recommendations. The app takes a user’s previous purchases, ratings and reviews to recommend new wines, styles and regions to try. Vivino’s crowd-sourced ratings and reviews are one of the platform’s distinguishing features.
‘Vivino was set up to help people learn about and understand wine without the elitism that has often smothered the wine industry,’ says Fildes.
Yarra Valley winery Levantine Hill Estate has 10 premium wines on Vivino. It has used the platform to sell some high-value and highly rate wines in the US. The winery’s Head Winemaker Paul Bridgeman singles out user-generated reviews as a key selling point. ‘I really like that the reviews are by “real” people,’ he says. ‘You can see what customers like about our wines.’
Australian users have had access to Vivino for 10 years. The company launched its Marketplace service in Australia in June 2019, working with local producers to list their wines and forging partnerships with domestic retailers, distributors and importers. The Australian business was run out of Hong Kong until March 2021, when Fildes joined Vivino to build the operation locally.
‘Our monthly active users jumped to around 150,000 during the pandemic when everyone moved online,’ says Fildes. ‘We wanted to connect with this group of highly engaged, switched-on consumers willing to try and buy a wide range of wines.
‘Trade issues were also spurring Australian wineries to seek new markets. It was a crucial moment for us to become more involved in the Australian business. We have the tools and the means to connect them to a global distribution network and drinkers who regularly buy wine on the app.’
To assist its expansion into Australia, Austrade provided Vivino with information on major Australian wine organisations and connected the company to state and territory agencies.
Vivino’s market entry couldn’t have come at a better time for Australian wineries seeking to diversify their business. Vivino offers a new channel to market that is backed by insightful data and access to a global network of wine lovers.
‘Our data shows there is growing curiosity and interest in Australian wine globally,’ says Ewan Proctor, Vivino’s Category Manager, Australia. ‘Importers are also keen to get more Australian wines into their market. What they need is a better understanding of the wine styles we make – and that’s where we can help.’
Vivino works with wineries to tell their brand story through its Strategic Brand Partnerships offering. When a Vivino user scans a bottle of their wine, they receive an email with the winery’s story. This helps build brand loyalty, increase engagement and, importantly, drive sales.
‘Vivino is not just a great marketing tool, it is also a powerful sales tool,’ says Fildes. ‘The app and the marketplace make it easy for Australian producers to reach customers, and for these customers to buy their products. We’ve already seen some great sales for Australian producers.’
One of these producers is South Australian winery Eight at the Gate Wines. It has been on Vivino since November 2020 and has six wines listed. To date, the winery has racked up $50,000 in Australian sales, and $10,000 in Hong Kong and Japan. Co-founder Jane Richards says its wines had been rated by users worldwide prior to listing with Vivino.
‘The biggest benefit for us is that these guys know how to market wine,’ she says. ‘I don’t think Australians realise how huge the use of Vivino is on a global scale. We had no idea that when we listed with Vivino in Australia, it would open us up to other international markets.
‘Vivino levels the playing field for producers like us that don’t have a giant marketing budget. They have a database of wine lovers we could only dream of having. Vivino has been nothing short of great to work with. We really feel like they are invested in our mutual success.’
Vivino provides personalised data so wineries can track brand awareness, engagement and sales at a global level.
‘These insights help producers be more strategic about market entry,’ says Proctor. ‘It helps them see the markets where their wine styles are rating well. For instance, we can use our database of consumer ratings to find the wines with the taste profile that US palates prefer. We can recommend price points and ensure the right wines reach the right community of drinkers. This increases the chance that they will buy the wine.’
Wine giant Accolade Wines has five brands on Vivino: Hardys, Grant Burge, St Hallett, Petaluma and Mud House. It has been working with Vivino to make sure its content is engaging and friendly when consumers scan its brands. It is now focusing on emerging markets and e-commerce capabilities.
‘We’re most excited about the data we can unlock together,’ says Andrew Walsh, Accolade Wines’ Global Director, Customer and Commercial. ‘We’re only just getting started but the results are very encouraging. The Vivino team is motivated, professional and in an exciting growth phase so a perfect alignment for our business.’
Importantly, Vivino is not in the business of selling wine at low prices, a practice Proctor describes as ‘disrespectful to producers and destructive for the industry.’
‘Many online retailers lead on price or insist on price reduction as the primary tool in selling wine,’ says Fildes. ‘We don’t want to fuel that “race to the bottom”. It’s not sustainable for wineries or retailers. We want to make sure quality and price is sustainable for our partners.’
‘It’s simply not true that you have to discount to sell product – and our data backs this up,’ adds Proctor. ‘What we’ve learned is that consumers look not just at price, but at quality and relevance to their drinking style. People want to drink quality wine and are prepared to pay for it.’
‘Producers and distributors always ask: how do we know you’re not going to screw us on price?’ says Fildes. ‘We advise producers on an appropriate price for the market, but they make the final decision on the price. They will always be in control of the pricing on our platform.’
Vivino’s Australian office is in the wine city of Adelaide. Fildes is based in South Australia’s Barossa Valley and Proctor in Victoria’s Yarra Valley. Living among winemakers in two of Australia’s most famed wine regions helps them understand their products, stories, struggles and ambitions.
Proctor is also one of 15 people in Wine Australia’s Future Leaders program. Future Leaders is the Australian wine industry’s professional and personal development program. It aims to create individuals with leadership qualities who can take their business and the sector to the next level, contributing to the future success and longevity of the Australian wine community.
‘Our immediate goals are to work more closely with producers to tell their stories in Australia and overseas,’ says Fildes. ‘We’re also working out how to best engage with other markets and level the playing field for Australian producers.’
In future, Vivino intends to pool Australian wines into a central fulfilment facility for export to the markets in which it operates. This hub model is already in use in Europe.
GoCardless is a global fintech firm founded in the UK, offering innovative digital bank-to-bank payment solutions. The company entered Australia in 2018 and has clocked impressive growth within a short period, among small businesses and large enterprises.
In this case study, Luke Fosset, Director, GoCardless, Australia & New Zealand discusses the company’s journey so far, including:
GoCardless currently has 70,000 merchants as customers, who process over US$30 billion in transactions every year. And despite a challenging 2020, the company continued its Australia growth story with strong growth in revenues, merchant partners and customer wins.
Please contact Austrade to find out more about how we assist global companies enter and grow in the Australian Market
GoCardless is on a mission to help businesses with recurring revenue manage their receivables by enabling bank-to-bank debit.
The company helps customers improve their cash flow by automating administrative tasks and payment reconciliation across billing platforms. Besides lowering failure rates to as little as 0.5%, GoCardless helps customers bypass high transaction fees levied on debit and credit card payments.
‘Our solutions allow customers to save costs, and merchants to reduce involuntary churn by decreasing payment failures,’ says Fosset. ‘Combined with enhanced and seamless cash flow, GoCardless is committed to helping large and small businesses in Australia deal with delayed payments.’
GoCardless currently has over 70,000 business customers across the UK, US, Europe, Australia and New Zealand. It processes $30 billion in transactions every year.
To scale up its operations further – and to accelerate its open banking strategy – the company has engaged in several successful funding rounds. In late 2020, the company raised $95 million. In February 2022, it raised US$312 million. This gave GoCardless a market valuation of over US$2 billion.
GoCardless has strengthened its presence in the Australian market within a short period of three years. ‘Despite a challenging 2020, we have reported a massive growth in revenue and an exponential growth in headcount,’ says Fosset.
‘Additionally, as Australian companies realise the benefits of bank-to-bank debit, businesses of all shapes and sizes see the value in a cost-effective, seamless, and reliable payments system. As a result, we are also witnessing an uptick in active merchants on our platform and customer sign-ups. This has helped us scale up effectively.’
According to a recent research report, delayed payments are a major financial pain for Australian small and medium businesses (SMBs).
‘Addressing this delay with solutions like ours could effectively transfer $7 billion in capital to SMBs thus reducing their financing costs and encouraging them to invest,’ says Fosset.
‘Moreover, our bank-to-bank debit solutions and borderless payments enable Australian companies to operate on a global scale and tap opportunities across the world,’ he adds.
Austrade invited GoCardless to participate in the 2018 edition of the UK/AU Fintech Bridge Mission. The company and its products were introduced to several Australian contacts at the flagship event, including industry bodies such as AusPayNet.
‘The regulatory and operational environment in the fintech space can be quite complicated to navigate,’ says Fosset. ‘The introductions Austrade made at various points helped us get a better understanding of the market, and paved the way for our Australia entry within a year of the first meeting,’ he adds.
Prior to the formal launch, Austrade helped GoCardless with their two-month-long reconnaissance mission. Fosset says that Austrade also assisted in securing a temporary co-working space at Stone & Chalk in Sydney for the duration.
‘When we were ready for our Australia launch in 2018, Austrade was a great resource for advice on several aspects – from where to launch, to informing us about availability of various government grants,’ he says. ‘Austrade also hosted local events and facilitated introductions.’
‘The success of GoCardless in Australia is a testament to the vast opportunities our country offers to global fintech firms,’ says Andy Thompson, Investment Director, Austrade.
‘We will continue working with GoCardless to help them strengthen their presence in Australia, and to enable local SMBs and enterprises by providing access to the latest global fintech innovations and solutions.’
For more information, please contact Austrade.
The Australian Trade and Investment Commission (Austrade) is the Australian Government’s international trade promotion and investment attraction agency.
We deliver quality trade and investment services to businesses to grow Australia’s prosperity. We do this by generating and providing market information and insights, promoting Australian capability, and facilitating connections through our extensive global network.
To discover how we can help you and your business, visit austrade.gov.au or contact us on 13 28 78 (within Australia).
Know a good thing when you see it? Invest in Australian Fintech.
Investment by Brazilian agribusiness giant Minerva Foods is reviving two regional communities in Western Australia. The company and its joint venture partner Saudi Agricultural Livestock and Investment Company have invested US$35 million (A$48 million) in 2 meat processing facilities. It is the first such investment for both companies.
In the town of Tammin, the investment has secured 50 jobs in the local community and stabilised operations at the Great Eastern Abattoir. In Esperance, Minerva has upgraded and reopened the Shark Lake facility. It created jobs for 50–60 people initially with plans to scale up to 220. It is sourcing sheep and cattle from local farmers, investing in staff training and development programs, and embedding itself in the local community.
‘Minerva is continuing to look to expand its footprint in the Australian red meat sector,’ says Iain Mars, CEO, Minerva Foods Asia. “We have received great ongoing support from Austrade, which has helped with the development of our operations here in Australia. This support gives us confidence in our investments and our planned future investments in Australia.”
‘The Australian meat industry has an enviable worldwide reputation in producing good-quality beef and lamb, backed by world-class systems and controls in all aspects of its production. We look forward to continuing working with Austrade in exploring further investments here.’
Minerva Foods is one of South America’s largest beef producers. The company has processing plants in Brazil, Argentina, Uruguay, Paraguay and Colombia. In 2020, it started looking for investment opportunities overseas as part of broader expansion plans.
Top of Minerva Foods’ list was Australia. It wanted to leverage its Australian trading operation, Minerva Foods Asia, to access export markets around the world. Investing in Australia would also allow the company to integrate with the Australian operations of its joint venture partner, the Saudi Agricultural Livestock and Investment Company (SALIC).
Minerva Foods was interested in entering the Australian sheepmeat sector. In an investor briefing, it said: ‘Australia is by far the most efficient place to produce sheepmeat in the world, in terms of scale and capacity to allow exports. The country’s meat products are perceived as of higher quality, which is reflected through higher prices.’
Minerva Foods looked for investment opportunities in Western Australia. The state has around 15 million head of sheep and delivers turnover of around 5.5 million head each year. SALIC also has substantial investments in sheep production operations in Western Australia.
In 2021, Minerva Foods and SALIC invested US$35 million (A$48 million) to acquire 2 meat processing plants in regional Western Australia. The Great Eastern Abattoir is a sheep processing facility near Tammin, about two hours from Perth. The Shark Lake facility near Esperance processes sheep and beef. Both facilities are primed for expansion and licensed to export.
Austrade worked with the former Global Business and Talent Attraction Taskforce (GBTAT) and the Western Australian Government to progress the investment. Austrade met with Iain Mars, the CEO of Minerva Foods Asia, in 2020 to discuss details of the potential investment. Austrade also provided advice on Foreign Investment Review Board processes and EU export approvals.
The GBTAT granted a Global Talent Visa for Iain Mars. Key Minerva Foods staff were also granted work visas. Austrade supported Minerva Foods through state border closures to ensure key personnel were onsite.
Before 2020, the Great Eastern Abattoir in Tammin processed up to 1,200 sheep a week. It has been operating sporadically since COVID-19 hit export supply chains, creating uncertainty for workers. While operational, the ageing facility needed upgrading.
Minerva Foods set about refurbishing the facility to ensure it complies with best practice workplace health and safety, food security and animal welfare standards. The facility’s electrical system has been upgraded and new rain collection tanks installed. Minerva Foods also bought and is upgrading the adjoining railways barracks as staff housing.
The facility now employs 50 staff and processes around 900 sheep a day. Minerva Foods expects to increase production by 50% and grow the workforce by 20–30% in the short to medium term.
‘It was great to get the local guys back on board and support local families,’ says Cory Hogg, Director Operations, Minerva Foods. ‘Some of our people have been working here for 20 years.’
The Shark Lake processing facility at Esperance stopped operating when COVID-19 shut down export supply chains. It had been processing up to 1,700 sheep and 120 cattle on alternate days.
Minerva Foods has installed new steam boilers and hot and cold-water systems, replaced the electricals, floors and ceilings, and upgraded staff amenities.
‘We reopened on 18 July 2022 with 50–60 staff,’ says Hogg. ‘When we move to business-as-usual operations, that number will rise to 110 people. As we expand, we hope to increase to 220 staff.’
Minerva Foods is also in talks with the Port of Esperance to build a Reefer Terminal. This would allow the company to ship products worldwide from Esperance rather than trucking to Fremantle.
Minerva Foods has big plans for the Shark Lake facility. Hogg says the company wants to expand the facility to include manufacturing value-added products for supermarkets and restaurants.
Minerva Foods is sourcing sheep and cattle from farmers and livestock agents in Tammin and Esperance. The company has brought on an experienced livestock agent to work with local farmers.
‘I’ve also been speaking at local farmer meetings about our operations and plans,’ says Hogg. ‘We’ve also put up signs outside both facilities inviting people to come talk to us. The nearest meat processing facility to Esperance is 4–5 hours away. Having a mixed processing facility here means local farmers can save on transport costs and ensure animal welfare.’
Minerva Foods is planning to set up staff programs in Tammin and Esperance. These range from meat-processing training to professional development courses that prepare people for a long-term career in the meat industry. The company will assess staff skills to ensure they receive appropriate training.
Community integration and pastoral care is also important. Minerva Foods will offer workplace health and safety programs to ensure staff, their families and the community are looked after.
‘The community response has been great,’ says Hogg. ‘Once they hear about us, what we want to do and our commitment to staying local, they’ve been hugely supportive. We’re very excited to be here.’
Enel Green Power (EGP) harnesses energy from the sun, wind and water to power a sustainable future. The Italian company manages more than 1,200 power plants on five continents, helping drive the shift to a decarbonised society.
One of Enel Group’s primary focuses is decarbonising the Group by 2040. Australia presents one of the best opportunities to build its renewable capacity.
‘Enel Green Power takes a disciplined approach to sustainability,’ says Werther Esposito, Managing Director at EGP Australia.
‘We are committed to making the company – and the communities in which we operate – more prosperous, more inclusive, and more resilient.’
EGP began operating in Australia in 2019. The company has three solar plants and 309 MW of installed capacity. Two plants are near Port Augusta in South Australia, and the third is in Cohuna in Victoria.
In April 2022 EGP also signed a renewable Power Purchase Agreement (PPA) with BHP. The agreement is for 100% of the output of BHP’s Flat Rocks Wind Farm Stage One, located inthe shires of Kojonup and Broomehill-Tambellup, in the Great Southern Region of Western Australia.
This includes energy and all Large-Scale Generation Certificates (LGCs), supplying approximately 315 GWh per year of renewable electricity for 12 years.
‘At global level, Enel Green Power’s mission is to reach a total renewable capacity, including battery capacity, of around 154 GW by 2030,’ says Esposito. ‘This would triple our 2020 portfolio, allowing us to bring forward our Net Zero commitment by 10 years from 2050 to 2040.’
In this regard, Australia’s sun-soaked plains, wind patterns and ample space make it ripe for renewables. Esposito also highlights a federal-level commitment to combating climate change. He believes this has strengthened the confidence of global renewables investors in the Australian energy market.
‘With innovation and sustainability at the heart of our strategy, we want to strengthen our clean energy portfolio by supporting Australia’s transition to meet its net zero targets by 2050,’ he says.
Esposito says he is seeing a growing appetite for sustainable energy. In 2021, renewable energy contributed a third of the total power generation to the National Energy Market.
‘Australia is making great progress on its journey to decarbonisation,’ he notes. ‘We expect to see a ninefold increase in utility-scale renewable capacity – from 15 GW to 140 GW of solar and wind – by 2050.’
‘As Australia’s energy sector transitions to renewables, it’s important we think about how we can create a positive transition for communities in regional Australia,’ says Esposito.
For instance, our EGP’s Bungala solar project is doing just that for the Port Augusta community, two years after its final coal-fired power station was decommissioned.
EGP launched a professional training scheme for the Indigenous community of Port Augusta. This helped more than 70 workers gain new skills and find work on the project.
‘This is part of our commitment to creating shared value,’ says Esposito. ‘It means delivering affordable and sustainable energy, while also looking after the needs of the communities in which we operate.’
Alongside sister company Enel X, EGP plans to become an integrated green retailer offering affordable, reliable renewable power to Australian customers. EGP will initially target commercial and industrial customers. It may include residential customers as its pipeline grows, since EGP sees the mass market as a possible natural extension for the future.
‘Enel Australia will offer up to 100% renewable energy contracts,’ says Esposito. ‘This will help customers meet sustainability objectives while reducing their costs.’
The retail offering is backed by EGP’s renewable generation and battery storage and bundled with Enel X’s technologies and services.
‘Our aim is that the market recognises us as a greener alternative to the traditional energy retailers within Australia,’ says Esposito. We look forward to delivering on our promise to provide the energy solutions required to shift Australia into a new era of abundant, reliable, and low-cost energy.’
EGP recently partnered with Agriculture Victoria to bring its agrivoltaic program to Australia.
The program integrates land-based farming activities with solar power plants. Together, the organisations are developing an Agrivoltaic Research Project at Cohuna Solar Farm.
‘New models for decarbonised development, such as co-land use, can increase land productivity at large-scale solar farms,’ says Esposito. ‘This project aligns with Enel Green Power’s aim to produce clean energy more efficiently.’
In addition to its research projects, in 2021 EGP partnered with Monash University to extend its award-winning Green Steps program. The program offers practical sustainability training and consultancy projects for emerging university leaders.
Esposito says Austrade has been instrumental in EGP’s expansion in Australia.
‘Austrade has helped unlock local market opportunities, assisting the EGP business to grow in Australia,’ he says. ‘We have used Austrade’s network to turn local market connections and insights into valuable investment opportunities.’
EGP has ambitious growth plans for Australia. The company is looking for a financial partner to support the expansion of its renewables portfolio. In addition to wind, solar and storage technologies, EGP is considering green hydrogen for future projects.
‘Enel Green Power wants to help solve Australia’s energy trilemma of ensuring energy security, reliability, and affordability,’ says Esposito. ‘We look forward to delivering on that promise.’
Find out more about investing in Australia or contact Austrade for more information.
International tech company Amazon Web Services (AWS) is expanding its Australian footprint. It is powering digital transformation in Australian startups, companies and the public sector.
In this case study, AWS explains why Australia is fertile ground for new and emerging technologies:
In the past 10 years, Amazon has invested A$3 billion in local infrastructure and jobs in Australia. Amazon Australia now has a workforce of more than 4,000 people across all major cities. In the last year alone, 1,000 staff have joined the company.
AWS has a large and dynamic community, with millions of active customers every month. It has more than 100,000 partners from over 150 countries. Since its Australian launch in 2012, AWS has built a portfolio of high-profile, homegrown clients. These include Kmart Group, Telstra, CSIRO, the Australian Bureau of Statistics, and breakthrough startups Canva and Atlassian.
‘AWS works with hundreds of thousands of local customers in Australia to accelerate their digital transformation,’ says the company. ‘We work with many Australian organisations as they move forward and go global. Our Australian customers have built and developed some incredible products and services.’
AWS has plans to open its second Australian infrastructure region – AWS Asia Pacific (Melbourne) Region – soon.
The new Region consists of 3 Availability Zones, each containing one or more data centres. AWS has 81 Availability Zones within 25 AWS Regions in operation today. There are 24 more Availability Zones and 8 more regions underway.
‘The opening of the Melbourne Region shows the long-term potential for Australia to be a leader in the digital economy,’ says AWS. ‘We are committed to seeing Australia and New Zealand become world-leading innovation hubs.
‘The Melbourne Region will give our customers the ability to build applications with lower latency. These applications will have even greater fault tolerance and resiliency for critical cloud workloads.’
The investment is expected to generate a host of jobs. These include data centre operators, technical engineers, and cloud architects and administrators.
‘We’re passionate about improving the skills of local developers and students,’ says AWS. ‘We are committed to supporting the next generation of IT leaders in Australia.’
AWS has released the research study Unlocking APAC's Digital Potential: Changing Digital Skill Needs and Policy Approaches (accessed 15 March 2022), published by strategy and economics consulting firm AlphaBeta. The report found Australia needs an additional 6.5 million newly skilled and reskilled digital workers by 2025. This is 79% more than exists today.
AWS is on the case. Together with Swinburne University of Technology, AWS created Australia’s first cloud degree in 2020. It also has programs to help Australians reskill and build expertise in advanced technologies. These include:
It is estimated that in just a few months in 2020, a decade’s worth of digital transformation occurred. Consumer behaviour and business operations globally changed abruptly (Source: CSIRO, Global Trade and Investment Megatrends, September 2020). In Australia, cloud usage increased from 42% to 55% (Source: ABS, Characteristics of Australian Business, released 4 June 2021).
‘COVID-19 accelerated digital transformation beyond anything anyone could have imagined,’ says AWS. It pushed the company to support its customers differently, stressing the need for flexibility and resilience.
‘We have worked hard with our customers on their digital transformation,’ says the company. ‘Our partner network worked closely with many Australian-owned small businesses and public sector customers. We delivered cloud solutions to help cope with increased demand and remote workforces. Digital transformation is critical to increasing productivity.’
‘Queensland telematics organisation Bigmate pivoted its business,’ says AWS. ‘It created a new system called Thermy. Thermy easily detects if a person has an elevated body temperature – one of several possible symptoms of infection. Bigmate had been working on Thermy’s underlying technology for some time. With the rapid onset of COVID-19, it put additional resources behind Thermy’s development. It had it ready for customers in just 2 weeks.’
AWS helped contactless food ordering app HungryHungry switch to a new online delivery model. When restaurants locked down, HungryHungry enabled them to sell meals directly to diners.
As COVID-19 test rates soared, AWS began working with New South Wales Pathology to deliver test results faster. It reduced waiting time from 7 or 8 days to 24 hours.
AWS also worked with the World Health Organization, supplying it with resources and compute capacity to help track and solve problems.
A strong digital economy is vital to Australia’s economic future. The Australian Government is championing cloud and encouraging its agencies to embrace cloud services. It is investing in incentives and infrastructure. The Digital Economy Strategy targets a range of initiatives, including:
Australian states are bolstering investment in Australia’s technology and innovation ecosystem. Global Victoria estimates Melbourne has more cloud-specific companies and listed technology companies than any other Australian city. Amazon has committed to growing its footprint there. It is the anchor tenant of a new A$1.5 billion office precinct in Collins Street, Melbourne.
AWS reached out to Austrade and Invest Victoria while looking at investment opportunities in Victoria. Austrade provided information on regulatory bodies, identified contacts and arranged introductions.
‘The know-how of officials in Austrade and Invest Victoria enabled us to connect with the right people,’ says AWS. ‘It enabled us to fulfil all the necessary processes to fast-track our investments.’
Amazon is committed to achieving a zero-carbon output by 2040. It aims to meet all its energy needs with renewable resources by 2030. It is on a path to achieving this by 2025.
Australia is helping the company reach that target. AWS is a major investor in three Australian renewable energy projects:
‘Combined, these projects will generate 717,000 MWh of renewable energy every year,’ says AWS. ‘This is equivalent to the annual electricity consumption of almost 115,000 average Australian homes. We look forward to making continued investments in Australian renewable energy projects.’
Dendra is on a mission to restore global ecosystems. The UK-based company combines drone technology, artificial intelligence and management platforms to provide critical environmental insights. These insights also form the basis of its unique aerial seeding service.
‘Our mission is to give people the tools and technology they need to restore our natural ecosystems,’ says Dendra co-founder and CEO, Susan Graham.
In this case study, Graham discusses:
Dendra uses drone technology to capture and analyse huge amounts of data, uncovering new insights that direct restoration work and monitor ecosystem health. Current clients operate in the mining and infrastructure sectors, government and the carbon sequestration market.
‘The insights enable faster, more effective, more scalable rehabilitation and restoration of native land,’ says Graham. ‘That can be identifying and automatically prioritising weed infestations or erosion. It can also be monitoring native flora and fauna populations and tracking them over time.’
Other bespoke drones can seed biodiverse ecosystems from the skies. This service is more affordable than traditional methods of remediation, minimises safety risks and enables remote areas to be seeded.
Graham notes that Australia has been essential to Dendra’s mission to date.
‘While the UK has been our technology hub, Australia is where most of our operations are now taking place,’ she says. Seventy-five per cent of Dendra projects are located in the country.
‘As a company, we are really proud that Australia is such a key part of our growth story.’
Graham outlines 3 reasons why Australia has become central to Dendra’s operations.
The first is Australia’s diverse ecosystems. ‘Australia is one of the most biologically diverse countries on the planet,’ says Graham. ‘We can have a real impact on the thousands of species of plants and animals, many of which are found nowhere else in the world.’
Australia’s size provides the scale to make major, lasting change. ‘Australia has significant mining, infrastructure and agriculture operations nationally,’ notes Graham. ‘There is real opportunity to scale ecosystem restoration and drive significant transformation back to biodiverse landscapes.’
Australia’s robust regulations are another plus. ‘Strong regulations enforced across each of Australia’s states and territories ensure the important work to restore our ecosystems is carried out appropriately,’ says Graham.
Graham says Dendra has a strong ongoing relationship with Austrade. Dendra has received the following services to date:
‘Austrade has been an accelerating function for Dendra, providing support when we have looked to enter a new market or need an introduction,’ says Graham.
Graham points to the 2022 east coast flooding disaster as an important environmental wake-up call.
‘When once-in-100-year floods happen multiple times in a century, it is another data point showing how our climate is responding to changes in the balance,’ says Graham.
‘Just as infrastructure and housing under pressure needs to build resilience, natural ecosystems also need to build resilience to all the pressures that are placed on it.’
This is where Dendra’s technology can help, she says.
‘By empowering people with an integrated platform that combines data, ecology, and AI to deliver insights, we are better able to intervene when ecosystems get out of balance – and get them back on track.
‘From a financial perspective, this saves costs across the board. From an environmental point of view, it prevents ecosystem failure.’
Dendra’s unique technology solutions benefit landholders and managers across Australia.
‘We enable environmental managers to accelerate their restoration efforts by driving targeted interventions, monitoring projects and coordinating stakeholders,’ says Graham.
Dendra also supports mining companies with governance and transparency by aligning with their compliance obligations and targets. Private landowners and environmental non-government organisations benefit too.
A Queensland-based initiative to restore koala habitats is in the works, in partnership with a number of aligned businesses. Dendra’s vision is to use its aerial seeding technology to restore more than 20,000 hectares of koala forests over the next 4 years.
Dendra has engaged around 64 Australian staff since it entered Australia in 2017. In the last 18 months alone, Dendra has employed around 20 Australian university graduates across 4 states. They are helping build Dendra’s core technologies and deliver on its mission.
Dendra is looking for people who share the company values of being courageous and positive, taking ownership and making it happen. The company seeks expertise in drone operations, machine learning, software development and ecology.
‘Australian universities generate very talented and capable graduates,’ says Graham. ‘They are really powering the work we are doing.’
The future is bright for Dendra, as the company looks to increase in scale and impact.
‘Our experience has taken us from 1,000 Ha to 10,000 Ha projects in the last year alone. Our first 100,000 Ha project is set to begin this year,’ says Graham.
‘Having built our technology with the world’s largest resource companies across Australia, we are now looking at how we can engage the infrastructure, government and carbon markets.’
Such expansion allows Dendra to deliver on its mission, enabling all stakeholders to restore natural environments across Australia and the world.
Sojitz is driven by solutions that benefit both the company and society.
In this case study, TATS KATO, Head of Project Origination at Sojitz Australia, details the Japanese company’s new ambitions in healthcare, renewables, green hydrogen and recycling.
Sojitz is motivated by a simple motto: new way, new value.
The Japanese corporation comprises 400 subsidiaries and affiliates around the world. It engages in a range of businesses globally, including manufacturing, selling, importing and exporting products and materials.
Sojitz pursues growth by providing solutions to social problems. Solutions-based initiatives in investment and trade, manufacturing, service provision and project management have become areas of strength for the global company.
In Australia, Sojitz is pivoting its investment strategy from legacy sectors to the circular economy.
Sojitz sees the shift as an exciting growth opportunity that can be applied to future-focused businesses in a wide range of fields.
TATS KATO, Head of Project Origination at Sojitz Australia, outlines 4 areas of interest:
Several factors make Australia a strong contender for healthcare investment, according to TATS. These include:
Sojitz is driven by these factors and a passion for healthcare. The company made a major investment in Victoria’s New Footscray Hospital (NFH) PPP Project in March 2021.
NFH will provide high-quality facilities to improve health outcomes. There will be capacity to treat an extra 15,000 people every year. It will also drastically reduce wait times across the emergency department, elective surgery and outpatient clinic services.
The hospital will be built using more than 90% local materials, services and equipment. The project will employ more than 2,000 people at peak construction.
Sojitz has also invested in Qualitas Medical Limited. This company expands primary care services to strengthen preventive medicine. This reduces expensive medical treatment costs in acute care.
‘Global warming has emerged as an issue of major importance,’ says TATS. ‘This has accelerated the global trend towards carbon neutrality.
‘Under these circumstances, it is necessary to transition from the simple use and supply of energy to new ways of using and supplying green energy.’
Sojitz sees Australia as a high-growth market for renewables. Its vast land area and abundant sunshine are ideal for solar energy projects.
In June 2021, the company reached the financial close of the 204MW Edenvale Solar Park in Queensland. It is one of the largest solar projects by a Japanese company in Australia.
This project will create more than 400 jobs during its construction phase. Once operating, it will provide a stable supply of renewable energy, meaningfully contributing to Australia’s decarbonisation efforts.
Sojitz’s global target is to reduce its stakes in thermal coal projects more than half by 2025 and to zero by 2030. But TATS makes clear that during the transition period, coal will still play an important role.
‘Sojitz will keep our current coal business for stable supply to our end users,’ he says. ‘These will continue to contribute to regional communities through our operating mines in Queensland.’
Australia offers a clear policy framework for green hydrogen initiatives, and relatively low hydrogen production costs compared with other developed nations.
TATS adds that federal and state-level grants and other forms of support for the hydrogen sector makes Australia an even more attractive investment option. In January 2022, the Australian Government announced the A$150 million Australian Clean Hydrogen Trade Program. The program supports Australian-based hydrogen supply chain projects that secure overseas public or private sector investment.
The first round of the Program will focus on the export of clean hydrogen to Japan under the Japan-Australia Partnership on Decarbonisation through Technology. Under the Partnership, announced in June 2021, the two countries will support initiatives that help drive the transition to net zero emissions.
Sojitz will work with Queensland’s CS Energy and Nippon Engineering Consultants on a pioneering green hydrogen project. The 3-year demonstration sees Sojitz transport Queensland-produced renewable hydrogen to the Republic of Palau.
Sojitz intends to roll out the initiative to other Pacific nations. It hopes to popularise hydrogen use in place of carbon-intensive diesel fuel use on islands.
Sojitz is actively looking for investment opportunities in the Australian recycling and energy recovery markets.
‘Recycling is a hot topic in Australia now,’ says TATS. ‘Our investments in this area will contribute to achieving several goals set by the Australian Government. These include enhancing the resource recovery rate and decreasing landfill.’
Sojitz Australia is also looking to contribute to circular economy growth areas.
‘Our new initiatives must add value to both Sojitz and society. We call it a “Value Creation Model”,’ says TATS. ‘Creating new “shared value” is in our company’s DNA.’
Jacobs is a leading global technology-forward solutions provider. It focuses on solving the world’s most critical problems for thriving cities, resilient environments, mission-critical outcomes, operational advancement, scientific discovery and cutting-edge manufacturing.
The company is focused on further growth in markets like space, decarbonisation, digital and transport infrastructure.
Australia is its third-largest market. Rich Hayers, vice president and general manager of Australia and New Zealand for Jacobs’ People & Places Solutions business, shares why Australia offers unlimited potential for Jacobs to expand its footprint:
Founded in 1947 as an engineering company, Jacobs has evolved into a global solutions provider. The company provides a full spectrum of professional services including consulting, technical, scientific and project delivery for the government and private sector. It has a talent force of approximately 55,000 worldwide and generates US$14 billion in revenue annually. Australia serves as its Asia-Pacific hub, employing almost 4,000 staff across 14 offices.
‘Australia is a big part of our global success story,’ says Hayers. ‘Australia is ahead of the curve in infrastructure investment, particularly in transport. We’re working on several key rail and highway projects across Queensland, New South Wales and Victoria.
‘As a globally integrated business, we’re able to leverage global expertise in Australia to apply some of our most innovative solutions to projects locally,’ he adds. ‘We also share our learnings and experience with other countries just starting to make similar investments. For example, our Australia teams with mass rapid transit experience are supporting projects and bids in New Zealand.’
Jacobs is one of the top-ranked global environmental firms. It achieved net-zero carbon emissions for its operations and business travel in 2020. It is on track to be carbon negative by 2030. In July Jacobs unveiled its enhanced global sustainable business approach, PlanBeyondSM 2.0. It is the company’s foundation for what sustainability means to its clients and operations.
Jacobs’ Australian projects reflect this focus on sustainability. The company is working on the Marinus Link, an undersea connection that will bring renewable energy from Tasmania into the mainland grid.
‘The growth and the leadership in Tasmania has impressed us, particularly in renewable energy,’ Hayers says. ‘Our team recently provided a review of Tasmania’s Climate Change Act. The Tasmanian Government supported all recommendations of the review, either in full or in-principle.’
In Victoria, Jacobs and Yarra Valley Water, Melbourne’s largest retail water utility, partnered on a thought leadership paper. The paper explores the relationship between the outputs of water electrolysis – hydrogen and pure oxygen – to support Australia’s hydrogen industry growth.
‘Australia has embraced renewable energy and is now embarking on combining that with new energy solutions such as hydrogen,’ says Hayers. ‘Each state and territory is nominating clean energy targets aimed at supporting decarbonisation, energy security and resiliency. While Australia has the benefit of world-class renewable resources, Asia is the potential end beneficiary to new energy solutions to help secure future energy needs.
‘The Jacobs “Indo-Pacific” business is a leader in strategic, technical, commercial and social value solutions across the region. It is helping guide industry through the complex challenges of energy transition.’
Hayers says it’s exciting that Brisbane is the Olympic and Paralympic Games host city for 2032.
‘It will boost Queensland’s economy and infrastructure rollout,’ he says. ‘Hopefully, a sustainable, high-speed rail between the Sunshine Coast, Brisbane and the Gold Coast might come to fruition as a result.’
Jacobs acted as Program Manager on the 2012 London Olympic and Paralympic Games. Hayers acknowledges every Olympic Games is unique. However, he believes Jacobs’ program and legacy work on previous projects are pertinent to Brisbane 2032. These projects include the:
Mike Walkington is vice president and general manager for Jacobs’ Critical Missions Solutions (CMS) business in Australia. He sees enormous opportunity in Australia’s space sector.
Jacobs is the largest services provider to NASA. It helped NASA prepare Cape Canaveral for commercial ventures, including SpaceX and Blue Origin. It also assists scientists to determine the composition of rocks from the moon.
The Australian Government has invested A$150 million in Australian businesses involved in the NASA-led Artemis program.
‘In Australia, Jacobs is working with the Australian Space Agency. We are also supporting the development of commercial space ports in Australia,’ says Walkington.
Hayers says companies must do things differently to solve the world’s most critical challenges.
‘One big trend is biomimicry,’ he says. ‘Discovering how to replicate and harness practices and processes from nature.
‘First Nation Australians have been doing that for a long time as stewards of Country. There is much that we can learn from First Nations peoples, and we can grow those ideas and progress together.’
The Jacobs CMS business has a strategic partnership with the Indigenous Defence and Infrastructure Consortium (iDiC). Adam Goodes, an Adnyamathanha man and former Australian of the Year, leads the iDiC.
In the last 12 months, Jacobs has provided over A$3.8 million of work to three iDiC businesses.
‘We’re aiming to emulate the Australian Government’s approach of providing work to Indigenous-owned businesses,’ Walkington says. ‘This approach has allowed iDiC to flow-on financial, educational, professional and social benefits to Indigenous subcontractors, their families and communities.
‘Jacobs has benefited immensely from our relationship with iDiC. It’s helped our understanding of the challenges and motivations for Indigenous-owned businesses.’
Jacobs is looking to expand into the Indo-Pacific region.
‘We’ve witnessed a positive level of economic cooperation between Australia, Japan, India and the US,’ says Hayers.
‘Having Australia take a leadership position in the Indo-Pacific gives us certainty. It mitigates risk, particularly if we can link in with Australian Government or quadrilateral initiatives. There are collaborations on infrastructure development, renewables, cyber digitisation and healthcare.’
Austrade provided practical support to Jacobs as it scoped opportunities in the region and Australia.
‘We’ve been working with Austrade in the US and Australia,’ says Hayers. ‘They have a good understanding of US business practices and how to apply them to Australia. Austrade has a finger on the pulse on what’s happening in the market with good market intel. They’ve connected us with the right stakeholders and showed us what business support was available to us.
‘More recently, Austrade has connected us to several high-level networks. We see this as an exciting contributor to our growth aspirations in the Indo-Pacific and to bringing economic benefit to Australia.’
Deep Planet has set up its Australian headquarters in Adelaide, South Australia. The UK agtech firm will have access to the state’s renowned wineries, skilled workforce and research institutions that specialise in its key technologies.
Deep Planet’s VineSignal platform monitors vineyards at scale. The platform helps growers and viticulturists to manage vine health, predict grape maturity and forecast yield. It can also be used to optimise irrigation scheduling and identify problem areas.
As the historic heart of Australian wine, South Australia is the ideal home for Deep Planet. The state is home to renowned regions and wineries and some of the country’s oldest vines.
‘We commercially launched our VineSignal platform in Australia last season,’ says Sushma Shankar, Deep Planet’s CEO. ‘We saw an exceptional level of uptake of our technology. This has given us the confidence to make this investment into South Australia.’
Deep Planet’s platform is built on satellite imagery, computer vision and machine learning. South Australia has a thriving technology sector with research institutions and experts in these areas.
The state is home to the Australian Institute for Machine Learning and the Australian Space Agency. There is also a skilled workforce from which Deep Planet can find local staff.
‘The South Australian Government clearly demonstrated the skills and knowledge across the space, machine learning and wine sectors that we can leverage, making it a natural fit for us,’ says Shankar.
Deep Planet received support from the South Australian Landing Pad to set up its HQ. This program supports companies making their first investment in Australia or South Australia. The company’s investment must help stimulate the local economy, create jobs and grow new industries.
Deep Planet also received help from Austrade. The agency worked with Innovate UK EDGE on its Global Business Innovation Program to Australia. Austrade organised for Deep Planet to attend the evokeAG2020 conference in Australia as part of a UK delegation. evokeAG2020 is the premier agrifood event in the Asia Pacific region.
Austrade also connected Deep Planet with a variety of Australian organisations, delivered a pre-departure briefing and facilitated introductions to state governments. These activities accelerated Deep Planet’s investment journey into Australia.
‘Innovate UK EDGE is proud to support companies such as Deep Planet and celebrate their continued successes in Australia,’ says Bradley Rowley, Global Innovation Programmes Manager, Innovate UK EDGE. ‘Sushma and the team took full advantage of the opportunities presented through the Global Business Innovation Programme. With support from Innovate UK EDGE, Deep Planet is now reaping the rewards. We look forward to building on our relationship with Austrade and others. Together, we can help UK companies to explore the opportunities in the Australian market. This will help build partnerships and collaborations for the benefit of both countries.’
‘My colleagues and I in the South Australian Department for Trade and Investment were glad to provide ongoing support to Deep Planet. This includes site visits in Australia and the UK, follow-up information and advice, introductions to specialist industry consultants like Matthew Moate, and guidance on applications,’ says Henry Lawton, Investment Director for the Government of South Australia.
‘This collaboration will further enrich South Australia’s booming tech and innovation ecosystem. It is already having a positive financial impact for South Australian grape growers large and small. It is a win for this key South Australian export to the UK too, as growers can optimise their production.’
Jennifer Mackinlay, Senior Trade & Investment Commissioner at Austrade UK, says: ‘Our Austrade team was pleased to facilitate vital connections with institutions and state governments for Deep Planet in Australia. We were also pleased to work alongside Innovate UK to help UK firms explore exciting business opportunities in Australia. This is a fantastic example of how Australian and UK businesses, governments and institutions can collaborate to future-proof traditional industries. Together we can build a sustainable, resilient future with innovative technology.’
Deep Planet sees the Australia-UK FTA as a key opportunity to ease mobility of their staff and increase collaboration on R&D, which will help grow their business in Australia.
‘An example of this is the opportunity we see in environmental conservation with global cross-border collaboration of soil carbon baselining for the wine industry,’ says Shankar.
In 2021, Austrade’s US advisers guided Utah-based company, Zonos through its first expansion overseas – to the Gold Coast in Queensland.
This help included engaging with all levels of government, including Trade and Investment Queensland (TIQ). It also included helping with visa applications, via the new Global Talent Visa program.
‘Austrade has far greater resources than many other national trade-promotion agencies,’ says Tyson Hackwood, APAC General Manager, Zonos. ‘Austrade has been a one-stop shop for Zonos’ move to Australia.’
Founded in 2009, Zonos has created a technology platform that simplifies trade for exporters. It helps exporters to accurately calculate the landed cost of shipping goods to scores of countries around the world. The technology also helps exporters to manage regulatory clearances.
The service is hugely attractive to small exporters – especially if they use e-commerce platforms. Zonos has created APIs and plugins to integrate exporter and e-commerce systems. Zonos also assists merchants by helping them complete customs submissions and execute payments.
The company is based in St. George, Utah. And Zonos’ combination of high-tech platform and one-on-one service makes the company unique.
‘Our goal is to take the administrative headache out of exporting,’ says Hackwood. ‘Our service is used by thousands of merchants to help them export around the world. And in 2021, we started to get a lot of interest from companies in Australia.’
In 2019, Zonos started to gain significant recognition in Australia and across Asia. Demand for its services increased.
‘Our service is increasingly popular in countries like Japan, Thailand, Singapore, and New Zealand,’ says Hackwood. ‘Our goal was to springboard the company’s expansion into Asia. Having a base in the APAC time zone would be beneficial to companies in the Asia region.’
Australia’s time zone made the country a prime candidate for Zonos’ expansion plans. So did the availability of key skills in Australia.
‘We wanted to build an engineering base overseas,’ he adds. ‘We wanted to build a regional product-management and brand-development capability.’
According to Hackwood, other factors that drew Zonos to Australia included the booming retail and fashion industries.
‘And of course, there’s the lifestyle angle,’ he adds. ‘Coming from Utah, lifestyle was a major factor. Before the big move, however, we needed help. That’s where Austrade stepped up.’
Zonos worked with Austrade, and Trade and Investment Queensland (TIQ) to scope out opportunities in Australia.
‘Moving a business overseas requires a lot of research,’ says Hackwood. ‘This includes finding a location that best fits the company’s lifestyle and business needs, staying compliant with the country’s laws and regulations, and discovering how to register the business in a new country.
‘This can be overwhelming and it requires the involvement of a lot of different parties. Finding different people and businesses to help can be a massive headache as well. Austrade helped in multiple ways.’
This included helping Zonos understand tax and liabilities. It also involved helping Zonos to set up an Australia-registered operating entity.
‘Never underestimate the benefit of having Austrade on hand to help you navigate the hurdles of setting up overseas,’ says Hackwood.’
Zonos’ executives wanted a location where the company could replicate its St. George magic in Australia.
‘Austrade gave us all the data we needed to work out where to locate a new office,’ says Hackwood. ‘TIQ and Austrade advisers in the US recommended the fast-growing tech sector on Queensland’s Gold Coast.
‘The Gold Coast had exactly the mix of tech energy and relaxed lifestyle we were looking for.’
Austrade then helped Zonos’ new country manager to relocate his family from Utah to the Gold Coast. This involved determining the visas required for his family to move to Australia. Austrade got them set up in Australia’s new Global Talent Visa program, which was launched in 2021.
The new Zonos office in the Gold Coast is thriving. Austrade has continued to provide support onshore. This includes introductions to local businesses and networks.
‘Austrade’s input doesn’t stop after registering your business in Australia. They provide ongoing support, which is important to those who invest in establishing new country bases. It’s what happens 3, 6, 12 months later that matters – and support for the first 12 months has been impressive.’
Hackwood says business prospects are ‘excellent’ and the company continues to find opportunities to grow in Australia.
Australian biologics manufacturer BioCina has plans to further develop its state-of-the-art facility to enable it to make the next generation of mRNA vaccines and other mRNA-based therapies possible.
Backed by Australian Government financial support, BioCina is partnering with the University of Adelaide and US-based Cytiva to speed RNA-based product development and make them more stable. This will accelerate progress to clinical trials for future vaccines and other diseases, including cancer.
‘There is a large unmet demand for high-quality manufacturing in the microbial space,’ says Ian Wisenberg, BioCina’s CEO. ‘With the support of our investors, the Bridgewest Group of Companies, we aim to step up to meet that need.’
BioCina is a full-service contract development and manufacturing organisation (CDMO). It specialises in process development and GMP manufacture of recombinant biological therapeutic products.
BioCina uses microbial cells to manufacture complex biological molecules, such as proteins and poly nucleic acids. These molecules typically cannot be made using conventional chemical synthetic methods. The biological molecules are made by fermenting then purifying from microbial cells (mainly E. coli). These products can be used in clinical trials or for commercial purposes.
‘Using microbial cells in manufacturing is cost-effective,’ says Wisenberg. ‘Manufacturing can be done at very large scale to make products at a low-cost point.’
BioCina manufactures a wide range of products for clients. They include recombinant whole-cell vaccines, recombinant proteins such as antibody fragments, and nucleases. It also makes cGMP-grade plasmid DNA and will soon be able to manufacture RNA products.
Wisenberg says Australia’s clinical trials and manufacturing expertise make the country a high-quality, cost-effective location to develop and manufacture new treatments.
‘Australia has a highly regarded clinical trials network that is known for rapid approval and completion of Phase I clinical studies,’ he says. ‘It makes sense to manufacture products close to the clinical trial site, and vice versa. It is much more cost-effective and efficient for the drug sponsor.’
In addition to simplifying the supply chain, Australia offers grants and incentives to conduct research and development here. The R&D Tax Incentive covers all R&D work including GMP manufacture and clinical trials. Australia also has a highly developed biomedical ecosystem offering opportunities to collaborate with world-leading experts.
BioCina’s Adelaide facility has a well-established history in the microbial manufacturing space. It was most recently owned and operated by Pfizer, and Hospira before that. The facility was upgraded in 2016 at a cost of $25 million and is now one of the premier facilities of its kind in the Oceania region. The facility is licensed for GMP manufacture by Australia’s Therapeutic Goods Administration and has been inspected by the US FDA.
‘It has manufactured a commercial product that is being marketed and sold in the US, Europe and Canada by Pfizer,’ says Wisenberg.
The facility offers full clinical supply services from early-phase clinical trials to commercialisation to biopharmaceutical customers. It is the only CDMO in the region with the capability and capacity to manufacture plasmid DNA in a GLP and GMP environment.
‘We are just eight months into this new facility and have already increased our headcount by over 25%,’ says Wisenberg. ‘We are looking to expand our footprint both locally and internationally.’
BioCina recently received a A$3 million grant through the Cooperative Research Centres Projects Grants scheme. The grant will fund work to address the post-pandemic demand for new mRNA products.
‘The market is looking for a more stable mRNA product that can be stored at temperatures of 2 to 8 degrees,’ says Wisenberg. ‘The market will also prioritise LNP formulations that optimise the delivery and therapeutic efficiency of the mRNA cargo. There will also be increasing demand for next-generation RNA constructs such as circular RNA that circumvent limitations of conventional first-generation mRNA products.’
BioCina’s partners in the project are the University of Adelaide and Cytiva. Researchers at the university will address the design and manufacture of lipid nanoparticles. They will also look at improving formulation to increase product stability. Cytiva will supply the mRNA manufacturing equipment at R&D and GMP scales.
‘The technological advancement developed by our research partners will allow mRNA drugs to be targeted to specific tissues,’ says Wisenberg. ‘The final product will also be stable at higher temperatures, making it easier to store and transport.
‘Together, we will establish the critical infrastructure to translate Australian research in mRNA, and other RNA-based therapeutic modalities, to the clinic.’
BioCina and its partners will also develop mRNA-based therapies to treat other disease types such as cystic fibrosis, heart disease, rare genetic conditions, and some cancers.
AdAlta has taken an antigen-binding domain found in wobbegong shark blood and transformed it into a humanised single domain antibody that can potentially change treatments for diseases such as fibrosis and cancer.
Called i-bodies, the size and structure of the next-generation antibodies mean they can interact with difficult-to-access targets like G protein coupled receptors that are implicated in many serious diseases.
‘i-bodies are smaller, and their binding region is different from traditional antibodies,’ says Dr Tim Oldham, AdAlta’s CEO and Managing Director. ‘This gives them the ability to bind to therapeutic targets that traditional antibodies can’t. It’s a powerful drug discovery platform.’
AdAlta has used its i-body technology to develop a therapeutic for lung fibrosis, which is due for more trials in 2023. It’s also partnering with Australian and international companies to advance innovative cancer treatments.
Oldham says the Australian life sciences sector is a hub of innovation thanks in part to its leading experts, infrastructure and a cooperative research network.
‘We have world-class expertise in areas like immunology, cancer, cardiovascular diseases and the central nervous system,’ he says. ‘This creates a platform for discovering and creating new drugs and technologies.
‘We also have a very good early phase clinical trial environment. It’s high quality, and the regulatory approval process is rapid and recognised by Europe and the US. Our capital markets are well supplemented by the R&D Tax Incentive scheme.
‘We are smaller than our US and European counterparts – but that spurs us to take novel approaches to research that can result in life-changing discoveries,’ says Oldham.
AdAlta Limited is a clinical-stage, drug development company based in Melbourne. Its proprietary
i-body technology is a human protein that mimics the shape and structure of shark single domain antibodies.
The i-body features two loops that bind or interact with a particular target (in circulation or on a cell) that is causing disease. One of these loops is up to twice the length of human antibodies. This long loop gives the i-body a superior ability to access groves and cavities that traditional and other next-generation antibodies can’t.
i-bodies can be used as the therapeutic engine of a drug or the delivery vehicle for a therapeutic payload. It is also possible to add components to modify the i-bodies’ half-life in the body (to optimise the therapeutic profile).
AdAlta has used its i-body technology to develop a therapeutic for lung fibrosis. Oldham says there are drugs available to treat diseases such as idiopathic pulmonary fibrosis but these only slow rather than halt the progression of the disease. They also have debilitating side effects.
‘We’ve discovered an i-body against a novel receptor that’s not been targeted for fibrosis before,’ says Oldham. ‘We’ve tuned the i-body so it’s selective for this receptor. We’ve also dialled down its effect on other biochemical pathways. That differentiates it from antibodies that are being used against the same target in other diseases.’
The therapeutic, called AD-214, has passed Phase I clinical trials as an intravenous treatment. The next clinical trials will commence towards the end of 2023. In the interim, AdAlta is developing a potentially more convenient form suitable for inhaled treatment.
AdAlta also collaborates with companies to develop new therapies. One major project is with Carina Biotech, an Australian pre-clinical immunotherapy company. Carina researches and develops chimeric antigen receptor T cell (CAR-T) therapies to treat solid cancers.
‘There are six CAR-T drugs approved to treat blood cancers but none for use against solid tumours,’ says Oldham. ‘There are two challenges to developing treatments. The first is that there aren’t as many tumour-specific antigens for solid tumours as there are for blood cancers. The second is that the nature of the tumour makes it hard for an immune cell to penetrate and remain active. We solve the first challenge and Carina solves the second.’
Under the Collaboration Agreement, AdAlta will discover and optimise panels of i-bodies that bind to five solid tumour antigen targets. Carina will then incorporate the i-body sequences into CARs which it then engineers into the T cells. The i-CAR-T cells will be mixed with cancer cells that express the antigen the i-bodies target to see if the T cells can kill the cancer cells, and then used to treat mice growing these cancers to identify CAR-T product candidates.
‘i-bodies have a number of advantages for CAR-T therapies,’ says Oldham. ‘Their small size means we can access those unique targets that traditional antibodies can’t. It’s also easier to put more i-bodies into the cells so we can target multiple antigens at the same time.
‘We hope that combination will produce CAR-T cells that provide the same hope to solid tumour cancer patients as we’ve generated for blood cancer patients.’
AdAlta is due to report the first in-vitro data on the ability of i-body CAR-T cells to kill cancer cells expressing that target in the next few months.
AdAlta is also collaborating with GE Healthcare. The two companies are advancing AdAlta i-bodies labelled with GE Healthcare radioisotopes into pre-clinical development for use as a potential PET diagnostic imaging agent. The i-bodies bind to granzyme B, a biomarker of response to cancer immunotherapies. The PET diagnostic is designed to show whether cancer immunotherapies are reactivating the immune system that the tumour has suppressed.
‘Identifying responders early with an i-body enabled granzyme B imaging agent would significantly improve therapy selection and outcomes for millions of cancer patients,’ says Oldham. ‘This program is particularly exciting for us because it has much earlier sales potential than our other programs and is driven by a multinational expert in the field.’
Find out more about Australia's health and medical innovations.
Clinical trials conducted by the Sydney Children’s Hospitals Network (SCHN) have led to a life-changing treatment for children with Spinal Muscular Atrophy (SMA).
The treatment involves using gene therapy to deliver the missing gene that causes SMA into an infant’s cells. SCHN was the only Australian site selected for the global trial. The results have been extremely encouraging: all 29 patients in the global trial are alive and meeting developmental milestones. Without the treatment, they were unlikely to survive to their first birthday.
At the same time as the trial, the Australian team launched a program that screened newborns for SMA. Today there are three approved therapies for SMA and newborn screening programs in multiple jurisdictions around the world. Five years ago, these were just beginning.
‘Australia was one of the first places in the world to screen for SMA in newborns, coupled with gene therapy to treat infants with the condition,’ says Associate Professor Michelle Farrar, a paediatric neurologist and the leader of the Australian trial. ‘It shows how quickly things can change.’
SMA is a genetic condition that affects the motor nerve cells in the spinal cord. It causes progressive muscle weakness, preventing infants from sitting up, crawling, walking, swallowing and eventually breathing. Left untreated in the most common and serious form, infants typically don’t live to see their first birthday.
Although SMA affects one in 10,000 births, not much Australian research was being done on the condition. Farrar knew the genetic underpinnings of SMA could provide a pathway to developing a therapy. Her PhD examined the steps involved in setting up clinical trials, assembling cohorts and assessing data.
By the time she completed her PhD, she had the skills, expertise and cohorts ready for clinical trials. In 2015, she led an Australian site conducting Phase III trials for a new investigational drug for SMA. Those trials resulted in SprinrazaTM becoming the first approved treatment for SMA.
This groundbreaking, multicentre international study was published in the New England Journal of Medicine. Also in the same issue was a study by a US biotech called AveXis. It was trialling the use of a viral vector to deliver a single Survival Motor Neurone (SMN) gene. The SMN1 gene is missing from children with SMA. AveXis was looking to do Phase III trials for its proposed therapy.
Farrar was keen to bring the study to Australia. Her colleague Professor Ian Alexander was also interested. Alexander is Head of the Gene Therapy Research Unit at SCHN (a joint initiative with the Children’s Medical Research Institute at Westmead). His team was the first in Australia to treat a genetic disease (SCID-X1) using gene therapy.
‘Together we approached AveXis,’ says Farrar. ‘We had the clinical expertise, the clinical trial readiness and the cohorts. We also had experience in gene therapy through Ian’s work. These elements were successful in us bringing the trial to Australia.’
Australia is a great place to conduct clinical trials, according to Farrar.
‘We have the combination of clinicians, scientists, cohorts and infrastructure. We have dedicated teams and a deep knowledge of the science. Our ability to collect Phase IV data is also valuable. It adds real-world data to trial data, which is important for companies aiming for product registration.’
AveXis wanted to trial its therapy in pre-symptomatic patients. Farrar says: ‘For several years I’d been trying to develop newborn screening readiness for SMA. It made sense that the best results are likely to be achieved through early treatment. It’s like the stars aligned and now we needed to put all of the pieces into place.’
The opportunity to participate in a pre-symptomatic trial meant Farrar’s team could undertake multiple studies at once. They could show newborn screening was essential to optimise therapy and look at implementing the screening process in parallel with the clinical trial.
Farrar worked with the state-wide newborn screening laboratory over 10 months to set up the newborn screening process and the clinical research team to initiate the clinical trial. The newborn screening program and the clinical trial went live in August 2018. In three weeks, SCHN had identified its first patient.
‘We enrolled one of the first participants in the worldwide trial and the first outside North America,’ says Farrar. ‘It was a huge achievement that was the result of working well as a team across multiple stakeholders.’
The global trial, called SPR1NT, enrolled 29 children in the US, Asia-Pacific and Europe. SCHN was the only Australian site in the trial.
SCHN screened infants for SMA and enrolled four aged under six weeks old in the trial. They were given a single dose of Zolgensma®, the novel viral vector-based gene replacement therapy. The study reported results for two cohorts, defined by the number of SMN2 genes. SMN2 copy number inversely correlates with the severity of SMA. Infants in Cohort 1 were followed for 18 months. Infants in Cohort 2 were followed for 24 months.
The final results of the SPR1NT trial were presented at international congresses. All 29 patients are alive and do not need breathing or feeding support.
AveXis (acquired by Novartis in 2018 and renamed Novartis Gene Therapies) received US FDA approval for Zolgensma in May 2019.
‘By identifying infants with SMA before the onset of symptoms, early results suggest we may have taken what was considered a lethal disease, and turned that around with a one-time, single therapy,’ says Farrar. ‘It is giving life to these babies and hope to their families.
‘It’s a career highlight, based on science, but sounds like fiction,’ she adds. ‘I feel very privileged to have played a role, and to have the trust of the families and support of my team. It’s so gratifying to see the children celebrating birthdays, starting preschool, swimming lessons and soccer classes. I’m just blown away.’
SCHN has become a national centre for gene therapy. It receives patient referrals from every state. But Farrar says the work is only just beginning.
‘Gene therapy has given hope to many people with a rare disease,’ she says. ‘We have to look at how we can safely translate this technology to develop treatments for other conditions and to a broader population. We also have to work out how to deliver the therapy into the healthcare system.’
Find out more about Australia's clinical trials capabilities.
Neoen is a driving force behind clean energy investments in Australia. The company has so far invested more than A$3 billion in Australian renewables. Its large-scale projects will be key to helping Australia meet its national carbon targets.
In 2012, a small French energy utility attended an Austrade conference and decided to enter the Australian renewables market. Since then, Neoen has been a driving force behind nation-building clean energy investments across Australia. It currently operates more capacity here than in France.
Neoen owns and operates 14 large-scale renewable energy projects in Australia. They include 4 wind farms, 7 solar farms and 3 battery storage facilities. There are another 3 projects under construction, creating upwards of 750 jobs in regional Australia.
With 2 GW of assets in operation or under construction, Neoen has so far invested more than A$3 billion. This represents 35–40% of the company’s global installed capacity.
Neoen’s Australian renewables projects are global benchmarks.
‘Our original solar farms were around 20 MW,’, says de Sambucy. ‘Right now, we’re building a 400 MW farm in Queensland – the largest in Australia.’
Neoen has also tested and deployed batteries at a large scale and with significant innovation. These projects were undertaken in collaboration with Tesla and network operators.
‘Our first battery was initially 100 MW,’ says de Sambucy. ‘That was already 10 times larger than anything on the market. Today, we’re working on a 300 MW battery.
‘These large batteries enable better management and high penetration of renewables in the grid. They also keep the electricity supply reliable and affordable.’
The increase in renewable energy supply is reducing wholesale electricity prices across Australia (Source: Australian Energy Market Operator, Renewable and negative price records fall in the September quarter, October 2021). Battery storage is also strengthening the network’s capacity to respond to sudden disruptions and preventing blackouts.
Neoen’s rapid growth makes it a major contributor to Australia’s renewable energy capability. This, in turn, bolsters Australia’s ability to meet its target of net zero emissions by 2050.
Australia is investing over A$20 billion over the next decade to drive the transition to net zero. It plans to leverage private-sector investment to reach A$80 billion in total.
Watch a video on Neoen’s achievements in Australia.
Neoen is proud to work alongside local companies in the electricity and construction sectors.
‘The skills and technologies in our sector have evolved so much in our time here,’ says de Sambucy. ‘We have a strategy to engage with our local energy partners very early on. It’s exciting to watch them grow with us.’
Neoen also has a battery storage optimisation partnership with the Australian National University. ‘We have some fantastic ANU graduates and PhD candidates developing the sophisticated algorithms necessary to run our batteries.’
Community engagement is a central aspect of Neoen’s work.
‘We develop a benefit-sharing approach specific to each local context,’ says de Sambucy. ‘This could be an ongoing community benefit fund to support local community building and sustainability initiatives.’ For example, the Hornsdale project makes a $120,000 annual investment in local community projects in the region around Jamestown, South Australia, through its Community Fund.
More recently, the team has been working on a Learning Hub. This is a suite of curriculum-linked educational material for Year 6 and Year 8 students.
Neoen is also making a 20-year investment in the Renewable Energy Skills Centre of Excellence at the Canberra Institute of Technology, in a partnership with Vestas. This won the 2021 Australian Training Awards for Industry Collaboration.
Neoen has high hopes for its operations here in Australia. Its goal is to double in size by 2025.
‘We believe that with the resources in Australia and the need for clean energy, this is something very achievable,’ says de Sambucy.
Much like the company and its projects, Neoen’s partnership with Austrade has also evolved.
‘We’ve kept a very close link with Austrade,’ says de Sambucy. ‘Austrade has been extremely helpful in providing contacts in Australia. This type of support is invaluable.’
Contact an investment specialist Let's talk business