Recognising remarkable resilience: Harnessing technology to deliver world-class cancer care.

Recognising remarkable resilience: Harnessing technology to deliver world-class cancer care.

For the Icon Group, delivering world-class cancer care across Australia, New Zealand and Asia has required extensive travel to train staff and support its cancer centres and other sites.

The COVID-19 pandemic has transformed the way they work, with teams embracing cutting-edge technology including augmented reality headsets to continue delivering essential care.
The Icon Group is Australia’s largest dedicated provider of cancer care. In 2019, it became the first Australian healthcare company to deliver cancer treatment in China, establishing a radiation oncology service in Jiangxian, and was due to open new cancer centres in Chongqing and Qingdao by the end of 2020.
When COVID-19 hit China, Icon withdrew its operational training and clinical support teams to ensure their safety. “One of the things I was most concerned about was whether this would impact on our ability to bring world-class care to those regions in China, where highly experienced cancer treatment teams are very difficult to resource,” says Mark Middleton, Icon Group’s Chief Executive Officer. “That’s the whole premise of what we’re doing and why partners want to work with us.”
Icon had to act quickly. The team rapidly rolled out a remote learning model with face-to-face online classrooms and an online self-paced learning platform in dual language. To replace in-person assessments, Icon deployed augmented reality headsets, allowing clinical experts in Australia to watch, guide and assess their China counterparts in real-time.
“I’ve seen some amazing work where Australian nurses are educating on the delivery of chemotherapy in Asia,” says Mark. “We’ve got quality assurance being done on our radiation therapy machines in China under supervision of a medical physicist here in Brisbane. The augmented reality headsets are a really powerful tool.”

Innovation without limits

Icon’s innovative response has been hugely successful, ensuring teams can continue to deliver training and high-quality care across China and the world. The opening of the new cancer centres remained on track, with Chongqing opening in November and Qingdao in December. Icon received excellent feedback from China-based team members, and the China and Australia teams are more connected than ever before.
“The ability of our team to pivot and deliver essential clinical education and quality assurance tools in a matter of months was simply outstanding,” says Mark. “Innovation has always been at the heart of Icon, and before COVID, we were already using remote capability. However, COVID made us take it a step further.”
Icon is now rolling out these tools and technologies across its network in Australia, Singapore and New Zealand, so teams can continue to support clinicians without travelling.
“I’ve been so proud of the Australian and Chinese teams, who have never lost sight of our vision and just found ways to get it done,” says Mark. “I’m lucky enough to be in a position to support our people, cheer them on and watch them do amazing work.”
“Moving forward, for us it’s about letting go of restraints that we always thought we were bound by, and finding ways to move forward safely and with the same level of quality and focus on outstanding patient care.”

While there are opportunities, Australian exporters continue to face obstacles

While there are opportunities, Australian exporters continue to face obstacles

Australian exporters are facing challenges that are unprecedented in scale and coming from multiple fronts.

Covid-19 might soon be under control with the roll-out of vaccines, but global supply chain conditions will remain difficult in the immediate term.

Other issues might prove even more problematic for exporters, including as a result of geo-economic competition and application of border taxes to address climate change.

In its Trade Policy Recommendations 2021 paper, the Export Council of Australia discusses these and other key international trade issues.

The ECA encourages the government to focus its ‘diversifying trade’ efforts at small and medium sized exporters. That is where it will get the best return for its investment.

Digitalisation of trade documentary requirements must be accelerated, and supply chain costs must be better managed in order for Australia to remain competitive.

Resilient global supply chains must be viewed as a national security issue, and thus will require strategic partnerships with relevant countries and governments.

As growth in trade in services outpace trade in goods, fueled by advances in technologies, there is room to boost Australian services export performance.

Australia can demonstrate to the world how ‘inclusive’ trade can work, including by building the capabilities of and creating opportunities for Indigenous businesses to export.

The government and business need to explore ways to price the cost of carbon emissions, in line with global efforts, to ensure Australian enterprises are neither penalised nor competitively disadvantaged.

The opportunities are before us. However, we must take appropriate and decisive action. Business and government can work together to realise a competitive and sustainable future.

To download ECA’s Trade Policy Recommendations 2021 paper, click here.

No one Halal certification is acknowledged in all export markets

No one Halal certification is acknowledged in all export markets

Halal certification is an important standard for many food and beverage businesses. When exporting, this certification is vital to enter some markets. Within Australia there are a number of Islamic Bodies that are authorised to issue Halal certificates for companies wishing to be certified. However, there is no consistent acknowledgement of these organisations across all export markets.

An Australian exporter had its certification approved by the Western Australian Halal Authority (a recognized certifier by the Australian Department of Agriculture). Before they began to export their produce to Singapore, they ensured that their plants in WA were accredited.

Despite possessing a Halal certification, this exporter found itself unable to sell its beef in Malaysia since the Department of Islamic Development Malaysia (JAKIM) did not acknowledge that particular Halal certification.
This has been an ongoing barrier that has barred them from conducting business in Malaysia, costing the business more than $20,000 AUD.
The main barrier that has emerged is that there is not one internationally recognized Halal certification in Australia. In order for this exporter to sell its produce in Malaysia, they must apply for an alternative Halal certification that is recognized by JAKIM. One organisation that meets this criterion is Perth Mosque Incorporated.
This barrier was launched on the Trade Barriers Register by the exporter in 2020. The Export Council of Australia has since provided its support throughout the process, advised by the Australia Malaysia Business Council.

Digital tools to help Australian businesses

Digital tools to help Australian businesses

Australian Government today launches a range of digital tools to help Australian businesses to reach new international markets and customers. The export.business.gov.au website features interactive market insights, trends as well as information on grants, funding, local laws and regulations, distribution and shipping.

The Government funded the site through its $21.4 million commitment for a Trade Information Service to support Australian businesses to access new international markets.

Minister for Trade, Tourism and Investment Dan Tehan said the tool would help Australian businesses grow and reach new customers.
“International trade supports Australian businesses and Australian jobs, that’s why the Morrison Government is helping businesses find new markets and new opportunities for their products,” Mr Tehan said.
“Australia posted a record calendar year trade surplus of $72.7 billion in 2020 and our efforts to encourage trade diversification are already paying off with a number of agriculture products finding new markets in Vietnam, Indonesia, Egypt, Hong Kong, the United Kingdom and Korea.
“These tools will help drive more market diversification and encourage more Australian businesses to engage in international trade, which is good for jobs and the economy.”
Minister for Industry, Science and Technology Karen Andrews said Austrade’s export services would be available through easy to navigate, self-service tools, insights and advice on demand.
“To grow Australian industry and create new local jobs, we need our businesses to tap into new markets around the world – and export.business.gov.au will bring Austrade’s insights and advice, into one easy to use place,” Minister Andrews said.
Export Council of Australia Chair Dianne Tipping said there was enormous potential for businesses to embrace innovative digital offerings.
“If you’re thinking about going global, but unsure where to start, Austrade’s digital export services can take the guess work out of the research process and fast-track your export journey,” Ms Tipping said.
“For those new to export there’s a quick check-list to understand the market potential for your product, pointing to further information on the opportunities and challenges in your chosen market.”
AUSVEG National Manager for Export Development Michael Coote said Austrade’s digital export services had practical benefits for the agricultural sector.
“This is an important tool for Australian businesses seeking to navigate the complexities of exporting agricultural produce – and a useful platform for both new exporters considering established export markets, and existing exporters looking to enter emerging markets,” Mr Coote said.
“Agri-businesses looking to capitalise on growth and stay one step ahead of a rapidly changing export landscape can more readily access Austrade advice and insights on top-performing markets to inform their trade and diversification strategies to expand and take advantage of the opportunities available through export.”
For further information go to www.export.business.gov.au.

Meeting with Senator the Hon Penny Wong

Meeting with Senator the Hon Penny Wong

The ECA recently met in Sydney with Senator the Hon Penny Wong (Shadow Minister for Foreign Affairs) to discuss current trade challenges and opportunities.

Thanks to Senator Penny Wong and this amazing group of exporters who joined in the discussion:

Australian Export Awards recognising remarkable resilience: SA Winery pivots to futureproof its business.

Australian Export Awards recognising remarkable resilience: SA Winery pivots to futureproof its business.

When winemaker Bec Hardy took over the Pertaringa brand from her father to add to her existing wine business, she never expected to be doing it during a global pandemic. But this unprecedented challenge prompted her to pivot in bold new ways.

Based in McLaren Vale, Bec is the first female winemaker in a six-generation wine family. Alongside her husband, Richard Dolan, she managed the brands within her father’s business, Wines by Geoff Hardy, growing exports by 2,300% and increasing production almost five-fold in the past eight years. Bec also crafts premium wines under her own label, Bec Hardy Wines.
In 2020, as part of the Hardy family’s succession planning, Bec and Richard acquired the 40-year-old Pertaringa brand. But then the pandemic hit, and the future suddenly seemed uncertain.
“We began to question whether the business was totally viable going forward,” says Richard, who is Joint Managing Director at Bec Hardy Wines. “It required us take a huge leap of faith.”
With overseas travel halted, the international relationships that Bec and Richard had nurtured over the years – and which were needed to ensure a smooth transition of the business – were in jeopardy. Distribution channels were impacted and business growth was threatened. Bec and Richard also had to close the cellar door, which meant another blow to revenue.
Carving out new paths to success
To keep the business going and successfully transition the Pertaringa brand, Bec and Richard had to think differently. Inspired by strong family role models, including Richard’s 84-year-old father who still helps out in the winery, they forged ahead.
“While export could not continue in the same way as before, we remained optimistic and decided to focus on what we could control, not what we couldn’t,” says Bec.
That meant shifting their focus from overseas markets to Australia. They took the opportunity to grow brand awareness domestically, securing media coverage through public relations and strengthening their digital presence.
These efforts paid off: online sales soared, hitting a high point one day in April when sales increased eight-fold on the previous highest sales day. Bec and Richard also created some unique onsite tourism experiences and made improvements to the cellar door.
To help futureproof the business, Bec and Richard adapted and diversified their export strategy to target nine new markets (previously about 60 per cent of products went to China).
The US is their top priority market, followed by Asian markets including Japan and Korea. Looking ahead, they also plan to target the UK and Europe.
“A lot of work we’re doing now has a domestic audience but there’s also an international aspect, to position the business for when borders reopen,” says Richard.
As a result of Bec and Richard’s quick decision-making and courage to pivot, Bec Hardy Wines, which now incorporates the Pertaringa brand, has not just survived but grown in new ways. The domestic brand is stronger than ever, export sales have continued and the business has a strategy to support global expansion as the world emerges from the pandemic.
“Sure there are lots of challenges now, but it’s also a great opportunity to build a stronger business for the future,” says Richard. “Where can you make a different dollar if an opportunity is closed? If you can get through this, then you’re going to be able to face anything.”

ECA Featured Member: Explorate

ECA Featured Member: Explorate

ECA member Explorate story began in a dusty freight forwarding warehouse in Brisbane during November 2012, when Conor Hagan was tasked with showing Alex Ewart, a recent graduate of international business, the world of international logistics.

It started like any other day in logistics back then, by sending a fax.
A relationship formed over a mutual interest in supply chains and technology.
Four years and many faxes later, these colleagues turned into co-founders and created Explorate.
Explorate is creating a simpler way to do complicated shipments by developing it’s own online platform. Built by logistics experts and powered by cutting-edge technology, we empower our shippers with instant quotes and bookings, real-time track & trace, digital dashboards and faultless workflow management.
Explorate joined the ECA in November 2020, becuase they wanted to be part of an organisation with like minded companies and people who are challenging the status quo to traditional industry.
Explorate kicked off around 5 years ago, and they specialise in the International Freight forwarding space however they’ve been doing it a little bit differently to the traditional guys in the industry.
They’ve built out their very own technology in house steering away from the traditional software solutions that the majority of freight forwarders use and utilising this to change the way their clients interact with their supply chain.
They have been exporting since the business commenced, exporting everything from Large Machinery to be sold at overseas auctions to Zinc Powder which is a key ingredient in the manufacturing process of sunscreen.
Of course, 2020 brought them many challenges which they had to adapt to, from wharf closures, rates skyrocketing & empty equipment being scarce. They had to accept that delays were imminent and a key factor was making sure the communication and transparency between Explorate and their clients was crystal clear. Their application helped immensely with this as well as introducing live tracking which updated their customers in real time on any delays without the operations team having to manually track anything.
Their plan for 2021 is to continue the path of rapid growth, withsome extremely exciting new features being introduced into their application which will translate into their customer experience.

2019 Women Trading Globally participant adopting zero waste approach to premium coconut oil products from Vietnam

2019 Women Trading Globally participant adopting zero waste approach to premium coconut oil products from Vietnam

In 2019, the ECA welcomed Thuy Hoang, founder of Cocovie, Vietnam to the Australia Awards Women Trading Globally Program supported by the Department of Foreign Affairs and Trade. Thuy spent two weeks in Brisbane and Sydney with 14 fellow female entrepreneurs from Cambodia, Indonesia, Myanmar, the Philippines, Timor Leste, Vietnam and Mongolia.

Thuy shares her founder story with us through the following Q&A.
Q&A with Thuy Hoang
Founder, Cocovie

Vietnam

Q: What led to you commencing your business?
I started the business of Cocovie after spending years travelling around world working in the luxury products industry. During a visit in Vietnam, I met a friend who gave me a coconut oil sample in a USED LaVie water bottle (LaVie is a popular bottled water company in Vietnam). He worked hard into making good oil but he did not know how to sell… I wanted to help my friend.
Whilst helping this small producer to find a way to sell the oil, I discovered the miraculous benefits of Coconut Oil on my skin and hair. As a buyer and seller of luxury hair care products, I would dye my hair every 2-3 weeks with a new color and apply all types of repair oil from the famous brands that I was selling. However, my hair got drier and weaker. I used the coconut oil sample in the “LaVie Water Bottle” and after the first use, my hair got shiny and strong again. With this visible result, I made the decision to grow long hair again thanks to the Coconut Oil of Ben Tre (a coastal province in the Mekong Delta of southern Vietnam). In addition to dry hair, coconut oil also rectifies dry skin. I no longer use expensive products for personal care and now my bathroom is so spacious thanks to Cocovie beautifying Coconut oil and Soaps.
In memory of this miraculous moment of the Coconut oil in the “LaVie Water Bottle”, we created the beauty coconut oil brand called “Lacocovie” which later changed to “Cocovie”. Our vision was to make the coconut oil of Ben Tre as popular as “LaVie water”. We signed agreements with major retailers in Vietnam market when we started. The special thing about Cocovie is that we created coconut oil workshops right in/ or near the coconut farms to press fresh oil and enable more job opportunities for women in the village. We invested in the machines and instructed the people of Ben Tre to press the oil based on our process. All the farmers, who sell to us, are committed to the preservation of natural state of the Mekong River that goes through their farms.
We are also applying the business model of a circular economy in which nothing in the coconut is wasted. For example, we use the coconut shells to make soap tray and dry coconut flakes (after pressing out all the oil) to make scrub for the soaps. Especially 100% of our product is vegan and organic as per USDA standards.
We know that what we do- as per our current turnover- is just a drop in the ocean… we are trying to increase the number of clean drops day by day with your support…. and the ocean and rivers will not be the same because of those drops
Q: What did you learn from participating in the Australia Awards Women Trading Globally program in 2019?
I have learned that successful global expansion requires consistency, perseverance, careful business planning and especially strategic focus.
Most importantly, for me it’s vital to connect to other women who are on the same path of creating a positive impact on the environment and on the local community through a business venture.
It’s a challenging endeavour as we need to both survive in the fierce business world and remain real to our compassionate and tender nature of a woman. I really admired and learned from these female entrepreneurs in the program who take care well of not only their business, but also family and the local community. They come from a society that is tougher than Vietnam yet they could handle that much and stay positive and energetic all the times.
In fact the Women Trading Globally program gives us certain credibility in the business community in Australia.
Thanks to this program we met potential clients and even volunteer senior mentors in the field of personal care who are helping us to navigate through both Australian and Chinese markets.

These clients did launch some focus groups, investigate pricing structure for retail launch. Unfortunately we decide that at this moment the time is not ripe yet for a launch there. We keep in touch and it’s great that I can always turn to them for advice or contact anytime I need.

Q: As a result of participating in the program, what are some changes you have implemented?
  • Successfully creating a business framework to work with international distributors
  • Shift in strategic focus regarding international business that enables us to generate new sales for international sales
Q: How have you been impacted by COVID-19 and how have you responded?
COVID-19 has been a challenging time. As most of our domestic sales were generated through the tourist channels like airports and tourist shops, in the first 2 months, our sales dropped dramatically- almost 50% drop. In this turbulent time, our team voluntarily proposed significant cut in salary and extra hours.
Our client, with whom we owed considerable fees, agreed to take products instead of cash. Our supplier agreed to grant us more time to handle payment.
On the sales side we changed our focus from the offline retail to online and affiliate sales whilst preparing attractive price offers for our international clients, and simplifying our operation process. By the end of 2020, despite a smaller business size, we encountered zero debt and the whole team was still fully rewarded with 13th month salary and festive gifts.
My belief is that in business, it’s the staff and customers who keep the business going, and not only the cashflow. This proved to be true during the Covid period… As long as we have faith, we can persevere through the dark night I believe.

Australian Export Awards recognising remarkable resilience: WA Innovation keeping Australians safe through science

Australian Export Awards recognising remarkable resilience: WA Innovation keeping Australians safe through science

As Australia’s leading provider of synthetic and medicinal chemistry services, Epichem met the challenges of COVID-19 head on, by protecting its business and employees while supporting the community and launching new innovations.
Founded in Perth in 2003, Epichem creates specialised products and provide technical expertise to customers in more than 40 countries in the pharmaceutical, mining, agriculture, and animal health sectors. It exports 80 per cent of its products and services to the US and Europe, so coronavirus has had a major impact.

In early 2020, when the pandemic hit, the company had to put around A$800,000 worth of international project work on hold indefinitely and halt many internal R&D projects. It faced shortages of essential supplies, and reduced income delayed critical equipment purchases and threatened the business.

Innovation meets community spirit

In response, Epichem launched some exciting COVID-related R&D projects, including partnering with a US-based company to gain IP rights to a carbon-neutral benchtop flow reactor prototype.
This Australian-designed technology converts biomass and waste into valuable products such as ethanol, which is used to make hand sanitiser. Epichem is now raising funding to build one in Australia.
The company is also partnering with the WA Government to develop dyed hand sanitisers that show which parts of your hands are not sanitised, and a ‘smart-surface’ spray that destabilises the COVID-19 virus on hospital surfaces.
To keep its business afloat, Epichem leveraged its global supply chain network to secure six months of critical supplies, and invested in equipment with leasing arrangements and accessed government support initiatives to manage cash flow. Staff work from purpose-built laboratories, so Epichem introduced COVID-safe practices and donated hand sanitiser to staff and their families. Regular communication was key, with daily COVID updates sent out.
“During situations like this, leadership comes to the fore,” says Colin La Galia, Chief Executive Officer. “It was important to give the team confidence that the leadership team was taking steps to protect the business and also to protect them.”
Through all this change and business uncertainty, Epichem was aware that health and aged care organisations were facing shortages of hand sanitiser, so the company donated thousands of bottles.
“I remember going to one cancer organisation and I was welcomed with tears because they were down to two bottles,” says Colin. “What really hit home was the importance of the community coming together.”

When local gin distilleries reached out to Epichem for help, Colin and the chemistry team didn’t hesitate. They provided free advice on converting gin into ethanol and then into sanitisers, so these small businesses could continue to earn revenue and keep their staff.

“COVID has hurt Epichem: projects are on hold, cash flow is tight,” says Colin. “But we’re still discovering novel drugs for patients, still supporting our community, still making a difference by being the difference.
“To face the challenges of 2020, adaptation is key. Small businesses cannot stop at plan B or C, but must be prepared with a robust, multi-faceted risk mitigation strategy. Focus on what can be controlled and plan for every conceivable eventuality.”

Productivity Commission review gives additional focus into the supply chain

Productivity Commission review gives additional focus into the supply chain

On 19 February 2021, the Federal Treasurer requested the Productivity Commission (Commission) undertake an independent review (Review) “into supply chain vulnerabilities and risks” to “ensure that the Australian economy is prepared for “possible supply chain disruptions”.

The Terms of Reference for the Review suggest it originates from the COVID-19 pandemic and while Australian supply chains proved to be “resilient”, the circumstances highlighted potential vulnerability to global supply chain disruptions. Accordingly, the scope of the Review has been set as follows;

The purpose of the study is to examine the nature and source of risks to the effective functioning of the Australian economy and Australians’ wellbeing associated with disruptions to global supply chains, identifying any significant vulnerabilities and possible approaches to managing them.
In undertaking the study, the Commission should consider Australia’s part in global supply chains as an importer and exporter, and:
  • consider the factors that make supply chains vulnerable.
  • develop a framework for identifying supply chains that are vulnerable to the risk of disruption and also critical to the effective functioning of the economy, national security and Australians’ wellbeing.
  • use trade and other relevant data to identify supply chain vulnerabilities.
  • explore risk management strategies, including the roles of, and options for, government and businesses to manage supply chain risks.
The Commission has a very short timeframe to complete the Review, with an interim report (focussing on the import part of the supply chain) due at the end of March 2021 and a final report including findings on the export supply chain being due by late May 2021.
The Commission previously completed a number of reviews looking at issues affecting the supply chain, such as the merit of continuing the collection of general customs duties, the effectiveness of our anti-dumping system and Free Trade Agreements and the imposition of Goods and Services Tax on low–value imports.
The Review is consistent with the funding made available in the last Federal Budget for a “Supply Chain Resilience Initiative” to assist businesses with their supply chains. The Review is also consistent with some of the recommendations made late last year in the Senate Standing Committees on Rural and Regional Affairs and Transport which looked at enhancing the supply chain operation. The supply chain and the problems experienced at and around the Ports are currently under examination including:
The Victorian Government initiated an independent review of the Victorian ports system. The review recommended the adoption of the “Voluntary Performance Model” at the Port of Melbourne to review the performance of the port and those operating infrastructure around the port. The Victorian Government has subsequently commenced another associated review, this time of the wider ports system in Victoria.
The 14th meeting of national and state Infrastructure and Transport Ministers was held on 20 November 2020 and reached an agreement on a number of significant issues associated with the supply chain including “fast tracking” of infrastructure to support economic recovery, making roads safer, improving efficiency in the supply chain and the adoption of a national approach to stevedore infrastructure charges. The current proposal is to develop voluntary national guidelines for applying stevedore infrastructure and access charges. The aim is to provide “greater certainty and transparency for both stevedore and landside transport operators and support continued investment in terminal facilities”. That work is to include reference to the “Voluntary Performance Model” described above.
A Port Botany Landside Improvement Strategy review has been announced into operations around Port Botany.
NSW Ports recently issued direction on Botany Truck Congestion.
Freight Victoria has just announced the commencement of a study into empty container management capacity and supply chain issues in Melbourne. This is to be conducted by the same firm that did a similar study in NSW which demonstrated significant additional costs from an inefficient system.
The supply chain is not only a concern to Australian state and Federal regulators but also to importers and exporters and their service providers moving goods through the supply chain. I have been working extensively with the International Forwarders & Customs Brokers Association of Australia, the Export Council of Australia and the Food and Beverage Importers of Australia, as well as others affected, to address these issues together with related issues such as detention charges.
Our focus in Australia is not alone as there is worldwide concern on congestion and costs in the supply chain triggering ongoing action such as by the Federal Maritime Commission in the USA and the European Commission.
Hopefully, those in industry will engage directly with the Review and the Commission will engage extensively and transparently. The vulnerabilities affect all of those involved in the supply chain and can pose a barrier to entry for Small and medium-sized enterprises with the consequence that other trade initiatives to reduce costs and enhance access to markets are eliminated. There is also concern that the position of licensed customs brokers and freight forwarders should be properly considered by the Commission – after all, few goods would move without their involvement and expertise. The regulatory regime and support for those service providers needs to be a priority.
Our Customs and Trade team are well placed to advise you on all aspects of Australian and international trade and e-commerce.