Drink Without Waste is an initiative led by the Single-Use Beverage Packaging Working Group, a broad coalition of stakeholders (NGOs, beverage company's, retailers, waste management companies, companies with high footfall like the MTR, HKIA, HKJC etc) focused on reducing waste from beverage consumption.Established in September 2017, the Working Group represents a unique approach to developing facilitating and implementing much needed solutions to reduce and manage single use beverage packaging waste in Hong Kong. We work with a consensus based approach to decision making as defined in our Terms Of Reference.

New Life Plastics Ltd is a Joint Venture between the ALBA Group, Baguio Green Group and Swire Coca-Cola Ltd. The company’s mission is:1. To drive high Collection rates in HK via Baguio for primarily soft drink PET bottles and general usage HDPE plastic bottles and general HDPE plastic bottles2. To make sure these Collected volumes are Recovered at source, so are un-contaminated which provides high quality feedstocks3. To process these feedstocks with as little yield loss as possible into food grade quality flake (rPET) and high quality pellet (rHDPE)4. To provide transparency and validation on Collected, Recovered and Processed volumes of PET and HDPE – providing stakeholders with a Chain of Custody5. Lastly, to aspire to zero harm and a constant culture of continuous improvement in our plant, we operate with full ISO accreditation

The role managed the component overhaul side of the HAECO Group bar engines. Within HAECO's management there was a dedicated shop in Hong Kong (IFE, toilets, gallery equipment, ball screws etc), a landing gear shop in Xiamen, China (TALSCO), and an Aerostructures shop in Jinjiang, China (HAECO Spirit AeroSystems - a JV with Spirit AeroSystems). In total I managed approx 800 people and was lucky enough to have fantastic teams. Indirectly HAECO had JV's with UTAS (then Goodrich - actuation systems), Honeywell (APU's), Dunlop (tyres) and another with UTAS (wheels and brakes) - and my involvement with these JVs was as a Board Director representing HAECO's shareholding.

I looked after the Airframe and Line Maintenance functions for the HK operations of HAECO. Turnover was around HK$2bn. Customers ranged from the large US carriers to Cathay to the Indian and Japanese carriers. A steep learning curve, a transition away from family run companies to corporates, but rewarding. Key to this role was ensuring a careful balance of building quotes off accurate past planning data, to making sure execution via production was perfectly on time, to handling the customer and dealing with the out of scope repairs which all scheduled maintenance inevitably throws up.

The China Navigation Company (CNCo) is 100% owned by John Swire & Sons Ltd. CNCo owns and operates a range of vessels - specialist trans-shippers to Cape sizes. The Commercial Manager role effectively helps lead the strategy on new builds, partner relationships, existing business (with the Trades) and on new business.In my time I set up Swire CTM Bulk Logistics, a JV with Ceres Shipping, which helped expand the third leg of CNCo's business.Near the end of this role I saw the advent of 2008 - and the total collapse of time charter rates and ship values. It was a humbling time -

The China Navigation Company acquired 4 breakbulk vessels (41,000dwt) off Oldendorff. I ran this business (INDOTRANS Ltd) from New York. We carried paper pulp, rice, heavy machinery and broken down oil and gas equipment from the Canadian and US East Coast / Gulf - across the Atlantic - through the Suez canal - and discharged in Jeddah, Mumbai and Singapore. We then back-filled with latex from Indonesia for the tyre plants of the US. As the world ramped up to GFC, times were good, we doubled the revenue, opened up new cargoes etc.It was an incredibly varied job - managing a team of highly driven US sales staff, supercargoes trying to squeeze ever stick of cargo safely on-board (in the right order), ship captains, agencies across the world, and our own teams in Houston, Mumbai, Jeddah and Singapore. Probably the best job I have had - totally 24/7 - fantastic teams - and on par with the Sustainability work which I do now at Swire Coca-Cola.

Steamships had made a bid to the Government to acquire the country's ports. This ultimately failed, but we grew the business by expanding the agency business and running more landing craft, specialist copper concentrate vessels and barges to Ok Tedi (a large copper mine) and to the oil and gas businesses off the southern coast.Papua New Guinea is a beautiful country with an incredible history. It is also a complex place - a booming population, an economy heavily reliant on natural resources, geographically challenging, culturally deep - and it taught me a lot about life.

I ran a shipping line called Greater Bali Hai, which operated 4 roro / container vessels, which brought cars and trucks from Japan and Korea to the South Pacific Islands - from the Solomon's all the way to Tahiti. The return leg was dominated by nickel pellet (containerized) ex. Noumea, New Caledonia to the Japanese and Korean steel mills.

Matching cargo flows to and from the Indonesian Archipelago - specifically to Japan and or Australia. An incredible job which saw me travel right across this amazing archipelago and interview cinnamon traders from Sulawesi to mining executives from Kalimantan to West Papua.

Learning the basics of container and break-bulk shipping, then a stint at the then Swire's Clyde Agricultural Company, which was then one of the largest agricultural companies in Australia. I lived in Bourke, NSW, and was asked to look at the financial viability of drip irrigation vs flood irrigation to maximize yields.