Interview Pieter Hoppenbrouwers - General Manager at Eggerding Asia

Can you introduce yourself and describe Eggerding's core activities in Asia, specifically in Hong Kong?

My name is Pieter Hoppenbrouwers, and I've been based in Hong Kong since October 2020. I currently serve as General Manager of Eggerding Asia. Before joining Eggerding, I studied business and marketing in the US, UK and the Netherlands and worked for an Italian data consulting firm in Amsterdam.

Eggerding is a global processing and trading company specializing in mineral sands and non-ferrous metals. We operate across four global locations; two processing and logistics hubs in Holland and South Africa, an office and warehouse in Brazil, and our sales office in Hong Kong. Our products support a wide range of industries, including ceramics, glass, refractories, foundry, welding, aluminium, and more. While often unseen, the metals and minerals that we supply are all around you, from your bathroom and the tiles on your floor, to buildings, roads and the cars we drive in.

Eggerding Asia, established in Hong Kong 2006, is a sales office responsible for the sourcing and distribution of our materials to and from Asia. At that time, processing capacity in Asia was limited and opening a sales office was a way to enter the fast-growing Asian market. Hong Kong was chosen for its favorable tax regime, connectivity to Asia, English speaking environment and strong business infrastructure.

As General Manager, I oversee our operations from end to end, including sales, procurement, customer relations, and strategic and financial decision making.

Are there specific sectors in Asia that are showing more demand for your materials?

Asia is a very dynamic market and continues to be the growth engine of the world. It has traditionally been a major consumer of minerals and metals, and that is still very much the case. While China has long been the dominant player, consuming over 50% of global mineral sands and leading the production of aluminium products, we're now seeing a shift. Production bases are increasingly moving to emerging markets like India, Vietnam and Thailand. These countries have young populations, a growing middle class and rapid GDP growth, as well as more favorable tariff environments (currently). With that comes major investments in construction and infrastructure, which are very much tied to our minerals and metals business.

What drove the diversification into non-ferrous metals in 2023, and how has that changed Eggerding's presence in Asia?

Increasing competition in the processing and milling of mineral sands made the company realize we had to diversify and make a shift along with these changes. We were fortunate enough to be able to attract some talented people to our organization and that has led to non-ferrous becoming an integral part of our business in Asia, with customers and suppliers across Asia, Africa, South America and Europe.

The supply chain of the metals industry differs much from minerals, although they end up being used in conjunction. So, the diversification into non-ferrous metals has opened a lot of doors for us through the partnerships that we have been able to establish with suppliers and customers. It has presented opportunities in new industries and markets.

Eggerding emphasizes sustainability - How does this manifest in your operations?

As a company in the raw materials industry, we are highly aware of our environmental responsibilities across the entire lifecycle from extraction to logistics and end-use. Our non-ferrous metals business is primarily focused on recycled aluminium and copper, which are almost infinitely recyclable. Eggerding also prioritizes working with established mining companies and suppliers that share our values of sustainability and emphasize community engagement. Another example is our Amsterdam facility which runs predominantly on renewable energy generated by over 7,000 solar panels, and we recently installed a 4MWh battery storage system to enhance energy efficiency. We are closely monitoring sustainable initiatives within the minerals and metals industry to reduce our carbon footprint.

How do you balance cost efficiency with environmental responsibilities?

Cost-efficiency is a vital part of our business, especially given that we're in the (near) commodities materials business. In Hong Kong, we maintain a lean structure by centralizing parts of our back-office operations at the headquarters in Amsterdam, increasing efficiency and transparency across offices. As mentioned before, we use renewable energy in our head quarters and work with reliable suppliers with track records of environmental responsibility.

What challenges or advantages do you see for foreign companies doing business in Hong Kong today?

I think that any business leader in Hong Kong will agree that Hong Kong remains to be a strategically important hub for multinationals wanting to operate in Asia. It offers a favourable financial and tax environment, a highly skilled workforce, and its connectivity to mainland China and the rest of Asia is simply unmatched.

That said, Hong Kong has its own challenges, such as high cost of living and expensive office spaces, and rising competition from regional hubs like Singapore and Bangkok. However, I believe that Hong Kong's leadership is making great efforts to maintain HK's competitiveness in the Asian and global economy.

Have geopolitical shifts, recent tensions affected your strategy in the region?

Naturally, this is a topic that we have watched very closely, not just recently with the appointment of Trump 2.0 in the US, but more broadly over the last 5-odd years. Flexibility is essential and our global operations allow us to adapt and focus on markets and sectors that remain resilient, regardless of short-term disruptions. As a family business with over 6o years of experience, we have a long-term view and seeing past short-term turmoil helps us to continue to thrive.

As a young professional in Asia, for the last five years, what have been your biggest lessons?

I have been fortunate enough to travel extensively for work throughout Asia, which has been energizing and inspiring. It may be a cliche, but what I've learned from my years in Asia is that you must be dynamic and flexible, both from a business perspective as well as from a cultural point of view. Asia is incredibly diverse, and what works in one market may not work in another. Coming from the Netherlands, where communication tends to be very direct, I had to learn to adjust to different cultural norms in Asia. For young professionals, I would say: say yes more often and step outside of your comfort zone, these opportunities can lead to growth in unexpected ways.

How did you build your network and credibility in the region that is known for long-term relationship building?

When I arrived in Hong Kong in 2020, I was fortunate enough to benefit from Eggerding Asia's longstanding relationships built since 2006. Also, organizations like The Dutch Chamber helped me connect with professionals from all over the world.

Network and credibility come with time. It requires being visible, attending events and meeting people face to face. I firmly believe that behind every company is a whole organization of people and building those personal and professional connections is key to succeed in Asia.

What do you enjoy the most and find most challenging about your role as manager?

What I enjoy most is the personal and professional growth that has come from working in such a dynamic region. The people I meet and opportunities I encounter inspire me.

The biggest challenge? First, being Dutch and notoriously direct, it took some time to get used to the less direct way of communicating and voicing opinions. It requires careful listening to be able to truly understand what is being said or meant. Second, I came here when I was 25 and I had to find my ways within theminerals and metals industry. It took several years to gain experience, confidence and knowledge required to thrive in this industry.

Looking forward, what trends or developments in Asia should Dutch businesses be aware of for the next three to five years?

I believe that the developments of the last years will continue. Firstly, Asia will remain the production centre of the globe. Despite rising costs, especially in China, Asia remains attractive for its skilled workforce, technological innovations and unmatched production facilities and logistics capacities. Secondly, countries like Thailand, Vietnam, India have a young population and a growing middle class, introducing new opportunities. Also, don’t forget the Middle East with low cost of energy, readily deployable capital and growing international allure.

Where do you see the biggest growth or innovation opportunities for Eggerding?  

With increasing competition over the last couple years, our strategy is to expand through diversification. Not just financially, but also in terms of markets and product portfolio. Africa and the Middle East present interesting opportunities to explore. Furthermore, Asia remains a vital part of Eggerding, and I believe we will expand further into South America through our Brazil team.

On the innovation front, Eggering is integrating IT solutions into our business structure, as well as continuing to engage in environmentally progressive initiatives in the raw materials industry. The raw materials industry can still make leaps forward toward sustainability, and we believe both private initiatives and government policy is needed.

After all, the materials we supply are essential for our everyday lives and making them widely available should be a priority for all stakeholders.