WWW.BUSINESSREVIEWAUSTRALIA.COM | August 2014
AUSTRALIA’S
FEMALE FI V E SAV V Y BUSINE S S WOMEN AT T HE T OP OF T HEIR G A ME
ENTREPRENEURS THE COUNTRIES’
BEST BUSINESS SCHOOLS
YOUR NEXT
VIDEO MARKETING CAMPAIGN
BANKING ON INNOVATION: DRIVING MOBILE PAYMENTS DEVELOPMENT
EDITOR’S COMMENT
CONTRIBUTORS
The landscape of business thrives on competition. Kenji Nishi Kenji Nishi is the marketing and business development director in Gemalto for South East Asia and Japan. In charge of the strategic relationship with telecom operators, financial institutions and retailers, he is focused on promoting and deploying NFC across the area. Prior to this position, Kenji was handling the development of NFC compliant products for Japan, Korea, Hong Kong, Taiwan and China for more than 5 years.
But what happens when the industry thinks competition has been eliminated? Business Review Australia takes an in-depth look into leaders in the telecommunications sector, and shares what they have to say about the current competitive field. To keep with this issue’s theme, we detail the best business schools in Australia that will give you a competitive edge in the workplace. Whether you are at the top of your game or just starting out, furthering your education in business will always be a step in the right direction. And Dan Ratner, managing director at uberbrand and a return contributor for us, shares how video marketing can make your business more competitive. We also spotlight five of the top young femaleentrepreneurs in Australia, and discuss the technological developments banks are implementing with smartphones.
Dan Ratner Dan Ratner is managing director of branding and communications agency, uberbrand. He has more than 15 years’ experience in marketing, communications and branding and is passionate about branding as an enabler to fulfil organisational objectives. Working closely with uberbrand’s clients, Dan works to understanding the current customer perception in the context of business goals and aspirations.
I hope you enjoy the issue!
Laura Close Editor laura.close@wdmgroup.com
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CO CN OTNETN ETNST S FEATURES This month we focus on the customer experience with the latest technology
26 Marketing
Your Next Video Marketing Campaign
6 Leadership
Australia’s Top 5 Female Entrepreneurs under 40
18 Technology
12 Finance
Banking on Innovation: Driving Mobile Payments Development
Australia’s Telecom Giants: The Future of Competition in the Industry
34 Top 10
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130 NAMCOR
Petro-King Int
Australia’s Best Business Schools
COMPANY PROFILES EXPLORATION 42 Petro-King International 56 Energyworks Limited
CONSTRUCTION 66 Waikato Expressway Project – NZ Transport Agency 82 Blacktown Mt Druitt Hospital Project 94 M+W High Tech Projects Malaysia 106 North Construction 116 Queensland Department of Transport and Main Roads
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134 Timber Development Association (TDA)
ENERGY 138 Remondis
MINING 146 MillenniMineralsum 156 RMA Automotive 162 Pilbara Regional Council
MANUFACTURING 168 WRS Group 174 SRXGlobal
FOOD 182 Australian Macadamia Society 188 Commonwealth Fisheries Association (CFA) 194 Sheepmeat Council of Australia (SCA)
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HEALTH
Shore Gold
200 BridgeCrest Medical
SUPPLY CHAIN 206 John Holland Rail
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TECHNOLOGY 220 Data#3
ternational
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BridgeCrest Medical
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Waikato Expressway Project – NZ Transport Agency
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Australian Macadamia Society
188 162
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John Holland Rail
Commonwealth Fisheries Association (CFA)
Pilbara Regional Council
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LEADERSHIP
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AUSTRALIA’S
TOP 5 FEMALE ENTREPRENEURS UNDER 40 W R I T T E N B Y: L A U R A C L O S E
What do a personal finance expert, a baker, a computer software maven, a model and an IT cabling authority have in common? These five young, savvy businesswomen are at the top of our list of Australian entrepreneurs
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LEADERSHIP THIS IMPRESSIVE COLLECTION of women demonstrates the very nature of entrepreneurial spirit. No matter the sector, these five have brought innovative thinking and passion to their businesses, working from the ground up to create industrytopping companies. Business Review Australia shares what led them to found their businesses, and what motivates them daily. Tammy May MyBudget Tammy May founded MyBudget in 1999 when she was just 22 years old. The goal of the company is to help people gain control of their personal finances and debt, and May started it all from her kitchen table. She discovered her purpose
while working at a legal firm and seeing firsthand how devastating and overwhelming debt can be, especially when the clients did not have any real idea how to take control of their money and spending. MyBudget currently processes over 2.5 million transactions and manages over $550 million in salaries on behalf of thousands of clients every year – and they’ve helped nearly 40,000 people since the company was founded. May and the business have won several awards, including Telstra South Australian Business Woman of the Year, the Yellow Business Owner Award and the Australian Government Business Innovation Award in 2007 and Ernst and Young’s Entrepreneur of the Year in 2008. She’s also been listed on several successful women lists, including SmartCompany’s 2010 Top Female Entrepreneur list. High on her list of personal achievements are her two children. Sheryl Thai Cupcake Central Sheryl Thai’s story begins with a cupcake. Before the IT consulting company she worked for went under
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She has also co-founded the League of Extraordinary Women, a young female entrepreneur initiative, with the vision to create a community focused on connecting young female entrepreneurs to form and create real relationships and friendships in the workplace.
during the global recession, she was inspired by the fervour around a cupcake shop she visited while in New York City. She began baking at home; requests turned into orders, and orders turned into catering large events with delicious cupcakes. She founded Cupcake Central in 2010 with Thin Neu, just 9 months after she started baking from home. One of the things she is most proud of is the culture in the workplace, where the company is growing a team of young, passionate, dedicated staff. Cupcake Central has expanded to three stores in 3 years, and Thai has since put out a cookbook titled Hatch That Dream, which references the bakery’s motto. Thai won Young Entrepreneur of the Year in 2013, and credits her whole team with the honour.
Karen Cariss Pageup People Karen Cariss founded PageUp People, a single-platform, integrated talent management technology provider, with her husband Simon at the end of the dotcom era. The company has grown to over 60 employees on their software and consulting services, with clients like Coles, Origin, the National Australia Bank and BHP Billiton. The company’s reputation as a leading brand in talent management is buoyed by the company’s financial stability in a less-than-stable business climate – PageUp People has never
LEADERSHIP had to raise capital. Cariss made this a priority, which has since helped them acquire investments to expand to Asia and other emerging markets. In 2014, Cariss’ company won the Australian Achiever Award for Excellence in Customer Service for the ninth year in a row. “We are all about people,” Cariss said.” it’s not just in our name, it’s in our DNA. That’s why we strive year after year to earn the much sought after ‘Highly Recommended’ seal of approval from the Australian Achiever Awards.” She’s won the Ernst & Young’s Young Entrepreneur of the Year award (in 2008) and the Victorian Telstra Women’s Business Award in 2009. Her family, as well as the growth and success of this now-global company, rate high on the list of things of which she is most proud. Miranda Kerr KORA Organics
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Miranda Kerr is known best as the first Australian Victoria Secret Angel, and as one of the highest paid models of this generation. But she’s also a savvy businesswoman - in 2009, she launched her own brand of organic skincare products (with George Moskos) called KORA Organics, and became the face of the company. Kerr is not just the pretty face of the ad campaigns though. Before starting her modelling career, Kerr studied nutrition and health psychology, which influenced her to developing the line with organic chemists, aroma therapists and formulators, a process that took 4 years. Her work as a model, and seeing the unpronounceable chemicals in the products that were constantly used on her skin, had a big impact on her decision to found the line. The skincare products are a unique blend of essential oils and natural and certified organic ingredients; all products in the KORA line are 100 percent produced and manufactured in Melbourne. Her self-help book Treasure Yourself: Power Thoughts for My Generation, was released in August of 2010, and her second book
A U S T R A L I A’ S T O P 5 F E M A L E E N T R E P R E N E U R S U N D E R 4 0
Empower Yourself was announced in October of 2013. Like many young female entrepreneurs, Kerr balances her day job (or several day jobs, in this case) with her full-time job as mother, and like May, says that motherhood has been the biggest and best achievement in her life. Nicole Kersh 4Cabling For most businesses, a brick-andmortar store comes first. This wasn’t the case for 4Cabling, Nicole Kersh’s one-stop-shop for all cabling needs. She founded the company with the knowledge that her family’s electrical cabling business was missing a large chunk of the market by only being open during tradies’ hours.
Kersh taught herself HTML coding, built a website and began selling cables, server racks and other data and communication equipment online directly to companies, all while managing the business in between her university classes at age 21. Currently, the company does $6.5 million in business a year. And although she and her 20-plus employees joke about the talk that 4Cabling will “dominate the cable market,” she’s already got a 15 percent share of the industry in Australia. Her online store has eventually led to a storefront in Sydney, and Kersh is looking to open another location in Melbourne. Like many on this list, she was the winner of Ernst & Young’s Entrepreneur of the Year in 2013.
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FINANCE
BANKING ON INNOVATION DRIVING MOBILE PAYMENTS
A U S T R A L I A’ S B A N K S H A V E B E C O M E I N C R E A S I N G LY I N V E S T E D I N D E L I V E R I N G N E W PAY M E N T S T E C H N O L O G Y T O C U S T O M E R S , S P U R R I N G E X C I T I N G D E V E L O P M E N T S I N T H E I N D U S T R Y.
W R I T T E N B Y:K E N J I N I S H I , M A R K E T I N G A N D B U S I N E S S D E V E LO P M E N T D I R E C T O R A T G A M A LT O
IT IS NOT hard to identify where the future innovations for banks are going to lead us. With mobile technology growing as quickly as it is, banking is just one of many industries that has had to try and adapt to keep up with consumer demand for easier, mobile solutions to their banking needs. “The banking industry is historically seen as a resilient and unwavering force - riding out the ups and downs of the markets as a conservative constant rather than a risk-taking innovator,” said Kenji Nishi, the marketing and business development 12
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director at Gemalto, a world leader in digital security. And while this consistency from one of the most influential sectors in our business world today is reassuring, it has not been enough for everyone. As the number of people in Australia with smartphones continues to increase (smartphone users have been the majority of mobile phone owners for at least a couple of years now), the demand and expectation for mobile banking services has increased right alongside. “Mobile payments, powered by NFC (near-field communication)
technology, are quickly taking centre stage in Australia,” shared Nishi. “Developing this technology, which allows consumers to tap or wave their mobile phone in front of an NFC terminal to make a payment, involves cooperation between telcos, financial organisations, and security providers.” And while the industry that has
traditionally been the conservative force in a sea of innovation, it’s now the banks that are actively driving the changes in this space, Nishi reported. In this exclusive article for Business Review Australia, Kenji Nishi shares how banks are changing the landscape of mobile technology for good. 13
FINANCE Banking’s contributions Over the past year, Australia’s banks have become increasingly invested in delivering new payments technology to customers and it has spurred exciting developments in the industry. All of the ‘Big Four’ (CBA, Westpac, NAB and ANZ) now issue contactless cards, having witnessed staggering growth since their deployment. Westpac stated that over a period of 12 to 18 months, contactless
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payments jumped from 10 percent to 60 percent. Now, these financial institutions are banking that their ventures into mobile payments technology will achieve similar results. Commonwealth Bank’s CommBank app allows users to “Tap and Pay” with their mobile and Westpac predicts three million people will make an average of five contactless mobile payments per month next year – resulting in an
industry worth $3 billion. This NFC technology offers users all of the benefits they enjoy with contactless cards – including convenience, ease of use, security and speed of payment, as well as the opportunity to more closely integrate their mobile phone/device into their day-to-day. For instance, Commonwealth Bank customers are now able to withdraw cash from ATMs without even using a card. Instead,
users log on to the bank’s mobile app, select the amount they wish to withdraw and receive a code to enter into the ATM as well as a PIN sent via text to their phone. In Westpac’s most recent trial, customers scanned their fingerprint to log onto its banking app and St. George recently became the country’s first bank to tap into the wearable technology trend, with a new banking app designed for smartwatches. All
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FINANCE of these innovations make it easier for consumers to go about their day without the use of cash or traditional payment cards. How security plays into innovation Security is at the core of any payments
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platform, which is why trust is a main factor in these new innovations. Not surprisingly, the latest research shows that consumers are more likely to choose payment methods provided by financial institutions, such as card payments, BPAY, direct debit and direct transfer payments. In a recent survey by RFi Consulting, 55 percent of respondents named security as one of the top three factors that influence how they decide to pay for an item – with 29 percent saying it was the most important factor, the largest percentage of all the responses. Security has been a critical factor for banks in the development of the newest mobile payment technologies. For example, if an NFC-enabled phone is lost or stolen, consumers are protected against fraudulent account activity in the same way as their contactless debit and credit cards. The payment apps can be disabled by the bank, similar to putting a hold on a credit card. Additionally, consumers can choose to manage their transactions with a PIN code and certified third-party service managers handle the payment applications
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
All of the ‘Big Four’ banks now issue contactless cards, which have jumped payments in this form from 10 to 60 percent in 18 months remotely in secure data centres. With the continued integration of smartphones into our daily lives, one may argue that storing banking details in a phone is inherently more secure than traditional cards simply due to the connection between consumers and their smartphones. While it’s common to misplace a wallet or credit card, consumers are more accustomed to checking their phone throughout the day and would be likely to notice immediately if it went missing.
In the latest Advanced Payments Report, 76 percent of respondents named banks and financial institutions as the top players most likely to drive growth in mobile payments, and with the latest developments unveiled in Australia, it’s easy to see why. The real driver of growth, however, will be solutions that offer a seamless, integrated payment experience for consumers as well as manage the trust those consumers they have come to expect
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TECHNOLOGY
W R I T T E N B Y: L A U R A C LO S E 18
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Australia’s Telecom Giants The Future of Competition in the Industry
With MacTel issuing a formal complaint against Telestra for their alleged “misuse of market power,” Business Review Australia examines the current competitive mood in the telecom sector.
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TECHNOLOGY THE TELECOMMUNICATIONS INDUSTRY in Australia is going through a period of change, led by several factors. Advances in cloud storage and cloud security, a high Australian dollar, fastmoving smartphone technology and alleged monopolies within the sector are forcing the industry leaders to re-evaluate current business strategies. To keep you informed, Business Review Australia analyses the top influencers in telecommunications to see where the industry is going next. Telstra: No Longer in Infrastructure? Australia’s largest telecom and media company, Telestra, has a presence in just about every telecomm subsector, although that seems like it is soon about to change. News broke at the beginning of July that the company has accepted structural separation in the face of the renewed efforts for the fibre-to-the-node network presented by the new communications minister. With Telstra effectively no longer an infrastructure company, the next move is to figure out their involvement with the continued work on the 20
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African mine workers
National Broadcast Network (NBN). Categorisation of the NBN seems to be an acquisition of a previously privatised asset. And since Telstra is participating in building two big pilot FTTN networks in New South Wales and Queensland, involvement in the country-wide FTTN rollout would not be a surprise. The starting price for negotiations, set in June of 2011, is around $11
billion. A large part of NBN Co’s new budget of $41 billion could end up in Telstra’s pocket after a deal is reached, considering the assets NBN will be acquiring from the company are worth more now than they were in 2011. The government will also be looking to buy Telstra’s hybrid fibre-coaxial cable network and is currently negotiating to also buy the company’s copper.
With Telstra participating in building two big pilot FTTN networks in New South Wales and Queensland, involvement in the countrywide FTTN rollout would not be a surprise. 21
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Macquarie Telecom Downgrades Earnings, But Optimistic Macquarie Telecom, a managed hosting and telecommunications company with offices all over Australia, also has a lot of changes on the way. In terms of good news, the company was recently awarded the Frost and Sullivan Australian Data 22
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Centre Service Provider of the Year award in 2013, demonstrating their commitment to their customers. Early July sung a different tune however when the company announced that it would be downgrading their full year earnings by around $3 million. Several factors contribute to this drop in earnings, including increasingly
A U S T R A L I A’ S T E L E C O M G I A N T S
Marcquarie Telecom was recently awarded the Frost and Sullivan Australian Data Centre Service Provider of the Year award in 2013. fierce competition from several other companies like Telstra. Macquarie Telecom has also delayed several of their large government contracts, pushing the expected revenues from these projects from the end of the financial year 2014 into the first quarter of next year. “Macquarie Telecom’s mobiles business has also experienced faster than anticipated customer migration away from its higher margin offerings to its lower margin platforms,” the company said in a statement. “[Our] dedicated managed hosting customers are progressively moving from its higher cost dedicated managed server infrastructure offering to its lower cost virtual private cloud offering. The speed of this migration has been greater than anticipated over the past six months, putting downward pressure on hosting earnings for the half.”
Macquarie sees an end to the downgrades however, calling for a balancing out of their earnings in the first half of their 2015 financial year. The cloud-based storage they are currently implementing is less expensive to fund than other storage options, and should offset this year’s slightly lower earnings. Vodafone Redefining Data Plans In an industry-first, Vodafone – the British multinational telecom company – is offering its customers unlimited data in the first two months of their updated mobile Red Plans. This move allows the customer to understand their data-usage patterns before wholly committing to their 12- or 24-month contract.
Macquarie Telecom’s mobiles business has also experienced faster than anticipated customer migration away from its higher margin offerings to its lower margin platforms,” the company said in a statement. 23
TECHNOLOGY This plan also offers the inclusion The formal complaint details of 13 and 1800 numbers, infinite talk Telstra’s alleged practice of locking allowance, and a change to automated regional customers into sub-standard data add-ons. services and limiting their choice In conjunction with this plan, of mobile providers. Telstra was Vodafone has also bumped data supposedly doing this by refusing allowances from the original set limits to provide 4G services to wholesale of their 2013 plans. The 24-month Red providers, which led to their wholesale Plans will now come in $70, $80 and partners offering customers restrictive $100 tiers. These plans offer 3GB, data caps that were uncompetitive 4GB and 6GB of data respectively (up with their own retail offerings. on the original caps of 1.5GB, 2.5G Vodafone on the other hand, and 5GB that were included when the has voiced their concerns to plans launched in 2013). the completion policy review. The company believes that Telecom Competition? Telstra has a dominance on the Both Macquarie and Vodafone telecommunications sector that is have taken action - in the form of detrimental to the public. statements and formal complaints “(There is) virtually no effective against Telstra’s alleged monopoly of fixed and mobile competition exists the telecom industry in Australia. in regional Australia,” said Vodafone. Macquarie has issued a formal “This is of significant benefit to complaint to the Australian Telstra, positively reinforcing Competition and Consumer Telstra’s enduring, pervasive, and Commission (ACCC) for bullying other unprecedented market dominance.” companies and their customers, and “It is our view that policy makers and an alleged misuse of market power regulators in Australia have tolerated regarding its wholesale partners. a telecommunications market where Macquarie claims they resorted the incumbent has been protected to the complaint, issued in July, from effective competition. A highbecause months of negotiations went powered competition policy review unresolved. and development entity should be 24
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A U S T R A L I A’ S T E L E C O M G I A N T S
created to independently advise the various state and Commonwealth governments and to formally review all regulation against competition principles.” With Telstra currently under heat from much of the sector, it will be interesting to see how the ACCC responds. Should their operations be declared a monopoly, what effect with that have on their involvement with the NBN project? Only time will tell.
“There is virtually no effective fixed and mobile competition exists in regional Australia,” said Vodafone. “This is of significant benefit to Telstra, positively reinforcing Telstra’s enduring, pervasive, and unprecedented market dominance.”
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YOUR NEXT VIDEO MARKETING CAMPAIGN W I T H T H E C U R R E N T T E C H N O L O G I C A L A D VA N C E S , V ID EO M A R K E T I N G IS AC C ES S IB L E TO M O R E B U S I N E S S E S T H A N E V E R . D A N R AT N E R , M A N A G I N G D I R E C T O R AT U B E R B R A N D, E X P L A I N S W H Y YO U R C O M PA N Y S H O U L D N ’ T M I S S O U T O N I T S B E N E F I T S .
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W R I T T E N B Y: D A N R AT N E R , M A N A G I N G D I R E C TO R , U B E R B R A N D 27
MARKETING USING VIDEO IN the past was in the realm of specialist crews and production companies. Because of current simple everyday technology, easy-to-use software and the internet, online marketing videos are fast becoming an effective way for businesses to better connect with their audiences, and given 69 percent of internet traffic is predicted to be video content by 2017 (Cisco Visual Networking Index: Forecast and Methodology, 2013-2018), it’s something marketers should be considering to add to the mix. Using video helps bring a brand to life by communicating key messages and campaigns in a highly visual and lineal format. This makes it an effective way to convey a message or idea in a simple way that is easy to understand, digest and share. And this ‘sharability’ is a key benefit for businesses. Videos can be reused repeatedly across businesses: on a website, in e-newsletters, showcased to new business targets, pushed out through social media and presented during events. And the nature of video means that users can also share content with each other, creating a viral effect that can increase your 28
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reach for free. Video can be a great way to tell a story in a simple way, helping cut through the marketing noise but with the opportunity to share it virally. It is fundamental to get the message and engagement right. The best marketing videos will engage the viewer and elicit the desired feeling or response. One of the best examples of effective online video is the Victorian Metro Trains safety message to engage a younger demographic. “The Dumb Ways to Die” video uses a catchy script and tune with simple animation; it creatively captured the attention of its audience and successfully spread the message through a massive word of mouth response that to date has received over 85 million views on YouTube. However, to get it right, businesses must understand that for a video to be truly successful and engaging, they must start by thinking about what they want to say to who, and what they want their audience to do before creating the content. The trick is in balancing the brand message with an idea that is interesting for the target audience. There are several things to consider
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
Video production equipment if you want to get the most out of an online video. How to tell your story succinctly People online are unlikely to watch lengthy videos. Ideally videos should be no longer than a minute. Because of this limited time it is important you focus on defining key messages – the “what” you want to say – and using this as the platform for creating an engaging “idea” that helps tell the story. It makes it easier if you separate the objective of your
communication from the idea and use this to create a narrative you want to tell. For example, the idea for ‘Dumb Ways to Die’ comes from the objective – to draw attention to people taking risks with trains. Dumb Ways to Die becomes the narrative that illustrates the objective. Using this key information point makes up the ‘platform’ for communication. A truly compelling video seeking to get cut through and shared uptake should communicate this concept in an engaging way, so 29
MARKETING best to avoid simply talking about a product or service. The creative direction, the script, voice overs, the look, the feel, any music or sound effects, font, design and colours are all factors that contribute to the kind of emotion that will be sparked amongst viewers and must be in line with the message and the idea. Charles Stuart University, for example, created a short video piece as part of their marketing campaign to attract new students. The video captured the essence of what the university stands for: better outcomes through partnership – using curiosity as the idea that carries the narrative. The word ‘curiosity’ encapsulates everything about university life at CSU: curiosity about what you could learn, where your qualifications might lead and what you can really achieve given the chance. The video takes the audience on a journey into the possibilities of studying with CSU. Financial services information firm, Veda, also uses marketing videos to help explain complex concepts in a simple way. When Veda launched its marketing services brand Inivio, they used video to succinctly and creatively 30
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explain their vision and point of difference in the market. The video is fun and quirky, while still portraying the benefits Inivio can provide businesses. The music and narration is also emotive, aiming to stimulate emotion amongst viewers. Production costs and standards Many businesses are discouraged by the perceived high costs of making videos. Cost needn’t be a restriction
however. Production costs have fallen significantly and you no longer have to be technologically savvy to create a video. In fact, some organisations have created videos using nothing more than an iPhone. In 2009 Queensland Tourism ran the “Best Job in the World” campaign – advertising for job applicants to submit online video applications. The approach allowed users to generate
and showcase their own content while at the same time tapping into the power of social media sharing, which in turn drew worldwide attention to Queensland. The approach can easily be extended to other industries. For example, food services companies could easily showcase their product via the use of video by creating YouTube channels that allows consumers to upload them. 31
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How to maximise the value you get from the video The true value from videos comes from their multiple potential uses. A well-produced video will focus on connecting the brand to the communication of the product or service benefit. To maximise a business’s online marketing video investment, the marketing team should aim to showcase and distribute the video in a variety of ways. The company’s website is a natural starting point. Ensure the video can be 32
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PRODUCTION COSTS HAVE FALLEN SIGNIFICANTLY AND YOU NO LONGER HAVE TO BE TECHNOLOGICALLY SAVVY TO CREATE A VIDEO. easily seen by placing it somewhere obvious like the home page. It’s also a good idea to provide written content around the video to deliver context as to why the video has been produced. Link to videos via e-newsletters. Send the video to existing customers,
SOUTH AFRICAN MINE STRIKES
new business targets and also internal staff members to ensure they are aware of the video and so they can also spread the word externally. Even showcase the video during events, whether it is part of a presentation or simply playing in the background or on an attendee app. A video can make a presentation much more visually appealing and can attract attendees’ attention. Good online videos are also great for social media. Posting a video on an organisation’s Facebook page, on YouTube, Twitter, blog, or on LinkedIn can inspire conversation with your target audience. Make sure appropriate keywords are included as tags to maximise Search Engine Optimisation (SEO). For some strong, high-level, corporate-type videos, playing them in your office’s reception can be a great welcome for visitors. An online marketing video will be most effective when used as part of an organisation’s marketing and pipeline development plan. Online videos are undoubtedly part of the future of marketing. There are benefits for businesses wanting to succinctly communicate their brand
TO MAXIMISE A BUSINESS’S ONLINE MARKETING VIDEO INVESTMENT, THE MARKETING TEAM SHOULD AIM TO SHOWCASE AND DISTRIBUTE THE VIDEO IN A VARIETY OF WAYS. to target audiences. For a video to be effective and worth the investment, it’s important to keep videos short, communicate the brand’s essence, and ensure the music, font, design and colours are all in line with the brand. Production is also an important consideration. A video doesn’t have to be expensive but it does need to catch the viewer’s eye. Finally, make sure your video is used as much as possible, remembering that repetition via different media is the key.
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TOP 10
Australia’s Best Business Schools To compile this list, Business Review Australia analysed the highest performing business schools in the country.
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University of Western Australia Business School
Curtin University Curtin Business School
The University of Western Australia Business School is the only one in WA to be nationally accredited through both EQUIS and AACSB. Undergraduate degrees include Accounting, Economics, Finance, Human Resource Management, Management, Marketing and Work and Employment Relations. They are the winners of the Google Online Marketing Challenge in 2008 and 2010, and winners of the Enactus competition in 2008, 2009, 2010 and 2012. Around 85 percent of their faculty hold a PhD, and half of the staff has an international background. Graduates are employed at top Australian companies like BHP Billiton, Ernst & Young, Rio Tinto, Reserve Bank of Australia, and the United Nations, to name a few.
The Curtin Business School serves 14,000 students from more than 70 countries with programs in Accounting, Economics and Finance, Information Systems, Law, Management and Marketing. They offer a Master of Business Leadership and a Master of Science in Mineral and Energy Economics through the school; professionals can also get a graduate certificate of business. Their Centre for Entrepreneurship, founded in 1995, is focused on training established small-to-medium enterprises. The West Australian Government’s Small Business Development Corporation selected the centre as its sole recommended education partner for SMEs.
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The Australian National University College of Business & Economics
University of Queensland Faculty of Business, Economics and Law
The College of Business & Economics is a leader in actuarial studies, business information systems, commerce, international business, marketing and statistics, to name a few. Recently the college has added a number of new business disciplines, including project management and corporate sustainability. The college instructs 3,000 students from 50 countries, and boasts realistic fees for education. In 2012, Excellence in Research for Australia (ERA) ranked them with maximum ranking of 5 for their economics department and research, which equates to “well about world standard.
The Faculty of Business, Economics and Law incorporates the University of Queensland Business School, School of Economics, the T C Beirne School of Law and the School of Tourism. The schools offer undergraduate business studies, honours, postgraduate business studies, an MBA, PhD and executive education. They have received a 5-star rating from Australia’s most influential rating body, the GMAA, for nine years in a row. The academic staff have consulted on projects with the Asia Development Bank, BHP Billiton, Proctor and Gamble, Coca Cola, Hong Kong Shanghai Banking Corporation, Telecom NZ and the Asian Productivity Organisation among others.
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Macquarie University Macquarie Graduate School of Management
Queensland University of Technology (QUT) QUT Business School
As one of the oldest business schools in Australia, the Macquarie Graduate School of Management offers online interactive classes, a post MBA extension program and a PHD program, a Master of Management and Master of Social Entrepreneurship. The school focuses on six specific areas: leadership, strategy and organisational change; finance management research; marketing; reflective practice in management education; supply chain management; and sustainable leadership and organisations. The Association of Advanced Collegiate Schools of Business had accredited the school; less than 5 percent of schools worldwide hold this accreditation.
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The Queensland University of Technology (QUT) Business School is accredited by all three of the world’s leading accreditation bodies – the US-based Association to Advance Collegiate Schools of Business, the European Foundation for Management Development and the Associations of MBAs. They have partnerships with 150 universities worldwide, and offer short-term programs, international double degrees and entry into international business case competitions. Schools include that of Accountancy, Management, Economics and Finance, as well as the QUT Graduate School of Business. Recently Professor Peter Little, the Depute Vice-Chancellor received the Order of Australia honour.
A U S T R A L I A’ S B E S T B U S I N E S S S C H O O L S S
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The University of Sydney Business School
University of New South Wales Australian School of Business (ASB)
The Business School at the University of Sydney is the only business school in the country to achieve membership to CEMS, the Global Alliance in Management Education. The school has pulled in over $34 million in research grants in the past 10 years, and in the same timeframe has had over 3,000 DEEWR-audited research publications. Undergraduate, postgraduate (including a Graduate Certificate, Graduate Diploma and Masters) and postgraduate research award programs are offered to interested students; recently, the schools flagship programs – the Bachelor and Master of Commerce – have been revitalised, offering new material and opportunities to its students.
In 2007, the University of New South Wales’ Faculty of Commerce and Economics merged with the Australian Graduate School of Management to form the present-day Australian School of Business. Undergraduate, postgraduate coursework, research training and executive programs are offered in eight disciplinary schools – Accounting, Economics, Banking & Finance, Information Systems, Marketing, Management, Risk & Actuarial and Taxation & Business Law. The business school offers nine research centres for over 12,000 current students; the program has over 70,000 alumni around the world.
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TOP 10
2 Monash University Faculty of Business and Economics Monash University’s wide ride of internationally accredited bachelor’s, master’s and PhD degrees in business and economics rank it in the top one percent of universities worldwide. The school offers seven major focuses, including Accounting, Banking and Finance, Business Law and Taxation, Econometrics and Business Statistics, Economics, Management and Marketing. Prominent universities and government organisations from regions like China, India, Europe, Asia, the United Kingdom and North America have partnership agreements with the university, giving its students and faculty unique opportunities worldwide.
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F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
1 University of Melbourne Melbourne Business School The Melbourne Business School at the University of Melbourne is a “public-spirited institution that makes distinctive contributions to society in research, learning, teaching and engagement.� The program has consistently been ranked among the leading universities in the world, and offers an MBA program, specialist Masters programs, a doctoral program and executive education programs. The Asia Pacific Social impact Leadership Centre, established in 2008, has been supporting development of business capabilities for Indigenous Australians, and is boosting their capacity in the not-for-profit sector.
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Petro-King Intern
Petro-King International Incre Oilfield Technology Service C while Increasing Global Reac
Highly professional and dedicated, Petro-king has design, professionals specializing in well construction and product Written by: Andrew Rossillo Produced by: Wayne Masciotro
rnational
eases Value for Customers ch
manufacturing and consultancy tion enhancement
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P E T R O - K I N G I N T E R N AT I O N A L
A pre-job safety meeting
PETRO-KING OILFIELD Technology Ltd. is a leading independent China-based provider of high-end technology and oilfield services. Its primary oilfield services include technical consultation, project management, well drilling, completions, stimulation, production enhancement, surface equipment, and well testing. It also provides associated technology. “We are a global integrated oilfield technology and service company,” says Country Manager – Australia, James Tauchnitz. “What makes 44
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us unique is our striving for fit-forpurpose solutions. We’re not a company that offers a catalog. We look at what our customers value and try to find solutions to meet those value-driven challenges.” Headquartered in Shekou of Shenzhen, the coastal oil town in southern China, Petro-king has established its business presence in China, Indonesia, Russia, Nigeria, Saudi Arabia, Yemen, Algeria, Trinidad and Tobago, Turkmenistan, Kazakhstan and Australia. Among its major clients are Sinopec,
SECTOR
PetroChina, CNOOC, Shell, BP, Rosneft, ConocoPhillips, CACT Operators Group, DEVON, Fareast, EOG, and Sunwing Energy. In order to provide their customers with more convenient and more thoughtful services, Petro-king has set up fully fledged service bases in major operation areas. “We’re a Chinese-based company, going through a fairly big global expansion into Africa, South East Asia, throughout China, North America, South America, and Australia,” explains Tauchnitz.
“So my job is to lead the Australian business. Wherever we extend our company, we still make sure we hold on to the vision and mission of the company. The vision being that we aspire to be the leading oilfield technology provider.” “We already are global and integrated but we want to be beating the competition every day. Our mission is very simple: to create value for our customers, every day. The day that we stop creating value for our customers is the day we stop creating value for our business.
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Leading Down Hole & Completion Tool Manufacturer PACKERS PACKER ACCESSORIES LINER HANGER DOWN HOLE FLOW CONTROL SAFETY VALVE MULTI-STAGE FRAC SYSTEM
Star Petrotech is a leading downhole completion equipment manufacturer of South East Asia. Headquartered in Singapore, we offer wide range of products and services design to maximize well production such as packer systems, subsurface safety systems, subsurface flow controls, multi stage fracturing systems and service tools. Star Petrotech committed to provide the highest quality product through our highly skill and well train employees using state of the art manufacturing facility. Our innovative designs had earned good reputation in Middle East, South America, Africa, Russia, Singapore, and China markets. CONTACT US:
Email: enquiry@starpetrotech.com
www.starpetrotech.com
No 27, Tuas Avenue 4, Singapore 639377 Tel: (65) 6863 1720 / (65) 6863 2720 Fax: (65) 6863 2390 / (65) 6863 2360
A NEW GENERATION OF HIGH POWERED TURBODRILLS
Reduced Length Reduced Connections Reduced Rig Time Increased Torque Increased Power Increased Efficiency
www.turbodynamics.com
SUPPLIER PROFILE
STAR PETROTECH Star Petrotech is a leading downhole completion equipment manufacturer of South East Asia. Headquartered in Singapore, we offer wide range of products and services design to maximize well production such as packer systems, subsurface safety systems, subsurface flow controls, multi stage fracturing systems and service tools. Qualified with ISO 9001:2008 and API Q1, 6A, 14A, 14L, 11D1, 19G1 quality system. Star Petrotech completion tools are designed to meet specific wellbore or reservoir conditions. Star Petrotech safety valve design uses innovative rod piston and metal to metal flapper seal and full range of packers of different configurations for single or dual tubing strings, full range of pressure and temperature applications including multistage stimulation systems designed to fracture and stimulate multiple stages in vertical, horizontal and deviated wells. On top this, we offer a competitive price and faster delivery lead time. Our dedicated expert team will provide fit-for-purpose solutions with know how needed to serve our customers with the highest level of technical knowledge in the industry.
Website: www.starpetrotech.com
SUPPLIER PROFILE
TURBODYNAMICS With over 75 year’s cumulative experience in all aspects of turbodrilling, the TurboDynamics team has designed and built an exciting and innovative new generation of turbodrills. Currently available in 4-3/4”, 6-3/4” & 9-5/8” sizes for either vertical or directional applications, these high powered drilling tools provide several benefits to customers compared to competitor products. • The single section design not only reduces length but also saves valuable rig handling time. • Specialized, dynamic turbomachinery CFD software has been utilized to produce highly efficient turbine blade designs, resulting in increased power per stage and reduced parasitic energy losses. • Every component has been designed to minimize wear in order to maximize operational run life. In addition to our state of the art technology our focus is concentrated on customer service provision. All potential applications are analyzed in detail with our expert team and advice provided through the planning, execution and post well review stages. Website: www.turbodynamics.com
Huizhou Global R&D and Manufacturing Base - currently under construction
P E T R O - K I N G I N T E R N AT I O N A L To create value means that we are looking for a solution that doesn’t necessarily exist yet. We’re not afraid of taking a new trail and testing new ways, processes, technologies, etc., so we can have that competitive advantage,” says Tauchnitz. Competitive Advantage A key component of Petro-king’s competitive advantage is their international technical team. Highly professional and dedicated, Petroking has experts in hydrocarbon exploration evaluation, drilling and completion program design, well engineering, who are not only experienced in coping with tough and complicated problems related to HPHT, high sour gas wells, unconventional resources development and deep-water operations, but also capable of serving offshore and onshore projects. Owing to its widely acclaimed professional services, Petro-king has established long-term partnership with many customers. With customers and applications in mind, Petro-king keeps learning and improving. It has set up a sound mechanism for assimilation of new
ENERGY
technologies and an employee development program, which has laid a solid foundation for its continuous development. More importantly, its customers are assured of sustained and stable technical support. Petro-king attaches significant importance to safety, the environment and service quality. They have obtained the DNV ISO quality system certification and API Q1 quality system certification to guarantee constant and reliable technical services for its customers. Integrated Businesses Compounding the Company’s competitive advantage is the comprehensive integration of Petro-king’s business operations. “If you were to look at the back of my business card, it reads ‘Plan. Drill. Stimulate. Complete. Operate. Optimise.’ These are very broad areas, and the value that we deliver comes in helping integrate each of those services,” says Tauchnitz. The flagship businesses that represent significant components of Petro-king’s integration are TurboDynamics and Star Petrotech,
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P E T R O - K I N G I N T E R N AT I O N A L
Newly delivered Fracture Stimulation Equipment - Sichuan
both out of Singapore, both under the Petro-king Group, but they are branded under their own businesses and they’re run as their own entities. “I think firstly, there’s a lot to be said about experience,” says Tauchnitz. “In the TurboDynamics business, we likely have more experience in highspeed turbo drills than anybody else globally, including the major oilfield service companies.” TurboDynamics manufactures and provides high-speed turbo drill services primarily for drilling in high temperature or very abrasive drilling environments, but can also prove to be very cost effective in a wide range 52
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of other challenging applications. In this way, TurboDynamics has also established itself in the marketplace as the place to find solutions to time versus depth challenges and problems. In fact, TurboDynamics’ clients have been known to find it hard to believe the time savings provided which are consistently executed right on schedule, sometimes at a fifth of the time required by standard drilling techniques. “For one particular project, when you have a look at the savings for that client alone in just rig time, that was $1.5 million of rig-time savings just based on our
ENERGY
Global Headquarters - Shenzhen
high-speed turbine technology. A small piece of a large project really can save a whole load of money and deliver a whole lot of value for clients,” says Tauchnitz. Star Petrotech is Petro-king’s flagship completion tool shop and manufacturing facility, also headed by very experienced personnel. Their specialty is designing and manufacturing custom tools. Star Petrotech focuses on highpressure, high-temperature markets. Petro-king’s sister facility in China manufactures complementary tools. “The beauty of that business [Star Petrotech] is they’re able to do
designs for more low-cost global applications,” says Tauchnitz. The Company’s capabilities in concert with its high-performance teams create a powerful combination, touting the flexibility to act quickly and make decisions, be creative and innovative. Experience coupled with flexibility in a global capacity tends be a rare commodity, thus creating an additional competitive edge for the Company. Integrated Project Management Integrated project management capabilities represent another very powerful and successful part of Petro-king’s business. The
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P E T R O - K I N G I N T E R N AT I O N A L
James Tauchnitz - Australian Director, Country Manager
Company has been delivering turn-key solutions to clients in China, Iran, Nigeria, Sakhalin Island, Syria and Trinidad. As an example of this turn-key solution, an operator looking to develop a certain field has the 54
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opportunity to approach Petroking, state their budget, and then have Petro-king hit the ground running, taking care of everything from the geology and geophysics, well planning and design through a fully staged gated process into field
ENERGY
execution and production, getting the wells online and handing them back over to the operator; all with a turn-key mentality. “We are continually assisting, providing our expertise and maintaining that production,” says Tauchnitz. “We have a full turn-key integrated project management team, and we’re starting to bring those services into Australia now. This is really going to be a game changing mix for the Australian market that really hasn’t seen too much of this before.” The Petro-king business started out in the oilfield consulting business and grew from 1 to 70 or 80 oilfield consultants. With successes in consulting, customers naturally began inquiring as to whether the Company would also provide services as well. Catalysed by this interest, the Company then started growing their drilling completions for stimulation services. As a result of this, customers then asked about the integration of these offerings, including overall project management, leading to Petro-king delivering the full experience locally for their clients. “We match these teams to organizations, and we’re starting to bring those capabilities into Australia now,” says Tauchnitz. Looking forward, Petro-king remains committed to creating value for its customers and is determined to grow globally into the leading oilfield service company.
Company Information INDUSTRY
Energy HEADQUARTERS
China (global headquarters) FOUNDED
2002 EMPLOYEES
approximately 900 REVENUE
$150 million PRODUCTS/ SERVICES
technical consultation, project management, drilling services, completion tools, stimulation services, production enhancement, artificial lift, automation, well testing
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Energyworks Limited
Energyworks Limited’s New
After a major stakeholder came on board in January, Ene has introduced new strategic plans that will expand the c New Zealand and into Australia. Written by: Laura Close Produced by: Wayne Masciotro
d:
w Strategic Plans
ergyworks Limited company throughout
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ENERGYWORKS LIMITED
Front view of headquarters New Plymouth, New Zealand
ENERGYWORKS LIMITED, ONE of New Zealand’s leading specialist engineering companies, added a new major shareholder to the business in January of 2014. As a new shareholder, Direct Capital is providing Energyworks with a new direction, new governance and a renewed opportunity for future growth. For the future, the strategic focus of the company is going to cover three key areas: 1) establishing longer-term maintenance contracts with existing clients, 2) increasing the range of engineering services that Energyworks provides, and 3) expanding into new geographies, namely throughout New Zealand and Australia. 58
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E X P L O R AT I O N
Growing the Company To accomplish these three major goals for their new strategic plan, Energyworks is focusing on the continual improvement of the company’s management system certification. “We’ve been investing heavily for the last 2-3 years in integrating multiple management systems to optimize our efficiency,” said Ian McGrath, CSO Chief Specialist Officer (QHSE/HR). They have several certifications from the international certification recognition organisation, Bureau Veritas, including ISO 9001
“We’ve been investing heavily for the last 2-3 years in integrating multiple management systems to optimize our efficiency”
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Why compromise on outstanding service, quality and innovation at the right price for the equipment you depend on.
Connett Engineering is a precision machine shop producing high quality CNC & manual components for our clients in the oil, gas and manufacturing industries.
Connett Engineering Limited 6 Cygnet Drive, Bell Block New Plymouth 4351, New Zealand
• • • •
Turning Milling Surface Grinding Broaching & Keyway Cutting • Welding
• • • • •
CNC Turning CNC Milling CAD Package Toolmaking Form Block / Jig Making
CONTACT US: Telephone: +64 6755 1371
Email: office@connettengineering.co.nz
Cunningham Construction “Raising Industry To New Heights”
+64 6 758-9778 THE PREMIER SUPPLIER OF SCAFFOLDING AND RIGGING SERVICES TO INDUSTRY No matter what type of industry we service or how we go about our business, in industry, we need to acknowledge that PEOPLE are the KEY to success and SUCCESS is achieved by KEY PEOPLE.
P.O. Box 325, Taranaki Mail Centre New Plymouth 4340, New Zealand cunninghamnp@xtra.co.nz www.cclscaffolding.co.nz
ENERGYWORKS LIMITED (Quality) and 4801 (Health & Safety). Energyworks is also in the process of adding ISO 14001, which relates to the environment. In the last 12 to 18 months, the company has also increased their ACC Workplace Safety Management Practices (ACC WSMP) certification to tertiary level. “Our continual improvement commitment does not just include meeting requirements for the certification, but exceeding those requirements and not just for the clients who we work for, but to push us beyond the local and industry competition,” shared McGrath. “We hope it will enable us to provide not just an internal quality benchmark for the company, but also external recognition in terms of increasing our competitiveness and ability to influence the winning of tenders.” Moving to Australia As part of the strategic plan, Energyworks is looking towards
E X P L O R AT I O N
re-entering the market in Australia and establishing a base in the country. Geographically, the east side of Australia will provide the most opportunities for the company because of the strong Gas Transmission infrastructure and the Coal Seam Gas market. “The infrastructure there has been well established over a period of years and the anticipated need, which we are looking to provide, is the ongoing project contracts and on-going maintenance of those facilities,” commented McGrath. “As part of that process we are looking to appoint a general manager in Australia to formally set up and establish the business in Queensland That may include establishing our own infrastructure or an acquisition of an established small business operating in that environment. At the moment, all options are being considered.”
“We hope it will enable us to provide not just a quality benchmark for the company, but also an external benchmark in terms of increasing our competitiveness and ability to influence the winning of tenders” w w w. e n e r g y w o r k s . n e t . n z
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ENERGYWORKS LIMITED
Storage Warehouse Facility
“The infrastructure there has been well established over a period of years and the anticipated need, which we are looking to provide, is the ongoing maintenance of those facilities now that they’re established” 62
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E X P L O R AT I O N
Current and Future Projects Energyworks has just completed the workshop fabrication and site installation of five modules for Todd Energy on the Mangahewa C Development. Those new
facilities are for gas supply to the existing Todd Energy production station. The project was started in November of 2013 and was completed in May 2014. A pipeline construction project in w w w. e n e r g y w o r k s . n e t . n z
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ENERGYWORKS LIMITED Auckland is Energyworks’ current project. It involves constructing 7.6 kilometres of 6-inch gas distribution for their client, Vector. The pipelines are being installed to support a dairy factory development project, which will create 120 local jobs. Due to the high quality of work the company completed on the Mangahewa C Development project; Energyworks has also been awarded the Mangahewa D, E, and F well-site development work. Energyworks also has a project in
NEW ZEALANDS LARGEST INDUSTRIAL GASKET MANUFACTURER
Automotive Industrial Marine Farming Plumbing / Drainage Proud to support and supply Energyworks
AUCKLAND • NEW PLYMOUTH • CHRISTCHURCH
www.shuk.co.nz
Australia with their client Jemena, for the construction of two scraper stations inland from Gladstone in Queensland. Energyworks is building the structural supports and pipework at their New Zealand facility, exporting it to Australia and installing it onsite for the client. Defining Qualities When asked what he thought defined Energyworks and set it apart from others in the industry, McGrath had several answers.
“Most important though, and something that we actively promote inside the business is that our company demonstrates an attitude, ambition and desire for excellence that drives continual improvement within the company,” said McGrath. “I think that is recognized by the clients we work with and that provides them with a huge amount of assurance in terms of our intent”
E X P L O R AT I O N
Company Information INDUSTRY
Energy, Construction HEADQUARTERS
New Plymouth, New Zealand
Paintshop
“Our ability to manage and execute a widerange of project and maintenance work for our clients is really distinguished by the quality, skills and experience of our people. We like to solve our clients’ problems and provide them with solutions. Our success has been built on key relationships with a range of significant clients within the Energy Exploration” Other important characteristics that Energyworks provides are world class facilities at their New Plymouth site, a quickly scalable work force and a niche expertise in pipeline construction. “Most important though, and something that we actively promote inside the business is that our company demonstrates an attitude, ambition and desire for excellence that drives continual improvement within the company,” said McGrath. “I think that is recognized by the clients we work with and that provides them with a huge amount of assurance in terms of our intent.”
FOUNDED
1972 EMPLOYEES
200 REVENUE
$50 Million PRODUCTS/ SERVICES
Energyworks provides mechanical maintenance and project services to Dynea including stainless steal piping and mechanical work.
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Waikato Expressway Project – NZ Transport:
The Waikato Expressway Projec for a Common Goal
The Transport Agency is delivering the 102km Waikato Expre Roads of National Significance. Written by: Laura Close Produced by: Br yan Giles
ct: Collaboration
essway, one of New Zealand’s Seven
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WA I K AT O E X P R E S S WAY P R O J E C T – N Z T R A N S P O R T A
The 200m long bridge over the Karapiro Gully has been a challenging engineering project on the Cambridge section.
THE WAIKATO EXPRESSWAY is a key highway project the New Zealand Government identified as one of the Roads of National Significance in 2009. The Expressway runs from the top of the Bombay Hills in the north through to just south of Cambridge and will provide a key link for Auckland, Waikato and Bay of Plenty which includes nearly half the country’s population and produces 40 per cent of GDP. When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker 68
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way to get freight and people through New Zealand’s upper North Island. The Expressway is being built in several sections, with some already completed, and will reduce travel times for through traffic by up to 35 minutes. The New Zealand Transport Agency is responsible for the delivery of the $2.1 billion project, with Peter Simcock, the project services manager, in charge of managing the operations from the Transport Agency’s office in Hamilton. Like any major infrastructure project, challenges have been
AGENCY
CONSTRUCTION
Earthworks along Victoria Road on the Cambridge section.
encountered. But with constant, strong collaboration the agency has with contractors, workers, the surrounding community and Maori, the completed sections of the Waikato Expressway have thus far been on time or early, and on or under budget. “A key to that has been our extensive consultation processes,” said Simcock. “We have a no-surprises policy with our stakeholders and the public, and I believe the project overall enjoys good community support because we have been consulting with them
all the way along.’’ The consultation process has included a combination of site visits, individual meetings, newsletters and public information days, plus strong website backup. “We have also set up a Visitor Centre at the Cambridge section project site office where people can call in to view graphics, maps, a DVD, posters, pick up an information sheet and ask questions. It’s also been popular with group bookings.’’ Te Rapa section – Fulton Hogan The Te Rapa section of the
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FIRTH.CO.NZ
KEYSTONE® KEYSTEEL® SYSTEM WAS USED IN THE CONSTRUCTION OF RETAINING WALLS ALONG THE WAIKATO EXPRESSWAY PROJECT. This highly effective commercial retaining system from Firth has been designed specifically for use with highway and heavy construction projects. It combines the ease of construction of a segmental block retaining wall system with the performance of traditional large panel MSE retaining. The semi-flexible MSE system handles seismic events better than more rigid systems. It has a proven seismic record, withstanding seismic events without failure or significant detrimental effects on wall structure. For this project, Firth’s Keystone® system has resulted in an aesthetically appealing, cost-effective retaining wall structure.
PROJECT SPECS:
Firth supplied approx. 8300 cubic metres of Firth Certified Concrete. Keystone® retaining blocks were constructed to a 30Mpa compressive strength with 3 colours in the straight face module. The Firth Keystone® Keysteel® ladder system was combined with a modified Keysteel® (no recess) module. The Keysteel® mould was modified to allow tighter radius curves.
CONSTRUCTION
Waikato Expressway opened on 3 December, 2012. The 8km stretch of road was constructed by Fulton Hogan, and came in at around $194 million. Harry Wilson, the Transport Agency’s WaikatoBay of Plenty regional director, attributed the ahead-of-schedule delivery to the collaboration within the Te Rapa Alliance, which included the agency, Opus International Consultants and Fulton Hogan. “Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders,” said Peter Murphy,
SUPPLIER PROFILE Employees: 564
When complete, this 102km continuous divided fourlane highway will allow for a safer, quicker way to get freight and people through New Zealand’s upper North Island. the Transport Agency’s project manager for the Te Rapa section. “The Te Rapa Alliance team has been able to successfully manage the scale and complexity of this project
FIRTH INDUSTRIES A DIVISION OF FLETCHER BUILDING LTD
Established: 1925 Industry: Firth is New Zealand’s largest national manufacturer and supplier of concrete and masonry products and systems for commercial and residential building and construction applications. Services: Firth offers a complete range of commercial and residential concrete Products: concrete, concrete slab systems, architectural masonry, paving, retaining systems, dry bagged concretes and mortars. Ongoing Projects: Christchurch Earthquake Rebuild, Waterview Tunnel Auckland NZTA project, Mackays to Peka Peka State Highway 1 NZTA project Management: Andrew Moss, General Manager, Cameron Lee, Head of Sales & Operations (Certified Northern), John Johnston, Head of Sales & Operations (Masonry/Dricon) w w w. n z t a . g o v t . n z / p r o j e c t s / w a i k a t o - e x p r e s s w a y 7 1
WELL BUILT, ON TIME AND ON BUDGET! Hick Bros Civil Construction Ltd provides engineering solutions for all facets of major infrastructure projects and land development works. We specialize in collaborative projects where time, quality and safety are principle to success.
Call: +64 9 426 3470 Email: hick.enquiries@hickbros.co.nz | Website: www.hickbros.co.nz
When you need steel that you can rely on, there’s only one company worth talking to. Steel & Tube are proud to be supply partners to Fulton Hogan and to have supplied a significant tonnage of structural steel and reinforcing for the NZTA Waikato Expressway Project – Te Rapa Section.
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With a wide range of quality steel products and 48 services centres nationwide, we have people locally to provide products and expertise you can reply on, no matter the size of your project or where you are. Structural & Engineering Steel Plate, Sheet & Coil Stainless Steel Reinforcing Bar & Mesh Steel Purlins Roofing & Rainwater Goods
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CONSTRUCTION
while working within the uncertainty of unresolved designation and property procurement matters. The team delivered the project at least 12 months earlier than could have been achieved through more traditional procurement methods.” In total 300,000 square metres of road and six bridges were constructed, including the 150m long curved steel and concrete composite bridge over the North Island Main Trunk railway line. This effort took enormous resources, including 25,000 tonnes of concrete and 2200 tonnes of reinforcing steel to build the bridges, 6000 metres of piles for the bridge
“Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders.” – Te Rapa section Project Manager Peter Murphy foundations and 7000 square metres of anti-graffiti paint. The section starts in the northwest corner of Hamilton City and extends into the Waikato
The Rangiriri section, looking from north to south, will see SH1 shift away from the historic village towards the Waikato River. w w w. n z t a . g o v t . n z / p r o j e c t s / w a i k a t o - e x p r e s s w a y 7 3
WA I K AT O E X P R E S S WAY P R O J E C T – N Z T R A N S P O R T A district. It connects with the completed Ngaruawahia section to the north. Ngaruawahia section – Fletcher Construction The Ngaruawahia section of the Waikato Expressway opened on 16 December, 2013. The 12.3km project cost around $200 million, nearly $50 million under original estimates. Fletcher Construction was responsible for the four-lane road, which runs from Taupiri in the north, crossing flat farmland
and the Waikato River before connecting with the completed Te Rapa section. “The project was delivered using a Design and Construct model,” said Mercedes Santos, the Transport Agency’s project manager for the section. “This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings. “The health and safety record was a highlight of the project with very few incidents and those were
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AGENCY
CONSTRUCTION
“This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.” of a minor nature. The agency takes health and safety on site very seriously, and so we take great pride when our projects are delivered in safe work environments.” Construction of the Ngaruawahia Section began in September 2011 and included seven bridges, six of which are overbridges and a new 142-metre bridge over the Waikato River. Santos expressed her gratitude for Fletcher Construction’s hard work on the project: “With their expertise and willingness to go the extra mile, we have shaved $50 million off the estimated cost and got the road open before Christmas.’’ Cambridge section – HEB Construction Construction began on the Cambridge section of the Waikato Expressway in September 2013 and the 16km stretch has an estimated cost of around $230 million. The project is expected to be completed by the end of 2016.
HEB Construction is the contractor on the project. Around 300 to 350 staff and subcontractors are on site at peak and to date 650,000 cubic metres of earth has been moved. There are eight bridges to be constructed in this stretch of the Expressway and on completion the Cambridge section will contain about 360,000 newly-planted trees. This section is predicted to reduce traffic through the picturesque rural town of Cambridge by up to 10,000 vehicles a day. As the longest Expressway section that has been worked on to date, there have been several challenges for HEB Construction and the Transport Agency to overcome. One of the eight bridges is over the Karapiro Gully and is one of the biggest structures built in the region in recent times. The bridge is 200 metres long and 40 metres above the bed of the gully, with piles between 40 and 60 metres deep. “There have also been, and
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WA I K AT O E X P R E S S WAY P R O J E C T – N Z T R A N S P O R T A will continue to be, a number of temporary road closures and diversion routes that change through the course of the project development,” said Peter Simcock, Project Services Manager at the Transport Agency. HEB Construction’s contractor representative Gary Budden has said that their good progress thus far wouldn’t have been possible without the goodwill of nearby residents and travellers. “We’ve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth … and right through it all the people have been wonderful,” Budden said. “I think they really ‘get’ what we are doing here and what will be achieved.” The Cambridge section of the
Waikato Expressway starts south of the existing Tamahere interchange and runs for 16km, ending just south of Cambridge where it connects with the existing SH1. Rangiriri section – Fletcher Construction The Rangiriri section is also currently under construction. Work on this 4.8km project is scheduled for completion in 2016. The estimated cost of this section is $106 million; Fletcher Construction is the main contractor. When complete, the section will connect the Longswamp and Ohinewai sections of the Expressway and improve connectivity between Auckland and Huntly and further south. The project is being delivered using an Early Contractor Involvement model
“We’ve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth … and right through it all the people have been wonderful.” – Cambridge section HEB Construction’s Gary Budden “I think they really ‘get’ what we are doing here and what will be achieved.” 76
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(ECI), which allows for the contractor to be involved in the design phase and ensures designs developed are robust, constructible and are appropriately staged. During the last summer season, more than 75,000 cubic metres of earth was moved each month. Like the other sections of the Waikato Expressway, bridges are a large part of the construction work. Current efforts on the project include stabilised earth-retaining walls at the interchange bridges and structural work at the Rangiriri bridge. The Expressway route is away from the current SH1 alignment which cuts through the historic Rangiriri village – scene of a fierce battle between Maori and colonial troops in 1863. “The Rangiriri project has
provided plenty of challenges,” said Peter Murphy, the Transport Agency’s project manager for this section. “We are constructing a new expressway through an area of national historic and cultural significance. Working with a good team and taking the time to thoroughly engage with all our stakeholders will reward us with a project that we can all be proud of.” Other challenges have included poor ground conditions and the quality of natural materials. The project crosses some very low-lying areas near the Waikato River. Significant ground improvement was required in order to support the embankment. The soils are of a very poor nature, and have been quite challenging for the contractors to work with.
Opening day for the Ngaruawahia section in December 2013, with traffic crossing the Waikato River.
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WA I K AT O E X P R E S S WAY P R O J E C T – N Z T R A N S P O R T A Upcoming work – Huntly, Hamilton and Longswamp sections The Huntly section of the Waikato Expressway is in the physical works procurement stage, and will soon go to tender for detailed design and construction. The 15.4km project has a target contract award of April 2015 and opening date of 2019. The estimated cost is around $470 million. The section passes to the east side of the Huntly township and through the Taupiri Range, connecting to the completed Ngaruawahia section at Gordonton Road. It is expected to reduce traffic congestion and improve safety within the Huntly and Taupiri townships by significantly reducing through traffic. The Hamilton section is in the secondary investigation and specimen design stage, with consenting processes under way. The 21.8km road – the longest stretch on the Expressway – has a target opening date of 2019 and is estimated at $790 million. It meets with the Ngaruawahia section in the north, runs to the east of Hamilton, and will connect to the 78
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Waikato Expressway map timeline Jan 2014
existing Tamahere interchange and Cambridge section just south of Hamilton. Like the Huntly section, the Hamilton section is expected to reduce traffic congestion and improve safety on the local road network by reducing through traffic. The 5.9km Longswamp section is currently in the secondary investigation stage and has a
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“The Rangiriri project has provided plenty of challenges.”– Rangiriri Project Manager Peter Murphy. “We are constructing a new Expressway through an area of national historic and cultural significance. Working with a good team and taking the time to thoroughly engage with all our stakeholders will reward us with a project that we can all be proud of.” target completion date of 2018. The $70 million project will link the already completed Mercer section to the north with the Rangiriri section to the south. Collaboration with local Maori Maori are New Zealand’s indigenous people and they have strong cultural ties to the land. With a project of this magnitude, many Maori in the region are keenly interested in how projects will impact on land and waterways. “There are areas along the length of the Expressway project, particularly around Rangiriri and Huntly, where there are sites sacred to Maori. As a consequence they have a very strong interest in the development of our projects and are keen to contribute in any way in order to ensure that the completed projects acknowledge the sacred
nature of the sites,” said Simcock. To ensure that Maori interests are satisfactorily addressed, the Transport Agency engages closely with Waikato-Tainui, the main tribe in the region, and their representatives in the areas of the projects, and involves them throughout the investigation, design and construction phases of the projects. Maori culture and custom have contributed to the projects’ landscaping designs. Wood carvings and story boards are erected at strategic locations along the Expressway to share Maori history. Maori are keenly interested in ensuring the natural vegetation is retained and, where possible, extended. They also have a guardianship role when it comes to the protection of the surrounding waterways.
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WA I K AT O E X P R E S S WAY P R O J E C T – N Z T R A N S P O R T A
Project Manager Mercedes Santos. “This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.” “All of the streams crossed by the Expressway flow into the Waikato River, and we have to comply with requirements to ensure that runoff from the Expressway does not contaminate any of those waterways,” commented Simcock. The Transport Agency has strengthened its relationship with Maori through the Expressway project. And because of the project’s length that has meant involving various sub-tribes or iwi. That sort of collaboration and
consultation has been a feature of Expressway sections completed or under way, and is already being woven into the remaining three sections as they come on stream. “With a project of this size a lot of effort goes into designation, investigation and design, getting consents, tendering etc and then getting on with the build. But if you have people on board and involved every aspect is made easier,” Simcock said.
A 3m wide shared walking/cycling path was included in the Te Rapa section. The shoulder is also suitable for experienced cyclists.
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“There are areas along the length of the Expressway, project particularly around Rangiriri and Huntly, where there are sites sacred to Maori. As a consequence they have a very strong interest in the development of our projects and are keen to contribute in any way in order to ensure that the completed projects acknowledge the sacred nature of the sites.” – Transport Agency Project Services Manager Peter Simcock.
e 2.5m sealed
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Company Information INDUSTRY
NZ Transportation Agency / State Highways HEADQUARTERS
Wellington, New Zealand FOUNDED
2009 PRODUCTS/ SERVICES
The Waikato Expressway is one of the seven state highways called “Roads of National Significance” in New Zealand. It has significant benefits, including reducing travel times between Auckland and Tirau (South Cambridge) by 35 minutes (total travel time now two hours), significantly reducing the number of fatal and serious injuries crashes and enabling economic growth. 81
Blacktown Mt Druitt Hos Health Infrastructure, on NSW Government: Written by: Sasha Orman Produced by: Bryan Giles
spital Project / n behalf of the
B L A C K T O W N M T D R U I T T H O S P I TA L P R O J E C T / H E A LT H I N F R A S T R U C T
Blacktown Clinical Service Building Aerial
THE BLACKTOWN LOCAL Government Area (LGA) is growing. As one of the largest and fastest growing areas in the state of New South Wales, with a rapidly expanding population, public facilities must be able to keep up. With this in mind, the NSW Ministry of Health and Health Infrastructure, on behalf of the NSW Government launched the BMDH Project to significantly expand the capabilities of Western Sydney’s Blacktown and Mt Druitt Hospital campuses. The $322 million project will equip Mt Druitt Hospital with sub acute rehabilitation beds, additional 84
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oral health services and the establishment of a new urgent care centre for emergency treatment, while Blacktown Hospital is adding a brand new sub acute mental health facility, a new seven storey clinical services building, and a multideck car park. With these improvements, the Health Infrastructure team is excited to deliver high quality health services to the local population. New Technology On Site Along with building expansions, the BMDH Project is paving the way for new technology to improve the lives and treatment options of
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DfMA Modules
patients. “As part of the new cancer center, there will be two new linear accelerators that will be installed as part of the project,” notes Andrew Paris, Project Director for Health Infrastructure, adding that the project is also allowing for the implementation of new technology on an administrative level as well. “Something else that the hospital is implementing is an electronic medical records project,” says Paris. “That will basically aim for the hospital is to go “paper lite” and have a lot more access to new technology at the bedside for management
of patient records, with the added benefit of providing the opportunity for patient entertainment terminals at bedside as well.” Project Prioritization A project of this magnitude tends to come with unique challenges, and this one is no different. In the case of Blacktown Mt Druitt, the site constraints have presented several challenges for contractors and Health Infrastructure to manage in close cooperation with the Hospital. “Working within a brownfield site has always had its challenges,”
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STOWE AUSTRALIA DELIVERING COMPLETE ELECTRICAL AND COMMUNICATIONS SOLUTIONS
Contact Stowe Australia: T +61 2 9848 2111 | F +61 2 9898 0200 E stoweaust@stoweaustralia.com.au
www.stoweaustralia.com.au
H E A LT H C A R E
says Justin McGrath, Project Leader for Laing O’Rourke on the Blacktown Hospital. “Laing O’Rourke worked very closely and collaboratively with the Local Hospital District (LHD) to minimize the impact of the new construction works by preparing very detailed logistical plans.” There is also the issue of prioritizing project portions in order to deliver
SUPPLIER PROFILE
STOWE AUSTRALIA PTY LTD
Stowe Australia is a leading electrical and communications installation and service contractor with a pre-eminent industry reputation for performance, quality and reliability. The company’s origins date back to the advent of the electricity industry in Australia when Francis Bell and George T Stowe incorporated the company in 1910. The company was purchased by two senior foremen Bert Madson and Sam Bogen in 1934. The ownership and helm of the company has been retained through three generations (78 years) of the Madson family with David Madson the current Executive Chairman and Chris Madson the current Managing Director. Underpinning and driving the success of the company over this time are two fundamental business objectives: “To build and maintain a satisfied customer base through superior quality service with fair dealings based on trust and respect.” “To create long term relationships with customers, suppliers and most importantly its employees.” These primary objectives have instilled a company team culture and loyalty amongst the company’s long serving employees and established a solid long term customer base built on repeat business. With the continued dynamic leadership, investment in its employees, dedication to be the industry’s best and to be proactive and innovatively responsive to its customer’s needs Stowe Australia will remain a leader in the electrical and communications industry for many years to come.
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B L A C K T O W N M T D R U I T T H O S P I TA L P R O J E C T / H E A LT H I N F R A S T R U C T
hospital staff and patients maximum access to the services they need. “Because development was taking up a lot of the existing car parking on the campus, we actually had to arrange for offsite parking for staff that was in walking distance of the hospital for approximately 18 months – We had more than 200 staff parking offsite and walking in from satellite parking,” Paris notes as an example. But through a combination of alternative routing and project planning, Health Infrastructure and contractors were able to reach a solution. “The multideck car park was completed April of this year – we brought procurement of that forward so we could have that delivered early in the project, so now that provides efficient capacity on site for staff as well as patients and visitors to the hospital.” This is closely linked to the biggest challenge overall: undertaking construction in a live environment, adhering to all infection control and patient safety requirements. “All projects were completed in a ‘live’ hospital environment with multiple staged handovers 88
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to facilitate the User Group and Hospital Requirements,” notes Dennis Macan, Project Manager at Kane Construction, noting that this live aspect presented the biggest challenge in terms of construction. When there are multiple contractors dovetailing their works together in this live environment, the need for precise coordination is critical. “At the Blacktown site, we’ve had up to 5 major contractors all working on a number of projects concurrently– so we’re balancing all those different work sites and how they all interface,” says Paris. Like the issue of the car park, this is addressed by ensuring that contractors work closely with the hospital and with each other to ensure that all are on the same page. Building Piece by Piece A large undertaking like the MDH Project requires that designers and builders bring some innovative thinking to the table, and one of the more progressive techniques being delivered on this project is offsite fabrication. “We’re just entering into that phase at the moment on the Clinical Services Building, where
TURE, ON BEHALF OF THE NSW GOVERNEMT
we’re actually having some of the prefabricated elements delivered to site,” says Paris. This method, in which entire bathroom en suite units can be prefabricated offsite in a construction-geared factory environment and shipped whole to the build site, offers several benefits to both the project and the people who work and live their lives at the hospital every day. “Building in a factory environment, and being able to coordinate all those activities offsite, means there’s actually less activities and less high risk works that are undertaken onsite,” notes Paris. “Interpod Offsite has been
H E A LT H C A R E
our strategic partner in delivering this aspect of the project. Thanks to this partnership, all those activities can be managed and controlled offsite. There are a lot of benefits in terms of quality control in a factory environment – it minimizes the number of those finishing trades onsite. So there should definitely be benefits in terms of the program once we start getting those units delivered to site.” Laing O’Rourke has been instrumental in the offsite fabrication process. “Laing O’Rourke has a strong belief in DfMA (Design for Manufacture) which means where practicable, elements of the design
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LAING O’ROURKE USES MODULAR BATHROOMS TO FINISH BLACKTOWN HOSPITAL FASTER
Having worked with Interpod in the past, Laing O’Rourke chose us to deliver 166 premium modular bathroom pods for a faster, safer and more sustainable solution. DDA-accessible 11 different types Nurse call buttons Suspended ceilings Disabled rails & shower seats Stringent medical & health regulations Tight site & deadline Interpod is the first choice supplier of premium modular bathroom pods for healthcare, hospitality and multi-unit residential developments.
Contact us today for more information:
1300 007 637 info@interpod.com www.interpod.com
H E A LT H C A R E
can be identified where they can be manufactured off site and delivered to the project in a near complete state,” states McGrath, identifying bathrooms en suites from level 5 to level 7 of the hospital as examples of areas where this technique has been employed. “These initiatives have saved labour on site and the inefficiencies that are associated with works being performed on site have been saved using a controlled factory environment.”
SUPPLIER PROFILE
Concentrating on Safety Safety is a vital part of any construction project, especially projects subject to high volumes of traffic. With patients, staff, and visitors populating the hospital campuses, the BMDH is just such a project. To protect both pedestrians and workers, New South Wales Health Infrastructure relies on contractors who commit to putting safety first. “All of the contractors that Health Infrastructure engages are what
INTERPOD SUPPLIER
Interpod Offsite is Australia’s leading manufacturer of modular bathrooms. We’ve been building bathroom pods longer than anyone else in Australia, and we’ve perfected the process. No matter what your bathroom design – whether it’s for a luxury apartment, hotel, hospital or student accommodation – we manufacture it on our highly efficient, quality-controlled assembly lines in NSW. This means you can cut construction times by as much as 30%, because you don’t have to manage all the complexities associated with building bathrooms on-site. We employ more than 50 full-time staff, and our client list features some of Australia’s most recognisable names, including Laing O’Rourke, Urbanest, Richard Crookes Construction, Watpac, Crown International. Some of our recent projects include Blacktown Hospital, Moorebank Units Relocation, Central Park Block 4S and Top Ryde City Living Apartments.
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B L A C K T O W N M T D R U I T T H O S P I TA L P R O J E C T / H E A LT H I N F R A S T R U C T
The S&L business is a WTIA award winning Steel Fabricator based in NSW. S&L have experienced professionals to project manage your project from design to site erection.
STEEL FABRICATION + SURFACE TREATMENT + INSTALLATION SERVICES S&L Steel E: admin@slsteel.com.au P: (02) 9832 3488 F: (02) 9832 3445
59 Glendenning Rd, Rooty Hill, NSW 2766
www.slsteel.com.au
we call best practice accredited contractors,” says Paris, explaining that third party accreditation can be an important factor in developing a favorable outcome on a project. “All of their workplace health and safety and industrial relations systems are accredited through the New South Wales government. We only select those contractors who are on the best practices list, so that means their safety systems are third party accredited, so they’ve obviously got an existing good track record with 92
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these types of projects.” Laing O’Rourke is a workplace safety leader on the MDH Project, with its commitment to a “mission: zero” program. “That’s a part of their site induction for all their subcontractors and staff, which is basically aiming to eliminate any sort of injuries or incidents on their sites,” says Paris. “As part of that program, they also conduct a four-hour workshop which the Local Health District and Health Infrastructure also participate in, which basically
TURE, ON BEHALF OF THE NSW GOVERNEMT
sets out the principles for that mission zero program and for workplace health and safety.” By extending participation in the mission to the Ministry of Health and other contractors, Laing O’Rourke is able to raise the bar of safety standards on the project as a whole. Making Progress The project is making progress, with a timeline for completion of the new clinical services building construction in 2015 with additional refurbishment work to be completed in 2016. The NSW Ministry of Health is looking forward to this time, when the new facilities will be fully operational and open for use by staff and patients. “It’s all about just completing and delivering a successful project obviously and delivering the new health services within the time it’s been agreed so that we can get patients access to those new facilities,” says Paris.
H E A LT H C A R E
Company Information INDUSTRY
Hospital Construction EMPLOYEES
165 REVENUE
$324 Million PRODUCTS/ SERVICES
The Blacktown Mt Druitt Hospital project is a public health infrastructure project that aims to expand health services for Blacktown Local Government Area.
Blacktown Clinical Service Building render w w w. b m d h p r o j e c t . h e a l t h . n s w. g o v. a u /
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M+W Group:
M+W Group Is Opening Up in Malaysia
The company believes keeping its books open and stay the curve are keys to success. Written by: Kevin Smead Produced by: Andrew Zhao
p
ying ahead
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M+W GROUP
At M+W environmental concerns among its top priorities
M+W Systems Malaysia M+W Group isn’t exactly new to the game. The company, which is more than 100 years old, is a global engineering and construction partner for technology-based clients in a variety of sectors including energy, environmental tech, life sciences, IT and telecommunications, and much more. However, the company best is recognized as market leaders in several segments: semiconductors, photovoltaics, biotechnology, and high-tech infrastructure. 96
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The company’s Malaysian office is helming some of its most innovative projects, but most important, exemplifies some of its best practices. A Competitive Advantage M+W believes it has a competitive advantage in the market for a few reasons, the first of which is its commitment to its customers and community. M+W Group is a big proponent of social responsibility and strong ethical values. It’s also strongly supports its employees and places environmental concerns among its
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Cleaning chip factory
top priorities, making it a business that others want to work with. “Our objective is to be a partner of choice, by offering transparency, best in class execution, and setting industry benchmarks in quality, safety, time to market and total cost of ownership across diverse industries,” Managing Director of M+W’s High-Tech Products in Malaysia Richard Kimber said. “We are committed to creating long lasting relationships, value for customers and want to be ‘partner of choice’ delivering on time and with cost certainty.” M+W also believes its global operations and 100-plus years of experience—with 18 in Malaysia—put it ahead of the pack in the various industries it serves.
“We are committed to creating long lasting relationships, value for customers and want to be ‘partner of choice’ delivering on time and with cost certainty.”
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Off: +603-5542 2288 Fax: +603-5542 2289 Mob: +6019-449 5355
GLOBAL LEADER IN PROCESS AND MECHANICAL SYSTEMS SOLUTIONS KINETICS is a global designer, fabricator, installer and provider of critical High-Purity Process Systems for: gases, chemicals, water, waste, chemical distribution and blending systems. We serve the Electronics, Biopharmaceutical, Solar and General Industry markets.
For additional information and locations, visit us at www.kinetics.net
"Man in the Straw Hat"
KINETICS SYSTEMS MALAYSIA SDN. BHD.
No12A, Jalan Ringgit 23/11, Section 23, 40300 Shah Alam Selangor Malaysia
Building With You In Mind ...Juteras Vision Juteras Vision Sdn Bhd
Over the years of association with M+W, the working relationship have grown into an invaluable coming of age experience. This strategic partnership have given us all at JVSB an invaluable edge in the way we approach work.
Lot 619 & 620 Jalan 2C Kampung Baru Subang, Section U6, 46150 Shah Alam Selangor Tel : 03-7845 3687, 012-953 2660 017-583 2566, 017-591 2566 Fax : 03-7842 1698, 03-7846 0686
M+W GROUP
CONSTRUCTION
Regardless of which office is approaching a project, the standard operating procedure (SOP) will be the same. “M+W has one SOP that uses knowledge transferred from all global entities within M+W, inter-country or regional engineering, resource support, and a ‘lessons-learned’ culture,” Kimber said. “We ensure that quality and commissioning starts on Day 1.” This doesn’t mean they approach every project the same way, though. M+W uses customized solutions to meet the needs of each customer. This is streamlined thanks to all of its engineering processes being done in-house. An Open Book Approach Tackling projects in this manner works so well
“We seek to be open, honest, transparent, and true to our word. At times this doesn’t help us when we are competing against ‘Bob the Builder’ or clients that are blinded by the cheapest price.”
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THE ULTIMATE SURGE PROTECTION SYSTEM
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Pekat Engineering Sdn Bhd 922761K 4, 5 & 6, Cubic Space, No.6, Jalan Teknologi 3/4, Taman Sains Selangor 1 Kota Damansara, 47810 Petaling Jaya, Selangor Darul Ehsan, Malaysia. Tel: (603) 2300 8010 Fax: (603) 9235 1050
Email: sales@pekat.com.my www.pekat.com.my
Malaysia Best route to the real-world energy performance York (Malaysia) Sales & Service Sdn Bhd principally involves in the marketing and provision of technical support service for air-conditioners.
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M+W GROUP mainly because of M+W’s open book approach. “This allows M+W to provide a ‘total facilities solution’ under one roof, and for efficiency and consistency,” Kimber explained. “It promotes ‘fast track’ projects’ success since design and construction are overlapped. We have proven that time and cost can be reduced when compared to a lump sum approach—where typically the design is not fully completed when issued for pricing to contractors.” This emphasis on openness is a boon to business in more ways than just increasing efficiency. It also allows for increased dialogue between M+W and its customers. Kimber believes the approach is built on transparency and trust, and that everyone benefits from it. “We have delivered numerous projects under this procurement approach and we share in the savings by managing the construction process to agreed timescales, budget, and quality levels,” he said. According to Kimber, it’s also about giving the customer the
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right advice at the right time. The more time and resources spent on influencing the final product make for diminished returns all around. For M+W, it’s about maximizing its work and giving the customer the best value, all while keeping them fully in the loop. This is especially important to the Malaysian operation, since this is a service M+W can offer that many others cannot. The company believes that this is in the best interest for the customer, since many are promised the complete package, but often end up getting burned by. “There are local contractors who would do anything to win jobs— offer unrealistic promises, agree to schedules that cannot be achieved and submit low bids,” Kimber said. “We seek to be open, honest, transparent, and true to our word. At times this doesn’t help us when we are competing against ‘Bob the Builder’ or clients that are blinded by the cheapest price.” In Malaysia, an understanding of the correlation between risk and cost is vital. Customers often select the service provider who makes lowest bid without realizing w w w. m w g r o u p . n e t /
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M+W GROUP the potential risk. In recent years, there have been many unfortunate cases of contractors taking on too much risk and failing to deliver, which ultimately leads to them going bust and leaving the customer with a distressed project. Kimber explained that while the customer may be paying more for contractors that are resourced and managed correctly, the risk is dramatically reduced. “It’s all about managing risks,” Kimber stressed. “Clients need to ask themselves: would they deposit money in a bank that they haven’t heard of, has a limited track record, but promises a good return? No, they will go to a bank that gives certainty at a competitive price.” Playing it Safe For M+W, physical safety for its employees is just as important as
Cinchloe Electrical Engineering Sdn.Bhd. Registered Number 807138-W
Established in 2008, Cinchloe Electrical Engineering is a group of young, energetic and dynamic electrical contractors. Cinchloe Electrical Engineering is specializing in:
• Low and High Voltage Electrical Installation
• MSB, Distribution Board and Sub
Switchboard Electrical Supporting
• Switchgear, Transformer and UPS Installation
• Factory Electrical Maintenance Installation
• TNB Submission • BMS System Installation
Electrical Contractor Class A CIDB Malaysia Certified Qualified Chargeman Qualified Wireman Member of Penang Electrical Merchants Association Registered Electrical JKR Contractor Class II Registered TNB Electrical Contractor Registered TELEKOM Electrical Contractor Certified HT 33Kv Electrical Installer
KULIM OFFICE (HQ): 76,77 & 78 JALAN SAUJANA 3 TAMAN SAUJANA,09600 LUNAS KEDAH,MALAYSIA Tel : 604- 4845188/ 4843868 Fax :604 -4841868 PENANG OFFICE (Branch) KL OFFICE (Branch)
E:pingkwang.tan@cinchloelectrical.com | W: www.cinchloelectrical.com
“We set working conditions to ensure that our work practices and procedures meet or exceed all applicable legislations related to health, safety, and the environment.”
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investment safety for its customers. “Safety is a core value and we are committed to an injury free work place where everybody goes home safe,” Kimber said. “There is no compromise and work will stop even if this means program delays. We set working conditions to ensure that our work practices and procedures meet or exceed all applicable legislations related to health, safety, and the environment.” M+W also expects trade partners to actively contribute to the implementation of its Environmental Health and Safety (EHS) policy. In Malaysia, the policy has continuously developed using M+W’s global and regional EHS requirements and practices as a basis, while also taking into account particular EHS considerations for working in Malaysia. To accomplish this, M+W has worked alongside the Malaysian Ministry of Human Resources regulations. Not surprisingly, these practices are working and it’s not going unnoticed. M+W in Malaysia received the Gold Star for Occupational Safety and Health (OSH) for construction in 2012, Gold for OSH in Construction Management in 2011, and the National OSH award in 2010. Looking Ahead Looking ahead toward the future, M+W is optimistic, but understands it faces certain challenges, such as a shortage of skilled laborers in the state of Johor.
“Despite this, M+W has some exciting projects happening in Malaysia, including the design of one of the largest data centre projects in Asia, a biotech project in Johor, and the design and build of First Solar’s new pilot project, the Kulim High Tech Park.”
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“Based on experience and lessons learned, we have told our clients and potential clients that worker retention is and will continue to be a challenge—especially with the proximity of Singapore, which offers higher salaries and lower taxes,” Kimber explained. “This is also a challenge with the impending Refinery and Petrochemicals Integrated Development (RAPID) project in Johor. We need to address this by paying realistic labor rates, offering incentive schemes for project completion, etc.” Despite this, M+W has some exciting projects happening in Malaysia, including the design of one of the largest data centre projects in Asia, a biotech project in Johor, and the design and build of First Solar’s new pilot project, the Kulim High Tech Park. “We have also streamlined our trade partner data base and will engage with those that truly share the same values as M+W,” Kimber noted. On top of all of that, Kimber was clear in saying that M+W Malaysia is always looking to improve how it conducts business. “As an engineering and construction company, there is a continuous effort to improve on efficiency, facilitate smart solutions for both engineering and construction, and together with our partners, seek to provide better solutions that always ensure a win-win situation with our new and existing clients.”
Company Information INDUSTRY
Construction HEADQUARTERS
Stuttgart, Germany FOUNDED
1912 EMPLOYEES
200 PRODUCTS/ SERVICES
M+W Group with headquarters in Stuttgart/ Germany is one of the leading global companies in the field of high-tech engineering, procurement and construction. From concept development to turnkey solutions the Group manages projects of all sizes for industries like Electronics, Pharma and Chemicals, Energy and IT.
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North Construction North Construction continues to thrive
As the largest commercial construction company on the ce North Construction keeps moving forward Written by: Emily Couch
Produced by: Bryan Giles
entral coast,
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Pokolbin Estate Vineyard
FOR A COMPANY of only 58 employees, North Construction can confidently say it is the largest construction company based on the central coast of New South Wales, Australia. Capturing revenues of over $50 million, this construction Company uses its reputation for delivering quality projects on time to pave the way for its continued success. “I think our reputation on not only the way we do business, but the quality of building we provide, stands us alone in the construction industry. We have a lot A lot of repeat clients or people that have been refereed on from 108
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other clients. Our reputation carries a lot of weight when it comes down to that final decision,� explains Business Development Manager, Josh Sheather. Reputation mixed with an uncompromising dedication to quality is what sets North Construction apart from its competition. Building on solid relationships with sub-contractors, and a genuine desire to exceed the clients expectations, is how North Construction provides the highest level of customer service from being able to offer competitive pricing, right through to delivering a high
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Scenic Lodge
quality product every time. “I think the relationships that we have formed over the years and the way we conduct business with our sub-contractors really sets us apart from our competitors,” says Sheather. Cadet and Apprenticeship Programs North Construction is extremely focused on the future of the construction industry. The Company offers a Scholarship program for future construction leaders. Partnering with Newcastle University, North Construction takes on four, first
year construction students to work with the Company over their Christmas break completing a rotation through the various aspects of the business. Taking a rotation in estimating, project management, administration, and site related disciplines is what helps these students develop a better understanding of the commercial construction industry. “It’s a competitive program that allows the cadets to see the different aspects of the business. A lot of them haven’t set foot on a commercial construction site, or know a great deal about the
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CONSTRUCTION Central Coast Mariners
commercial construction business. This gives them the opportunity to work a couple of weeks in each of those categories as they rotate through the business,” explains Sheather. “It really opens their eyes up to the endless possibilities of this industry.” When the scholarship program is completed, one person is offered a cadetship; however they all walk away with much better insight into the industry.
North Construction also have an annual intake of apprentices, with over 30 apprentices completing their trade over our 26 year history. Sheather says, “We are not only training carpenters, we are training potential site foreman of the future. For us, we are looking for a young person that wants a real career path in the industry rather than someone just interested in learning a trade.”
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No. 2 Sportsground
Safety Safety is an aspect of the business that North Construction holds to the highest regard. “It’s not just lip service, safety is actually about making sure our safety programs are put in place and implemented ensuring our sites are as safe as they can possibly be,” explains Sheather. North Construction employs a 112
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safety manager that visits all the sites regularly. The Company’s safety systems are Federal Safety Commissioner accredited and the Company is also third party accredited for all of its quality and environmental systems. “We take the safety side of the business very seriously and we make sure that all of our sites are
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run in accordance with our policies and procedures. We have recently enrolled 8 of our site foreman in the WHS Certificate IV with the remainder hopefully following as the first group completes the course,� explains Sheather. A Heart For Philanthropy When asked what he is most proud
of, Sheather replied that he is proud of all of their projects, but the projects that are tangible and when you can see that you are providing a building where there is a real need, speaks highly of North Construction. “A lot of the projects we work on involve aged-care facilities or schools. They are great projects to be involved in because there is a real
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St Mark’s Anglican Church
sense of accomplishment that you get from completing a building that will be used by the community. It’s rewarding for everyone involved in the construction team when they are able to stand back and see the building come to life ,” says Sheather. Additionally, North Construction has partnered with New Hope International to work on the Yegeli Early Childhood Development 114
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Centre as a part of their Aid and Leadership program to bring aid to the Yegeli region in the Southern Highlands of PNG. “We would typically send a cross section of our Company including a Project Manager, Site Foreman, Estimator and apprentices to build structures in very remote communities. “Our teams live and work in some pretty trying conditions to help those less fortunate. We have now constructed
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Company Information INDUSTRY
Construction HEADQUARTERS
Gosford, New South Wales FOUNDED
1987 EMPLOYEES
58 REVENUE
$60,000,000
an Early Childhood Development Centre that caters for prenatal to elementary school level. Whilst this provides some valued assistance in remote communities it also helps to develop leadership and problem solving skills in our employees, it takes them well out of the comfort zone and accelerates their personal development and self belief — it’s a real win-win situation.” North Construction is holding steady in this uncertain economy and continues to move forward through an unwavering commitment to quality and community.
PRODUCTS/ SERVICES
Commercial Construction
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Department of Tran and Main Roads:
Bruce Highway Upgrade (C Curra) Section A (Cooroy so interchange to Sankeys Roa
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he Department of Transport and Main Roads moves and connects people, places, goods and services safely, efficiently and effectively across Queensland. We plan, manage and deliver Queensland’s integrated transport environment to achieve sustainable transport solutions for road, rail, air and sea. Our integrated transport planning approach ensures we contribute to:
Black Mt Earthworks
• People’s quality of life • Queensland’s economic well-being • A sustainable environment.
Central to our business is a proven commitment to actively listen and respond to Queenslanders. We then incorporate their views into decisions that may impact on people’s lives.
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All Queenslanders, irrespective of where they live and work, can expect to have appropriate transport choices and fair access to the transport system. The Department of Transport and Main Roads is well underway with construction of a $590 million project to upgrade the Bruce Highway between Cooroy and Federal. This forms part of the overall Bruce Highway upgrade First blast for the new highway between Cooroy and Curra, near Gardners Road and is the second section to be constructed for this project (Section A). Section B, between Federal and Traveston, was completed in December 2012. The Section A project was fast-tracked by the Australian and Queensland governments in December 2012 under a 50/50 funding arrangement to ensure the Bruce Highway remained a priority for the state. The project will deliver a new 13.5 kilometre, four-lane divided highway between the existing interchange south of Cooroy, and the new section of highway near Sankeys Road in Federal. Section A will be undertaken as three construction contracts: Contract 1B – Black Mountain Range Road: realignment of an 800m section of Black Mountain Range Road and construction of a new overpass to maintain the connection to the existing highway. Contractor, Hazell Bros Group Pty Ltd, commenced work in July 2013 and finished this contract in April 2014. The contract was completed ahead of schedule and under budget. • Over 100,000 cubic metres of earth was moved, 73 bridge girders w w w. t m r. q l d . g o v. a u
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Bruce Highway Upgrade (Cooroy to Curra)
Section A (Cooroy southern interchange to Sankeys Road)
Construction contracts
BAPSI project
Contract 1B: Black Mountain Range Road upgrade x Realignment of 850m of Black Mountain Range Road. x Construction of a new Black Mountain Range Road overpass to maintain the connection to the existing highway. Contract 2: Cudgerie Drive to Sankeys Road x Construction of 7km of new four-lane divided highway. x New Cooroy northern interchange. x New Skyring Creek and Gardners Road bridges. x Connection to Section B works at Federal (near Sankeys Road). Contract 3: Cooroy southern interchange to Cudgerie Drive x Construction of 6km of new northbound lanes to duplicate the existing highway in Cooroy. x Rehabilitation of the existing highway to make the southbound lanes. x Upgrade the existing Cooroy southern interchange. x New Six Mile Creek bridges.
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placed, and 1050 cubic metres of concrete poured for Contract 1B. • Hazell Bros employed around 280 people directly and indirectly throughout the life of Contract 1B. • The new Black Mountain Range Road and overpass was opened to traffic on 24 March 2014 ahead of the scheduled mid-year completion date. Contract 2 – Highway upgrade between Cudgerie Drive and Sankeys Road: construction of just over 7km of new four-lane highway, a new allmovements interchange north of Cooroy and new bridges over Skyring Creek and Gardners Road. Contractor, Bielby Holdings Pty Ltd, started on this contract in November 2013 with work expected to be finished by mid2016, weather permitting. • Approximately 3 million cubic metres of earth will be shifted as part of Contract 2.
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Panoramic shot of work at Black Mountain Range Road overpass
• At the end of May 2014, around one million cubic metres of earth had been moved for Contract 2. • On average, Bielby is currently moving over 17,800 cubic metres of earth per day. • Bielby expects to employ around 400 people directly and indirectly throughout the life of Contract 2. • Around 700,000 cubic metres of hard rock is expected to be blasted for Contract 2. Blasting will continue intermittently until late 2014, weather permitting. • Nine piles have been driven, around 500 cubic metres of concrete poured for pile/pad footings, and 16 columns built for the new Cooroy northern interchange. Work is currently focused on constructing the highway approaches to the interchange, with some big activities ahead including laying 14 large bridge girders totaling over 560 tonnes, and pouring 400 cubic metres of concrete for the bridge deck. 122
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Contract 3 – Highway upgrade between the Cooroy southern interchange and Cudgerie Drive: construction of 6.5km of new northbound highway lanes to duplicate the existing Cooroy bypass, rehabilitation of the existing highway to make the southbound lanes, upgrade of the existing Cooroy southern interchange and new bridges over Six Mile Creek. This contract was awarded to Lend Lease Engineering Pty Ltd in April 2014, and is expected to be finished in late 2016, weather permitting. • Over 600,000 cubic metres of earth will be shifted as part of Contract 3. • Around 200,000 tonnes of asphalt will be laid for Contract 3. • Over 150 metres of bridge material will be used at the Cooroy southern interchange and Six Mile Creek as part of Contract 3. • It is expected that Lend Lease will employ around 350 people directly and indirectly throughout the life of Contract 3. South-east Queensland is the fastest growing metropolitan region in w w w. t m r. q l d . g o v. a u
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Black Mountain bridge
Residential and industrial expansion is pushing north along the Bruce Highway corridor, with the Cooroy to Curra section of highway the northern gateway of this growth hub.
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Australia. Residential and industrial expansion is pushing north along the Bruce Highway corridor, with the Cooroy to Curra section of highway the northern gateway of this growth hub. That is why it has been vital for the department to deliver the Section A project as a matter of priority. The Section A project will: • Separate north/southbound and highway/ local traffic. • Provide sufficient capacity for future traffic growth. • Provide a limited access road to reduce crash rates and fatalities. • Reduce travel times and improve traffic efficiency for passenger and freight transport. • Create an environment attractive for users,
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• • • •
and improve roadside amenity and facilities. Meet performance standards for the national road network. Minimise future maintenance and operational costs. Address community concerns regarding the separation of highway and local traffic, and safe access to facilities and services. Manage environmental, cultural heritage and social impacts.
Key project considerations include: • Protecting rare and threatened fauna and flora species including the Giant Barred Frog, Mary River Cod and Hairy Hazelwood. • Protecting environmentally-sensitive areas such as creeks adjacent to the project; and obtaining permits for clearing work and working in
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•
•
•
• New Cooroy northern interchange
•
waterways. Undertaking major earthworks in long and large hills and valleys, and highly expansive clays. Conducting major construction work in a high rainfall area which is subject to long periods of wet weather and flooding. Considering social impacts, particularly in relation to the location of the new Cooroy northern interchange and the close proximity of project work to the Cooroy township. Promoting a ‘zero-harm’ safety culture even before construction commenced. Balancing the impacts on highway traffic and local traffic flows while constructing the project in a timely manner.
All three Section A contracts are being delivered as ‘construct-only’ or ‘hard-dollar’ contracts. The department’s key priorities when assessing tenders was to ensure value-for-money would be achieved and the final product would be of a high standard. The department has also engaged consultancy firm, GHD Pty Ltd, as the Contract Administrator to assist with the management of the Section A project. Once completed in late 2016, the project will benefit the community by meeting capacity and efficiency demands for long-term road freight and transport needs. It will also support safe, high-speed travel, separate the northbound and southbound highway lanes, and improve access to regional townships. It is anticipated that travel times between the Cooroy southern interchange and Sankeys Road will be reduced by approximately two 126
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minutes following project completion. This is in addition to the five minute time-saving experienced by the motorists using the new four-lane section of highway between Sankeys Road and Traveston Road (Section B). The Section A project will also stimulate the local economy by generating around 1000 jobs directly and indirectly throughout its duration. Continuous Improvement: Surveys of external stakeholders will be undertaken mid and post project to evaluate the effectiveness of community engagement program during the Section A project. This will allow the project team to adjust their communication methods to suit project stakeholder needs and continuously improve relationships. Internally, relationship management workshops and meetings will be held between the department, Contract Administrator and contractors on a monthly basis. This will allow the project team to work together to identify and address issues in a timely manner, contributing to the successful
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New highway looking south from Black Mountain
completion of the project. In addition, during the development phase of the project, the department conducted a series of reviews with senior management and technical officers to encourage innovation and cost savings. Outcomes of these reviews were included in the final design. This review process continues to ensure the latest specifications, innovations and standards are incorporated into the construction program, and the benefits of the project are realised. Project Leadership Groups have been established for the two major Section A construction contracts (Contracts 2 and 3). Monthly meetings provide the team with a forum to pre-empt and discuss issues that may arise during the construction period which may impact upon time, cost and quality. The Project Leadership Groups: • Provide leadership and governance of the project. 128
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• Provide guidance on project issues. • Review the need for changes to project objectives and relationship principles (as required). An independent Issues Resolution Advisor has also been appointed to each group to assist and facilitate the timely and equitable resolution of any issues and maintain relationships between all parties. People Management: There are a number of departmental staff working on the Section A project from a variety of disciplines. Key roles include project, design and construction management roles. Other departmental representatives on the project include environmental, survey, communication, finance, property, safety and project support staff. Supply Chain: The department has a register of companies who supply critical construction equipment. This register is managed by a centralised group within the department to ensure the delivery of quality products. Every sub-contractor who supplies a service over $50,000 on the Section A project needs to be approved by the Contract Administrator/ department. This process is necessary so the appointed contractor completes all of their assigned work tasks, and most qualified subcontractors are engaged.
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Placing girders on the new Black Mountain Range Road overpass
The department is committed to encouraging and adopting innovation that provides valuefor-money, while retaining similar (or better) specified outcomes with regard to safety, performance and durability. 130
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Technology / Innovations: The department is committed to encouraging and adopting innovation that provides value-formoney, while retaining similar (or better) specified outcomes with regard to safety, performance and durability. On the Section A project, innovation meetings were held with contractors prior to the award of Contract 2 to discuss how design elements could be changed to enable an efficient construction process. An Early Tender Involvement (ETI) approach was also adopted during the tender process for Contract 3. This allowed the tenderers to provide input into the project’s design before it
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was finalised. Competitive Opportunities: It is a very competitive market with a wide variety of contractors vying for departmental projects. The industry is responding well to these challenges by presenting innovative opportunities for cost savings during tender processes. There has been ongoing engagement and consultation with the wider community, local government, key stakeholders and businesses throughout the Section A project. A planning option was identified for Section A and presented at public displays in 2008. As a result of community feedback and further detailed planning, this option was refined. Initially, the Cooroy northern interchange was located near Cudgerie Drive to provide convenient access to the new highway for nearby communities. However following community feedback and further
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investigations into potential social impacts, the interchange location was changed to halfway between Cudgerie Drive and Black Mountain Range Road. This location minimises impacts on nearby communities while still allowing for an efficient, high-capacity interchange that links in well with local roads and is convenient for road users to access. The recommended option for the Section A project, including the new Cooroy northern interchange location, was displayed to the public in November 2011. This was met with positive feedback and minor changes were then made to the design to create the final layout for the project. The department will maintain close contact with property owners and residents in close proximity to the Section A project and other key stakeholders to keep them informed on the progress of construction work. During the Section A project, koala habitats will be established at 14 sites owned by the department adjacent to the Bruce Highway between Pomona and Traveston. This environmental initiative will contribute towards a net gain in koala habitats across south-east Queensland as part of the Department of Environment and Heritage Protection’s Koala Offsets Policy. This offset program will involve revegetating the sites with native tree species, and managing the areas until the bushland is self-sustaining
Asphalt work and line marking complete on realigned Black Mountain Range Road
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Cooroy northern interchange, RSS Wall
and capable of supporting koalas. Contractors on the Section A project have been in close liaison with local schools about the project and provided mulch for their grounds where possible. Mulch has also been provided to residents near the works. The project team also engages local schools to assist with on-site BBQ’s, to contribute to their Parents and Citizens’ funds; and will look at opportunities to provide project stakeholders with tours of the site as construction progresses. The Section A project is expected to be completed in late 2016, weather permitting. Following this, the department will take ownership of the new highway which includes any future maintenance requirements such as mowing, repairs, collecting debris and establishing landscaped areas. Each contractor is also responsible for a 12 month ‘defects liability’ period after they are finished to ensure the project is maintained to a high standard. The Section A project will connect the existing four-lane highway in Cooroy to the recently opened section in Federal, ultimately providing at least four highway lanes from Brisbane to Traveston. It will also improve safety for highway and local traffic, reducing the number of fatalities and crashes along the Cooroy to Federal road section. w w w. t m r. q l d . g o v. a u
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Timber Development Association( NSW) Written by: Jane Letteri
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TDA’s original mission was to promote the use and sale of timber of all kinds — whether native to Australia or imported from abroad. It was also mandated to promote the interests of all persons, firms or companies in Australia involved with timber or wood technology or engaged in forestry. The TDA mission has evolved considerably over the years with TDA concentrating on the technical advancement and sustainability of the building and construction Construstion by R&D and education projects within the timber industry.
generations. We will continue to encourage the industry we represent to be dynamic and develop business practices and products that promote sustainability. We aim to ensure the long term health of the natural resource and achieve economic, social and environmental sustainability within our industry. The TDA also presents sponsored by WoodSolutions educational tutorials and seminars on varied topics to inspire building professionals in the use of timber for residential, commercial and infrastructure projects. TDA also initiated and runs the annual Australian Timber Design Awards which commenced in 2000. The Australian Timber Design Awards (www.timberawards.com. au) are a national competition to promote and encourage outstanding timber design in the built environment professions.
TDA Sustainability Statement
Andrew Dunn is the Chief
THE TIMBER DEVELOPMENT Association of New South Wales (TDA) is a non-profit industry association representing all segments of the timber industry, from manufacture to supply. TDA was incorporated in 1938 and for over 70 years has effectively promoted the use and the sale of Australian and imported timber and timber related products.
The TDA will integrate the principles of sustainability into all our decision making processes, to mutually ensure the optimisation of welfare of this generation and all future 136
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Executive for the TDA and has 28 years experience in the building industry, the last 22 years within the timber Construstion. Andrew has a Civil/Structural Engineering degree
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Company Information INDUSTRY
Construction HEADQUARTERS
Level 6/486 Pacific Hwy, St Leonards, NSW, 2065, and a Masters of Timber Engineering and represents Australia Andrew Dunn
Stephen Mitchell
the industry on a numerous Australian Standards being Timber Framing, Bushfire, Termites control, Design Loads, Fire testing, Plasterboard installation, and Earth Retaining Structures. He has extensive knowledge in all aspects of timber’s structural application including fire and sound timber framed technology related to Multi-Residential Timber Frame Construction. Stephen Mitchell joined the TDA in 2006 and
has managed and delivered a variety of projects including Life Cycle Assessment and technical education for building and design professionals, TAFE teachers, University lecturers and timber merchants. Before this Stephen worked for the NSW Government on waste reduction and recycling projects in the construction Construstion. Stephen is a qualified trainer, experienced presenter and a Sustainability Professional with a Masters in Environmental Management from the University of New South Wales.
FOUNDED
21st October 1938 EMPLOYEES
Andrew Dunn -CEO Stephen Mitchell Sustainability Program Manager, Peter Rosenmai - Communications Manager, jane Letterim Administration
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REMONDIS Australia:
Remondis Australia: Water, Waste and Environmental Services REMONDIS Australia currently provides waste-collection services to more than 15,000 commercial customers Written by: Laura Close Produced by: James Hayes
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Canberra
REMONDIS AUSTRALIA IS one of Australia’s leading wastemanagement companies, offering comprehensive collection, treatment, and disposal solutions and services for commercial and municipal customers. Dedicated to service excellence, REMONDIS Australia works in partnership with customers to deliver innovative, safe, and reliable solutions and services that support customers to improve operational performance and meet sustainability targets. Through the development and operation of state-of-theart resource recovery, recycling 140
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and reuse solutions, REMONDIS Australia is capable of achieving significant reductions in waste disposal to landfill. The company is committed to partnering with both government and business to achieve a more sustainable future-a future in which waste is a resource. The company has grown significantly via the acquisition of Thiess Waste management Services in 2012. Competitive Advantages REMONDIS Australia’s commitment to excellence in customer service is what CEO Luke Agati believes
ENERGY
sets them apart from other waste management companies in Australia. Whist the company ballooned in size it is still at a size where it can offer its clients excellent flexibility and customer service. “Given our size in Australia – and it’s not insignificant - we are able to bend backwards in customising solutions for our clients,” Agati said. “We are able to offer our clients specific resource recovery, recycling and reporting solutions.” Their continual dialogue with their clients and their determination to stick by the client throughout the relationship helps maintain the high quality REMONDIS wants to provide. The company’s global parent, REMONDIS International, provides their Australian subsidiary with another advantage – technological innovation. “They are really one of the worldwide leaders in resource recovery and waste to energy; they
are in the top three or four globally,” Agati shared. “REMONDIS certainly has the technology to bring into this country to help meet company and statutory targets in terms of reducing waste that’s going to landfill.” Steady Growth REMONDIS Australia has grown steadily via organic growth and a number of acquisitions, the most notable of which was Thiess Waste Management Services in late 2012 which exponentially grew the company. “That acquisition not only shot us up exponentially but also created such a large footprint for us in Australia that it will allow us to springboard on future opportunities,” said Agati. “So really, that’s what has brought us to this point. In addition I can’t stress the importance of having a senior management team that shares
“Given the size that we’re at in Australia – and it’s not insignificant - we bend backwards as far as customizing solutions for our clients” w w w. r e m o n d i s . c o m . a u
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the same vision.” By acquiring Thiess, REMONDIS more than quadrupled the size of their business and retained many of the key executives from the company. By blending them in with the current company culture – and with the addition of a successful business management system – REMONDIS has beefed up its management and executive staff ranks.
“We certainly like to introduce our efforts at schools,” commented Agati. “I think it’s really important that we can start changing the mindset”
SUPPLIERPROFILE
ORIEL TECHNOLOGIES
Oriel Technologies is one of Australia’s leading managed IT service providers. We offer strategic thinking, innovative infrastructure solutions, and agile services to organisations that seek business-driven IT. We aim to make the complex simple and to deliver the best possible IT services and solutions in the industry, enabling our customers to thrive in the virtual era whilst driving real business results. Oriel’s offerings cover the spectrum of managed IT services – networking, systems, communications, support, managed WAN, infrastructure as a service, as well as private, hybrid, and public cloud. This enables Oriel to deliver a one-stop, full-service offering, reliably provisioning and supporting core IT infrastructure, with the highest level of customer care. All of our services meet the security, compliance, and flexibility standards that our customers have come to expect. We demonstrate integrity and reliability, and aim to ultimately become a trusted partner. Our clients value our consultative approach and our ability to develop a deep understanding of their corporate environment, which allows us to help them plan for and meet their ongoing business objectives.
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MacDonald Johnston is Australia’s leading designer, manufacturer, and distributor of refuse collection, compaction equipment, and street sweepers. Our extensive range includes the UrBin Rear Loader, FORCE Front Loader, SPORT Gen V Side Loader, CN101 Sub Compact Sweeper, CN201 Compact Sweeper, CX400 Compact Sweeper, VS651 and VT651 Truck Mounted Vacuum Sweepers, RT655 Regenerative Air Road Sweeper, the new BEAM Range of Industrial Airport Sweepers, and the MacaPak and TransPak Static Compactors. Every MacDonald Johnston machine is application engineered, manufactured in Victoria, and supported by a passionate after-sales support team that operates 24/7, 365 days a year.
Education About half of REMONDIS’s business in Australia is municipaldriven, which includes household collections. A part of the contract that the company holds with these municipalities includes community education programmes that are implemented at schools, businesses and households. The goal of these outreach programmes is to inspire all ages to recycle and to inform people about source separating and recycling. “I think it’s really important that we start changing the mindset so
that as children grow up they know the difference between a recycling and general waste bin.” “Education not only benefits the environment, but there’s a financial benefit to businesses when they source separate. It generally means that they pay less in terms of waste disposal.” For commercial and industrial contracts, REMONDIS also assists companies that are committed to bettering their practices and improving their footprint on the environment through similar education programmes.
REMONDIS AUSTRALIA
ENERGY
Keep Australia Beautiful For the future, REMONDIS is keen to continue their expansion plans in Australia. This will allow the company to continue to provide excellent service to even more companies and municipalities. The company is also looking to become re-involved with the ‘Keep Australia Beautiful’ initiative, which they contributed to before the acquisition of Thiess in 2012. REMONDIS is looking to be involved on a sponsorship level, with the possibility of doing more education programmes in a greater number of schools.
“If major clients come to us and they want specific resource recovery solution, recycling solutions, specific reporting solutions on what has been recovered, which is very important in a lot of lists of groups these days, we can certainly provide that”
Company Information INDUSTRY
Waste Management HEADQUARTERS
New South Wales, Australia FOUNDED
1982 EMPLOYEES
180 PRODUCTS/ SERVICES
REMONDIS Australia currently provides waste-collection services to more than 15,000 commercial customers and, through partnerships with local authorities, approximately 2 million residential properties.
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Millennium Minerals Lim
Millennium Minerals Limited Fast Rising Gold Production
Building on immense momentum and significant produc from Nullagine Gold Project Written by: Andrew Rossillo Produced by: James Hayes
mited:
d Continues n
ctivity
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The Company produced approximately 64,000 ounces gold in 2013.
Millennium Minerals Limited is an emerging metals company focused on the exploration and development of a large tenement portfolio in the East Pilbara region of Western Australia. “We are a greenfield organisation and we sit on gold fields that we control completely. And these gold fields are seriously underexplored, so we have a lot of organic growth potential. We’re making some money in this type of environment,” 148
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says Millennium’s CEO Brian Rear. The Company’s gold project contains a 1.91 million ounce gold Mineral Resource situated within nine deposits on granted mining leases. The largest deposit is Golden Eagle, located approximately 10 kilometres south of the township of Nullagine and contains 42 percent of the total Mineral Resource inventory. Mine construction commenced in July 2011 with first gold poured 30 September 2012. Commercial
production was declared from 1 January 2013. The Company produced approximately 64,000 ounces gold in 2013. The current Ore Reserve as of March 2014 contains 464,000 ounces gold.
the following: A stage one reserve of 10.45 Mt at 1.7g/t containing 567,000 ounces, using a cut-off grade of 0.5g/t, a mine life of seven years, producing 504,000 ounces from the process plant, and an ore reserve estimate totalling 16.3 Nullagine Gold Project million tons at 1.4 grams per ton for Millennium Minerals owns and 741,000 ounces of gold. operates the Nullagine Gold Project The Nullagine Gold Project in West Australia’s East Pilbara has just come off its first full region. Results from initial feasibility year of gold production. “We studies of the operation indicated commissioned late September of w w w. m i l l e n n i u m m i n e r a l s . c o m . a u
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SAFETY • QUALITY • SERVICE
www.redlinedb.com
Unit 2/23 Dillington Pass Landsdale WA 6065 Phone: (08) 9303 4687 Fax: (08) 9303 4354 Email: enquiries@redlinedb.com
In our “pursuit of excellence” Redline Drill & Blast offers both the experience and diversity, to provide individually tailored Drill and Blast services to meet with jobsite production and environmental requirements. • Experience and ability to service both large and small scale operations. • Safe, efficient and cost effective Drill and Blast services • Multi-skilled personnel base able to meet with evolving site specific requirements • A well maintained fleet of drill rigs, vehicles and ancillary equipment • Controlled storage, transport and safe use of explosives
MILLENNIUM MINERALS LIMITED the previous year, so we ramped up very rapidly. January of last year, we went to commercial production and we had a good run,” says Rear. Mine design and scheduling is driven to maximise gold production for an annual throughput of around 70,000 ounces. Millennium aims to maximise gold recovery closer to 100,000 ounces per annum. “We invested about $30 million
SUPPLIER PROFILE
MINING
dollars of cash into the operation. We also raised approximately $7 million for that as well. We also put about $19 million back into the continuing development of the project. We paid about 25 percent of our debt as well. Our official profit was around $41 million,” says Rear. Treatment Plant The ore treatment plant is located
REDLINE DRILL & BLASTY PTY LTD
Employees: 22 Established: 2005 Industry: Drilling & Blasting Contractor - Mining & Civil Services: Delivering Drilling & Blasting Services to Mining & Construction industry. We tailor services specific to the project requirements, including; Project Management Drill & Blast, Drilling, Shot firing, Labour hire Field Service Technicians, Freight (Hotshots) A quality service focused on Safety Goals, Production Schedules, Completion Deadlines and Budget Constraints on every project we undertake. Ongoing Projects: Millennium Minerals Limited - Nullagine Gold Project Midwest Vanadium Pty Ltd - Windimurra Vanadium Project Management: Kurt Kjellgren - Director Ron Sutton - Director Paul Pendlebury - Operations Manager
Website: www.redlinedb.com w w w. m i l l e n n i u m m i n e r a l s . c o m . a u
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WPH Plant Hire Crushing Services A progressive mining services provider
At WPH we deliver innovative turnkey project solutions that match our clients’ specialised needs. Our reputation as an industry leader in the Western Australian mining and civil construction is the result of over 100 years cumulative experience in successfully delivering plant hire, fleet solutions, crushing and screening, and personnel support for our clients across the state. We operate in a number of sectors which include: • Mining and Minerals • Industrial • Construction and Civil works • Bulk Haulage WPH Plant Hire Crushing Services Level 1, 195 Great Eastern Highway Belmont WA 6104
Phone: 61 8 9437 9911 Email: enquiries@wph.net.au www.wph.net.au
MILLENNIUM MINERALS LIMITED approximately 10 kilometres south of the Nullagine gold mining operations. As the area is one of the hottest in Australia, work areas and equipment conditions are designed to take into account these adverse climatic issues. Ore is mined and delivered from open pits to a 150,000 tonne capacity stockpile where a front end loader rehandles the ore into a ROM (run-
SUPPLIER PROFILE
MINING
of-mine) crusher feed bin. “We’re looking at where we need to tweak the process to make sure we can get our tonnage up into that area,” says Rear. Separate smaller stockpiles account for varying material hardness and grade, allowing for blending and throughput optimisation. Crushed material is transported using conveyor belts to a coarse ore stockpile.
WPH PLANT HIRE CRUSHING SERVICES
WPH are committed to providing the highest quality service to our clients. Our ability to deliver safe, on time, on budget and innovative turnkey solutions, coupled with our outstanding customer support and world-class equipment sets us apart from other contractors. WPH has three main business divisions; 1.
Plant Hire
2.
Crushing and Screening services
3.
NEMMS Joint Venture – An Indigenous contracting division
Currently underpinned by long term contracts with Rio Tinto and Millennium Minerals, WPH has a demonstrated capability of moving and processing large volumes of material safely and cost effectively. It comes with great pride that WPH was awarded the Nullagine Gold project for Millennium Minerals. The 5 year contract is a fully maintained solution, consisting of two 80t fleets, one 100t fleet and all ancillary equipment. Website: www.wph.net.au w w w. m i l l e n n i u m m i n e r a l s . c o m . a u
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MILLENNIUM MINERALS LIMITED
Our main product is QUALITY and SERVICE
Boliver International in partnership with the Sino Grinding Group of companies promotes our forged steel grinding media for both SAG and ball mills on a global level, providing its clients with regular on-site technical support, whilst proactively carrying out advanced research and development to meet specific milling operations.
Specialist Support for the World’s Mining Industry
Boliver International
Sino Grinding Industries Pty Ltd
T: +61 8 9317 6177
T: +61 3 9545 0199
E: neill@boliver.com www.boliver.com
E: enquiry@sinogrinding.com.au www.sinogrinding.com
Two variable spread apron feeds draw from the stockpile feeding the SAG (semi-autogenous) mill, ensuring a constant supply. Slurry from the mill is pumped to a cluster of hydrocyclones where it is split into two streams — overflow and underflow. The overflow feeds onto vibrating trash screens to remove oversized material which is returned to the mill. Undersized material continues into the leach circuit. The underflow returns to the mill. A proportion of the underflow
MINING
Company Information INDUSTRY
Mining HEADQUARTERS
West Perth, Western Australia EMPLOYEES
120 Minning site 2014
REVENUE
103 Million
flows over a vibrating screen and undersized materials report to a concentrator to remove any free gold. The screened oversize is directed back to the mill feed chute, while the concentrator tails are returned to the mill discharge launder. The cyclone overflow from the trash screens passes into a CIL circuit of tanks. The first three tanks are fitted with oxygen injection to accelerate gold absorption. Moving forward, Rear informed that the Company is looking forward to “improving our margins and generating sufficient cash to get into a position to take advantage of all the potential of our gold fields.”
PRODUCTS/ SERVICES
Millennium Minerals Limited’s core purpose is to create a profitable mid-tier gold producing company generating value for shareholders whilst continually seeking additional opportunities to increase shareholder value through further development of organic growth opportunities.
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RMA Automotive
RMA Automotive offers glob for all industries
With the acquisition of Minecorp in Australia in 2013, RM asserted itself as an expert in the global automotive mar Written by: Laura Close Produced by: James Hayes
bal solutions
MA Automotive has rket 157
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Minecorp Modification Facility
RMA AUTOMOTIVE IS a world leader that provides light- and heavy-duty vehicles, purposebuild modified vehicles and fleet solutions to aid and development organisations and private Mining Globalindustries in post-conflict and emerging markets around the world. Their strategic pillars – fleet solutions, managed markets, retail operations, modification, manufacturing, after sales and 158
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services – contribute to the company’s vision for a strong global presence and support for their thousands of customers and partners. Operational reach RMA Automotive is in 62 markets, has operations in 21 countries and is present in six regions across the globe, including Asia Pacific, Africa, Central Asia, Europe, the Middle East and the Americas. This
MINING
arm of the company has global manufacturing facilities in Thaliand, Turkey, South Africa and Indonesia (under the RMA Automotive name); Brisbane and Perth (under Minecorp name); and Germany (where they are known as Binz). There are also retail dealerships in Liberia, Uganda, Kenya, Kazakhstan, Afghanistan, Myanmar, Laos, Cambodia and Thailand, which represent Ford, Land Rover, Jaguar, Chevrolet, Mazda, TATA and Mercedes. RMA Automotive’s clients and partners are some of the largest automotive companies in the world. With their global presence, RMA Automotive gives their employees the chance to work in different parts of the world. They serve peacekeeping and humanitarian aid missions, relief agencies and government and non-government organisations on every continent. In the commercial and private sectors, RMA has a presence in developing and transition markets serving clients in mining, construction, oil and gas exploration and extraction, telecommunications and agriculture.
“Their strategic pillars contribute to the company’s vision for a strong global presence and support for their thousands of customers and partners” Their product solutions are vast, and include heavy equipment solutions for construction, road buildings, mining and the oil and gas industries (light and heavy vehicles solutions for these same industries as well); purpose-built, specially modified vehicles for diverse and difficult conditions for aid and development projects; fleet management solutions for any situation in any location; and power generation products and systems for telecommunications, as power supply backup, for hospitals, government and other public locations, for remote population communities.
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Minecorp – RMA’s Australian automotive solution Minecorp, acquired in 2013, is RMA’s Australian modification division that specialises in the manufacture, distribution and installation of safety equipment to vehicles operating in challenging terrains like in the mining and industrial sectors. The business is driven by safety and innovation, and by meeting customer needs. The acquisition has added considerable value to RMA’s overall growth strategies in these industries.
RMA Automotive, already one of the world’s largest suppliers of modified vehicles to the mining sector, is uniquely placed to be able to sell turnkey vehicle solutions into new and emerging international markets. Upon acquiring Minecorp, Hal Feder, President of RMA Automotive said, “We are excited to welcome Minecorp to the RMA family and proud of this important Australian investment. RMA Automotive has long admired Minecorp’s fleet applications, and especially it’s well
RMA AUTOMOTIVE known mining products, and we believe there are significant opportunities and synergies within our expanding automotive footprint. We’re excited to introduce Minecorp into our organization as we see it as a company with innovative products, recognized brand equity, and a satisfied customer base. We will continue to provide customer-driven fleet solutions to our Minecorp customers and believe there is a great future in working together.” The company provides quality products and services supporting all sectors, a global network for warehousing and distribution, vehicles solutions for all fleet sizes and vehicles types, large capacity fleet fit-out operations and fleet decommissioning and recommissioning. Their products are designed to comply with all regulations to get vehicles onto worksites quickly and efficiently. As part of Minecorp’s innovative solutions, their M-Pass system – a single part number ordering system to make vehicle fit-outs fast and consistent to all customers – offers three levels of site compliance, including essentials, industry and endurance, with the flexibility to tailor packages where required. Behind the hardware, the inventories, the logistics and systems is a corps of professional, highly motivated, dedicated people committed to RMA customers, their projects, and ultimately, their success.
MINING
Company Information INDUSTRY
Mining Global HEADQUARTERS
Bangkok EMPLOYEES
4500-8000 REVENUE
$700 Million - $1 Billion PRODUCTS/ SERVICES
Automotive solutions, mining vehicles
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Pilbara Regional Council (PRC) Local government underpins regional change Written by: Tony Friday - Cheif Executive Officer, Pilbera Regional Council
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PILBARA REGIONAL COUNCIL
Port Hedland Ore Ship
About the Pilbara region Spanning an enormous landmass, the Pilbara is remote by every definition. Remote from major capitals, remote from markets, and remote from labour sources. The environment is harsh, subject to cyclones and without ready access to fresh water. Despite these constraints, the Pilbara is also one of the most productive and dynamic regions in the country, supporting thriving communities that deliver a significant proportion of Australia’s wealth. This productivity means that 20% of goods exported nationally come from 0.2% of the population located in the Pilbara. 164
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History of the association The Pilbara Regional Council is a statutory local government created in 2000 to support the four local governments of the Pilbara region in Western Australia. Originally located within the Pilbara, the PRC’s head office was relocated to Perth several years ago in recognition of the growing role the organisation was playing in federal and state advocacy on behalf of the region. The goals and roles of the association The PRC undertakes a broad body of work on behalf of its member local governments; categorized
MINING
broadly into either bureau services or advocacy. These may take the form of active lobbying for Federal immigration policy change, through to the attraction of events such as the Adventure Film Festival to the region. Current legislation The Pilbara Regional Council is a statutory local government created by an Act of Parliament. The PRC is governed by a Constitution, and guided towards its objectives by a Council of nominee members drawn from within the member local governments. The PRC is regulated by the Western Australian Department of Local Government. Latest news and Industry ‘Hot’ topics It appears that we have reached the current peak of the mining boom (in terms of construction, as opposed to productivity), and are now about to embark on a new boom in the form of agribusiness across the region. Regional food security has been emerging as a significant national issue over the past few years, and has now gathered weight with our nearby neighbors
Tony Friday
questioning whether they will be capable of producing sufficient protein for domestic consumption in years to come. This offers both a regional security challenge, and a significant commercial opportunity for Australian protein producers. The Pilbara is well positioned in terms of market proximity, port facilities and ready access to (potential) plentiful water from mine dewatering activities. The challenge for the region and for our Federal and State policymakers is how to encourage both miners and pastoralists to enter a new age of active cooperation that goes well w w w. p r c . w a . g o v. a u
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PHILBARA REGIONAL COUNCIL beyond the current disinterested coexistence. The PRC has been actively encouraging the Pilbara region towards greater degrees of sophistication in the packaging and marketing of foreign direct investment for the region in order to support a step change in the nature of the Pilbara primary industry. This has extended to advocacy for the formation of a special economic zone within the region. Australia
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is the only country around the Indian ocean rim that is not taking advantage of the benefits that a special economic zone can bring in terms of encouraging inbound investment. The Thailand car industry is a stellar example of the impacts of these zones – unfortunately to Australia’s detriment in that particular example. The Federal Government’s vision for the development of northern Australia, and the Prime Minister’s
MINING
task force, have both identified that substantial population growth is key to building sustainable cities in the north west of the country. The PRC has recently applied to be the proponent for one of Australia’s first Designated Area Migration Agreements, potentially allowing Pilbara regional employers to smooth the peaky labour market challenges associated with resource projects and global commodity prices, whilst acting as an enabler for a vibrant small to medium enterprise sector.
Company Information INDUSTRY
Government HEADQUARTERS
Suite 5, 205 Bulwer Street Perth WA, 6000 FOUNDED
2000 EMPLOYEES
Tony Friday - Chief Executive Officer, Alexis Guillot - Deputy Chief Executive Officer.
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WRS Group Pty Ltd Written by: Sasha Orman Produced by: Nick Ledue
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Parent company of KooGa, Silverfern, Brant Media, Linebreak and BLK
When it comes to the business of sport, WRS Group is at the forefront. Home to such sports apparel brands as BLK and KooGa, the Queensland-based business manufacturers innovative and cutting-edge performance apparel for professional athletes and enthusiasts alike. With its dedication to integrity, WRS Group is quickly growing to meet the needs of a worldwide audience.
challenges like finding ways to break into a new market. As a leading manufacturer of rugby apparel, WRS Group has chosen the sport as its point of contact with newer markets like the United States. “It’s about bringing that authenticity,” says WRS Group CFO Michael Robinson. “The reason that we’ve chosen rugby as the vehicle into a number of new countries is that it’s a good entry sport with global recognition, and we’ve Growing into New Regions got to make sure we’re bringing With offices to serve consumers in authenticity in certain areas. There’s Australia, Japan, the UK and the US, no point in us coming into the US there is no doubt that WRS Group market and sponsoring a basketball is growing rapidly. Along with that or baseball or NFL team, because growth there come a host of new we don’t have credibility as a 170
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M A N U FA C T U R I N G
manufacturer there. But when it comes to contact sports as in rugby or Australian Rules or soccer, we do have a strong history. It’s important that we choose the right vehicle to get into those areas – but without saying we’re a rugby brand because we are a multi-sport brand.” WRS Group is also utilizing strategic partnerships to grow the business, sponsoring the official USA rugby team and seeking out colleges for similar relationships. “The college sports culture in America is a giant and it’s only getting bigger,” says Robinson. “If we can partner up with universities in the States, it will be advantageous to the brand for sure.”
impressive. We’ve got just over 200 staff in Fiji, within the first six months, and that will go to 400.”
Cultivating a Strong Company Culture At WRS Group, building a spirited company starts with building a spirited team. According to Robinson, cultivating a strong corporate culture within WRS Group has been paramount. “We know that we’re amongst sharks, so we want to make sure that people buy into the culture before they buy into the business,” says Robinson, explaining that making sure prospective employees understand the corporate culture is a vital part of the recruitment Scaling Up Manufacturing process. “We’d rather get the right “It’s actually about scalability,” person culturally than the right says Robinson. “Our ability to person from an educational point generate revenue quickly for teams of view, because they have to buy and capitalize on opportunities into the vision. They have to buy into needs to come from an in-house where we’re going as a brand. We’re manufacturing source, but what very clear on what our path is and happened is that in Australia we what our next five and ten years will really struggled to find the staff to be look like, and the ability for people to able to scale up. But Fiji has a long grow with us is very important.” history of garment manufacturing, It is important that WRS Group so their ability to scale up was employees are ready to invest in w w w. w r s g r o u p . c o m . a u /
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their company, because WRS Group as a company is dedicated to investing in its employees. “We want to make sure that when people come to us, whether they stay for a year or the rest of their lives, that they actually have a better resume from working for us,” says Robinson. This means constant education, whether it’s training at Gold Coast Institute or cultural courses abroad at Oxford and or even the Disney institute. “We work across a multitude of
different institutes,” Robinson adds. “Investing in our team is a big part of what we do here.” Working Within Core Values Another critical part of the company culture at WRS Group is the development of its eight core corporate values, around which the business and its employees are expected to base their daily choices and actions. With these core values, WRS Group establishes itself as a business dedicated to:
one world
one solution Manage your global workforce, wherever you are • Full or part managed payroll outsourcing service • Successful HR and Payroll implementations since 1983 • Australia processing centres • Human Capital Management as an option • Integrated Time & Attendance as an option
1300 376 684
sales@frontiersoftware.com
Human Capital Management & Payroll Software/Services
www.frontiersoftware.com
Offices: Melbourne, Sydney, Perth, Brisbane, Adelaide and Canberra Other offices: India, Malaysia, New Zealand, Philippines, Singapore and UK
W R S G R O U P P T Y LT D
M A N U FA C T U R I N G
Innovation Competitive Nature Communication Team Spirit Determination Humble Customer Experience Equal Opportunity
Company Information INDUSTRY
Sports Apparel Manufacturing HEADQUARTERS
WRS Group holds to these values on an internal level, checking frequently to ensure that its teams never lose sight of what sets the company apart. “We judge all of our team on those core values,” says Robinson. “If one trips up and we need to have a chat from an HR perspective, we actually start off the conversation around what core values were broken.” These core values also inform everything from the company’s positive outlook toward finding innovation and inspiration, to the way that it maintains relationships with suppliers. “A core value of our business concerns how you treat people,” says Robinson. “What happens with the old model of apparel manufacturing, where it’s about finding the cheapest possible labor and treating people like a commodity, never worked for our business – I think that when you treat people with respect and make sure that, when you go into any sort of negotiations, you’re going in to negotiate a draw and not a win, it gives you trust with your supplier, with your staff, with your distributors. It’s about building relationships.”
Queensland Australia FOUNDED
1999 EMPLOYEES
100-200 REVENUE
$200 Million PRODUCTS/ SERVICES
The World Rugby Specialists Group was founded in 1999 and is a leader in the business of sports.
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SRXGLOBAL SRXGlobal Electronics Manufacturing Services Form Integral Element of Customers’ Businesses SRXGlobal provides a powerful suite of services that grant their customers a variety of ways to successfully extend their businesses. Written by: Laura Close Produced by: James Hayes
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SRXGLOBAL
Sydney, Australia Manufacture
SRXGlobal Electronics Manufacturing Services Form Integral Element of Customers’ Businesses SRX is a leading Electronic Manufacturing Service (EMS) company, committed to providing high-quality Contract Electronics Manufacturing. SRXGlobal is the single, largest EMS provider in Australasia with manufacturing facilities in Australia, New Zealand and Malaysia. “We form an integral part of our customers’ businesses once they’ve made the decision to outsource their manufacturing,” says SRX’s 176
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Executive Chairman Joe Browne. “We essentially act as an extension of their business. This is distinct from the traditional model of just being a commoditized EM supplier. That’s not us. The key differential for us is the essence of being a necessary part of their business.” Services SRX provides a powerful suite of services that grant their customers a variety of ways to successfully extend their businesses. As specialists in electronic manufacturing, SRX provides competitive advantage to OEMs, allowing them to focus on
M A N U FA C T U R I N G
Circuit Board Manufacture
their own core business drivers such as New Product Development, Sales and Marketing. Prototyping: Using experience and knowledge from volume production processes, SRX operates a dedicated fast-turn prototype department, using flexible and highly capable placement equipment. Design for Manufacture & Test: Having a product optimised for manufacture is vital to achieve inbuilt quality and a commercially successful outcome. Advice on production methods and capability and the right test solution are key requirements for a ‘right first time’
product introduction. Procurement: The Company’s improvement programme with key vendors encourages close relationships and promotes excellence in all aspects including quality, delivery and commercial performance. PCB & Box Build Assembly: SRXGlobal can provide their customers with one of the most technically advanced placement capabilities in the marketplace. They have many years of experience in the demands of fine-pitch placement and BGA technology. Test: The Company also offers a whole host of capabilities including w w w. s r x g l o b a l . c o m
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SRXGLOBAL AOI, Boundary Scan, Flying Probe, ATE, and custom functional test rigs with the capability to develop all of their own test solutions and programs in-house. Service & Repair: SRX provides OEMs with after-sales support including end-to-end electronics repairs, service and logistics solutions. Quality Management: SRX operates a Quality Management System structured around the requirements of ISO9001:2008, ISO14001:2005 and
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ISO13485:2004 and is registered as meeting the requirements of the standard with SGS. Building Rapport and Maintaining Flexibility SRX endeavors to target customers with the greatest potential for longterm relationships. “We target companies where we’ll be dealing with the senior management team, building rapport with the CEO or CFO,” says Mr. Browne. He also points out that this targeted approach allows SRX to maintain a broader approach to their customers, because they do everything from early-stage design involvement, prototyping, NPI, volume manufacturing, etc. Furthermore, when the Company’s Australian and New Zealand customers get to a certain size, SRX can take them to their low-cost manufacturing facility in Malaysia. The Company’s approach to targeting customers also lends itself to SRX maintaining a greater degree of flexibility with their target customers. “When we’re dealing with customers in the U.S. and Europe, it’s more about
M A N U FA C T U R I N G
“Depending on the geography of our customer, it can be a slightly different pitch, but the common theme is that we like to be that extension of their existing business.” Joe Browne, Executive Chairman our ability to build their product in its entirety and ship it to their customers in the Southeast Asia region — that’s our differentiator when we’ve got our Malaysian hats on,” says Mr. Browne. “Depending on the geography of our customer, it can be a slightly different pitch, but the common theme is that we like to be that extension of their existing business.” Long-term Customer Relations SRX customers are granted an added degree of confidence knowing that SRX will be there with them the entire way. This is reflected in SRX’s sales cycle, which can take from two to three years from when the Company initially meets a potential customer to when they do an NPI build and launch into a volume-build manufacturer. “Because it’s such a lengthy sales cycle, it has to be more than ‘We’re a few percent cheaper than your
incumbent’. Because someone who’s prepared to move from one manufacturer to another for a small price savings, if it’s all about price, invariably they’ll be leaving us in a year’s time for another few percent savings elsewhere, and that’s obviously not attractive to us,” says Mr. Browne. “By and large, most of our current customers have been with us for many, many years; 10 years in some cases.” Continuous Improvement Strategies SRX’s comprehensive commitment to continuous improvement is one of the primary factors that motivate its clients to lock in for the long-term relationship. “For us, it’s investing in tools, equipment, software products, for example, that expand our capabilities. Because we’ve been in business for such a long period of time — our business has been in operation w w w. s r x g l o b a l . c o m
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SRXGLOBAL for nearly 25 years — we’re very do with them,” says Browne. strong on the traditional operations A powerful local network also side of things. Therefore, where helps the Company continuously we’ve put our focus is on products, improve. “We have a strong such as Valor MSS, which is a network we’ve developed with four software suite that allows us to or five local design houses who be more involved we consider strategic “We never had a with our customers allies. We meet with in the design customer come to us them quite regularly. stage — design for yet who’ve asked for They are involved with manufacture, design brand-new products for test, component us to build a product and brand-new selection, to make technologies, and that is beyond our sure components being in that network capabilities.” Paul selected fit in with helps us receive Appleby, CEO our existing supply early notice of the chain — to make sure next technological that we can deliver the best cost. advancement, innovation or Those are the areas where we are improvement in the pipeline,” says always focusing on expanding what SRX’s CEO Paul Appleby. we can do for our customers,” says Additionally, SRX has the Mr. Browne. traditional suite of Six Sigma, Being a privately owned operational performance business, SRX has a degree of standards, LEAN manufacturing, flexibility from an entrepreneurial etc., in place. And each of the perspective, which again fits with GM’s that run the operational parts targeting OEM’s that are similar in of the business — the Company size to their own business. “Their has a GM in New Zealand, one in spend with us is very significant Australia and one in Malaysia — to both parties. We look for more they all come from very strong OEM flexible ways to set up commercial backgrounds, with very strong arrangements and expand what we engineering and manufacturing 180
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skills, so all of that is very well embedded within everything SRX does. Large Business Manufacturer of the Year SRX bring together the key elements that their customers demand, offering the IP protection, high quality, process control and ease of doing business in Australia, combined with their lowcost country sourcing capabilities and their genuine passion to help their customers succeed. As such, SRX is the fresh winner of the 2014 Large Business Manufacturer of the Year awarded through Business Victoria, an organization of the State Government of Victoria. “We never had a customer come to us yet who’ve asked for us to build a product that is beyond our capabilities,” says Mr. Appleby.
Company Information INDUSTRY
Manufacturing HEADQUARTERS
Sydney, Australia EMPLOYEES
400 REVENUE
$70 Million PRODUCTS/ SERVICES
Prototyping, Design for Manufacture & Test, Procurement, PCB & Box Build Assembly, Test, Service & Repair, Quality Management
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Australian Macadamia Society (AMS) Australian macadamias - The World’s Finest Nut Written by: AMS
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AUSTRALIAN MACADAMIA SOCIETY
BOOMING ASIAN DEMAND, high prices and new investment opportunities mean substantial growth potential for the relatively young Australian macadamia industry. Australian macadamia nuts enjoy a first-class reputation (taste and quality) all over the world, thanks to a dedicated group of innovative growers, world-class farming practices, commitment to clean, green production and a multi-million dollar research and development program that has delivered some of the world’s leading technology and pioneering scientific breakthroughs. Australia - the birthplace of macadamias - leads the world in macadamia production and export, accounting for more than 30% of the world’s crop. In 2014, around 750 growers will produce 40,000 tonnes of Australian macadamias, of which 70 per cent ($120-130 million worth) will be exported to more than 40 countries. Growing regions are found in the sub tropical climates of northern NSW and southern and central Queensland, and smaller 184
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plantations in Western Australia, while new regions are now opening up (to cater for growing demand) in the northern Queensland areas of Mackay and Emerald. The growing Asian appetite for macadamia nuts is being driven by not only China and Japan (the two largest export countries), but by relatively new markets like Korea and Taiwan, where consumers are beginning to associate macadamias with health, beauty and wellbeing. The peak industry body is the Australian Macadamia Society (AMS) which is charged with driving the industry’s cuttingedge research and development, marketing and strategic investment. The AMS marketing program is geared up to take advantage of increasing global demand, launching a major promotional campaign in Korea in 2013, and coordinating a blogger event in 2014 (where five Korean bloggers shared their Aussie macadamia experience with 2 million Koreans). A comprehensive social media campaign also helped 1.9
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Renowned Aussie chefs Karen Martini, Kylie Kwong and Giovanni Pilu celebrate 40 years of the AMS with Bundaberg macadamia grower Scott Allcott
million Japanese consumers vote macadamias as their favourite nut in a major consumer brand promotion. AMS Chief Executive Officer Jolyon Burnett says these growing Asian markets place a high priority on clean, green production and appreciate the premium product Australia can deliver. “New free trade agreements
in key markets like Korea and Japan have further enhanced the competitiveness and excellent value of Australian macadamias in these markets. This represents a major opportunity for the Australian macadamia industry, allowing it to undertake significant expansion into these markets,� says Mr. Burnett. The national Research &
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AUSTRALIAN MACADAMIA SOCIETY (AMS)
Macadamia are in high demand
Development program has also positioned the industry to take full advantage of the current boom. New tree varieties currently being trialed by the nation’s best scientific researchers have 30% higher yield and will be available from 2017-18. As well, the ‘Small-Tree High-Productivity’ project (which has just received a further injection of $3million from the Australian government) will produce smaller, more efficient trees with higher yields, that are quicker to harvest, meaning lower production costs for farmers. In addition, a macadamias global health project – set to kick-off in 2015 – will provide the research needed to further support macadamias health proposition and take full advantage of consumers increasing awareness of the health benefits of nuts in relation to heart disease, diabetes and weight management which is helping to drive demand globally, as is the increased recognition of the macadamia nut’s versatility and exquisite, buttery taste. It can be found in up to seven aisles of the supermarket – from breakfast cereals to snack food, confectionary, ice cream and skin care. This year, the Australian Macadamia Society celebrates its 40th 186
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FOOD
Company Information INDUSTRY
Food HEADQUARTERS
Lismore, NSW, Australia The World’s Finest Nut FOUNDED
anniversary. The AMS represents 600+ members representing all facets of the Australian macadamia industry. Whilst the majority of members are growers, membership also includes processors, investors, marketers, consultants and researchers. The AMS is committed to driving initiatives to secure the future of the industry, including conservation of the endangered wild macadamia species, regeneration of rainforest pockets on farms and the development of biological pest and disease controls.
1974 EMPLOYEES
Jolyon Burnett - CEO, Andrew Starkey Chairman, Lynne Ziehlke - Market Development Manager
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Commonwe Fisheries Associaion (CFA)
wealth 189
C O M M O N W E A LT H F I S H E R I E S A S S O C I AT I O N
Fishing for Glacier 51 (Patagonian Toothfish) in the fishing zones of Australia’s sub-Antarctic Territories.
CFA IS THE peak body representing the collective rights, responsibilities and interests of diverse commercial fishing industries in the Commonwealth managed waters of Australia. CFA’s mission and vision is to have ‘Recognised leadership in sustainable and profitable wild capture fisheries’ and to ‘Enhance and promote the Commonwealth wild capture fisheries and our industry’. The CFA is a politically independent professional association. Its membership 190
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is across all facets of the wild catch fishing sector and it plays a key role within the Australian community as a major contributor to the formulation of effective and responsible fisheries policies. Founded in 2002, the CFA goals are to; − Enhance the environmental sustainability of our fisheries; − Enhance the economic value, benefits to society, and profitability of our industry; − Strengthen security of access to our fisheries; − Facilitate research,
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development and extension of programs to improve the sustainability and profitability of our fisheries and industry; − Reduce regulatory complexity and costs on our industry; and, − Foster pride within our industry for our achievements, our role in society, and our care for the marine environment we live and work in. The practical significance of CFA’s involvement in fisheries management and research development processes is a long
term improvement to the efficiency, productivity and profitability of Australia’s wild catch fisheries. This leads to a better managed and strengthened wild catch fishery and operating environment, for CFA’s members. CFA is structured around three priority pillars that provides the framework for consultation, these being; 1. Security of Access; 2. Efficient regulation; and, 3. A competitive industry.
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C O M M O N W E A LT H F I S H E R I E S A S S O C I AT I O N Within these three key pillars, CFA have addressed issues on marine protected areas and their impacts on the fishing industry, resource sharing with other jurisdictions under the Offshore Constitutional Settlement agreement, resource sharing with the recreational fishing sector, policy development such as the Harvest Strategy and By Catch policy. CFA have also been influential and successfully achieved; 1. a Government exemption
for the fishing industry from the Carbon Tax; 2. a Government commitment to maintain the fuel tax credit scheme for the fishing industry; 3. Progressed an initiative with PriceWaterhouse Coopers to allow industry to claim their research and development levies; 4. Provided leadership and coordination of an industry response and highlighted to Government the detrimental impacts from the Commonwealth Marine Bioregional
Fisheman in Australia’s sub-Antarctic Territories
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Planning process. CFA was successful in obtaining an election commitment from the Coalition to suspend and review the marine bioregional process; 5. a commitment from Government to a Productivity Commission inquiry on regulatory burden; and, 6. a Government grant to assist exporters with a national residue survey. These are only but a few of the many achievements CFA have accomplished, through pursuing and liaising Government on our members behalf. CFA currently comprises membership covering over 90% of Commonwealth fishery-specific industry Associations. In addition a number of Commonwealth fishers have chosen to join as individual members where they have no fisheryspecific Association to represent them. Some members have also contributed significantly to CFA via Corporate membership which is additional to their continued membership via fishery-specific associations. CFA membership is currently at 4 Corporate members, 8 Associations and 8 individual members. The opportunity exists for CFA to represent industry to Government and other stakeholders, as there is no other Commonwealth body that offers these networks and support. While a number of more regionally based, sector specific bodies are present, it is CFA that Government seek to consult with.
Company Information INDUSTRY
Food HEADQUARTERS
Melbourne FOUNDED
2002 EMPLOYEES
Renee Vajtauer, Executive Officer
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Sheepmeat Council of Australia (SCA) Maintaining and improving market access for sheepmeat- our key priority Written by: Dr. Kat Ferme, CEO SCA
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SCA President Ian McColl (right) hosting a Japanese trade delegation on his property at Koorawatha, NSW
THE DAYS WHEN lamb was dismissed as a by-product of the wool industry have long gone. So is the era when Australian lamb was a commodity beset with inconsistency of supply and quality problems. The industry is now worth $3.5-$4 billion a year, exporting to over 70 overseas destinations, and at the top end of the global sheepmeat market in terms of quality. Lamb exports generated $1.31 billion in returns in 2013, with a similar retail value being realised on the Australian domestic market. The 196
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vast majority of Australian mutton (around 96%) is also exported, worth around $630 million in 2013. Today Australia is the largest exporter of mutton and live sheep, and the second largest exporter of lamb. Sheepmeat Council of Australia CEO Dr Kat Ferme says, “The sheepmeat industry has been the quiet achiever of Australian agriculture,” “The industry continues to strive through planning and collaboration to be the leading supplier of lamb and sheepmeat
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to a world with growing demand for our premium product”, “Maintaining and improving market access is our key priority,” SCA focuses on market access to ensure that there is a variety of market specifications available to accommodate the sheep industry’s diverse production systems; to increase the competitiveness amongst buyers; and overall to maximise the prices farmers receive for their product. Australia has increased access to world markets over many years due to the quality of our product, its favourable disease
status and world class food safety and integrity systems. Whilst sheepmeat exports have grown substantially, unfortunately both economic and technical trade barriers hinder our industry from realising its full potential. In pursuit of freer trade, SCA works via an industry & Government partnership to ensure that access is not eroded through administrative, regulatory or policy impositions; and to secure a more favourable export market environment through strategic trade reform initiatives. Over the past 12 months we have continued to build international
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SCA CEO Dr Kat Ferme and George Christensen MP enjoying some lamb at a ‘Free Meat BBQ’ at Parliament House
relationships with our export markets, including the TriLamb partnership in the lucrative United States market. We have promoted the sheepmeat industry’s position in the Japan-Australia Free Trade Agreement (FTA) and the KoreaAustralia FTA, both of which will provide certainty for small but growing sheepmeat trades. SCA has also supported market access developments in the Middle East 198
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and North Africa, including the reopening of the Bahrain livestock export trade and the signing of the animal health protocols necessary to reopen the livestock export trade to Iran. SCA will continue to work with industry and Government stakeholders to improve market access for sheepmeat, and improve the farm-gate returns of Australian producers.
FOOD
Sheepmeat Council of Australia Sheepmeat Council of Australia (SCA) was formed in 1979 and is the peak national body representing and promoting the national and international interests of Australian lamb and sheepmeat producers. SCA’s key role is scrutinising the performance of and setting the strategic imperatives to be pursued by the levy funded bodies, Meat & Livestock Australia (MLA), Animal Health Australia and the National Residue Survey. Our aim is to ensure the best investment of the levy funds, and that producers are receiving the benefits at the farm gate. SCA also develops national policy on issues affecting sheep producers and lobbies the Federal Government to achieve better outcomes for producers. For 2014/15 SCA’s market access reform focus, on behalf of our members, will be to ensure that sheepmeat is a recipient of advantageous outcomes from the suite of free trade agreements (FTAs) currently under negotiation including the: • Australia-China FTA; • Australia-Gulf Co-operation Council FTA; • Trans-Pacific Partnership negotiations; • Australia-India Comprehensive Economic Cooperation Agreement; • Indonesia-Australia Comprehensive Economic Partnership Agreement; and • The Regional Comprehensive Economic Partnership.
Company Information INDUSTRY
Food HEADQUARTERS
Canberra FOUNDED
1979 EMPLOYEES
Dr. Kat Ferme - Cheir Executive Officer, Ian McColl - Vice President, Jeff Murray - Vice President
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BridgeCrest
Medical, Inc. Better Health and Safety in Construction
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BRIDGECREST MEDICAL, INC. EMPLOYEE HEALTH AND safety are crucial concerns for any construction company. Employers can often be surprised by potential dangers to employee health such as heart failure, hearing loss, and lung damage. In the 21st century, we now have to power to proactively monitor and address employee health concerns before they become more serious.
BridgeCrest is a digital platform that closely monitors and runs diagnostics from two water bottle sized moÂŹbile health devices which connect to a smartphone or tablet via Bluetooth. Simple to set up and use, this application stores crucial information in the cloud, where safety professionals
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and doctors can carefully analyze and give immediate medical reports. Additionally, the system automatically provides employers with alerts and suggestions to improve their employee productivity. This easy turnkey solution provides state of the art surveillance that can significantly reduce accidents and liability costs. What are the credentials of this company?
BridgeCrest partners with the industry’s leading medical doctors. In developing its product, BridgeCrest works with Dr. Steven Steinhubl, Director of Digital Medicine at the Scripps Translational Science Institute. Together, Dr. Steinhubl works with the BridgeCrest Medical team to identify devices that can positively impact your employee surveillance program and bottom line. Their system is currently in operation in the USA, Africa and South America. Besides typical use cases such as cardiac health, lung health and hearing loss the system provides rapid diagnostics to closely
CONSTRUCTION
track the spread of drug use and infectious diseases such as malaria or dengue fever. With a global distribution network and the ability to work without cell connection, the BridgeCrest platform can operate anywhere.
Co-Founders of BridgeCrest Medical, believe that the system has broad applications for the industry as a whole. “Our low cost occupational health technology platform benefits both employers and employees – it’s a win-win”.
How effective is this program?
Innovation at Hand
Some clients have been able to save thousands of dollars in work related costs. “BridgeCrest has helped me to identify pending health problems to save on insurance costs, protecting my bottom line.” Alex Dolginov, Dolan Realty San Diego, CA. Nathan Klarer and AJ Cawood,
The BridgeCrest service differentiates itself from other devices by incorporating realtime telemedicine assistance. Suppose that an employee fractures an arm or requires immediate CPR instructions in the field. Using BridgeCrest you can receive immediate video and
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CR OIM NSATMM E EDICAL, INC. B D PA G EN CYR E audio medical attention through a partnered telemedicine system that operates through the same tablet or phone used to collect diagnostic data. The company believes that as a custodian of your data they
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have the utmost responsibility for its integrity. The system ensures the highest standard of security and HIPAA compliant integrity. The technology revolution for medical devices can be extended
CONSTRUCTION
to many fields: transportation, natural resource production, and humanitarian efforts; the possibilities are endless. BridgeCrest is a true bridge for health data and actionable results to reduce work related accidents and insurer liability. This system can and should be rapidly utilized.
Company Information INDUSTRY
Construction HEADQUARTERS
12255 EL Camino Real, San Diego CA, 92130 FOUNDED
2013 EMPLOYEES
Nathan Klarer, AJ Cawood, Dr. Steven Steinhubl, Michael Holland
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John Holland Rail
Building Infrastructure and C
GM of Operations Richard Stewart discusses John Holland the corporate culture that helps the business and its comm Written by: Sasha Orman Produced by: Nick Ledue
Community
d Rail’s most recent projects and munities thrive
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JOHN HOLLAND RAIL
John Holland Rail track services
WHEN YOU THINK of railways in Australia, you may think of John Holland Rail. As the owner and operator of 30 percent of Australia’s government- and corporate-owned railway networks, as well as the owner and operator of the largest and most technically advanced fleet of railway maintenance and construction equipment, John Holland Rail is 208
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the largest private operator of the infrastructure in Australia. With specialization in everything from planning and construction to maintenance, John Holland Rail offers a complete approach to railway infrastructure that sets it apart from the competition. “I do believe it is a very unique value proposition in the market
S U P P LY C H A I N Richard Stewart
– there are railway operators, railway maintainers and railway constructors, but there is no other company that offers that full life cycle,” says Richard Stewart, General Manager of Operations at John Holland Rail. “We selfperform, and we have a very large in house engineering and project management capability. We have 2,500 John Holland people working on railway projects at the moment and another 4,000 subcontractors. So we are a large employer, and people are really at the center of our values.” Moving Projects Ahead with Efficiency As a major force in Australia’s railway industry, John Holland Rail’s portfolio is full of complex and vital projects significant to the country’s development – projects like Perth City Link. “If you’re familiar with Perth, its central business district is basically split right down the middle by its railway lines – Perth Central Station sits between an area called Northbridge and the actual
business district of the CBD, and over the years it’s created a bit of a divide in the city,” says Stewart. With the Perth City Link project, John Holland Rail succeeded in the daunting task of bridging that gap while keeping Perth’s commuters moving in the meantime. “The Perth City Link project w w w. j o h n h o l l a n d . c o m . a u
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JOHN HOLLAND RAIL was about sinking a section of the Fremantle rail line underground, so that the land above could be developed, effectively bringing the two parts of the CBD together,” says Stewart. “It was a very complicated project because we had to keep Perth Station and the train network operating all the way through the project. That meant several rail slews to divert the existing railway into temporary lines to open up areas we needed to work in to build a new cut and cover tunnel and railway infrastructure underground. That’s an exciting project, and I think it’s really changing the face of Perth CBD forever for the better.” Other notable recent projects from John Holland Rail’s portfolio include the Southwest Rail Link to connect new homes in Sydney and prepare suburbs for further development; the $4.5 billion Victoria infrastructure project – Regional Rail Link - that has John Holland completing two of six segments, the Southern Cross Station and the City to Maribyrnong River sections; and the recently completed Sydney Inner West Light Rail extension, which doubled the
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size of Sydney’s light rail system by extending it to Dulwich Hill, through the main shopping precinct and Sydney CBD, and eastward toward Moore Park, Sydney’s cricket grounds and football stadium, and the University of New South Wales. “A key thing to note is that they have been completed significantly ahead of schedule,” says Stewart, explaining that the company utilizes an array of efficiency techniques, including modulization and prefabrication offsite, to meet these goals. For its Springvale Road Rail Alliance project, for instance, John Holland Rail engineers were able to condense a projected nine months of weekend work down to a finished project in 20 days backto-back while still maintaining the needed quality of work. As with any industry that can potentially cause disruptions and disturbances in the lives and schedules of everyday citizens, John Holland Rail recognizes the importance of meeting and exceeding schedule projections. “When you’re causing these disruptions to local communities, the quicker you can
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JOHN HOLLAND RAIL get out of there and let them get back on with it, the better it is. I think we’re well recognized for achieving that that among all the communities in which we’ve worked.” Focusing on People Railway construction may be John Holland Rail’s business, but the factor that drives that business is the people behind it. “Our tagline is ‘Powered by People’ – I think that is really the sentiment of our values,” says Stewart. “Innovation and care
are two of our core values, and we are really connected to enhancing the wellbeing of all our people.” The best way to protect your employees is by offering them a safe work site, and John Holland Rail is committed to safety. “We have an unwavering commitment to safety – safety is at the heart of what we do,” says Stewart, noting that the business has developed powerful strategies to meet mandated global safety requirements. “All of our projects must ensure that they are
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meeting those requirements as absolute minimum standards. Our people are very clear about our expectations in relation to safety, and that is strongly supported by leading indicators.” It is through these strategies that John Holland Rail has reached such achievements as a lost time incidence frequency rate of 0.08 per million man-hours.
monthly board review.” John Holland Rail boasts several examples of this community outreach activity, including the work that its staff did at a neighboring elder care facility while conducting work on its Cronulla rail line upgrade and duplication project. “We were duplicating a line from Sutherland to Cronulla, and we had a project office at Sutherland Building Communities and those project offices were But this focus on people does next to an aging care center,” not solely apply to its employees, says Stewart. “Our people on that either – John Holland Rail is also project dedicated their own time to committed to positively impacting do some landscaping of the aging and improving the communities care home grounds, updating the in which it builds. “Community kitchen and retiling, as a ‘thank relations are something we’re you’ for putting up with us being very strong on,” says Stewart. “All next door to them for an extended of our projects have community period of time.” initiatives embedded in their John Holland Rail workers have delivery – things like assisting skills achieved a number of successful within the local communities near community initiatives, from raising projects we’re working on, working $150,000 in donations for New with local community groups on South Wales-based children’s initiatives that they’re looking to hospice care facility Bear Cottage implement, and aiding healthcare to partnering with Camp Australia organizations and local care centers. for a two-day program over school We spend millions of dollars per holidays for children of workers on annum initiating these projects John Holland’s South Morang Rail and monitoring them as part of our Extension project. “It was a very w w w. j o h n h o l l a n d . c o m . a u
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Work on the Regional Rail Link in Melbourne is progressing well.
JOHN HOLLAND RAIL simple initiative, but one that was very powerful,” says Stewart. “We brought the kids in to a designated safe area within the construction site, introduced them to engineering and construction as a career and gave them backpacks filled with goodies including a children’s hard hat, vests, disposable cameras so that they could take pictures. We got some different games going on, and were just trying to give a little back to the community – looking after kids for a couple of days during the school holidays, so that parents didn’t have to worry about child care for those days.” John Holland Rail also works extensively to promote diversity, from its commitment to increase female participation to 20 percent by 2015 to its extensive work with Australia’s indigenous communities through such projects as its Career
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Tracks Strategy. This program in particular works to provide education and training opportunities for indigenous peoples, especially those in rural areas. Stewart cites the company’s Roy Hill Rail program in Pilbara, Western Australia – a 390km railway running from the Roy Hill mine to Port Hedland – as a prime example of John Holland outreach. “There we have three groups we’re working closely with to see how we can leave a legacy there for those communities,” he says. “We also look to partner with local indigenous companies and work with them to help train them and get them up to the level we need to be able to work for us – and hopefully lead a legacy for them to continue working with others when we move out of the area when our projects are complete.”
“We self-perform, and we have a very large in house engineering and project management capability. We have 2,500 John Holland people working on railway projects at the moment and another 4,000 subcontractors. So we are a large employer, and people are really at the center of our values – Richard Stewart, General Manager of Operations at John Holland Rail w w w. j o h n h o l l a n d . c o m . a u
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A Legacy to Uphold “John Holland is steeped in culture,” says Stewart, noting that the company has recently turned 65 years old. “Our founder John Holland was an incredible person – an engineer who served in the Special Forces during WWII, he 218
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really brought the values to the organization. That legacy still lives on in every one of our projects That pride in a job well done and a community linked closer together shines through in John Holland’s people to this day. “That’s one thing I’m most proud of, that I get to be
S U P P LY C H A I N
Company Information INDUSTRY
Supply Chain, Rail HEADQUARTERS
Melbourne, Victoria FOUNDED
1949 EMPLOYEES
1,600 REVENUE
$1.4 Billion PRODUCTS/ SERVICES
Rail Construction Projects / Infrastructure
involved in some of these really life changing projects. To get involved at the start, when we come up with these concepts, and see them implemented and then to see the community taking them up – there is a lot of pride in me and the team to e able to see what we’ve done.”
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Data#3
Continuous improvement giv the competitive edge
Data#3 has achieved longevity in a fast paced environ thanks to continuous improvement Written by: Abigail Phillips Produced by: Nick Ledue
ves Data#3
nment
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D ATA # 3
Braeside tour
DATA#3 IN ITS original guise was established in 1977 when Powell, Clark and Associates (PCA), a prominent IBM support organisation was established to offer professional consulting, application development and data processing services to companies. PCA developed to become a leading IT software consultancy specialising in developing and implementing software applications for small to medium sized organisations across a range of industries. In particular it established an excellent reputation as the largest supplier of IBM-based software for 222
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private hospitals in Australia. In 1984, Data#3 was born. PCA joined forces with Albrand Typewriters & Office Machines Pty Ltd., an IBM typewriter dealer with an excellent reputation and a wealth of experience in the field of office equipment and supplies. The strongly solutionsoriented approach adopted by PCA was carried through as a guiding principle for Data#3 – as was a clear understanding that maximising return from investment in Information Technology for its customers needed to be central to everything it did.
TECHNOLOGY
Data#3 moved ahead to become one of Queensland’s first personal computer dealerships and the first reseller of IBM’s “mid-range” multi user computing systems. Today the company has evolved from a Queensland-oriented office equipment and PC reseller into one of Australia’s leading Business Technology Solutions companies with over 900 people operating from twelve locations across the country. Data3 booth
Continuous Improvement & Agility In the fast moving technology industry, continuous improvement isn’t an option, but a necessity and Data#3 as an organisation is acutely aware of this. As Managing Director, John Grant explains, “We are focused on growth; however we are mindful that as we grow, agility has to remain one of our core attributes. We have built a culture responsive to technological change – one that encourages entrepreneurialism within the business and that gives our employees the scope to think and act on the job.” Data#3’s continuous
improvement strategy focuses predominantly on people and processes – the management and the development of individual skills, organisational excellence and technological advancement. “At Data#3, organisational excellence isn’t just a buzzword. Together with developing the best people in the industry and solutions that stand out from our competitors, organisational excellence is central to our strategy to deliver success to our customers. It’s something that we put into practice and strive for every day,” says Grant.
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phone: +61 2 8019 7254
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C O M PA N Y N A M E
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SECTOR
John Grant
BARRACUDA NETWORKS, INC
Barracuda provides cloud-connected security and storage solutions that simplify IT. These powerful, easy-to-use and affordable solutions are trusted by more than 150,000 organizations worldwide and are delivered in appliance, virtual appliance, cloud and hybrid deployments. Barracuda’s customer-centric business model focuses on delivering high-value, subscription-based IT solutions that provide end-toend network and data security. Products & Solutions: Security - Defend networks against evolving threats •
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Website: www.barracuda.com w w w. d a t a 3 . c o m . a u
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D ATA # 3 “We work very closely with our customers, monitoring trends and expectations, so that we deliver what they need, when they need it. We have also taken a very purposeful stance on efficiency, implementing many of our business processes in electronic workflow systems – one of the first to do so in Australia.” Operational Excellence & Automation When it comes to organisational agility and improvement, Data#3 recognised that automation would help improve its processes. Today the business has fully automated many of its internal processes across sales, marketing, HR and finance. Similarly, many of its external facing processes including interactions with customers and supply chain are also completely automated. “Implementing an integrated approach to the business we do with our customers and partners has been central to our continuous improvement efforts,” says Grant. But, knowing the impact its people can have, Data#3 didn’t 226
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just stop at process automation. In 2013 the company also instigated a program called “3 Million Minutes of Productivity” the aim of which was to chase a dollar per minute to benefit the bottom line of the business. “It was a companywide effort and in total we generated more than 3.3 million minutes of productivity. Continuous improvement is and always been at the top of our corporate agenda,” says Grant. People Management & Training When it comes to building a culture that has customers at its core, equipping its people with the required skills and capability is critical for success and Data#3 has been at the forefront of this for some time. Over 10 years ago, the company introduced an online system for professional and personal development. Implementing Skillsoft (an elearning solution that includes digitised books, videos, simulations, a learning management system, and content development tools as the foundation for the program), Data#3’s people and contractors have access to education course
TECHNOLOGY
content, information about their job role, reference libraries, health and safety material and much more online. Together with its performance management and career development systems, it provides each individual with a bespoke education path that guides them through their own development plan. The online system is accompanied by regular face-to-face workshops and specialised external training where appropriate. For Data#3’s people, continual improvement and development is an ongoing process. “We want our people to be the best they can be and believe it’s our responsibility to provide them with access to the tools and feedback they need,” says Grant.
the stage where we had squeezed all of our resources,” says Grant. “What’s more, technology provision was becoming very competitive and very margin sensitive and consequently demanded lower cost structures. We came to the conclusion that the only way to do this was to automate.” The supply chain automation project was tackled in two parts – firstly from the supplier end with automation of product and pricing information, electronic purchase orders and electronic customer invoicing, and secondly from the customer end for quotation, requisitioning and ordering. In its final stage of implementation, Data#3’s supply chain offering is fully integrated from customer quotation, requisition and order Supply Chain Management placement and tracking through Data#3 is one of Australia’s largest to purchasing and invoicing. resellers of software and hardware Using a quotation, configuration and as such is required to handle and ordering system, Data#3’s large volume of physical and implementation is very sophisticated virtual goods. With this in mind, and has set it head and shoulders growth has brought with it logistical above the competition. stumbling blocks. “With volumes “We believe we’re the only IT increasing, we eventually got to reseller in Australia to implement w w w. d a t a 3 . c o m . a u
4G* VGA LAN USB HDMI SD
OMG Portégé Z10t the Ultrabook™ & 4G* tablet in one. Together. Apart. Connected for business. Ultrabook.™ Inspired by Intel.
mytoshiba.com.au * Selected models only. Powered by Intel® Core™ i5 processor (other processors available). Intel, the Intel Logo, Intel Inside, Intel Core, Ultrabook, and Core Inside are trademarks of Intel Corporation in the U.S. and/or other countries.
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a fully automated supply chain.” says Grant. “Our intention was always to ensure our customers had certainty and visibility in their order processing, and integration that gave them the best products at consistently low prices within a quality experience. From our point of view it drives down cost, which ultimately filters down to customers in the prices they pay.” Looking to the Future Data#3 is pioneering in its approach, and its longevity in a fast-paced industry is testament to that. The company takes pride in being one step ahead of the game when it comes to understanding and then reacting to industry trends. Proof of this comes in the company’s delivery of its solutions across a multi-dimensional consumption model it calls Hybrid IT – an integrated combination of on-premise, outsourced and cloud delivered software and infrastructure. In addition to its traditional operations including reselling its partners’ cloud services, it has invested in its own Data#3 cloud and has had some early and significant acceptance by customers.
SUPPLIER PROFILE TOSHIBA (AUSTRALIA) PTY. LIMITED Toshiba Information Systems Division (ISD) is a leading notebook vendor in Australia and New Zealand. Uniquely focussed on mobile computing, Toshiba has a broad product portfolio that includes Ultrabooks, tablets and visual products. Equally unique amongst vendors, Toshiba is 100 per cent channel-centric and works in close partnership with their channel partners. Toshiba’s leading innovation includes pioneering many technologies that are now industry standards such as the miniaturisation of hard drives and batteries plus the development of industry leading computer screens with a focus on quality and reliability. Toshiba’s computer solutions offer improved productivity and direct cost savings to benefit business and ensuring a competitive edge.
Website: www.mytoshiba.com.au w w w. d a t a 3 . c o m . a u
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“We are helping our customers transition their IT environment to a Hybrid IT service model by providing both the guidance and the ability to do so. As such they are able to gain the commercial benefits of doing so at least risk, a formula we’re proud to be able to offer.” John Grant, Managing Director
TECHNOLOGY
“We are helping our customers transition their IT environment to a Hybrid IT service model by providing both the guidance and the ability to do so. As such they are able to gain the commercial benefits of doing so at least risk, a formula we’re proud to be able to offer,” concludes Grant.
Company Information INDUSTRY
Technology HEADQUARTERS
Brisbane, Queensland, Australia FOUNDED
1977 EMPLOYEES
900 REVENUE
$771 Million PRODUCTS/ SERVICES
IT software, hardware, services and recruitment
JuiceIT2013 Brisbane w w w. d a t a 3 . c o m . a u
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