MINERAL TECHNOLOGIES
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THE GOURMET GUARDIAN
November 2017
TOP10
Busiest airports in Australia
A mainstay in Australia?
EXCLUSIVE
An interview with Bill LeBlanc, Executive Director and CIO at Royal Adelaide Hospital
A benchmark in healthcare PLAIN SAILING
With Northrop & Johnson’s Cameron Bray
The source of value
Procurement executives across the globe continue to see the potential they can unlock throughout the supply chain. They understand that business today is about engaging, collaborating, adapting instantly to evolving needs, and finding new sources of value. Getting that value, however, can prove a challenge.
FOREWORD HELLO AND WELCOME to the November edition of Business Review Australia. Our first story charts a course into the Australian yachting industry with Cameron Bray, Founder of superyacht broker Northrop and Johnson. A recipient of the Gold Coast Young Entrepreneur of the Year Award, Bray has achieved much in his 38 years to date. Find out more about him and the industry in our feature. From yachts to food, our second feature looks at a new arrival into Australia’s fried chicken space. 4Fingers, already hugely successful in Singapore, has arrived to take on
the established players in the market. Another exclusive food insight comes from our interview with The Gourmet Guardian, started by a chef determined to improve hygiene standards across the industry. Other exclusive insights come from SA Health, BENCHMARQUE and Mineral Technologies. Finally, our top 10 looks at the busiest airports in the country. An industry that is rapidly expanding as airlines open up more routes, Australia looks set to benefit from increased tourist and business travel in the coming years.
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Enjoy the issue!
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CONTENTS
F E AT U R E S
36
SA Health
INSIGHT
06 Cameron Bray, founder of Northrop and Johnson Aus superyacht industry TECHNOLOGY
16 62 BENCHMARQUE
TOP 10 LIST
Headline for 26 00 the article Top 10 Australian airports
C O M PA N Y PROFILES HEALTHCARE 36 SA Health
FOOD & DRINK 62 BENCHMARQUE 72 The Gourmet Guardian/Prime Skills
MINING 82 Mineral Technologies 92 Bassari Resources
82
Mineral Technologies
72 The Gourmet Guardian/ Prime Skills
92
Bassari Resources
INSIGHT
sailing
Plain
Cruising from Positano to Pittwater on a 36m yacht is something we all dream about, but for Northrop & Johnson’s Cameron Bray it’s a reality. He tells Niki Waldegrave how Australia’s sailing industry is “growing up” Wr i t t e n by N I K I WA L D E G R AV E
INSIGHT
Bel’Mare - 85ft Motor Yacht charter in Fiji
THE NAME’S BOND, James Bond … Actually, it’s not. It’s Bray. Cameron Bray. But his life certainly sounds as shaken and stirred as that of the 007 agent – all 120ft superyachts, celebrities and Rolls-Royce parties. “It’s pretty cool, but it’s not without its challenges, trust me,” laughs Bray, who at 38 years old recently received the Gold Coast Young Entrepreneur of the Year Award. “We’ve put Rolls-Royces on helipads. We’ve had watch and helicopter launches – you name it, we’ve done it all, using a superyacht as the 8
November 2017
PLAIN SAILING
backdrop for the platforms.” In 2016 his company, Bray Management, forged an alliance with superyacht charter operation Northrop & Johnson, and it’s been the catalyst for significant developments for the Gold Coastbased yachtie and his company. As well as working with large corporates, the last year has seen Northrop & Johnson Australia expand from two to 12 superyachts,
making it the largest in the country. A one-stop-shop, it does everything from sales, purchase and new construction, and is the only superyacht charter company in Australia to have dedicated charter management and charter retail teams, allowing it to service brokers and clients from Australia and overseas. “We pride ourselves on being a credible, trusted source,” adds Bray, “and whilst it’s looked at as industry 9
INSIGHT for rich boys’ toys, for us it’s our job, it’s our profession and we take it incredibly seriously. It’s a sustainable industry that feeds a lot of people, and not just in Australia. We’ve got clients in countries including Greece, Fiji, France, Sardinia and Croatia. “A lot of high-end clients have had experience working with international brokers so they just go back to them because that’s what they’re used to. But our Australian clients say we
offer them an as good a service, if not better, with someone who speaks their own language and culture. “Their feedback has been, ‘it’s great to be able to actually talk to somebody in our own time zone about this, rather than dealing with them overseas’.” He’s focused on growing the company – which has gone from two to five employees in the last 12 months, and is currently in the process of opening a Sydney office.
“We’ve got such a diverse usage of our waterways, from Sydney Harbour through to the Great Barrier Reef and everywhere in between” – CAMERON BRAY, MANAGING DIRECTOR AUSTRALIA AT NORTHROP & JOHNSON
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PLAIN SAILING
Australia has a very rich maritime culture, with 98% of the population living on the coast, and Bray says our sailing industry is growing up, along with the chartering industry. “We’ve got such a diverse usage of our waterways, from Sydney Harbour through to the Great Barrier Reef and everywhere in between,” he adds. “There’s such a
diversity you can actually cruise 365 days of the year, whereas in a lot of other places in the world, they’re quite limited to the periods in which they operate their vessels. “We’re seeing an increasing trend of yachts staying more permanently based in Port Douglas and Cairns, because we’re finding that more international clients are interested in chartering those areas in what is the northern hemisphere winter. 11
INSIGHT “And I think that goes hand in hand with larger yachts coming into the market. That means more international clients familiar with chartering the larger yachts have a greater selection and greater option of yachts to pick to charter in Australia. “As we’re getting a greater depth of wealth here, the size of the yachts just get bigger. We’re seeing guys who used to buy yachts at 60 to 90ft now looking at 100 to 130ft.” Flagship fleet One of the company’s seriously sexy vessels is Sahana, a 120ft beauty, which costs $20,000 a day to hire. She looks and feels more like a New York penthouse than a yacht, and is based in Sydney over the summer months and in the Whitsundays and Great Barrier Reef over the winter. Today show host Karl Stefanovic was recently snapped by the paparazzi canoodling with his new girlfriend, Jasmine Yarbrough, on its deck. “Sahara breaks from convention of what you’d expect a yacht to be like, in terms of its colouring and materials,” adds Bray. “She’s one of the largest volume yachts in Australia 12
November 2017
and the interior is impeccable. “It meets the world standard. You could easily put her in the middle of the Mediterranean and she’d fit in perfectly.” Another favourite is Spirit, a 115ft yacht who underwent a facelift in 2017 and boasts a wet bar, Jacuzzi, five staterooms and a back platform that lowers hydraulically under the water, meaning it can be used as a platform to dive off or just to dine alfresco at water level. “It’s incredibly versatile,” adds Bray, “and being a catamaran, it’s got a wide beam and was designed to explore the further reaches of exotic destinations like New Guinea and the Solomon Islands. “There’s also extra accommodation for crew and local guides if you do want to go further afield from your traditional cruising locations.” Sailor at heart Bray grew up with an affinity for the ocean, and got his first taste of superyachts in France, working as a deck hand for a Saudi princess on a 52m vessel when he was a 22-year-old traveller looking for adventure. They formed a bond, and he would
PLAIN SAILING
13
INSIGHT
take the princess and her children out water skiing and wakeboarding. “It was an incredible experience,” he recalls. “I was getting paid to see Europe and loved every second of it. I soon realised it’s something I’m good at too, and built a good relationship with the owner and her guests.” He was asked to stay on as a permanent employee so enrolled 14
November 2017
on sailing courses, explaining, “I thought, ‘whatever I’m going to do, I may as well do it at the top of my game’, so I figured I’d put superyachts and business together and try and make a life out of it.” The gamble paid off, and as well as joining forces with Northrop & Johnson, he was recently elected chair of the Superyacht
PLAIN SAILING
Tourism Australia Aquatic and Coastal Film
Queensland committee, an arm of peak industry body Superyacht Australia, which he is a member of. “I’m part of some major working groups that are lobbying government to change particular legislations and rules,” he adds. “We’ve had a couple of wins and we’re getting good traction in other areas. “That’s something I’m incredibly
proud of professionally, to be part of a change for a much bigger agenda than mine; to be having an influence and changing an entire industry for everybody to benefit. “It’s incredibly rewarding and for the first time, we’re starting to see recognition for superyachts and our industry cross over in to the mainstream. Whether it’s our yachts or ones managed by other companies, the main thing is we want to see destination Australia effectively being the winner here. “The supply chain benefits throughout the entire industry of yachts, which is the most important thing because then everybody wins. We’re very excited about the future because there’s still so much potential to be realised, and we have a very sustainable industry that will continue to grow.”
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FOOD AND DRINK
A mainstay in Australia? Written by OLIVIA MINNOCK
FOOD AND DRINK
19bn
$
How do you disrupt a industry? 4Fingers Crispy Chicken hopes to offer Australia ‘good, honest fried chicken brimming with attitude’
STEEN PUGGAARD DESCRIBES himself as a veteran in the food and beverage industry, a bold claim backed up by no less than 20 years of experience. He has held senior roles in marketing and management across Europe and Asia Pacific, including at McDonald’s and Burger King as well as Michelin-starred Les Amis. In his current role as CEO of Singaporeborn franchise 4Fingers Crispy Chicken, he blends this knowledge to create a fast-casual dining experience that’s about just that: the experience. “I’ve been lucky to work in traditional fast food as well as in the fine-dining end of the category,” says Puggaard, “and I’ve tried to cherry-pick the best of both worlds.” 18
November 2017
4Fingers is a fast food chain that sees itself in a different league to McDonald’s or Burger King – though the franchise’s website does allude to taking on a certain Colonel. For Puggaard, 4Fingers is “disruptive”: it focuses on unique branding and customer experience – from music to interior design – and a healthy, sustainable, freshly prepared product that’s a far cry from a deflated drive-thru burger and fries. According to IBIS, the Australian fast food industry is worth $19bn and it grew by 3.9% from 2012-17. It currently employs 153,332 people across 24,893 businesses in the country. Though tapping into this well-established industry as a new brand may be daunting, Puggaard
4FINGERS CRIPSY CHICKEN
KFC, A MAIN RIVAL OF 4FINGERS, EMPLOY S OVER 30,000 AUSTRALIANS AND SERVES OVER 2MN CUSTOMERS EACH DAY insists it is an opportunity rather than a challenge. “As a young and relatively new brand, we can shape ourselves to match current trends and consumer demands, staying relevant and competitive. This is especially true in a market so saturated with established food chain. People are not looking for another cookie-cutter fried chicken joint.” IBIS also stated revenue for the coming year would be driven by “rising prices as demand for premium products increases”.
As such, Puggaard’s confidence in his quality, higher price brand is not unfounded for its Australian future. Indeed, Wiley reported in a 2016 survey of Australian consumers that key food industry trends are focused on health and well-being along with sustainable consumption. It was also found that healthier options for convenience meals, as well as more choice, such as gluten-free options and a range of vegetables, are in increasing demand. Consumers were 19
FOOD AND DRINK
Steen Puggaard CEO, 4Fingers Crispy Chicken
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November 2017
4FINGERS CRIPSY CHICKEN
r he ot an r fo g in ok lo t no e ar e pl “Peo cookie-cut ter fried chicken joint” – Steen Puggaard, CEO, 4Fingers Crispy Chicken
said to be increasingly spontaneous in their eating habits, ditching the weekly shop to buy fresh ingredients multiple times a week, and to experiment with flavours and recipes from across the globe. Wiley concluded that “the food industry in 2016 will revolve around trends of convenience, sustainability and consumer preference” with “a continued rise in easy meals, fresh products and healthier options”. 4Fingers is a clear extension of the needs and high expectations Australians have for the fast-casual dining industry. Aside from a quality product and careful branding, the 4Fingers CEO has much more to offer. From 20132017 in Singapore alone, Puggaard has taken the chain from a turnover of US$1.4mn to US$30mn. He puts this down to thinking like a corporation but acting like a startup.
“It’s about structuring the business strategically to meet long-term goals, with the added energy, passion, and fearlessness that you can often find in start-ups. I have an amazing team of professionals who have joined 4FINGERS because of our small size, not in spite of it.” Puggaard continues: “We’re always looking at new ways to meet our customers’ demands, and to capture and defend the market share, never staying comfortable for long.” He feels expansion into Australia has been a “calculated step” which will help the company align its brand and food to a western market, with hopes the franchise will spread further overseas to the US and UK markets. Fresh, made-to order chicken is hand-brushed with the customer’s choice of sauce, and 4Fingers uses traditional recipes while borrowing ‘promiscuously’ from a mix of 21
FOOD AND DRINK Asian cuisines. For example, the katsu Chicken sandwich combines mantou buns (a traditional steamed bun popular in Northern China) with kimslaw, 4Finger’s own take on Korean kimchi. Another USP for 4Fingers is its atmosphere: the vibrant, ‘underground’ setting of each store features graffiti from Singaporean street artist Samantha Lo. Since opening as a single store in Singapore in 2009, the 4Fingers Crispy Chicken franchise has spread
KFC HAS OVER 612 STORES IN AUSTRALIA, OF WHICH 160 ARE OPERATED BY KFC AUSTRALIA AND THE REST ARE FRANCHISED
to Malaysia, Indonesia, and this year to Australia. There are now 21 outlets in total: 12 in Singapore, four in Malaysia, two in Indonesia, and three in Australia which opened over the course of a few weeks in June this year. Two stores have been opened in Melbourne and one in Brisbane, and Puggaard sees this as the beginning of overseas expansion into ‘mature western markets’. Although Puggaard insists that “rather than seeing other brands as competitors, we see it as a movement with like-minded brands”. 4Fingers will still have to account for established chains, with the usual players topping Australia’s favourite franchise list: McDonald’s remains the most popular outlet, with one third of Australians patronising its 900+ stores, followed by KFC and Subway. Though 4Fingers is a franchise and its menus remain similar across Asia Pacific, it is aware of the need to vary what it offers each nation. In Australia, it is doing this by embracing local brands such as Capi sodas. Chicken for the existing stores is sourced from Hazeldene’s farm, a family-owned business in Bendigo, Victoria, which produces
4FINGERS CRIPSY CHICKEN
s a w s r e g in F 4 3 1 0 2 In worth US$1.4mn. In 2017 it is worth
US$30mn
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FOOD AND DRINK
“4Fingers caters for a consumer who cares what they put into their body, as well as the impact it will have on the environment” –
Steen Puggaard, CEO, 4Fingers Crispy Chicken
free-range, RSPCA-approved poultry. An extra element is added to the Australian stores in the form of beer from Once Bitter Craft Ales for Melbourne and Fortitude Valley Ales for Brisbane, making this Singaporean brand something Australians can call their own. In Singapore, Malaysia and Indonesia, this effect was achieved by obtaining Halal certification for the multitude of Muslim customers. 24
November 2017
On top of this, the ‘farm-to-fork’ attitude is something that Puggaard hopes will set 4Fingers apart from your average fried chicken joint – and with good reason. 4Fingers firmly believes in the quality of its products as a key selling point, and as such it does not compete on low prices. Of the food he claims to eat once a week himself, as well as feeding it to his young children, Puggaard explains: “We ensure everything we serve is made of
4FINGERS CRIPSY CHICKEN
quality ingredients. Our signature soy sauces have no artificial flavours or MSG.” Chicken is delivered fresh every morning: “We stay true to our farmto-fork concept by offering free-range chicken free from antibiotics, growth promotants, and added hormones or steroids.” In addition, Puggaard adds that the company works “closely with our vendors to reduce our carbon footprint” as well as serving meals in sustainable packaging.
Clearly, 4Fingers caters for a consumer who cares what they put into their body, as well as the impact it will have on the environment, and this stems from a CEO with solid awareness of the customer base. “These days, consumers don’t just want their food served quickly,” Puggaard explains. “They also want it to be tasty, healthy, sustainable, and served with a unique dining experience.” 25
TOP 10
0 1 TOP S
T R O P R I A BUSIEST
a i l a r t s in Au
Looking at the average number of passengers who pass through each year, here are the 10 most bustling airports in the land down under… Edited by OLIVIA MINNOCK
TOP 10
Australia is one of the most geographically isolated land masses in the world: if you’re travelling in and out of Australia, there’s a good chance you’re going by plane. With no fewer than 465 airports in total, Australia ranks as the 17th most airport-rich nation in the world according to ChartsBin.com.
HOBART INTERNATIONAL AIRPORT
10
DARWIN INTERNATIONAL AIRPORT
The 10th busiest of Australia’s many airports, DIA transports 1.7mn passengers per year and is the Northern Territory’s busiest air terminal. DIA is home to Quantas Airlines and is a major hub for Airnorth. It is owned and operated by Darwin International Airport Pty LTD.
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The most active airport in the state of Tasmania, HIA handles just shy of 1.9mn passengers each year. Located in Cambridge, Hobart, it is the hub for Skytraders and is operated by Hobart Airport Pty Ltd. The airport is owned by the Australian government, but is operated by the Tasmanian Gateway Consortium.
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TOP TEN BUSIEST AIRPORTS
CAIRNS AIRPORT
08 CANBERRA INTERNATIONAL AIRPORT The eighth most active airport on our list, Canberra moves an average of 2.8mn passengers each year. Canberra, Australia’s capital, is its eighth most populous city. The airport is run by Canberra Airport Group Pty which purchased it from the Commonwealth Government in May 1998, at which time the airport also included the RAAF Fairbairn base. Canberra has been named Australian Airport of the Year twice in the past decade.
Cairns airport moves over 5mn passengers each year and is one of the biggest air terminals in Queensland. As the fifth most populous city on the nation’s east coast, and 14th nationwide, Cairns draws a great deal of traffic, both foreign and domestic. The airport itself is located 7km from the city’s central business district and is owned by Cairns Airport Pty Ltd, part of the North Queensland Airports consortium.
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TOP 10
ADELAIDE AIRPORT
06
GOLD COAST AIRPORT
As Queensland’s second busiest airport, GCA handles over 6.4mn passengers each year. It’s a major hub for Virgin Airlines and serves possibly the most active tourist spot on the continent. In 2016, work began on Project LIFT, which will increase the terminal’s capacity to meet expected demand, and will include the terminal building, aircraft parking stands and ground transport facilities.
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As a shared focal point for two large airline companies, Virgin Australia and Jetstar Airways, Adelaide is also a hub for Alliance Airlines, Sharp Airlines, Quantas and Regional Express Airlines. This massive airport serves over 8mn passengers each year and is the country’s fifth busiest. As South Australia’s capital, Adelaide is also the fifth most populous city in the country.
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TOP TEN BUSIEST AIRPORTS
BRISBANE AIRPORT
04
PERTH AIRPORT Perth airport caters to no fewer than 12mn flying customers annually. It’s a hub for a host of major airlines such as Qantas and Network Aviation and is currently under the management of the Australian government. Perth is the focus city for Virgin Australia and Jetstar Airways. The site was previously used as an RAAF base which operated from 1942 until the end of World War II, at which point the government allowed domestic flights to use the airport.
Located in Brisbane, Queensland, this expansive airport handles an estimated average of 22mn passengers each year – this is the equivalent of 70,000 people every day. It serves as a hub for a host of major and minor airlines and is owned by the Brisbane Airport Corporation Pty Ltd. Around 21,000 people work at the airport across the 430 businesses based there.
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TOP 10
02
MELBOURNE AIRPORT According to Transport and Regional Economics, Melbourne moves no fewer than 32mn passengers each year. Melbourne is the country’s second most populous city. The airport is owned and operated by Australia Pacific Airports (Melboune) Pty Ltd and is located 22km from the city’s central business district. The leading air fright exporter in the country, the airport was opened in 1970 and privatised to Australian Pacific Airports Corporation in 1997.
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TOP TEN BUSIEST AIRPORTS
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TOP 10
01
SYDNEY AIRPORT Sydney airport transports just under 40mn passengers each year. In 2016, for example, 114,000 passengers used the airport every day. The airport is known locally as either Kingsford Smith Airport or Mascot Airport and is located five miles from the Sydney Opera House. The airport includes an international terminal, two domestic terminals and seven cargo terminals meaning that in addition to its vast number of passengers, over 517,000 tonnes of air freight is handled each year.
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TOP TEN BUSIEST AIRPORTS
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The World’s Most ‘High Tech’ Hospital Written by John O’Hanlon Produced by Glen White
R O YA L A D E L A I D E H O S P I TA L
The new Royal Adelaide Hospital (new RAH) is showing the world how technology can vastly improve patient outcomes in a cost-effective manner: automation and data integration work hand-in-hand to get more people well
O
n 6 September 2017, the doors finally closed on the much-loved Royal Adelaide Hospital as an honour guard of about 100 staff members gathered outside its Emergency Department, spontaneously cheering and applauding as the last patient was wheeled out the doors and carefully loaded into an ambulance for the trip to the $2.3bn new RAH.
This marked the completion of a progressive ‘soft opening’ process. Minor surgical procedures and outpatient appointments had been taking place at the new RAH for some weeks to accustom staff to the different systems. As many as possible of the 600 in-patients had transferred to other hospitals. The remainder were moved across at the rate of approximately 100 a day on 4, 5 and 6 September. The official opening of the new facility can be best placed at 7am
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on Tuesday 5 September, at which point the old emergency department closed to new admissions and the emergency department of the new hospital simultaneously took over. It’s more than 30 years since a new hospital was commissioned in South Australia, so the opening was always going to be a landmark event for the state’s 1.6mn citizens. But the new RAH is much more than added tertiary healthcare capacity. It is the most advanced hospital in the whole of Australia, and the single largest infrastructure project in the history of the State of South Australia. The financing, design, construction and operation of the non-clinical services for the next 35 years was undertaken by SA Health Partnership Consortium (SAHP), made up of Hansen Yuncken, Leighton Contractors, Macquarie and Spotless. SAHP, incidentally, has recently rebranded as Celsus. This
H E A LT H C A R E
“We have had very few issues and we have managed them without affecting our service to the public: I am smiling from ear to ear!” Bill LeBlanc, Executive Director and CIO, SA Health “I started my career in IT at a hospital about 34 years ago and I worked there for four years, went into the private sector and then came back here in 2013 in my present role. When I started the IT was a back-office support function. It supported patient demographics, when they came in and left, what beds they were in etc but the medical notes were largely on paper, the biomedical devices were standalone electronic devices. These days you have convergence of technology, computer controlled biomedical devices and digitised electronic medical records. People at the sharp end of the business, delivering services to patients, now rely on technology to do their daily tasks. Ten years ago, if the technology went down there was little risk of patient harm. Now that risk is real and present. The mission critical nature of technology today has changed the role of the CIO in healthcare.”
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Passion Innovation for life Together we can save with more livespurpose Getinge is a global provider of innovative solutions for operating rooms, intensive care units, sterilization and endoscopic reprocessing departments, endovascular procedures and for life science companies and institutions. Based on our first-hand experience and close partnerships with clinical experts, healthcare professionals and medical-technology specialists, we are improving the everyday life for people – today and tomorrow.
www.getinge.com
Passion for life Getinge has been a strategic partner with SA Health throughout the ten-year journey that culminated in the opening of the new Royal Adelaide Hospital (nRAH) in September. The hospital itself represents a new benchmark in operational excellence and the integration of healthcare systems for the benefit of its patients: with the largest equipment and infrastructure package it has ever delivered, its opening certainly marks a milestone for Getinge. “We are incredibly proud to be a significant part of the team of medtech providers that has worked to supply world-class equipment and medical devices that support both patients and
staff in this new state-ofthe-art healthcare facility,” says Jaylea Strauch, ANZ President of the company. Among Getinge’s leading edge technologies at the hospital are its T-Doc sterile supply management system and the comprehensive infection control products that support the worldleading Central Sterile Supply Department (CSSD) at the hospital. The eight emergency rooms and 40 technical suites are fitted with its integrated technology control centres; TEGRIS for intuitive operating room integration in the technical suites and INSIGHT managing the patient flow throughout the hospital in both the technical suites and
Together we can save more lives
emergency department. This TEGRIS installation is Getinge’s largest in the world: “It provides central control for operating rooms and emergency suites,” explains Ms Strauch, “while our INSIGHT solution manages workflow from emergency admission to outcome – all the way through a patient’s treatment.” As a leading global medtech company, Getinge was able to bring together expertise from round the world, supported by a large team of local service engineers, to deliver unrivalled services at the new hospital. “For us, as for nRAH, enabling positive outcomes for the patient is always the priority,” concludes Jaylea Strauch.
www.getinge.com
R O YA L A D E L A I D E H O S P I TA L
state-of-the art hospital, delivered as a Public Private Partnership under the State Government’s Partnership SA Model and forming part of the South Australian reformed health system, will provide world-class care for the people of South Australia.
expect the new RAH to rank as the world’s leading high-tech hospital for long,” says Bill Le Blanc, CIO of SA Health. “Technology advances fast these days and each new hospital project learns from the last and leapfrogs to the front.” Le Blanc is responsible for all Rooms with a view aspects of ICT across the whole But more than this, of SA Health, leading it can lay a justified a division of 700 claim, at least for ICT specialists with the moment, to responsibility for deliver the most capital and operating technically advanced budgets over $240m healthcare in the annually. Thirty years world, including ago, when medical Number of Employees complex medical, technology was at SA Health surgical, diagnostic emerging, the IT team and support was still looked on as services and ‘super the backroom boys and speciality’ services including renal girls of healthcare, whose main job transplantation, major burns, and was to keep the lights on. The new complex spinal care. The new RAH, since the project was started hospital takes over all the services 10 years ago, has grown up in a of the current RAH and some of the different universe, one in which every more complex services from The stage of planning is strategically Queen Elizabeth Hospital. It will directed by a partnership of IT also provide high quality teaching and medical professionals. and research facilities. “We don’t “The technologies themselves
40,000
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are tried and tested,” says Le Blanc. “We have pulled them all together, borrowing ideas from other new hospital builds round the world in the last decade. What is leading-edge is the sheer amount of technology in a single facility. As for the move, it has gone remarkably smoothly. We have had very few issues and we have managed them without affecting our service to the public. I am smiling from ear to ear.” Nobody wants to be in hospital but if you have to be, the new RAH is the place to be. It has 800 beds, but you won’t find a traditional ward. Every single in-patient has his or her own room with en-suite facilities and, if they are mobile, easy access to outdoor garden areas. A variety of internal gardens, terraces and courtyards provide an interactive and uplifting environment, with internal and external performance spaces accessible to patients, staff, visitors and members of the public. Depressing corridors and waiting areas are also relegated to history - art integrated right across the 10-hectare site celebrates
Geoff Peach, co-Directors of the IT implementation programme at the new RAH Geoff Peach is a hospital IT guru based in Queensland. He has lived out of a suitcase, away from his family for three years to help deliver the new RAH work program. His ability to calmly lead technical teams through complexity while making it all look straightforward has been very impressive. There are a lot of new technologies in this hospital that Le Blanc’s established team were previously unfamiliar with. Peach’s know-how with these emerging technologies combined with a comprehensive big picture view of hospital business operations and deep understanding of supplier sub-contracts has been a critical success factor.
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New Royal Adelaide Hospital partnering with Spotless for asset management, facility maintenance, catering, cleaning, linen distribution, grounds and gardens, patient support and security services. ∙ Image courtesy of HYLC
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H E A LT H C A R E
South Australia’s unique landscape rates than you get in ward based and cultural history, creating a hospitals and reduced readmission welcoming, attractive place of rates.” Without increasing staff healing with the overarching creative numbers, he adds, more patients design theme of “a hospital within can be processed annually with a park – a park within a hospital”. the same number of beds. The Typical of a hospital stay is the trip simple innovation of having opening downstairs for an x-ray, scan, blood windows, looking out on greenery test or other specialist and controlled by the check. Patients at patients themselves, the new RAH won’t has been shown have much of that to to speed healing do, as the hospital is and wellbeing. equipped with mobile equipment that can Designed-in be wheeled into their Number of Employees technology room. Apart from The team dedicated at New RAH CT and MRI scans, to deploying mobile imaging allows technology to this the bulk of x-rays, hospital and its ultrasound procedures, and scope systems number around 200, but investigations to be conducted in the the people who put it to work day patient’s own room for in-patients. by day are the clinical staff. Getting This cuts down on anxiety as they everyone familiar with the systems wait for their turn to come round. ready for the move was the joint All this may sound expensive but: responsibility of the equipment “We believe it is efficient because it is manufacturers and the IT teams: designed to shorten length of stay,” and part of the planning had to says Le Blanc. “We expect better encompass agency staff too. It is clinical outcomes, lower reinfection no longer enough for agencies to
6,500
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Email: info@imatis.com
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send along qualified temporary nurses, who will always be needed to fill gaps in capacity and cover staff leave and sickness, unless they are ready to hit the ground running, so the hospital had to work with the firms it uses to pre-train the people they would send along to the new RAH. When everything is as smart as it can get it is hard to single out what to feature. After only a few weeks, though, some of the new systems are delivering quantifiable results. “I am very pleased with the investments we have made in the clinical data integration (CDI) technology. We are getting early feedback from doctors that this is already helping them make better-informed clinical decisions, resulting in better outcomes for the patients. I have been given examples where treatment decisions, that might not otherwise have been taken, have been made because of the technology they have access to. Better outcomes are already beginning to emerge”. Le Blanc also referred to the
John Edge, co-Directors of the IT implementation programme at the new RAH
Enterprise Patient Administration John Edge brings pedigree System (EPAS) whichahas beenin running very large-scale mission critical IT implemented at the new RAH, from paper the big medical end of town. With the replacing records dependence that modern health services at the old RAH and now being now have on reliable technology, implemented acrosssister South Australia. health’s unlikely industries from This will generate significant an IT standpoint are banking, defence reductions in medication errors and and advanced manufacturing. Edge’s extensive background in executing improve patient safety. This single technology projectselectronic in large banks and system for state-wide global motor vehicle manufacturing medical records now has close to ensured he brought a take-no-prisoners 2,000 users at any given time. approach to deliver a medical grade technology service that is responsive, highly resilient, and always on.
R O YA L A D E L A I D E H O S P I TA L
Automation that benefits patients
The 25 automated guided vehicles (AGVs) that deliver linen, food, surgical instruments and medicines across the hospital work round the clock and provide efficiency savings in terms of porterage and logistics. “The pharmaceutical robots give us efficiencies in staffing but, more importantly, reduction in errors, picking the right drug and dose, and getting that to the right patient,” Le
Blanc enthuses. “There are huge benefits in terms of volumes that can be picked in a day and accuracy. This allows the pharmacists to do what they are trained to do which is to consult with the clinicians on treatment and medical outcomes rather than process-based tasks.” Both of the new RAH’s pharmacies use medication dispensing robots. The system decreases turnaround time for dispensing and reduces
Carestream’s Clinical Collaboration Platform, highly acclaimed and operating in every state in Australia, is a feature-rich enterprise imaging platform for radiologists, specialists, referrers and patients, supporting true collaboration through the patient journey and improving outcomes. Carestream is a worldwide provider of medical imaging systems and IT solutions all backed by a global service and support network. The company is a leader in developing new technologies that address the needs of healthcare providers.
Level 3, 176 Wellington Pde, East Melbourne, VIC 3002 Free Call: 1300 651 786 www.carestream.com/collaboration
ROBOTS IN FOCUS
The largest hospital Automated Guided Vehicle (AGV) fleet in Australia and New Zealand The fleet delivers hot and cold food and beverages, laundry, pharmaceuticals, sterilised items and other supplies as well as several forms of waste between the patient wards and the kitchens, stores and the many other functional areas within the hospital. These flat, stainless steel robotic devices, measuring 1.7m in length, 60cm in width and just over 30cm in height, can carry large trolleys with goods at average walking pace and can talk to lifts, specific doors and portable phones. • • • • •
A fleet of 25 RA-GVs. Contour/Range-sensing navigation. Trolley pick/drop stations with automatic RFID signalling. Automatic Park’n’Charge area. Central fleet control station with automatic scheduling of RA-GV movements plus elevator & auto-door activation controls.
Benefits include: • Greater efficiency & traceability. • Increased safety. • Reduced costs. • Less damage to equipment. • More staff time can be reallocated to direct patient care.
THE 25 AUTOMATED GUIDED VEHICLES (AGVS) THAT DELIVER LINEN, FOOD, SURGICAL INSTRUMENTS AND MEDICINES ACROSS THE HOSPITAL WORK ROUND THE CLOCK AND PROVIDE EFFICIENCY SAVINGS IN TERMS OF PORTERAGE AND LOGISTICS
Hospital AGV’s in Action for New Royal Adelaide Hospital 52
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the amount of inventory required by 20-30% and reduces wastage from expired stock. In addition, there are more than 100 automated dispensing cabinets in patient wings. Nurses input the patient ID and biometric authorisation using staff fingerprints. The cabinet ejects a drawer containing only the medication (and correct dosage) prescribed for the patient. This technology also contributes to the physical security of medicines, cutting the opportunities for drugs, especially narcotics and other controlled drugs, to go astray. Another smart application is the wireless system that tracks such assets as wheelchairs, infusion pumps, barouches. Over 3,200 wireless access points throughout the hospital can locate them in real time via embedded chips and IoT technology, much like triangulation from mobile phone towers. This locates the nearest available asset when it is needed by staff. Additionally, the system allows security officers to locate and attend staff quickly when
“We expect better clinical outcomes, lower reinfection rates than you get in ward based hospitals and reduced readmission rates!” – Bill Le Blanc, Executive Director and CIO, SA Health
they operate a wearable alarm. Within the operating theatres, the integration of clinical data onto monitors allows surgical teams real-time access to medical record information, data captured by cameras on medical scopes, biomedical metrics and x-ray, CT and MRI imaging. High definition video capture and transmission in all theatres and treatment rooms allows junior doctors and students to
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OPERATIONAL EXCELLENCE
Technical Suite
The hospital’s 40 operating theatres, or technical suites, give surgeons a data-rich environment thanks to the ‘clinical data integration’ approach. • Each suite measures 65 square metres • Most suites have large windows to allow in natural light • Critical trauma suites linked to the emergency department and the helipad by “hot lifts” for fast transport of patients • Ceiling mounted swing arms carry up to six computer monitors • Simultaneous data feeds from medical scopes, electronic medical records and biomedical metrics in real-time from the operation • Imaging, including x-rays, CT scans and MRI • Equipped with Clinical Digital Integration (CDI) technology high definition video cameras that capture all procedures on video • Ability to consult with specialists during the operation • Students observing the procedure see more but don’t crowd the theatre • Result: less risk of infection, better outcomes
H E A LT H C A R E
New Royal Adelaide Hospital Tour
be virtually present at an operation. The surgeon can consult with other specialists, and with only key participants present the risk of cross-infection is much reduced. Premiums from partnership
Design changes as technology advances. The building was originally designed to have three separate IT networks - one for biomedical traffic, one for conventional e-health and EMR patient administration data traffic and another for the PPP
partners’ IT systems that operate services like climate control, security and cleaning. However, over the construction period, Multiprotocol Label Switching (MPLS) technology, a data-carrying technique for highperformance telecommunications networks, progressed enough to justify simplifying this to a single physical network. “That was new for government, and relatively new for the industry,” says Le Blanc. “In the past,
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R O YA L A D E L A I D E H O S P I TA L
“The pharmaceutical robots give us efficiencies in staffing, but more importantly reduction in errors, picking the right drug and dose, and getting that to the right patient” – Bill Le Blanc, Executive Director and CIO, SA Health
biomedical data was something you’d always want to isolate physically rather than running it over the same wire as our administrative IT traffic and the builders’ IT traffic. It saved money because instead of having to route and switch networks
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for three different physical fibre networks, we are now on just one.” Since the building has the largest physical footprint in the southern hemisphere, the savings in wiring alone was considerable. Similarly, over the same period,
H E A LT H C A R E
wireless networks developed, so more data traffic could safely be transmitted that way. “When it was first designed we would never have dreamed of running any biomedical equipment data over a wireless network,” Le Blanc says. “A lot of it still is wired but we are now running biomedical traffic over the wireless network as well.” The IT team has to go through a rigorous competitive process when awarding contracts. Value for money is important but in a medical environment it is not the primary parameter. Maybe 10 years ago, hospitals were not so dependent on technology as they are now to perform their core function. Now if some of that technology is not available the hospital will not be able to function. Robustness, stability and reliability are vital, according to Le Blanc. “We look for examples where the technology has been used in other medical situations and if that is not available, in other mission critical industries – banking, finance, defence even. We can’t do it all ourselves. These modern
Paul Lambert, Executive Director of the new RAH Paul is a seasoned health service executive leader and was tasked with overseeing the activation of the new hospital and transitioning services from the old hospital. This involved leading significant business change in almost every element of work practices as well as the complex logistics of the actual move without disrupting services to the public. Lambert ensured that the technology elements were core to, and integrated with, broader hospital work process redesign and training programs for staff. He has been an exemplary leader of change, with over 6,000 employees at the RAH being taken on this change journey.
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R O YA L A D E L A I D E H O S P I TA L
“We are getting early feedback from doctors that CDI technology is already helping them make better-informed clinical decisions, resulting in better outcomes for the patients” – Bill Le Blanc, Executive Director and CIO, SA Health
environments are so complex that you have to have a consortium of service partners who can assist you. We are physically a long way from the rest of the world here – if something goes wrong we can’t wait a couple of days for someone to fly out from Europe or the USA - we need local partners on the ground and that comes into the selection criteria as well.” So, an overseas technology supplier needs to be able to give strong local support. “One of the advantages for us in using that local offering is its tight integration with pharmacy reimbursements
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through our Medicare system which is more difficult for an international provider to keep up with,” Le Blanc observes. Examples include DXC Technology, which provides the iPharmacy pharmacy management system used by the new RAH in common with hospitals across Australia; Allscripts, the partner for electronic medical records and patient administration; Carestream for the medical imaging system and Cerner’s Millennium pathology system. “As far as possible we try to draw a straight line from any technology to show how that contributes to patient
H E A LT H C A R E
L-R Geoff Peach - Bill Le Blanc - John Edge
outcomes,” Le Blanc adds. IT in healthcare is all about finding new and better ways to do things. “We can’t take much of a breather now that the hospital is up and running because there is always room for improvement,” Le Blanc continues. “I am happy that the hospital’s first month has gone so smoothly of course, and that
has been down to every member of my team. We’ve had to ensure that the right people are available to deal with the inevitable speed bumps that come up. And because there is so much technology in this facility we have to make sure that once the patients move in the right technical people are on the spot. We have had a small army
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R O YA L A D E L A I D E H O S P I TA L
RAH Celebration Video
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H E A LT H C A R E
of technical people in the building to address any glitches. For me, it has been more a matter of keeping the executive radar scanning and checking that there is no impact on clinical service delivery.” And he doesn’t take all the credit for IT, applauding the clinical and admin staff whose core skills do not lie in delivering a project of this nature. “Our staff were under pressure delivering high quality service at the old hospital while at the same time working out how the change to a new hospital would affect their work practices. That is a significant workforce change management challenge but they embraced it.” Technology is not about replacing people, he says, more about enabling them.
RAISING THE
Marlowe Bennett is the CEO of BENCHMARQUE, a best-practice hospitality employment business with a difference. He explains how he plans to boost the industry with 100,000 inspired people by 2020 Written by Niki Waldegrave Produced by Justin Nelson
BENCHMARQUE
isn’t your typical recruitment agency, and its CEO Marlowe Bennett is a man on a mission - to attract more than 100,000 personalities into hospitality and events jobs over the next three years. The 10-year-old business not only matches a passionate workforce with its clients – which range from five-star hotels to publicly listed companies across Asia Pacific – it also manages the employment needs of a struggling industry, turning positions into positive careers, steadily steering workers to the top. “We have very high expectations,” says Bennett, “and we foster and deliver truly great service to our employees and candidates. Much the same, these people are then expected to deliver to guests and customers when they work on the front line. “Our environment is very much ‘treat others like you would like to be treated yourself’, and we focus on positive employment experiences to candidates, showcasing the benefits of what their careers may be like, and the lifestyle they can achieve.” It’s a modern approach to bridging the gap and providing the timeline and unique journey from entry level positions to more senior positions, ensuring workers enjoy an interesting and achievable work-life balance. “Everyone has a unique story,” Bennett adds. “There are people in the industry that started out washing
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FOOD & DRINK
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BENCHMARQUE
dishes and now own their own venues, earning well over six figures. It’s important to showcase these stories. It isn’t always easy, it’s a long road – however, it is possible.” Bennett made his first foray into hospitality 23 years ago after his own positive employment experience in guest services at the swanky Ritz-Carlton Hotel in Double Bay. Since then, he’s worked in some of Sydney’s top establishments. He founded BENCHMARQUE in 2006 after spending four years as Assistant Operations Manager, Functions and Events at The Establishment Hotel in Sydney, which is part of the Justin Hemmes-owned Merivale group. “I had a really positive employment experience there and realised that with the casual staffing model, I could work with a business like this, and provide a more unique and tailored service,” he claims. “It all comes back to providing the best service in employment services to our candidates and our partners.” BENCHMARQUE currently turns over $9mn annually and
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has 15 full-time staff, mainly people & culture administrators, coordinators and management, scheduling approximately 40,000 shifts annually for the 400+ front of house hospitality workers through its workforce management and labour hire solutions. “We’re fortunate to have a passionate, engaged team,” he admits, “and it starts with hiring the right people who have worked in the positions we service. My mantra for anyone employed internally, is that they must come from an operations background in hospitality. “They must be able to walk the walk, talk the talk, and have empathy for our front-line staff, candidates and clients to understand intimately what their daily challenges are.” He says one of the industry’s major challenges is a forecasted critical skills shortage of 123,000 people by 2020. “The restaurant industry is going through significant growth,” he adds. “Every restaurant in Sydney is desperate for staff at all levels, especially skilled waiting staff, beverage staff, chefs.”
FOOD & DRINK
“There are people in the industry that started out washing dishes and now own their own venues, earning well over six figures. It’s important to showcase these stories” – Marlowe Bennett, CEO, BENCHMARQUE
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BENCHMARQUE
BENCHMARQUE | Let Us Inspire You
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Believing transferable skills are key, BENCHMARQUE conducts four-hour interviews with entry level recruits, and regularly provides between two to four hours of free training to assess their skills and give tips. BENCHMARQUE partners with tertiary colleges such as Kenvale Hospitality and culinary and events schools to talk to graduates about the benefits and real-life examples of successful and achievable careers in hospitality. It also partnered with the Youth Jobs PaTH programme in September, which combines work experiences with a work trial, training and wage subsidies. “The program aims to provide the longer-term unemployed youth with job opportunities,” adds Bennett. “We’re very focused on inspiring them at a young age, and giving them the opportunity to explore back office administration while allowing them the exposure to see what powers the industry.” Bennett’s mission is to inspire 100,000 people to commence and grow their professional careers by 2020 via a new, secret initiative
he’s working on, transitioning the workers into the industry with the correct skillset. “We want to be the first thought when it comes to providing effective and proven solutions to the industry skill shortage by focusing on the long term, not just the short term,” he explains. “We’re on target to lead the market in this space and provide tangible and realistic solutions to the engagement and skills challenges we all are experiencing, and we aim to nurture these candidates throughout their career by providing positive experiences. By doing this, we begin to create a large network of young professional hospitality enthusiasts to meet the ongoing demands across the country over the next decade.” Two years ago, Bennett discovered engagement was quite low across the industry, so set about researching millennials and what drives them. “They crave mentorship,” he reveals. “They want to look up to someone, be inspired by something, be a part of something positive and to add value.” Ultimately, what BENCHMARQUE
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BENCHMARQUE
“We want to be the first thought when it comes to providing effective and proven solutions to the industry skill shortage by focusing on the long term” – Marlowe Bennett, CEO, BENCHMARQUE
“THERE’S A SHORTAGE OF TRAINED CHEFS AND HOSPITALITY STAFF IN AUSTRALIA” LUKE MANGAN Hear from food and hospitality industry leaders: Luke Mangan - The Inspired Series Marlow Bennett - BENCHMARQUE Ty Bellingham – Lime Hospitality Cherie McGill – Mantra Group about attracting staff, retaining your workforce and accessing incentives to plan and prepare for the future. Tuesday 31 October | 4:30 pm to 7:00 pm | Sydney CBD RSVP Essential ivvy.com.au/event/Hosp17
jobactive.gov.au/path
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Candidate recruitment includes thorough skills assessment, a differentiator in the industry
aims to do is provide staff with a positive emotional connection to employment in hospitality. “Our brand values are to inspire others, grow through learning and lead by example, and if we’re not providing this to everyone that we work with, we won’t be successful in our mission. “Success, to me, isn’t measured in how much money you have – it’s coming full circle and appreciating you’re making a difference, influencing and inspiring other people to do great things for themselves.”
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Guardians of the
and
food health
safety world
The Gourmet Guardian guides food businesses seamlessly through the previously difficult HACCP Certification process to achieve maximum food safety
Written by Dale Benton Produced by Justin Nelson
T H E G O U R M E T G U A R D I A N P T Y LT D
A
s a food manufacturer, food distributor, chef, or a food business owner, ensuring that your food product is of the highest level of quality has always been important, however making sure that it is to highest food safety standard is also the key. In Australia, The Gourmet Guardian does exactly that. The Gourmet Guardian has a growing portfolio of hotels, restaurant groups, catering companies and food manufacturers across the entire Australian continent (as well as in Fiji), providing cost effective and practical food safety solutions including Food Safety Programs, Food Safety Audits and a comprehensive range of accredited and non- accredited food safety training courses. Heading up the company is Mr Gavin Buckett, the Founder and Managing Director of The Gourmet Guardian. A man who, as a chef by trade, soon discovered that his passion for food took him beyond simple cooking and preparation. “In my last role as a sous chef at the Melbourne Exhibition and
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Convention Centre, I was heavily involved in the internal food safety auditing and HACCP side of the business and I actually ended up enjoying that side of the work more than the cooking itself,” he says. While still cooking, it was quite literally back to school for Buckett, earning a Diploma in Food Technology and a further Diploma in Confectionary Manufacture. After another six months, gaining the necessary approvals and qualifications, Buckett re-entered the food industry in 2004 as an approved Food Safety Auditor. “When I finished my Diplomas I really envisioned working for an auditing company, doing regulatory audits and going into business and assessing against certain global standards,” says Buckett. “But The Gourmet Guardian has become much more than that. While we do conduct regulatory audits when needed, but now spend most of our time working side by side with a food business to look at what they are currently doing, then we help them make their product and processes safer, helping them achieve global
FOOD & DRINK
Gavin Buckett and Angela O’Brien-Buckett (Directors)
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food safety certifications including HACCP, BRC, WQAS and FSSC 22,000. The certifications not only make their products safer, but also enables them to grow as a business.” One of the most important certifications in order for a food manufacturer or distributor business is the Hazard Analysis Critical Control Point (HACCP) Certification. This is an internationally recognised preventative management system that analyses the physical, chemical and microbiological hazards in their business - from raw material production, procurement and handling through to preparation, manufacturing, distribution or consumption. It becomes clear then - No HACCP Certification, no business security and Buckett, through his practical experience working in kitchens (on the other side of auditing), understands the challenge of working in and managing a kitchen whilst obtaining HACCP Certification. “A lot of people have negative feelings towards the HACCP. They think that it’s a difficult timeconsuming process, that involves a
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The Gourmet Guardian consists of a team of six people providing three main services to the food industry 1. Internal and external food safety audits 2. The development of customised food safety programmes and 3. Food safety training lot of paperwork,” he says. “Some people actually go as far as saying that HACCP actually stands for “Hire A Consultant to Confuse People!” or “Have A Cup of Coffee and Panic!” “What The Gourmet Guardian do is demystify HACCP, to break it down into simple manageable chunks. We then guide our clients through our tried and tested 11 step HACCP Certification process, so that we can guarantee that they receive HACCP Certification in the end.” The key for Buckett is in the client relationships that the company has
developed across Australia, and more recently, internationally. “We work with all kinds of food businesses, manufacturers, hotels, resorts, catering companies, fast food chains – you name it,” he says. “With each one we provide a tailored service. We are based in Melbourne but we travel all over Australia on a regular basis, as well as Fiji. “There really is no limitation as to who we can help, it’s all about helping anyone that needs help and more importantly wants help.” In the food safety space, there is no
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T H E G O U R M E T G U A R D I A N P T Y LT D
“There really is no limitation as to who we can help, it’s all about helping anyone that needs it” – Gavin Buckett, Founder and Managing Director of The Gourmet Guardian
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A summary of what makes up The Gourmet Guardian’s HACCP qualification
shortage of clients that require the guidance and support of The Gourmet Guardian, but this brings about a particular challenge, one that Buckett continues to work hard to overcome on a daily basis. Buckett believes that a number of clients and customers seek out the support of The Gourmet Guardian because they feel they have to, through a warning or even a compliance failure. “There’s an old adage of prevention being cheaper than the cure and it’s very evident in this space,” he says. “People often don’t feel happy to invest in the areas where customers don’t see and that’s a real challenge for us.” This is where Buckett’s hands on
experience on the other side of the kitchen counter comes into play, as when he connects with a client he has that understanding of the working environment - he’s lived and breathed it. He can see where the costs are and, more importantly, where the savings can be realised. That’s what his vision for The Gourmet Guardian boils down to, helping clients see not only the benefits of having the right accreditations and certifications, but the significant cost savings now and in the future that the company can help them achieve. Naturally, this cost aversion sees potential clients look elsewhere.
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T H E G O U R M E T G U A R D I A N P T Y LT D
“There are others who claim to offer a similar service to what we do, but they will do it at a third of the price and frankly the service suffers. A few cut and pastes, and the client is ripped off. What you pay for is what you get. If you’re willing to cut corners, then the costs further down the line will be inescapable,” says Buckett. As The Gourmet Guardian continues to grow and expand with
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a service offering that is successful, Buckett is all too aware that the company cannot rest on its laurels and must continue to adapt and respond to the changing demands of new clients in different capacities. This is why The Gourmet Guardian is a member of the Australian Institute of Food Science and Technology, the Allergen Bureau, the Café Owners and Barista’s Association of Australia
FOOD & DRINK
Gavin Buckett and Angela O’Brien-Buckett (Directors)
(COBAA) and the Food Safety Information Council. In fact, in news just to hand, Gavin Buckett has been asked to join the board of the Food Safety Information Council. We never stop learning and staying up to date. “Every new client or job, we view it as a new challenge,” says Buckett. “We don’t apply a cookie cutter approach. We look at what
the business needs in order for them to succeed and we shape our offering around that. It’s all about trying to develop the right individual solution for a client, using what we’ve successfully delivered over the past 15 years as a foundation.” Can you really afford to trust anybody else with the safety of your business?
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The art
and science of separation
Mineral Technologies is a subsidiary of Downer EDI Limited, giving it global reach and the backing it needs to develop innovative process solutions for the mining industry Written by John O’Hanlon Produced by Bryan Giles
MINERAL TECHNOLOGIES
W
hatever minerals a mining company is after, there has to be a process, or a chain of processes, of separation. From its origins 75 years ago extracting heavy minerals from the local sands on Australia’s East coast, Downer’s Mineral Technologies business soon started developing its own equipment, started selling it to other mining companies and evolved into a process solutions specialist, designing, testing and manufacturing the machinery needed to gain the best possible grades and recovery at a reasonable cost. Mineral Technologies does not try to compete with the very largest mine building contractors, preferring to stay focused on niche areas, taking pains to understand both the process and the customer’s company’s issues. It is frequently called in when margins are tight and a case has to be made – it will design the plant, test the process at its Australian labs, develop a flowsheet and come up with a guaranteed process for the customer. “We pride ourselves on being flexible and thorough when
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developing a package,” explains General Manager of global sales Ken Roberts, who joined the company in January 2017, bringing with him over 30 years of experience in both mining operations and equipment sales. There’s no denying that the mining industry has been in the doldrums for some years now, however this has not entirely been a bad thing for Mineral Technologies, which has seen demand for some of its specialised services hold up well, as the need to cut costs and optimise revenues has never been more pressing. As well as mineral sands, it has provided costeffective process solutions for iron ore, silica sands, coal, chromite, gold, tin, tungsten, tantalum and many other minerals in Australia, the Americas, Africa, Europe and south Asia. Tailings dumps can be a perennial headache for miners. “We are getting more into retreatment of old tailings ponds and dumps,” says Roberts. “Remediation is more and more closely regulated by governments but it needn’t be a burden – it can create value for the customer too.” A good example – the two tailings
MINING
“We pride ourselves on being flexible and thorough when developing a package”
Ken Roberts General Manager – Global Sales
Ken is a graduate of the Haileybury School of Mines in Canada and spent his first eleven years in operations with notable companies which included Barrick Gold, Placer Dome & Unimin. He was involved with eight operations during that time and was in the commissioning team of three of those including Minera Alumbrera in Argentina. Ken held positions of increasing responsibility from Operations Metallurgist through to Plant Superintendent. He then joined Outokumpu (now Outotec), FLSmidth and Eriez Flotation where upon leaving he was VP North America, Director North and Central America and Director Global Sales respectively. Ken is honoured to have been awarded the Canadian Mineral Processor’s Ray MacDonald Volunteer Award (2017) & Bill Moore Special Achievement Award (2009). Ken joined Mineral Technologies in January 2017.
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Sales and Support
MD LC3 Coal Spiral
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Mobile Mining Unit (MMU) - 1 beneficiation plants it delivered to the Australian iron ore producer Arrium, enabling it to transform variable low-grade tailings stockpiles into high grade iron ore product. In recent years, Mineral Technologies has become the ‘goto’ provider for relocatable, modular plants which incorporate core process technology into new lowcost configurations. Roberts sees endless opportunities here. Putting in a modular mining unit (MMU), which can process a predicable number of tonnes per hour (tph) for a few years and then be moved to another site, makes a lot of sense, saving the customer the capital cost of civil works and construction for a conventional plant and providing a dependable revenue stream. Mineral Technologies is delivering a mobile mining unit to a major mining project in Florida, and is working on developing more such units for customers that are mining mineral sands. “It moves on tracks and has a hopper above to take the feed – it shreds the material to a pumpable size then delivers it to the processing plant via a pipeline.”
Mobile Mining Unit (MMU) - 2
Mineral Technologies’ research and development team has become widely recognised for innovation in minerals processing. It uses the latest design technologies such as rapid prototyping, and its Ansys 3D printing and design verification software transforms desktop concepts into fullscale equipment inside the laboratory.
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MINERAL TECHNOLOGIES
“The new CT1 spiral separator is very exciting, and we will be showing it all around the world over the next 12 months” – Ken Roberts, General Manager – Global Sales
No two mining projects are dealing with exactly the same ores, so this customised equipment design service is the best way for them to achieve optimum grade and recovery. Spiral separators and shaking tables have been around for a long time, but innovation is always able to deliver better performance. With over 50,000 visitors and 500 exhibitors, the International Mining Exhibition (EXPOSIBRAM) and the Brazilian Mining Congress bring
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together hundreds of entrepreneurs, government and private organizations every two years and this year, from 18 to 21 September, it was chosen as the launch pad for Mineral Technologies to introduce the industry to a new type of spiral separator - the CT1. “It’s very exciting, and we will be showing it all around the world over the next 12 months. We call it our compact turbo spiral and it increases throughput up to fourfold, on the same footprint.” Being enclosed, it is spillage and noise free, he adds. Its small footprint and modular nature means customers can reduce both capex and opex while maintaining metallurgical performance. Conventional plants containing five, six or more spiral stages can be replaced by a three stage CT1 flowsheet. Fewer processing stages means reduced power consumption and a decreased need for peripheral equipment such as pumps, motors, control circuitry, sumps, intermediate launders and distribution systems. Plants with fewer processing stages are easier to operate, easier to control and quicker to commission.
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MD CT1 Compact Spiral, Demonstration Unit
The Australian factory of Mineral Technologies is the world’s largest spiral manufacturing plant, and it is getting busier. The company is investing in equipment and people to speed up throughput and keep lead times down, but the growing popularity of modular units including the CT1 is helping here too, according to Roberts. “The CT spiral is a bit different from a conventional plant – it goes together like Lego. We can take them apart and have them assembled on delivery, which makes the delivery process a lot cheaper and quicker.” Being able to tap into the synergies of the global Downer group is important to potential customers, Roberts acknowledges. With iron ore mining gradually regenerating in Australia, he recently met with one of the largest players together with other Downer businesses such as Downer Mining and Downer Rail to develop a project. Downer’s financial clout adds flexibility in contracting options such as leasing, and that is something that fits well with the growth in modular plants. “We can reconfigure them and fit them to another customer’s needs.
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MINERAL TECHNOLOGIES
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MINING
We can put them in containers and assemble locally, and this is of real benefit to our customers. It allows them to rethink the flow, reduce the tonnage, and reduce the capital outlay – all key considerations for them.” The Downer group ‘Zero Harm’ policy is also an important
differentiator, he concludes. Customers, especially in jurisdictions like Australia and the USA, have to take ethical sourcing seriously, and audit their entire supply chain to ensure that safe practices apply throughout. They can have complete confidence when dealing with Mineral Technologies.
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Serving
Senegal
Inside Bassari Resources’ Makabingui gold project
Written by Dale Benton Produced by Richard Deane
Through its flagship gold mine, Bassari Resources looks set to transform and shape the future of the emerging Senegalese mining space
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O
ne of the most exciting spaces in the current mining industry right now, is Senegal. As more and more mineral exploration companies invest in the West African continent, Senegal really is an emerging market with incredible potential. For Bassari Resources, an Australian listed gold company currently transitioning from explorer to producer, the company is strategically placed to shape the future of this market and capitalise on its mineral potential. The company has identified some 30 gold anomalies in the Bassari permits in the underexplored Senegal Birimian greenstone gold belt in West Africa, which borders the
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CREATING AND SUSTAINING HIGHPERFORMANCE ASSETS THROUGH BEST PRACTICE ENGINEERING
Mincore Pty Ltd is an Australian company providing engineering services in the mining and minerals processing industries. Mincore’s core business is offering a LEAN and FIT FOR PURPOSE SERVICE approach to project management and engineering for the development of base metals, coal and metalliferous mines and associated infrastructure. Mincore has a global supply chain offering least cost solutions. Additionally Mincore provides specialist consulting engineering and construction services for modifying and upgrading existing production facilities.
Mincore have formed an alliance with Redstar Construction to deliver a successful project for Bassari Resources
www.mincore.com.au +61 3 9017 6340
MINING
Makabingui currently hosts a mineral resource which comprises 11.9mn tonnes averaging 2.6 g/t gold for a contained 1mn ounces of gold
countries of Mali and Guinea. The company is currently focused solely on the development of its flagship Makabingui Gold project, with a targeted production date of early 2018. The Makabingui Gold project consists of an ore reserve of 860,000 tonnes at 5.7g/t for 158,000 ounces of gold. These reserves all fall within Makabingui’s resource of 1mn ounces of gold at 2.6g/t. In addition, drilling has identified 8km of strike at Makabingui South.
A tale of two studies As the company has completed two independent feasibility studies, Alex
Mackenzie, Executive Chairman, will call upon over 30 years in the mining industry to fully develop the project and hit that Q1 2018 production date. The first feasibility study was conducted at Makabingui in 2014, but due to an extended period of time and significant delays, Mackenzie found that in order to push forward with the
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BASSARI RESOURCES
Studies in 2014 and 2017 confirmed the Makabingui project to be economically viable. Once financing is in place, the project will be ready to take to the next level of development.
development and transition into a producer, a new bankable feasibility was needed in 2017. “So we had a study in 2014,” he says. “Then we had an application for exploitation/production permit, which takes time. Then an environmental study, and then it needed to go for governmental approval, and suddenly here we are in 2017.” Both the 2014 and 2017 studies showed similar excellent economic results, being a low cost,
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highly profitable operation with significant free cash flow At the time of writing, Mackenzie, having received a term sheet from West African bank, Coris, to fund the low capex of US$12mn, is waiting for the bank to now present a formal loan agreement document in order to take the next steps towards bringing Makabingui live. The goal for Bassari does not simply end at bringing Makabingui into production and making the transition towards being recognised as a significant gold player in West Africa and beyond, Mackenzie is very keen to stress that for him, Bassari is a developer, not a seller. “I’d like to follow the likes of
MINING
“I believe this Senegal/Mali belt in which our permits lay will very much be the next great gold greenbelt in the world” – Alex Mackenzie, Executive Chairman Randgold and convert Bassari into a major mine player in Senegal,” he says. “This Senegal/Mali belt which our permits cover will, I believe, very much be the next great gold greenbelt in the world. Makabingui and the work we can achieve with the project will play a big role in getting us there.”
Powered by partners For any mining company, a strong relationship with the government in which its operations are based is crucial. If one does not gain the government and community’s trust, an operation can fail before it has even started. Also, a good relationship with local Senegal partners such as WATIC and Sengold Mining are imperative.
Mackenzie is a wellrespected name amongst the mining world, having worked as a chartered accountant with a special focus on the mining sector and sitting on the board for a number of mining companies across Senegal, Ghana, Ecuador, Brazil, Solomon Islands and Australia. Perhaps his most noteworthy work saw Mackenzie discover the mineral potential of the Sabodala Gold mine, the first and currently only large-scale gold mine in operation in Senegal. It was this significant role in the development of Sabodala that has
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Email: info@redstar.construction
Red Star Construction is a privately owned construction company, incorporated in Burkina Faso, focused on servicing the West African region. Red Star provides services to exploration, mining and infrastructure clients in all areas of construction and maintenance services. We have the capacity to undertake earthworks, concrete works, buildings construction, camp maintenance, structural/mechanical, piping installation and transport services.
I N F O @ R E D S TAR .CO NST R U CT IO N
MINING
earned Mackenzie the respect of the Senegalese government, as well as the mining ministers. “That relationship is vital,” says Mackenzie. “I got Sabodala off the ground with Nic Limb and Jeff Williams of Mineral Deposits (MDL), along with my friend Peter Spivey [Non-Executive Director]. The government fully supports our company and provides me with a sense of freedom to help develop Makabingui and in return, shape the future of Senegal.” Of course, Mackenzie is not alone. As noted, he recruited Peter Spivey, a successful mine developer who was instrumental in the development and construction of the $250mn Sabodala mine. For the day-to-day operations, Mackenzie will require more than 200 members of staff to help bring
Makabingui into production. For this, the company calls upon the expertise of Mincore Australia, one of the most successful mining and engineering contractors in Australia, Redstar, a construction company specialising in West Africa, and Vanture International, key supplier of mining equipment. “Mincore really are outstanding.
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BASSARI RESOURCES
“I want to emulate Randgold in terms of the impact it has made in Mali. It’s not all about making money. We have a real opportunity here with our work on the Birimian green belt to help transform a third world country, and that is what is truly satisfying” – Alex Mackenzie, Executive Chairman
They have incredible experience and some of the best mining engineering people in the world working in Australia,” says Mackenzie. “Of course, there’s Peter, who has developed a number of mines in West Africa, and will bring a number of his best mining people to work on Makabingui, so we are really well placed on that front.”
The needs of the many As an Australian listed mining company, Mackenzie is all too aware of the its responsibility to provide more than just a mining operation to Senegal. A mining company can live or die on its relationship with local government, and a key element of that lies in its responsibility to be a good corporate citizen. “I am incredibly proud of our social contributions as a company,” says Mackenzie. “We’ve always been conscious of our impact to the local community and we have committed more than $1.5mn on community engagement and infrastructure alone. Having a good, win-win relationship is the only way it can work.” One such example of the company going the extra mile in order to benefit the local community has seen it take a unique step, one that allows for artisanal mining to continue to take place within Bassari’s mining permits.
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MINING
“We have allocated an area where artisanal miners can continue to operate in order to continue generating cashflow,” he says. “Most organisations ban this, but we allow that in order to enable the local community to thrive and to prosper for itself, and not just through our direct work with Makabingui.”
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Number of employees at Bassari Resources
Informing an industry As Makabingui approaches production, Mackenzie will soon begin to think about developing a number of deposits that fall under the company’s many identified anomalies along the Birimian green belt with one in particular that could surpass Makabingui and truly define the Senegalese mining space. We’ve done some initial drilling already and found resources at around 100,000 oz of gold at Konkoutou,” he says. A number of large international mining companies and consultants have actually stated that Konkoutou
could develop into a multi-million ounce deposit. This is all potential of course. Mackenzie’s focus right now is 100% on bringing Makabingui into production and establishing Bassari as a major player in the West African mining space. “As I said before, I want to emulate Randgold in terms of the impact it has made in Mali,” he says. “It’s not all about making money. We have a real opportunity here with our work on the Birimian green belt to help transform a third world country, and that is what is truly satisfying.”
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