Business Review Australia - September 2014

WWW.BUSINESSREVIEWAUSTRALIA.COM | September 2014

THE BENEFITS OF

ENVIRONMENTAL INITIATIVES LEIGHTON CONTRACTORS, VEOLIA & AMCOR GO GREEN + LINKEDIN SHARES SOCIAL MEDIA BEST PRACTICES FOR MARKETERS + CRM SOLUTIONS FOR YOUR BUSINESS + TOP 10 HIGHEST EARNERS

EDITOR’S COMMENT

CONTRIBUTORS

How to stay on top If social media marketing isn’t a part of your business, it should be.

NICK SMITH Nick Smith is the managing director for Pitney Bowes Software, Australia and New Zealand. Pitney Bowes is a global technology company with a portfolio of innovative solutions around Geographical Information Systems, Data Management & Data Quality and Customer Experience Management for large enterprises. Nick has 15 years of experience in IT software and consulting in Australia and Asia-Pacific and is an enthusiastic champion for helping major organisations deliver exceptional customer experience through innovation around people, process and technology.

The marketing game is ever-changing, but one thing is for sure – social media is currently playing a huge part in it. With the help of LinkedIn, we share some best business practices for marketing professionals who are using social media as a tool to both source new clients and to help promote their business.

In the September issue we also discuss other “Best of” for business, including customer relationship management solutions for your business and the benefits Australian companies are seeing from implementing sustainable initiatives.

Check out our Top 10 as well – we discuss the year’s highest earners (so far), with short profiles on each person. Lastly, we feature the country’s wealthiest celebrities, and see how they are driving the economy at home and abroad.

Enjoy the issue!

Laura Close Editor laura.cross@wdmgroup.com

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CO CN OTNETN ETNST S FEATURES This month we focus on the customer experience with the latest technology

30 Marketing

Social Media Best Practices for Marketers

6 Leadership

Australia’s 7 Wealthiest Celebrities

14 Finance

Benefits of Environmental Initiatives

22 Technology

CRM Solutions for your Business

40 Top 10

130 NAMCOR

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TAG Oil

Australia’s Highest Earners

COMPANY PROFILES EXPLORATION

ENERGY

FOOD

48 TAG Oil

128 AJ Lucas

188 Australian Nut Industry Council

MANUFACTURING

196 Australian Refigeration Association

60 Watson Drilling 66 Energyworks Limited

CONSTRUCTION 76 Transcity Construction 88 M+W High Tech Projects

144 ActronAir 152 Jebson & Jessen Chemicals

SUPPLY CHAIN 160 John Holland Rail

102 Waikato Expressway Project

MINING

114 NZTA Fletcher

172 Millennium Minerals 182 World Coal Association

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202 Chestnuts Australia

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HEALTH Shore Gold 210 BridgeCrest Medical

TECHNOLOGY 216 Data#3

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188

Australian Nut Industry Council

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Energyworks Limited

128 AJ Lucas

160

210

BridgeCrest Medical

John Holland Rail

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Transcity Construction

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LEADERSHIP

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September 2014

AUSTRALIA’S 7

WEALTHIEST CELEBRITIES

Hugh Jackman is at the top of our list, and there’s no surprise there. See who rounds out the rest of our list of richest celebrities in Australia.

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1. Hugh Jackman Hugh Jackman, most recognizable for his role as Marvel antihero Wolverine, tops our list with over $46 million in earnings from 2013. A native of Sydney, Jackman’s been touring the globe recently with hits like Les Miserables – for which he earned his first Academy Award nomination and won the Golden Globe.

This summer’s blockbuster X-Men: Days of Future Past did very well in 8

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theatres and was ranked fairly high among viewers. Although summer blockbusters are his forte, they aren’t the only one. Jackman is a triple threat, with successes in film, musical theatre and television.

Currently Jackman is filming the role of Blackbeard for the movie Pan in the UK. Upcoming commitments of the actor include X-Men: Apocalypse, The Greatest Showman on Earth and an as-of-yet untitled Wolverine sequel.

2. The Wiggles As what might be a surprise to some, The Wiggles, the children’s music group formed in Sydney in the early 90s, ranks very high on this list.

Current members Emma Watkins, Simon Pryce and Lachlan Gillespie have replaced original members Phillip Wilcher, Murray Cook, Greg Page and Jeff Fatt, but the tone and presentation of the group is much of the same.

Original member Anthony Field has also stayed on to join current members.

The Australian band entertains young children all over the world with their children’s albums, videos, television series and concert appearances. The group even has sections in amusement parks in Australia and the United States.

They’ve sold over 17 million DVDs and four million CDs; those mediums have earned them 17 gold, 12 platinum, three double platinum and ten multi-platinum awards in sales. The Wiggles come in with $18.2 million in earnings in 2013.

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LEADERSHIP

3. Cate Blanchett Perhaps one of Australia’s most wellknown and acclaimed actresses, Cate Blanchett has won several awards both on stage and on screen for her efforts. These include two two Academy Awards, three Screen Actors Guild Awards, three Golden Globe Awards and three BAFTA Awards.

Blanchett graduated from Australia’s National Institute of Dramatic Art in 1992, and immediately began working 10

September 2014

in theatre. She made her feature film debut opposite Glenn Close in 1997’s Paradise Road.

American audiences, though most would be able to identify her, probably recognize Blanchett from her turn as Galadriel in the Lord of the Rings and Hobbit franchises. Future films featuring the Australian actress include the final instalment of The Hobbit franchise – The Battle of the Five Armies, Knight of Cups, Carol and

A U S T R A L I A’ S 7 W E A LT H I E S T C E L E B R I T I E S

Disney’s live-action retelling of the fairy tale Cinderella. As the top-earning woman on the list, Blanchett made $17.2 million last year.

organisations, many of them in the education field.

With his recent blockbusters like Noah and Man of Steel, Crowe racked in Just over %15 million in 2013.

4. Russell Crowe Russell Crowe is one of the most wellknown actors to come out of Oz, with several roles in award-winning movies.

He was born in New Zealand, and even though he is the most senior on our list, didn’t really begin his acting career until the early 90s.

Before his foray into acting, Crowe was a member of several bands, and continues to find music a passion. His big breaks into acting came with roles in Romper Stomper (1992) and The Sum of Us in 1994. Crowe’s first American-made movie was The Quick and the Dead.

He’s perhaps best known for his role in Gladiator, for which he won an Academy Award, and for A Beautiful Mind, for which he was nominated.

Recently he has starred in Noah, Man of Steel and Les Miserables.

Upcoming films include The Water Diviner and Fathers and Daughters.

His extensive body of work traverses all genres of film, which is perhaps why he has also become a produce. Crowe has donated to several charitable

5. Simon Baker Simon Baker is a native to Launceston, Tasmania. He started his career in music videos as Simon Baker-Denny, and followed that with roles in E Street, Home and Away and Heartbreak High.

Baker really began to get acclaim in the United States with a small role in the award-winning movie L.A. 11

LEADERSHIP

Confidential. Now, he is best known for playing Patrick Jane, the lead role on CBS’s The Mentalist, which has been on the air since 2008.

In 2013, he was awarded a star on the Walk of Fame. Upcoming projects include the seventh and potentially last season of The Mentalist. He earned $10.1 million in 2013.

6. Nicole Kidman Although Nicole Kidman was born in Hawaii, she and her parents quickly returned back to Sydney when she was just three years old. Kidman dropped out of high school at 16 to pursue a career in acting. In her personal life, she was married to 12

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American actor Tom Cruise for 10 years, throughout the 90s. She is currently married to Australian musician Keith Urban.

Her first recognized role was in the Australian holiday favourite Bush Christmas in the 80s. Followed were roles in BMX Bandits and Vietnam, also Australian-made movies. Kidman’s first major US movie was Dead Calm in 1989.

Her first major award came from her starring role in To Die For in 1995, for which she won the Golden Globe.

She was nominated for her first Oscar in 2001 for Moulin Rouge! And was

the first Australian actress to win the Oscar, this time for Best Actress in The Hours in 2002.

In 2014, Kidman’s turn as Grace of Monaco was met with largely unenthusiastic reviews. Her upcoming efforts include Before I Go to Sleep, Queen of the Desert, and Paddington.

She’s currently filming Family Fang.

Although she didn’t make any appearances in superhero movies like our next celebrity, she pulled in an impressive $8.6 million in 2013.

7. Chris Hemsworth Chris Hemsworth is the youngest star on our list, hitting his stride this year because of Thor: The Dark World, which came out in 2013. Hemsworth was born in Melbourne, and has two brothers (Liam and Luke) who are also in the industry. He married actress Elsa Pataky in 2010, and they have three children together.

Although he is now known worldwide as Thor from Marvel’s cinematic world, he got his start on the Australian soap opera Home and Away. After three years on the show (and a short stint on Australia’s Dancing with the Stars), he made his first Hollywood appearance in 2009’s

Star Trek. He is best known for his turn as Thor from the similarly named movie from 2011, The Avengers (2012), and the previously mentioned sequel to Thor. Other movies Hemsworth has starred in include the cult hit Cabin in the Woods, Snow White and the Huntsman, and the Ron Howarddirected Rush.

Hemsworth has a full slate of upcoming projects including Avengers: Age of Ultron, which has just entered post production, Blackhat, and Heart of the Sea. He reeled in $7.5 million in 2013, mainly for his role in The Dark World.

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FINANCE

Business R energy, eff come from

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Month 2014

Review Australia investigates Australian companies with ficiency and sustainability plans to see what benefits m these initiatives.

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FINANCE AUSTRALIA’S GOVERNMENT OFFERS a fairly comprehensive plan for reducing the negative impact the country’s people and businesses have on the environment.

The Department of the Environment has specific goals to maintain clean air, land and water to preserve the country’s national heritage.

Included in these plans currently is a push towards renewable energy, with a look towards offshore wind energy and a shift from coal to gas.

These plans however are at risk, as several sectors (specifically mining) have challenged the Renewable Energy Target. The scheme is currently under review and if repealed, renewable energy projects and companies in Australia could go under.

That is no reason to forget your company’s plans or commitment to go green though. Green initiatives are part of what some are considering a global economic revolution towards improving sustainability and the environmentallyfriendly nature of business.

Using clean energy and promoting energy efficiency in your own business is a competitive advantage too few companies are taking advantage 16

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The M80 Ring Road upgrade project is of. Read on to find out how some Australian brands are implementing green initiatives and benefitting from the move to green.

Leighton Contractors: Energy management improvements As a household name in construction including projects on roads, rail, ports, water storage and treatment facilities, airports and telecommunication infrastructure, Leighton Contractors is also in the running to become a household name in sustainability.

In 2013 the company shifted

the first to utilise a large solar plant solely for a road project. their energy management setup from that of a compliance program to one that is constantly pursuing efficiency outcomes within not only the business but also its supply chain.

They created the Group Energy and Efficiency Management Program, which addresses aspects of energy management within the business, including a major upgrade to their energy reporting system.

Leighton Contractors has also implemented other tools, like a calculator for determining energy and emission footprints on sites, a

comprehensive energy assessment tracking tool, and a MACC – marginal abatement cost curve.

At sites like the Laverton Plant Yard, Leighton has introduced efficiency improvements like solar and LED lighting upgrades. For the M80 Ring Road Upgrade Project, the company installed a 500-metre solar wall, which is expected to generate 54,000 kWh of energy a year. It’s the first time a large solar plant has been installed on a road project specifically to generate power.

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FINANCE

Part of Amcor’s environmental initiatives includes continuously improving on their packaging to make it lighter and include more recycled materials.

Veolia Australia & New Zealand: Alternative food production Veolia is a leading environment solutions provider across the waste management, water and energy services industries. As a company, Veolia is committed to delivering innovative and sustainable solutions, which includes developing cleaner, more efficient energy systems and encouraging a behavioural and ideological change in Australia’s attitudes towards water, waste and energy.

One of the reasons Veolia was a finalist in The Australian Business Awards Sustainability category this year is their groundbreaking solution 18

September 2014

to alternative food production. The company is currently undertaking a unique aquacultural trial at their Woodlawn facility.

The trial aims to take advantage of every opportunity of turning waste into a resource, utilising heat produced by power generators from the Woodlawn Eco-Precinct. The heat produced by the Bioreactor’s engines easily creates the perfect temperature for Barramundi’s habitat, making the fish the preferred choice to be farmed at the site. Currently, the facility can produce approximately 2.5 tonnes of Barramundi a year.

As far as sustainability goes, Veolia is not only providing an alternative

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solution to food manufactures, but the company is also influencing end-users to be more aware of how their food is sourced and produced.

Amcor: Innovative packaging for sustainability Amcor is a multinational packaging leader that originally had its roots in Australia. Their three focuses for responsible environment management include greenhouse gas (GHG) emissions – spotlighting a 10 percent reduction by 20152016, and a 60 percent reduction by 2030; waste to landfill – including a 50 percent reduction in waste to landfill with a long term goal of zero waste sent to landfills; and water use – hoping to reach a 25 percent reduction in water use by 2015-2016 (for their Australasia business).

Their sustainability policy is all encompassing, covering the environment, community, workplace, marketplace and economy. The company vows to keep communication open with the community and workforce so that issues and concerns can be quickly addressed.

And because they are a packaging company, Amcor strives to

‘Amcor strives to continuously innovate their packaging to be lighter and include more recycled materials so that it has a smaller negative impact on the environment.’ continuously innovate their packaging to be lighter and include more recycled materials so that it has a smaller negative impact on the environment.

They are always looking to optimise packaging size, promote resealable packaging to reduce food waste and promote more energy efficient methods of food preparation by engineering microwaveable packs.

Benefits of running a green business The benefits from setting some environmentally-friendly plans in place are far-reaching. Perhaps the most attractive upside is saving on energy costs. Chemical manufacturer DuPont saved over $US3 billion over two 19

FINANCE

Being known as a green firm could potentially attract like-minded employe decades just by reducing their carbon emissions. Switch to renewable energy sources or use compact fluorescent light (CFL) bulbs, and revel in the savings.

Being known as a green firm could potentially attract likeminded employees and consumers.

Sustainability and environmentallyfriendly concepts contribute in part to a revolution in the way global 20

September 2014

companies do business, and the trend has many supporters. Make your environmental initiatives part of your marketing campaigns – advertise the changes you are making on your website. You’ll no doubt garner support from the green community.

Employing these environmentallyfriendly plans doesn’t have to be a selfless move – on top of the

ees and consumers. monetary and personnel benefits, there are also several awards and recognitions for companies that choose to do green business. The Australian Business Awards offer a specific award for sustainability, and Queensland’s Department of Environment and Heritage Protection offers several community, ecoefficiency and innovation awards.

Promoting the green concepts with your employees can have unexpected returns as well. Encouraging healthier diets and more exercise could lead to your workers taking less sick days. Don’t fill your vending machines with sugary snacks and drinks – see if there are more natural options.

Of course, leaving the planet better than we found it so future generations can enjoy it has a pretty big appeal as well.

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TECHNOLOGY

CUSTOMER RELATIONSHIP MANAGEMENT: OPTIMISING DATA TO DRIVE CUSTOMER ENGAGEMENT W R I T T E N B Y: N I C K S M I T H , M A N A G I N G D I R E CTO R A N Z , P ITN EY B O W ES S O FTWA R E

Customer relationship management is a necessity for a modern company. Nick Smith, Managing Director of Pitney Bowes Software, explains why data analysis is one of the most important things you can be doing for your business.

TECHNOLOGY BUSINESSES AND INDIVIDUALS have come to expect a highly personalised experience when interacting with companies.

Customers demand to choose when, where and how they interact with brands and purchase goods and services.

It is no longer enough to simply offer customers multiple channels. To retain their competitive edge businesses must listen, understand and respond to customer needs in a timely manner and deliver the best experience possible, tailored to the individual.

Data optimisation is a key approach to achieving this.

Organisations can gather customer data from a range of sources including websites, apps, social media and email communications. The best brands consistently leverage their data and use it to reveal actionable insights that help them make improved business decisions and deliver unrivalled customer experiences.

Data is an invaluable source for any business thinking about when to run sales campaigns, what locations offer the best opportunities for growth or where to find employees.

Many marketers however are still 24

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Optimising and analysing your data i failing to make the most of the insights this information can provide them.

They continue to collect more data without analysing what they already have. Optimising and analysing your data is the most important step, as it drives true customer engagement.

Optimise data for better customer insights Transactional data, for example, lets a business offer recommendations

is one of the most important steps to driving true customer engagement.

‘The best brands consistently leverage their data and use it to reveal actionable insights that help them make improved business decisions and deliver unrivalled customer experiences.’

to customers based on their past purchases. This can often be an incredibly valuable way to connect with consumers on a personal level and upsell products or services.

For the retail industry loyalty programs are typically the most valuable source of transactional data, allowing them to provide incentivised offers based on personal preferences.

If shoppers consistently buy online, discounts should be offered via email.

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TECHNOLOGY

Effective customer relationship managment requires an ongoing commitmen

If they consistently shop in-store, businesses should present them with similar items based on previous purchases via vouchers sent through the post.

Transactional data can also be combined with location data to deliver even more specific insights.

Location intelligence technology maps customer data to help businesses 26

September 2014

reveal patterns and trends about what, how and when customers are buying.

Businesses are now using location intelligence to aggregate all of their data sources and build more detailed customer profiles.

Retailers’ loyalty programs, for example, often also incorporate geolocation technology to help drive engagement and revenue.

Via a program which consumers opt in to, stores are able to recognise when a consumer is in the vicinity of a store in real-time. This means they can send them instant text messages offering discounts on items similar to those previously purchased.

Use data to win back opt-outs When a customer opts-out of communications it is difficult to reinitiate a relationship. Front line employees and customer service representatives are still likely to have interaction with these optouts. Empowering them with data to identify opt-outs means they can gather valuable information on why the customer opted out, and

nt, but will reap many rewards.

‘Consumers notice and appreciate the companies and brands that acknowledge, listen and respond to their needs in a timely manner.’

Customers expect a highly personalised experience when interacting with your company.

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With social media, text messaging and online chat options, you can help cust create new opportunities to reinitiate communication.

Respond to consumer needs in real-time Consumers notice and appreciate the companies and brands that acknowledge, listen and respond to their needs in a timely manner. Being able to deliver the right message, at the right time, in the right way is helping businesses stand out from competitors, creating customer loyalty and increasing revenue.

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Today’s consumers expect a rapid and personalised response to queries or requests. With so many customers and so much data available however, it can be a challenge for businesses to keep on top of their personalised communications.

Marketing automation technology can offer a solution by helping organisations centrally control customer communications, including transactional, on-demand and interactive documents. Messages can

tomers in real time in a variety of ways.

‘Marketing automation technology can offer a solution by helping organisations centrally control customer communications, including transactional, on-demand and interactive documents.’

be automatically delivered through virtually any channel, including print, web, email or SMS reducing the need for manual responses.

Effective customer relationship management requires an ongoing commitment, but will reap many rewards. An engaged customer will continue to interact with and buy more from a company over time. Businesses should therefore see every interaction as an opportunity to strengthen current relationships or establish new ones.

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MARKETING

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MARKETING AS A MARKETING professional in Australia, you are no doubt using social media to connect with new business prospects and stay connected with current clients. From small-to-medium enterprises (SMEs) to large corporate brands, increasing numbers of companies are adapting their marketing to include social media. Social platforms present vital tools for SMEs, and are becoming more of a necessity in an everchanging technological market.

In a study conducted by LinkedIn, it was found that 89 percent of companies surveyed use social media to build awareness of their brand, and 72 percent see social media as essential for the future of their business.

Matt Tindale, director, Marketing Solutions AU & NZ at LinkedIn suggests that, “With SME prospects, leads and customers active on social media too, not being a part of the conversation is detrimental to brand awareness and customer retention.

LinkedIn provides the tools a SME needs to be a part of that conversation in informative, inspirational and insightful ways.”

“I believe that both small and large 32

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businesses alike are finally realising that simply having the most junior marketing employee updating their company pages is not enough,” said Stephan Grace of Ashdown Consulting. “We are seeing huge growth in highly paid internal roles focused on social media, and also the rise of boutique specialist agencies growing quickly in this space.”

So what does this mean for you?

It means that engaging with your

future client has become even easier.

Holding their attention, however, is the new name of the game. SMEs are looking for two big things out of social media: 1) growing their customer base and 2) collecting information to make informed financial decisions.

By effectively using social media, you can provide your client with relevant information and improve overall and specific points of your customers’ experience. LinkedIn

has shared several ways to accomplish these goals.

Enable learning throughout each phase of the customer purchase path Informing your potential clients about the uses of social media is a powerful way to start the dialogue. Companies already know it’s a solid way to communicate with their customer base, so show them the platform’s capabilities beyond this.

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The SMEs surveyed by LinkedIn shared their top five uses for social media: 1) delivering content and new information about their company; 2) advertising to help increase awareness; 3) generating wordof-mouth about the company; 4) maintaining a company presence and identity online; and 5) for promotional purposes and to provide deals to consumers.

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“The biggest issues for SMEs related to the use of social media come down to two things,” said Grace, “first – getting it right. Social media can also be extremely damaging to a brand and make a company look amateurish if not executed well.

Second is consistency; engaging with customers is great with relevant content, but ensuring it’s not an initial burst that then fades away is also a common mistake.”

By using your company’s social media platforms in these ways, you open more chances for dialogue about your company’s products and services. Create a marketing strategy that puts your company in front of its clients on a more regular basis so that you can communicate with them through a more casual setting. In addition, this casual and personable atmosphere creates a more receptive audience.

Fulfil sales-boosting content needs The number one challenge companies, particularly SMEs, have in today’s market is attracting new, businesssustaining customers. Many markets are saturated with similar options for products or services. A creative

SOCIAL MEDIA BEST PRACTICES FOR MARKETERS

marketing strategy empowered by social media can help attract new clientele. In LinkedIn’s survey, 65 percent of responders shared that they believe social media is a vital resource for getting new customers.

SMEs also agreed that it’s a great channel for marketing strategies such as advertising, branding, content delivery and customer service.

Whether you work on a marketing team at a company or for a marketing firm, you are in a unique situation to fill the marketing and advertising gaps of your company with social media options.

Close your marketing gap by providing content relevant to your clients and the business’s goals and cultures. Content marketing continues

“With SME prospects, leads, and customers active on social media too, not being a part of the conversation is detrimental to brand awareness and customer retention.”

to be among the most effective valuebuilding business tools, adding exponential clout to your marketing efforts. Banner and popup ads are easily ignored by today’s consumers; instead of visual advertisements, you can enrich your customer’s lives with an interesting article pertaining in some way to the goods or services the company provides.

Social media platforms are especially influential for businesses that are looking for financial service providers. Over three quarters of SMEs surveyed by LinkedIn shared they have used social media for finance-related purposes, including keeping up-to-date with financial trends, gathering preliminary financial information, seeking advice on a financial decision, recommending a financial project to others and revaluating a previous financial decision.

Target hyper-growth companies There are over 200 companies in Australia that can be classified as SMEs, with around 13 percent of those companies experiencing hyper-growth in the last year. In conducting this study, LinkedIn found that the revenue 35

MARKETING

LinkedIn is a great source for people looking for financial service provider inf

growth these companies experienced was related to an increased marketing spend on social media.

In fact, 58 percent of the businesses surveyed attributed their hypergrowth to the increased spend on social media advertising. And to keep the cycle going, businesses 36

September 2014

that are experiencing hyper-growth are more likely to use social media specifically to continue driving sales and growth. Most impressively, 68 percent of hyper-growth companies use LinkedIn. When sourcing your next project, look towards making connections

formation.

with these companies experiencing hyper-growth. They are sure to be pushing a big social media platform campaign. As stated earlier, your company could be just what they need to fill their content and marketing strategy gaps.

“With larger corporations it’s easier to hit a number of people across and organisation and gain traction, but in SMEs approaching the top leadership is the key in gaining success and credibility.�

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SOCIAL MEDIA BEST PRACTICES FOR MARKETERS

Provide resources for the entire smb value chain When creating a marketing strategy based on one or several social media platforms, make sure your efforts do not just focus on marketing. Consider all parts of the SME’s value chain, such as sales, open innovation, sourcing and customer service.

“I believe when using LinkedIn to approach SME companies, choosing who you interact with is essential,” shared Grace. “With larger corporations it’s easier to hit a number of people across and organisation and gain traction, but in SMEs approaching the top leadership is the key in gaining success and credibility.”

By providing a company with support, ideas, and resources for several facets of their business, you will enrich the entire customer experience.

Facilitate open dialogue to increase credibility Not so surprisingly, the best way to reach out to these SMEs is through social media.

Using LinkedIn will allow companies to see your credentials and what projects you’ve worked on before you strike up an official conversation about their marketing needs. Establish immediate credibility and position yourself as the go-to expert.

Your understanding of social media and ability to apply your knowledge to a specific company’s needs can result in successful marketing campaigns for SMEs; the lifeblood of Australian business.

“Create a marketing strategy that puts your company in front of its clients on a more regular basis so that you can communicate with them through a more casual setting. In fact, 58 percent of the businesses surveyed attributed their hyper-growth to the increased spend on social media advertising.”

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TOP 10

TOP 10:

AUSTRALIA’S HIGHEST EARNERS 40

August 2014

Although the mining industry has had a rough year, two of the 10 people on our list of highest earners are from the sector.

Read on to see who else made our Top 10.

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TOP 10 Credit to Forbes

10. KERR NEILSON $3.35 billion, Platinum Asset Management BORN IN JOHANNESBURG, South Africa, Kerr Neilson moved to Australia in 1983 and quickly became the head of retail funds management for the Bankers Trust Australia, before co-founding Platinum Asset Management.

Part of Neilson’s success in investing is due to his refusal to invent in “fashionable stocks,” instead only investing in what he personally deems as “good companies.”

However, in 2012, the company resulted in a 16 percent fall in net profit, mostly due in part to a 14 percent reduction in investment income. Because of this, Neilson refused to take a bonus and did not increase his base salary, enduring him to his company and its shareholders.

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9. JOHN GANDEL $4.08 billion, Sussan

JOHN GANDEL, ONE of Australia’s most successful retailers, first began his passion while working for his parent’s store, Sussan after he dropped out of university at the age of 19.

He soon took over his parent’s business in the 1950s and grew it into a chain of over 200 stores. After purchasing the Chadstone Shopping Centre in 1983, Gandel sold Sussan to his brother-in-law to focus on his real estate business.

After Gandel acquired the Chadstone Shopping Centre for $37 million, he turned it into Australia’s biggest shopping mall valued at over $3 billion.

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Credit to MP Report

Credit to Forbes

8. HARRY TRIGUBOFF $5.50 billion, Meriton

7. ANDREW FORREST $5.86 billion, Fortescue Metals Group (FMG)

BY THE AGE of 30, Harry Triguboff became the founder and managing director of Meriton. Since the Rich 200 list’s inception in 1984, Triguboff has been included; that first year, he had a net worth of $25 million. The Chinese native first arrived in Australia in 1947, before he became involved in property. His previous occupations include being a milkman, taxi driver and real estate agent.

BEFORE BECOMING INVOLVED in the mining sector, Andrew Forrest was a stock broker until the late 1980s. After founding Fortescue Metals Group in 2003, the Western Australian native became the 4th largest iron ore producer in the world in less than a decade.

In 2008, Forrest was at the top of the Rich 200 list with a $9.4 billion fortune. In 2003, Forrest and his wife were the first Australians to pledge half of their wealth to charity whilst living. Forrest currently serves as a substantial supporter and official public ambassador of the Australian Indigenous Education Foundation. In 2011, Forrest nominated and won the 2011 Ernst & Young Entrepreneur of the Year.

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TOP 10 Credit to Huffington Post

6. HUI WING Mau $6.35 billion, Shimao Property Holdings

5. IVAN GLASENBERG $6.63 billion, Glencore, Xstrata

AFTER HUI WING Mau moved to Australia in the 1990s, he became the executive director and major shareholder of Shimao Property Holdings in Hong Kong. Not long after, Mau was estimated to be one of the largest property developers in Shanghai.

Since investing in hotels was illegal at the time, Mau invested $1.2 million under the pretense that he was investing in a knitting factory in his hometown. Instead, Mau built a hotel, becoming the first owner of the first private three-star estate business in Beijing and Shanghai. More recently, Mau has expanded his business by acquiring listed companies.

AFTER FINISHING HIS MBA at University of Southern California in 1984, Ivan Glasenberg became the chief executive for one of the world’s largest commodity training and mining companies.

The South African native gained triple citizenship, adding Australia and Israel to the list, and currently holds more than 15 percent of Glencore’s stock, making him the 20th richest mining billionaire.

One of Glasenberg’s biggest achievements was being involved in the Glencore and Xstrata merger, also known as the largest mining company mergers in history; this placed the company’s value at a total of $88 billion.

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4. FRANK LOWY $7.16 billion, Westfield Group

3. JAMES PACKER $7.19 billion, Consolidated Press Holdings Limited

AFTER CO-BUILDING A shopping mall with friend John Saunders in 1959, Frank Lowy began expanding his malls to countries like the UK, the US and New Zealand. Since the Business Review Rich 200 was first published in 1983, Lowy has made an appearance, even being named the richest person in Australia in 2010.

As of today, Lowy owns more than $65 billion worth of Westfield shopping malls around the world, but has recently stepped down to occupy a non-executive chairman position for the company. Currently, his two sons work together as joint chief executives the Westfield brand.

AFTER INHERITING A leadership role within Consolidated Press Holdings Limited, his family’s company, Packer gained control over investments in several entertainment and resort companies such as Crown Resorts, Ratpack Entertainment and Zhoapin Pty Ltd, among other companies.

The Sydney native was ranked the richest person in Australia from 2006 to 2007, earning Crown a market capitalization of over $11 billion. The Australian resort accumulates over 25 million visits annually.

45

TOP 10

2. ANTHONY PRATT $7.64 billion, Visy, Pratt Industries SINCE THE DEATH of his father, Richard Pratt, the founder of Visy, Anthony Pratt has acquired his business and in turn, doubled the wealth to a $2 billion empire, which is growing 20 percent annually.

Currently, Visy is co-owned by Anthony and his sisters, Heloise Waislitz and Fiona Gaminder.

After graduating from Monash University with a Bachelors of Economics, Anthony took over as executive chairman, sending Visy’s corporate reputation index ranking from number 43 to number 3 from 2009 to 2011.

46

September 2014

1. GINA RINEHART $20.01 billion, Hancock Prospecting

A U S T R A L I A’ S H I G H E S T E A R N E R S S

BY THE AGE of 60, Rineheart has not only become the richest person in Australia, but also the richest woman in the world, with an estimated net worth just over $20 billion. As the executive chairman of Hancock Prospecting, Rinehart inherited the mining business from her father, Lang Hancock.

Among her biggest achievements are completing the debt financing of her $10 billion Roy Hill iron ore project in Western Australia in March 2014.

The project was marked as the biggest financing deal in the world, with up to 19 banks involved.

Since 2011, Rineheart has held the position as the richest woman in Australia while recently focusing on developing Hancock’s Prospecting’s undeveloped deposits, raising capital through joint venture partnerships and turning leases into revenue producing mines.

47

TAG Oil:

TAG Oil: Canadian O New Zealand Run

Merging the best of Northern and South Written by: Ian Hanner Produced by: Wayne Masciotro

Owned,

hern Hemisphere exploration 49

TA G O I L

Aerial view of 2013’s Ngapaeruru exploration.

BY BLENDING PRODUCTION styles from Canada and New Zealand, TAG Oil has managed to find a sweet spot for operations in the Southern Hemisphere.

TAG Oil was founded in Canada in 2002 by Alex Guidi with the express purpose of exploration in New Zealand. While trading on the Toronto Stock Exchange, the company invests nearly 100 percent of their capital in the development of projects in their host country.

Though a relatively small company in the world of oil production, Chief Operating Officer Drew Cadenhead says the company has no problem 50

September 2014

competing in their niche market.

“We are the most active explorer in New Zealand and have had good exploration success over the last few years,” Cadenhead said. “A very strong financial position [has us] positioned well for future growth into the next few years.”

Cadenhead’s optimism is not without merit. TAG Oil has seen tremendous growth in the last decade. TAG Oil was “relatively inactive” for the first seven years of its existence, according to Cadenhead, who used to be the Chief Executive Officer.

“We were just JV partners with

E X P L O R AT I O N W O R L D

Hydrocarbon storage tank at TAG Oil’s Sidewinder Field

some other companies, so once we took control of things ourselves and we were getting much more active operationally, I switched from CEO to COO,” he said. “I relocated myself and my family back to New Zealand to run all of our operations here. Our CFO at the time, Garth Johnson, took over the role of CEO up in Vancouver.”

Cadenhead’s expertise comes from several decades of experience working for various exploration companies in both Canada and New Zealand. He also holds a Bachelors of Science Degree in Geology from the University of Calgary. Now tasked with the direction of TAG Oil’s operations in New Zealand, he’s putting his skills to work.

“It is something that’s very important to us: our perception as a good corporate citizen; as a very safety and healthoriented company. Our record is impeccable here and it’s very important for us to maintain that record.” w w w. t a g o i l . c o m / d e f a u l t . a s p

51

energy services ltd

TA G O I L

E X P L O R AT I O N W O R L D

“Our niche here in New Zealand is to run our company as a small nimble junior company-- sort of like a Canadian model, not surprisingly,” he said. “What we found was that there were a number of Majors down here, [such as] Shell and some of the big Australian companies, mainly focusing offshore. No one was really focusing on-shore where there’s some really nice oil. In particular, shallow oil plays, so really kind of up our alley as far as what we were familiar with as Canadians working in Calgary.”

One of TAG Oil’s strongest plays is in the Taranaki Basin. The only

SUPPLIER PROFILE

sedimentary basins in New Zealand to have been commercialized to date, the company has invested heavily in the region with three plants and a wholly-owned network of pipelines just east of the field.

From there, everything ties into their mother facility, the Cheal plant.

The drilling operations in that region produce between 2,300 and 2,500 barrels of oil equivalent per day, securing a steady cash flow.

According to Cadenhead, TAG Oil will be producing in that region for years to come having only drilled roughly 25 percent of the company’s total acreage.

TAG OIL

Horizon Energy Services Ltd, a specialist oil and gas service provider based in New Plymouth, New Zealand has held the operations and maintenance contract for TAG Oils Cheal Production Station and well sites for over seven years.

We currently supply a full operations team to TAG, including an onsite Production Manager, Operations and well testing Technicians, permit issuers and safety personnel.

In addition to providing personnel support, our extensive expertise has also been pivotal in the development of a document management, HSE and permitting system, operational procedures and training regime to complement TAGs own infrastructure.

Our people and processes have developed along with TAGs growing operations, and we continue to work alongside each other in a very seamless and synergistic way.

Website: www.horizonenergy.co.nz

w w w. t a g o i l . c o m / d e f a u l t . a s p

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HG Tubulars (Canada) LTD.

HG Tubulars (Canada) Ltd is a distributor of casing and tubing in Canada and worldwide. We have our manufacturing facility in Hebei Province, China which produces API casing, tubing and couplings. We are proud to supply Tag Oil with their tubular requirements.

High Quality Tubular Products at the Best Price CONTACT US: Tel: 001 403 266 6367 Fax: 001 403 266 6341

Email: info@hgtubulars.com www.hgtubulars.com

TA G O I L

E X P L O R AT I O N W O R L D

“If we were to stop drilling here today, the oil would keep flowing for about another 10 to 15 years,” he said. “They’re nice long reserve life, index fields. They produce very well.”

Speaking about new drilling operations in the region, he added, “These wells will cost us about $3 million to drill and complete and tie in and we’ll get a net present value out of these wells of somewhere between $10 to 30 million. It’s really a great little play for us.”

The success of smaller scale, but very stable operations in shallow plays like these, has afforded the company the ability to develop higher risk operations. With reportedly zero debt and about $50 million in reserve, TAG Oil is looking to explore deeper targets in the region. According to Cadenhead, there are numerous reservoirs situated at depths of between 4,000 and 5,000 meters. With larger pool sizes, he estimates the value of each of these wells would be closer to $20 million.

With stable cash flow from the Taranaki Basin, the company has been able to turn its attention to

other regions yet to be developed, such as the East Coast Basin. “[The East Coast Basin] clearly has a working hydrocarbon system,” Cadenhead said. “We know that because there’s 300 or 400 oil and gas seeps where oil and gas is actually gurgling out of the ground. So we know the kitchen is working there and we recognized that about five years ago and secured a very large land base-nearly 2 million acres.”

He estimated it would take about three years to gather enough data and drill enough exploratory wells to prove commercial viability, but according to Cadenhead, several independent engineering assessments have indicated that the company is sitting atop reserves in the billions of barrels.

“It just remains to be seen if it can be cracked,” he said. “We’re the only ones trying to crack it. It’s one of the main reasons the shareholders in TAG are keeping their fingers crossed and hoping for a hit over there, as well as the good work that we’re doing in the Taranaki Basin.”

The small staff size at TAG makes the company’s successes thus far

w w w. t a g o i l . c o m / d e f a u l t . a s p

55

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TA G O I L even more impressive. With only 25 employees in New Plymouth, TAG’s revenue for the 2014 fiscal year was just over $2.3 million per person. Over the last five years that the company has been growing, the staff has been hired on one-byone, with only two people leaving the company in that time span,

E X P L O R AT I O N W O R L D

according to Cadenhead.

“We have a lot of fun here,” he said. “It’s a really loose atmosphere and because it’s such a small group, we don’t get bogged down in red tape and paper work. We just yell at each other down the hallway instead of sending memos around. We chat around the coffee pot. It really is a

The Ngapaeruru-1 well w w w. t a g o i l . c o m / d e f a u l t . a s p

57

TA G O I L small family type of [operation] here.”

As a foreign entity operating in another country, TAG Oil has to be extra careful about their perception as good for the community. With a very active role sponsoring both local academic and sporting organizations, the company tries to make it clear that they’re trying to give back to their host country.

The process isn’t easy though.

Cadenhead pointed out that in recent year, the oil and gas industry has come under scrutiny from the public

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in a way that it hasn’t before.

“It’s probably one of the biggest challenges for us, to tell you the truth, and one of the biggest risks is getting permission and consent to drill wells,” he said. “It’s something we put a lot of effort into and I can honestly say many, many more times the effort than we [put into it] just four or five years ago. It just wasn’t a consideration. It has become a consideration. And that’s not just here in New Zealand; that’s a global phenomenon.”

He added, “It is something that’s very important to us: our perception as a good corporate citizen; as a very safety and health-oriented company. Our record is impeccable here and it’s very important for us to maintain that record.”

The natural gas produced by the company doesn’t just benefit New Zealand by introducing jobs and taxable revenue. Since TAG Oil doesn’t own a facility to liquefy natural gas, all of the

E X P L O R AT I O N W O R L D

natural gas produced in the country is sold in New Zealand without the added costs accrued by shipping overseas.

Meanwhile, the company’s crude oil is shipped to primarily Asian markets such as China, Japan and India, which require oils with very low sulfur content, and sold at a premium. From there the company imports cheaper oil back from the Middle East to refine into gasoline and diesel for use in New Zealand.

“We’ve got the choice of either consuming that oil here or shipping it offshore,” Cadenhead said. “There’s an insatiable thirst for oil in the Southeast Asia part of the world. It’s a great place to find oil. It’s a great place to find high quality oil in particular. As I said, we’re netting back on our oil sales here probably close to $80 a barrel right now.”

Cadenhead said he could see the company taking a number of paths in the decade to come.

Most exciting would be proving commercial viability on their unconventional plays in the East Coast Basin.

“If the unconventional play starts to work for us and we can have success with the proof of concept of being able to flow hydrocarbons from those multi-billion barrel reservoirs that we see over on the East Coast Basin, that’s a completely different ball game,” he said. “Most likely, TAG, at the size that we are, would get bought out by a Major at that point.”

Company Information INDUSTRY

Oil and Gas HEADQUARTERS

Vancouver, Canada FOUNDED

2002 EMPLOYEES

25 REVENUE

$57,546,899 (2014) PRODUCTS/ SERVICES

TAG Oil is a Canadianowned exploration and production company for both oil and gas that operates exclusively in New Zealand. By merging the styles of both countries, the company has been able to solve problems no one else has, becoming the busiest explorer in New Zealand.

With a small staff size, the company is able to stay highly-adaptive to an evolving energy market and act fast to capitalize on growth opportunities.

w w w. t a g o i l . c o m / d e f a u l t . a s p

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Wat

Experts in

Watson Drillin with a recent

Written by: Laura Cl

tson Drilling:

n Drilling in Harsh Environments

ing offers their clients a range of services, t focus returned to water drilling.

lose Produced by: Wayne Masciotro

61

WAT S O N D R I L L I N G WATSON DRILLING, A leading resource and water drilling organisation, providing service to private, mining corporate, rural and government sectors. The company specialises in ground water supply for mines, which has become a major service offered by the business in the last five years.

With expertise in water drilling and exploration with services including: Mud rotary (with depths up to 1000 meters), Down-hole hammer, Pump Testing, Exploration, Wireline coring as well as conventional coring up to depths of 1500meters, RC drilling, RAB, Mobile camps, and additional plant and equipment available for hire, including back hoe, excavator, mud pumps, generators, light towers, test pumps and more. Watson Drilling is able to offer their clients a range of services that compliment the company’s professionalism and can-do attitude.

Ability to Work in Any Terrain The employees in the field at Watson Drilling are multi-skilled licensed drillers, meaning they can complete several different 62

September 2014

forms of drilling. The company and their drilled experts can tackle most geological formations. The machinery Watson Drilling employs is all-terrain, allowing them to work in all environments. In fact, Watson Drilling’s ability to adapt to different types of environments and geologies is what they are known for.

“Our goal is to continue to get the Watson Drilling name out there, so that our clients and prospective clients know that we’re a one-stop shop that can take on difficult locations, geology and drilling conditions,” said managing director Rex Watson. “We’re happy to take the tough jobs on, to advise and lead. We can travel to where the need may be.”

Watson Drilling is able to fulfill their commitment to travel anywhere, anytime, as fully accredited and fully licensed professionals.

The success of Watson’s supply chain is a driving factor of their success in remote area drilling.

“Our supply chain runs smoothly because of the long-standing relationship our company has with certain businesses that know what we go through, where we have to

CONSTRUCTION

Watson Drilling site, Australia

be and how to help us get there,” commented Watson. “We’ve become fairly loyal to those who not only look after us with their pricing but actually look after us in their service, which can be more important than the price in the long run.”

Employee Safety The safety of their employees is a high priority for Watson drilling. The company’s Health, Safety and Environmental Plan and Safe Work Procedures help to create a safe, healthy and environmentally

“We’re happy to take the tough jobs on, to advise and lead. We can travel to where the need may be,” said Rex Watson.

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responsible work environment.

The company is very mindful of the environment and has environmental policies and procedures in place. These ensure that the company does not have any negative effect on cultural or heritage sites, or contaminate the environment or aquifers. This is especially important in regards to all Watson Drilling’s projects.

Their plans and procedures include rigorous routine inspections and hazard identification procedures; early identification

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and removal of workplace hazards; monitoring and updating safety procedures to improve performance; and compliance with government regulation and legislations.

Training programs are another way Watson Drilling maintains their high quality safety programs. All employees who operate drilling equipment are inducted and assessed using Drilling Industry Competency Standards. The company also has ongoing practical training that develops the more day-to-day safety habits, including JSA’s, Take Two’s, SWP’s, Working at Heights, Manual Handling, Job Hazard Analysis, Fire Extinguisher training, Drilling Licenses, and others.

Current Projects Australia is the driest continent on the planet, so it is important that the earth’s greatest natural resource is protected. When Watson Drilling engages in a new water drilling project, the company offers their clients advice and information to assist in understanding each territories unique regulations on ground-water use.

WAT S O N D R I L L I N G

CONSTRUCTION

Watson Drilling is currently involved with water drilling for fracking and infrastructure projects for large mining companies; some of these projects are in very remote locations and see harsh conditions. These water drilling projects have been going on for at least two years, although this year saw the addition of two new clients on top of their current client list.

Another of Watson Drilling’s services is the set up and maintenance of mobile camps. These living quarters can be provided for weeks at a time. They are set up and completely usable by workers in remote locations, making Watson Drilling the ultimate one-stop shop for projects. In the future, Watson Drilling wants to retain its small company appeal, and be an industry leader in their specialised field.

“I’d like to continue to grow our sound reputation, of not being large company, but a company that when you give us a job, you don’t have to worry about it. We want our clients to know that once they hand it over to us, we’ll take care of it from there.”

“I’d like to continue to grow our sound reputation, of not being large company, but a company that when you give us a job, you don’t have to worry about it,” said Rex Watson.

Company Information INDUSTRY

Construction HEADQUARTERS

Deniliquin, Australia FOUNDED

1030 EMPLOYEES

45 PRODUCTS/ SERVICES

Watson Drilling was founded in the 1930s for exploration drilling in pursuit of alluvial gold. The company is currently run by fourthgeneration family members of founder W.L. Watson. With a traditional expertise in water well drilling, Watson Drilling provides this and other services to the private, mining corporate, rural and government sectors.

w w w. w a t s o n d r i l l i n g . c o m . a u /

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Energyworks Limited

Energyworks Limited’s New

After securing new investment for future growth, Energyw that will expand the Company throughout Australia and N Written by: Laura Close Produced by: Wayne Masciotro

d:

w Strategic Plans

works has introduced new initiatives New Zealand.

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ENERGYWORKS LIMITED

Front view of headquarters New Plymouth, New Zealand

ENERGYWORKS LIMITED, A market leading provider of engineering solutions to the energy sector in New Zealand, secured new investment to the business in January 2014. As a new shareholder, Direct Capital is providing additional capital to support Energyworks’ growth initiatives. The investment was made alongside the existing 68

September 2014

owners, CEO Allen Clarke, and Executive Director Dallas Chadwick, both of whom who continue to be significant shareholders in the Company and continue to manage the business.

The additional capital will enable Energyworks to continue its investment programme into new premises, additional people,

E X P L O R AT I O N

new systems, and new capabilities which will support Energyworks’ ongoing growth.

As to the future, Energyworks has identified a number of growth and strategic initiatives, which include 1) expanding into Australia and other geographies, 2) substantially increasing its paint and blast solutions for customers on the back of its recently commission and purpose built industrial coatings facility, 3) increasing the range of specialist engineering services that Energyworks provides, and 4) continuing investment in new systems and capabilities,

“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).

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ENERGYWORKS LIMITED

E X P L O R AT I O N

particularly around health, safety, Safety Management Practices (ACC and environmental performance. WSMP) certification to tertiary level.

“Our continual improvement Growing the Company commitment does not just include To accomplish these three major meeting requirements for the goals for their new strategic plan, certification, but exceeding those Energyworks is focusing on the requirements and not just for the continual improvement of the clients who we work for, but to push company’s management system us beyond the local and industry certification. “We’ve been investing competition,” shared McGrath. “We heavily for the last 2-3 years in hope it will enable us to provide not integrating multiple management just an internal quality benchmark systems to optimize our efficiency,” for the company, but also external said Ian McGrath, CSO Chief recognition in terms of increasing Specialist Officer (QHSE/HR). our competitiveness and ability to They have several certifications influence the winning of tenders.” from the international certification recognition organisation, Bureau Moving to Australia Veritas, including ISO 9001 (Quality) As part of the strategic plan, and 4801 (Health & Safety).

Energyworks is looking towards Energyworks is also in the process re-entering the market in Australia of adding ISO 14001, which relates and establishing a base in the to the environment. In the last 12 to country. Geographically, the 18 months, the company has also east side of Australia will provide increased their ACC Workplace the most opportunities for the

“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 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.”

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

E X P L O R AT I O N

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 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.

“Our ability to manage and execute a wide-range of project and maintenance work for our clients is really distinguished by the quality, w w w. e n e r g y w o r k s . n e t . n z

73

ENERGYWORKS LIMITED

ENERGYWORKS LIMITED

E X P L O R AT I O N

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 Sector” 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.”

Company Information INDUSTRY

Energy, Construction HEADQUARTERS

New Plymouth, New Zealand FOUNDED

1972 EMPLOYEES

200 REVENUE

$50 Million

“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,” commented McGrath.

PRODUCTS/ SERVICES

Energyworks provides mechanical maintenance and project services to Dynea including stainless steal piping and mechanical work.

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Transcity Joint Venture Way Project:

Crafting a Legacy in Brisban Council’s Legacy Way Projec

Construction on the Legacy Way Project started in 2011 an improvements and innovations throughout project delivery Written by: Laura Close Produced by: Nick Ledue

- Legacy

ne: Brisbane City ct

nd has seen many design y.

77

T R A N S C I T Y J O I N T V E N T U R E - L E G A C Y WAY P R O J E C

Excavation works for Brisbane Botanic Gardens Mount Coot

LEGACY WAY IS part of Brisbane City Council’s long-term plan to improve travel across Brisbane, Queensland. The Legacy Way tunnel, the fourth of five TransApex projects, is currently under construction. It will connect the Western Freeway at Toowong with the Inner City Bypass (ICB) at Kelvin Grove.

The benefits of the project are wide-reaching, but the biggest will be its effect on the traffic in that area of the city. By providing an alternative route for Western Freeway traffic travelling to and from the ICB, Legacy Way will 78

September 2014

almost halve peak period travel times between the Centenary Bridge and the ICB. The project will also reduce traffic on Milton Road and Coronation Drive and reduce through traffic on some local streets.

While construction is taking place, Transcity has made it a priority to significantly reduce the construction footprint and the impact construction has on the neighbouring residents and areas of environmental significance, like the Brisbane Botanic Gardens at Mount Coot-tha.

Transcity is the combination of three companies, a joint venture

CT

CONSTRUCTION

Legacy Way tunnel boring machines

between Brisbane’s local civil engineering and construction experts BMD Constructions (BMD), Italian tunnelling specialists Ghella, and Spanish tunnelling and civil infrastructure giant Acciona Infrastructures. These three companies joined together in 2010 for the work on the Legacy Way project.

Legacy Way Project Construction on the Legacy Way project began in 2011 and is scheduled to be completed in 2015.

The contract Transcity has with Brisbane City Council states that the company will also be responsible for tunnel maintenance for 10 years after the completion of the project.

The project consists of the

“The tunnel is probably one of the most advanced tunnels in traffic control and traffic safety. The safety system is the most advanced that you can find anywhere in the world now.” w w w. t r a n s c i t y j v. c o m . a u /

79

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T R A N S C I T Y J O I N T V E N T U R E - L E G A C Y WAY P R O J E C T construction of 4.6 kilometre twin tunnels – two tunnels with two lanes in each direction. One of the tunnels will direct traffic west to the portal at Toowong, the other to the east portal at Kelvin Grove.

Excavation for the tunnel began in August of 2012 and took less than 10 months for both machines to get from one end of the project to the other.

“It’s a four year project, so it is very sensitive to the community,” said Project Director Jose Antonio Sanchez, a civil engineer with 27 years’ experience, who’s

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working on the project.

“That has been one of the key items, the key focus from Transcity and the project as a whole during construction, to minimise impacts on the surrounding community and environment.”

Transcity is responsible for all construction activities during the period of the project, including civil works, tunnelling and mechanical and electrical fit out. The company has self performed most of the activities and implemented a mechanical and electrical alliance for the fit out process.

Strategic Management of Project The project has seen a large workforce – over 7,600 people have participated in the safety inductions for the site. At the peak of construction, the work sites saw around 1,100 workers, but the current workforce is closer to 650 to 700. The mechanical and electrical workforce number is around 340 just on its own.

There are four distinct sites to the Legacy Way project including – the western worksite, tunnel alignment, eastern worksite and the

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Moggill Road/Western Freeway interchange project.

Construction takes place on all four sites year round, but Transcity is restricted to night work on the majority of sites that impact the road network so the construction efforts interfere as little as possible with the travelling public. Tunnelling and underground fit out work can take place 24 hours a day.

To keep things orderly in the construction zone, Transcity has their own logistics team on site which manages the delivery of supplies and materials throughout the site and to work areas. Because of the nature of the project, the teams have restricted workspace, which causes some issues.

“We have a very restricted worksite when it comes to space, so we don’t have the advantage to bring a mass of materials and store them on site, we basically have to bring things in as they are required,” said Chris Brett, Construction Manager.

There is also an in house procurement team that shares all updates and important information with the different parts of the team.

With a project this large,

challenges in communication are inescapable. Sanchez shared that having different workers with different levels of expertise in different fields has led to challenges in communication between the different crews. With their on-site management however, these challenges have been few and far between, and usually resolved quickly.

Transcity has also made a concerted effort to eliminate the impacts the community and environment have experienced.

By working with the Brisbane City Council to minimise these impacts, Transcity has been successful in maintaining a positive working relationship with those impacted during construction.

Electrical and Mechanical Fit out The project is currently full speed ahead with the electrical and mechanical fit out, which began in February of this year. Transcity has made an alliance with the mechanical and electrical contractor RCR, which is based out of Perth in Western Australia.

The work on this stretch of the w w w. t r a n s c i t y j v. c o m . a u /

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Mechanical and electrical fit out gantry

project includes compounding a set of systems that will provide full operational functionality to the tunnel, including fire systems, ventilation, traffic control systems and lighting.

“The tunnel is probably one of the most advanced tunnels in traffic control and traffic safety,” Jose

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Sanchez shared. “The safety system is the most advanced that you can find anywhere in the world now.”

Technological Innovations on Site Transcity has been responsible for several innovative solutions to restrictions and challenges on the Legacy Way tunnel project.

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For example, the original design had the tunnel alignment affecting the surrounding roads, roundabouts and parks in a big way. The design included a lot of cut and cover structures, which were going to have to be built on the same existing road alignment. Traffic patterns had the potential to be thrown into chaos.

The team at Transcity worked with the design to come up with a largely offline alignment, changing where the entrances and the exits to the tunnel were to be built. Because of this alteration, 90-plus percent of the project can be built without affecting existing traffic alignments, and has had little effect on the travelling public.

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T R A N S C I T Y J O I N T V E N T U R E - L E G A C Y WAY P R O J E C

TBM Disassembly

Another crafty solution Transcity developed during construction was an alternative way to move the spoil from tunnelling. Originally the company was going to build an overland conveyor to send material to an existing bank of a nearby quarry, which Brisbane City Council owns and operates.

The crew developed a better idea however – better than running the spoil above ground through the Botanic Gardens, creating noise and environmental issues.

Instead, the team built an underground tunnel from the 86

September 2014

worksite to the quarry and conveyed all of the materials produced by the tunnel boring machines (TBMs) and stockpiled it there.

The TBMs were an issue as well.

Because of the restrictive space, Transcity had to get creative with how the TBMs were brought to site.

Instead of bringing the fully-formed machine to the site, the TBMs were assembled at the west end of construction in a 75-metre long open trough structure. Overhead was a large craneage system that assisted with the build process.

There was a lot less space at the

CT

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east end of the job, and there was the existing issue of a carriageway that wasn’t due to be moved until later in the project. Disassembling the TBMs was done with the help of a hydraulic jacking system, which allowed the guys who did the tunnelling to disassemble the TBMs within the existing cut and cover structures.

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Construction HEADQUARTERS

Brisbane Botanic Gardens Mount Coot-tha The Brisbane Botanic Gardens Mount Coot-tha are located at the western end of the tunnel. Part of the bid for the project included that the design for the tunnel at the western end would form part of an expansion to the Gardens.

The reinstatement of the Toowong worksite will be the largest upgrade to the Botanic Gardens since they opened in 1970, and includes a kitchen garden, amphitheatre, forest walk, playground and an 18 megalitre lagoon to help drought proof the Gardens.

The expansion will also feature a range of attractions for visitors including lagoon walks and a new events lawn with amphitheatre seating Completion of the tunnel project is little less than a year away. “We’re always concentrating on the lessons learned as we continue with construction,” Brett commented.

“Construction solutions from the beginning of the project have influenced our decisions through the rest of the project, and will continue to do so until the completion of the tunnel.”

Toowong, Australia FOUNDED

2010 EMPLOYEES

230-380 PRODUCTS/ SERVICES

Transcity is the combination of three companies, a joint venture between Brisbane’s local civil engineering and construction experts BMD Constructions (BMD), Italian tunnelling specialists Ghella, and Spanish tunnelling and civil infrastructure giant Acciona Infrastructures.

These three companies joined together in 2010 for the work on the Legacy Way project.

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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

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 technologies, life sciences, IT and telecommunications, and much more.

However, the company is best recognized as the market leader in several segments: semiconductors, photovoltaics, biotechnology, and high-tech infrastructure.

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August 2014

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

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among its 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 Projects 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—puts 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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C O M PA N Y N A M E

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Siemens AG (Berlin and Munich) is a global powerhouse in electronics and electrical engineering, operating in the fields of industry, energy and healthcare as well as providing infrastructure solutions. For over 165 years, Siemens has stood for technological excellence, innovation, quality and reliability. The company is the world’s largest provider of environmental technologies. Around 40 percent of its total revenue stems from green products and solutions. Since its inception into Malaysia in 1972, Siemens has actively participated in Malaysia’s dynamic economic and social growth.

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M+W GROUP 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, intercountry or regional engineering, resource support, and a ‘lessonslearned’ 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

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works so well 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 seek to be open, honest, transparent, and true to our word. At times this doesn’t help us when we are competing against local contractors or clients that are blinded by the cheapest price.”

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“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 right advice at the right time.

“The difference we can make to saving costs and influencing the final product diminishes the later we come in.” 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 one stop shop open book 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,

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M+W GROUP 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 local contractors 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 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 risk,” Kimber stressed. “Clients need to ask themselves: would they

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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 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 2011, 2012 and 2013. M+W are targeting OSH platinum award for 2014, the highest possible award for OSH. 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.

“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

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M+W GROUP

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August 2014

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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, two biotech projects, one in Johor and the other in Negeri Sembilan. A customer in Malaysia since 2006, First Solar continues to expand its presence in Kulim High Tech Park and M+W supports First Solar as its partner on an open book basis. Similarly, Infineon, a global partner with M+W have had a presence in Kulim High Tech Park since 2005, and M+W have recently completed the design and build of their 2nd Fab on an open book basis.

“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

7000 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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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

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 104

September 2014

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

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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

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 1 0 5

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 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 Waikato-Bay 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 firstclass roading project for all stakeholders,” said Peter Murphy, 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 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 foundations and 7000 square metres of anti-graffiti paint.

The section starts in the northwest corner of Hamilton City and extends into the Waikato 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 of a minor

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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.’’

“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 Cambridge section – HEB Construction Construction began on the Cambridge section of the Waikato Expressway in

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 1 0 7

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 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

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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

“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.”

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“This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.” 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 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 (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,

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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 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.

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

“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.”

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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 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 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

Waikato Expressway map timeline Jan 2014

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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

Opening day for the Ngaruawahia section in December 2013, with traffic crossing the Waikato River.

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 112

September 2014

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

CONSTRUCTION

have a guardianship role when it comes to the protection of the surrounding waterways.

“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.

Company Information INDUSTRY

NZ Transport 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

When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker way to get freight and people through New Zealand’s upper North Island.

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.

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The Waikato Expres Collaboration for a Comm

The Transport Agency is delivering the 102km W New Zealand’s Seven Roads of National Signific Written by: Laura Close Produced by: Bryan Giles

ssway Project: mon Goal

Waikato Expressway, one of cance.

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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

Rangiriri southern end

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 the Auckland, Waikato and Bay of Plenty “Golden Triangle” 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 way to get freight and people through 116

September 2014

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 encountered. But with constant, strong collaboration the agency

AGENCY

CONSTRUCTION

“When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker way to get freight and people through New Zealand’s upper North Island.”

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 Waikato Expressway opened on 3 December, 2012. The 8km stretch has with contractors, workers, of road was constructed by Fulton the surrounding community and Hogan, and came in at around $194 Maori, the completed sections of million. Harry Wilson, the Transport the Waikato Expressway have thus Agency’s Waikato-Bay of Plenty far been on time or early, and on or regional director, attributed the under budget. ahead-of-schedule delivery to the “A key to that has been our collaboration within the Te Rapa extensive consultation processes,” Alliance, which included the agency, said Simcock. “We have a Opus International Consultants and no-surprises policy with our Fulton Hogan. stakeholders and the public, and “Procuring the Te Rapa section I believe the project overall enjoys through a competitive alliance good community support because has delivered a first-class roading we have been consulting with them project for all stakeholders,” all the way along.’’ said Peter Murphy, the Transport The consultation process has Agency’s project manager for the Te included a combination of site visits, Rapa section. individual meetings, newsletters and “The Te Rapa Alliance team public information days, plus strong has been able to successfully website backup. manage the scale and complexity “We have also set up a Visitor of this project while working within Centre at the Cambridge section the uncertainty of unresolved project site office where people can designation and property 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 /

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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

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Website: www.rouse.co.nz

for the bridge foundations and 7000 square metres of anti-graffiti paint.

The section starts in the northwest corner of Hamilton City and extends into the Waikato 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

CONSTRUCTION

estimates. Fletcher Construction was responsible for the 4-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 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 of 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

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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 estimated cost and got the road open before Christmas.’’

One of the eight bridges is over the Karapiro Gully and is one of the biggest structures built in the region Cambridge section – HEB in recent times. The bridge is 200 Construction metres long and 40 metres above the Construction began on the bed of the gully, with piles between Cambridge section of the Waikato 40 and 60 metres deep.

Expressway in September 2013 “There have also been, and and the 16km stretch has an will continue to be, a number of estimated cost of around $230 temporary road closures and million. The project is expected to be diversion routes that change completed by the end of 2016. HEB through the course of the project Construction is the contractor on development,” said Peter Simcock, the project.

Project Services Manager at the Around 300 to 350 staff and Transport Agency. subcontractors are on site at peak HEB Construction’s contractor and to date 650,000 cubic metres representative Gary Budden has of earth has been moved. There said that their good progress thus far are eight bridges to be constructed wouldn’t have been possible without in this stretch of the Expressway the goodwill of nearby residents and on completion the Cambridge and travellers. section will contain about 360,000 “We’ve established a haul road newly-planted trees. This section is along the site, closed some roads, predicted to reduce traffic through put up temporary traffic signals, the picturesque rural town of created a diversion road, and Cambridge by up to 10,000 moved a lot of earth … and right vehicles a day. through it all the people have been As the longest Expressway section wonderful,” Budden said. “I think that has been worked on to date, they really ‘get’ what we are doing there have been several challenges here and what will be achieved.” for HEB Construction and the The Cambridge section of the Transport Agency to overcome.

Waikato Expressway starts south of

AGENCY

CONSTRUCTION

the existing Tamahere interchange and runs for 16km, ending just south of Cambridge where it connects with the existing SH1.

to be involved in the design phase and ensures designs developed are robust, constructible and are appropriately staged.

During the last summer season, Rangiriri section – Fletcher more than 75,000 cubic metres of Construction earth was moved each month. Like The Rangiriri section is also the other sections of the Waikato currently under construction.

Expressway, bridges are a large part Work on this 4.8km project is of the construction work. Current scheduled for completion in 2016. efforts on the project include The estimated cost of this section is stabilised earth-retaining walls at the $106 million; Fletcher Construction interchange bridges and structural is the main contractor. work at the Rangiriri bridge. The When complete, the section Expressway route is away from the will connect the Longswamp current SH1 alignment which cuts and Ohinewai sections of the through the historic Rangiriri village Expressway and improve – scene of a fierce battle between connectivity between Auckland Maori and colonial troops in 1863. and Huntly and further south. The “The Rangiriri project has project is being delivered using an provided plenty of challenges,” Early Contractor Involvement model said Peter Murphy, the Transport (ECI), which allows for the contractor Agency’s project manager for this

“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.”

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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 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 lowlying 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.

Fletcher Construction Fletcher Construction is the main

contractor on the Rangiriri section of the Waikato Expressway project, and was the main contractor on the Ngaruawahia section, which opened last December. The Rangiriri project is currently 18 months into a 42-month contract.

All site enabling, ground improvement - including wick drains and stone columns, gully undercut, cross carriageway drainage and structural foundations - are complete. The end of 2014 and beginning of 2015 will be a large earthworks season.

“The earthworks season in the Waikato, as a general rule of thumb, is 100 working days due to the wet weather and conditions needing to be amenable for drying fill back to optimum moisture. The upcoming season is being elongated with the

“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.”

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September 2014

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CONSTRUCTION

use of imported aggregates and field stabilisation through the addition of lime and cement together in order to provide confidence that the required productivity targets are being meet to achieve programme certainty,” said Charles Stokes, project manager at Fletcher Construction.

Because of the wet season, Fletcher has approximately 60 personnel on the site through winter. The project team consists of around 20 staff (administration, management and engineers), and workers in the field. The summer season will have around 150 workers on site.

Besides having to deal with the elements and the seasons, the project “has a complex geology from the Waikato River flood plains to the south and highly variable materials in the rolling topography to the north of the project site,” said Stokes. The land area along the site contains sensitive airfall ash, flooddeposited pumice and silts derived from the Taupo volcanic region.

This combination has made bulk earthworks challenging. However, with the help of its sister company Winstone Laboratory, Fletcher

Construction has been able to implement a testing regime to help ensure that quality is achieved while still allowing productivity to be left unimpeded.

Another challenge Fletcher Construction has contended with and overcome on the Rangiriri section was the change of design during construction. “The technical landscape was evolving following on from lessons learnt in the recent Canterbury earthquakes,” said Stokes. “Our in-house technical design capability working alongside our design consultant MWH was able to navigate through some complex issues ensuring a robust solution was realised.” This included installing a considerable amount of stone column ground improvements.

Before Fletcher Construction was awarded the contract for the Rangiriri section, Stokes was involved on the project as a Contractors representative. The Transport Agency used the Early Contractor Involvement (ECI) model to develop the plans for the section.

“Part of this role involved ensuring that the technical knowledge

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C O M PA N Y N A M E

Construction Site

within our organisation was fully harnessed to ensure that the design solution adopted was efficient and mirrored the intended construction methodology that would be used during the construction phase,�

Stokes said.

The goal of the ECI model was to ensure that the consents and land take matched the construction requirements in terms of access 124

September 2014

points to and from the site and environment controls. The contractor, designer, planner, client and Waikato Tainui (a significant stakeholder), were part of the project team. The team ensured that the design was robust, buildable and that the planning consents mirrored the construction methodology.

Fletcher Construction’s involvement on the Waikato

SECTOR

Expressway has done nothing but good things for the company.

“Our reputation has been enhanced as a company that is true to our values of being ‘Good to work with, Good to work for, and Good to own’,” commented Stokes. “The Waikato Region is going through a period of considerable infrastructure and commercial investment and we are well placed to leverage our

skills and experience following on from the successful completion of the Ngaruawahia section and subsequently this project.”

Upcoming work – Huntly, Hamilton and Longswamp sections The Huntly section of the Waikato Expressway is in the physical works procurement stage, and will soon

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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 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 existing Tamahere interchange 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.

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September 2014

The 5.9km Longswamp section is currently in the secondary investigation stage and has a 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

AGENCY

CONSTRUCTION

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.

“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.

Company Information INDUSTRY

Construction HEADQUARTERS

Wellington New Zealand FOUNDED

2009 PRODUCTS/ SERVICES

The Waikato Expressway is one of the 7 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 reduce the number of fatal and serious injuries crashes and economic benefits.

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AJ Lucas:

As it Grows, Lucas Maintain High Quality and Standards

By offering solutions, and not just services, Lucas is the p industries on an increasingly global scale.

Written by: Kevin Smead Produced by: Wayne Masciotro

ns its s

partner of choice in a number of

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Eastern Star Gas Narrabri

ENERGY

IF YOU WERE around for the founding of Lucas in the 1950s, you might not recognize it now.

What started out as a building subcontractor is now a multi-faceted business with three distinct arms: investment, construction, and drilling—and a leader in each one.

Lucas was a pioneer of horizontal drilling in Australia and is now a world leader in the highly specialized technique. It’s used this expertise to break into alternative sources such as a coal-seam gas and via its investment arm, has operations in the U.S., U.K., and around the world.

Some things don’t change, though. After 50 years, Lucas is still a respected, trusted company.

And while they certainly excel at the technical side of drilling, their

approach to the industry as a whole really sets them apart.

A Solution-based Approach It starts with Lucas’ belief that they offer more than just services.

“We’re seen very much as providing engineering solutions,” General Manager for Business Development Daniel Sweeting said. This is paramount to how Lucas operates, as it generally tackles jobs that require expertise and careful engineering.

“We many companies can perform the easy jobs, such as setting up on one side of the river and coming out on the other. The jobs that we win are usually very complex and higher risk,” Sweeting said. “So, jobs like cascades, where we drill out of a Class-A nature

“Many companies can do the easy jobs, such as setting up on one side of the river and coming out on the other. The jobs that we win are usually very complex and high risk.”

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Th current graders were purchased in 2011 and 2012, with the recent The grader being upgraded to include full mine specifications.

Operators are extensively experienced with over 30 years each in the operation of plant and specialising in final trim grader operation.

PRINCIPAL PROFILE: Bruce Theil has worked in civil construction for 45 years both here in Australia and in many locations around the world.

Bruce has worked to the level of General Superintendant on many projects. Bruce fully understands the needs of clients and the necessity to provide expertise and service to save money for the client while complying with safety and environmental requirements.

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CUTTING EDGE GRADER HIRE Cutting Edge Grader Hire is a privately owned grader hire company , using qualified and experienced operators.

Our 2 new John Deere 672GP 6 x6 Graders are fitted with 14 foot blades and are fitted with Topcon GPS systems.

The current graders were purchased in 2011 and 2012, with the recent grader being upgraded to include full mine specifications.

Operators are extensively experienced with over 30 years each in the operation of plant and specialising in final trim grader operation.

The company trades as Cutting Edge Grader Hire Pty Ltd Principal Mr Bruce Theil - Director 27 Woongoolbver Circuit River Heads Qld 4655 Contact: 07 4125 8081 Fax No:

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Mobile: 0419 028 664 Principal Profile Bruce Theil has worked in civil construction for 45 years both here in Australia and in many locations around the world.

Bruce has worked to the level of General Superintendant on many projects. Bruce fully understands the needs of clients and the necessity to provide expertise and service to save money for the client while complying with safety and environmental requirements.

For further information regarding Bruce’s experience and work projects, please contact him directly on the above numbers.

AJ LUCAS reserve and intersect a tunnel that’s 70m below the ground 3m in diameter, 2.4ks away—those are the sort of jobs that we win.

Lucas has a long history of completing those sorts of jobs in Australia.”

Sweeting cited “the experience that’s been built up over the last forty years” as what allows Lucas to not only take on more difficult jobs, but complete them in an efficient, smarter fashion. They accomplish this by tackling projects from several angles.

“I think Lucas is really inquisitive by nature,” Sweeting said. “We look at different industries and the different technologies they apply.

We seem to have quite a good history of cherry picking things out of different industries and then focusing that on our customer’s need.” This allows Lucas to tailor the

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approach based on the project.

“We don’t have necessarily a solution that says, ‘Here’s the Lucas solution and that’s good for everyone,’” Sweeting said. “We look at a client’s problem and take experience from various industries and apply it to that problem. The most prevalent example of that is taking experience from HDD (horizontal direction drilling) and applying it to long inseam holes for our mining clients.”

Ultimately, for Lucas, finishing a project is more than just ticking a box—it’s about finding a workable solution to an initial situation presented by a client. “We find more and more we’re not competing with other companies,” Sweeting observed. “We’re to finding solutions that fit within our clients very strict budget constraints.”

“Rather than saying ‘This is our portion of the work’ and being happy with that in isolation to everything else, we actually work with our clients to provide an end-to-end solution.” w w w. l u c a s . c o m . a u /

135

Telephone 07 3715 3400 Email info@alfatest.com.au Unit 3 / 121 Evans Rd, Salisbury Qld 4107 PO Box 229 Salisbury Qld 4107

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AlfaTest Pty Ltd is a wholly Australian owned and independent private company with more than 20 years experience in the supply of Quality Assurance Management: including testing and inspections, welder training and qualifications, spe specifications and procedures – all to relevant Australian and International standards.

Mechanical testing services include: tensile, bend, hardness, impact, load and bolt testing. We have a materials and metallography lab which conducts microscopy, microscopy and chemical analysis of materials as well as undertaking failure analysis and forensic examinations.

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Our non-destructive testing services include: radiography, ultrasonic, eddy current, ACFM, magnetic particle, dye penetrant and visual inspection.

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AJ LUCAS A Culture of Values While working to find solutions, Lucas employs a strong set of values that permeate all aspects of the business’ culture, which was born from a consolidation of several different examples.

On the drilling side, Lucas began as Lucas Coal Technologies in

SUPPLIER PROFILE

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2000. During the next few years, Lucas purchased three other drilling companies. This led to four different companies with four distinct cultures all working together. “Over a period of about 2 years, we combined it all together to create one culture,” Sweeting explained. Where Lucas saw the biggest improvement

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AlfaTest Pty Ltd is a wholly Australian owned and independent private company with more than 20 years experience in the supply of Quality Assurance Management: including testing and inspections, welder training and qualifications, specifications and procedures – all to relevant Australian and International standards.

AlfaTest Pty Ltd. is a fully NATA accredited non-destructive and mechanical testing laboratory and is well resourced with expert engineers and technicians and the latest in testing and inspection equipment.

AlfaTest Pty Ltd works in close conjunction with the other companies of the group – AlfaTest CSG Pty Ltd (mechanical testing of polyethylene pipe), Bentech Services Pty Ltd (supply and maintenance of testing and inspection equipment and consumables) and Total Tech Training (training in non-destructive testing techniques, welder training and general engineering training). The group has an enviable network of contacts in the engineering and welding industries and a solid base of repeat clients.

The combined activities of the AlfaTest group allow us to offer a comprehensive range of services to our clients and partners.

Our non-destructive testing services include: radiography, ultrasonic, eddy current, ACFM, magnetic particle, dye penetrant and visual inspection. w w w. l u c a s . c o m . a u /

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“Our Knowledge and Experience, Creates Solutions”

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AJ LUCAS was in the implementation of safety measures.

“We’re quite proud of our safety record,” Sweeting said. “Currently, we have a TRIFR score of about 7, which is industry best practice for our field.”

Aside from reduction of costs, greater efficiency, and other benefits operating as a safe company affords, Sweeting believes it means more than that.

“There’s a moral obligation,” he

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said. “We have people who work for us and it’s our obligation they have a safe working environment and go home as fit and healthy as the day they started working for us.”

Lucas has learned the best way to achieve this begins with a deep understand of what the project entails.

“The fact is, if an employee understands the task they’re about to perform, the risk in that task, how to avoid it, and if we give them the skills to do so, not only will they be

SUPPLIER PROFILE UTILITY LOCATION SERVICES

Utility Location Services Pty Ltd is the leader in its field. Since its inception ULS has provided professional, cost effective services to many of Australia’s largest Civil Construction Contractors.

ULS’s reputation is second to none in the industry. ULS provides the accurate utility information required by Engineers, Designers, and Contractors to make informed project decisions. At ULS we take pride in the problem solving and innovative skill of our operators. No job is too large or too small for ULS to manage. Our primary aim is to work in partnership with our valued clients in the Civil Infrastructure and Mining/ Resource Sectors to achieve project goals.

Website: www.utilitylocationservices.com w w w. l u c a s . c o m . a u /

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understand of what the project entails.

“The fact is, if an employee understands the task they’re about to perform, the risk in that task, how to avoid it, and if we give them the skills to do so, not only will they be safe and have some control over their own safety, we’ve found that 9 times out of 10, it’s the most efficient way to do the job,” Sweeting said.

“You don’t need to focus on safety by itself; you need to focus on the task and where the risks lie. By doing that, safety and productivity go along as one—they’re very much

joined at the hip.”

Another major concern of Lucas’ is the environment, especially when it comes to extensive pipeline jobs.

“We’re constructing on sites that we have total responsibility for so it’s very important to us that we meet those standards,” Sweeting said.

While having high environmental standards gives Lucas a better chance of getting more jobs in Australia, they aim to be an exemplar for the industry as a whole. “Part of the problem is when you find a company that doesn’t

Meers PROVEN RESULTS & RELIABILITY ENGINEERING & DESIGN FABRICATION & WELDING

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Meers Contracting Services is a small family owned company who have being involved in the gas and waterline pipeline construction industry throughout Australia since late 80’s.

The company provides services to the Australian pipeline construction industry mostly in the Project Land Management areas and Construction Supervision.

Fabritec Engineering is a privately owned Australian company specialising in the civil, mining, oil/gas and construction industry providing clients with practical, economical solutions.

Office: 02 6382 4314 Mobile: 0428 620 943 Email: gmeers2@bigpond.com 1131 New England Hwy Glen Innes, 2370 NSW

CALL 0427 344 121

Email: scottklingner@bigpond.com

Proud to be an Australian Company servicing the Australian Pipeline Industry

AJ LUCAS adhere to the rules and actually causes a mess, putting a blight on the whole industry,” Sweeting said.

“We certainly don’t want to be the company that gives some of the industry’s detractors a reason to be extremely negative about its ability to self-regulate.” This is particularly important, since Lucas often works on leases which are owned and operated by other companies.

“Whoever it may be, we need to show that we have a system where we can regulate and demonstrate our group’s performance and the ability to actually mesh and uphold the standard they have committed to the local community or the government,” Sweeting said.

Working Better Together Maintaining these high standards is important to Lucas, since they work with a lot of different partners across various industries. On the pipeline side, Lucas has had a joint venture for 17 years and counting with onshore pipeline and facilities contractor Spiecapag.

“Where a pipeline job maybe too big for us, or for Lucas to perform in its own right, we’ll partner with

ENERGY

Spiecapag to deliver to our clients,” Sweeting said. “It’s proven to be a very successful relationship that’s been fostered and valued within Lucas for many years now.”

Lucas also holds several investments in subsidiaries, one of which is U.K.-based exploration drilling company Cuadrilla.

Through Cuadrilla, Lucas has partnerships with a number of different companies, making it quite important to the investment side. Lucas holds a 45 percent equity interest in the company and since 2007, has invested a net $91 billion in it.

Other international partnerships include one with the China Petroleum Pipeline Bureau, and both parties are of often in talks on where they can benefit each other from the relationship. “We’re currently doing a job in Hong Kong in which Lucas actually held key positions on HDD and we’re helping them deliver quite a technically challenging HDD project over there,” Sweeting said.

So, what makes Lucas a company in such high demand?

According to Sweeting, it’s their willingness to deliver on a project from conception to completion. w w w. l u c a s . c o m . a u /

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AJ LUCAS

Night 1 4 2 Carborough S e p t e m b e r Downs 2014

ENERGY

Sweeting gave the example of a client of ten years for which Lucas only initially performed one small part of the process. “Now we do the whole lot from beginning to end,” he said. “We give them forward budgets for each portion of the work, a timeline for completion, and we actually complete the total package of the work, commissioning the work ourselves and handing it back over to the client.” The process doesn’t end there, however.

“We continue to monitor performance for them over time,” he continued. “Rather than saying ‘This is our portion of the work’ and being happy with that in isolation to everything else, we actually work with our clients to provide an endto-end solution.” More and more companies are taking notice of Lucas’ solution-based approach to operations, as well. While it hopes to maintain its high quality and standards in the short term, the long term outlook is to expand internationally on a more permanent basis, rather than just for a project.

We’re being pursued by companies from South Africa, China, Russia, and Europe, to actually provide more directional drilling solutions as opposed to just exploration solutions,” Sweeting said. “We’re looking at all those now and looking at which may be best for us.”

Company Information INDUSTRY

Energy HEADQUARTERS

Queensland Australia FOUNDED

1950 EMPLOYEES

X400+ REVENUE

$350 Million PRODUCTS/ SERVICES

Founded in Sydney in the 1950s, Lucas was at first a highquality building sub-contractor.

Subsequently, Lucas has nurtured its engineering intellect to supply specialist, niche engineering, construction, and drilling services to the key sectors of energy, water & waste water, resources (specifically coal) and public infrastructure.

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ActronAir:

ActronAir Successfully Se Harshest Climates on Eart

ActronAir continues its role as a leading market innova development, manufacturing and strategic partnershi Written by: Andrew Rossillo Produced by: Nick Ledue

erves One of the th

ator through fully integrated design, ips 145

ACTRONAIR

Actron Headquarters

ACTRONAIR WAS ESTABLISHED

by Garry Mundy and his two sons, Robert and Kevin, in 1984. They started the company because they believed in ideas, not status quo, leading to innovation at every stage of the company’s history. Today, “ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market,” says General Manager Graham Brown.

From advanced air-flow technology, energy smart zoning, 146

September 2014

sound reduction and temperature control through to the unique louvre grille of their outdoor units, the Company’s innovation-rich offerings and operations continue to drive sales and growth. “Innovation and Customer Service are key elements of our competitive advantage. We continually innovate to create clever solutions specifically designed to meet the harsh Australian climate so that people can live and work in absolute comfort,” says Graham.

Fully Integrated Design, Development and Manufacturing Regarded as the quiet achiever

M A N U FA C T U R I N G

Actron Factory

in the Australian air conditioning industry, ActronAir has evolved into a fully integrated design, development and manufacturing business. The company’s head office and world-class manufacturing plant covers more than two hectares and includes a state-of-the-art Psychrometric Calorimeter testing room.

As part of these fully integrated

operations, Graham outlines the top factors contributing to the Company’s steady growth: “First, we provide a quality product designed to meet Australian conditions. We also apply a continual focus on innovation across all parts of the business, especially in product design.”

“In addition, we work with key supply chain partners who share the

“ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market.” w w w. a c t r o n a i r. c o m . a u

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ACTRONAIR same philosophy of innovation, quality and customer focus.

Strategic business relationships play a major role at ActronAir. We work hand in hand to bring innovative ideas to life. Our partner relationships allow us to challenge each other, share ideas, and bring products to market far sooner than the standard industry time frames for producing a commercialised solution,” says Graham.

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1800 810 124 lx-group.com.au

Challenges and Solutions While continued growth is generally a positive, ActronAir carefully monitors their growth to ensure the Company maintains their core beliefs while growing in multiple segments of their industry. In addition, while new ideas are also generally a positive, actually bringing to market all the ideas ActronAir has for innovative product represents a challenge for the Company’s R&D resources.

ActronAir’s R&D department continues to do exceptionally well with this challenge of keeping up with a large volume of good ideas, but it is something that requires special attention nonetheless.

Graham also added that “The high Australian dollar to the US dollar has been a challenge over recent times. However we continue to thrive and grow despite this.”

“Our Business Excellence programme has been a great contributor to us being able to engage the entire workforce in finding new ways of doing things to accommodate the growth we have had over the past few years.

M A N U FA C T U R I N G

Improving processes in all areas of the business has certainly helped the Company to do things better and faster to meet the growing customer needs,” explains Graham.

New Product Lines Over just this last year alone, ActronAir has launched three new product lines: Hercules is the most advanced range of variable capacity reverse cycle packaged units ever engineered in Australia. With a capacity range of 140kw, 170kw and 195kw, the units are the size of a 20ft shipping container. “We are extremely proud of the performance that Hercules delivers, in particular the energy savings it can provide, and this something that the industry has acknlowedged - it recently won the ARBS industry award for Product of the Year, and was a finalist at both the AIRAH and Endeavour awards,” says Graham.

The ESP Platinum (Energy Smart Performance) series is a range of variable speed split ducted air conditioners that are up to 75 percent more efficient than conventional fixed speed

technology, and up to 50 percent more efficient than conventional inverter technology. “Our ESP line has been at the forefront of energy efficient products for many years.

This range was recently extended with the release of the Platinum range of split ducted units. Being able to run a ducted unit on just one zone without a “common zone” is a feature that many other brands cannot do,” says Graham. “This feature of variable air flow combined with variable refrigerant flow is a real energy saver for the consumer. We take this one step further with our ESP Ultima product, which gives you the ability to control different temperatures in different zones all at the one time, giving you the ultimate comfort solution.”

ActronConnect is the Company’s wireless control system that allows their customers to control their ducted air conditioner from anywhere that has internet connectivity. This product was developed in-house and will work with any smart phone, tablet and computer through the ultra convenient ActronConnect App.

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ACTRONAIR

General Manager Graham Brown

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September 2014

M A N U FA C T U R I N G

Market-leading Innovators The working knowledge vested in the company’s principals, combined with 30 years of research and development, has resulted in some of the quietest, most energy efficient air conditioning systems in the world.

As long-standing market leaders, ActronAir has adopted additional responsibilities. “As what we see as part of our industry obligation, we spend a lot of time educating our dealers and other parts of the industry in a broad range of topics each year. Last year we held training sessions for more than 400 trade-based customers, and we also contributed product to the TAFE network to help with the apprentice training scheme. [NSW Technical and Further Education Commission, known as TAFE NSW, is Australia’s leading vocational education and training provider.] We also sponsor many industry events and have numerous employees who are active members within industry associations,” says Graham.

“What has excited me the most is seeing the company grow and increase our brand penetration across multiple segments of the HVAC industry. Seeing innovative products being released to market and then having this recognized through industry awards is very gratifying. I am also happy to have been able to see numerous employees promoted to more senior roles to become part of the future of the business.”

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Bella Vista, Australia FOUNDED

1984 EMPLOYEES

215 PRODUCTS/ SERVICES ActronAir was established

by Garry Mundy and his two sons, Robert and Kevin, in 1984. They started the company because they believed in ideas, not status quo, leading to innovation at every stage of the company’s history. Today, ActronAir is a proud Australian owned family business celebrating its 30th year, with a reputation for designing, manufacturing and distributing some of the most energy efficient air conditioning units on the market.

w w w. a c t r o n a i r. c o m . a u

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Jebsen & Jessen Chem

Jebsen & Jessen Chemicals Maintains Loca Cultural Pulse throughout Growth

Jebsen & Jessen Chemicals continues to expand throug adapting its western way of working and high respect an to emerging opportunities.

Written by: Andrew Rossillo Produced by: Wayne Masciotro

micals:

al,

ghout Southeast Asia, while nd integration of local culture

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Coating & Resins

THE JEBSEN & JESSEN Group of Companies South East Asia, a member of the Jebsen & Jessen Family Enterprise, dates its origins to a trading partnership formed in Hong Kong in 1895. The Group, incorporated in the early 1960s, is today a highly diversified entity engaged in eight core businesses: Cable Technology, Chemicals and NutriLife Ingredients, Communications, Life Sciences, Material Handling, Offshore, Packaging and Technology.

Jebsen & Jessen Chemicals distributes Coatings & Resins, Plastic and Rubber Chemicals, 154

September 2014

Performance Chemicals, Food Ingredients, Animal Feed and Health Ingredients, Personal and Home Care, Pharma and Agrochemicals.

In its July 2014 issue, ICIS Chemical Business magazine, the top source of market intelligence and analysis of the global chemical markets, announced the annual global ranking of the Top 100 Chemical Distributors, based on 2013 sales. The Jebsen & Jessen Family Enterprise for chemical distribution activities in three locations – South East Asia, China and Europe – recorded total sales of EUR 1.01 billion in 2013. With

this outstanding performance, they remain the World’s 8th largest Chemical Distributor in the ranking of Top 100.

Apart from the global listings, ICIS also break out leaders by sales in the key geographic regions of North America, Europe, Asia, Latin America, and the Middle East Africa.

Jebsen & Jessen Chemicals, with its leading position in South East Asia,

maintains its rank number eight in Asia Pacific .

With a focus on South East Asia, the Group has established a firm foothold in the region through more than 50 subsidiaries and associate companies in Singapore, Indonesia, Malaysia, Philippines, Thailand, Vietnam, Myanmar, Cambodia and Laos, employing approximately 4,300 people.

“I“Sustaining the right size for our Company helps us develop, nurture and maintain long-term relationships with our suppliers and customers.” w w w. c h e m i c a l s . j j s e a . c o m

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JEBSEN & JESSEN CHEMICALS “One of the things that makes us unique is that we’re not only working throughout Southeast Asia, but we’re also working in a very Western frame of mind, too,” says Regional Managing Director/CEO Marc Deschamps. “As part of this mindset, the Company represents high technology suppliers who do not wish to set up their own sales force in Southeast Asian countries,” says Deschamps. “We do that for them with our extensive technical sales force and they are very happy we do.”

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Building Value through Cultural Respect The core values upheld by the Company are executed through the development and nurturing of premier technology partners, value creation and solution focus for the customers in the region, characterized also through a mindset towards Quality and Excellence, Initiative and a proactive can-do attitude, Change and Learning ability, as well as knowledge sharing and Teamwork.

M A N U FA C T U R I N G

“We are committed to working respectfully within cultural boundaries throughout our business operations,” says Deschamps. “We are not the biggest, nor do we want to be the biggest either. Sustaining the right size for our Company helps us develop, nurture and maintain long-term relationships with our suppliers and customers.”

In addition, maintaining their current size helps the Company maintain strict compliance measures throughout the course of doing business.

Deschamps also commented that, “Beyond capturing organic growth in the region, we are also very interested in M&A and inorganic growth where this makes strategic sense. Such M&A activities and growth projects are constantly on our agenda. 50:50 Joint Ventures are a good example where JJ has been both active and successful in the past. Partnership is the relevant word, not dominance, to make a venture successful.”

New Joint Venture: JJ-Muntons This past March, Jebsen & Jessen and Muntons formed a new

Thailand-based joint venture: JJMuntons. The 50:50 joint venture agreement to manufacture specialty malted food ingredients in Thailand positions the new Company, JJMuntons (Thailand) Ltd, to become Asia’s preferred supplier of premium specialty malted ingredients to the food & beverage industries. The new venture is committed to a US$17.5 million plant to be built in Chonburi, Thailand by the end of 2015.

This partnership brings together two companies with shared core values across the areas of customer focus, sustainability, food safety, ethical behaviour and environmental responsibility. “We are teaming up for success and growth in Asia. Muntons’ technology and production know-how paired with Jebsen & Jessen’s distribution capability in South East Asia is a winning formula for this joint venture of equal partnership,” says Deschamps.

Key growth projects such as the JJ-Muntons joint venture promote the diversification of Jebsen & Jessen’s base capabilities, supporting their strategic shift away from pure distribution. “We invest w w w. c h e m i c a l s . j j s e a . c o m

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JEBSEN & JESSEN CHEMICALS

Marc Deschamps 158

September 2014

M A N U FA C T U R I N G

in production but with a strong consumer focus and branded products. Another example of this strategic shift is our new animal nutrition farm pack, where convenient ready mixed functional ingredients are packed in branded consumer or end-user packs.” explains Deschamps.

Key Success-supporting Elements Jebsen & Jessen Chemicals places strong emphasis on human resource development (HRD) to achieve the full potential from its employees.

The HRD programme has been designed to develop staff competence, knowledge and motivation, so as to inculcate values of service, fulfill our strategy and deliver results.

The Company is also committed to forging dynamic partnerships with customers through personalised service, key account management and innovative solutions while practising responsible care through the execution of our strategic service intent (SSI).

Deschamps went on to explain a vital component that helps them stay in touch with how to provide the best services and products possible: “Business management should be done from within an office, but I also plan on being out there with my team, regularly traveling to different countries, keeping a pulse. You have to engage with local cultures. From this, you can derive new projects and find local opportunities and offers for our valued customers in the region”.

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Bangkok Thailand FOUNDED

1960 EMPLOYEES

300 REVENUE

$400 Million PRODUCTS/ SERVICES

Jebsen & Jessen Chemicals distributes Chemicals and NutriLife specialty ingredients through its industry focused business lines Coatings & Resins, Plastic and Rubber, Performance Chemicals, Food Ingredients, Animal Feed and Health Ingredients, Personal and Home Care, Pharma and Agrochemicals.

w w w. c h e m i c a l s . j j s e a . c o m

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John Holland Rail

Building Infrastructure and Comm

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

munity

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 162

September 2014

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 – there are

S U P P LY C H A I N

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 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.”

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 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 w w w. j o h n h o l l a n d . c o m . a u

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SUPPLIER PROFILE

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JOHN HOLLAND RAIL River sections; and the recently completed Sydney Inner West Light Rail extension, which doubled the size of Sydney’s light rail system by adding nine new rail stops between Lilyfield and Dulwich Hill .

“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 back-to-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 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

S U P P LY C H A I N

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 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 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 lost time incidence frequency rate of 0.08 per million man-hours.

Building Communities But this focus on people does not solely apply to its employees, either – John Holland Rail is also committed to positively impacting and improving the communities in which it builds.

“Community relations are something we’re very strong on,” says Stewart.

“All of our projects have community initiatives embedded in their delivery – things like assisting skills within the local communities near projects

we’re working on, working with local community groups on initiatives that they’re looking to implement, and aiding healthcare organizations and local care centers. We spend millions of dollars per annum initiating these projects and monitoring them as part of our 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

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S U P P LY C H A I N

project. “We were duplicating a line from Sutherland to Cronulla, and we had a project office at Sutherland and those project offices were next to an aging care center,” says Stewart. “Our people on that project dedicated their own time to do some landscaping of the aging care home grounds, updating the kitchen and retiling, as a ‘thank you’ for putting up with us being next door to them for an extended period of time.”

John Holland Rail workers have achieved a number of successful community initiatives, from raising $150,000 in donations for New South Wales-based children’s hospice care facility Bear Cottage to partnering with Camp Australia for a two-day program over school holidays for children of workers on John Holland’s South Morang Rail Extension project. “It was a very 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 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 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.

with others when we move out of the area when our projects are complete.”

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 170

September 2014

served in the Special Forces during WWII, he 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

JOHN HOLLAND RAIL

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

I’m most proud of, that I get to be 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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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,” 174

September 2014

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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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

MINING

Company Information INDUSTRY

Mining HEADQUARTERS

West Perth, Western Australia EMPLOYEES

120 Minning site 2014

REVENUE

103 Million

underflow 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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World Coa Association: The WCA is the global network for the Written by: Laura Close

al : coal industry.

183

“OUR MISSION IS to defend and grow markets for coal based on its contribution to a higher quality of life globally, and to demonstrate and gain acceptance that coal plays a fundamental role in achieving the least cost path to a sustainable low carbon and secure energy future.” – Milton Catelin, Chief Executive, WCA The World Coal Association (WCA) is a global industry association formed of major international coal producers and stakeholders. The WCA works to demonstrate and gain acceptance for the fundamental role coal plays in achieving a sustainable and lower carbon energy future.

Membership is open to companies and not-for-profits with a stake in the future of coal from anywhere in the world, with member companies represented at Chief Executive or Chairman level.

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The WCA has four core goals that shape our work.

1. To demonstrate that coal is an abundant, low cost energy source critical to meeting the energy needs of a low carbon world.

2. To demonstrate that coal is essential to building sustainable societies through the use of coal products, such as steel and cement.

3. To influence international bodies and national governments to support investment in low carbon coal technologies – including improved energy efficiency and carbon capture, use and storage – in support of international climate objectives.

4. To ensure that the World Coal Association and its Member s are recognised and valued as constructive and responsible participants in

MINING

Economic Forum and national governments.

The WCA has been influencing policy at the highest level for almost 30 years.

international environmental, climate and energy security forums.

The WCA provides a voice for coal in international energy, environment and development forums, presenting the case for coal to key decision-makers, including ministers, development banks, NGOs, international media, the energy industry, business and finance and research bodies.

The WCA produces material that improves understanding of the vital role of coal, organises workshops, holds meetings with senior policymakers, and develops policy positions to inform international policy discussions in bodies such as the European Commission, European Parliament, United Nations Framework Convention on Climate Change, UN Environment Programme, World Bank, World

WCA Leadership The WCA’s leadership team is headed by a Chairman elected for a two-year term, currently

Milton Catelin handing out the award for Leadership on Mining Safety to a representative from the Shenhua Group.

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W O R L D C O A L A S S O C I AT I O N Harry Kenyon-Slaney, the Chief Executive of Rio Tinto Energy.

There are three Vice-Chairmen and a Chief Executive, supported by an Executive Committee.

MINING

Company Information INDUSTRY

Mining

WCA Work Programme The WCA’s activities are shaped by the work of two committees.

Every WCA Member can sit on these two committees and have a major input into the WCA’s work programme.

The Energy & Climate Committee’s role is to develop WCA policy on issues relating to energy access, energy security and climate change and to develop and oversee projects to implement those policies.

The Resources Committee develops WCA policy on issues relating to coal’s sustainability as an essential resource in a modern economy and develops and oversees projects to implement those policies.

WCA Members play a pivotal role in shaping the future of the global coal industry.

HEADQUARTERS

London FOUNDED

1985 EMPLOYEES

Chairman: Harry Kenyon-Slaney, Chief Executive Rio Tinto Energy,Chief Executive: Milton Catelin PRODUCTS/ SERVICES

Non-profit, global industry association formed of major international coal producers and stakeholders.

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Australian

Indust Council:

Written by: Laura Close Produced by: James Hayes

n Nut

try

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A U S T R A L I A N N U T I N D U S T RY C O U N C I L

Tree nut production is on a truly commercial scale in Australia

AUSTRALIA, THE BIGGEST island in the world (and the smallest continent), is a dynamic first world economy, well-known for its agricultural and mineral wealth; it is also an increasingly important producer of tree nuts for the global marketplace. Macadamias, almonds, walnuts, chestnuts, pecans, pistachios and hazelnuts are all grown here.

Tree nut production on a truly commercial scale in Australia dates back only to the 1980s, but since that time the industry has invested heavily in expanding output volume whilst maintaining a keen focus on 190

September 2014

quality. Today, buyers from Asia, Europe, the USA and elsewhere recognise Australia as the source of premium quality nuts, especially in the northern hemisphere off-season.

The Australian Tree Nut Industry This vast continent is characterised by a wide array of soil and climatic types (ranging from tropical through to cool temperate) such that almost any nut species can and does succeed in some part of Terra Australis.

A modern and cutting edge industry does not appear overnight nor without considerable effort, and the Australian tree nut industry has

FOOD

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A U S T R A L I A N N U T I N D U S T RY C O U N C I L relentlessly pursued world’s best practices and technologies as well as importing or cultivating varieties suitable to local conditions. Today, Australia is home to an enviable pool of knowledge as well as a culture of innovation upon which to develop a future-facing industry whose

Pistachio trees at Robinvale 192

September 2014

exceptional product is already much in demand around the globe.

Tree nut production in Australia is dominated in scale by almonds and macadamias, with the former representing more than 50% of the total area planted and the tonnage produced. The macadamia,

FOOD

Australia’s iconic native species, accounts for approximately 34% of area planted and 30% of tonnage produced.

Buoyant markets and sound business models continue to drive investment in new plantings such that the Australian crop is forecast to increase by as much as 44% by 2025, substantially on the basis of trees already in the ground.

The hazelnut industry is an example of a historically small sector which is poised to leap into the commercial mainstream with 5,000% growth predicted over the next decade. Walnuts - already on a growth trajectory - and pistachios will more than double in output, whilst chestnuts and almonds are expecting increases of more than 30%. Overall, the farm-gate value of Australian tree nuts is forecast to increase by 82% by 2025.

The tree nut industry employs around 5,000 people throughout regional Australia with more than 15 million nut trees planted around the country.

Tree nuts are already Australia’s largest horticultural export sector, with current foreign earnings of

more than AU$650M per annum.

Thanks to a powerful and persistent worldwide dietary trend and a strong set of local production values that emphasise food safety and eating quality, as well as excellent social and environmental stewardship credentials, the Australian tree nut industry is likely to surpass AU$1B in export sales before 2025.

Australia’s agricultural industries are among the most sophisticated, highly mechanised and environmentally aware in the world.

If there is one thing its farmers know how to do, it’s how to grow high quality produce for export.

Australian farmers have a reputation for being among the most efficient and advanced in the world.

Because of our relatively small population, we have always looked to overseas markets to sell much of our agricultural production.

As a result, Australian farmers are well aware of the needs of export markets and the importance of supplying reliable lines of high quality product. This is what has driven nut production in Australia and our highly skilled growers have concentrated on refining their ability w w w. n u t i n d u s t r y. o r g . a u /

193

Mixed Nuts

to supply premium product to buyers around the world.

Australia is serious about growing quality nuts and increasing production into the future. A driver of this is its ability to provide supply in the northern hemisphere off-season.

The benefit for the international nut 194

September 2014

trade and consumers is that they now have access to a ready supply of the freshest nuts all year round.

As a result, important markets can be developed or expanded without fear of a lack of supply. This is how the pre-Christmas period has developed to become a lucrative

FOOD

Company Information INDUSTRY

Food HEADQUARTERS

ELANORA Queensland EMPLOYEES

Chaseley Ross Executive officer PRODUCTS/ SERVICES

market for Australian fresh pecans in China. It’s also why consumers in major markets around the world can now buy fresh walnuts, almonds, pecans and hazelnuts all year round.

For further information, visit the Australian Nut Industry Council website www.nutindustry.org.au

The Australian Nut Industry Council is the federation representing the seven Australian nut producing industries at a national level.

We aim to strengthen, unify and promote the production, marketing and consumption of nuts within Australia and internationally.

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Australian Refrigeration Association (ARA)

Energy Ef ficiency in the HV Writ ten by: Tim Edwards

VACR industr y 197

A U S T R A L I A N R E F R I G E R AT I O N A S S O C I AT I O N ( A R A )

Tim Edwards and the next generation

The Role Of Refrigeration and Air Conditioning in Energy Efficiency and GHG Emissions Reduction Air Conditioning and Refrigeration (HVAC&R) is obviously an important contributor to economic performance and the quality of life. It is seldom recognised as an industry 198

September 2014

and its contribution to energy consumption and Greenhouse Gas Emissions (GHG) is broadly misunderstood and understated.

The industry makes a central contribution to fundamental industries including the built environment, food production

FOOD

and distribution, healthcare and pharmaceuticals and virtually all other human activities. The importance of the HVAC&R industry in Australia is demonstrated by the following statistics : • 45 M individual installations • 2% of GDP, $26B annual spend, $ 6B capital investment PA, perhaps $100 B installed HVAC&R infrastructure at current $ value • 22% of electricity consumption • 12/14 of national CO2e emissions (GHG emissions) • 20,000 firms, 170,000 direct employees, of whom about 70,000 are licensed to handle fluorocarbon refrigerants.

This same level of development is apparent throughout the industrialised world and is rapidly being realized in developing countries reflecting the fundamental role of HVAC&R in economic development. The industry offers major sources of energy efficiency and the resulting cost savings throughout the world.

HVAC&R Climate Change Impact The contribution of HVAC&R to greenhouse gas emissions

is pervasively misunderstood and understated.

The energy consumption of the HVAC&R industry (indirect emissions) is extremely high (22.3% of electricity, about 10% of national emissions) reflecting the many operating systems and their continuous use. It is direct emissions that are little understood and pervasively misrepresented.

The Australian national accounts report refrigerant emissions to be about 1% of national emissions. This dramatically understates the volume of direct emissions for a series of reasons that defy logic and give rise to a great deal of misunderstanding.

The real impact of the HVAC&R industry in Australia is in the order of 14% of national emissions.

This is comprised of 10% of national emissions due to energy consumption and 4 % due to unintentional and intentional fluorocarbon refrigerant emissions.

This understatement matters a great deal. It has the effect of failing to recognise HVAC&R as a primary potential source of emissions reduction. It has the effect of failing to recognise that there are w w w. A u s re f . o r g . a u

199

A U S T R A L I A N R E F R I G E R AT I O N A S S O C I AT I O N ( A R A )

President Tim Edwards 200

September 2014

FOOD

solutions available in Natural Refrigerants, for which direct emissions would be minimal. The natural refrigerants are highly energy efficient and therefore would contribute to reduced indirect emissions. The use of natural refrigerants would eliminate direct GHG emissions and reduce indirect emissions by 20 to 50%, a potential total reduction in national emissions of 7%.

The Potential Role of Natural Refrigerants The natural refrigerants are ammonia, carbon dioxide, hydrocarbons, air and water. These refrigerants are commercially proven and highly energy efficient when used in the right engineering context. They have been shown to be effective in meeting the wide range of refrigerant requirements by HVAC&R sector.

As a result their use can make a major contribution to HVAC&R energy efficiency and emissions reduction. The transition to NRBT (Natural Refrigerant Based Technologies) would virtually eliminating direct emissions because natural refrigerants have very low GWP and reduce indirect emissions by up to 50% through increased energy efficiency. The use of NRBT would pre-empt a major increase in GHG emissions in the developing world. It is fundamental to recognise that the transition to NRBT will deliver major cost savings to end users of the HVAC&R services. The potential cost savings in Australia are in the order of $ 8B per annum.

Company Information INDUSTRY

Food HEADQUARTERS

New South Whales Australia FOUNDED

December 2011 EMPLOYEES

President Tim Edwards, Vice President Ben Adamson, Secretary Stefan Jensen, Treasurer Ross Bradshaw H.E PRODUCTS/ SERVICES

Not for profit, Industry association for refrigeration and air conditioning, also known as the Heating, Ventilation, Air Conditioning and Refrigeration industry (HVACR)

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Chestnu Australia Inc. (CAI)

Compied by Tanya Edwards

uts 203

CHESTNUTS AUSTRALIA INC (CAI)

Members of CAI participating in Chestnut promotions

CHESTNUTS AUSTRALIA INC. (formerly The Chestnut Growers of Australia Ltd) is a growers group which was formed in 1991. Membership is drawn from all over Australia and includes representation from suppliers and large commercial growers, hobby farm enthusiasts, nurserymen and women, Agriculture Departments

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and other horticultural experts.

Chestnuts Australia Inc. aims to assist its members with relevant information on the growing, harvesting and marketing of chestnuts.

The association is dedicated to the growth of the Chestnut Industry through: • Grower education • Promotion

FOOD

• Research • Sharing of information Industry overview The Australian chestnut industry operates principally in the southern states of Australia, including NSW, Tasmania and Victoria, plus southern areas of SA and the south western area of WA. Approximately

70 per cent of the national crop is grown in north east Victoria.

The main varieties grown are Red Spanish, Purtons Pride and De Coppi Marone. Chestnuts flower during November and December and are harvested from March through to May. Many chestnut orchards are small family-owned orchards, but there

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205

CHESTNUTS AUSTRALIA INC (CAI) are several large-scale commercial plantings, and the average size of new orchards is increasing.

The chestnut industry has always been aware of the possible biosecurity issues it faced, the main threats being Chestnut blight, Chestnut weevil and Chestnut gall wasp. The depth of knowledge and preparedness was made very evident in 2010 when there was an outbreak of Chestnut blight.

This outbreak was reported swiftly due to grower knowledge and biosecurity training. Chestnuts Australia, in conjunction with VicDEPI, were able to inform all growers of the immediate measures that were needed to heighten the level of biosecurity. An Industry Development Officer was appointed in January 2014 to further improve biosecurity vigilance.

Current production • Area under production is about 1,000 ha. • Production is about 1,500 t a year of fresh chestnuts.

Industry potential Chestnut production is expected to 206

September 2014

increase to 2,000 t by 2020 as young orchards come into production.

New varieties and improved orchard management techniques have reduced time to bearing and resulted in increased nut yield, nut size and ease of peeling.

Most chestnuts are handpicked except in many large orchards, which are fully mechanised as a result of new harvesting machinery being developed.

Growers are planting and reworking older trees to newer and more consumer-friendly varieties.

Markets: present and future Chestnuts are highly valued in Europe, the USA, Japan, China and Korea.

Most growers sell the bulk of their crop through the fresh wholesale markets in each state.

Small quantities of fresh and frozen peeled chestnuts are exported to Japan and Singapore.

The Australian industry produces products such as frozen peeled whole chestnuts, chestnut meal, flour and puree. These value-added products are now being successfully marketed locally and overseas and

FOOD

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207

CHESTNUTS AUSTRALIA INC (CAI)

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FOOD

have the potential to expand the overall market for chestnuts.

The chestnut industry is seeking new export markets for fresh and frozen peeled chestnuts to sustain increased production.

Nut size is important in the fresh chestnut market and new pruning techniques have enhanced this quality.

Competitive advantages • Australian chestnuts are fresh in the northern hemisphere off-season.

• Australia will soon again be free from chestnut blight, the fungal disease that has devastated orchards and native forests overseas. The eradication of chestnut blight is nearly complete with nine of the thirteen orchards affected being cleared of the disease after extensive industry surveys.

• With the exception of New Zealand, importing fresh chestnuts into Australia is prohibited.

• Australia is free from insect pests such as the chestnut gall wasp and chestnut weevil.

• Australia’s pest-free status means chestnuts are produced without insecticides.

• Australian chestnuts are highly regarded in Japan for good flavour and quality appeal.

• The Australian chestnut industry is consumer focused and the latest tree varieties being selected are based on ease of peeling and superior flavour.

Overseas, yield is generally given a higher priority than eating quality in varietal selection.

Company Information INDUSTRY

Food HEADQUARTERS

Myrtleford, Victoria, Australia FOUNDED

1991 EMPLOYEES

CAI Executive Committee/Industry Development Officer/ Communications Officer PRODUCTS/ SERVICES

Incorporated Association

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BridgeCrest

Medical, Inc. Better Health and Safety in Construction

211

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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Data#3

Continuous improvement gives the competitive edge

Data#3 has achieved longevity in a fast paced envir thanks to continuous improvement Written by: Abigail Phillips Produced by: Nick Ledue

Data#3

ronment

217

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 218

September 2014

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.

w w w. d a t a 3 . c o m . a u

phone: +61 2 8019 7254

| barracuda.com

| email: info@barracuda.com

Amazing Solutions. Awesome Support.

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-to-end network and data security.

C O M PA N Y N A M E

SECTOR

SUPPLIER PROFILE 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 •

Barracuda Web Filter

•

Barracuda Spam Firewall

•

Barracuda Firewall

•

Barracuda NG Firewall

•

Barracuda Web Application Firewall

•

Barracuda SSL VPN

Storage - Protect and recover critical data •

Barracuda Backup

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Barracuda Message Archiver

•

Copy

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John Grant

“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.”

Application Delivery - Optimize networks for speed, safety, and reliability •

Barracuda Load Balancer ADC

•

Barracuda Link Balancer

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 222

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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.

D ATA # 3 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

SECTOR

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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D ATA # 3

“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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