Business Review Australia - December 2014

WWW.BUSINESSREVIEWAUSTRALIA.COM | December 2014

+ REWARDING YOUR EMPLOYEES: CAN MONEY BUY HAPPINESS? + AUSTRALIA’S TOP 10 MOST LUXURIOUS HOTELS

THE FUTURE OF TECHNOLOGY IN BUSINESS

CITRIX’S CTO, MARTIN DUURSMA, COMMENTS AUSTRALIA’S TECHNOLOGICAL CAPABILITIES IN THE NEXT FIVE YEARS.

CONTRIBUTORS

EDITOR’S COMMENT

Will we have flying cars?

Ricky Nowak Ricky specialises in developing leaders that know themselves – their strengths and areas where they have specific opportunities for development.

Working with Ricky, these leaders can get the best out of themselves, the individuals and teams they lead, the relationships they manage and the organisations they promote. They learn to monitor and improve their own leadership and management skills.

Unfortunately, probably not in the next five years.

Even if we don’t get flying cars in the near future, the landscape of technology—especially in business—is an exciting and interesting thing to consider. Martin Duursma, CTO of Citrix, shared the company’s report on future technology in the workplace and his thoughts on Australia’s technological future.

And while flying cars may be unattainable, an employee remuneration system that isn’t based on money is. Ricky Nowak, a repeat contributor for us here at Business Review Australia, shares the benefits of educational opportunities and what some companies do besides giving cash bonuses.

Our final article in our new format shares all the luxury you could want this holiday season, with a top 10 list of Australia’s most luxurious hotels and resorts. These are don’t-want-to-miss locales that will take your breath away and rejuvenate you for the New Year!

Happy Holidays, and enjoy the issue!

Laura Close Editor laura.close@wdmgroup.com

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

6 Finance

Employee Remuneration

14 Technology

The Future Landscape Of Technology

22

130 Top 10 Luxury NAMCOR Top 10

34

Baker Hughes

Hotels

COMPANY PROFILES EXPLORATION 34 Baker Hughes Australia 46 Mitchell Services 54 Condor Energy

MINING 60 Liebherr Australia 72 NSW Minerals Council Association

HEALTH 78 The Valley Private Hospitals Systems

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August 2014

86 Exercise & Sports Science Australia (ESSA) 94 Chiropractors’ Association of Australia (National) (CAA)

SUPPLY CHAIN 100 Varley Group 108 Rail Track Association of Australia

ENERGY 126 Delta Energy Systems

MANUFACTURING 134 CITIC Heavy Industries

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Shore Gold CONSTRUCTION 144 Buildcorp Interiors

FOOD 118 Zambrero

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s Australia

54

Condor Energy

94

126

118

134

Chiropractors’ Association of Australia (National) (CAA)

Delta Energy Systems

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NSW Minerals Council Association

Zambrero

CITIC Heavy Industries

5

FINANCE

Rewarding Your Employees: Mone Can’t Buy Happine Rewarding your employees with a cash bonus may not be the most fulfilling for them. Find out what other options business leaders may have.

W R I T T E N B Y: R I C K Y N O W A K I N T R O D U C T I O N B Y: L A U R A C LO S E

ey ess

FINANCE WHEN IT COMES to rewarding employees for their good, hard work and commitment to their company, what is the best way to go? There are not many people who would turn down a cash bonus during the holidays or after completing a particularly arduous project. But as it turns out, the modern business person, from the millennial right out of university up to those who have been working for decades, may be looking for something a little more intrinsically rewarding.

Ricky Nowak, a repeat contributor to Business Review Australia, has been working in leadership skills training for over 20 years. She holds many titles, including executive coach for the Australian Institute of Company Directors, International Coaching Federation Member and Certified Speaking Professional (CSP)- National Speakers Association of Australia. With a client list that includes several top Australian universities, leading financial institutions like ANZ Bank, CBA and NAB and several other companies in as many different industries, Nowak is more than qualified to advise on employee remuneration.

Read on to see why she thinks a strong training system, enabling 8

December 2014

There are not many people who woul rewarding way to acknowledge the h employees and showing them they matter to the company may be the best bonus system you could offer.

Intrinsic Or Extrinsic Bonus?

Let’s not kid ourselves. When it comes to getting more (money that is), most people are delighted to receive an extra bonus, an unexpected financial windfall or be rewarded financially for work they do or the contribution they make.

ld turn down a cash bonus, but there may be a more hard work of your employees.

Yet when it comes to choosing a performance-linked incentive other than financial gain, evidence suggests a great deal of professionals in today’s fast-paced business environment want the golden goose that will keep them ahead of the competition, make them more marketable for the future and fully engage them at work.

And if it takes money to do that, well and good. If it takes the time to acquire knowledge, learn new skills, develop a

broader mindset or create new habits, then money may be the enabler but people will be the drivers.

The obvious way of course, is to invest more heavily in professional development and growth opportunities that are relevant and ultimately forward moving. As US leadership guru Dan Pink says, “the only way to make people truly engage is to pay them enough to take the issue of money off the table� and give them 9

FINANCE

Consider providing employees with the knowledge to better themselves, both in their current job and lifelong career, through education options.

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December 2014

MONEY CAN’T BUY HAPPINESS

the opportunity to have autonomy, mastery and purpose in what they do.

Nice work if you can get it.

This will only work if people feel their own performance goals are aligned with that of their organisation and feel the connection to their personal motivations are respected. It will keep working when businesses commit to recruiting on values first, skills second.

Motivations and values like altruism, aesthetics, financial, theoretical, social, educational are what people connect to before they connect to the work they do. It is that simple.

In essence, it may not really matter whether one is remunerated with a bonus or a financial reward but rather enabling, making sure your people

The modern business person, from the millennial right out of university up to those who have been working for decades, may be looking for something a little more intrinsically rewarding.

matter and showing them how and where they make a difference.

Companies Enriching Employees Based on how closely people feel to the context of their work, performance based incentives or bonus’ can then be decided with the person’s best interest, or motivator in mind, and aspirations in mind.

Take Atlassian for instance, a Sydney software company that creates “products that customer’s lust after,” reward new staff prior to commencing by sending them and their partners on a weekend away so they feel relaxed and energised to start with. They truly reward staff by providing an innovative work environment that captures mood, results and efforts.

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FINANCE

A happy workforce starts at the top; make sure your employees know they are im Nice work, if you can get it!

Take Zappos as another example, a US online business that started selling shoes who now sells pretty much everything, has a policy in place that pays new staff who don’t want to stay and adopt the Zappos culture, up to US$3000 to leave. But the rewards to those that stay are measured in happiness, 12

December 2014

a great culture and an innovative environment — not just bonuses.

Makes sense (and dollars!)

And of course there is the latest out of the box incentive from Apple — the opportunity for women to have their fertile eggs stored till they are ready to have children, thus incentivising them to stay at work longer and not put their careers on hold.

mportant to you.

Motivations and values like altruism, aesthetics, financial, theoretical, social, educational are what people connect to before they connect to the work they do.

So, perhaps after all, there is no one reward system or one performance based incentive that is perfect.

Rather it may be it a series of ongoing conversations with staff who determine their preferences for bonus or incentives as well capturing their obligations and responsibilities that entitle them to aim high.

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TECHNOLOGY

THE FUTURE L OF TECHNOLOG AUSTRALIA’S TECHNOLOGIC LANDSCAPE W R I T E N B Y: L A U R A C LO S E

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Month 2014

LANDSCAPE GY:

CAL Citrix’s CTO, Martin Duursma, comments on the global trends he expects in the industry, as well as Australia’s technological capabilities in the next five years.

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TECHNOLOGY

INSTEAD OF LOOKING back on the year in technology, we’re following the trend in the industry and commenting on the race towards the future of innovation.

Citrix, the American multinational software company, published their annual technology landscape report commenting on the global technology sector from 2014 to five years down the road. We had the chance to talk to Martin Duursma, the CTO of Citrix, to get an inside look into the report and to find out what he thought the shape of Australia’s technological landscape would be in the coming years.

This year’s theme is Joie De Vivre. How would you say its two meanings (Joy of Life and SelfActualisation) really sum up the trends for 2014-2015?

The quality of life in all aspects is significantly better than it was 100 years ago and with technology accelerating in computing, genomics and machine learning, it looks set to improve at an even greater rate into the future. We are getting to a point with technology whereby it is intuitive and easy to use; we no longer have “user manuals” for technology products 16

December 2014

and we can pick up any product and use it within seconds. This ‘state of being’ with technology supports both components of Joie De Vivre as we have technology at our fingertips, such as digital assistants and crowd-sourced intelligence, making day-to-day experiences seamless and more enjoyable.

You predict freelance and creativity are going to become more of a necessity in the future of business.

How much is this move truly going to affect the traditional inner structure of business?

With labour markets changing, the inner structures of businesses will change as they look to take advantage of the emerging freelance economy.

The term ‘purpose economy’ suggests new workers are interested in purpose and experiences, rather than chasing the dream, which is why greater passion delivers better outcomes than chasing the dollar. This is both a social change and a change in how businesses work.

The changes taking place, coupled with advancements in technology enabling us to work from anywhere

A U S T R A L I A’ S T E C H N O L O G I C A L L A N D S C A P E

The evolution of video and conferencing technology has allowed employees to work from home. and any device, mean businesses can match great work with great people, wherever they are in the world. The BYO culture of the workplace also means businesses can quickly deliver services to seamlessly and efficiently on-board new employees. Furthermore, as businesses embrace automation in the workplace, we will see a rise in jobs requiring something computers aren’t good at – creativity. Soon everyone may be creative workers out of necessity.

The report points out that data is going to continue to be an invaluable tool. What would you say to a company that isn’t utilising data, and what would you suggest their first step be in moving towards data-driven analytics?

If a company is not taking advantage of analytics then it is giving an unfair advantage to its competitors. After all, if a business can run experiments with customers faster than its competition, it can expect to see its product evolve faster. Data insight is a key skill of the

TECHNOLOGY modern corporation, a significant knowledge advantage for businesses, and crucial to driving informed business decisions. In moving towards data analytics, a company’s first step should be understanding how its products are used and involve the analysis of its current data stores with a view to using this information to produce timely business insights addressing sales, customer care and marketing. If a business fails to use the insight it has, it can’t tell if what it’s building is being used or if it is being used effectively. Effectively, if businesses don’t take advantage of the data at their fingertips, they’re building in the dark.

What specific trend for businesses are you most excited for? Why? One of the most exciting trends for businesses is the software defined workplace. That is, workplaces that are now defined by the software that drives them. From the Building Supervisor who is running his monitoring app on his smartphone, to the classic office worker who can now work from home due to video and collaboration tools, technology is completely redefining how we work.

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December 2014

Freelance work and other creative oppo Work is no longer a place, but an activity we do from anywhere at any time.

What employee trend should employers capitalise on the most?

Employee engagement is a critical factor in today’s workforce and employers need to be providing an uplifting and continuous education environment for their employees.

If they don’t, the talent will go elsewhere. This specifically relates to the millennial workforce that values experience over things; they want work to mean something.

To respond to this expectation,

ortunities are going to slowly gain traction. businesses should look to implement anytime and anywhere education through online classes. As an extension, businesses should look to capitalise on the new phenomenon of ‘Just-In-Time’ and ‘Targeted Learning’ whereby employees are given access to services that allow them to learn specific skills in just a few minutes.

At companies with mainly knowledge workers, the engagement levels are over 70% and as such, the goals of millennials will be more easily achieved in a knowledge-working environment. Learning what you need,

when you need it is the new rule.

Passion fit for your workers is also essential, with people doing their best work when they’re doing things they are passionate about. For instance, the Google X group allows people to work on what they are passionate about even if leadership thinks it will go nowhere. They do this to overcome cognitive biases as more often than not, the sum of leadership biases kill great ideas before they get started.

The bottom line here is tap into the passions of your staff.

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TECHNOLOGY

One of Duursma’s favourite trends is the move towards software and the clou takes up space, time and money.

Australia is the global leader in mining. Although the mining boom has subsided, what technological advice do you have for mining companies for the future?

When it comes to the mining industry, Australia has the opportunity to be a major force and exporter in the realm of automation. Mining companies should continue to invest in this area as it will drive efficiencies helping to maintain profits, even with a downturn in commodity prices.

Small to medium enterprises (SMEs) are also a large part of the Australian 20

December 2014

economy. What specific advice do you have for decision makers at SMEs in regards to technology?

If an SME has any IT equipment on their location, they should be looking at how to quickly dispose of it. Instead of on-premise solutions, SMEs should focus on deploying technology solutions via cloud services as this allows them to access best of breed applications while removing the need for them to either employ IT staff or worse, have the owner of the business take on tasks that they’re not trained for. In the case of the latter, this leads to sub-optimal outcomes, and distracts

ud and away from hardware that

“I fervently believe that lowcost internet access is now a basic human right, just like clean water and shelter�

from the most important thing of all the running of the business.

Personally, what do you want to see technology accomplish in Australia?

The world?

I am an optimist. I am a believer of universal information access serving as a great leveller and promoter of understanding. I fervently believe that low-cost internet access is now a basic human right, just like clean water and shelter. By providing all of humanity access to information, we will ultimately promote harmony and understanding.

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TOP 10

Australia’s Top10 Luxury Hotels The beauty of Australia’s natural landscape and its bustling city centres sets the backdrop for these luxury accommodations.

Written by: Laura Close

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TOP 10

10. Sheraton Mirage Gold Coast The Sheraton Mirage is the Gold Coast’s only beachfront resort rated with five stars, giving it extra distinction from the rest. Among lagoons and tropical gardens is the newly renovated hotel, known for its spaciousness and comfort.

The Ocean Villa, their premier space, boasts full access to the five star facilities and services the resort offers, as well as a direct ocean view and access to the beach. With room for five adults, or a combination with kids, the spacious setting is perfect for a family vacation.

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December 2014

9. Qualia Qualia can be found on the secluded northern-most tip of Hamilton Island, a fantastic location for all Great Barrier Reef viewing and activities.

The luxury resort offers intuitive service and VIP amenities for its guests. Transport from the airport and a chauffeur service for your stay is included, and the concierge team will cater to any of your whims.

The beach house retreat is qualia’s most luxurious guest option. With dining accommodations for 10, a private swimming pool and panoramic views of the Coral Sea and Whitsunday Islands, the beach house retreat provides all its guests could ask for.

A U S T R A L I A’ S T O P 1 0 L U X U RY H O T E L S

8. Woodbridge On The Derwent For those looking for classic historic elegance, Woodbridge On The Derwent is the resort for you. The building, an 1825 riverfront mansion

in Tasmania, has been superbly restored into a personalised boutique accommodation. Woodbridge On The Derwent is Tasmania’s only officially accredited five star hotel.

Only 16 guests are at the mansion at a time, providing the perfect peaceful and private visit. Each room has a view of the river, and its Spa Suites offer king sized beds and open fireplaces. Woodbridge not only sells elegant luxury, but the experience, which has been billed as “receiving the keys to a friend’s country mansion.”

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TOP 10 and wellness is a big focus at the Langham: guests are encouraged to use the gymnasium, conservatory-covered pool and Jacuzzi, saunas, signature-scented colour therapy steam rooms and therapeutic rain showers.

7. Langham Hotel Melbourne The Langham Hotel in Melbourne features modern amenities in timeless elegance. Located on the famous Southbank Promenade, the hotel offers high-quality business facilities, a restaurant and launch, a rejuvenating spa and several leisure activities.

The National Gallery of Victoria, Federation Square, The Arts Centre and Crown Casino are nearby, providing endless entertainment.family vacation.

The luxury suite has views of the city skyline and Yarra River, including a study area, multiple inclusions to make business and work easier and even a butler service for premier guests. Health 26

December 2014

6. One&Only Hayman Island Resort The One&Only Hayman Island Resort reopened this July after a massive million-dollar renovation.

The renewed resort hosted the cast and crew of the hit American television show Modern Family,

The Henry Jones Art Hotel

TOP 10 CARS OF 2014

both as the site of filming and an oasis for the actors after filming.

It’s located in the heart of Australia’s Great Barrier Reef and offers fantastic views of the Coral Sea, particularly from its individually

designed penthouses.

With a range of culinary experiences abound and incredible activities like diving, snorkelling, fishing, sailing, kayaking, waterskiing and helicopter and seaplane adventures, One&Only Hayman Island truly delivers a one and only experience.

5. The Henry Jones Art Hotel As one of the most unique offerings on our list, the Henry Jones Art Hotel does not disappoint the savvy art aficionado or the guest looking for a rejuvenating stay.

Billed as Australia’s first dedicated art hotel, the Henry Jones

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TOP 10 features modern design elements and contemporary art against one of Tasmania’s most significant heritage sites.

The quiet elegance of Henry Jones’ luxury one-bedroom suites is supplemented by original art in every room and pieces like the overflowing spa bath. All of the art at the hotel is by emerging and established Tasmanian artists, and can be found throughout the building.

4. Pier One Sydney Harbour No other hotel can offer you a view like this. The Pier One Sydney Harbour hotel is built on, and over the water, with panoramic views of the world-famous harbour. The boutique, Federation-style hotel includes nautical themed decor sourced from design houses in Australia and France and original timber and ironwork from the historic Pier One Wharf.

A U S T R A L I A’ S T O P 1 0 L U X U RY H O T E L S

The Sydney Harbour view hotel suite is the most luxurious option, with a private deck over the pier, ceiling to floor windows and an incredible open plan bathroom.

From the deck, guests can see Luna Park, the Sydney Harbour Bridge and Opera House.

3. Wolgan Valley Resort and Spa Known for its environmental responsibility, Emirates Wolgan Valley is nestled in its own private conservation and nature reserve.

It’s the first certified carboNZero

certified resort in the world, and the first carbon neutral resort in the world to be certified through an internationall accredited greenhouse gas programme.

With the exclusivity of only 40 free-standing suites, guests are guaranteed a break from the everyday life. Each suite has its own private pool and terrace, while the resort overall offers a space, world-class dining that focuses on local and organic service, and field guides for guests to explore the land around the resort.

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TOP 10

A U S T R A L I A’ S T O P 1 0 L U X U RY H O T E L S

2. Saffire Freycinet A new offering on Tasmania’s East Coast, Saffire Freycinet overlooks the beautiful Hazards Mountains, Freycinet Peninsula and Great Oyster Bay. Guests of the 20 luxury suites can take advantage of the restaurant, guest lounge and bar, and the exclusive dayspa, which features treatments developed exclusively for Saffire by celebrity facialist Marionne De Candia and Dr Jean Laing.

The Private Pavilions feature a separate bedroom and dining area with a kitchen, giving guests the option to choose the dinner-insuite option with a personal chef.

Breakfast in Palate restaurant, Lunch including beverages and dinner including beverages are inclusive, and the French champagne in the mini bar is complimentary. And if that’s not enough, each pavilion includes a private courtyard with a plunge pool.

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TOP 10

1. Voyages Longitude 131 If this is what luxury camping is, count me in. Fifteen luxury tents facing the spectacular Uluru give guests an incredible view into the rich Northern Territory. The stunning centre of the camp, Dune House, is the perfect place to lounge and relax after experiencing the Uluru-Kata Tjuta National Park.

The site includes a library comprised of books, maps, historical literature and other artefacts about the region, a movie and game library and an oasis of a pool just outside the Dune House.

The tents have white-linen draped king sized beds, all facing the beautiful Uluru and landscape, and a full, luxurious bathroom.

NAME OF TOP 10 ARTICLE

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Baker Hughes

Baker Hughes Australia Dr Through Core Values Base Teamwork, Performance, L Courage

Baker Hughes believes performance excellence wil them from their competitors.

Written by: Baker Hughes Produced by: Wayne Masciotro

s Australia:

rives Forward ed on Integrity, Learning, and

ll drive the results that differentiate 35

BAKER HUGHES AUSTRALIA

Baker Hughes provided bifuel services to Cabot Oil and Gas in the Marcellus resultin

A

top-tier oilfield service company with a centurylong track record, Baker Hughes delivers solutions that help oil and gas operators make the most of their reservoirs.

Collaboration is the foundation on which we build our business. We listen to our clients to understand their 36

December 2014

unique challenges and then develop solutions designed to help manage operating expenses, maximize reserve recovery, and boost overall return on investment throughout the life of an oil or gas asset.

With 60,000 employees in more than 80 countries, our local geomarket teams work side by side

E X P L O R AT I O N

ng in cost savings and reduced environmental impact.

with customers to engineer reliable application-specific products and services that create more value from the reservoir whether the application is deepwater, unconventional hydrocarbons or production and water management.

Our history of technology innovation is a cornerstone of our

success. Local teams are supported by global centers of excellence where scientists push the boundaries of value-adding technology to find solutions for progressively more complex technical challenges.

At dedicated innovation centers, scientists conduct applied and game-changing critical research. w w w. b a k e r h u g h e s . c o m

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DEDICATED TO THE BEST PEOPLE IN OIL & GAS

ABERDEEN

DUBAI

AUSTRALIA

OPS Group has been dedicated to the best people in oil and gas since 1988.

If you are looking to recruit the best professionals in the oil and gas industry, or if you’re a contractor seeking the best jobs, we’re the people to talk to.

We operate solely in the oil and gas sector – an industry we’ve been devoted to for more than 25 years.

Our dedicated team consists of both time-served industry professionals and experienced recruitment experts alike, so we are better placed to advise our global clients and contractors, 24 hours a day.

Onshore, offshore, around the world, we have the expertise and the knowledge to make sure we have the best people for the job.

Put simply, we bring the best people in oil and gas together.

OPS GROUP OFFICES:

Aberdeen, Scotland

Dubai, UAE

Perth, Australia

T: +44 1224 712 332

T: +971 4 609 1011

T: +61 863 802 287

info@opsgrp.com www.opsgrp.com

SUPPLIER PROFILE

OPS Group is a global oil and gas recruitment company with premises in Aberdeen, Scotland, Dubai, UAE and Perth, Australia. The specialist organisation was established in Aberdeen in 1988 with a small team of experts and has since expanded to 30 staff and over 300 contractors worldwide.

After continued success in the North Sea the company acquired a range of clients across Europe, Africa, the Middle East and Asia which led to the opening of two international offices.

OPS Group launched in Dubai in 2005 to meet demand in the Middle-East and then in Perth, Western Australia in 2009 to provide a base for the Asia-Pacific region.

The group specialises in providing staff and contractors in the following categories: •

Drilling & Completion

•

Well Services

•

Pipeline & Process

•

Engineering

•

Wireline

As one of the industry’s leading recruitment agencies, OPS Group prides itself on being dedicated to recruiting the best professionals in the industry for clients. Over 26 years, OPS Group has built an experienced team of recruitment experts and industry professionals who can provide experienced personnel for both contract and permanent positions. The company uses a market-leading database which uses live time updating to ensure that a wide range of search options are available.

OPS Group also provides bespoke and CPD accredited training for clients and candidates.

The company places high value on quality theoretical and practical industry training courses for allow candidates to develop their skill sets and apply these worldwide.

Additionally, OPS Group has an extremely successful track record with clients, implementing effective responses to specific project requirements. This can include taking care of all travel arrangements to providing payroll services. OPS Group endeavour to deliver exceptional services to both clients and candidates across the world.

Management: Steve Pryor, Managing Director, Iain Grant, Operations Director, Bethan Johns, Business Manager, Martin Lees, General Manager, André Nell, Finance Manager

Website: www.opsgrp.com

BAKER HUGHES AUSTRALIA

E X P L O R AT I O N

The Peace Bridge was built to connect southern downtown Calgary to the northern community of Sunnyside.

We collaborate with customers to jointly develop technology for specific industry needs at regional technology centers. Engineers and scientists at our product centers work on next-generation products and services for drilling and evaluation, completions and production, and fluids and chemicals.

At Baker Hughes, we are looking forward to the next 100 years of working side by side with our customers to continue expanding the limits of oil, gas and alternative

energy drilling, completion and production through innovation problem solving.

Ground-Breaking Inventions That Revolutionized The Petroleum Industry For more than a century, innovation has been part of our DNA. Baker Hughes was formed in 1987 with the merger of Baker International and Hughes Tool Company - both founded over 100 years ago when R.C. Baker and Howard Hughes w w w. b a k e r h u g h e s . c o m

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www.progressivege.com

BAKER HUGHES AUSTRALIA

E X P L O R AT I O N

“We continue our commitment to research and development in world-class technology and education centers.” conceived ground-breaking inventions that revolutionized the fledging petroleum era. Since those earliest advancements, we’ve never stopped searching for solutions to conquer the next frontier.

In 1907, Reuben C. Baker developed a casing shoe that modernized cable tool drilling.

In 1909, Howard R. Hughes, Sr.

introduced the first roller cutter bit that dramatically improved the rotary drilling process. Over the ensuing eight decades, Baker International and Hughes Tool Company continued to lead the industry with innovative products in well completions, drilling tools and related services.

During its history, Baker Hughes

SUPPLIER PROFILE PROGRESSIVE SPECIALISTS ON YOUR SIDE With over 20 years of recruitment expertise, Progressive GE is a true global staffing and mobility specialist. From a network of strategic hubs, we place oil& gas, mining and maritime & offshore professionals globally.

Experts that work with you; not just for you. That’s Progressive GE. Website: www.progressivege.com

w w w. b a k e r h u g h e s . c o m

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Members from the Baker Hughes young professionals organization.

Delivering supply chain solutions to Baker Hughes and their suppliers throughout Queensland CONTACT KURTZ (07) 3337 9955 David Nothdurft – Managing Director sales@kurtztransport.com.au www.kurtztransport.com.au

has acquired and integrated numerous oilfield pioneers including: Brown Oil Tools, CTC, EDECO, and Elder Oil Tools (completions); Milchem and Newpark (drilling fluids); EXLOG (mud logging); Eastman Christensen and Drilex (directional drilling and diamond drill bits); Teleco (measurement while drilling); Tri-State and Wilson (fishing tools and services); Centrilift (artificial lift); Aquaness, Chemlink and Petrolite (specialty chemicals); Western Atlas (seismic exploration, well logging).

BAKER HUGHES AUSTRALIA

E X P L O R AT I O N

Company Information INDUSTRY

Exploration HEADQUARTERS

Huston, Texas FOUNDED

1987 EMPLOYEES

700

Today, we are organized in four regions and 25 geomarkets where local teams work to understand customer needs and coordinate delivery of reliable, practical solutions that include the right Baker Hughes technologies for every project. The Baker Hughes regions are: North America; Latin America; Europe, Africa, Russia Caspian, and Middle East and Asia Pacific.

Centers of Excellence We continue our commitment to research and development in world-class technology and education centers. Our technology and trained workforce ensure you extract more hydrocarbons from mature fields and discover new resources in frontier areas.

REVENUE

$200 Million PRODUCTS/ SERVICES

A top-tier oilfield service company with a century-long track record, Baker Hughes delivers solutions that help oil and gas operators make the most of their reservoirs.

w w w. b a k e r h u g h e s . c o m

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Mitchell Services L

“Our People, Your succ

Mitchell Services continues to build on strong as leading provider of global exploration drillin Written by: Andrew Rossillo Produced by: Wayne Masciotro

Limited:

ccess�

g values to maintain it’s position ng services.

47

MITCHELL SERVICES LIMITED

Drilling Rigs

M

itchell traces its history to the early days of Australia’s natural resources boom in the 1970s.

Since their first project in North Queensland, the company has grown to encompass operations around the world, including in Africa, the Americas and the Asia-Pacific. This highlights the impressive growth of the company, originating in 1969 with Peter and Deidre Mitchell incorporating Mitchell Drilling and commencing operations with just a single drill rig.

Having been extremely successful in the resource industry, the Mitchell Family made 48

December 2014

a decision to continue to invest in companies and technologies that create value and act as a bridge to a sustainable world.

This decision was made from the belief that a realistic difference can be made and the family can contribute via their investments to the community, industry and the environment.

Drill Torque Reverse Merger Among their most strategic investments was the decision to re-enter the Australian market through the reverse merger with Drill Torque. Established in 1992, Drill Torque has been working for junior explorers and mining

E X P L O R AT I O N

Men In Field

companies. Whilst predominantly focused on Queensland’s northern minerals province, the company has completed projects all over Australia and Papua New Guinea and listed on the Australian Stock Exchange in 2011.

Mitchell Services Limited evolved from the merger of these two businesses which each specialised in various segments of the drilling market.

“Upon merging with Drill Torque, the company was renamed as Mitchell Services (ASX:MSV).

As part of the transaction, the Mitchell management team were integrated,” explains Mitchell

Services’ Chief Executive Officer Andrew Elf. “After transaction completion, we had to turn the business around as it was greenfield, gold and copper focused and run down due to the downturn in the mining services sector. Mitchell has typically worked with large “Tier 1” companies in addition to greenfield exploration companies.

What we did was input all the Mitchell systems, structures and procedures of a forty plus year old company. We committed strong resources to refocus and rebuild the business to position it for future growth.

http://mitchellservices.com.au/

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g n i h c r a e S ality Exploration Consumables? for qu We supply quality, proven products sourced from reputable suppliers world-wide – with full backup services on all items sold.

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MITCHELL SERVICES LIMITED “The reverse merger with Drill Torque was the first step in rebuilding the company and repositioning the business to work with major ‘Tier 1’ mining companies. We put the necessary systems in place and obtained the required ISO certifications,” says Mr. Elf. “The company has won $30 million worth of contracts with Tier 1 clients since bedding down the Drill Torque merger late last year at a time when many competitors were struggling.”

Since 1969, the Mitchell Group has successfully developed and invested in companies that innovate, deliver and do things in ‘a better way’. Among the Group’s competitive advantages, Mr. Elf states, “We are always committed to finding a better way. We’re an ASX listed company that’s been in this industry since 1969. We’re a nimble team that can make things happen safely and efficiently for our clients.”

Mr. Elf has over 15 years finance, commercial and operational experience working in various senior roles both in Australia and overseas and was a Financial

E X P L O R AT I O N

Director in Indonesia for a top 100 ASX listed company before transitioning into the drilling industry in early 2004.

Mr. Elf continues to combine his rich experience with that of Mitchell Services’ vast experience across different commodities and market sectors internationally, reflecting their position as a leading provider of safe, efficient and proactive drilling services.

Their core areas of operation include coal exploration drilling, mineral exploration drilling, mine services & large diameter drilling, coal seam gas & shale gas drilling, coal mine methane drainage, directional drilling and wireline services. The Company has adopted a diversified approach to business development and believes the most significant opportunities are likely to emanate from the coal and precious metals sectors.

Acquisition of Tom Browne Drilling The acquisition of Tom Browne Drilling marks one of the most significant moves the company has made in realising its vision, and

http://mitchellservices.com.au/

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MITCHELL SERVICES LIMITED

Drilling Rigs

further promotes the company’s plans for continued expansion.

In August of this year, Mitchell Services Limited entered into an agreement to acquire the drilling rigs and associated assets from the receivers of Tom

Browne Drilling Services Pty Ltd (Tom Browne) for $9.5 million, positioning the company for continued growth as a leading provider of drilling services within Central and Eastern Australia.

The Tom Browne assets include

E X P L O R AT I O N

Company Information INDUSTRY

Exploration HEADQUARTERS

Seventeen Mile Rocks, Australia FOUNDED

1969 EMPLOYEES

100 REVENUE

$30 Million PRODUCTS/ SERVICES

29 drilling rigs and ancillary equipment. “With the $20.2 million equity raising and the acquisition of the Tom Browne assets, our rig fleet doubled in size from 29 to 58 rigs. That certainly makes us one of the largest providers of drilling services in Australia,� explains Mr. Elf.

Mitchell Services Limited (ASX code: MSV) has a proud history dating back to 1969 and a strong record of delivering safe, efficient and proactive drilling services to the global exploration, mining and energy industries.

We are committed to the highest levels of service and safety, with a blue chip client base ranging from major mining and energy houses to governments and private explorers.

http://mitchellservices.com.au/

53

Condor Energy:

Condor Energy Brings Lo Australian Fracture Simul Made in Australia for Australia Written by: Ian Hanner Produced by: Wayne Masciotro

:

ocal Touch to lation 55

CONDOR ENERGY

A

new player in the Australian oil and gas sector, Condor Energy is bringing a new perspective and traditional values to a blossoming industry.

For years, many have known of Australia’s vast natural gas wealth, 56

December 2014

but a new wave of interest, spurred on by advances in shale and coal seam gas extraction, has brought renewed focus to the country. With a demand in place, Condor Energy was optimistically incorporated at the end of 2011 as an ambitious fracture

E X P L O R AT I O N

stimulation company—the first to be formed in Australia for Australia, according to Energy News.

After the company’s birth in 2011, founders Christian Lange and Geoff Edwards spent the next two years hammering down a solid business plan and securing capital. Finally, in February 2014, with a contract for the Beach Energy led NTNG JV inked, Condor ordered its fracture stimulation and coiled tubing equipment.

“There were just the two of us to begin with,” said Managing Director and CEO Christian Lange.

“Geoff concentrated on the finance modeling and I concentrated on the strategic and business plan, as well as working with clients on upcoming schedules.”

Today, Condor offers services including well cementing, fracture stimulation, nitrogen pumping, coiled tubing and more. In July, Condor began to mobilise its equipment for the fracture stimulation and coiled tubing for Beach Energy’s unconventional operations.

“We’ve got a four well fracture stimulation campaign in the Cooper Basin for Beach Energy and its joint venture partners,” Lange said.

“And then following that, we’ll have a second campaign in southern Australia, again with Beach Energy and its joint venture partners.”

Lange says that apart from being the only Australian company in the sector, Condor’s competitive edge comes from a variety of factors.

He told Energy News that Condor aims to offer a higher standard of service quality. This is an area that he believes Condor is able to make a fundamental difference. “Putting ‘service’ back into service quality is our primary objective”. To that end, Condor has customized U.S.-made equipment for Australian conditions.

This equipment was specifically constructed to handle the “severe duty conditions” found in the Nappamerri Trough, the operations area within the Cooper Basin.

“We have bought in 40,000 horsepower so it will be the largest single frac spread in Australia,” Lange said to Energy News.

“Halliburton has the largest amount of total horsepower in the country, but we will have the largest single spread. We have certain redundancies built into the spread so when the inevitable failure w w w. c o n d o r e n e r g y. c o m . a u

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CONDOR ENERGY

COMPLETE PROJECT MANAGEMENT SERVICE FOR THE OIL & GAS INDUSTRY

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AUSTRALIA WIDE SERVICE AS REQUIRED

occurs we will be able to respond to that pretty quickly without experiencing any material down time.”

But more than that, Lange told Exploration World another factor comes into play.

“The first thing is our people.

I think that’s where we really make a difference,” he said.

“I don’t believe there’s a lot of differentiation in the equipment portfolios of various companies in this space. So at the end of the day, it really comes down to people and their performance and

E X P L O R AT I O N

attitude to delivering real service quality. We’ve spent three years on planning and I think that’s paying off because to-date we’ve most certainly delivered on our promise of improved service quality in the sector.”

According to Lange, employees come first at Condor Energy with managers and executives trying to foster an “old school” approach to company culture that places emphasis on making the business feel like a family. He said that at Condor, employees are seen as, and treated as, people first. They are key to the business, and an integral part of the companies success.

This emphasis on the company’s people, while in line with the founders’ values, is also good for business. The school of thought says that if you take care of employees, they’ll take care of the client. Lange says this is paying off.

“I think our people have gained a reputation for being best in the business. And by extension, Condor has earned a reputation of delivering on its service quality promise,” he said.

He added, “We set out six months ago to build a corporate culture which was based on respect for each other above all else and having a group of individuals that were seen as more than just employees. We wanted to have high levels of collaboration [and] engagement between our employees and each other. I have an enormous sense of pride in seeing how they’ve come together and how they’ve operated.”

Company Information INDUSTRY

Exploration World HEADQUARTERS

Mt Pleasant, Australia FOUNDED

2011 EMPLOYEES

63 PRODUCTS/ SERVICES Condor Energy Services is a major partner of the Australian oil & gas industry.

We choose the term ‘partner’ over ‘supplier’, as we provide our suite of well construction, optimization and intervention services with a view to maximizing our clients’ outcomes.

In short, our aim is to provide technical engineering as well as services around drilling and the reservoir. Each of our experienced staff members takes a vested interest in the performance and efficiency of our clients. Our management team alone has over 100 years combined industry experience working with the world’s largest oilfield service companies.

This depth of experience ensures we are able to optimize results and provide the utmost value for money. Committed to quality, we carefully select equipment that is of a high specification and possesses the latest innovation and technology. In addition, all equipment must be proven to withstand the harsh environments in which we operate. We are proud of the reputation that we have developed, and look forward to continuing to partner with new and existing clients, facilitating the safe and efficient development of energy resources.

w w w. c o n d o r e n e r g y. c o m . a u

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Liebherr-Australia:

Liebherr-Australia: Technology Driving Efficiency in Manufactu

The company’s high quality, 100 percent Liebherr-mad company culture.

Written by: Laura Close Produced by: James Hayes

y and Innovation uring for Mining

de products exemplify Liebherr’s

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LIEBHERR-AUSTRALIA

Mining is a major part of LiebherrAustralia’s business plan, although the company has several other divisions successfully operating in the country. Since the onset of the mining boom, Liebherr has been extremely successful with earth moving, mining and crane sales, leading to an expansion of their facilities, including a recently completed, dedicated remanufacturing location in Adelaide.

Liebherr-Australia, part of the global, family-owned company Liebherr Group, began its tenure in Australia in the 1970s with the 62

December 2014

dealership network. In 1981, the Australian affiliate of the company was officially incorporated, and the commencement of their own operations under the Liebherr name. Liebherr-Australia Head Office moved to the current location in Adelaide in the 90s.

Remanufacturing c allows Liebherr to repair of all of their own components, which offers the customer a quality end product at a reduced cost. Liebherr promotes a vertical integration model which allows l control of our cost and component life, in turn

MINING

reducing costs for the end-user.

“Our key customers that Liebherr-Australia predominately work with are tier-one mining houses which largely deal in iron ore and coal said David Pichanick, the general manager of sales and marketing at Liebherr-Australia.

“The company has been very successful with the likes of BHP, Glencore, Fortescue Metals Group, Leighton Group, and Downer to name a few. We’ve put such a big installed population of machinery out in those two commodities of late, and that machinery is working

even harder now, despite the price of both coal and iron ore dropping.

Both our parts and support business will continue to grow” New Facilities Liebherr-Australia recently invested over $170 million to complete new support facilities in Sydney and Newman Western Australia.

Existing properties in Mackay, Mt. Thorley, and Perth were expanded to accommodate the company’s goal of continuing to meet our customer needs.

The crowning jewel of the w w w. l i e b h e r r. c o m . a u /

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Always at the Cutting Edge Focusing on Customer Service & Satisfaction

SPECIALISING IN: Eight Cad Cam Profile Machines, Multi-Head Oxy Cutting, Laser Cutting, High Definition Plasma Cutting, Surface Grinding, Plate Rolling, Bending, Drilling and Machining Services Available, Plate Sales, Aluminium and Stainless, Waterjet Cutting.

34 Aldenhoven Road Lonsdale S.A. 5160 P.O Box 94

ADELAIDE PROFILE SERVICES APS ALUMINIUM & STAINLESS

T +61 8 8384 6449 F +61 8 8326 1756 E sales@adelaideprofile.com.au www.adelaideprofile.com.au

LIEBHERR-AUSTRALIA company’s expansion efforts is the remanufacturing facility in Adelaide.

Construction started in January of 2013 and was completed in August of this year to a cost of around $80 million. The facility will be hiring around 138 new employees over the next year and a half out of the South Australian job market.

“The rebuild centre focusses on all of our major components for our mining operations in Australia and New Zealand,” said Pichanick. “All of the spare parts and components from the machinery will be sent back to Adelaide for remanufacture and then go back into the distribution outlets around Australia. Our business had a very decentralised model previously; however we are now consolidating everything under the one roof. The disassembly area includes a wash-bay, shot-blast, disassembly work-cells, quality control station and machining. There are over 2,000 locations for pallets in the SEU warehouse, as well as cylinder and rod storage, a place for REMAN planning and a production office. The assembly area includes a paint booth, another quality check station, 12 wall-travelling cranes and

MINING

four overhead gantry cranes.

100 Percent Liebherr Vertical integration is one of Liebherr Group’s strategies. As the Liebherr family built the brand and the business, they have consistently found ways to develop the company’s own technology in house; the machinery the company offers is much more efficient and cost-saving for the end-user because of this business strategy.

“The most important thing for us is controlling the quality and reducing the cost where we can,” shared Pichanick. “We can do this because of our vertical integration model. We want to be able to provide our customers with the lowest cost per tonne on the market through the product lifecycle You’ve got to have a good quality machine that’s reliable, but to maintain our reputation it has to be the most cost-effective machine on the market. Liebherr-Australia has built that reputation.”

A way the company successfully reduces costs is through their innovation process. When a prototype is made, it’s already been w w w. l i e b h e r r. c o m . a u /

65

LIEBHERR-AUSTRALIA well designed and engineered that it goes to work right away.

With research and development undertaken in house, and a high regard for innovation, LiebherrAustralia are able to produce the right machinery the first time around, instead of needing several prototype models. This success is only possible with direct customer feedback and input through the research and development process phase.

Partnership with Detroit Diesel Although the goal of Liebherr is to

design and produce 100 percent company-made products, they still work with outside suppliers on some components. Detroit Diesel is a major supplier for engines, and supplies the engine for the previous generation of the company’s electric powered mining truck; the largest in the world.

“This specific truck is very dependent on the engine,” commented Pichanick. “The reliability and the innovation that Detroit Diesel supports us with is incredible. They make a very good product, and are on the same

“The location will be a total rebuild centre for all of our major components for our mining operations in Australia and New Zealand,” said Pichanick. “All of the spare parts and components from the machinery will be sent back to Adelaide for remanufacture and then go back into the distribution outlets around Australia. We used to use various subcontractors to take care of this process, but now we will be able to do everything in house.”

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MINING

wavelength as Leibherr-Australia when it comes to making sure we are delivering what we need to for our customers.”

precise, safe, and energy efficient: drive and control technology from Bosch Rexroth moves machines and systems of any size. The company bundles global application Evolution of Product Life experience in the market segments After fourteen years in production of mobile applications, machinery and over 350 units globally, Liebherr applications and engineering, ensures its T 282 Series Haul truck factory automation, and renewable continues to provide business energies to develop innovative partners the latest in technology, components as well as tailored through strategic investment in system solutions and services. product evolution. The highly Offerings such as Bosch Rexroth’s efficient IGBT Drive System and hydraulics, electric drives and its class-leading payload to weight controls, gear technology, and linear ratio ensure maximum productivity motion and assembly technology all and performance. from one source have proven to help In May 2014, Liebherr proudly Liebherr achieve a more efficient launched the next exciting evolution and effective product evolution. for the T 282 Series Haul Truck: the T 282 C Extended Life Profile, which A Passion To Work is the result of an extensive Liebherr “The most important thing in any international collaboration project, business is you have to value your focussed on enhancing and increasing people. A lot of companies forget the T 282 C product life cycle. This they are successful only by the delivers increased economic machine great people they have. You have to life, resulting in substantial reductions give them a career and an exciting in total cost of ownership for Liebherr and enjoyable place to work. business partners.

Liebherr-Australia does that.”

Liebherr credits Bosch Rexroth Pichanick was very passionate with helping them along their when talking about how the evolutionary journey. Economical, company treats its employees. w w w. l i e b h e r r. c o m . a u /

67

LIEBHERR-AUSTRALIA Liebherr-Australia has many employees that have length of service dating 10 to 20 years at the company, and one man who just celebrated his 50 years of service with the company this year!

“You know what sets Liebherr apart?

We have a culture where everyone is driven by the customer’s needs and passion for the long term outcome.

It’s all about our Core Values! “Our employees just want to be people that serve their customers” said Pichanick.

They want to do a good job and are very proud of what they do. We all build trust in, and we respect each other for who we are and what we can bring to

MINING

the company. If everyone’s committed 100 percent every day to giving the customer what is promised, and people enjoy what they’re doing, we consider it a success.”

The Liebherr Way Like any successfully run company, Liebherr is in the business of meeting the high expectations of their customers. The company is not only selling a product, but the support and maintenance of the product for its lifespan. To keep their customers coming back, Liebherr provides not only exceptional service but also high-quality

“We want to not only in supply Australia, but the rest of the mining world with our product. Australia is the benchmark for the rest of the world of mining, so if we get it right here we can get it right for the rest of the world. There are a lot of Australian mining companies that are mining and other parts of the world. That’s why we put so much energy into doing so well in Australia.”

w w w. l i e b h e r r. c o m . a u /

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LIEBHERR-AUSTRALIA

customer support and interaction.

The company provides almost complete visibility into the design process for the customer, allowing them to provide feedback throughout the process.

“We listen to the customer and develop a product they really want,” said Pichanick. “There’s so much passion in the business, and that’s a big part of the reason we’ve become so successful and enjoy what we do. Everyone that works at the company is proud and really wants 70

December 2014

to become part of that journey to become successful. The customers really enjoy it as well; they get great visibility into our business. They see the simplicity: if there’s a problem, it gets fixed very quickly. That’s just the way the business works.”

Liebherr-Australia doesn’t offer the whole range of products their competitors have. Although they manufacture for the niche market of digging and hauling dirt, it’s one of the most important parts of the mining process. Their goal

MINING

throughout is to offer the most cost efficient and effective model that produces throughout its entire lifespan. By developing their products alongside their customers, they produce the product that the customers need and want, not a product the customer must adapt to.

As for growth, the Liebherr organisation thinks long-term for the strategic plans.

“The third generation of the Liebherr family is now coming through the business,” said Pichanick. “. We must continue to build our reputation in order to grow and continue our success. If the family continues to invest the way they do, we will always be one step ahead of the pack. All of the company’s research and development is self-funded. For an innovative, technological efficient company like us, this strategic plan will carry us far.”

Company Information INDUSTRY

Mining HEADQUARTERS

Para Hills West, South Australia FOUNDED

1981 EMPLOYEES

600 REVENUE

$600 - $700 Million

For the Future Liebherr’s goal is to be the best leading supplier and to support business for mining equipment.

This goal isn’t just for Australia, either.

“We want to not only to continue to supply the Australian market, but grow our product and position from a global perspective Australia is somewhat of a benchmark for the rest of the world in mining, so if we get it right here we can get it right for the rest of the world. As there are a lot of Australian mining companies that are mining and other parts of the world. That’s why we put so much energy into doing so well in Australia.”

PRODUCTS/ SERVICES Since its inception in Australia in 1981, Liebherr-Australia has expanded rapidly, with offices throughout Australia and New Zealand. The company sells and supports a range of in-house designed, produced and maintained products include crawler cranes, mobile cranes, deep foundation machines, earthmoving equipment and mining equipment.

w w w. l i e b h e r r. c o m . a u /

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NSW

Minerals Council Asso

ociation 73

N S W M I N E R A L S C O U N C I L A S S O C I AT I O N

T

he NSW Minerals Council is the leading industry association representing the state’s minerals industry, providing a united voice for our members.

Mining has and will continue to be a key economic driver for 74

December 2014

the state. That’s why the NSW Minerals Council works closely with government, industry groups and business and community leaders to foster a sustainable mining industry in NSW. The NSW Minerals Council supports the development of a

MINING

strong and diverse state economy and an effective regulatory framework in which the industry can operate profitably and make a meaningful contribution to the state and the people of NSW. Every year the NSW Minerals Council surveys its members to

determine the economic benefits of mining to NSW. The results for 201314 will be released in November.

In 2012-13 the survey found that 26 NSW Minerals Council member companies directly spent around $12.8 billion on wages, goods, services and community contributions in NSW. w w w. n s w m i n i n g . c o m . a u

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N S W M I N E R A L S C O U N C I L A S S O C I AT I O N

This direct spending included $3.1 billion spent on the wages and salaries of over 23,000 mining workers, and over $9.7 billion in spending on goods and services with over 10,500 local businesses across the state.

When broken down by ABS region, the survey found that 76

December 2014

direct and indirect mining industry spending contributed around 36 per cent of the Gross Regional Product (GRP) of the Hunter, 19 per cent of the GRP in the Central West, 30 per cent of the GRP of the Far West of NSW, 17 per cent of the GRP in the Illawarra and 4 per cent of the GRP in Northern NSW.

MINING

Mining is an integral part of the economic and social fabric of NSW, particularly rural NSW. Mining has been part of our state for more than 200 years, providing jobs, independence and wealth. No state has played a more prominent role in the history of Australian mining than NSW. Coal mining in Australia began near Nobbys Head in Newcastle in the 1790s, with the first coal shipment leaving Newcastle in 1799.

“It’s true, NSW mining has had a tough 18 months, with a fall in commodity prices, a stubbornly high Australian dollar and uncertainty with regard the NSW planning approvals regime.

However, mining does have a bright future in our state and will continue to deliver jobs and economic stability to regional communities across the state,” NSW Minerals Council CEO Stephen Galilee said.

“Our state has some of the best quality coal and minerals in the world. We have an experienced and highly accomplished mining workforce, and the world’s largest coal export port. So while mining in NSW is experiencing short-term challenges, the long term prospects are good, provided we can continue to meet the future demand,” Mr Galilee said.

In 2013 and 2014 the NSW Minerals Council partnered with the Newcastle Knights.

Stay current with all our latest news: http://www.nswmining.com.au/menu/media/ news/2014

Company Information INDUSTRY

Mining HEADQUARTERS

Sydney Australia FOUNDED

1982 KEY PEOPLE

Mr Stephen Galilee, CEO & Mr David Moult, Chairman PRODUCTS/ SERVICES

The NSW Minerals Council is the leading industry association representing the state’s minerals industry, providing a united voice for our members.

w w w. n s w m i n i n g . c o m . a u

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The Valley Private Ho

Tying innovation with inve provide

With state-of-the-ar t technology, experienced The Valley Private Hospital has turned oppor tu Written by: Stephanie C. Ocano Produced by: Troy Barkre

ospital:

estment to

staff and a vision for the future, unity into paramount success

79

T H E VA L L E Y P R I VAT E H O S P I TA L

The hybrid theatre allows for all interventional and surgical specialties due to both a carbon fibre (cath lab style) and modular surgical set ups.

O

n the southeastern end of Melbourne, Australia sits a 24-hour operating, private acute care hospital that has been servicing the region for 30 years. Established to serve the growing population of Melbourne, the hospital has become a groundbreaking leader in health care with the most innovative technology and top-of-the-line equipment.

The Valley Private Hospital is headed by CEO Neil Henderson, whose vision for the hospital is to continue to achieve both quality\ and profitability in the most optimum way.

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December 2014

“Although it is assumed that part of our mantra in the private system is to get a superior return on capital and investment and to optimize profitability for our return to our shareholders, it would be remiss if I didn’t emphasize that we put a lot of emphasis on quality,” said Henderson. “It’s a very simple fundamental philosophy that if you don’t have a quality service or quality product, you don’t have a product to sell.”

The Valley Private Hospital is fully accredited by the Australian Council on Health Care Standards and goes to great lengths to ensure its staff

H E A LT H C A R E

The very latest GE monitoring was purchased to complement our new ICU, including their latest large screen haemodynamic displays, and digitised remote patient review capability for our Intensivists and specialists.

is knowledgeable about the latest practices, houses the best tools of the trade and provides reputable patient care.

“In fact, he was the first,” said Henderson. “He had the first private hospital emergency department in Australia.”

With an initial roadblock of having Humble Beginnings to fight the government for its The Valley Private Hospital was location (a neighboring hospital was established 30 years ago when only 5 kilometers away), The Valley its founder returned from a trip Private Hospital began as a small to America and took note of how hospital but grew and developed emergency medicine was integrated over time to serve the massive into private acute health care. He population of southern Melbourne. returned to Australia with a vision “Melbourne’s population is about of creating a major hospital with an 4.5 million people, just behind emergency medicine component Sydney,” said Henderson. “We’ll to serve the growing surface of overtake Sydney’s population by the southern Melbourne. year 2030 – it’s a faster growing city.” w w w. t h e v a l l e y p r i v a t e . c o m . a u

81

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“For what was a smallish private hospital, we were certainly breaking new ground with firsts and leading technologies.”

– Neil Henderson, CEO

T H E VA L L E Y P R I VAT E H O S P I TA L

One of the major growth corridors in Melbourne has been the southeastern suburbs, where as it turns out, is where The Valley Private Hospital is located. To continue to be able to serve the growing population, the hospital has recently undergone major renovations with the inclusion of state-of-the-art technology, an aesthetic uplift and continuous staff training.

A $30 Million Investment “My conscious decision was to differentiate ourselves in the market and improve our competitive positioning,” said Henderson.

For the past 25 years, The Valley Private Hospital had been fairly dormant in terms of investments, lacking vision. As a smaller-sized

H E A LT H C A R E

private hospital with 120 beds and 4 intensive care unit rooms, the hospital had the fundamentals to operate but not to exceed. When Henderson joined the hospital three and-a-half years ago, things began to change.

“When I took over as CEO of The Valley, Healthe Care made a major decision to reinvest in redeveloping and expanding,” said Henderson.

“So we totally redeveloped The Valley inside and out. It was a total makeover and we brought [the hospital] up to contemporary standards.”

While an aesthetic uplifting was a positive transformation, Henderson decided to take it one step further.

“We took the decision to invest in technology and position ourselves

w w w. t h e v a l l e y p r i v a t e . c o m . a u

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strongly to increase our market share and be competitive,” said Henderson.

Innovative Technology The Valley Private Hospital can say that it is the leader in carrying the most adept pieces of hospital technology, having acquired top-of-the-line equipment before local competitors and even surrounding countries.

“For what was a smallish private hospital, we were certainly breaking new ground with firsts and leading

technologies,” said Henderson.

Investing $4 million, The Valley Private Hospital built the world’s first hybrid operating theatre integrated with a Siemens Zeego 3D imaging system, a Maquet theatre system and a Magnus table. The move was so groundbreaking that teams from both Siemens and Maquet in Germany traveled to the hospital to admire and marvel at the world first.

Additionally, the hospital also built a brand new 10-bed, state-of-theart intensive care unit with the latest technologies, built a new ward, four

T H E VA L L E Y P R I VAT E H O S P I TA L new operating theaters, the largest integrated digital theaters and then added an EOS, Nobel Prize winning, spinal imaging system from France.

“We were the second in Australia with this technology,” said Henderson of the French spinal imaging system. “It’s a spinal imaging, low dose radiation X-ray machine that allows surgeons to have a 3D recreation of the spine, hips and knees.”

Storz in Germany were the first to develop a 3D camera for laparascopic surgery and The Valley Private Hospital acquired this as well.

“For more good luck than good planning, the first camera in Australia landed in our lap,” said Henderson.

A Success Story The Valley Private Hospital took what can be seen as favorable circumstances and surpassed expectations to become the primary health care provider in southeast Melbourne.

In just two short years, the hospital’s revenue has increased from $30 million a year to $80 million. The hospital houses 700 accredited specialists, treats 13-14,000 patients per year through the emergency department and is set to undergo another $60 million investment.

“It’s certainly a success story and I think it goes to show that with vision, the right planning, understanding your market and opportunity, you can reach success against bigger opposition and take them on and win,” concluded Henderson.

H E A LT H C A R E

Company Information INDUSTRY

Healthcare HEADQUARTERS

Mulgrave, Australia FOUNDED

1984 EMPLOYEES

1000 REVENUE

$80 Million PRODUCTS/ SERVICES

The Valley Private Hospital is an acute medical and surgical hospital conveniently located in the southeastern suburbs of Melbourne. First opened in 1984, it is has been owned and operated by Healthe Care since June 2007.

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Exercise & Sports Science Australia (ESSA)

EXERCISE & SPORTS SCIENCE AUSTRALIA (ESSA)

F

ounded in 1991 by a dedicate group of university academics Exercise & Sports Science Australia (ESSA is a professional organisation committed to establishing, promoting and defending the career paths of university trained exercise and sports science practitioners.

On completion of university study and having met ESSA’s membership and /or accreditation requirements, these professionals are eligible to join ESSA as exercise scientists, 88

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exercise physiologists or sports scientists. ESSA represents and advocates for these three distinct professional groups: • Exercise scientists - specialise in the design, implementation and evaluation of exercise and physical activity for healthy people. They provide programs for improving general health, the prevention of chronic diseases, health promotion and enhanced sports performance.

Exercise scientists work in hospitals, community health units, workplaces,

H E A LT H C A R E

gymnasiums and in education.

• Accredited Exercise Physiologists (AEP) - hold a fouryear university degree and are allied health professionals who specialise in the delivery of exercise for the prevention and management of chronic diseases and injuries. AEPs provide support for clients with conditions such as cardiovascular disease, diabetes, osteoporosis, mental health problems, cancer, arthritis, pulmonary disease and more. AEPs are eligible to register

with Medicare Australia, the Department of Veterans’ Affairs and WorkCover and are recognised by most private health insurers.

• Accredited Sports Scientists Sports scientists hold, at minimum, an undergraduate honours degree in the field of exercise and sports science. Many sports scientists have a doctorate and specialise in an area of performance management.

They help individual athletes and teams to improve their sporting performance through the use of w w w. e s s a . o r g . a u

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EXERCISE & SPORTS SCIENCE AUSTRALIA (ESSA) scientific knowledge, methods and applications in the areas of physiology; biomechanics; psychology; and motor control and motor development. They evaluate research, and they advise on the technical and practical aspects of training; injury prevention; technique; performance and recovery practices. Sports scientists work at all levels of sport.

Most exercise science graduates do not work in occupations where they are titled “Exercise Scientist” and are often employed as cardiac scientists, sleep technicians or corporate and workplace health consultants. Many also work in the fitness industry as personal trainers.

ESSA is committed to expanding the public’s awareness of an exercise scientist’s competencies and is particularly motivated to see the consumer become informed about the qualifications of their trainers.

The AEP profession has seen rapid growth in recent years, triggered by the decision of the then Health Minister Hon Tony Abbott to provide AEPs with access to Medicare provider numbers in 2006.

AEP services are now the fourth

most utilised allied health service in the Medicare-funded chronic disease management program, with demand increasing 900% since 2006. This demand is expected to continue because: • AEPs are increasingly recognised by medical and other allied health practitioners for their skills in chronic disease prevention and management • the incidence of chronic diseases is expected to rise significantly in coming decades • the evidence underpinning the efficacy of exercise in preventing and treating chronic disease and its cost effectiveness is strong (ESSA position statements, Exercise is Medicine factsheets, scores of Cochrane reviews) ESSA believes AEPs are still an underutilised allied health profession who have the potential to positively impact the health of many Australian including those with special requirements such as older people and those living with a mental illness or a disability.

ESSA has been a passionate advocate of the sports science profession for many years,

H E A LT H

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introducing a voluntary accreditation process for the profession in 1996. Recent media attention via the ASADA investigations into some professional sporting codes has seen the sports science profession unfairly tainted. ESSA recently commissioned Deakin University to profile the Australian High Performance and Sports Science industry and found that most are highly educated (PhD level) health professionals who would like to see compulsory regulation and accreditation of their industry. Port Adelaide Football Club recently became the first AFL team to have their sports science staff accredited with ESSA and ESSA continues to lobby for a compulsory national accreditation scheme for sports scientists.

ESSA has a strong and comprehensive regulatory system to ensure members uphold best practice professional standards and behaviour.

ESSA established the National University Course Accreditation Program (NUCAP) which provides universities with a framework to build courses of excellence in exercise and sports science and ensures graduate outcomes are aligned with industry requirements. From 1 January 2014 all AEPs must graduate from a NUCAP accredited course. Membership of ESSA not only provides for a robust accreditation and regulation system for exercise and sports science professionals but also offers access to the latest research through our internationally – recognised professional development program, EBSCO database and ACTIVATE industry magazine.

Company Information INDUSTRY

Health HEADQUARTERS

Albion DC, QLD PRODUCTS/ SERVICES

Exercise and Sports Science Australia (ESSA), is a professional organisation which is committed to establishing, promoting and defending the career paths of tertiary trained exercise and sports science practitioners

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Chiropractors’ Association Of Australia (caa) Written by: Andrew Rossillo

)

C H I R O P R A C T O R S ’ A S S O C I AT I O N O F A U S T R A L I A ( N AT

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TIONAL) (CAA) The Chiropractors’ Association of Australia (National) limited (CAA) is the peak body representing chiropractors in Australia.

With over 3,000 members, the CAA is the largest chiropractic health body in Australia, and coordinates its efforts with its eight autonomous CAA state and territory organizations.

The CAA was established in September 1990 by the amalgamation of the then two national organizations: the Australian Chiropractors’ Association (ACA) and the United Chiropractors Association of Australasia Ltd (UCAA). The ACA, the elder of the two bodies, was founded in 1938 and the UCAA Ltd came into existence in 1961. Both organizations brought significant contributions of tradition and experience to the CAA. The CAA’s core purpose is to exist as the peak body representing Chiropractors and the CAA vision statement is to empower Australians to experience optimal health through chiropractic care and an active process of healthy lifestyle

H E A LT H C A R E

choices. The CAA’s mission is to provide leadership and facilitate unity and excellence within the profession; assist members to deliver patient centered, holistic, natural, competent and effective health care; to support and represent members and be responsive to their needs; to engage with stakeholders including governments, academic institutions, media and the public; facilitate and promote communication between members and non-members; develop and promote chiropractic practice, education and research. Set and maintain standards, and uphold the CAA National core values.

CAA National recognizes and supports the following core values: Chiropractors as experts in spinal health and well-being, the profound significance and value of chiropractic in health care in Australia, the highest standards of ethics and professionalism in the areas of research, education and practice, a commitment to evidence based practice – the integration of best available research evidence, clinical w w w. c h i r o p r a c t o r s . a s n . a u

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expertise and patient values and choices. Inclusiveness and collaborative relationships within and outside the chiropractic profession, practicing the highest standards of representative engagement and the principle of unity with diversity within the profession.

Joining the CAA is an investment in our members’ future and that of the chiropractic profession.

The CAA facilitates enhancement of chiropractic resources, stronger lobbying power for legislative and patient benefits, as well as the best service and promotion of chiropractic. Some core reasons our members join CAA include: risk management and professional indemnity insurance, public education and promotion, education and career advancement, advocacy / political strategy and direction, recognition of members’ chiropractic expertise, clinic resources and information, chiropractic fellowship, chiropractic research, product discounts and support networks.

The CAA has two key events

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which take place each year: Spinal Health Week and the National Development Forum.

Spinal Health Week is a national initiative held every May where members have the opportunity to educate Australians about the importance of spinal health in improving overall health and wellness. They also get the chance to promote their clinics and the profession of chiropractic.

The week is enhanced by a theme that contributes to the overall

TIONAL) (CAA)

H E A LT H C A R E

promotion of the week, this year the theme was ‘Live better, we’ve got your back’ which focused on the benefits of living longer and improving postural fitness as well as speaking to the broader public of the need to support chiropractic care and research.

National Development Forum, usually held in October, combines an exciting program of formal learning with terrific networking opportunities and a wonderful location. At this premier educational event chiropractors can gain most, if not all, their Formal Learning Activity (FLA) hours, contributing toward their annual CPD total - a crucial part of ongoing registration. Drawing on expertise within Australia and internationally, NDF is proud to present educators who are leaders in their respective fields.

The CAA also use its resources to promote the chiropractic profession with public education. There are many topics in the media which chiropractors can share their expert knowledge and experience. Some of the latest news include: ‘Sitting is the new smoking’- the dangers of an inactive lifestyle and how sitting down for too long can affect your health; Spinal Fitness- how to improve your spinal health through correct posture; and overall wellbeing advice such as maintaining healthy habits like exercise and healthy eating.

Company Information INDUSTRY

Healthcare HEADQUARTERS

Penrith NSW FOUNDED

1990 PRODUCTS/ SERVICES The Chiropractors’ Association of Australia (National) Limited (CAA) is the peak body representing chiropractors.

An underlying principle of chiropractic is “healthy spine, healthier life”. By offering expert drugfree spinal health care and lifestyle advice, chiropractors help Australians lead and maintain healthy lives.

With over 2,900 members, the CAA is the largest chiropractic health body in Australia, and coordinates its efforts with its 8 autonomous CAA state & territory organisations.

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Varley Group:

Defence & Aerospac

As one of Newcastle’s oldest manufacturin Group has the expertise and wide-ranging companies do not.

Written by: Laura Close Produced by: Robert Lundbe

ce Leaders

ng companies, Varley g knowledge other

erg

VA R L E Y G R O U P

Varley Electric Vehicles retrofitted a passenger bus with electric vehicle technologies as part of a multi-million dollar growth program.

A

s one of Newcastle’s oldest and most advanced engineering companies, Varley Group has provided its customers with innovative solutions and quality designs and products for over 125 years. The company has worked on projects in several different disciplines and industries including defence and aerospace, specialised vehicles, electric vehicles, power services, ship repair rail services and telescopic towers. Recently, in 2013, Varley 102

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Group acquired Telescopic Tower Enterprises in Queensland and BJM Electrical.

Varley Group is committed to safety, in ensure the welfare of its people and visitors; customer focus, to offer the best customer service through open and honest relationships; high quality workmanship, to ensure highquality products, services and employees; acceptance of change, to adapt to changes in customer needs, technology and social

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

Hydraulic pump jacks improve operational efficiency on operations floor.

demands; and success, to secure continuing financial, technical and market success.

With locations in New South Wales, Sydney and Brisbane, the company has demonstrated its expertise on projects both large and small, earning a reputation for first class work locally, nationally and internationally. By providing quality customer service and a broad but specialised skill base, Varley Group has had the competitive edge in the region since its inception.

Defence & Aerospace Varley Defence & Aerospace has been a recognised supplier of engineered military products since its establishment in the early 1980s.

This division of the company has been responsible for the design and manufacture of a wide variety of land, air and sea products for military applications. For over 30 years Varley Defence & Aerospace has been building up extensive knowledge and experience.

The company is able to provide w w w. v a r l e y g r o u p . c o m

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Varley’s automative capabilities include metal fabrication, machining, fusion welding, vehicle building, mechanical assembly.

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services ranging from conceptual design through to product manufacture and provide throughlife support. Several products are available from Varley Group’s defence and aerospace line: • Deployable shelters and enclosures integrated with tactical mission systems and logistics support equipment • Specialised trailers fitted with stabilising system and elevating platforms • Specialised vehicles bodies and modules • Specialised aircraft ground support equipment (GSE) • Customised storage and transportable containers • Marine gangways and accommodation ladders This particular arm of the company prides itself on its continuously improving service to customers— which includes both the Australian Defence Force and Defence industry alike—providing innovative, integrated and cost-effective solutions and continually factoring lessons learnt into the company’s

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

approach to new projects.

Major Contracts & Manufacturing Skills In both prime and sub-contract arrangements, Varley Defence & Aerospace offers customers the benefits of knowledge, experience, flexibility, and highly skilled design and manufacturing teams supported by the full resources of the Varley Group of companies.

Most significant contracts include: • Land121 Phases 3A & 5A Vehicle Modules for new fleet of Army G-Wagons • RAAF Transportable Air Operations Tower (TAOT) Mobility Systems • Deployable Tyre Maintenance System (TMS) Shelters • F-35 JSF Landing Gear Handling Systems and Canopy Lifting Assemblies • AP-3C Orion Aircraft Docking Stations, and Mobile Work, Support and Access Platforms • Army Medium Maintenance Shelters • Assemblage Enclosures for

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Berendsen has provided hydraulic support to Varley for over 20 years. From technical advice, to equipment supply, to custom design and manufacturing, we have become one of Varley’s most trusted suppliers.

We provide customised solutions to meet any hydraulic requirement and work with our clients every step of the process to ensure complete customer satisfaction.

 Filtration Systems  Standard & Custom Power Units  Lubrication Units  Standard & Custom Cylinders  Standard & Custom Manifolds

www.berendsen.com.au 10-18 Carbine Close Wallsend NSW 2287

Ph: +61 2 4955 0660 info@berendsen.com.au

APPROVED COMPANY ISO 9001

Quality Management System s Certificatio n Services

AME Products is your “Serious DC Specialist” in the Australian

We deliver the most comprehensive range of electrical & mechanical services in the industrial & commercial sector.

P ONE STOALE DC electrical market specialising in DC solutions for agricultural, WHOLES mining, automotive, marine and emergency services applications R IE L P SUP

» Electrical Contracting » Industrial Control Systems » Building and Facility Services » Industrial Machine Services » Catering Equipment Service & Sales » Automated Building Systems » Health and Hygiene Equipment » Commercial Laundry Equipment

02 4968 7500 - 24hrs 7days

www.gbelectrical.com.au

Contact your local AME branch on:

1300 883 263 ameproducts.com.au

VA R L E Y G R O U P

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

Battlefield Telecommunications Network • RAAF Control, Command and Communications Shelters • Fit-out of MECC Expandable Shelters • Secure Office Shelters • Air Defence Vehicle Bodies These projects were supported by Varley Group’s expertise and highly developed skills in manufacturing. Below is a list of skills the company has mastered and can offer to its clients.

• Metal Fabrication • Machining • CNC routing • Lightweight metal fabrication • Fusion Welding • Vehicle building • Mechanical Assembly • Fit-out (mechanical, electrical, data/video/

audio cabling) • Vehicle body/chassis building • Auto electrical 12V/24V • Electrical 240V/415V • Fibreglass and laminated panelling • Spray painting • Panel beating • Plumbing • Shipwright • Product maintenance, repair, overhaul

and upgrade

Company Information INDUSTRY

Manufacturing HEADQUARTERS

New South Wales, Australia FOUNDED

1886 EMPLOYEES

650 REVENUE

$110 Million PRODUCTS/ SERVICES Varley is one of Newcastle’s oldest and most advanced engineering companies.

We have consistently provided our customers with innovative solutions and quality in design and manufacture for 128 years.

Varley’s work on projects large and small has earned the company a reputation; locally, nationally and internationally, as a supplier of first class work, a manufacturer of quality products and a provider of unsurpassed service.

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Rail Track Association Au

The Rail Track Australia Association (R the Interests of Rail Track Infrastructu

From Small Beginnings – the Story Continues to G

Writ te n by : Dav i d B ain bri d g e

ustralia:

RTAA): Pursuing and Promoting re

Grow

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The RTAA was formed in 1973 after the First International Rail Sleeper Conference was held in Sydney. This conference was the catalyst for the establishment of the Rail Sleeper Association which became the Rail Track and Sleeper Association in 1979. Following further organisational changes in 1983, the association became known by its current name - the Rail Track Association Australia (RTAA).

The RTAA held thirteen successful rail conferences between 1973 and 2001 at threeyear intervals. These conferences were held in major locations in 110

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Australia and New Zealand and were well supported by the rail industry. They included guest speakers from Australia and overseas, providing a high standard of technical papers and information to rail professionals.

Between conferences, and during the years 1979 to 1995, the Rail Track Journal was published by the RTAA. Its objective was to maintain a communication link between members. In 1996 this role was assumed by Track & Signal Magazine, with endorsement by the RTAA. The RTAA continues to provide technical and editorial

S U P P LY C H A I N

assistance to the publication while also regularly contributing articles.

Railway Association (ARA) that resulted in AusRAIL. For the first time, all five major Australian rail The Yellow Tie Dinner and industry groups joined forces AusRAIL Conferences to present the highly successful The inaugural RTAA Yellow Tie AusRAIL PLUS 2003 Conference Dinner was launched at the 1981 in Sydney. (The ‘five’ were ARA, Rail Conference, when guests RTAA, ARIC (now known as were presented with a selection RISEG), IRSE and RTSA). of coloured ties and scarves Since then, AusRAIL PLUS representing a rail theme. The Conferences are held every other yellow ties became the most highly year, alternating with the AusRAIL sought and the name stuck. The Conferences. The RTAA continues Yellow Tie Dinner was born. to maintain a prominent role, In 2001, the RTAA took a hosting a technical stream during new direction and secured an the conference as well as one of agreement with the Australasian the most popular social events on w w w. c o m p a n y u r l . c o m

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the Australian rail calendar - the Yellow Tie Dinner.

RTAA Field Days Event While all of these changes were positive, the RTAA was still searching to clearly articulate and distinguish its purpose within the rail industry. A key challenge was ensuring the services provided to the membership were meaningful and good value for money. There was a strongly held view that, while the AusRAIL conference provided a meeting place for executives, professionals and lobbyists, the thousands of blue-collar railway workers also needed an event specifically targeted to meet their needs. It was also acknowledged that site-based rail workforces should be publicly recognised as valued contributors to the industry.

Added to these imperatives, an event was needed for rail workers to engage in industry advances, learn about new technology, while also being able to meet rail executives that they did not often see on track.

As a result, the RTAA’s Field Days event was established in 2006.

While based on the International Exhibition for Track Technology held

in Münster, Germany, RTAA’s event has a distinctly Australian flavour.

The fifth event was held this year with more participants than ever, including international delegates.

Frank Franklyn Young Rail Specialist Award In 2008, the RTAA awarded its first Frank Franklyn Young Rail Specialist Award. The award seeks to encourage, reward and promote young achievers within the rail infrastructure industry by facilitating their travel to an international rail event. This prestigious award is presented at the gala dinner at AusRAIL. New Directions with an Eye on the Past In 2010, David Bainbridge was elected President of the RTAA, heralding a transformational rethink in the RTAA’s direction and approach.

For the first time, a membership satisfaction survey was undertaken and the results were used as the basis of a three-year strategic plan, currently being implemented.

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approach. This includes targeting a membership base that is spread across Australia, and providing services accordingly, rather than being a Sydney-centric organisation.

Implementing the strategy has not been without significant challenges however, and there has been significant progress in the eight key focus areas. These include: 114

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1. RTAA profile: become a credible voice for our members 2. Field Days Event: be bigger, better and more professional 3. Technical stream at AusRAIL: provide more relevant and higher quality papers 4. Networking events: offer professional events across Australia that are recognised as recordable

S U P P LY C H A I N

CPD credits for members of the Institution of Engineers Australia 5. Frank Franklyn Young Rail Track Specialist Award: increase applications and improve quality 6. Website, media and social networking: improve RTAA’s image and communication with members 7. Track standards: improve the RTAA’s working relationship with

RISSB and other organisations 8. RTAA performance: monitor member satisfaction through a second survey (due in July 2013).

The results are impressive and there has been a 50% growth in memberships over the past three years. The RTAA has also modernised its image with a new logo and website representing w w w. c o m p a n y u r l . c o m

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this shift. There are many more achievements, with much work still to be done. The second membership survey will reveal the extent of progress, areas requiring continued focus and new challenges.

Importantly, the RTAA will continue to encourage both individuals and corporate organisations to take up membership and play an active part in the industry.

The Future – What’s Next?

There are a number of key areas where the RTAA can add value to benefit the rail industry as a whole.

These include: 1. Supporting the introduction of innovation to the industry which has the potential to save the lives of workers and members of the public.

2. Attracting and retaining young people into rail.

3. Increasing diversity within the rail industry, particularly encouraging greater participation in the new age of railways by women and Indigenous people.

4. Using social media tools to better share information and facilitate debate in the industry.

This includes using tools such as LinkedIn, Facebook and Twitter.

While this may not come easy to many (older) rail colleagues, it is an essential part of communicating railmessages to peers, stakeholders and decision-makers. This will help secure the future of the rail industry in years to come.

A Final (Personal) Note The RTAA has become recognised as a relevant and prominent member of the Australian rail industry community and the spiritual home of the Field Days event in Australia. Long may it remain so, and long may we continue to provide exceptional value to our members. The RTAA strives to continuously improve its service, to move forward with the times and serve the interests of the rail industry for the foreseeable future. I am passionate about continuing this journey and making our vision a reality. I thank all members who have humbled me with their support for the RTAA and my role as President.

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Zambrero:

Changing the World w and Good Work Discussing

work, and worldwide growth with Zambrero CEO Written by: Sasha Orman Produced by: Sean Bakke

with Good Food

g healthful cuisine, humanitarian O Stuart Cook

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Staff members Matt & Steph

W

hen Dr. Sam Prince was still a medical student, he funded his education by working at a Mexican restaurant.

It was there that he fell in love with the idea of bringing a fresher and healthier side of Mexican cuisine to Australian consumers. Out of that 120

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concept, Zambrero was born – and since then, it has been growing fast.

Today, the fresh Mexican franchise boasts more than 60 locations and is opening at a rapid pace to reach consumers with feel-good food and a feel-good philanthropic message.

FOOD

The busy Zambrero line is designed for efficiency

A Franchise with a Cause “We want to create a global brand that stands for something,” says Stuart Cook, CEO at Zambrero.

Philanthropy has been present within the brand in some form or another since day one, and its current outlet for humanitarian work

is its Plate 4 Plate program, which works with distribution partner Stop Hunger Now to provide a plate of food to a person in need for every burrito or bowl purchased.

“Sam’s background is parents who were born to very humble beginnings – it’s only through the w w w. z a m b r e r o . c o m

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education process that he was able to have the life he has in Australia,” explains Cook. “Dr. Prince and I don’t really believe in luck except for where you’re born. Part of our goal with this business is to even the playing field by providing every child with clean water and healthy food. That’s why every time we feed somebody at Zambrero, we feed another child overseas.”

At the moment, Zambrero has provided nearly 4 million meals through its Plate 4 Plate program,

ZAMBRERO

FOOD

providing essential support to in-school meal programs and people in impoverished regions and disaster sites in need around the world. Since the one-for-one model means that the strength of Zambrero’s humanitarian work is directly tied to the strength of its sales and franchise growth, that number is expected to double in short order. What’s more: by publicizing its mission, Zambrero is able to educate consumers about humanitarian issues and inspire them to take action.

“There is definitely a feeling of giving back,” says Cook. “Aid work can be very overwhelming.

But as the saying goes: how do you eat an elephant? One bite at a time. Just by encouraging people and educating people about it, they can become aware of little things they can do to help. That is a big motivator and differentiator.”

so far. But Zambrero understands this, and is able to confidently stand behind its products just as strongly as its philosophies.

“Giving back, educating people — while all of these things are great, at the end of the day the customer comes to your restaurant for one reason and one reason only: because they’re hungry,” notes Cook. “You must deliver on product time and time again, and one of our philosophies is that you’re only as strong as your weakest menu item. If you go to one of our restaurants, I should be confident in every single one of our menu items.”

Zambrero has put this philosophy into action by creating a menu that is small, sharp, and to the point. “Some other restaurants feel they have to cater to everybody and will have a hundred menu items — but what happens is you get paralysed by choice, Backing Up the Cause with a and then you get food envy of the Quality Product person next to you,” says Cook.

Supporting a higher cause is always “So we’re focused on simplicity: noble — but when you’re a restaurant making burritos, tacos, and bowls, franchise first and foremost, noble and making those really well.” intentions will only get your business Taking the Cause to a Global w w w. z a m b r e r o . c o m

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ZAMBRERO

Zambrero Founder, Dr Sam Prince to celebrate the opening 124

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FOOD

Platform Zambrero has no intention of putting a limit on the audience it can reach or the good that it can put out into the world: next on the agenda for Zambrero is international growth. Zambrero is currently opening one new location every week, and expanding outward into New Zealand with the launch of four new locations across Auckland and Wellington. The franchise is currently looking for the right partners to move into such varied markets as the Middle East, Europe, and the United States. As it grows, the Zambrero team is also focusing on surrounding itself with experienced talent who can help guide the growing business toward international success.

“Like our product, we focus on simplicity with our store design and store build,” says Cook. “We will cater the menu to individual markets, and will accordingly make slight adjustments into each market. But because we’ve built the back end systems incredibly simplified, and our operations are already strong, we can easily work with partners to expand very quickly. So in the next five years, we do have a target of 1,000 in the next five years; probably 250 of those will be within Australia and the rest outside.” portfolio, a combination of rejuvenating existing brands and bringing to market a number of new beverages.

Company Information INDUSTRY

Food HEADQUARTERS

Sydney, Australia FOUNDED

2005 PRODUCTS/ SERVICES

Zambrero is a fast casual franchise specializing in fresh, healthy Mexican cuisine.

Founded in 2005 by Dr. Sam Price, Zambrero is dedicated to supporting humanitarian and human rights endeavors through its Plate 4 Plate project, which works to provide good food to hungry customers and people in need around the world.

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Delta Energy Solut

Leading The Industry With E

Delta Energy Systems is driving technology to be a solutions provider for its customers.

Written by: Laura Close Produced by: Wayne Masciotro

ions:

Energy Solutions

ecome more energy efficient and

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Delta EV Charging

D

elta Energy Systems is not just a global leader in power and thermal management solutions—it is the leader. The company, with facilities throughout Asia Pacific, the US and Europe, has been the recipient of several global awards in categories such as business, technology and corporate social responsibility.

Since 2010, Delta has received 128

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over 40 international design awards including the iF, Reddot, CES Innovation, Computex Best Choice and Taiwan Excellence awards.

And 2012 marked the second consecutive year the thermal management solutions company was chosen for two prestigious Dow Jones Sustainability Indexes—the DJSI World Index and the DJSI Asia/ Pacific Index.

ENERGY

Delta MCIS Products

The company was founded by Bruce C.H. Cheng in 1971, and has recently transformed from a product provider toward a solution provider mission. Its expertise includes power electronics, energy management and smart green life.

Delta Energy Systems puts a lot of their man power into research and development, and is devoted to innovation and developing

new products and technologies that focus specifically on high efficiency and energy savings.

Delta Energy Systems’ mission statement “To provide innovative, clean and energy-efficient solutions for a better tomorrow,” and brand promise “Smarter.

Greener. Together.” combined showcase a company dedicated to key environmental issues

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Delta LED lighting

and the development and broad application of smart, energyefficient solutions.

Continuous Improvement Being a leader in the power and thermal management solutions industry means that Delta Energy Systems is constantly striving to improve its products and lessen the company’s impact on the planet.

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With 54 research and development sites globally and 7,500 engineers who continue adding to the company’s close to 5,000 registered patents, Delta Energy Systems invests 5 to 6 percent of the group’s annual sales revenue to research and development.

At the Delta Power Electronics Laboratory in North Carolina, US, researchers and engineers

“Delta Energy Systems is devoted to innovation and developing new products and technologies that focus specifically on high efficiency and energy savings.

develop high-efficiency and high-density power conversion products. Another lab in the same locale, the Delta Networks R&D Laboratory, develops networking products. Soest, Germany’s research and development team, channels its energy into developing key power supply products and technologies for applications like hybrid vehicles, super computers,

high-end server storage, telecommunications, data centres and wind power converters.

A majority of Delta Energy Systems’ research and development locations are in China: 23 in total. The Delta Pwoer Electronics Center (DPEC) in Pudong, Shanghai develops energy-saving technologies.

There are also CNAS (China

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National Accreditation Service for Conformity Assessment) laboratories in Shanghai, Guangdon and Jiangsu, and postPh.D. innovation stations in the research and development centres in Shanghai and Jiangsu.

The Asia Pacific has been especially productive and successful in regards to research and development, garnering many of Delta Energy Systems’ recent awards. In 2008 and again in 2012, the company won the Taiwan 132

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National Industry Innovation Award, and has been a repeat winner of the Thailand Prime Minister’s Industry Award (in 1995, 2010, 2011 and 2012).

The Asia Pacific has thriving research and development programmes in universities, which cultivate future talent for the company and the industry.

Taiwan’s National Cheng-Kung University, as well as its National Central University and National Taiwan University support Delta

D E LTA E N E R G Y S O L U T I O N S Energy Systems programmes. US universities like MIT, Virginia Polytech and Case Western Reserve University have similar opportunities for interested students.

ENERGY

Company Information INDUSTRY

Technology Delta Energy Systems’ drive for efficiency means the company is on the cutting edge of technology. This push on technology is allowing Delta Energy Systems to rapidly and successfully expand into several businesses related to power management, including power systems for data centres, cooling fans and thermal solutions, industrial automation systems, power trains and key components for EVs/HEVs, high-end projection systems, LED lighting and renewable energy.

Another accomplishment to add to its world leader title, Delta successfully developed the world’s first titanium-grade server power supply with a high-efficiency rating of 96 percent. Other technological contributions in recent years include the development and research of medium voltage drives, converters for wind turbines and green buildings.With high-density and high-efficiency products the goal, Delta Energy Systems continues to lead the global industry, pushing the boundaries of technology and making their business practices as green as possible.

Energy HEADQUARTERS

Tambon Prakasa, Thailand FOUNDED

1971 EMPLOYEES

85 REVENUE

$150 Million PRODUCTS/ SERVICES With research and development, sales and manufacturing locations all over the world, Delta Energy Systems has become a global leader in the power and thermal management solutions industry. The company develops, manufactures and markets innovative supplies for medical applications, office automation, the computer industry, telecommunication, industrial applications and renewable energy. Delta Group was found in 1971

by Bruce C.H. Cheng, and has grown to have locations in Taiwan, China, Thailand, Mexico, India, Europe and the US.

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Citic Heavy Industrie

CITIC HIC Continues to Dominate as a Heavy Machinery Manufacturer

CITIC HIC is a market leader in China with equipmen successfully in China and around the world (includin America, Africa and Australia).

Written by: Andrew Rossillo Produced by: James Hayes

es:

a Mining and

nt operating ng Asia, Europe,

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CITIC HEAVY INDUSTRIES

Large automatic welding machine

C

itic Hic Began its stellar track record of success back in 1958. After more than 50 years of evolution and development it has become a significant global supplier of mining, cement and metallurgical equipment. Their manufacturing facilities are located in Luoyang, China, and Pontevedra, Spain.

CITIC HIC has offices in Australia, Brazil, Canada, Chile, India, South Africa and Spain. CITIC HIC is the second-largest manufacturing facility in China. As part of this, the company is especially proud of its 18,500t forging press, which is the 136

December 2014

world’s largest, capable of handling a 400 tonne single piece forging. In addition, their large casting workshop can pour one of the world’s largest single steel castings. “We have a melting capacity which is virtually unheard of in the western world, equaling 900 tonnes of molten metal that we can pour,” says Citic HIC CEO Rajiv Kalra.

These robust and comprehensive facilities help enable the HIC to produce over 200,000 tons of quality equipment annually.

“We design equipment according to both standard designs and made-toorder designs,” says Kalra. “The made-

MINING

Sino AG Mill

to-order designs usually include large grinding equipment for applications in the mining industry, mainly copper, gold and other base metals.”

CITIC HIC also produces premium grinding mills, scrubbers, crushers, kilns, coolers, hoists, reducers, steam turbines and compressors.

CITIC HIC also manufactures heavy castings and forgings, as well as electric/hydraulic control and lubrication systems. Their factory in Luoyang covers more than 3 million square meters, of which 2 million square meters is under cover. It has a total workforce of approximately 10,000 employees, of which more

than 1,200 are engineers.

Major Mining Equipment “The largest of the grinding equipment that we have supplied so far are 12.2 metres in diametre and 11 metres long,” says Kalra. “Each of these has 28 megawatt drives (28,000 kilowatts). There are six of these being supplied in Australia, two of these lines are in operation right now, and the other four are set for operation by the end of this year.

CITIC HIC has the capability to design and manufacture Grinding mills up to 13.7 m (45 ft) diameter with 35 MW gearless drives and 12.8 w w w. c i t i c - h i c . c o m

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CITIC HEAVY INDUSTRIES m (42 ft) diameter with dual 12 MW drive geared mills.�

Mining Industry Jaw Crushers

“As far as the standard equipment is concerned, we also produce giant jaw crushers. These are used after the mining companies complete their blasting. They bring their blast material to giant dumpers, and the dumpers feed directly into our giant crushers. On average, the blast material is approximately 1 to 1.5 metres in size. Our giant crushers process the materials down to approximately eight inches in size,� explains Kalra.

The company also produces the highly impressive CITIC-HIC AJ (Auto Jaw) Range of single toggle jaw crushers. These incorporate the use of a hybrid cylinder (patent 138

December 2014

pending) toggle system. The new design of toggle system has made the operation and maintenance of the jaw crusher simpler and safer than other jaw crushers currently available in the market.

The traditional tension rod system has been eliminated and replaced by a hybrid cylinder- the toggle arrangement not only allows for the equipment to be easily adjusted.

This design also provides tramp relief for the equipment which adds another level of protection to the machine and minimises potential damage to the crusher when tramp material enters the crushing chamber.

An added advantage of this system, the crusher is able to be adjusted while the machine is running reducing which improves the availability and productivity of the crusher. The toggle system has also been designed with maintenance in mind, the toggle system pivots outward to create easy access to the toggle area for maintenance purposes.

Largest Design and Manufacturing

MINING

Sino Grinding Mills Lines

Kalra points out a unique element to the Company’s approach, highlighting that they are “likely the largest company in the world in our specific industry who does the design and the manufacturing.”

CITIC STIRRED MILL (CSM)

features to handle wide range of regrind and fine grinding applications. Three units of CSM1200 are currently under manufacture for project in South America, there units will replace the existing conventional regrind mills in copper mine.

CITIC STIRRED MILL (CSM) 3D MODEL CITIC has developed a range of vertical stirred mill with advanced

About Sino Iron Project The massive Sino Iron project is being developed at Cape Preston, 100 kilometres southwest of Karratha in Western Australia’s Pilbara region. It is the largest magnetite mining and processing operation in Australia. The Sino Iron project is focused on delivering a world class magnetite iron ore development which will add value to the Western Australian economy through w w w. c i t i c - h i c . c o m

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CITIC HEAVY INDUSTRIES significant downstream processing, employment, community benefits and international technology transfer while balancing social and environmental considerations.

Once operating, the project will mine about 140 million metric tons

MINING

each year and the processing plant will handle approximately 80 million tons of material. This material goes through in-pit crushers before being transported to the concentrator.

The crushed ore then enters giant grinding mills, the most powerful in

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CITIC HEAVY INDUSTRIES

Technical Centre

the world. There will be six grinding mill lines, each using an autogenous (AG) mill 12.2 m (40 ft) diameter Ă— 11 m (36 ft) long with a 28 MW gearless motor followed by a 7.9 m (26 ft) diameter Ă— 13.6 m (44.6 ft) long ball mill, each with two 7800 kW 142

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motors (44 MW in each of six lines) and standing more than 17 meters high. The final product from these large regrind ball mills using small grinding media will be approximately 28 microns. The mills will produce a fine ore stream which enters

MINING

magnetic separators to become a concentrate.

The concentrate will be thickened and stored before being pumped 25 kilometers to the port, where it is filtered to reduce moisture. From there, the concentrate will be exported for use in steel making.

The world’s largest AG mills (12.2 m diameter × 11 m long with 28 MW drives) and six 7.9 m diameter × 13.6 m long ball mills with dual 7.8 MW drives are designed and manufactured by CITIC HIC.

Company Information INDUSTRY

Mining HEADQUARTERS

Luoyang, China FOUNDED

CITIC SMCC Process Technology CITIC SMCC Process Technology Pty Ltd (CITIC SMCC) is a newly formed subsidiary company of CITIC HIC Australia, following the exclusive 100 percent acquisition of SMCC Pty Ltd and its IP by CITIC HIC Australia 100% owned by CITIC Heavy Industries Co. Ltd. China (listed on the Shanghai stock exchange) on 6th July 2012.

CITIC SMCC is based in Brisbane, Queensland Australia, and has commenced to provide technical services to various mining projects since January of 2013, mainly in the area of communication circuit design, technology and equipment selection, and optimization of mineral processing plants.

The formation of CITIC SMCC will expand the CITIC HIC’s current technical services and provide more complete solutions to its customers with the best suited solutions for milling technology selection, comminution circuit design and plant optimisation.

1965 EMPLOYEES

+10,000 REVENUE

$2 Billion PRODUCTS/ SERVICES CITIC Heavy Industries Company Ltd (CITIC HIC) began in 1956 under the name of Luoyang Mining Machinery Plant, in Luoyang China. In 1993 it was merged into the CITIC Group to become CITIC Heavy Machinery Company Ltd. CITIC HIC was one of 156 “Important Projects” initiated under the Chinese Governments first “Five Year Plan”. Now more than half a century later, CITIC HIC has become the largest mining machinery manufacturer and one of the largest heavy machinery manufacturers in China.

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Buildcorp Interiors:

A Builder with Pride

Never a need to sacrifice quality to meet pro Written by: Ian Hanner Produced by: Bryan Giles

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BUILDCORP INTERIORS

The façade of the bar at Fat Noodle takes the form of an ancient paper scroll and is set against a basket-weave parquetry floor.

With an array of awards and stunning completed projects to point to, Buildcorp Interiors is setting the bar high for the fitout and refurbishment industry in eastern Australia.

Buildcorp was founded in 1990

by Tony Sukkar with the goal to bring quality, passion-driven craftsmanship to the Australian construction market. Since that time, the company has evolved to be made up of four key divisions: 146

December 2014

Buildcorp Contracting, Buildcorp Interiors, Buildcorp Asset Solutions and Euroline. With each division focusing on a specific sector within construction, fit-out and refurbishment projects both large and small fall to Buildcorp Interiors.

“Buildcorp Interiors came out of the construction business originally because there came a need in Australia to have specialized fitout and refurbishment companies,” said Ian Morrison, Queensland state

CONSTRUCTION

manager for Buildcorp Interiors.

“That was in 1996 and it’s grown every year since, [up to] today where we’re turning over an excess of $150 million a year in just interiors alone.”

With over 24 years of experience in the industry, Morrison would be at home in nearly any construction company. Speaking to him gives you the impression that he, and moreover the whole company, takes an immense amount of pride in the projects Buildcorp completes.

“Construction’s a tough industry, but the way that Tony [Sukkar] has run his company and the values that he has align perfectly with how I like to operate, so it’s a perfect match,” Morrison said.

Since construction is such a competitive industry, Buildcorp Interiors sets itself apart with its

wide range of service offerings.

The company is able to handle nearly every step along the process of delivering quality craftsmanship including design and construction solutions, procurement management, integration management, time management, site management and even a sustainable construction process that helps projects hit a sustainable, environmental goal.

With the expertise that Buildcorp brings to the job site, every project is seen through to an on-time, if not early, completion with a final product that brings pride to the whole team. In fact, whether or not the company’s employees find pride in their work is a major concern for Buildcorp, which regularly circulates employee satisfaction

“Buildcorp Interiors came out of the construction business originally because there came a need in Australia to have specialized fitout and refurbishment companies…it’s grown every year since.”

– Ian Morrison; State Manager, Queensland

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questionnaires that probe for areas where management could improve, according to Sue Turpie, business development manager for Buildcorp Interiors in Queensland and New South Wales.

“It’s recognized that we’re an employer that people stay with. It’s very rare to find a company that has [employees] for 20 years, but we’re reaching a time where nearly every year we have people receiving 20year awards,” Turpie said.

“We’re very focused on our staff,”

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Morrison added. “I think if you spoke to the owner of our company, he would be very proud of the fact that he sees this as a family company. And that helps; it comes from the top.”

Buildcorp Interiors doesn’t restrict that community-oriented mindset to just employees. It regularly raises money for various charitable causes through the Buildcorp Charitable Fund. According to Turpie, this year the company will be donating money raised to combating suicide among

BUILDCORP INTERIORS

CONSTRUCTION

young men in the construction industry. The company also regularly supports rugby teams from the Universities of Queensland and Sydney.

Buildcorp’s support of the rugby team at the University of Queensland isn’t the only business the company has with the school.

Buildcorp Interiors was recently awarded a Master Builders Award for the work it did on the school’s Goddard building.

“It was a very difficult job,” Morrison said. “Not the least because it’s a heritage building and a fully operational building and we had to put in a rooftop extension.”

Buildcorp Interiors inherited the job after a previous company dropped out, having already initiated numerous project elements with poor foresight. These often conflicting building elements complicated the remainder of the work for Buildcorp. Despite these complications, the company was able to complete the rooftop extension on-schedule in February with a total contract sum of about $10.5 million.

“It was a challenging project in every way,” Morrison said. “And as always on challenging projects, when you can pull off a success and exceed people’s expectations, it’s just so rewarding. So it’s another one of those projects that we’re just proud of. Even when the company gets together for regular catch-ups over a few drinks, those kinds of projects are always on everyone’s lips.”

Company Information INDUSTRY

Construction HEADQUARTERS

South Brisbane, Queensland, Australia FOUNDED

1990 EMPLOYEES

250 REVENUE

$150 Million PRODUCTS/ SERVICES

Since 1990, the Buildcorp Group has expanded to include four business units, each with its own specialization, bringing diversity, knowledge and stability to their business model. Each division has the capacity to independently deliver projects within its area of specialization, while drawing on centralized group support systems and services, including quality, support and management frameworks.

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