Business Review Australia - January 2015 by Business Chief ANZ

WWW.BUSINESSREVIEWAUSTRALIA.COM | January 2015

SPECIAL DELIVERY!

FEDEX & OZHARVEST FEED NEW ZEALAND

EVOLUTION OVER INNOVATION: MARKETING’S CHANGING ROLE IN THE 2015 WORKPLACE

THE TOP 10 MUST-HAVE GADGETS FOR THE NEW YEAR

EDITOR’S COMMENT

“Every time you tear a leaf off a calendar, you present a new place for new ideas and progress.” - Charles Kettering Happy New Year! The holidays are over, but that doesn’t mean it has to be the end of the giving season. Fedex Express Australasia is dedicated to corporate social responsibility all year round, and the company’s partnership with OzHarvest for Cooking With A Cause benefits so many more than those in need. We spoke to Kim Garner, managing director at Fedex Express, and Ronni Kahn, founder of OzHarvest, to get an inside look at the impact their work together has on the community as well as their employees and staff. Also with a fresh start at the beginning of 2015, we examine trends in both tech and advertising. There’s a gadget for everyone in our Top 10 gadgets of 2015. What are your must-have gadgets this year? Tweet us at @BizReviewAU and let us know. We also check out the 2015 landscape for marketing, and determined there won’t be many new developments, but rather an evolution of current marketing practices. See what we mean later on in the magazine. We at Business Review Australia hope you have a happy and healthy 2015. Enjoy the issue!

Laura Close Editor laura.close@wdmgroup.com

CONTENTS FEATURES This month we focus on the customer experience with the latest technology

6 Leadership

Feeding New Zealand

14 Marketing

Evolving Marketing Strategies For 2015

22 Top 10

Top 10 Gadgets For The New Year

COMPANY PROFILES

68 Sir Charles

94 Rural Fit

Gairdner Cancer Centre

48 Holden New Zealand

MANUFACTURING 34 CNH Industrial 48 Holden New Zealand 60 Verosol

HEALTH 68 Sir Charles Gairdner Cancer Centre 76 The Holistic Services Group 86 The Valley Private Hospitals 94 Rural Fit

100 Kings Transport & Logistics 4

January 2015

138

Shamrock Civil

100 The Dietitians Association of Australia (DAA)

SUPPLY CHAIN

MINING

108 Kings Transport & Logistics

168 Liebherr Australia

128 Rail Track Association of Australia

186 Austmine

FOOD

138 Shamrock Civil

190 Zambrero

EXPLORATION

198 Australian Horticultural Export Services (AHEA)

162 Petroleum Exploration and Production Association of New Zealand (PEPANZ)

The UGM Group

180 The UGM Group

CONSTRUCTION

154 Baker Hughes

180

206 Delta Energy Systems

190

Zambrero

LEADERSHIP

January 2015

Fee Ne Ze

eding ew ealand

How FedEx Express Australasia and OzHarvest come together through corporate social responsibility for the benefit of the community and employees. W R ITTE N BY: LAU RA C LO SE

LEADERSHIP FEDEX IS EASILY one of the most recognizable courier delivery services in the world. But the company doesn’t just deliver your mail—it also delivers on its commitment to its surrounding community and staff. Back in September, I wrote about corporate social responsibility in New Zealand (New Zealand Playing Catch Up In Corporate Social Responsibility, September 19th), specifically, what it was lacking. About a week later, a representative from FedEx Express Australasia emailed me about the company’s efforts in the community, focusing on collaboration with OzHarvest, Australia’s first perishable food rescue organisation. I have never been more willing to be proved wrong. “We believe that many opportunities facing our business are directly linked to the ways that we interact with the communities where we operate,” said Kim Garner, managing director. “We see being a good global citizen as a critical component in our business strategy.” Through his time at FedEx, Garner has learned that by giving back to local communities, employee engagement increases. High employee engagement leads to a better work environment, 8

January 2015

A team of volunteers helps prepare fo happier employees and, perhaps most importantly, employees that want to come to work. In New Zealand, FedEx’s employee engagement efforts have earned the company the AON Hewitt ‘Best Employer’ recognition seven consecutive years. FedEx’s annual involvement in OzHarvest’s Cooking for a Cause is an “unforgettable corporate team building experience that is interactive, educational, inspiring and of course lots

ood at OzHarvest’s Cooking For A cause. of fun—with a tangible social impact,” said Ronni Kahn, social entrepreneur and founder of OzHarvest. “Throughout these sessions, OzHarvest also educates the team about the work we do in the community, the issue of food waste, food security and homelessness in Australia.” OzHarvest And FedEx Cares Week Although in two different businesses, FedEx and OzHarvest

are similar in several ways. Success for both lies in logistics, with OzHarvest delivering thousands of meals via van, and both obviously care for the surrounding community. These similarities led Kahn to approach FedEx in 2011 with the idea for collaboration. “Our partnership over the four years has seen a continuous growth in staff participation in charity events year on year, as well as expanded our reach to engage FedEx staff in 9

LEADERSHIP

Ronni Kahn, CEO and founder of OzHarvest, with staff and students from Lomandra School. Australian cities—Sydney, Brisbane, Melbourne—and 2014 saw us work together over the seas in Auckland and Christchurch,” shared Kahn. “Our key engagement program is Cooking for a Cause—a fun, hands on cooking workshop, led by a professional chef, in a commercial kitchen where teams cook hundreds of meals ready for immediate distribution by the OzHarvest vans to those in need in Sydney.” The collaboration with OzHarvest on the ‘Cooking for A Cause’ initiative was part of our FedEx Cares Week 2014. 10

January 2015

FedEx volunteers provided support to OzHarvest by giving their time to collect, cook and distribute meals for those who are in need. FedEx Cares, its week-long annual initiative, is a global event with close to 10,000 employees donating 46,000 hours of volunteer service in 2013. Outreach’s Impact On Company Culture With such an informative, interesting opportunity for its employees, FedEx’s involvement with OzHarvest and Cooking For A Cause doesn’t just

FEEDING NEW ZEALAND

benefit the community—employees also reap the benefits. By providing staff the opportunity to give back and have a positive impact makes them proud to be a member of a socially responsible company. “This helps us retain and attract talent important to the success of our business,” Garner explained. “We’re pleased that in 2014 FedEx was named in Forbes’ top 50 of the World’s Most Reputable Companies and the AON Hewitt ‘Best Employer’ for seven consecutive years, a significant recognition of our efforts in helping local communities.” “The benefits of staff participating in our Cooking for a Cause program are boundless,” shared Kahn. “Getting the staff together to bond over a common goal encourages team

“Global citizenship is not a secondary activity; it should be a core value of the business.” – Kim Garner, managing director, FedEx Express Australasia

cohesiveness and allows them to spend time together in a meaningful, fun and interactive environment. Not to mention the personal satisfaction for each person in knowing that they have contributed to those less fortunate in society. For the participating company, this goodwill flows on to create positive and charitable culture within your organization greater staff engagement. Many studies show that providing staff volunteering opportunities leads on to greater employee retention.” Sometimes employers forget that the company’s employees live in the same

Kim Garner, managing director of FedEx Express Australasia, understands the importance of CSR initiatives for the workplace.

LEADERSHIP

community it could be helping with CSR initiatives. Not only can a company offer employment to an individual, but it can better the community in which that individual works. “We are committed to giving back to the local communities where our team members and customers live and work,” said Garner. “We encourage all of our employees to volunteer in the communities and consistently receive positive feedback from employees who take great pride in seeing their contribution go a long way towards helping the lives of others.” 12

January 2015

Changing New Zealand’s Current CSR Approach Garner believes that education for businesses is the most important aspect of bringing New Zealand up to speed with corporate social responsibility. The benefits of implementing CSR initiatives and the knowledge that the success of a company is connected to the success of its community are just a few things Garner suggested. “FedEx believes that being a good global citizen is a core value in our business,” said Garner. “Our CSR involvement helps to reinforce

FEEDING NEW ZEALAND

“Getting the staff together to bond over a common goal [...] allows them to spend time together in a meaningful, fun and interactive environment.” relationships with the community and strengthens our company for a brighter future. “ [...] Global citizenship is not a secondary activity; it should be a core value of the business. By integrating this into every day decision making processes you can make a significant positive change in your communities. As part of being a good Employer you should view CSR as a long term investment which demonstrates your commitment to your employees, customers and communities. The benefits of CSR can be seen by higher employee engagement levels and better customer relationships that prefer to collaborate with a

–Ronni Kahn, founder and CEO, OzHarvest

responsible business.” One of the easiest ways to find success with corporate social responsibility is to find a charity that “aligns with your mission, and that actively works together with you to create a meaningful partnership,” shared Kahn. “It can’t just come from the top (although you certainly need management onboard) it is paramount to a successful partnership that your staff are also onboard and given the opportunity to be part of the relationship.” 13

MARKETING

W R ITTE N BY: LA U RA C LO S E

EVOLVING MARK STRATEGIES F 14

Marketing may not see new strategies this com year, but we will see an evolution of current practices. J a n umarketing ary 2015

KETING FOR 2015

ming

MARKETING MARKETING STRATEGIES, LIKE technological advancements, seem to emerge at the speed of light. Each season brings along a new standard for the field, setting the bar higher and higher from year to year. Looking towards 2015, expectations in marketing are not necessarily focused on new approaches but rather on the evolution of current marketing methods. Transparency The most transparent companies are going to continue to be leaders when it comes to consumer loyalty. People like knowing what their favourite companies stand for, what kind of impact these companies have on the environment and how people the world over are reacting to the brand. This will also hold true with businesses’ marketing strategies as well. Some see it as a radical approach to marketing—but if it works in other parts of the business, why not here? Avi Dan, Forbes contributor, says that this trend is something that few brands are currently taking advantage of, and that most will continue to fight the strategy. “Next year the best brands won’t be those with the best stories, or sort 16

January 2015

Market your business so it provides a of made up fictional stories, but those that will give an accurate and real time picture of what they are doing in the interest of the consumer, at any given time,” shared Dan. Simplification CMOs, you may be getting a new title. As the business landscape continues to grow more complex, companies apply that complexity to their business. But to increase optimisation

a real-time picture of the culture and what is offered. and to again increase the free flow of ideas through the company, simplification is absolutely in order. Chief Marketing Officers could become Chief Simplifying Officers at your organisation, focused on making navigating the endless vertical silos as easy as possible. This will be at the top of their agendas, as will integration of all elements of the company. Looking at the overall picture will aid in

understanding the companyâ&#x20AC;&#x2122;s overall value proposition and how messages and insights integrate across business units, geographies and functional groups. Personalisation Amidst globalisation and companies reaching out further than ever before, it would be very easy for marketing to turn into a way to just appeal to the masses. But as 17

MARKETING

Simplify. Simplify. Simplify. Look at the big picture, and donâ&#x20AC;&#x2122;t force the silo organisation technique. businesses extend their reach, marketing is contractingâ&#x20AC;&#x201D;becoming more regionalised, localised and personalised. No two consumers are alike, and consumers are smart enough to know this. Small, local businesses to big corporations will find ways to incorporate personalisation into their marketing plans for 2015. 18

January 2015

Remember, personalisation is not a trend: itâ&#x20AC;&#x2122;s here to stay. The Big One: Content Marketing Content marketing not in your wheelhouse? It should be. Like the personalisation of marketing, content will continue to be king in this field for the foreseeable future. Content marketing forces your business and

E V O LV I N G M A R K E T I N G S T R AT E G I E S F O R 2 0 1 5

marketing team to understand its customers’ buying habits, behaviours and triggers, and craft relevant, informative and interesting content. Content marketing only ups the value of your product or service to your customer, and will hopefully drive them to take action that leads to buying what you are selling. According to the B2B Content Marketing Benchmarks report from the Content Marketing Institute, 93 percent of B2B marketers used content marking in 2014, and nearly half thought the strategy was

“Next year the best brands won’t be those with the best stories, or sort of made up fictional stories, but those that will give an accurate and real time picture of what they are doing in the interest of the consumer, at any given time.”

effective. The report is also predicting marketing budgets that were previously geared towards search engine PPC, SEO and social media will find its way into content efforts. It won’t be easy to stand out above the crowd though, so use that 2015 budget wisely. Focusing on case studies and research-intensive and quality content will guide your team in the right direction. Video content will be king. Mobile content will continue to be big, meaning shortform content—and learning how to convey your business’s message

No two customers are alike.

-Avi Dan, Forbes Writer 19

MARKETING

and culture in as few words as necessary—will be very important. All that said there’s no one right way to approach content marketing. Australians are predicted to use fewer content marketing tactics than years previous. In 2014, social media content other than blogs, articles on the business’s website and e-newsletters were the top three tactics, and it wouldn’t be 20

January 2015

a surprise if this continued. Also in 2014, blog usage decreased 12 percent from 2013 and infographic usage increased by 18 percent. This may have something to do with the uptick in mobile content, as infographics are easy to read and understand at a glance, while blog posts take an investment of time, and could be difficult to read on a smaller mobile device.

‘Chief Marketing Officers could become Chief Simplifying Officers at your organisation, focused on making navigating the endless vertical silos as easy as possible.’

Any way you spin it, marketing in 2015 will most likely see the continuing evolution of current successful strategies. Remember: your company’s mission statement and a clear, documented strategy will do wonders in the year ahead. Don’t be afraid to try something new, evolve and update your own marketing strategies and shift your budget around to make room for your new ideas. 21

TOP 10

Top10

Gadgets For Th New Year Some of these are for business, some of these are for pleasure, all will make your life easier. W R ITTE N BY: LA U RA C LO S E

he but they 23

TOP 10

10. Infinity One Premium Wireless Portable Speaker Speakers have come a hell of a long way from the clunky boom boxes of the 80s and 90s. With 10 hours of life, this portable speaker delivers superior room-filling audio with excellent bass from high-quality drivers. Its Bluetooth easily pairs with any of your NFC devices. A plus? Using the USB port, you can charge your device with the speaker. It comes with a rechargeable Li-Ion battery and a one year warranty, meaning the party never has to stop.

January 2015

9. G-DRIVE evSSD This external hard drive is an easyto-use, fast, transportable option for when you need more storage space than a flashdrive can provide. Itâ&#x20AC;&#x2122;s USB 3.0 compatible with a transfer rate of 400MB a second. With different offices using different hardwareâ&#x20AC;&#x201D;maybe even different depart-

TOP 10 GADGETS FOR THE NEW YEAR

8. Sonos Playbar/TV Soundbar

ments in your own business use different hardware—the G-DRIVE’s compatability with both Mac and Windows is a huge plus. All of the cables are included, as well as a three-year limited warranty. This is great product for the CEO on the go.

This soundbar is the ultimate in your TV-watching experience. It gives you full-theater Hi-Fi sound, thanks to nine amplified seakers that deliver powerful, realistic sound. Setup is a cinch, and is easy enough to make work in just about any room of your home. If the other speaker on this list doesn’t appeal to you as much as this does, it also doubles as a wireless speaker for streaming music. Control it right from your smartphone or tablet. I love when technology is uncomplicated.

TOP 10

6. NEC VE281 Mobile Projector

7. GoPro Hero 4 Are you adventurous? Are your kids adventurous? Do you have a pet, a motorcycle or boat? Then a GoPro would be a great addition to your gadget collection. With a harness or attachment for just about anything or anyone, the GoPro Hero 4 is the latest in the very successful line of actionbased video and image capture. The Hero 4’s new features include four new settings after the sun sets, as well as a better capability for Wi-Fi and Bluetooth functions. Don’t forget this gadget on your next adventure.

As the leader of your business, you are no doubt travelling often and giving presentations on the company’s progress to your shareholders and investors. This portable projector is just the thing to simplify your presentations. It’s great in other settings too, like education environments and places where heavy ambient light is present but the space requires a small projector. The lamp has a life of 6,000 hours making it eco-friendly, a 7W speaker to make sure you are heard and even 3D-ready technology when you really want those presentations to come to life.

The Henry Jones Art Hotel

January 2015

TOP 10 GADGETS FOR THE NEW YEAR

5. MacBook Air 11-inch Apple has updated its Macbook Air this year, putting it back atop

the notebook ladder. Although its pricier than many of the laptops out there, it’s a sexier, more portable and productive machine than many other laptops on the market. It comes with nine hours of battery life, 802.11ac Wi-Fi, as well as the company’s i-suite—including iWork and iLife—to keep you active and creative. This is a great device for anyone who doesn’t want to lug around a heavy laptop and who doesn’t get enough computational power from a tablet.

TOP 10

4. Livescribe Echo Smartpen The pen has truly evolved. Don’t just take notes: record everything you write, as well as what you hear or say with the Livescribe Echo Smartpen. You’ll be able to replay your meetings by just tapping your notes with your pen. Once you’ve used the pen, you can save and share your inter-

January 2015

active notes on your computer, iPad or iPhone with a micro-USB connector, which also is the recharging device. The tiny device holds an impressive 400 or 800 hours (depending on the model) of recorded audio. And don’t worry, no need to buy a replacement every time this guy runs out of ink—the tip is easily replaceable.

TOP 10 GADGETS FOR THE NEW YEAR

3. Misift Bloom Necklace + Shine Activity and sleep monitors are very popular right now, and are just the right tool to help keep a busy executive at the top of their game throughout the week. Most monitors have a sporty look to them, while others can be clunky or too big for a woman’s wrist. Enter the Shine, which is carved out of aircraft-grade aluminium, but fits into several different products,

like the Misfit Bloom Necklace. You sync your progress with the corresponding app by placing the Shine on your phone while the app is open. The necklace isn’t the only option – there are watch and bracelet bands that hold the quarter-size tech, as well as socks and clips so you can put it pretty much anywhere. It’s that simple, and that stylish.

TOP 10

2. Google Glas

2015 is the year, folks! of the most talked abo past few years, and it w masses. Whether you t idea, I would not be su are seen with the devic location-based market game could potentially device. If you are willing yourâ&#x20AC;&#x201D;and your compa could really up the gam

January 2015

TOP 10 GADGETS FOR THE NEW YEAR

Google Glass has been one out pieces of tech for the will soon be available to the think that’s a good or bad urprised if the leading CEOs ce. This will be huge for ting, meaning the marketing y revolutionise because of this ng to make this tech a part of any’s—everyday operations, it me in the business world.

TOP 10

1. Apple Watch I usually caution friends against getting the first generation of any tech, as it usually has far more bugs than good aspects, but the Apple iWatch almost seems too good—and too cool—an option to pass up. Although a release date has not been made official, I’d imagine will see it on shelfs sometime in the first half of the year. The lightweight, flexible option gives you several customizable options with look and performance, and is, in my opinion, the best looking smartwatch offering yet.

January 2015

TOP 10 GADGETS FOR THE NEW YEAR

IVECO Trucks Australia & CNH:

IVECO Trucks Australia and CN the Road Quicker

IVECO Trucks Australia has a long and proud hist the early 1900s. Over the last 100 years, Australia growth and development through its primary and Written by: Andrew Rossillo Produced by: Nick Ledue

NH Put Clients on

tory in this country starting in a has experienced remarkable d secondary industries.

IVECO TRUCKS AUSTRALIA & CNH

The iconic ACCO – a derivative of the tough and versatile military specified AACO – rolls off the Dandenong production line.

IVECO Trucks Australia manufactures and distributes light, medium and heavy commercial vehicles for the Australian road transport industry. Formerly International Harvester and International Trucks, the company has been part of Australia’s way of life since 1902. IVECO Trucks Australia is wholly owned by IVECO SpA which is part of the Fiat Group based in Turin, Italy. “IVECO Trucks Australia belongs to the IVECO brand, under Fiat Automotive. In this context, we are a small plant that is part of a huge worldwide 36

January 2015

network,” explained IVECO Trucks Australia’s Head of Manufacturing Edoardo Bozzola. IVECO Trucks Australia has a long and proud history in Australia starting in the early 1900s. Over the last 100 years, Australia has experienced remarkable growth and development through its primary and secondary industries. International Harvester, subsequently International Trucks and now IVECO Trucks Australia, not only built the road infrastructure, they helped build the road transport industry. They developed their

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

The CNH Industrial plant builds Iveco trucks and buses – many of which are uniquely Australian and designed to meet the demands of local customers.

manufacturing processes and product development in line with the growing needs of Australia. Its strong tradition of local trucks manufacturing is closely linked with the creation of the Dandenong manufacturing plant. When it opened in 1952 it represented significant investment into the Australian truck industry. It was a significant expansion of International Harvester’s Australian activities and was built in Australia’s post war expansion phase (even before General Motors Holden’s began supplying cars to the market).

The Company’s strong tradition has been granted even greater capabilities and potential through internal synergies. “Since the Fiat Group brought IVECO together with CNH, we are now the same entity, and we are finding huge synergies across all functions between our two businesses. We’re sharing resources, know-how and networks,” said Bozzola. “We also started doing some work for CNH here in our Dandenong plant. Just a few months ago, we started putting together tractors. Being able to bring in new business into a w w w. i v e c o . c o m . a u

SUPPLIER SUPPLIER PROFILE PROFILE

COMPANY NAME BUSINESSFRIEND

Employees: Xxxxx Businessfriend Established: Xxxxcreates a digital eco-system that drives individuals and organizations to personalxxxx and professional success. Industry: Xxxxxxxxxxxx xxxx xxx xxxxx xxxxx.Make connections, nurture relationships, and harness the strength of your social network with Services: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx. business utilities that take you beyond your connections. We operate under Ongoing xxxx xxxxIdentity, xxx xxxxx xxxxx our BUSI Projects: platform,Xxxxxxxxxxxx a Business Utility Social which gives you the opportunity to Xxxxxxxxxxxx meld the strength andxxxx familiarity of your online social identity Management: xxxx xxx xxxxx xxxxx with the software-like need toentry collaborate and conduct business. Website: address goestools hereyou as the last

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

manufacturing plant in Australia like that is unique and something we’re very proud of.” “CNH Industrial is essentially the bringing together of the industrial arm in CNH, which is agriculture and construction, creating a global top three capital and industrial goods company. CNH Industrial is ranked in the top three globally in terms of overall revenue and capital industrial goods. And the organization is very diverse in that it comprises commercial vehicles with the IVECO brand,” said Head of Corporate & External Affairs for CNH Ron Grasso. “It also has Case and New Holland Agriculture, the construction of equipment of Case and New Holland, as well as various

other arms, including an in-house powertrain engine manufacturing and design capabilities; one of the largest in the world, which is FPT (Fiat Powertrain Technologies).” Dandenong Manufacturing Plant The Dandenong plant originally covered 34,000 m2 and produced 2,000 vehicles in its first year. Since then, more than 230,000 trucks have been manufactured; more than any other truck manufacturer in Australia. Today IVECO manufactures ACCO, Powerstar, Stralis AS-L and AD/ AT models and bus chassis at its plant in Dandenong, Victoria. It is also the home of a large product engineering department that has

“We have about 200 local vendors that we work with. A vast majority of them are manufacturing vendors here in Australia. We have approximately 80 percent of local components in our models, which is remarkable.” – IVECO Trucks Australia’s Head of Manufacturing Edoardo Bozzola

w w w. i v e c o . c o m . a u

Founded in 1919, Norman G. Clark is an Australian owned & operated business. Norman G. Clark have been manufacturing Horton products in Australia since 1963.

Get in touch with us today. www.ngclark.com.au

44 Kylta Road Heidelberg West, VIC 3081

ph: 03 9450 8200

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

a facility for building and testing prototypes built to suit Australian conditions. IVECO Trucks Australia continues to invest into its Australian manufacturing capabilities with new product launches. “We’re a bit special in that we have a single assembly line that currently produces five models of trucks, all quite different from each other. We go from the well-known ACCO, a market leader in the waste disposal business, to the Stralis, a very popular model in Europe which we import components for and put together in our factory,” said Bozzola. “We also have two

SUPPLIER PROFILE

bonneted trucks which are designed locally, including the Powerstar which has been around for a couple of decades. We also now have the brand new roadtrain that we just launched this year, which has helped us to enter into a new segment that we weren’t previously competing in. The second is more of a restyling off our current ACCO model, which is the market leader in the compactor market. In terms of the restyling, what is apparent to our customers is a face lift, creating a more modern and aggressive look. But there is much more behind that. We’ve added significant new

NORMAN G.CLARK (A/ASIA) PTY LTD

Established around 1919 in Melbourne, Norman G Clark is an Australian owned family business, with a long and remarkable history. Still owned and operated by the founder’s grandson, it continues to manufacture, import & distribute an extensive range of diesel engine accessories, industrial equipment & components. Today our main products include: • Horton® fan drives for heavy duty diesel vehicles • Nexen® equipment for a broad range of motion control applications • Deublin® rotary unions for general and specialist industrial processing applications • Nett Technologies® exhaust purifiers for all types of internal combustion engines Many items in the Horton & Nexen ranges are manufactured locally, by us, under license agreements dating back to 1962. The goal of every member of our team is to give value to our customers each and every time they deal with us. This value is embodied in the products, services and advice we provide. Website: www.ngclark.com.au

w w w. i v e c o . c o m . a u

IVECO TRUCKS AUSTRALIA & CNH elements, such as new suspension, new electronic capability control, as well as other additions and improvements that make it suitable for the 21st century. On top of that, we also produce a bus chassis specifically for Australian markets.” All of IVECO’s manufacturing is done in the Dandenong South, Victoria facility, allowing them to produce everything under the same roof. The Company also relies on a local supply chain that is very strong. There is a manufacturing hub

in the Dandenong area that supports the Company’s production. “This very effectively allows us to be very flexible in what we do, reinforcing our customisation capabilities and short lead time to clients. Having a local supply chain ensures that we can sustain these capabilities at all times,” said Bozzola. “We have about 200 local vendors that we work with. A vast majority of them are manufacturing vendors here in Australia. We have approximately 80 percent of local components in our models, which is remarkable.” “The Australian market is quite special about its requirements, and our main challenge, task is to make the most of local design and R&D paired with our broad supplier and manufacturing base back in Europe. We try to merge these components to offer the best truck at the best price; based on Australian specifications,” said Bozzola. On Road Vehicles IVECO Trucks has one of the broadest ranges of on road commercial vehicles, offering versatility and flexibility, from the smallest van up to the heaviest duty

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

Precision fitment of the latest technology on an Australian designed and manufactured heavy vehicle.

roadtrain. Their on road models include the Daily, Eurocargo, ACCO, Stralis and Powerstar. “ACCO has been around Australian roads for over 70 years now, having gone through several designs and improvements by now,” explained Grasso. “It was originally designed for defence roles as a military vehicle. It has strong origins in hardcore military use,” said Grasso. “The plant and ACCO model were born together during the 50’s, and continue to grow and develop.”

Off Road Vehicles IVECO Trucks has developed a range of light, medium and heavy duty trucks for off road jobs. From mining, forestry and off road support, these vehicles are built to stand up to the toughest jobs. These off road vehicles include the Daily 4x4, Eurocargo 4x4 and Trakker. Bus & Coach Vehicles IVECO Trucks manufacturers a range of bus chassis, from low floor city, to school bus, luxury coach and mining, IVECO has a range w w w. i v e c o . c o m . a u

IVECO TRUCKS AUSTRALIA & CNH

Local engineering staff inspect Iveco vehicles on-line at CNH Industrial’s Dandenong facility.

of chassis built to suit a variety of client needs. These models include City, School/Charter, Mining and Coach. “The complexity that runs through the Dandenong plant is quite high with so many different models going through the same assembly line. This pushes us toward continuous improvement in order to be able to manage this level

January 2015

of complexity. Low volume, high variety production is a big challenge and we need to stay on top of that,” said Bozzola. Product Time to Client and Customisation With the level of customization and quality that the Company is capable of and delivers, one might think that there might be long wait times

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

for product delivery. However, one of IVECO’s competitive advantages is their superior product time to client. “There are two critical advantages that we can offer to our clients through local manufacturing. The first is shorter lead time to our clients. Having the factory here with readily available components, mostly sourced locally, we are able to deliver a truck to a client in two to three months, compared to an imported truck, where the time to client could be six to nine months. Our second major advantage that we have is the customisation of our products,” explained Bozzola. Bozzola also went on to explain that the larger size of the Company’s products actually help protect their competitiveness: “The truck industry is actually quite different from the car industry in this regard. For one thing, the size of our products definitely differentiate us. This gives us a degree of protection from imported products because of the high import costs for similar products.” “Basically, for every truck we make, we build to order. We rarely see the same kind of truck go through our line twice in one year. Every single truck is something different, something special. This is only possible because we customise all the orders we receive locally. If you were to import trucks at this level of complexity and personalisation, the truck wouldn’t be sustainable. Having the plant here allows us to do that,” said Bozzola.

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Dandenong South Victoria, Australia FOUNDED

1912 EMPLOYEES

1,000 REVENUE

$500 Million PRODUCTS/ SERVICES

w w w. i v e c o . c o m . a u

Holden New Zealand:

An Iconâ&#x20AC;&#x2122;s 60th Annive

See how Holden New Zealand is succeeding corporate culture. Written by: Laura Close Produced by: Camilo Sanchez

ersary

g with a change in

HOLDEN NEW ZEALAND

Holden New Zealand celebrates 60-year anniversary with state-of-the-art operations

t’s hard to imagine a major car company’s roots containing the manufacture of refrigerators. But that is indeed part of Holden New Zealand’s story, as well as the manufacture of car components like spark plugs, filters and exhaust systems. Its history is rich: Holden New Zealand’s first plant opened in January 1926 in Petone, with its assembly plant in Trentham opening several decades later in 1967. The company’s decision in 1990 to phase out local assembly of vehicles has guided it towards a focus on its country-wide import business, the 50

January 2015

dealer network and the sale of parts. As Holden celebrates 60 years in New Zealand and shares its vision for the future, GM Holden in Australia is working toward the phase out plan of manufacturing, the biggest shakeup of manufacturing in recent history. 60th Anniversary—Holden’s Here To Stay “The rationale around the celebration for our 60th is to highlight the achievements we’ve had over the last 60 years,” shared Jeff Murray, managing director, “but

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it’s also an opportunity to re-educate the public that whilst manufacturing in Australia is shutting down, Holden in New Zealand is not. There has been a misunderstanding in regards to where the company fits going forward.” New Zealand experienced a similar manufacturing shift to that of Australia’s about 30 years ago. Murray wants New Zealand to know that Holden and the car industry are both past this particular point in their history and to not rule out the company’s future. “This year marks 60 years of

operating in New Zealand and we look forward to another 60 years,” said Murray. The company’s 60th anniversary celebration took place in November, and its staff celebrated the milestone in a big way. Holden had asked the people of New Zealand to share their stories of affiliations with the brand. The response was impressive, with Holden New Zealand receiving more than 1,500 submissions, both written pieces and video entries. To cap off the celebration, the company held a function recently with its dealer principals, close partners, clients w w w. h o l d e n . c o . n z

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and motoring media, and the winner of the restored 1969 HT Monaro will be announced in December.

reviewing the footprint of our network to ensure our customer base is being catered to, which can only truly happen through the New National Sales Transition dealers themselves.” For The Dealer Network And while Holden New Zealand’s Holden New Zealand prides itself corporate identity will only look on working closely with the dealer to get stronger in the next two to network. A collaborative approach three years, the company will also is paramount for its success, so the continually be looking for ways to company makes sure that issues, invest in the brand and business future programmes and potential through the dealer network. opportunities are worked on closely Holden’s manufacturing and by both parties. engine plants in Australia will close “We do deem the way we interact by 2017, and will potentially cost the with our network as a partnership,” employees at these plants their jobs. Murray shared. “That is crucial, However, the company is adamant and an important pillar of the way that it will do all it can to redeploy we go to market. We understand a number of plant employees into that the success of this company other parts of its business. is effectively living and breathing “Although it’s a tough situation through our dealer network. When to be in, I guess the real winners we talk about what the future plans in the equation will be the public, are for the network, we’re constantly based on the product that will come

“Expansion is the key going forward,” Murray said. “We place very high importance on staff being engaged in our team interests and goals, throughout the shift in our company culture and makeup.” w w w. h o l d e n . c o . n z

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HOLDEN NEW ZEALAND to market in the next three to five years,” commented Murray. He shared that the company’s global portfolio continues to remain strong, and that there will be a wider breadth of product on the market once the manufacturing side of the company in Australia is phased out for good. Holden’s Supply Chain Just like their dealer network, Holden’s relationship with its suppliers is a critical partnership. “We really value the relationship we have with our suppliers. An example of that is Ceva, which manages our P&A warehouse

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next door. We treat the staff of that organisation similar to the way we treat the Holden team. They are part of the family and we both rely on the relationship that was developed over many, many years.” Investing With Cobalt Digital Marketing Recently, Holden New Zealand brought on US-based Cobalt Digital Marketing to manage its digital space. The platform is useful to consumers, giving the company a place to engage with their customers and to dealers, for several reasons. “It’s an end-to-end digital website

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The AA congratulates Holden for its 60th anniversary in New Zealand and is proud to have been a partner for the last 25 years. THE NEW ZEALAND AUTOMOBILE ASSOCIATION INCORPORATED

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solution for our dealer network to the point out where it involves not only the advertising of new and used cars but also as it relates to the advertising of service and parts,” Murray shared. “The dealers find it a valuable training tool for their staff.” The platform also manages the lead management process for dealers. If a consumer enquires about a specific type of vehicle, the sales manager or the dealer principal in that dealership is able to see who attended to that lead,

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the way it was handled, the turnaround time and what the outcome was. What’s Next Currently, a number of vehicles are going through mid-year cycle model refreshers. Holden New Zealand will be focusing on SUVs and commercial vehicles, which are the company’s strongest sectors in its economy. “Expansion is the key going forward,” Murray said. “We place very high importance on staff being engaged in our team interests and goals, throughout the shift in our company culture and makeup. What we value and what we promote internally is that everyone has an equal say in the business, and we are open to new ideas and initiatives. It’s very much breaking down the levels of hierarchy in the organisation so there are no barriers to people sharing their views and thoughts with leaders in the company.” Even though Murray is about to head back across the Tasman to take up a new role at GM Holden in Australia, he predicts an even higher level of customer interest here in New Zealand with an even greater range of vehicles available in the Holden portfolio. Murray is also confident that Holden New Zealand will continue to maintain its strong relationships with its dealer network and suppliers which should auger well for Kiwi’s looking for that top quality product from its iconic brand.

Company Information INDUSTRY

Manufacturing HEADQUARTERS

Ellerslie Auckland, Australia FOUNDED

1954 EMPLOYEES

55 REVENUE

$50 Million+ PRODUCTS/ SERVICES

Holden New Zealand is the sales subsidiary for General Motors, New Zealand. The car import and sales company started in New Zealand with the manufacture of cars, parts and even refrigerators, and has recently shifted its interests to focus on its dealer network.

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Verosol:

Verosolâ&#x20AC;&#x2122;s Commitmen Quality, Timely Produc

A global company with a European flair, Veroso

innovating window coverings for over five deca Written by: Laura Close Produced by: Camilo Sanchez

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ol has been

ades.

VEROSOL

Stringent quality control processes Verosol Fabrics

erosol’s story starts with a famous Dutch shipbuilder. When Cornelis Verolme sailed into the New York Harbour in 1963, he was amazed by the skyscrapers. However, not by their grandeur, but by the glare coming off the hundreds of stories of windows. After further realising how difficult it must have been to keep the buildings cool in the summer and warm in the winter, Verolme set out to find a solution. This solution is the foundation for the modern-day Verosol. Verolme and his company are the innovators of metal-backed fabric, which when 62

January 2015

faced outwards, reflects heat and glare back outside the building. Currently each major city in Australia hosts a Verosol presence, and the company has recently began exporting its products to New Zealand. “We pride ourselves on being an innovative company. We’re the inventor of the metallisation process for fabrics. There’s a huge drive for us to continue to innovate,” said Managing Director Nicolas Rayer. Five-Day Turnaround With a strong commitment to quality and fast turnaround

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Advanced warehousing production facility Verosol Fabrics

times, Verosol has been able to engineer a system that allows their manufacturing process to despatch finished products within five days of an order being placed. All of Verosol’s products contain unique high performance fabrics that represent the benchmark in the industry. The company is committed to providing their customers with the highest quality products in the market, so each finished product is 100 percent tested and inspected. Although this process is labour intensive, it has aided the company in reaching a less than one percent return ratio.

“We used to have a 10 day turnaround, now we’ve changed it to 5 days,” shared Rayer. “Verosol incorporates a high level of planning into production and purchasing through comprehensive Bill of Materials managed through our ERP system. In addition, safety stock calculations along with commercial forecasting also contribute to the planning process, to ensure that stock is available to meet short term demands.” Another way Verosol is able to guarantee such a short turnaround time has been by w w w. v e r o s o l . c o m . a u

VEROSOL increasing the level of inventory. The company also has a very flexible workforce in the factory that is able to work longer hours or move around shifts to dedicate the time needed to maintain their short turnaround promise. “We’re more reactive from a manufacturing standpoint,” said Rayer. “We have a good level of information processing going through between commercial staff and the factories. We have a seamless process from an order being entered to an order being manufactured and out the door.”

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Marketing Efforts Verosol has recently invested in several parts of the business to work towards a seamless experience for its customers and its employees. A new website and a focus on marketing research have been top priority for the company, with investment in 2015’s marketing increasing by 25 percent. The focus of this marketing push will be B2C channels and figuring out where they are missing out on end consumers. “We are currently doing research into B2B and B2C to identify gaps not only with our existing

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VEROSOL customers but also gaps in terms of geography: where we don’t have a representation via dealers and areas from where our next business is going to come,” explained Rayer. “This gives us some direction in regards to how we will then roll out the strategy of development for the next five years.” Continuous Improvement Verosol has several continuous improvement strategies in place that allow it to guarantee five-day

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turnaround and a high-quality product. Staff training and support is a high priority for the company. Working groups, regular meetings, continuous updates and both informal and formal staff reviews are all in place to make sure employees are performing to their capacity and are satisfied with the work environment. Time studies are conducted on manufacturing processes to ensure that a constant management of staff efficiency and proficiency is in place. This reflects through the entire supply chain via the construction of refined routes for calculation and cost visibility. Verosol has also developed policies and procedures that allow the organisation to systematically review the quality of its products, services and procedures. Some current review topics surround transportation, inventory safety stock, motion (people movements, travelling, etc.) and warranty claims. Perhaps most important to the company’s continuous

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Company Information INDUSTRY

Manufacturing HEADQUARTERS

Kingsgrove, NSW Australia Commercial Project: Office fitout of 400 Roller Blinds

FOUNDED

Toshiba, NSW Australia Verosol Fabrics

1963

improvement strategies is Verosol’s commitment to seeking out stakeholder feedback and market research.

EMPLOYEES

100

Future Goals The company that continues to be on the forefront of innovation in its sector has high goals for the next five years. “I think the business will double its size in terms of revenue, with pretty much the same staff we have on today,” shared Rayer. “We’ll still be present in all of our locations. We’re also committed to building a brand new purposebuilt location with a larger building for our manufacturing facility and offices, as well as a showroom. It will be 30 to 40 percent larger in size to accommodate this doubling of growth.”

PRODUCTS/ SERVICES

Verosol was founded in 1963 when the famous Dutch shipbuilder Cornelius Verolme was encountered by the glare and heat off the skyscrapers visible from the New York Harbour. He created a process called metalisation, where metal is fused with fabric to create a way to deflect the heat and glare back outside. The global company has 100 employees in Australia, and a presence in every major city.

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Sir Charles Gairdner Hospital Cancer Centre:

Merging technology with inspiration provide distinguished care

Housing the only CyberKnife in Australia and operating a unique facility, Sir Charles is a leading provider of cancer care Written by: Stephanie C. Ocano Produced by: Troy Barker

e youth cancer

S.C.G.H. CANCER CENTRE

Dr Colin Tang, Thomas Tuchyna and Dr Warren Toye discussing plans for the Cancer Centre

ir Charles Gairdner Hospital is regarded as one of Australiaâ&#x20AC;&#x2122;s leading teaching tertiary hospitals, treating over 420,000 patients annually. While numerous clinical services from transplantation surgery, neurosciences, orthopaedics and cardiac care are offered, the hospital houses the only public comprehensive cancer centre in Western Australia. Innovation and ground-breaking medical research is constantly strived for by Sir Charles Gairdner Cancer Centre, and the most recent 70

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accommodations are taking the Hospital to greater heights in terms of recognition. Housing the Only CyberKnife in Australia Since the early 1990s, Sir Charles has provided cranial stereotactic radiosurgery (SRS), but earlier this year, thanks to the installation of a ground-breaking medical device, the centre has been treating patients for SRS by the hundreds. Medical professionals at SCGH have treated almost 200 patients

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with Australia’s only CyberKnife operational since April 2014, and the list of body sites that are able to be treated has grown to include the lung, prostate, liver, spine, pancreas and kidney. The CyberKnife combines a linac on a robot with an imaging system and respiratory monitoring to deliver SRS treatments with sub mm accuracy. Tracking the motion of the target in real-time and mimicking the movement, the CyberKnife makes delivering radiation with high precision very simple. The fact that there are no other CyberKnives in Australia made the decision for Thomas Tuchyna, operations manager of the centre, to pursue implementation of one back in 2011 somewhat difficult. “We collected five or six of us around the meeting table and said, ‘Well, we’ve got this opportunity.’ At about the same time, the cancer centre was under development,”

said Tuchyna. “A certain amount of pressure had to be put on executive because up until a certain point, you can fit any machine in any bunker but it’s a bit like renovating your home. When you’re renovating your bathroom, you want the sink here, you want the shower there and bath there. And that’s okay, but once you put up walls and put in the floor and you’ve got drain holes, deciding to relocate any of these items after this point means further structural alterations. In the case of deciding whether to install a CyberKnife or a linac, the alterations become more complex and costly.” Tuchyna was successful in getting the approval from the executive and the CyberKnife was installed. Sir Charles is now one of 40 centres world wide that provides treatment data to the U.S.based RSSearch Registry. Patients that are referred for CyberKnife treatment are asked to participate in data collection

“[The CyberKnife is] something that in five, 10 years time, we’ll look back and see there have been thousands of patients that have been treated and have seen a significant improved outcome.” – Thomas Tuchyna, Operations Manager w w w. s c g h . h e a l t h . w a . g o v. a u

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S.C.G.H. CANCER CENTRE

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to ensure continued access to essential diagnostic, pathologic, treatment and toxicity information which will help the centre build its knowledge and improve patient outcomes for the various disease sites in the future. “That’s probably something that in five, 10 years time, we’ll look back and see there have been thousands of patients treated through this and have seen a significant improved outcome, but it’s too early to say that now,” said Tuchyna.

conducted over 60,000 PET scans. Tuchyna was involved in the initial implementation of the infrastructure and equipment and looking back, he feels “quite good” about the outcome. “When I started in medical physics at Sir Charles Gairdner Hospital in about ’98, I was assigned to radiology testing and equipmenttype issues. Around that time, there was some interest to establish a PET service in WA,” recalled Tuchyna. “At the time there were only three cyclotrons in Australia to support Bringing PET Scans to Thousands PET, two in Melbourne and one in As of August 2003, SCGH has Sydney, so it was fairly new.”

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S.C.G.H. CANCER CENTRE Having been involved from the outset and gained significant knowledge on the subject, Tuchyna was involved in the technical aspects of bringing up the service and the radiopharmaceutical production facility. Since then, the service has grown from operating with one camera to seven, with an eighth in commission that is expected to be operational next year. “We’ve gone from one camera to eight in the state with one cyclotron 12 years later still supporting all those imaging services in various

parts of the city so patients can have PET scans,” said Tuchyna. “I feel quite good about that.” Separating Treatment from Living for the Youth Sir Charles Gairdner Cancer Centre houses various exclusive technologies, treatment procedures and services. But something that remains unique, to date, in Australia is the separated treatment of young adults. “We included in the building an adolescent/young adult centre, which was a partnership between CanTeen, a cancer support organization in Australia, SONY fundraising and WA Health,” said Tuchyna. “It is a facility designed specifically for young people with cancer, basically from young teenagers through to young adults.” Treatment for these individuals is no different in terms of quality and care, but in addition the service provides an opportunity to take part in clinical trials which offer a consistent approach and therapy. The service also provides a “temporary non-clinical respite

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environment” that breathes hope into the lives of its patients. “What has been found across the world is that what makes young people a bit more different is that they’re going through a growth stage, and not just a physical growth stage, but they are finding their place in the world with – career, relationships, fertility, the meaning of life – and when they have a framework apart from the clinical treatment, they have a much better outcome because they can say, ‘Well, this is just a phase I’m going through. This is treatment and I’ll deal with it. In the meantime, I can still think about further education or getting a job,’” explained Tuchyna. The youth facility is staffed by nurses, psychologists, data managers and various other health care professionals who provide a support system for patients to complete schooling amongst other aspects of their life. “[Patients] often miss out on schooling or need a modified schooling program, but whether it is high school or university, they receive appropriate psychosocial support, career counseling and various events that help them bond with other people who have gone through cancer, as well,” said Tuchyna. Sir Charles Gairdner Cancer Centre can be referred to as a “growth center” as it not only enriches the lives of the patients that cross through its doors, but in terms of framework as well, as the centre is continuously looking to expand and improve upon itself.

Company Information INDUSTRY

Healthcare HEADQUARTERS

Nedlands Perth, Western Australia FOUNDED

2013 EMPLOYEES

Approximately 500 REVENUE

78 Million PRODUCTS/ SERVICES

The construction of an expanded Sir Charles Gairdner Hospital (SCGH) Cancer Centre has made the patient journey more convenient with cancer services now located in one building.

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The Holistic Services Gr

Headline to the Report

Providing corporate wellness services throughout Aus Services Group is changing the way companies are do for the better by partnering with them to provide tailorwellbeing programs. Written by: Stephanie C. Ocano Produced by: Troy Barker

roup:

stralia, Holistic oing business -made

THE HOLISTIC SERVICES GROUP

Mind and Body - Seated massage as a tangible reward at a Stress Down Day event

he goal has always been to provide a win-win situation for employer and employee.” – Mischa Weissenberg, Holistic Services Group Workplace WellBeing Specialist This has always been the mindset at Holistic Services 78

January 2015

Group, the Australian provider of corporate health, and it is this very form of thinking that has guided the company to become a successful driver of wellness. In Australia, each state’s government provides a health care system. Unlike in the U.S., it

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has traditionally been expected for the individual to be responsible for his/her health rather than their employer. But now, following a wave of scientific research, the Australian government has come out in the last few years with the recommendation that all companies should be including some form of wellness program for their staff. This has been pushed to lower health care costs and promote productivity in the workplace. But while additional research has surfaced, linking employee happiness with company revenue, not all companies have accepted the trend. Enter Holistic Services Group. “The approach that our company has had towards the market in Australia has been that rather than trying to promote a sense of obligation or a sense that you need to be caring for your employees, the number one thing that we’ve always targeted is the link between well-being and productivity,” said Weissenberg. “It’s becoming more accepted now that there are certain lifestyle factors that go into determining

the contribution of an employee, and this focus on company objectives has always been the way we present our services to organizations.” From Backpacking to Natural Remedies You would not expect the events of 9/11 in New York, USA to have influenced the founding of Holistic Services Group, but Michael Stone, CEO, says this very day was the catalyst that led him to found the group. Beginning his career in the field of corporate finance, Stone quickly realized that the industry was not his calling. In search for something greater, he packed his bags and fled to Mexico where he began a year-and-a-half long journey down to the villages of Chile. “It was during my travels that I met someone in Mexico who I kept in touch with during my travels,” said Stone. “Long story short, he ended up inviting me to work for his hedge fund in New York City. So after I finished my backpacking adventure, I left that jungle to go to the jungle of New York.”

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THE HOLISTIC SERVICES GROUP But that jungle was not what Stone was expecting and in turn he found himself dissatisfied with his job. Shortly after, one moment changed the course of history, and with it, Stone’s life. “I was just one block away at the time [of 9/11] and that was the wake-up call that I really needed to do something that I felt had meaning,” said Stone. “I started to study part-time and take different courses in natural therapies and I finally got the courage to quit my job as a trader and dove into the world of wellness.” Upon concluding his studies,

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H E A LT H

Stone returned to Sydney and began to implement his knowledge into wellness programs that became corporate yoga and corporate relaxation sessions. “Back then I would have never called it ‘meditation’ because it was sort of taboo or a strange thing,” added Stone. “Of course, nowadays, mindfulness is all the rage.” Fast forward to today where Holistic Services Group is recognized as a leading provider of well-being to employers and employees and is expected to continue to see paramount growth as the industry expands.

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Website: www.goldendoor.com.au/corporatewellness w w w. h o l i s t i c s e r v i c e s . c o m . a u

C O M PA N Y N A M E

Fun in the sun - Seated massage at the Melbourne Cup

Tailor-Made Solutions for Excellence “Whilst we provide a range of services, the core of our business is to offer a complete solution,” said Weissenberg. Holistic Services Group helps create exceptional workplaces by providing staff with a work 82

January 2015

environment that encourages joy, creativity, and wellbeing, and thus supports success for both employer and employee. “We’re not just an ad-hoc service provider, but rather we partner with businesses to create an environment of wellbeing. We do this by surveying staff to really

SECTOR

get a key understanding as to what [our clients’] challenges are in terms of segments: emotional, mental, physical, spiritual, social, self and relationships,” said Stone. “We’ll then create a 12-month program that we feel will really address the underlying factors and aim for some sustainable,

ongoing permanent changes.” “We’re really looking at the person as a complex organism,” added Stone. Through a series of workshops, training programs and sessions, Holistic Services Group provides a unique and tailored solution to benefit both employer and employees.

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THE HOLISTIC SERVICES GROUP

Michael R. Stone, Director & Client Relationship Manager, Holistic Services Group

January 2015

H E A LT H

Corporate Massage and Team Building help employees relieve stress and communicate effectively between coworkers, while Leadership Development programs allow employers to hone their emotional intelligence, lead with inspiration and implement cultural change. “Our adaptability is the number one key,” said Weissenberg. “We have the expertise and the experience running these kinds of projects. Why choose Holistic Services Group? Because we can help deliver services in a way that’s going to suit you and your objectives and because we stand behind the quality of what we’re providing.”

Company Information INDUSTRY

Health HEADQUARTERS FOUNDED

Castlecrag, NSW Australia EMPLOYEES

Holistic Services Group in 2015 “Putting people first is what we’re all about, and I think it’s a shift that the workforce – especially a computer-based and office-based workforce – is moving towards,” said Weissenberg. As the awareness of the link between wellness and productivity continues to increase it is going to affect the way companies do business. In the modern workforce where there is high demand, high pressure and high stress, avenues for individuals to learn how to manage and overcome these factors is essential. Holistic Services Group is here to provide that avenue with a complete solution.

51-200 REVENUE

$1 Million + PRODUCTS/ SERVICES

Holistic Services Group is Australia’s number 1 provider of corporate wellness services. Since 2004, we have been a provider of health and wellbeing services for staff in companies amongst the top 500 in Australia.

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The Valley Private Ho

Tying innovation with inve to 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

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

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.

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 healthcare 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. 88

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“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.

southern Melbourne. “In fact, he was the first,” said Henderson. “He had the first private hospital emergency department in Australia.” Humble Beginnings With an initial roadblock of having The Valley Private Hospital was to fight the government for its established 30 years ago when location (a neighboring hospital was its founder returned from a trip only 5 kilometers away), The Valley to America and took note of how Private Hospital began as a small emergency medicine was integrated hospital but grew and developed into private acute health care. He over time to serve the massive returned to Australia with a vision population of southern Melbourne. of creating a major hospital with an “Melbourne’s population is about emergency medicine component 4.5 million people, just behind to serve the growing surface of Sydney,” said Henderson. “We’ll 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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T H E VA L L E Y P R I VAT E H O S P I TA L overtake Sydney’s population by the year 2030 – it’s a faster growing city.” 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 private hospital with 120 beds and four 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

H E A LT H C A R E

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 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

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

The Valley Private Hospitals constructed 4 new theatres incorporating the latest dig

These digital theatres enable connectivity and routing of multiple equipment input

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, a new ward, four new operating theaters, the largest integrated digital theaters and then added an EOS, Nobel Prize winning, spinal imaging system from France. 92

January 2015

“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.

H E A LT H C A R E

Company Information INDUSTRY

Healthcare HEADQUARTERS

Mulgrave, Australia FOUNDED

1984

gital integration from Device Technologies.

EMPLOYEES

1000

ts used in an acute theatre setting.

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.

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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Rural Fit:

Delivering personalized care strategies to Austra

Focusing on each individualâ&#x20AC;&#x2122;s well-being, Rural Fit is to become known as a partner in health care manag Written by: Laura Close Produced by: James Hayes

alia

s rapidly growing gement

RURAL FIT

Rural Fit Office

January 2015

RURAL FIT

H E A LT H C A R E

ounded on the belief that movement and exercise is the ultimate medicine, Rural Fit empowers its clients to achieve a greater independence and performance at home, work and in their community. The company aims to provide high quality exercise physiology and sports science services so individuals do not have to travel to larger cities, and the team’s mission is to inspire and develop the freedom, value and movement of being.

a light bulb moment for me.” This experience allowed for Mahony to transfer a feeling of selfachievement to Rural Fit’s clients. “By having those experiences, it forced a greater vision out of me and also I suppose a greater dissatisfaction with what I’ve seen and what I’ve experienced,” added Mahony. “It’s reflected in everything we say and do [at Rural Fit].” Through the mindset of making decisions based on a person’s being rather than solely focusing on the services and products they provide, Rural Fit extends the From Mishap to Success message that external materialistic Andrew Mahony, managing distractions hinder the development director of Rural Fit, did not of personal freedoms to its clients. always work in the field of health “Rural Fit extends the message care. In fact, it was not until he that injury, illness and medical personally suffered a calamity that conditions impact on the personal he decided to change his career freedom of movement to its clients,” and inspire others to become said Mahony. Therefore, Rural Fit stronger individuals, both mentally simplifies its approach to well-being. and physically. “There are so many people “I spent some time doing working in the health industry so other jobs,” said Mahony, “and there are always new exercise then I became quite sick myself. programs,” said Mahony. I suffered from stroke-like “We bring it back to simplifying symptoms and spent time learning and assisting the client to come up to walk and talk again, which was with their own health plan to make w w w. r u r a l f i t . c o m . a u

RURAL FIT sure they can use their equipment and things like the environment – such as a park bench or a crowbar – or when traveling, getting a gym membership. We try to be innovative with the equipment and the environment around [our clients] to

“We want to make sure that we link our business goals with the personal goals of our team members.” – Andrew Mahony, Managing Director

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really simplify what people, I think, tend to overcomplicate.” The Tie Between Work and Play Rural Fit encourages graduates who are Accredited Exercise Physiologists (AEPs) to join the company’s team and extend the company’s vision. By allowing its team members to be creative in developing personalized programs, Rural Fit is able to deliver the best care approach for every client. “We encourage risk-taking, within our clients and our culture,” explained Mahony. “We want [our team] to come up with ideas and programs. We also share a lot of our operational information and make our team aware of decisions we’re making and how it is impacting the business.” “We want to make sure that we link our business goals with the personal goals of our team members,” added Mahony. By working closely with its team members, Rural Fit is able to achieve a work-life balance for every employee. “What we like to do is

H E A LT H C A R E

Company Information INDUSTRY

Healthcare HEADQUARTERS

encourage [our team] to build up,” said Mahoney. “We make their lives very meaningful and connect it to their personal beings.”

Tamworth NSW, Australia FOUNDED

2011

Looking Ahead Entering 2015, Rural Fit is planning to continue to form relationships with universities. “We have a very strong student induction program where we take 40 students each year,” said Mahony. “It’s an important part of recruitment which is also an important part of developing our industry to diversify our health disciplines.” Technology will also be a major factor in the business’s strategies that will expand within coming months. “As far as we are looking, next year is going to be a big year in using technology,” said Mahony. “To automate the system, we’ll probably move away from our current server and on to some other applications that we’ve been trying.”

EMPLOYEES

25 REVENUE

$48; $3Million turnaround PRODUCTS/ SERVICES

Rural Fit is a rapidly growing private allied health company based in Tamworth using the premise of “Using Exercise as Medicine.” The business assists a wide regional and rural demographic with both rehabilitation and prehabilitation services and support.

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The Dietitians Asso of Australia (DAA)

ociation

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

About DAA Established in 1976, the Dietitians Association of Australia (DAA) is the leading nutrition organisation in Australia. It is a not-for-profit, professional member association representing more than 5,700 dietitians and nutritionists, and nutrition scientists, constituting around 80 per cent of the dietetic workforce in Australia. DAA supports its members and works broadly to improve the nutrition and health of Australians. DAA is a national organisation with a head office in Canberra and state and territory branches. It is 102

January 2015

well-organised, structured and progressive, with an emphasis on excellence of practice and good governance. The dietetics profession is self-regulated with recognised high standards at a national level. DAA members work together through the Association in a wide range of voluntary roles. The elected Board of Directors, made up of eight Directors, including a President and Vice-President, govern the Association. Vision DAA is the leader in nutrition for

H E A LT H C A R E

better food, better health and wellbeing for all. Mission DAA is the peak body of dietetic and nutrition professionals providing strategic leadership in food and nutrition through empowerment, advocacy, education, accreditation and communication. The majority of DAA members are Accredited Practising Dietitians (APDs). APDs have the qualifications and skills to provide expert nutrition and dietary advice. ‘APD’ is the only national credential recognised by the Australian

Government, Medicare, the Department of Veterans Affairs and most private health funds as the quality standard for nutrition and dietetics services in Australia. DAA: Advocating for better food, better health and wellbeing for all The DAA Board (in consultation with DAA members) develops the Association’s Strategic Plan. A new Strategic Plan will be launched in 2015. DAA’s values are: professionalism, leadership, passion, integrity and expertise. The Association’s current Strategic Plan has four goals: w w w. d a a . a s n . a u

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

The Future is Now, 31st DAA National Conference, Brisbane 2014. Proudly supported

• Support members to achieve excellence in practice • Increase opportunities for members • Influence government policy • Influence the food supply. The first two are focused directly on DAA members and providing member services, while the third and fourth are directed at advocacy and influence in the public domain both 104

January 2015

nationally and internationally. These goals are underpinned by a number of strategies. Specifically, DAA is leading the way to better nutrition through: • Promoting accurate and practical nutrition information to the Australian public • Proactively engaging with the media through the DAA Media Program, which includes 21 media-

H E A LT H C A R E

d by DAA’s Corporate Partners

trained DAA Spokespeople • Delivering recommendations on food and nutrition issues and legislation to government, non-government and corporate organisations • Advocating for better quality nutrition programs and services • Partnering with other organisations and forming strategic alliances to deliver sound

nutrition information to the public, health professionals and key decision makers • Promoting evidence-based practice and setting standards in dietetic practice • Accrediting university nutrition and dietetics courses in Australia and managing recognition of overseas dietetic qualifications • Managing the accreditation of w w w. d a a . a s n . a u

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

Joseph Ebbage, Almond Board of Australia, with Sara Grafenauer, DAA Marketing and Communications Manager.

106

January 2015

H E A LT H C A R E

dietetic professionals.

based resources • Opportunities to network DAA membership and the with other dietitians and nutrition benefits of membership professionals through DAA DAA members are committed Branches, Interest Groups and to helping Australians eat better. Discussion Groups Members include: • Mutual recognition • Australian-qualified dietitians opportunities with New Zealand and • Australian student dietitians Canada enrolled in a DAA-accredited • Support through marketing nutrition and dietetics course programs and promotional • Overseas-qualified dietitians resources who have successfully passed • Discounted professional DAA’s examination in dietetics indemnity insurance • Dietitians who are members of • Access to: overseas dietetic organisations o Professional information – • Nutrition scientists and other such as through the DAA member nutrition professionals. newsletter DAA members enjoy a wide range o Business and nutrition of member services, benefits and education resources opportunities including: o Online member services – • Continuing professional including job opportunities, patient development opportunities, such as education resources and DAA’s conferences, workshops and online submissions seminars, across a range of practice o Professional support and areas advice, including a Member • Subscription to DAA’s peerAssistance Program reviewed journal Nutrition & Dietetics o DAA awards, scholarships and • Subsidised access to the prizes. international Practice-based Visit the DAA website (www.daa. Evidence in Nutrition (PEN) asn.au) for more information about resource, and other evidencethe Association. w w w. d a a . a s n . a u

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Kings Transport & Logistics

Kings Transport & Logistics Mapping Ro

Metropolitan Provider in Australia, Auckla Written by: Andrew Rossillo Produced by: Nick Ledue

oute to Most Successful

and and New Zealand

KINGS TRANSPORT & LOGISTICS

Krings Transport & Logistics Executives at the 2014 Sigma Gala Dinner

he Kings Group are one of the top market leaders in the metropolitan transport and logistics market with offices across Australia in Melbourne, Sydney, Brisbane, Adelaide, Perth & Darwin as well as New Zealand in Auckland. Kings Transport & Logistics specialises in local metropolitan urgent on-demand couriers and taxi trucks, 3PL warehousing and distribution, permanent vehicle placement and company owned 110

January 2015

equipment solutions. Kings was established with the ambition of providing the highest quality transport services. Service is paramount to their success, which has allowed them to become one of the fastest growing transport companies in Australia and New Zealand. â&#x20AC;&#x153;Our goal is to be the biggest and most successful metropolitan transport and logistics provider in Australia, Auckland and New Zealand,â&#x20AC;?

S U P P LY C H A I N

said Kings Transport & Logistics’ Executive Director & Chief Operating Officer Aaron Cole. Among the most significant features of their business, Kings lists safety systems and processes, innovative technology and IT solutions, flexible partnership approach, blue chip experience, high level of senior management access and communication and structured account management. Kings understands that every client has their own specific requirements and expectations when it comes to their transport and logistics. Kings’ commitment to excellence and their flexible partnership approach ensures that their clients can focus their attention on their own business needs rather than spending valuable time and resources on their transport. “We work very hard to build purpose-built solutions for our customers. One of our primary focuses is on reducing transport consumption, which delivers a reduction in the actual unit rate of the transport costs. You

do have to address both, but companies have a deep desire to reduce their consumption. That is accomplished through purpose-built solutions, specific vehicle designs and looking for deficiencies within their businesses to see where the waste is. This represents some of the more significant elements that comprise our competitive advantage,” said Cole. All these elements of applying continuous improvement to the work they do for their clients naturally improves their own business as well. “We’re a very agile and flexible business, yet we’ve got the size and ability to inject capital into continuous improvement activities. That’s a really important point for where our business sits and where we’re positioning ourselves in the market. Particularly from a logisticalsolution perspective there’s a lot of work that needs to go into managing assets and designing vehicles to specific solutions. And there’s a lot of capital that needs to go into this along with the IT and safety solutions of our

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Light duty

Who are we? Mitsubishi Fuso trucks have been sold in Australia for more than 40 years. We are a dedicated business unit of Mercedes-Benz Australia/Pacific Pty Ltd with our head office in Liverpool, Sydney. We offer a comprehensive range of approximately 90 truck and bus models covering the light, medium and heavy duty truck market segments. We have a national dealer network of approximately 40 dealers who sell and support our products.

Why fuso? Fuso have long been known for producing very reliable and highly durable trucks and we are very proud of this well-deserved reputation. Our trucks have everything you need to get the job done in comfort. You’re sure to find one from our range that is ideal for your specific application. When you deal with Fuso, you’re buying more than just a truck with a competitive price tag, you’re buying a business solution and support package designed to always keep you moving. And Fuso Financial can even help make buying and insuring your Fuso truck quicker and easier.

Medium duty Building & maintaining your fleet Fuso is the smart business solution for fleet managers. Tell us what you want to achieve and we’ll make it happen. We can manage the entire process; from helping you spec up what you are after to managing body builders, fitting accessories and delivering the completed truck where ever you need it in the country. We’ll keep you in the know during all stages of the process so you have the peace of mind and confidence that we will deliver what we promise.

Fuso financial As a dedicated financer for FUSO, Fuso Financial can offer your business a wide range of flexible options: Tailored finance solutions Comprehensive insurance Contract maintenance

Call 1300 429 134 or visit fuso.com.au to find out more.

^ 30,000 km or 12 months, whichever occurs first. These intervals are based on normal operating conditions and may be reduced when operating under severe conditions. Fuso Financial is a regist MBFSAu. Fuso is distributed by Mercedes-Benz Australia/Pacific Pty Ltd ACN 004 411 410. Bluetooth ® is a registered trade mark of Bluetooth SIG.

WE WON’T BE

BEATEN

ON VALUE! LIGHT DUTY Canter is our light duty truck range covering GVM’s from 3,500kg to 8,500kg. We believe Canter is the best light duty truck in its class. But don’t just take our word for it. We invite you to check one out for yourself, take one for a test drive and compare it against what our competitors are offering.

MEDIUM DUTY Fighter is our medium duty truck range covering GVM’s from 10,400kg to 24,000kg. Fuso Fighters are very versatile trucks suited for a wide variety of applications. With a driver ISRI suspension seat and airbag for improved comfort and safety, passenger door transom window for improved vision, class leading 30,000km^ service intervals and Allison automatic transmission of selected models for easier driving, it is easy to see why many customers want a Fuso Fighter in their corner.

HEAVY DUTY

Heavy duty

When your business needs to deliver, Fuso Heavy Duty is your greatest asset. Suitable for a wide range of applications, every truck in the range is a prime example of our thinking in action. At Mitsubishi Fuso, we put drivers first, with your comfort and safety as top priorities. Even after the most demanding day, you’ll feel the benefits of a working environment tailored to your needs.

FUSO IS GIVING YOU MORE THANKS TO: More than 40 years in Australia A comprehensive range of quality products supported by a national dealer network Best service intervals of any Japanese truck Sat-Nav multimedia unit with Bluetooth® and 3 years map updates as standard Roadside Assistance Support Hotline (for new and existing customers) Protect your investment with our SMARTCOVER scheduled service parts and SAFEGUARD maintenance programs.

EVERYTHING YOU NEED TO GET THE JOB DONE AT A GREAT PRICE.

tered business name of Mercedes-Benz Financial Services Australia Pty Ltd ABN 73 074 134 517 AFSL 247271. Finance available to approved business customers of

KINGS TRANSPORT & LOGISTICS various customers, continuously improving our internal systems for our offerings to our clients and harmonizing these elements along with the other programs that we have. A lot of the smaller players in the markets we play in don’t have the ability to inject capital into certain tasks. The bigger players that can inject capital tend to be slow and cumbersome businesses. Therefore, we feel that we are positioned in a sweet spot where we can do both with the ability to be agile and inject capital,” said Cole. Focus on Quality and Safety The Company is proud to service a cross-range of industries, many of which are household brands. Kings is staffed with professional

S U P P LY C H A I N

drivers, sales, administration, and operational personnel who are focused solely on meeting their clients’ requirements. Kings Group has a diverse fleet mix of over 1,500 subcontracted and company owned vehicles, ranging from motorbikes to prime movers, plus an array of specialised vehicles, including power tailgates, crane trucks and an array of specialist trailing equipment. Their drivers deliver anything from a small envelope to a semi trailer load of pallets or steel. “Everything we’re able to accomplish is underpinned by the talent and quality of the people we have in our organisation. We invest a lot of time into our people. This allows us to work on our competitive advantages

We’ve a very strong focus on delivering absolutely everything we say we’re going to deliver. We drive efficiency, improvements, consumption and cost reductions.” – Aaron Cole, Executive Director & Chief Operating Officer

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Freight and Courier Software Management Systems

Fujitsu understands the unique challenges faced by the courier and transport industry. Through our extensive experience we have created a range of software products which provide best-of-breed solutions for your industry.

Contact Mike Bull, Manager Transport Systems on +64 9 921 8001 or email mike.bull@nz.fujitsu.com www.fujitsu.com/nz/freight

Sydney’s Premier Tyre Service Our experienced team can advise you on the best products for the ultimate performance & safety of your vehicle: • • • • • •

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E: service@southerntyre.com.au

www.southerntyreservice.com.au

NEW TYRES NEW WHEELS & RIMS RETREADING WHEEL ALIGNMENTS WHEEL BALANCING FLEET INSPECTIONS

KINGS TRANSPORT & LOGISTICS in safety. We’re really strong in that area and have a terrific safety record. Our premium focus and execution of safety also proves to be a competitive advantage in promoting greater confidence for companies in deciding to work with us. In addition, we have very strong industry leading initiatives for our learning and development processes,” said Cole. “From our perspective, when you look at industry accreditation and quality systems, that’s just part of business. I’d like to think that the customers we’re doing business with would have the basic expectation that we’d have those accreditation and quality systems in place. For us, we’re looking at what else we can do in regards to specific solutions that we can provide in helping to reduce transport consumption and waste for businesses and do it safely,” said Cole. “I challenge our safety and learning development area to assist the overall transport market, not just our own individual business. We look for ways to positively impact the entire

S U P P LY C H A I N

industry. We want to share what we learn and develop because we want to make the whole industry safer. There’s a real social responsibility here,” said Cole. Video SOP Among Kings’ many significant points of difference that separate them from their competitors is their comprehensives dedication to safety education, especially as it relates to their drivers. In 2013, the Kings Group took the next step within its Learning & Development Team and commenced a project to convert many of the existing safety procedures (SOPs) into high quality video SOPs (VSOPs). Through the use of available technology and utilising a dedicated YouTube training channel, the Safety and Learning and Development Departments combined to produce roleand task-specific training on some of the key operations procedures. Since the Company’s introduction of VSOPs in 2013, these videos have continued to grow throughout the business.

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KINGS TRANSPORT & LOGISTICS

In addition, growing client collaboration also promotes increased effectiveness and reach. “Our Video SOPs have been a really significant factor for both internal and external applications. People learn in various formats, and this allows them to learn through visual and audio aids, promoting a more comprehensive learning experience. Video SOP has been really strong, 118

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enabling us to improve the quality of service we can offer through driver training, safety protocols and specific operational requirements. And from a customer’s perspective, we also put together customer-specific video SOPs. For example, if we’ve got a driver going to do a certain task, before they do that task, we can provide them with videos of route rides, including video of what’s happening on and off site,

S U P P LY C H A I N

which helps with implementation and transitioning,” said Cole. Most Outstanding Contractor Safety and Environment Kings doesn’t just have the programs, they have the proof. They are the winners of the Most Outstanding Contractor to the steel industry for the ‘13/’14 year in the safety and environment category. “This comes back to our comprehensive safety systems, and the way the way

that we audit our internal safety systems,” said Cole. In addition, Kings also conducts auditing via external systems through the natural process that occurs when new and existing customers review the Company’s systems, such as inquiries regarding driver induction, driver training and ongoing refresher training. Kings’ strength in that space continues to promote the Company’s growth in the steel and construction

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Kings Transport & Logistics, winners of Outstanding Contractor, Safety & Environment in the steel industry

KINGS TRANSPORT & LOGISTICS industry and beyond. Cole went on to discuss a cornerstone of their safety program: “We’ve got 26 toolbox topics that we rotate weekly throughout the year. For example, our drivers within the steel industry will be toolboxed every week on a different topic,” said Cole. The Company is careful to monitor this training, checking for opportunities to reinforce specific training topics as they relate to certain times of year and conditions that coincide. “As we head into the Christmas season, everyone’s extra busy, and everyone’s in a rush. So, we look at this particular time and see that it’s especially important to remind our drivers to slow down, mind their safety protocols and apply due diligence to their safety and quality checklists,” said Cole. At all times, Kings applies the utmost responsibility towards their safety policy referred to as Deliver Zero. This policy enforces delivering zero injuries from both inside and outside perspectives regarding zero lost-time and zero medical injuries. “We have

S U P P LY C H A I N

a zero tolerance for anything that jeopardizes the safety of our people and the public. So we strongly encourage the right safety behaviours in our business, and we reward those behaviours. We do everything we can to promote and encourage safety. And we want to attract people that have the same attitude toward safety and display the same behaviour,” said Cole. From attracting top talent to improving efficiency, there is a wide range of benefits that naturally flow from maintaining such comprehensive safety measures, pervading throughout the business internally and even attracting new outside business. “Everything about safety in our business gets driven from the top down. Our Group Safety Manager reports through to me, the Director of the business. This means our safety messages come from the top. I think that’s a really important part of driving the right culture in a business. If you want to drive change or behaviors or improve aspects of a business, it’s really got to come from the top down. These messages then carry

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KINGS TRANSPORT & LOGISTICS

a lot more weight. Our people really understand the priority and importance of these things in our business,” said Cole. Furthermore, these programs and processes also aided in Kings’ receipt of the commendation from the Transport and Logistics Industry Skills Council at the annual Awards for Excellence Dinner this past April for the ‘Return on Investment in Skills Award’. 122

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“That was based on our driver induction program. Drivers have the ability to access materials via our Deliver Safe app that we created within our business. All our drivers and staff have access to our online materials and Deliver Safe app, which include driver induction information and video SOPs to make sure they’re operating as they should be,” said Cole. Much of the Company’s success with these programs is

S U P P LY C H A I N

we’ll conduct a JSA [job safety analysis] prior to engagement of that task or contract. A lot of work goes into our processes before day one of the actual project even begins, significantly reducing the risk of injury,” said Cole.

based on ensuring convenient, flexible and any-time access to helpful, multi-faceted information. “When we talk about reduction of lost-time injuries, we need to prevent the accident from occurring in the first place. Much of that is achieved through our culture, increased awareness and encouragement and rewarding of safe behaviour. In addition, if we’re undergoing a task that we perceive has inherent risk,

Custom IT Solutions From an IT perspective, Kings have an in-house IT department with the ability to custom build highly effective solutions for their customers. “The systems that we put in place, they’re not off the shelf. We listen to what the customer has to say. We’ve created our own IT platform; particularly in permanent vehicle arrangements where there’s an EDI transfer between us and the customer. We take advantage of the opportunities to improve efficiency there,” said Cole. “This includes bar-code scanning and taking photos of POD’s at delivery points. We also send out proactive alerts to customers to let them know exactly when their deliveries are coming. The point is whatever

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KINGS TRANSPORT & LOGISTICS parameters or rules the customers want, we can build it into a solution that we’ve got. We really try to assist not just the experience our customer has with us, but also the experience of our customers’ customers. We feel that’s a really important part of the chain. We really work on that aspect of customer service and supply chain delivery process,” said Cole. “Oftentimes, we find that our customers want exactly what we offer from our ProTrack System. However, for example, with Sigma, a key customer of ours, we have a custom system built just for them, which is built off the back of our ProTrack system architecture, but with some significant modifications that truly suit their business,” said Cole. “As another example, we have a very reliable geo-coder in our systems. So, when the driver crosses a certain boundary, for example, 5km out from the point of delivery, an automated SMS or e-mail is sent to the customer, indicating exactly when the customer can expect their 124

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delivery,” said Cole. This provides a number of benefits, including making sure the customer is there to process the delivery and ready for the fastest and most efficient delivery processing possible. Kings can customise based on distance, time, ability to deliver photo PODs, etc., to match the specific needs and wants of their customers, which tends to vary significantly between clients of different industries. “We clearly communicate what we have to offer to our clients, describe our flexibility regarding those offers, and conduct needs analyses to determine their exact needs and wants, determining how we can work together to deliver those solutions,” said Cole. Furthermore, Kings looks for partners that match their own capacity to affect positive change with agility and strength. This made partnering with Leopard Systems and Fujitsu NZ a very natural choice. “We have great relationships with both of these partners who are leaders in their field. Both are large enough to support the Kings business and

S U P P LY C H A I N

also developed specific systems for Kings, including dedicated client systems for customers such as Sigma Pharmaceuticals’ On-Track system. Kings has also made significant gains through the use of Leopard’s permanent vehicle management system called Net Track. “In the past 12 months, Leopard has developed according to our request to expand the mobility software to be compatible with iOS Apple and Android for smartphones – Aaron Cole, Executive Director & Chief and tablets, enabling much Operating Officer quicker technology compared to the PDT devices on the market,” said Baker. Partnering with are agile enough to develop their Leopard has also granted Kings systems to suit our changing exceptional abilities such as: needs,” said King’s General photo capture features, providing Manager of IT Andrew Baker. benefits such as delivery “Kings has always been ambitious confirmation at work sites as when it comes to introducing new well as increased confidence features and technology solutions of recipient; and Geo-Fencing – both Leopard and Fujitsu have (through Google API license) helped us realise these ideas.” with built in notifications to send Leopard Systems delivers customer updates at various driver-based mobility/PDT stages of delivery. software which integrates with Kings incorporates Fujitsu NZ’s the Fujitsu-produced TMS that TMS system called Despatch Kings also uses. Leopard has Master, which the Company

“Our goal is to be the biggest and most successful metropolitan transport and logistics provider in Australia, Auckland and New Zealand.”

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KINGS TRANSPORT & LOGISTICS employs for job bookings, job despatching and monitoring, customer-based website portal for job viewing, GPS, invoice management and more. “Fujitsu also provides us with the GPS mapping for operators to track drivers. The GPS information comes from the Leopard-based driver mobility software,” said Baker. Working closely with Kings to develop custom solutions, Fujitsu delivers a comprehensive host of modifications, which include: Web Track, enabling customers to enter their job number, date and city to track their job live, available as a mobile app, complete with strong privacy and security measures; and EDI integration where Kings’ systems receive job orders from their customers’ systems via FTP or Web Services. Factors Contributing to Steady Growth Among other solid factors, the acquisition success that Kings has enjoyed over the years continues to help promote the steady growth of the Company. 126

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In addition, Kings continues to not only win new business but also retain those clients. “In our business, our philosophy and our approach is that you don’t win a contract until they ask you back. We don’t consider ourselves successful until they roll the contract over with us,” said Cole. Kings does everything within their power to go above and behind to exceed client expectations, deliver a robust continuous improvement program and deliver customised needbased solutions, preventing their customers from ever feeling the need to open back up to the market after their initial contract. “We’ve a very strong focus on delivering absolutely everything we say we’re going to deliver. We drive efficiency, improvements, consumption and cost reductions. And all of that is underpinned by the staff. We have many employees who’ve been with the company for a long time, bringing a great deal of experience to the table. Our staff genuinely care about their work, our company and our clients. They treat this

S U P P LY C H A I N

business like it’s their own,” said Cole. Furthermore, Kings develops and maintains strategic partnerships with companies to further strengthen, enhance and increase their client offerings. “We have very strong strategic partnerships in the steel and construction industries. We work with OneSteel, BlueScope, CSR, and concrete pre-cast businesses. We also have partnerships with Sigma, Schweppes and other FMCG and retail clients. We really want to grow our business along with the strategic companies we’re involved with. On top of that, because we are a diversified business, we work to protect ourselves against risk from any one vertical market. Strategically, we look at our business like a stock share portfolio, balancing our business over a number of different areas, featuring partnerships with a number of businesses across different industries. We’re very strong and stable because of this,” said Cole. “The ability for our business to win The Most Outstanding Contractor for Safety and Environment in the steel industry, as well as our recent achievement of The Most Outstanding Services Supplier for the Sigma Pharmaceuticals business, and our ability to confidently service both of these distinct areas with completely unique needs validates the strength of our business,” said Cole.

Company Information INDUSTRY

Supply Chain HEADQUARTERS

XNotting Hill Victoria, Australia FOUNDED

1991 EMPLOYEES

800 REVENUE

$190 Million PRODUCTS/ SERVICES The Kings Group are one of the top market leaders in the metropolitan transport and logistics market with offices across Australia in Melbourne, Sydney, Brisbane, Adelaide, Perth & Darwin as well as New Zealand in Auckland. They specialise in local Metropolitan Urgent on Demand Couriers and Taxi trucks, 3PL Warehousing & Distribution, Permanent Vehicle placement and Company Owned Equipment Solutions.

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Rail Track Association Australia:

The Rail Track Australia Association (RTAA): Pursuing of Rail Track Infrastructure

From Small Beginnings â&#x20AC;&#x201C; the Story Continues to Grow Written by: David Bainbridge

g and Promoting the Interests

w 129

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he 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 130

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were held in major locations in 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

S U P P LY C H A I N

to provide technical and editorial assistance to the publication while also regularly contributing articles.

agreement with the Australasian 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 â&#x20AC;&#x2DC;fiveâ&#x20AC;&#x2122; 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 w w w. r t a a . o r g . a u

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the most popular social events on 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. The key focus has been to w w w. r t a a . o r g . a u

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deliver a more member-focused 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 134

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focus areas. These include: 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

S U P P LY C H A I N

that are recognised as recordable 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 RTAAâ&#x20AC;&#x2122;s image and communication with members 7. Track standards: improve the

RTAAâ&#x20AC;&#x2122;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 w w w. r t a a . o r g . a u

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logo and website representing 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 â&#x20AC;&#x201C; Whatâ&#x20AC;&#x2122;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. w w w. r t a a . o r g . a u

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Shamrock Civil:

Shamrock Civil Delivers Sa and Smart Solutions

Robust occupational health, safety protocols, cutting-e management and first-rate quality assurance are at the Shamrockâ&#x20AC;&#x2122;s business approach. Written by: Andrew Rossillo Produced by: Wayne Masciotro

afe, Sustainable

edge environmental e core of

SHAMROCK CIVIL

Shamrock Civil’s highly skilled and dedicated staff

stablished in 1994, Shamrock Civil Engineering is Queensland’s leading tier two civil construction company. Shamrock works all nationally and internationally to provide a diverse range of civil engineering services to their clients, including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large scale electrical, plumbing and communications services. The Company is based in Southeast Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby. 140

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Shamrock Civil Engineering is dedicated to servicing the needs of a growing portfolio of highprofile clients, including QGC, Arrow Energy, DTMR, Lend Lease, Glencore, Watpac, John Holland, Mirvac, Hutchinson Builders, Laing O’Rourke, Abigroup, Thiess, Origin Energy, CS Energy, Brisbane City Council, Logan City Council, Mackay Regional Council, Queensland Urban Utilities. Shamrock Civil has a fleet of over 100 modern and carefullymaintained equipment, helping deliver successful projects to these clients. Shamrock’s equipment

CONSTRUCTION

includes a range of earthmoving equipment ranging from skid steer loaders, dump trucks, excavators, graders, rollers, tipper trucks, water trucks, backhoes, sucker truck, scrapers, compactors. All vehicles are GPS equipped and inspected daily prior to use. The Company also employs a team of diesel fitters to perform scheduled servicing of plants, reducing risk of breakdown and greatly reducing any down time. Robust occupational health, safety protocols, open relationships, cutting-edge environmental management

and first-rate quality assurance are at the core of Shamrockâ&#x20AC;&#x2122;s business approach. Shamrock Civil Engineering is constantly striving to improve products and services for the benefit of their clients and the betterment of their business. Shamrock have achieved federal safety accreditation, and hold third-party accreditation for safety standard as 4801. Their multi-faceted quality management system includes a detailed analysis of client demands prior to the commencement of operation and stringent quality control procedures during

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DDT Liners is an engineering geosynthetic contractor with a proven track record in the design and installation of lining solutions for dams, containment facilities and cost effective storage areas in the mining, agricultural, landfill and CSG sectors. Driven to consistently meet or exceed our clients expectations, our highly experienced team are dedicated to maintaining a leading standard of excellence in safety, quality, efficiency and environmental sustainability.

Supplying and installing geomemb

OUR QUALIFICATIONS: W W W . J A S - A N Z . O R G / R E G I S T E R

brane liners and covers since 1983

20 Carroll St, Toowoomba West, Queensland 4350 24/43 Lang Parade, Milton, Queensland 4064 Tel: 1300 789 190 | Email: ddtliners@ddtliners.com.au

www.d d tliner s .co m .au

SUPPLIER PROFILE Employees: 100 Established: 1983 Industry: Providing geomembrane and geosynthetic containment solutions to the CSG, mining, oil, landfill, agricultural and potable water and waste water Constructions. Services: Geomembrane Supply & Installation, Brine Storage, Landfill Cell and Capping, Above Ground Storage, Geosynthetic Design Solutions, Floating Covers, Secondary Containment and TMF Dams & Ponds Ongoing Projects: Woleebee Creek Northern Water Treatment Plant Project. In association with Golders Associates and Shamrock Civil we are constructing a Brine Concentrate Pond using a world class 7-layer design. It is a complex job with multiple interfaces and work fronts. The project is on track with the installation of c.1 million m2 of material completed ahead of schedule Key to success: DDT Liners’ experienced teams are driven by quality, productivity, safety and care for the environment. A key driver to our productivity in liner install is the close coordination between the key parties: civil works, QA and lining. This allows DDT Liners to consistently maintain high quality outcomes that meet or exceed our client’s expectations. Future developments: DDT Liners is currently rolling out tablet based software for both Quality Assurance and Safety systems. These real-time data collection and validation systems raise the bar of excellence for a DDT Liners installation. Our Chairman and current IAGI vice-president is leading the way on industry excellence with a dedicated training programme and facility for our DDT Liners staff in 2015. Management: Max Brady – Chairman Chris Riding – Managing Director Michael Walsh – Commercial Director Barry Griffin – Business Development Director Website: www.ddtliners.com.au

SHAMROCK CIVIL

CONSTRUCTION

construction. They also closely monitor client satisfaction and feedback after completion of work to ensure all expectations are met. Shamrock’s quality management system complies with the Australian standard and is third-party certified. The Company is ISO 9001 accredited for QA, addressing various aspects of quality management and some of the best known standards. Shamrock’s environmental system is third-party accredited to environmental standard ISO 14001. These standards help provide guidance and tools for Shamrock, helping to ensure that their products and services consistently meet customer requirements, and that quality is consistently improved. Forefront of Development The booming resource sector has proved to be a significant growth area for Shamrock’s business. They have been at the forefront of developments for South West Queensland and The Darling Downs, constructing important infrastructure which has sped up investment and expansion.

“We’re 20 years strong now. We’re a leading tier-2 civil construction company working nationwide. We provide a diverse range of civil engineering services to all of our clients,” said Shamrock Civil’s CEO & Director Andrew Kerr. He is a construction manager within the Queensland construction sector, with extensive experience in managing large complex civil projects. Kerr has been engaged within the industry for the past twenty five years. He is currently responsible for all aspects of the business from project inception to offmaintenance. As CEO and Director, Kerr works closely with Shamrock team members to ensure that all projects are delivered safely and exceed the Company’s client’s quality and program requirements. Speaking on one of the Shamrock Civil’s top competitive advantages, Kerr said, “We’re very much a relationship based company with a strong focus on safety, environment, and systems, featuring 20 years of experience. We maintain these relationships through open and honest communication.”

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CIVIL, MINING, AGRICULTURAL

EARTHCO AUSTRALIA OPERATES A FLEET OF VARIOUS SIZED SCRAPERS AND DOZERS THAT ARE AVAILABLE FOR WET OR DRY HIRE. EARTHCO is currently involved in Mining, Coal Seam Gas (CSG) and bulk earthworks for Residential Subdivisions. Our agricultural works include the construction of dams, EARTHMOVING CONTRACTORS levee banks and land levelling.

Ph: 07 3287 7067

Mobile: 0429 411 464

Email: dan@earthcoaustralia.com.au

www.earthcoaustralia.com.au

SHAMROCK CIVIL

CONSTRUCTION

Enabling the Company’s competitive advantages is Shamrock’s team of approximately 250 Queenslanders in its employ. “Our people are number one in helping to promote our steady growth. We’ve got a team of dedicated, highly motivated professionals,” said Kerr. Expansion into PNG “The Company is 20 years strong now, and we’ve been involved in the gas and mining sector for the last 10 years,” said Kerr. We’ve established an office in Port Moresby. We’ve recently secured

SUPPLIER PROFILE

a project on Manus Island for Aus Aid said Kerr. “We’ve got a five-year growth horizon into the infrastructure and resource projects over there.” What brought Shamrock into this area of work is that they perceived a need for a quality civil contractor in the transport and resources sector. “We’ve developed our people and systems to align with that need,” said Kerr. Executing on new opportunities is part of how Shamrock continues to grow despite some slumping sectors, such as slowing iron ore and coal markets. “We’re

EARTHCO

Earthco Australia was established by Dan and Simone Goldsbrough and is a family owned and operated business, specializing in Cat Dozers and Scrapers. Earthco is involved in many CIVIL, AGRICULTURAL AND MINING projects. Earthco Australia is currently involved in Mining, Coal Seam Gas (CSG) and bulk earthworks for Residential Subdivisions. Our agricultural works include the construction of reservoirs, levee banks, contour banks and land levelling. Our dozers are equipped with the necessary tools required for tree clearing, with full protection structures in place. Our Machines are fitted with GPS systems and skilled operators to get the job done safely and with maximum productivity. .

Website: www.earthcoaustralia.com.au

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www.gdrsgroup.com.au

PROVIDING HIGH QUALITY SERVICES IN: MINE CONSTRUCTION & OPERATIONS FREEWAY CONSTRUCTION RAILWAY CONSTRUCTION ROAD TRANSPORT DAMS

Established in 2009, GDRS Group Pty Ltd is the family run company of Greg McIndoe. Whilst striving for excellence in our field, we provide quality, safety and business systems, which most effectively serve the purpose of our business clients.

Ph: 0417 635 533 Email: greg@gdrsgroup.com.au

A family-owned business experiencing rapid growth servicing all parts of Queensland from Townsville, North Queensland. Combining “best-of-breed” technology with an experienced team and excellent equipment mean eans quality results for our clients.

SPECIALISING IN:

• • • •

Laser Leveling • House Pads Subdivisions • Stripping Topsoil Dam Building • Road Building Tailings Removal

NATA ACCREDITED LABORATORIES ABN 35 229 054 612 ACN 063 074 304

Mobile Laboratories available for On Site Operations Drill Rigs operating in All Areas

WE PROVIDE TESTING SERVICES FOR

www.fortiniearthmoving.com

Site Investigations for Residential & Commercial Buildings Soil, Aggregate & Concrete for the domestic and commerical market including the resources sector

EQUIPMENT HIRE

0428 778 399

Townsville QLD E: fortiniearth@westnet.com.au

8 Neilsen Street 31 Colliery Street WANDOAN QLD 4413 MORANBAH QLD 4744 Ph. 04 0815 8690 Ph. 04 1968 3851 15 Malduf Street 24 Quintin Street 46 Grice Street CHINCHILLA 4413 ROMA 4455 CLONTARF DC 4019 Ph. 07 4668 9716 Ph. 07 4622 3888 Ph. 07 3284 8766 15 Rocla Court TOOWOOMBA 4350 Ph. 07 4633 4875

28 Dangar Street NARRABRI 2390 Ph. 02 6792 6511

SHAMROCK CIVIL

CONSTRUCTION

reasonably diverse. We run four programs in the business: resources infrastructure program, transport and infrastructure program, North Queensland regional based program, and a Southeast Queensland regional based program. We’re looking to diversify and establish in Western Australia. Our diverse revenue stream should insulate against any downturns in any particular sector. And we have established ourselves in PNG,” explained Kerr. “We’re just completing a $76 million joint-venture for QGC,” said Kerr. QGC is a leading natural gas explorer and producer focused on establishing the world’s first project to convert gas from coal seams into liquefied natural gas. Shamrock’s joint-contract agreement has been a partnership between Golder Associates and Shamrock Civil. “We’re on target to execute the first concentrated brine pond on time and on budget for QGC,” reported Kerr. Shamrock Civil were contracted to the Laing O’Rourke & GE Joint Venture for QGC to deliver the Northern Water Treatment Plant.

This advanced facility will treat 100 million litres of water per day. The project also includes the delivery of all related infrastructure associated with QGC’s northern gas fields. When complete, it will be one of the largest water plants in Australia. Furthermore, the success of the program is a direct result of successful partnerships like the one with Shamrock Civil, eventuating into more Indigenous Australians entering the workforce and acquiring the skills and experience needed to create a better future for themselves and their families. In addition, Shamrock is also gearing up for the Manus Island Project in the PNG sector, which is set to commence in February, 2015. “The project involves work for a road from the airport to the township, including road reconstruction and bridges,” said Kerr. Safety for Life Behind all the expansion work and projects that Shamrock engages in is the highest commitment to safety on the job. Shamrock Civil Engineering is committed

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C O M PA N Y N A M E

Aerial view of the QGC job, Northern Waters Treatment Plant

to providing a safe work environment for their employees, sub-contractors, clients and the general public. Shamrock’s operations are compliant with the Workplace Health & Safety Act, ensuring that plant machinery is regularly maintained to the highest standards, and the latest training and instruction information is offered to employees. Shamrock stands by the mantra that there is no task so important that it compromises the 150

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health and safety of any individual. “We run a program called Safety for Life. It’s about empowering our individuals to take ownership of safety for themselves. It’s about developing a positive culture within the business,” said Kerr. Kerr went on to add, “Through external accreditation systems we’ve been OFSC-OHS accredited. We’ve recently received Federal Safety accreditation. This includes

SECTOR

AS4801 accreditation for our safety system.” Through AS4801, Occupational Health & Safety Management System Certification, all Australian businesses have an obligation under workplace health and safety legislation to ensure a safe place of work. Implementing an occupational health and safety management system is a means for managing risk and minimising loss by promoting safe and healthy work practices in their

organisation. Shamrock takes this very seriously. Shamrock’s comprehensive approach to safety includes cutting-edge technology applications. “Some of the technological initiatives that we’ve taken include UAV’s for our surveys. These drones, unmanned aeronautical vehicles, keep our operators out of the line of potential danger created by the heavy equipment we employ,” said Kerr.

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SHAMROCK CIVIL

emissions to ensure standards Environmental Responsibility are met. This commitment and Accreditation involves implementing Like the colour emblazoned on the stringent environmental Companyâ&#x20AC;&#x2122;s well-known Shamrock processes throughout all levels logo, the Company is focused of management, reviewing on a clean, green future for environmental policy on a Australian commercial enterprise. regular basis and implementing Their goal is to understand, practices which minimise risk meet and constantly evolve of environmental incidents their environmental approach. occurring on-site. All Shamrock While Shamrock recognises staff are trained in environmental civil works cause unavoidable management procedures and environmental impact, the are required to report and audit Company strives to minimise practices as part of their extensive pollution and manage atmospheric quality assurance measures. 152

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CONSTRUCTION

“We’re ISO14001 accredited for our environmental management system,” reported Kerr. ISO 14001 is applicable to any organization that wishes to establish, implement, maintain and improve an environmental management system, to assure itself of conformity with its stated environmental policy, and to demonstrate conformity. “We’ve got a couple environmental engineers directly managing that service. We also have a rehabilitation and revegetation program that we’re running in partnership with one of our partners Virotech. For example, we can rehabilitate drill mud into agricultural soil. We can also revegitate existing soil after completing certain projects, which saves us from having to import topsoil. We’ve also got a product that can treat the existing earth and enable new growth,” said Kerr. Commitment to Local Community Part of what makes Shamrock so successful is their comprehensive, well-rounded approach to everything they do. This includes a deep-rooted commitment to their local community. Shamrock endeavors to remain open to feedback for continuous improvement and increasingly safe and mutually beneficial solutions. Shamrock Civil Engineering is committed to ensuring its projects deliver a positive outcome for both clients and the community.

Company Information INDUSTRY

Construction HEADQUARTERS

Carole Park, Queensland Australia FOUNDED

1994 EMPLOYEES

250 REVENUE

$150 million PRODUCTS/ SERVICES Established in 1994, Shamrock Civil Engineering is one of Queensland’s leading tier two civil construction companies. Shamrock works nationally and internationally to provide a diverse range of civil engineering services to their clients, including design, site clearing, bulk earthworks, civil construction, roadworks, demolition and large scale electrical, plumbing and communications services. The Company is based in Southeast Queensland with head office and workshop in Ipswich as well as offices in Mackay, Townsville, Dalby and Port Moresby.

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Baker Hughes Australia Baker Hughes Australia Drives Forwa

Values Based on Integrity, Teamwork Learning and Courage

Baker Hughes believes performance excellence will driv that differentiate them from their competitors. Written by: Baker Hughes Produced by: Wayne Masciotro

ard Through Core k, Performance,

ve the results

BAKER HUGHES AUSTRALIA

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

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. 156

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Collaboration is the foundation on which we build our business. We listen to our clients to understand their unique challenges and then develop solutions designed to help manage operating expenses,

E X P L O R AT I O N

ng in cost savings and reduced environmental impact.

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 with customers to engineer reliable applicationspecific products and services that create more value from the reservoir whether the application w w w. b a k e r h u g h e s . c o m

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

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 value158

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adding technology to find solutions for progressively more complex technical challenges. At dedicated innovation centers, scientists conduct applied and game-changing critical research. We collaborate with customers to jointly develop technology for

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.” 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 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 has acquired and integrated numerous oilfield pioneers including: Brown 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.

www.ascc.net.au

ASCC is the market leading distributor of solvents, chemicals and resins with proven performance for over 13 years of supply across Australia & New Zealand.

With the broadest reach of any chemical distributor in Australia and New Zealand, we cover industries such as Mining, Water Treatment, Oil & Gas, Industrial Cleaning, Agriculture and many other manufacturing sectors.

ASCC Australia PO Box 1683 Springwood QLD 4127, Australia T: +61 7 3209 7250 F: +61 7 3209 8829 ASCC New Zealand P O Box 8340 Symonds St. Auckland, New Zealand T: 0800 754 767 F: 0800 754 732

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); TriState and Wilson (fishing tools and services); Centrilift (artificial lift); Aquaness, Chemlink and Petrolite (specialty chemicals); Western Atlas (seismic exploration, well logging). Today, we are organized in four regions and 25 geomarkets

BAKER HUGHES AUSTRALIA

E X P L O R AT I O N

Company Information INDUSTRY

Exploration HEADQUARTERS

Huston, Texas FOUNDED

1987 EMPLOYEES

700

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.

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Petroleum

Exploration and Production Associ New Zealand (PE

iation of

EPANZ)

P E PA N Z

Mt Taranaki

ew Zealand was born from the adventures of great explorers whose sense of imagination, curiosity and drive to find a better world to live in brought them to the shores of a land New Zealand’s first settlers, Maori, 164

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called ‘Aotearoa’ – the land of the long white cloud. Today that same sense of adventure, that similar curiosity, has led to some of New Zealand’s greatest moments- Sir Edmund Hillary climbing Mt Everest, Sir

E X P L O R AT I O N

Ernest Rutherford splitting the atomwe even made jumping off buildings and bridges at a great height with only a piece of rubber attached to your feet a worldwide phenomenon. And we are still pushing boundaries, innovating, and now our oil and gas industry is continuing our tradition of exploration by looking to discover what lies beneath our land and sea. Our job as the Petroleum Exploration and Production Association (PEPANZ) is to represent the interests of the major companies that explore for and produce New Zealand’s oil and gas resources. Since 1972, the Petroleum Exploration and Production Association NZ has worked with local and central governments to ensure that the country’s regulatory and commercial framework promotes investment and maximises the return to the New Zealand’s industry and community from developing the nation’s oil and gas resources. We now currently represent companies that are responsible for 95% of petroleum production. In

Cameron Madgwick

addition, PEPANZ also represents more than 30 associate member companies that provide a wide range of goods and services to the industry. As an association, PEPANZ aims to secure conditions that enable member companies to operate safely, sustainably and profitably. PEPANZ believes that by developing and growing our oil and gas industry we can enrich New Zealand’s future. The future of our member companies, our communities and the economic future of our country. As the representative of the oil and gas industry we look to w w w. p e p a n z . c o m

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P E PA N Z provide members with strong representation and advocacy, leadership for industry wide issues, while engaging openly and honestly with New Zealanders. Over the past 3 years, New Zealand’s regulation and legislation concerning the oil and gas industry has undergone some major changes – from the way we offer permits to regulating our Exclusive Economic Zone. Historically petroleum exploration permits in New Zealand were granted through a priority in time (PIT) system, where operators identified an area they wanted to explore and applied for a permit. Between 2003 and 2012 New Zealand ran a number of B lock Offers. In 2012 the modern Block Offer tender process was introduced which improved New Zealand’s

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profile among international investors and since its introduction companies like Anadarko, Statoil and Woodside have invested in New Zealand’s petroleum potential. In New Zealand we have 15 times more area in our Exclusive Economic Zone (EEZ) below the sea compared to land. Exploration of our offshore basins is essential, the largest discoveries we have made to date are off shore. The Exclusive Economic Zone and Continental Shelf (Environmental Effects) Act 2012 (the EEZ Act) is a law that regulates activities taking place in New Zealand’s exclusive economic zone and continental shelf- this puts in place clear regulations and requirements for operators looking to explore our deep waters.

E X P L O R AT I O N

As well as working to ensure both legislation and regulation governing the activities of our oil and gas industry serve to provide an industry friendly environment for operators and investors, PEPANZ prioritises building and maintaining important relationships with both the community and Government. Engaging with communities is a priority for New Zealand’s oil and gas industry and we like to do so face to face. As an association we proactively look to engage with communities where the oil and gas sector is operating or expanding so communities feel confident in future projects that may take place. We also think it is important to engage with young Kiwis, and work hard to attend career days, support scholarships and help fund local science fairs. Engaging communities is about gaining a social licence to operate, with the goal of becoming part of the community you operate in. We also believe in providing factual easily accessible information to both better inform people of activities and put to rest some mistruths peddled by industry opponents about

technologies we use to both explore and extract hydrocarbons. Working constructively with the New Zealand government is another priority for our Association. This year we announced that both PEPANZ and the Government would work together to hold a single industry event called “Advantage NZ: The Petroleum Summit”. Until now, both the Government and Industry have held separate conferences – but together we acknowledged the need for both partners to provide a well-rounded, all-encompassing event in New Zealand. As well as social, technical and international keynote presentations, the Government will also announce the 2015 Block offers. The Summit will be held from 29-31 March in 2015: www. petroleumsummit.co.nz So I invite you all to become explorers – come to New Zealand, take a look – and not just at what is on the surface, like most things in our industry – what lies beneath is much more interesting. Haere mai!

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Liebherr-Australia:

Technology and Innovation Dri Manufacturing for Mining

The companyâ&#x20AC;&#x2122;s high quality, 100 percent Liebherr-mad company culture. Written by: Laura Close Produced by: James Hayes

riving Efficiency in

de products exemplify Liebherrâ&#x20AC;&#x2122;s

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LIEBHERR-AUSTRALIA

Mining is a major part of LiebherrAustraliaâ&#x20AC;&#x2122;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 170

January 2015

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 washbay, shot-blast, disassembly workcells, 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

MINING

station, 12 wall-travelling cranes and 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 w w w. l i e b h e r r. c o m . a u /

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LIEBHERR-AUSTRALIA prototype is made, it’s already been 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

“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.” 174

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MINING

Detroit Diesel supports us with is incredible. They make a very good product, and are on the same wavelength as Leibherr-Australia when it comes to making sure we are delivering what we need to for our customers.”

Liebherr credits Bosch Rexroth with helping them along their evolutionary journey. Economical, 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.” w w w. l i e b h e r r. c o m . a u /

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LIEBHERR-AUSTRALIA Pichanick was very passionate when talking about how the company treats its employees. 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

MINING

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 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

“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.”

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LIEBHERR-AUSTRALIA

customers coming back, Liebherr provides not only exceptional service but also high-quality 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 178

January 2015

company is proud and really wants 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 throughout is to offer the most

MINING

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

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.”

$600 - $700 Million 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.

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UGM Australi

Cost-effective options f

CEO Paul Hartcher discusses the companyâ&#x20AC;&#x2122;s re how itâ&#x20AC;&#x2122;s set to turn the coal sector on fire. Written by: Robert Spence Produced by: James Hayes

ia:

for coal producers

ecent acquisition and

THE UGM GROUP

Night shot of mining operations

he coal industry in Australia is seeing cost and production pressures and this belt-tightening has impacted upon the mining services sector, but one mining service company has used the buoyancy of the past to position itself to not only ride through current travails, but to continue the success of the past with additional, strategic, insector diversification. The Australia-based mining services company the UGM 182

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Group, which has a long history of specialized operational and advisory support and training to some of Australiaâ&#x20AC;&#x2122;s largest mining companies, has acquired the ADDCAR Highwall Mining Technology from Arch Coal and the move for ADDCAR, from ownership by a coal producer to a contracting base (with Engineering and OEM capabilities) is seen as the appropriate melding of corporate focus and product delivery internationally.

MINING

ADDCAR UGM completed the acquisition of ADDCAR Technologies in February 2014 and the $21 million acquisition from Arch Coal gives UGM all licenses, patents and technology related to ADDCAR’s systems, including the manufacturing facility New Beginnings in Ashland, Kentucky. UGM currently Beginning in 1997 as a single service has four contract mining operations provider for underground mining, across the USA and Australia. the UGM Group has built a stout “Whilst we acquired ADDCAR from reputation for developing cost Arch Coal in 2014, we’ve been effective and reliable relationships involved in the technology since with clients. The company, which 2008, and I have been personally offers a comprehensive range of involved since 1996” said Hartcher. underground mining services, “The strategy we’ve put in place for specializes in engineering, plant ADDCAR is to not only incorporate and equipment hire, projects it into our contracting business but and construction, safety and to also educate the industry as to environmental management, and the possibilities this technology diesel services. offers to optimize resource Headquartered in Australia, the realization across the globe as this company also has a Corporate system is the most productive and Advisory arm, Engenicom, which the leader in resource recovery provides mining engineering, through the patented guidance resource assessment, environmental, system that keeps the entries in line safety and project management and in-seam services to mining related industries The new addition also adds to such as rail, power, port and of UGM’s commitment to not only course, coal mines. providing quality mining services, “We think there’s a grand opportunity for the ADDCAR technology, not just here in Australia and the traditional American market, but internationally as well” said Paul Hartcher, Managing Director of the UGM Group.

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THE UGM GROUP but innovating and implementing new ideas. “Whilst our underpinning business base is as a contractor, we have a strong tradition of focusing on innovation and we are excited about the opportunity this acquisition affords us to enhance the technology and broaden the applications”.

ADDCAR acquisition will serve as a means to introduce the product to the North American market and ever since the events surrounding the Sago mine disaster, removing conductivity corridors from roadways has became an imperative and this product delivers that outcome. Additional products such as the UGM Tow-Hitch, designed to be attached Innovation to LHD vehicles and remove the need UGM has developed the only nonfor operators to physically connect steel, FRAS (Fire Resistant Anti-Static) trailers, will also be marketed in the pipe for use in explosive atmospheres USA building upon UGM’s knowledge such as underground coal mines. The and experience in the underground mining sector. ADDCAR Innovation is well underway and despite the system being the only one that can mine greater than eight degrees and achieve 500 metres plunge depth, development is well • Mining • Fabrication underway to surpass the current PRECISION MANUFACTURED • Petroleum • Design PARTS, REPAIRS AND • Coal • Machining capability of sixteen degrees. FABRICATION FOR OVER 35 YEARS! Riggs Machine provides fabrication, repair and design services to the coal, steel, power and petroleum industries.

• Milling • Turning • Boring

• Steel Mills • Rolling Mills

Ph: +1 606 324 0090 3850 Belford Street, Ashland, KY 41101, USA

www.riggsmachine.com

Working With Glencore UGM signed a five year highwall mining contract with commodities giant Glencore earlier this year. The deal is expected to help Glencore produce one million tons of coal a year at its operation. The company’s ADDCAR System

MINING

equipment has completed its move from the Kentucky facility to Glencore’s Newlands Mine in the Bowen Basin. With operations due to commence later this year, the ADDCAR System is helping lead the resurgence of Highwall mining in Australia. The new system in Glencore’s operations will provide: • 90,000 tons per month consistently • Productivity: 27/30 ktonnes per employee year • Penetration: +500 meters • Seam heights: 0.9 meters – 8 meters

Company Information INDUSTRY

Mining Global HEADQUARTERS

Warners Bay, NSW Australia EMPLOYEES

300

Future Endeavors The future is looking bright for the UGM Group. The company, which has an array of projects lined up, is gearing up to take its ADDCAR technology to the next level. “What attracted us to the ADDCAR system is we knew what it was, and we saw it as a technology that if taken by someone who knew it, it could be enhanced,” said Hartcher. “Since 1993 the system has mined roughly 100 million tons of coal. I don’t think people realize the potential of this technology.” Hartcher adds, “We’ll have five more systems operating in the next three years.” With the new system in place, UGM is working to bring the combination of ADDCAR and engineering to Australia’s coal industry.

PRODUCTS/ SERVICES

UGM Australia is a diversified professional services company supporting mining and related industries including ports, rail and power generation.

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Austmine:

The Leading Industry B the METS Sector Written by: Megan Edwards, Membership and Communications Manager

Body for

AUSTMINE

Sedgman Benga coal handling and preparation plant. Mozambique, Africa

ustmine is the peak industry body representing the Australian Mining Equipment, Technology and Services (METS) sector. Our members develop and supply innovative, 188

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safe and cost-efficient products and services to the mining and mineral processing industry globally. Austmine promotes its membersâ&#x20AC;&#x2122; capabilities, connects with the international mining

MINING

community, drives export and champions innovation. Austmine has been working for 25 years to have the Australian METS sector recognised as the worldâ&#x20AC;&#x2122;s leading source of

advanced technology for the mining industry. Austmine members provide the global market with the industryâ&#x20AC;&#x2122;s best practice innovations and world leading solutions. w w w. a u s t m i n e . c o m . a u

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Zambrero:

Changing the World w and Good Work

Discussing healthful cuisine, humanitarian work Zambrero CEO Stuart Cook. Written by: Sasha Orman Produced by: Sean Bakke

with Good Food

k, and worldwide growth with

191

ZAMBRERO

Staff members Matt & Steph

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 192

January 2015

concept, Zambrero was born â&#x20AC;&#x201C; 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 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 196

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Taking the Cause to a Global 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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Australian Horticultural Export Services (AHEA)

A U S T R A L I A N H O R T I C U LT U R A L E X P O R T S E R V I C E S

What does AHEA do? Australian Horticultural Export Services (AHEA) is a national association formed to promote the development of the export and import of fresh horticultural produce. AHEA’s Board and Members are representative stakeholders across the horticulture industry. Why was the AHEA formed? The beginnings of AHEA go back to the 1960’s, however, in its current form as the peak industry body for Australian horticultural exporters, it commenced in 1987, as a ‘not for profit’ organisation 200

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representing the interests of Australian horticultural exporters to both Government and industry. Nowadays, AHEA operates under a new constitution as a notfor-profit company limited by guarantee and has incorporated imports into its company objects. The AHEA represents over 80% of horticultural exports in Australia by volume. Michelle Christoe is the Managing Director and has seen a reinvigoration of the AHEA profile and greater involvement in the myriad of industry issues. This AHEA commitment is of course ably

FOOD

supported by the voluntary AHEA Chair, David Minnis, and dedicated Directors who devote much time and personal resources on the behalf of the horticulture industry. Past 18 months? Over the past 18 months, the AHEA has conscientiously represented Member interests to Government (State and Federal) on issues such as the fruit fly strategy, HAL Review, Agriculture Competitiveness White Paper, Air Cargo Supply Chain Security protocols, Government rebate extension for industry, Country Protocol development,

market access and maintenance, DAFF/AQIS operational issues and charging (requesting extension of hours/weekend support and reducing turnaround times), as well as liaising with shipping companies on shipping services, charges and container availability. Regular correspondence and meetings have been held between AHEA and the government Departments, Ministers, Senators and supply chain stakeholders. During this period, AHEA has conducted several well attended Market and Trade Forums in Brisbane, Sydney and Melbourne to w w w. h o r t i c u l t u r e . c o m . a u /

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A U S T R A L I A N H O R T I C U LT U R A L E X P O R T S E R V I C E S Fresh Australian fruit and vegetables

very receptive industry participants who have also provided feedback on current issues and difficulties being experienced on the ground. These Forums have been incorporated into industry events, International Food Festivals and Asian delegation tours. The important links AHEA has developed with the Department of Agriculture, Trade and Transport 202

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& Infrastructure allows it to pursue multiple issues on behalf of horticulture that affect exports and imports. AHEA officers are in continuous contact with DFAT with submissions and updates on the all relevant FTAs, including Korea, Japan, China, New Zealand, USA and India. AHEA is currently undergoing

FOOD

accreditation processes to become a Standards Development Organisation so it can develop Australian Standards for the horticulture industry. The Standards developed would form a benchmark for industry and combine various regulated audits so not to increase costs to industry. The Department of Agriculture

are keen for AHEA to progress the development of an internationally recognised, Export Standard for Horticulture similar to NZ. The scope for AHEA will be to develop Australian export standards for fresh horticultural resources in the post harvest area which include packaging, labelling, handling, storage, cold chain, quality control, w w w. h o r t i c u l t u r e . c o m . a u /

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pest control, post harvest washing, treatment and presentation. The objective would be to give the Department a standard for Australia to use as a basis for discussions and assist in gaining more consistency of agreed protocols 204

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across countries, substantiated by Australiaâ&#x20AC;&#x2122;s standard . AHEA represents horticulture industry on the Food Imports Committee (FIC) and is currently finalising formation of a Horticulture Imports Committee (HIC) to facilitate

FOOD

valuable grass roots input to the FIC, focussing on key issues and priorities for horticultural imports into Australia. AHEA has been successful in obtaining funding this year in the Austrade Asian Business Development Grant round which, amongst other outcomes, will allow development of an Australian Horticulture Export Portal (AHEP) to foster knowledge sharing between Australian exporters and Asian importers, revised software interface with XDocs system and workshops to train new exporters.

• Biosecurity Roundtable Meetings; • International Horticultural Congress at which AHEA hosted a Workshop attended by 55 delegates on the disinfestation treatments of fruit flies; • Asia Fruit Logistica including AHEA network event (200 attendees) and launch of Restaurant Australia in Hong Kong • Inquiry into increasing exports of goods and services from Regional Victoria • Austrade National Food Brand research

Additional AHEA Representation AHEA regularly provides feedback to the various govt and agency reviews / enquiries and also is represented in the following forums:

AHEA Executive Director, Michelle Christoe noted that “The AHEA is self funded in its activities to nationally represent the views and issues of horticulture exporters and importers to government and across the supply chain. It is necessary to have your say and get involved.” AHEA is currently organising workshops for growers on ‘how to export’, shortly to release a new export horticulture brochure and horticulture portal…watch this space!

• Regional Comprehensive Economic Partnership (RSCG); • HAL Export Symposium; • Malaysian, China and Thailand Bilateral meetings; • Multiple meetings with Ministers and Federal Departmental officers; • ABARES conference;

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Delta Energy Solut

Leading The Industry With E

Delta Energy Systems is driving technology to become and a solutions provider for its customers. Written by: Laura Close Produced by: Wayne Masciotro

ions:

Energy Solutions

e more energy efficient

D E LTA E N E R G Y S O L U T I O N S

Delta EV Charging

elta Energy Systems is not just a global leader in power and thermal management solutionsâ&#x20AC;&#x201D;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 208

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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 Indexesâ&#x20AC;&#x201D;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 companyâ&#x20AC;&#x2122;s impact on the planet. 210

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With 54 research and development sites globally and 7,500 engineers who continue adding to the companyâ&#x20AC;&#x2122;s close to 5,000 registered patents, Delta Energy Systems invests 5 to 6 percent of the groupâ&#x20AC;&#x2122;s annual sales revenue to research and development. At the Delta Power Electronics Laboratory in North Carolina, US, researchers and engineers

â&#x20AC;&#x153;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, Germanyâ&#x20AC;&#x2122;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 Systemsâ&#x20AC;&#x2122; research and development locations are in China: 23 in total. The Delta Power 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 Systemsâ&#x20AC;&#x2122; recent awards. In 2008 and again in 2012, the company won the Taiwan 212

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National Industry Innovation Award, and has been a repeat winner of the Thailand Prime Ministerâ&#x20AC;&#x2122;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. Taiwanâ&#x20AC;&#x2122;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 Systemsâ&#x20AC;&#x2122; 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 worldâ&#x20AC;&#x2122;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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