WWW.BUSINESSREVIEWAUSTRALIA.COM | June 2015
TOP 10
MINING COMPANIES BY REVENUE
HOW GOING
THE EVOLVING ROLE OF A
MOBILE CAN BOOST YOUR BUSINESS
CFO
KEITH NEALON OF ADAPTIVE INSIGHTS ON DRIVING PROFIT GROWTH
EDITOR’S COMMENT
Greetings all! Hope your month of May went well and you’re ready to move on to even more exciting things in June. In this month’s issue, we’ll take a close look at the evolving role of today’s CFO and how it’s looked at more as a career destination rather than just a stepping stone toward ultimately becoming a CEO. Some of this has to do with more responsibility being given to CFOs, and some is due to the general happiness of our great nation. In addition, we’ll dive into the world of mobile marketing and discuss why companies are just now realising the power of intra-company smartphone apps as a Mobile Process Improvement (MPI) asset that can drive productivity. We’ll also give you five ways businesses are leveraging MPI to promote profitability. For our final feature story, we’ll give you the list of the top 10 mining companies by revenue that do work in Australia. I’m sure you already know a few names on the list, but can you guess which company takes the No. 1 spot?
Cheers!
Eric Harding Editor eric.harding@businessreviewaustralia.com Twitter: @eharding10
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CONTENTS FEATURES This month we focus on top-to-bottom leadership in companies throughout Australia.
6 Finance
The evolving role of a CFO
14 Marketing
How MPI can take your business to new heights
22 TOP 10
Australia’s top 10 mining companies
COMPANY PROFILES MINING
SUPPLY CHAIN
32 Redpath Mining
92 Australasia Railway
44 Northline
Association
CONSTRUCTION
FOOD & DRINK
54 Schindler Lifts
100 Australia Made
Singapore
106 Hazeldene’s
64 Reinhausen Australia
Chicken Farm
72 CMC Property Services
ENERGY 80 Horizon Power
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June 2015
MANUFACTURING 114 PlantMiner
MANUFACTURING 122 Healthe Care
32 Redpath Mining
64 Reinhausen Australia
72 CMC Property Services 54 Schindler Lifts Singapore
74 Critical Success Solutions
122 Healthe Care 5
FINANCE
THE
CFO Why Aussie CFOs are happy in their current roles W R I T T E N B Y: E R I C H A R D I N G
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June 2015
FINANCE AUSTRALIAN CITIZENS ARE among the happiest in the world, so it’s no surprise the country’s top business executives have followed suit. According to reports, Australia’s financial leaders are currently happier than ever in their current roles, as several Chief Financial Officers (CFOs) would prefer to remain in their current role for the long term. To take it a step further: The Michael Page Global Insights CFO and Financial Leadership Barometer revealed that CFOs in Australia are content to remain in their same position instead of being promoted to Chief Executive Officer (CEO), as 77.8 per cent of Aussie financial leaders are generally happy with their current title. In addition, over half of those who responded to the survey (54.4 per cent) anticipate being in the same position they’re currently in within the next two years. The role of CFO is now looked upon as a career destination, as it has become more businessoriented than ever before. CEOs are looking for their CFOs to be more of a business partner to the executive teams, so today’s CFO spends more time leading the business through 8
June 2015
strategic review and change, as well as finding new ways to generate revenue. They often combine traditional skill sets with new responsibilities, such as giving their expertise in IT, legal, HR and procurement. CFOs of the present There are several paths to take for CFOs in today’s world, as what was once believed to be a stepping stone toward becoming a CEO, is now a
stand-alone career ambition. The conventional C-suite career-path goal of being CEO is fading further and further away. “Despite the size of the organisation, it’s increasingly important for CFOs to now perform roles of strategists to help shape the overall direction for the company, as well as catalysts to instill a financial approach and mindset throughout the organisation to help other parts of the
business perform better,” said Keith Nealon, President and Chief Revenue Officer at Adaptive Insights. According to Adaptive Insights’ first quarter report from 2015, about half of the nation’s CFOs (49 per cent) desire 360-degree competitive visibility to improve business decisions, while nearly 30 per cent intend to improve forecasting capabilities through financial planning solutions. In addition, 55 per cent of CFOs 9
FINANCE are expanding their team’s primary focus from number crunching to also including strategic analysis, which is an even higher priority for CFOs at companies with over $1 billion of revenue. Also, 67 per cent of $1 billion revenue company CFOs rank transforming number crunchers into strategic analysis as the top resolution this year, followed closely by leveraging data to make more strategic business decisions. However, keeping everyone in the company on the same page can be the biggest challenge. “In larger companies though, there is the increased risk against performance as different teams working in different geographies, markets, divisions or brands can use different tools, processes and vocabulary when it comes to assessing and communicating financial performance,” Nealon said. “Standardizing the entire organisation on one common vocabulary that is enabled by a common financial technology platform can greatly enhance a company’s efficiency and reduce its margins of error or miscommunication.” 10
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The role of today’s modern CFO has become more complex. The latest poll results from the World Happiness Report 2015 showing Australia is the 10th happiest country in the world – just behind No. 9 New Zealand – along with a lower Australian dollar and record-low interest rates appear to be among the main factors in the change of direction for CFOs. According to Deloitte’s Q1 2015 CFO Survey, 21 per cent of CFOs have a more positive attitude about the prospects of their companies compared to three months ago, and are better prepared to take financial risks. Most of this is due to a seven per cent drop in the Australian dollar since the beginning of 2015 to 76 U.S. cents, along with an interest rate cut in February. It’s now the time for CFOs to be bold in their decision making. Before you do that, however, Nealon revealed the most important aspect of any management role. “Always focus on doing the best you can to ‘Get the people right,’” Nealon explained. “Meaning, get the right people and in the right spots. “If you get the people right, then leaders can essentially get out of
T H E E V O LV I N G R O L E O F A C F O
the way of good people and spend their time managing the system, not the people.” Happy Aussies Australia is still in line for a substantial 2.8 per cent growth this year, according to the International Monetary Fund (IMF), and has gone 24 years without a recession. The country also boasts low corporate taxes, fair rental costs and a well-educated workforce, as Australia’s rising housing market – with prices up nearly 15 per cent in Sydney over the last year – proves the economy is still very stable. Add that to profitable services such as tourism, as well as banking and wealth management, there are several avenues for possible growth.
Politics play a factor in the happiness of CFOs as well. In electoral democracies, people are naturally happier when they feel they have a say in how their countries are run, as there are very few restrictions on the flow of capital or of labour. Aussies have gotten rid of trade protections, have freed labour markets and have reformed strict immigration laws to become one of the world’s most flexible economies. Also helping is a new generation of business called the B Corporation, which has been rapidly growing throughout the country since 2012. B Corps are businesses certified by B Lab, which uses business to pursue environmental and social goals. There are currently 1,300 B Corps in the
“CFOs will have the opportunity to lead their companies to greater competitiveness and higher valuation than ever before.” Keith Nealon, President and Chief Revenue Officer at Adaptive Insights 11
FINANCE
world, 58 in Australia and 500 others in the country who have applied for B Corp certification, which requires being accredited under a holistic measurement tool that assesses the entire company, not just one aspect of it. B Corp certification is aimed to be business for people, planets and profits – businesses with integrity. This is beginning to gain attention from big businesses on the global level, as a new generation of business is about to take Australia. As a nation, Australia is among 12
June 2015
the world’s leaders in sustainable success, as 10 Aussie companies have been named among the best B Corps in the world based on their contribution to workers, the community and the planet. Two of the nation’s companies, Australian Ethical Investment and Three Sista’s, have been named the best overall. CFOs of the future As for the future of Australian CFOs, the pace of business and change is moving faster than ever before. This
“Always focus on doing the best you can to, ‘Get the people right.’ If you get the people right, then leaders can essentially get out of the way of good people and spend their time managing the system, not the people.” Keith Nealon
creates both opportunities and risk, putting more pressure on them to act quickly on business decisions. “CFOs will have the opportunity to lead their companies to greater competitiveness and higher valuation than ever before,” Nealon said. “Purley by the nature of their role and the control over information flow and relationships with business leaders across the orgainsation – modern CFOs have the ability today to shape strategy like no other executive in the C suite.” 13
MARKETING
HOW MPI CAN TAKE YOUR BUSINESS TO NEW HEIGHTS
Mobile is now the leader of marketing. W R I T T E N B Y: E R I C H A R D I N G
MARKETING CONSUMERS IN ALL industries prefer to use their mobile devices to review products before making purchases in today’s modern age. If you run a company—either large or small—you don’t want to fall too far behind the curve. No matter the product, service or industry, nearly every business is bottom-line driven. While there is never a shortage of ideas to how companies attempt to bring in more profit, new technology emerges every so often that alters the productivity landscape as well as the industry’s related profitability potential. In the past, these notable technological advancements included the telephone, the assembly line and the internet. Today, it’s the smartphone— but probably not for the reason you think it is. “While everyone concedes this versatile and portable device has forever changed social culture and that businesses already leverage smartphones for communication, companies are only now understanding the power of intracompany smartphone APPs as a mission-critical Mobile Process 16
June 2015
Improvement (MPI) asset that can actually drive productivity, enhance competitiveness and maximize revenue,” said Kirill Storch, CEO of Electric Web. MPI is a growing trend forecasted to have a lot of upside potential. The most profit-driving force in today’s age is the smartphone, which has the potential to change the way we work the same way email and the fax machine have in the past. Employees are now connected with the company through these remote computers, and the process of using smartphones and mobile apps to
increase efficiency and profit in your business is the definition of MPI. It takes advantage of the fact that most, if not all, employees have smartphones. Because of this, MPI can be used by almost any company in any industry to help drive profit, improve efficiency, speed up payments and help accountability. So what exactly can a business do to save money with smartphone APPs? Here Storch cites five
surprising ways businesses are leveraging MPI to promote profitability: 1. Field employee management Several businesses now utilize some type of remote employee, which is someone who is not at a specific work site at all hours of the day. With a number of businesses primarily field-based, one primary problem with field employees is limited accountability since their 17
MARKETING
whereabouts cannot be monitored at all times. Tardiness, time theft, and a general lack of information as to where employees are is a large and crippling business issue, compounded by the fact employees often call in to get needed information from a home base to facilitate their field effort. 18
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Today, forward-thinking companies are tying their field forces together into a huge mobile grid that is supported by the employee’s own smartphones. These apps can be programmed to only allow field workers to clock in when they are at the actual job site, reducing time theft. This MPI app allows employees
MOBILE IS NOW THE LEADER OF MARKETING
to quickly access home office data on the go, and if an employee is sick while away from the office, they don’t have to wait until the next day to call the office as their app automatically summons a replacement the second they request a sick day. The total savings could be enormous. 2. Eliminating inefficiencies Companies seeking a paperless business or requiring speedy document access have been quick to adopt smartphones for
“…companies are only now understanding the power of intracompany smartphone APPs as a missioncritical Mobile Process Improvement (MPI) asset that can actually drive productivity, enhance competitiveness and maximize revenue.”
high-speed scanning. Documents are scanned and deposited into online archives for easy retrieval by voice or text-powered search engines. In addition, having every bit of paper an employee could need inside of their smartphone empowers and enables professionals of all sorts to save time, boost efficiency and efficacy while saving the environment in the process. In all, the MPI-based smartphone applications have saved companies multiple billions of dollars, largely impacting bottom lines. That same revenue potential exists for nearly every kind of business. Whether that be updating processes or utilizing mobile technology to enhance modern systems, a customdesigned smartphone app could very well provide a simple solution that has an enormous impact on the business—and possibly the industry at large. With MPI, “building a better mousetrap” is only limited by imagination and inclination. 3. Inspection improvement Using smartphone image recognition, many companies in charge of inspecting sites or security companies in charge of visual 19
MARKETING
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Month 2014
MOBILE IS NOW THE LEADER OF MARKETING
documentation can use smartphones to inspect automatically. If something seems out of place, the photo recognition software is taught, or programmed, to report it. Although these people may not pose any real harm to the company, they’ve built an app that allowed the camera to differentiate between harmless intruders and malicious ones, saving the company the need to react with extreme force to relatively benign situations—in this case a single guard needing to respond rather than the whole cavalry. 4. Inventory management Companies with inventory can now QR codes directly onto the boxes on their shelves and track inventory on employee smartphones. With MPI, employees can simply walk down the warehouse aisles and scan items. The related app directly links to an inventory management system, resulting in faster inventory count, employee theft prevention and improved analytics. The backend dashboard allows management to see exactly how much inventory is left and automatically compare it to predicted inventory, in real
time, improving visibility into the process. Back orders can also be created automatically as soon as an inventory count runs low, saving time and human labor. And, best of all, it is impossible to have miscounts, whether they are based on human error or a thieving employee trying to cover their tracks. 5. Becoming leaner Companies are leveraging the power of mobile APPs for automation, allowing them to focus employee attentions elsewhere. For example, many companies with an assembly line still use employees to inspect the process and check off moving parts with a clip-board and a pen! Jobs like this can be “leaned” with smartphone APPs. QR codes can be printed directly onto each piece of assembly, and a small, hand-held smartphone can automatically scan each piece, syncing to a visual interface that managers can observe remotely. This process enhancement has already allowed entire divisions of human labour to be refocused to other projects, creating tremendous cost savings.
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TOP 10
AUSTRALIA’S
TOP 10
MINING COMPANIES Based on revenue earnings, these are the largest mining companies supporting the Australian economy. Written By: Eric Harding
TOP 10 MINING IS THE lifeblood of Australia. It is among the biggest aides to the economy, as it brings in billions of dollars of export income and creates jobs for over 220,000 Aussies (or about 2.2 per cent of the country’s labour force). It also has encouraged immigration to “The Land Down Under” as several different ores and minerals are mined throughout the great nation. Some of the biggest exports include iron ore, nickel, aluminum, gold, uranium, opal, zinc and coal, as the mining industry has been looked at as the savior of the Australian economy. According to the Australian Bureau of Statistics and the Department of Industry and Science, earnings from minerals and energy exports reached AUD$195 billion last year alone. Iron ore brought in AUD$74.67 billion, while coal was second at AUD$39.96 billion and LNG came in third at AUD$16.31 billion. Although many predict that increases in supply by foreign countries, along with slower demand, may lead to a decrease in export profits over the next year, it’s still a booming business in Australia. Below is a list of the top 10 highest 24
June 2015
revenue earning mining companies in Australia.
10. PEABODY ENERGY The world’s largest private-sector coal company and a global leader in sustainable mining and clean coal solutions, Peabody serves highgrowth markets in 25 countries. It is the only global pure-play coal investment, and has mining operations in both Queensland and New South Wales. In 2014, Peabody’s Australian operations achieved total sales of 249.8 million tonnes of coal through sales, trading and brokerage activities in 2014 across six continents, mainly to steel producers around the world in addition to electricity generators in Australia and Asia.
A U S T R A L I A’ S T O P 1 0 M I N I N G C O M PA N I E S
9. SANTOS A leading Australian oil and gas producer supplying both the Australian and Asian markets, Santos is among the largest exploration and production acreages in the nation. Santos, which is an acronym for South Australia Northern Territory Oil Search, is continuing to grow through key projects in Papua New Guinea, Vietnam and Indonesia through highimpact exploration opportunities. Its sales revenue as of the start of 2015 was $4,037 million, while its total assets are worth AUD$22.3 billion.
while its capital expenditure in Northwest Australia continues to dominate regional investment. While Woodside’s Australian projects provide the majority of the company’s production volume, most of its production is from natural gas and most of its revenue comes from gas streams.
8. WOODSIDE PETROLEUM An exploration and production company, Woodside is the largest operator of oil and gas production in Australia, as well as its largest independent dedicated oil and gas company. The majority of its investment expenditure in 2014 was directed toward its LNG projects, 25
TOP 10
6. BARRICK GOLD
7. ALCOA INC. The world’s third-largest producer of aluminum, Alcoa, Inc. is headquartered in New York City, but also operates bauxite mines in Western Australia— the Huntly and Wilowdale mines. It’s also the global leader in lightweight metals, technology, engineering and manufacturing. Alcoa’s 2014 operating performance was its strongest since 2008, while its 2014 net income was AUD$1.1 billion or AUD$0.92 per share. It also managed growth capital expenditures of AUD$848 million against a AUD$500 million annual target, controlled sustaining capital expenditures of AUD$735 million against a AUD$750 million annual target and invested AUD$91 million in its Saudi Arabia joint venture project against a AUD$125 million annual target. 26
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The largest gold mining company in the world, Barrick Gold Corporation is currently overseeing projects in Australia as well as several other countries. In 2014, it produced 6.5 million ounces of gold at US$864 an ounce. Five core mines in North and South America are expected to account for 60 per cent of its production in 2015. At two grams per tonne, those mines have an average reserve grade of more than double the average of similar-sized companies and are among the most attractive assets in the entire gold industry.
5. NEWCREST MINING Based in Melbourne, Newcrest Mining specializes in the exploration, development, mining and sale of gold and gold-copper concentrate. It operates mines in four countries with a global workforce of about 10,000 along with an emphasis on maintaining low costs, growing
A U S T R A L I A’ S T O P 1 0 M I N I N G C O M PA N I E S
reserves and production, as well as using capital efficiently. The March 2015 quarter was characterized by an increase in gold production due to the continued success of Cadia East and increased production from Bonikro and Lihir.
ventures and acquisitions. Vale’s iron ore production of 7.5 tonnes in the first quarter of 2015 is the highest output for a first quarter in the company’s history, as revenues reached US$6,358 billion during that stretch.
3.RIO TINTO 4. VALE A multinational metals and mining corporation, Vale is among the largest logistics operators in Brazil. In addition to being the third-largest mining company in the world, it is also the largest producer of iron ore and pellets, and the secondlargest in nickel. It currently has coal operations in both Australia and China, as the company has found ways to establish itself as a global mining company through joint
The British-Australian metals and mining corporation is the second wealthiest company in Australia and second-largest mining company in the world, worth an estimated $59.8 billion in 2014. It’s off to a good start in 2015 as well, as its global iron ore shipments of 72.5 million tonnes were nine per cent higher than its first quarter of 2014, when it doubled profits to US$4.4 billion during the first half. Most of Rio’s profit comes from iron ore (about 90 per cent), but its aluminum and copper operations have also contributed to its increase in revenue.
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TOP 10
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2. BHP BILLITON Among the world’s largest producers of major commodities BHP Billiton is the Australia’s biggest revenue-generating company with an estimated net worth of AUD$72.1 billion. Headquartered in Melbourne and London, the company made US$67,206 million last year according to its 2014 report. Headed by president and CEO Andrew Mackenzie, the company is only expected to get bigger by the end of the year once the first shipment of iron ore leaves the Roy Hill mine in September.
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TOP 10
1.GLENCORE An Anglo-Swiss multinational commodity trading and mining company, Glencore ranked 10th in the Fortune Global 500 list of the world’s largest companies in 2014. Among the largest globally diversified natural resource companies and a major producer and marketer of over 90 commodities, its operations make up over 150 mining and metallurgical sites, oil production and agricultural facilities. Glencore’s customers are mainly industrial consumers, including those in the automotive, steel, power generation, oil and food processing markets. In addition, it also provides financing, logistics and other services to both producers and consumers of commodities. Employing over 181,000 people, Glencore takes the cake as the wealthiest mining company in Australia. 30
Month 2014
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Redpath Mining:
Australia’s right-hand man in mining sector General Manager - Coal Gavin
explains how experience and expertise gives Redpath Min competitive advantage in the coal sector. Written by: Robert Spence
n the
n Ramage ning Australia a
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R E D PAT H M I N I N G
Precast Concrete Roadway at Kestrel Mine Extension
F
or more than 50 years, Redpath has been providing valuable services to the mining sectors across the world. Founded in 1962, Redpath Mining provides an array of solutions to the underground coal, metalliferous, and raiseboring industries in Africa, Asia, Australia, Europe, and North and South America. With their technical and operational expertise, the company has built a solid reputation for applying innovative solutions with modern technology to deliver on their clients’ needs. “It is important to us that we can deliver on our clients’ 34
June 2015
expectations, no matter the project,” said Gavin Ramage, General Manager of Redpath Australia’s coal division. “From providing world-class, innovative coal mine development solutions for our clients, to supplying highvalue, reliable plant, equipment, and resources for projects, we really do it all for our clients.” Competitive advantage Redpath Australia has built a solid reputation for themselves by completing tough projects while adapting to a variety of environments. A key component in
MINING
Outer Shield of the TBM during the assembly phase at the Grosvenor Project
Redpath’s competitive advantage is their experience. “Our longstanding global history in mine development and other underground services enables us to bring cutting-edge technology to Australia. We have a great reputation for delivering more with less, and providing innovative solutions to problems which provide long-term cost efficiencies,” said Ramage. “To put it simply, if you come to us with a project request, we can fulfill it. Consider it done.” To drive efficiency and achieve objectives for clients, Redpath strives to ensure its knowledge
and experience is harnessed and applied with great effect across all projects the company takes on. It also works to continuously improve in all aspects. “As part of our success, we approach each new project with fresh eyes, and build on lessons learned from previous projects. This process of continuous improvement is something that is done at all levels throughout the organisation. Staff are actively encouraged to provide solutions that are safer, faster and more cost effective across everything we do, from plant equipment procurement w w w. r e d p a t h m i n i n g . c o m /
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R E D PAT H M I N I N G and usage, the type of materials used to reinforce underground tunnels, through to resource, and task allocation. “I think we have shown our clients that we are very adaptable in our product delivery, and that we have the capabilities to deliver this well into the future.” Another important aspect to the company is its employees, as they are the heart of Redpath’s success. And while Redpath employs staff from a number of different sectors and backgrounds, which also helps to drive innovation, the company acquires most of its employees
MINING
through direct recruitment. The company is keen on hiring locally. “Recruiting locally has a number of benefits, including staff having a familiarity with the area and project, and also experience from working on similar projects within Australia,” said Ramage. New staff are put through a rigorous training program that incorporates Redpath’s ideology and processes in an on-site classroom setting. “From the very beginning we educate employees about problemsolving on-the-job challenges as they arise, and developing solutions
SUPPLIER PROFILE JACON Since its establishment in 1978, Jacon has advanced to become a major player in the niche field of designing, manufacturing and supplying concrete pumping, spraying and transportation equipment to the mining and construction industry in Australia and overseas. Jacon Technologies is well recognised for its innovative approach to ensuring the most cutting edge technologies and equipment are applied to all of its products. The company markets its products both locally in Australia and Vietnam as well as in North & South America, China, South East Asia and the Russian Federation. Jacon’ clients are primarily mine and construction sites which require sophisticated machinery, equipment and cutting edge technology to ensure safe and effective operations at each site. Jacon’ mission is to make the experience rewarding, provide an improve quality of life and make the world a better place. Website: www.jacon.com.au
w w w. r e d p a t h m i n i n g . c o m /
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TOMORROW’S WORK DONE TODAY
Popeys Diesel Services
PROUDLY SUPPORTING REDPATH MINING
For ten years, Popeys Diesel Services have been providing a cost effective and reliable service to all our mining clients. With commitment and passion we find innovative solutions and ensure our clients keep mining first time, everytime.
Popeys Diesel Services Pty Ltd p 07 4743 7730 f 07 4743 7738 m 0407 127 542
84-88 Old Mica Creek Road Mount Isa, QLD e adrian@popeysdiesel.com.au
R E D PAT H M I N I N G that are safer, faster and more cost effective for our clients. The program itself focuses on not just inducting staff onto the project, and educating them on our safety standards and compliance, but also about the Redpath way,” said Ramage. “Sharing knowledge and educating staff about a new way of doing things, or reinforcing our high safety standards happens on-site regularly. This commitment to best practice and continual reinforcement has been of great value to our staff but also to our project supervisors in keeping Redpath’s priorities top of mind to
MINING
all employees and contractors.” Safety is another principle that Redpath prides itself on. According to Ramage, their motto – ‘Safety – First, Last and Always’ – represents the company’s culture and their commitment to well-being with everything they do. “Our safety program serves to reinforce our commitment to providing a safe environment for everyone. We adhere to our safety rules and guidelines to ensure a consistent interpretation and implementation of our HSEC policies and procedures.” Ramage added, “For most of
SUPPLIER PROFILE POPEYS DIESEL SERVICES Popeys Diesel Services Pty Ltd is a leader in underground mining machinery rebuild and repairs. Specialising in all facets of repairs the diesel workshop is supported by fully equipped in house component rebuild room, boiler making, electrical and machine shops making Popeys Diesel a “One Stop Shop”. With Grass roots, values and ethics, Popeys Diesel has built strong, long term relationships with global miners and global mining contractors.
w w w. r e d p a t h m i n i n g . c o m /
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R E D PAT H M I N I N G our coal mine specific services, our engineering specialists have adapted existing technologies from the civil and metalliferous sectors so the product offering for us is quite unique compared to other competitors in the market.” Redpath’s technological advancements have been the backbone to delivering operational efficiencies in outputs for clients. The company isn’t afraid to adopt knowledge from the civil and metalliferous sectors and apply them to the coal industry. “For example, our sliding floor technology for Drift Excavation provides better access to mines by using hydraulic rams to move the floor in a caterpillar-like sequence to allow it to act as a base for the bridge conveyor and ventilation duct installation and extension systems,” Ramage said Previous experience Client satisfaction is a priority for this mining contractor, and this is demonstrated through through constantly striving to identify and apply innovative solutions for the benefit of 40
June 2015
their client. Redpath’s services include mine development, underground construction, shaft sinking, raiseboring, raise mining, engineering and technical services, including a mixture of specialty services. According to Ramage, the company is best known for its specialist experience in underground excavation, specifically in the coal industry. “From greenfield start-ups to expansions of existing mines, we offer expertise in the full range of mining services. We pride ourselves in providing the coal mining industry with a level of delivery that exceeds normally acceptable standards. A quality product from concept to completion is the result of our commitment and one that realises efficiencies in both costs and human resources throughout the lifespan of coal projects.” In partnership with BMA at the Gregory Crinum Mine, Redpath improved the productivity outputs for the project by 30 per cent. The company was engaged to deliver more than 25 kilometres of Mains and Maingate driveage, as well as
MINING
all supporting ancillary duties to support production. “We increased productivity through process discipline and a dedicated Project team, and that led to cost efficiencies across the client’s business,” said Ramage. Over the past few years, innovation has been a driving force for Redpath, while at the same time, ensuring that key services and projects are executed for their clients.Some recent projects have included a $120 million extension project, and a $250 million mine development project, both successfully executed within the Bowen Basin.
“The objective of the mine extension project was to replace the existing mine by replicating the required mine infrastructure on a new part of the mining lease. Over a period of two years we were engaged in the development of two mine access drifts, and the associated in-seam coal development to allow the commencement of longwall mining activities,” said Ramage. “In addition, we were responsible for the installation of a life of mine precast concrete roadway in both drifts. This job was as challenging as it sounds, but we were able to transform delivery through the
Portal and Surface facilities during Excavation at the Grosvenor Project w w w. r e d p a t h m i n i n g . c o m /
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R E D PAT H M I N I N G
“Redpath can deliver project solutions on a global basis with local support and knowledge to provide surety of project delivery.” – Gavin Ramage, general manager
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June 2015
MINING
introduction of key technological advances involving roadheaders and sliding floors. “ “Redpath can deliver project solutions on a global basis with local support and knowledge to provide surety of project delivery. Through our international offices across Asia, Europe, North America and South America, Redpath can offer specialist knowledge in all areas of coal mine development and construction.” Next chapter in coal While the coal sector continues to experience a downturn, Redpath has a vision for its future. “From our assessment of the Australian coal industry over the next 12 months, and then further afield to the next five to 10 years, we anticipate increased demand on our business to deliver more flexibility for our clients within their own workforce requirements.” Redpath sees its value in its resources and the skills they offer, despite the rough road the coal market is facing. “Ultimately my vision for Redpath is that we are regarded as a trusted, professional contractorof-choice for the coal mining development sector, delivering high-standard engineering, and construction personnel and services,” said Ramage. “Our success in this industry will depend on how we can continuously improve ourselves in response to market demand. I’m confident Redpath is up for the challenge.”
Company Information INDUSTRY
MINING HEADQUARTERS
Eagle Farm, Queensland, Australia FOUNDED
1962 EMPLOYEES
1000 PRODUCTS/ SERVICES
Redpath has been providing full service mining solutions around the globe for more than 50 years. We provide technical and operational expertise to the underground coal, metalliferous and raiseboring industries, developing innovative solutions for our clients utilising modern technology.
w w w. r e d p a t h m i n i n g . c o m /
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Northline:
Northline conquers supp chain challenges with en end solutions
By making family and customer top priorities, Northli comprehensive services for a multitude of industries. Written by: Sasha Orman Produced by: Daniel Kadar
plynd-to-
ine provides .
NORTHLINE
Northline provides a one-stop shop for customers across all of their supply chain requirements.
S
ince 1983, Northline has been in the business of moving and storing freight throughout Australia, supporting supply chains to help its clients thrive. “We can provide an end-to-end solution across all industries,” said Craige Whitton, Northline’s Chief Executive Officer. “International transport, interstate transport, intrastate transport, warehousing and distribution— we can tailor a solution or any component of a solution to suit customer’s requirements to solve their supply chain challenges.” 46
June 2015
Starting with a line north from Adelaide to Darwin, today Northline offers road and rail freight management, warehousing and distribution, and global freight forwarding from 13 branches serving every major region in Australia. As Northline cultivates its reach and capabilities, it continues to stay true to its Australian roots. Growth in Darwin An important component of growth for any business is self-investing, and Northline today is investing in construction at its Darwin port site
M I N I N G , S U P P LY C H A I N
Northline trucks being loaded at a warehouse.
in Australia’s Northern Territory. This marks the third major property development project for Northline in recent years, following a new Brisbane facility in Redbank in late 2014 and a new Sydney facility in Smithfield in January 2014. “We have a new facility that is underway and due to be completed by the end of August this year,” said Whitton of development in Darwin. “It’s about 600 metres from the railhead with great links to road, rail and port facilities, and it’s going to allow us
to get some synergies within our business, to get more efficient and productive and improve the way we do things up there.” The 40,000 square metre facility, under development by Gibb Group with funding and ownership by Charter Hall, is expected to double the size and capacity of Northline’s Northern Territory operations. The decision to increase capacity in operations in Darwin was a conscious one— the site is important to Northline’s history as a business. “The company name Northline w w w. n o r t h l i n e . c o m . a u /
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Charter Hall Group has grown, since its launch in 1991, to become one of Australia’s leading property groups, with a total property portfolio of $12.7 billion & 270 office, retail & industrial properties.
charterhall.com.au/industrial
Delivering industrial
NORTHLINE was created 32 years ago, and the basis of it was a line north from Adelaide all the way through to Darwin—and along the way stopping in Alice Springs, Tennant Creek, and Katherine,” explained Whitton, noting that— while the company has links with every major city from Perth and Brisbane to Sydney and Melbourne today—Darwin is as critical a juncture for trade and distribution as it’s ever been. “The territory has been a harder market for many people—but we always like to take on the tougher challenges,” said Whitton. “From
SUPPLIER PROFILE
M I N I N G , S U P P LY C H A I N
that perspective, it’s been a part and parcel of everything we do for the last 32 years. Now is as great a time as ever to expand.” The culture of a family business Northline is a company that takes pride in not just its achievements, but also its identity as a fully Australian, family-owned entity with operations throughout the continent. “Northline is a family business— it is and it always will be,” said Whitton. “We maintain a family culture whilst operating in a completely corporate environment— we try to have the best of both
CHARTER HALL
Since launching in 1991, Charter Hall has become one of Australia’s leading property groups, with a total property portfolio of $12.7 billion & 270 office, retail & industrial properties. With $2.5 billion of predominately long-leased industrial properties under management, Charter Hall is one of Australia’s leading Industrial property specialists covering 1.8 million square metres in key growth markets around Australia. Given the sector’s strong property fundamentals and the increasing interest from both wholesale and retail investors, Charter Hall has been actively growing its portfolio of high quality industrial facilities over recent years and now has one of the largest portfolios in Australia. The group also has an industrial development pipeline of approximately 683,000sqm, with a potential end value in excess of $740 million.
Website: www.charterhall.com.au
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C O M PA N Y N A M E
Northline emphasizes family culture within a corporate environment
worlds. Ultimately, by being family owned, we feel that we are able to look after our people in many ways.� This attention to looking after its people manifests in many ways. One crucial priority at Northline is workplace safety, and it has the records to prove it. At the end of June, the company is slated for a completion of two years injury free, putting its lost time injury 50
June 2015
ratio at zero. The company also takes a keen interest in people with the potential to be an asset in the future. This outlook has propelled Northline’s graduate program, an ongoing two-year internship program where university students work their way through different areas of the business to find the perfect place that best complements their
SECTOR
strengths and interests. “They get signed off by the various managers in each area before they continue, to confirm their competency in that before they move on to the next area, and complete projects and presentations along the way,” Whitton explained. “At the end of that time, they’ll end up in different roles throughout the business—
whether they end up in sales and marketing, or HR, or any other operational parts of the business as well.” Northline currently has seven students enrolled in its graduate program, and successful students can look forward to a bright career: three students who enrolled in the company’s first graduate program 15 years ago still work for Northline w w w. n o r t h l i n e . c o m . a u /
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NORTHLINE education programs as well. It’s all about retention and the development of our staff. That’s where we’re focused.” Growth and expansion There are plans for growth shaping up on the horizon for Northline. With its Darwin development work nearing completion, the business will soon turn its sights toward upgrades in Adelaide. “Between Craige Whitton Redbank in Brisbane, Smithfield in Sydney, and now East Arm in to this day, each one occupying a Darwin—our Melbourne and Perth national management role. facilities were purposely built for us In recent years, Northline has a few years ago, so Adelaide will be been finding additional ways to the only remaining capital city that increase its investments in its we need to redevelop,” said Whitton. people. Starting in July with the next “That’s a little further off, but we financial year, the company has need to have a new development plans to roll out a substantial new finished in Adelaide for 2017, so it’s learning and development program on the drawing board as we speak. that will encompass staff at all levels We will certainly be looking at the of operations. technology and our requirements “We’ll be able to have our over the next 12-18 months.” operational trainers spending While the business is already time with staff in the field, and involved in providing services equally we’ll have a supervisory across a wide cross-section of management and development industries and geographies, it program,” said Whitton. “Then is investing time and effort to we’re going to have some executive expand in a few specialty areas— 52
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M I N I N G , S U P P LY C H A I N
specifically global freight forwarding, importing and exporting with China, and freight services and warehousing solutions specifically for customers in the mining, construction, and oil and gas industries that are looking for cost savings as commodity prices fluctuate. “As far as Northline’s concerned, over the next few months we will see expansion across all of the sectors, whether that be transport or warehousing, international or mining,” said Whitton. “We see them as growth opportunities for us going forward, and I think that will also apply to all geographies, particularly within Australia. So there’s plenty on the horizon. ”
Company Information INDUSTRY
Mining, Supply Chain HEADQUARTERS
Norwood, SA, Australia FOUNDED
1983 EMPLOYEES
450-500
Northline’s points of difference What ultimately sets Northline apart from the competition is not merely one point, but several traits working together in tandem. “The first one is that we’re Australian owned and operated; the second is that we offer a breadth of service that not many others have—whether it’s local, interstate or international transport and warehousing, we can provide a one stop shop for customers across all of their supply chain requirements,” said Whitton. “Then, the focus on our customers—we have an internal mantra of delighting our customers—and making sure that we’re at the cutting edge of technology. Those four things combined are the four strongest traits—and points of difference for Northline.”
REVENUE
Privately Held PRODUCTS/ SERVICES
Incorporated in 1983, Northline strives to be the supply chain provider of choice to the Australian market. With 13 branches across the country, Northline is able to offer comprehensive and integrated road and rail freight management and distribution solutions for customers in any industry.
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Schindler Lifts Singapore:
Schindler moves 1 billion peo per day
One of the world’s leaders in moving people, Schindler Singapore is a provider of premium elevator and escalators products. Written by: Stephanie C. Ocano Produced by: Bryan Giles
ople
r Lifts
SCHINDLER LIFTS SINGAPORE
A
sia’s sixth busiest international airport—Changi Airport—handled more than 51.2 million passengers in 2012, and in 2017, that number is expected to increase to 82 million. Schindler Lifts Singapore—the international provider of quality elevators, escalators and moving walks—will be the first European brand to supply Changi with 58 lifts, escalators and moving walks that will move millions through its terminals. Established in 1975 to serve major businesses, Schindler has since become a global powerhouse with a team of dedicated employees, ensuring that projects are completed on time and under budget. “As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the client’s vision and expectation throughout the project,” said Steven Foster, Managing Director of Schindler Lifts Singapore, in a recent interview. Schindler manufactures, installs, services and modernizes elevators, escalators and moving walks for almost every type 56
June 2015
of urban infrastructure—from low-rise residential buildings to commercial and high-rise towers. Changi Airport is simply another name to be added to their extensive list of projects as the company continues to innovate design. Upcoming projects Project Jewel The Asia Pacific, including China, is the fastest growing part of the world in terms of infrastructure development. The rapid urbanization of the region—with rural communities transforming into cities—has created a need for more buildings and an effective way to handle the traffic. Schindler has stepped up to the plate to become the leader in project management and fulfillment. Developed from two of Singapore’s most respected names—Changi Airport Group and CapitaMalls Asia—Project Jewel is a unique design by one of the world’s leading architects that will integrate a shopping mall experience in an airport landscape. “The project is expected to be
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Jewel project for Changi Airport
completed in 2018,” commented Foster. Solar Impulse The Solar Impulse airplane and its ambitious objective to fly around the world is a showcase of just what can be achieved in terms of green technologies if passion and belief are driving the innovation. Schindler is a proud global partner of Solar Impulse, sharing the same ambitions to deliver energy-efficient solutions using green technology. “Whilst it is unlikely that this project will allow for solar planes to be commercialized, the use of
solar energy and its applications for everyday life has been clearly demonstrated,” said Foster. Advances in technology Elevators remain to be the most voluminous of the products provided by Schindler, and the growth in residential and commercial buildings is a testament to this. But what allows for the expansive production? In short, the advancements in technology. Destination Control has been a part of Schindler’s technology strategy for 20 years, but the
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“As with all major projects involving high-profile customers, it is about ensuring that we always keep in mind the client’s vision and expectation throughout the project.” – Steven Foster
SCHINDLER LIFTS SINGAPORE latest generation of transit management systems has been produced by the company. “PORT Technology is the latest in Destination Dispatch Technology which optimizes the traffic flow in the building whilst providing personalized access and control systems,” explained Foster. “At its core, PORT uses sophisticated algorithms that run around the clock to ensure the optimal utilization of an elevator group. PORT eliminates elevator runs and random stops at numerous floors, and transports passengers swiftly and efficiently.” The basis of the system is that it groups passengers going to the same or nearby floors in the same elevator. This cuts down on the time needed to reach a destination as there are less stops along the way. In fact, the system is able to increase traffic efficiency by as much as 30 percent, as compared to conventional elevator systems. PORT Technology provides buildings with the ability to cleverly increase traffichandling efficiency, as evident in international landmark buildings
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such as the International Commerce Centre in Hong Kong, HSBC in Singapore, Heron Tower in London and Barangaroo South in Sydney. “The response from customers who have moved from conventional lift system to PORT has been extremely positive,” said Foster. A unique advantage via green capabilities The design and industrialization of any type of product or technology has its own unique set of challenges—which makes it difficult to make a direct comparison. However, one thing that can be said about Schindler’s product design is that all new products have to have better eco-performance than their predecessor models. For example, the Schindler 7000 high-rise product line, which uses carefully selected materials in its design, was cleverly thought out right through to the end of its life cycle. The design of the new machines allows for the dismantling of all major parts and
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SERVICE LIFTS
SKG SERVICE LIFTS is a manufacturer of service and goods lifts for over 60 years with experience in the Australian market for over 20 years. With our partner Lift–Mech Engineering, we would like to offer service lifts and support to the whole continent.
LIFT-MECH ENGINEERING is SKG's Asia Pacific Representative Office. Strategically located in Singapore, we provide strong and timely support to clients in the region. 52 Ubi Ave 3 #04-47 Frontier Singapore 408867 Tel: 65 6742 7969 Email: info@lift-mech.com Fax: 65 6742 7809 Web: www.lift-mech.com
RCB Reg. No.: 197900001R GST Reg. No.: 1979-00001-R
FURNISH LIFT & ESCALATOR TO PERFECTION
Lifts & Escalators • Engineering Works Metal Fabrication Services Metal Working Machines & Services
27A, Jurong Port Road #01-17/01-25 Jurong Industrial Estate, Singapore 619101 Phone: 65 6261 9671 / 65 6261 9672 Fax: 65 6261 2268 Email: hianglim@singnet.com.sg
CSG Metalfab Pte Ltd is committed to delivering inspired designs that fulfil clients’ high expectations through collaboration and exceptional services. We specialize in Lift Interior Refurbishment & Renovation Works, Landing Finishes, Escalator Cladding Works.
CONTACT
Phone: +65 6710 5826, Fax: +65 6710 5827 Email: sales@csgmetalfab.com.sg
SCHINDLER LIFTS SINGAPORE
a compact design of components that uses less material. The low and mid-rise product lines have also made substantial progress. “Over the past 10 years, the environmental impact due to raw materials and energy consumption in these segments has been reduced by about 40 per cent,” said Foster. A good example is the Schindler 3300 AP elevator, which reduces the environmental impact of earlier models by about 40 per
CONSTRUCTION
cent through energy savings from a more energy-efficient drive system and smart control that enables standby mode for inverter, controls and lighting. “Moreover, the materials that we use in this product are significantly lighter and components are smaller, as compared to its predecessors, requiring less energy to move the elevator,” added Foster. Schindler 3300 AP uses Schindler Traction Media (STM) technology which
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SCHINDLER LIFTS SINGAPORE
VANDER TECHNOLOGY PTE
YOUR BEST BUSINESS PARTNER FOR ELEVATOR FIXTURES & SOLUTIONS
LED FLOOR POSITION INDICATOR, LCD DISPLAY SCREEN, VOICE SYNTHESIZER, INTERCOM SYSTEM, ENCODER BOARD, ETC.
Oxley Bizhub, Ubi Road 1, Block 67, #09-10 Singapore 408730 p (65) 9182 3357 f (65) 6242 0932 e edward.teh@vander.com.hk
delivers significant space savings since the compact design of its gearless machine requires smaller shaft space. Its machine room-less (MRL) solution reduces building construction cost, time, manpower and material to build the elevator machine room. “Other important green features include careful building traffic planning to achieve a balance in terms of traffic increases versus energy consumption, Power Factor One converters that feedback
CONSTRUCTION
energy generated by lift to the building power grid, permanent magnet motors, gearless drives and energy-saving modes on escalators including automatic start and stop control or automatic two-speed control—varies the escalator speed according to the passenger flow,” said Foster. “These modes are enabled by the presence or absence of passengers; hence energy can be saved during non-peak hours.” Looking ahead As space becomes even more of a premium in South East Asia, and in particular Singapore, the need for efficient dispatching of passengers will become even more necessary. “Destination-control systems in commercial buildings will become standard and over the next five years,” said Foster. “In addition, as the demand for greener buildings increases and the environment is ever more in the public eye, the need for energy-efficient mobility systems will be paramount. Furthermore, the emergence of digital technology as a business tool to improve efficiency and deliver on increasing customer satisfaction will play a key part in the industry dynamics.” “Schindler sits in a strong position and has been a pioneer in both fields and is poised to take advantage of these evolutions,” concluded Foster.
Company Information INDUSTRY
Construction HEADQUARTERS
Botany, Sydney NSW Australia FOUNDED
1975 EMPLOYEES
54,000 Employees Worldwide PRODUCTS/ SERVICES
Schindler Lifts Singapore is the Singapore operation of the Switzerlandbased Schindler Group, a leading global mobility provider with approximately 54,000 employees operating in more than 100 countries. Schindler supports sustainable urban development with safe, reliable and ecologically sound mobility solutions.
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Maschinenfabrik Reinhausen safely controls half of the world’s power requirements Excellence achieved through powerful global network of shared knowledge, skills and experience Written by: Andrew Rossillo Produced by: Camilo Sanchez
n
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REINHAUSEN AUSTRALIA
MR Test Center
R
einhausen Australia is active in power engineering and is part of Maschinenfabrik Reinhausen GmbH (MR) and its 30 subsidiaries and affiliated companies globally. The parent Company was founded in 1868, running central operations and activities out of Regensburg, Germany. From this location, there is also a unique global testing and innovation centre that greatly 66
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contributes to the success of the overall company. “Our core business is the regulation of power transformers. This is done above all with the aid of tap changers, which adapt the transmission ratio of the primary to secondary winding to changing load ratios and, together with additional, innovative products and services, ensure an interruptionfree power supply. The tap
M A N U FA C T U R I N G
Training Center
changer equipment we use is like a gearbox for high-voltage transformers. With that piece of equipment, we safely control over 50 per cent of the world’s electrical energy requirements,” said Reinhausen Australia’s Managing Director, Brett Flower. Through increasing integration of renewable energies into the power network, this regulation also has an ever-increasing
importance on the distribution network level. Here, the company likewise provides innovative system solutions. Together with conceptual design of systems for reactive power compensation and accompanying services, such as network analysis and calculation, MR rounds out their network regulation offerings. An additional, successful field of activity is in winding fiberglass-reinforced w w w. r e i n h a u s e n . c o m
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REINHAUSEN AUSTRALIA plastic tubes, processing plastic cylinders and manufacturing composite hollow insulators. MR operates with a strong vision focused on integrating a Reinhausen product in every transformer around the world. As an innovative company with decades of experience in voltage regulation, MR is present in every area that deals with the flow of energy. They work every day to make the global energy supply better and more secure with their
solutions. This applies to their product solutions and to their extensive service offerings and their competencies in project business. The company executes these things together with their customers, the manufacturers of high-voltage devices and systems, utility providers and voltageintensive large-scale industry. Together with 10 partner companies, MR is an active member of the TRANSFORM network platform, a unique
Cable International Services Pty Ltd SHIPPING & FREIGHT FORWARDING AGENTS Level 1, 226 Commonwealth Street, Surry Hills NSW Australia 2010
Customs Shipping Forwarding Agents Transport Logistics Services
Our company has been operating for over 50 years, we have CONTACT US: been involved with Reinhausen for over 30 years. We specialize in customs and quarantine clearance, exports, Ph: +61 2 9212 2700 international freight and transport logistics services Fax: +61 2 9212 2756 throughout Australia. Email: mail@cableinternational.com.au We operate in all ports and airports throughout Australia.
M A N U FA C T U R I N G
association of European premium providers in the transformer area; for the benefit of their shared customers. Thanks to the stringent alignment of all of the company’s activities toward innovation, expertise and reliability, versatile synergies and customer advantages are created.
globally on a daily basis, thereby leveraging the group’s great collective strength as much as possible. “When we catch up, it’s like a big family reunion. And there’s great pride in the quality of our people and equipment.” It is this comprehensive, global collaboration that helped Reinhausen invent the tap changer German Designed, Engineered that they use. “We invented and and Manufactured patented the tap changer back in Among many powerful competitive 1926. We’ve been the market leader advantages, Flower was quick ever since then,” said Flower. to list “German designed, engineered and manufactured” Steady Growth as key differentiators. “The fact As evidence of MR’s steady growth that our equipment is made in and consistent strength, they are a Germany carries a lot of respect multi-award innovation leader. “We in engineering and the consumer developed vacuum technology markets.” That quality is paired in our product line, which has with the amazing group of revolutionized the industry. It people we have in our network. brought a maintenance-free For our highly skilled people, product into certain applications. it’s not a job, it’s a career. Our Our competitors have basically average tenure in our company is been scrambling to catch up ever approximately 10 years.” since,” said Flower. “We have a global presence of “We’re always the leader, 30 subsidiaries worldwide. Those and never the follower. Being people throughout that network are dynamic and moving with industry the best in the business.” Flower trends is a key component of pointed out that they communicate our success. Our business has w w w. r e i n h a u s e n . c o m
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REINHAUSEN AUSTRALIA changed substantially in just the past few years alone. We have a new business unit that has been charged with regularly keeping us ahead of the change,” said Flower. Furthermore, a particularly fundamental manner in which Reinhausen stays true to its core values is maintaining premium quality management. “The quality management we have is unparalleled. We have a state-ofart test center in our headquarters in Regensburg, Germany. This ensures that we not only exceed the international standards, we smash them,” said Flower with a confident chuckle. Regulating Over 50 Per cent of the World’s Power At the core of Reinhausen’s ability to regulate over 50 per cent of the world’s power is their onload tap-changer (OLTC); the founding block of their business. “This is supported by premium service. Our technicians are trained to the highest standards. “We’re solutions providers for our customers,” said Flower. It is this premium service and skill that has 70
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helped the Company maintain technical excellence throughout its operations, winning numerous accolades, including IEC awards for work on power transformers. Helping to maintain this excellence is their global network of skills, experience and knowledge that can be tapped into at any time, by anyone throughout the Company. Global Marketplace Domination Expansion While MR has been steadily growing throughout its history, the Company has enjoyed particularly significant growth in the last five years. “For a company like ours to continue to be the market leader, it’s all about innovation and adaptability. As part of that, we’re looking into acquiring knowledge and companies to bring new services and product offerings,” said Flower. “Among others, we’ve recently partnered with a company called CAPT, an Italian offload tap changer manufacturer, bringing another product group to the company. We’ve also incorporated a business called Reinhausen Solutions Corporation
M A N U FA C T U R I N G
“Our core business is the regulation of power transformers…The tap changer equipment we use is like a gearbox for high-voltage transformers. With that piece of equipment, we have control of over 50 percent of the world’s electrical energy.”
Company Information
– Brett Flower, Managing Director
Regensburg, Germany Local Subsidiary: Kingsgrove, NSW, Australia
(RJP) in Japan, which specialises in asset management solutions. RJP has been done as a joint venture with Hitachi. Great things are coming from the power of these large iconic companies coming together.” While early stage restrictions currently require confidentiality, Flower was able to share that the company does indeed have a number of new projects in early development. “The prospects for Reinhausen Australia and the Group as a whole are extremely promising and exciting. There’s a strong demand for our expertise, and we have to move with that demand,” said Flower. “My role is to make sure we are where our customers need us. We will continue to provide premium service across all parts of the business, wherever we are needed.” Contact Details: Phone: +61 2 9502 2202 Fax:
+61 2 9502 2224
INDUSTRY
Manufacturing HEADQUARTERS
FOUNDED
1987 EMPLOYEES
14 PRODUCTS/ SERVICES Reinhausen Australia is active in power engineering and is part of Maschinenfabrik Reinhausen GmbH (MR) and its 30 subsidiaries and affiliated companies globally. The Company was founded in 1868, running central operations and activities out of Regensburg, Germany. From this location, there is also a unique global testing and innovation center that greatly contributes to the success of the overall company.
Email: sales@au.reinhausen.com
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CMC Property Services:
CMC Property Services management apps set th
CMC Property Services is much more than a compr property maintenance service. Its innovations in tec passion for helping the less fortunate, make it a com Written by: Eric Harding Produced by: Bryan Giles
he bar high
rehensive cleaning and chnology, combined with a mpany worth following.
CMC PROPERTY SERVICES
Itaque consed quam aspero et modite volu aborept.
C
MC Property Services is much more than a cleaning service. Its innovations in technology, combined with a passion for helping the less fortunate, make it a company worth following. Established in 1994, CMC Property Services is a national commercial cleaning and property 74
June 2015
maintenance company specialising in offices, retail outlets, commercial buildings, multi-sites, government, educational and aged care facilities. Founder and CEO Paul McCann began cleaning buildings to help pay his way through University, and continued doing so even after he graduated. Twenty years later,
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he turned that work ethic into leadership of a company that has experienced 25 percent revenue growth over the last three years. CMC’s extensive experience in cleaning, complete property maintenance services, and reporting provides the company with clear insight into customers’ needs, enabling it to constantly deliver
services that exceed expectations. One way CMC does this is to provide a wide range of services, including: commercial cleaning, property maintenance, grounds maintenance, rapid response services such as fire and flood restoration. Another objective of CMC is maintaining loyalty from its w w w. c m c s e r v i c e s . c o m . a u /
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CMC PROPERTY SERVICES employees. “We work hard to ensure our operational and administrative staff are well trained, safe and happy in their tenure with us,” McCann said. “We do this by giving our staff a voice through various internal committees so they have a say in where we are heading operationally and strategically.” The loyalty CMC instills in its employees trickles down to its clients as well. It has customers in several
different industries, as CMC operates in capital and regional areas throughout Australia and New Zealand. CMC embracing the Golden Rule expands into all parts of company culture. To celebrate 20 years of being in business, CMC held a gala, raising $90,000 for its charity partner Very Special Kids. The charity supports families of children suffering from life-threatening conditions, operating the only children’s hospice in Victoria, and
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the first of its kind in Australia. McCann said one of CMC’s key strategic goals has always been to give back to the community, and described the gala as the official launch for CMC’s charitable involvement to friends, staff, family and clients. “It’s a great place to be and we put on a great event,” said McCann. “We put it out to our leadership group, and it was one charity on our short list of four. I also had been in contact with Very Special Kids through some other charity work I do.” There’s generally a strong social responsibility in its working environment that CMC creates through local and community engagement. Several staff members volunteer on the weekend, showing the company’s charitable goals have a very hands-on element, working sideby-side with the people that need help the most. “We’re a national company in Australia, and we do a lot of work with non-for-profits,” McCann said. “It’s really important to engage with underprivileged or
disadvantaged people. It’s not just about donating money for the charity, it’s also about getting involved and giving your time.” Aside from valuing others in the community, CMC Property is also among the most innovative companies when it comes to technology. CMC views technology as a major pillar in the company to track and evaluate cleaning performance, and as an essential tool in an effort to get a better and efficient output for its customers. In a strategic effort to go paperless and create a more sustainable work process, CMC incorporates tablet technology with several different custom applications. These apps streamline the process for both clients and employees by capturing data and images, and feeding them into the Electronic Customer Relationship Management System. Currently, the system on-boards 1,000 service requests a week, with scalability to handle substantially more. The quality audit app records detailed information about the cleanliness of a site, allowing customers an opportunity to w w w. c m c s e r v i c e s . c o m . a u /
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CMC PROPERTY SERVICES
“We work hard to ensure our operational and administrative staff are well trained, safe and happy in their tenure with us.” – Paul McCann, CEO
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rate how well the job was done. Using this, customers have access to live and past data, including trends on one or all of their sites. The condition reporting app is only about 3-4 months old, according to McCann, but it houses multiple features that have already proven invaluable to customers and staff alike. It provides overall site condition reports by giving customers labour efficiencies, data, and images electronically for analysis. The time and attendance app allows CMC to collect data and information on staff members logging in and out of job sites. It also has GPS location recognition, and can take photos of staff members when they log in as an additional security measure. The app alerts management when a work pattern is different to what has been scheduled, while also connecting with CMC’s payroll and finance software to make it easier on employees to track clocking in and out. “Obviously, a lot of companies are going to tablet technology,” McCann explained. “What we’re really trying to push is data capture and the analysis of that data. Customers want everything now just like we all do. It’s just in line with what’s going on around the world, really.” When it comes to being in tune with the world, no company has its finger on the pulse quite like CMC Property Services.
Company Information INDUSTRY
Construction HEADQUARTERS
Hawthorn Victoria, Australia FOUNDED
1994 EMPLOYEES
700+ PRODUCTS/ SERVICES
CMC Property Services is a national commercial cleaning and property maintenance company. They are specialists in the cleaning and maintenance of offices, retail outlets, commercial buildings, multi-sites, educational and aged care facilities.
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Horizon Power:
Horizon Power looks to the future Managing Director Frank Tudor discusses new projects and now Horizon Power fits into the changing landscape of energy in rural and regional Western Australia Written by: Sasha Orman Produced by: Vince Kielty
HORIZON POWER
H
orizon Power is a vertically integrated, state-owned utility working in a unique space—the regional and remote areas of Western Australia, from the Kimberley, Gascoyne, and the Pilbara, to the Mid-West and southern Goldfields regions. “Its scope of operations is very large— we operate across 2.5 million square kilometres, about 1/3 of the landmass of the US,” said Frank Tudor, Managing Director. “But we only have 100,000 people that we supply spread across 40 independent systems, including the North West Interconnected System 82
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and various towns and communities.” Tudor has been with the utility in various roles since its inception in 2006 when Horizon Power was formed after the disaggregation of the state-owned Western Power. As Managing Director since 2010, he has brought his years of experience in energy, oil and gas, and foreign affairs to help navigate the business through new growth and new directions in a rapidly changing industry. Key projects of the present for the world of tomorrow “Our focus in the next five to
ENERGY
10 years is to determine how we will play a role in the new distributed energy world alongside maintaining the grid. The network will become progressively more intelligent in hosting advanced meters—which we’re in the process of rolling out to our communities, including all manner of sensors/switches,” said Tudor. Horizon Power is engaged in a partnership with Electrix and Silver Springs Network on a major investment in advanced metering infrastructure. Using smart grid technology, the company plans to better monitor its network integrity
in real time and use advanced analytics to keep equipment in top working order. It’s just one of several investments that Horizon Power is making to increase its capabilities and provide the best service possible —from power stations in the Mid-West, to network projects supporting iron ore and liquefied natural gas (LNG) industries in the Pilbara region of Western Australia. “Out of the Pilbara, Australia is exporting more than 700 billion tonnes of iron ore. It’s also host to two producing LNG plants and two other LNG projects that will be commissioned shortly. It is a w w w. h o r i z o n p o w e r. c o m . a u /
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world class resource area for iron ore and natural gas, and a hugely important part of the Australian economy,” said Tudor. Horizon Power is involved in several projects in the Pilbara, including increasing the resilience of the energy grid, supporting the mining industry’s residential base, and the construction of a 100 megawatt temporary power station built in conjunction with GE’s alliance partner American Project Rentals (APR). “That power station was delivered on-budget without compromising security of supply,”
said Tudor. “The Pilbara power project is interesting because we built permanent infrastructure that will initially support APR’s transportable generators for a period of approximately two years. APR will then take those generators and deploy them elsewhere. We then plan on working with a company out of Canada called TransAlta to connect to the permanent 180 megawatt power station, again using GE machines. That will be the first combined-cycle gas-fired power station in the Pilbara.”
SUPPLIER PROFILE
ELECTRIX SECURES HORIZON POWER CONTRACT
Electrix is proud to support Horizon Power in the rollout of the Advanced Meter Program. Electrix has made a firm commitment to Western Australia and has a solid base of both people and equipment on the ground in the state to ensure it can deliver on its service promise to customers. Electrix offers owners of electricity distribution networks a wide range of experience in providing asset management, maintenance and construction services for overhead and underground assets. Electrix values innovations that add-value to clients, assisting them to effectively manage the safety and reliability of their networks while maintaining the balance between operational, maintenance and capital requirements. Electrix is recognised as a leading provider of network inspection services with customers relying on Electrix to inspect more than 300,000 poles and related assets per annum to ensure the safety, reliability and durability of their networks. For more information please contact: Australia: Ian McLeod Phone # +61 3 8698 2200 Address 3/153 Bertie Street, Port Melbourne Victoria 3207, Australia
Website: www.electrix.com.au
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100 YEARS
POWERING PROGRESS
TransAlta is powering industry in Australia. We’re the largest behind-the-fence provider of electricity in Western Australia with 575MW of generating capacity in operation or under construction. We supply our customers with safe, reliable energy and are looking for new opportunities to power progress.
www.transalta.com
HORIZON POWER Making plans for the industry’s future “We need to be as any energy company across the planet needs to be: thinking about the future of the industry,” said Tudor. With this in mind, Horizon Power is taking potential industry trends and drivers of change into serious consideration—particularly the role that renewable and photovoltaics (PV) will increasingly play both at a residential and utilities scale level. “The take-up of renewable and PV across the planet has been extraordinary,” said Tudor. “China has been focused on cleaning
SUPPLIER PROFILE
ENERGY
up its environment, and its PV production has certainly driven down costs—and it has made huge inroads into the makeup of energy production in Australia. In Perth we have some 340 megawatts of residential PV installed, so we are getting close to penetration levels of 20 per cent. In other parts of the country—for example parts of Brisbane and Adelaide—the penetration is approaching well over 30 per cent. I think across the world, we are leading the take-up of residential PV.” Of course this change leads to the inevitable question: what does this
TRANSALTA
TransAlta Energy Australia is an experienced electrical operator serving large industrial customers in Western Australia. The company is the largest behind-the-fence supplier of electricity in the state with 425 MW of generating capacity and 150 MW of additional capacity under construction. Doubling the size of its business in the past three years, TransAlta has invested close to a billion dollars in assets with stable long-term contracts. Since 2011, the company has acquired the 125 MW Solomon power station, built the 270 km Fortescue River Gas Pipeline with its partner DBP Development Group (DDG), and is currently constructing the new 150 MW South Hedland power station, which will be the most efficient combined-cycle power plant in the region. TransAlta continues to grow in Western Australia, building on two decades of providing safe, reliable power in the region.
Website: www.transalta.com
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mean for the industry? “In essence, the physical size of traditional utility businesses is probably shrinking,” said Tudor. “So one of the issues for utilities is how do you continue to maintain relevance and grow your business when aspects of your traditional model look like they are shrinking? That poses a lot of questions in terms of the competency you need, and how you actually position and restructure a 88
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business to be able to develop a new business arm while still managing your existing core business.” These issues are very much in play for Horizon Power, putting the company in the position of providing its core business to consumers whilst moving into a strong position to continue delivering in the future when the energy industry starts to look very different.
SECTOR
“I think people liken it to the Kodak moment that has seen other industries besieged by destructive technology, for example when we went from film to digital or mainframes to PCs.” said Tudor. “In our industry the question is when do we reach the tipping point? We’re moving from distribution by centralized power stations towards an interactive network for customers, where
connected customers are producing their own electricity and becoming an integral part of the grid. Any evolution of that looks and feels like a very different system than the one that we operate today.” Setting new benchmarks for success For the last couple years Horizon Power has been in the midst of a transformation, inspired by the w w w. h o r i z o n p o w e r. c o m . a u /
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HORIZON POWER progress made by regional coops with similar business models in the United States. “We did a pretty extensive benchmarking exercise against the co-ops— making allowances for differences in jurisdictions, regulations, and various things that exist at a business level between the US and Australia—and we learned a lot of lessons that we could apply,” said Tudor. While Horizon Power set ambitious goals, it is already making significant progress in achieving them—among other things, the company is already 70 per cent of the way toward a target to reduce discretionary costs by half. “So when you ask what our priorities are right now, it’s to continue to deliver on the target we set ourselves,” said Tudor. “It’s all about reforming our core business, incorporating the lessons that we learned from the benchmarking, and driving those lessons through some 40 separate initiatives that we’ve allocated to our senior management staff across the business.” A partner in energy One crucial trait that serves to set 90
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Horizon Power apart as an energy provider is its understanding of and proximity to the communities it serves. “Our vision from inception is to be your local energy partner,” said Tudor. “We’ve got a physical presence in the regions that we service—we have people on the ground, interfacing and responsible for the management of assets and our customer base locally. When you think about the sort of regional communities that we service, this is a key attribute that is made more important as other businesses withdraw their services. It also happens to be the most efficient and effective way of managing our regional assets and customers. According to Tudor, having people on the ground in rural and regional areas helps customers gain a better perception of Horizon Power as a true part of the community, which is especially vital in a world where consumer relationships with energy are changing. “People can access us, and talk to us—our people meet in the towns, and that in itself reinforces our sense of community and obligation,” said Tudor. “We’ve got to make sure that
ENERGY
people are aware of what we’re doing and that we’ve got reliable power and affordable power. So we’re very much part of the communities, and I think that we’re well placed to work through the future with customers, as they become more active in the provision of their own electricity.” Looking ahead Where does Tudor see the energy industry in the future? “I see the industry in a state of flux—I don’t look at any jurisdiction anywhere on the planet to see that people have got it right, and I don’t think any company working in any of those jurisdictions has got a clear and certain way forward to success,” he said. “They’re all in their own different ways looking at distributed energy and assessing what they should do in that space. Some have gone to the extent of splitting their businesses in two, so that they can aggressively follow a distributed energy path without worrying about any decisions they make in that path having a negative impact on their existing business. Then you’ve got others extending and defending the traditional business models.” But that state of flux is not a bad thing. To the contrary, it means that the industry is in an exciting time for the more adventurous and adaptable. “Having said all of that it’s a really interesting place to be,” he adds. “I think that—if you take it as such—it’s full of opportunity.”
Company Information INDUSTRY
Energy HEADQUARTERS
Karratha, WA, Australia FOUNDED
2005 PRODUCTS/ SERVICES
Horizon Power is a state-owned commercial corporation providing energy resources to 100,000 residents and 10,000 businesses across regional and remote Western Australia.
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Australasian Railway Association (ARA)
Moving towards a promising future
A U S T R A L A S I A N R A I LWAY A S S O C I AT I O N ( A R A )
Freight Pacific National
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he Australasian Railway Association (ARA) is the peak body representing all passenger, freight, track operators and the wider rail supply industry in Australia, New Zealand and Indonesia. Its fundamental purpose is to create an environment that will permit the Australasian rail industry to prosper. When issues arise that affect the whole industry, the ARA takes the lead facilitating an industry response. The ARA is actively involved in the development of rail policy to ensure the industry’s views are represented. As well as shaping policy in the 94
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areas of passenger, freight, rail safety regulatory reform, the environment, technology and research, the ARA is also involved in programs aimed at improving the productivity, capacity and overall safety of the Australasian rail industry. Over the past busy year, the ARA has continued to advocate strongly on behalf of its membership to ensure greater prosperity of the rail industry throughout the region and to keep rail on the political agenda. Through the collaboration and willingness to share knowledge and ideas, members in ARA’s Committees and Working Groups
S U P P LY C H A I N
are making a real, tangible difference in the rail industry, influencing and contributing to new initiatives, industry benchmarking and key decisions that impact the entire industry.
Inland Rail. This nation building project will address the existing road and rail imbalance by opening up the Melbourne to Brisbane network, taking seven hours off transit between the two cities; removing thousands of trucks from Strengthening our freight major highways, easing the Sydney networks bottleneck; and boosting regional In 2013, Australian railways carried development along the entire over 1 billion tonnes of freight, with 1,700km route. freight movements on rail increasing The ARA wants certainty on by 57 per cent over the past five the future of the project through years. The national freight task is a clear and significant funding predicted to almost triple by 2050, commitment across the Forward driven substantially by the resources Estimates from the 2016/17 Budget. boom and the export task of moving Clear timeframes and a strong iron ore and coal to ports. commitment of the existing $300 If Australia is expected to meet million toward detailed planning, land this growing freight challenge, Rail acquisition, community consultation will need to have an increasingly and exploration of regional freight rail important role to play in this space. links is required. The ARA works closely with state and federal Governments regarding Investing in major urban rail a range of freight related issues. projects The number one priority is to get Passenger rail in Australia is going more freight on rail and to advocate through a renaissance, moving strongly to governments at all more than 850 million people each jurisdictions to take measures for year. This is equal to 16.4 million this to occur. passenger trips per week or 2.3 The ARA continues to advocate million people travelling by train key freight projects such as the every day of the year. w w w. a r a . n e t . a u .
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Downer EDI manufacturing
With populations in cities like Melbourne and Sydney expected to grow to over 8 million by 2050, urban heavy and light rail are going to play a key role in preventing increased congestion that would otherwise cripple our cities and inner suburban areas. Non-urban passenger rail services are also growing, 96
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providing interstate connections between our regional townships and major cities including Darwin, Perth, Adelaide, Melbourne, Canberra, Sydney and Brisbane. The ARA over the past year has been strongly advocating for greater infrastructure investment to go into public transport, in particular heavy urban and light
S U P P LY C H A I N
rail. The ARA is encouraging the Federal Government to support the States in meeting the increasing passenger rail infrastructure needs of our cities, through the co-funding of light and heavy passenger rail projects, such as the Melbourne Metro Rail and Brisbane Cross River Tunnel. The future productivity and liveability of our
cities depends on investment in an integrated transport system linking our railways, cities and ports to help move growing numbers of people and goods across Australian cities. Skilled jobs for the future Rail manufacturing and supporting infrastructure generate annual revenue exceeding $4.2 billion. w w w. a r a . n e t . a u .
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A U S T R A L A S I A N R A I LWAY A S S O C I AT I O N ( A R A )
Estimated Australian Freight Volumes
Across Australia, there are approximately 330 manufacturing firms with more than 150 years of rail design and manufacturing capability. Rail suppliers are mostly small to medium enterprises (SMEs), 85 per cent of which are Australian owned. Australia’s geography and geology lends itself to requiring world class rail capability, one that is economically efficient and environmentally friendly and that improves urban amenity. Today, the Australian rail industry can demonstrate world’s best practices in terms of design, innovative technologies, signalling, and the infrastructure that underpins it. It is 98
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important that Australia continues to leverage this competitive advantage and become a leader in the global market. There is still much room for improvement in terms of efficiency and effectiveness of freight haulage and increasing passenger patronage onto rail modes of public transport. Both government and industry should be motivated to increase the industry’s growth and productivity as the economic benefits are significant. Government is central to the competitiveness equation, being a major customer and influencer of the rail industry.
S U P P LY C H A I N
Rail suppliers, manufacturers and contractors need support from the Federal Government through programs that help to foster innovation and job creation in our local rail sector and assist with forming alliances, partnerships, joint ventures and the like.
conference AusRAIL PLUS, being held in Melbourne 24-26 November 2015. AusRAIL PLUS is the largest rail conference held in the southern hemisphere, with thousands of delegates and hundreds of exhibitors coming together to hear from key leaders in rail from across Australia and the globe. United for the future. The theme this year is ‘Doing The ARA is seeking to further it smarter: People. Power. strengthen rail’s position as a leading Performance.” This exciting event passenger and freight transport provides a unique opportunity for mode of choice and convey to people to come together to learn government and key stakeholders from each other, network and the critical role rail plays in the regions convey to government the industry’s transport infrastructure. key priorities. The exhibition Rail is crucial to Australia’s showcases new technologies, economy, and its whole productivity. new ways to be doing things and Over the years, rail has united to innovative ideas, which again pursue common agendas, identify draws back on the core theme of areas of mutual interest, develop ‘Doing it Smarter’ through greater trust and collaborate to increase productivity, better operations and productivity, efficiency, safety and increased efficiencies. most importantly reduce costs. To become part of this united The key to achieving greater effort and gain access to the ARA’s government involvement and network, knowledge and influence investment in rail relies on this join the ARA membership. Full industry unity; coming together as details and contact information can one voice. be found at www.ara.net.au. If your This collaboration will be company works in rail you really highlighted at the ARA’s national should be part of the conversation. w w w. a r a . n e t . a u .
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Australian Made:
Australia’s must-have mar for genuine Aussie produc
rk cts
AUSTRALIAN MADE
Australia’s registered country-oforigin certification trade mark The not-for-profit Australian Made Campaign administers and promotes the famous green-and-gold kangaroo logo, Australia’s registered country-of-origin trade mark. The iconic Australian Made, Australian Grown (AMAG) symbol has been identifying Australian goods 102
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since 1986, and is now used by more than 2000 companies on some 15,000 products to identify genuine Aussie products and produce. The stylised kangaroo has been used in countries all over the world by exporters to clearly establish their products and produce as Australian. In fact, approximately one third of the companies who use the
FOOD & DRINK
logo, export their goods. The logo provides crucial authenticity in these export markets, reinforced in recent years by the registration of the trade mark in China, Singapore, South Korea and the USA, with plans for further registrations underway. Market research* reveals more than 98% of Australian consumers recognise the logo,
and 88% trust it. It is backed by a multi-million dollar marketing and communications campaign, and its significant and growing recognition and trust in Australia throughout the world, particularly in Asia, make it a powerful marketing symbol for Australian growers and manufacturers.
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AUSTRALIAN MADE A comprehensive online database The Australian Made Campaign recently launched its new website, www.australianmade.com.au. Featuring products and produce from thousands of Australian farmers and manufacturers, the website enables consumers to quickly and easily find locally made, grown or caught products. Only products certified to carry the AMAG logo can be featured. Every business has its own online listing, fully searchable by name or products offered and integrated with social media.
cities throughout 2015, with the intent to offer fresh produce as well. Australia’s Federal Minister for Small Business, Bruce Billson, said an ‘Australian Made’ retail presence showcasing the very best and most authentic Australian products to the crucial Chinese market was truly exciting. “Knowing that suppliers have an ‘on the ground’ partner to market their ‘Australian Made’ products to increasingly discerning Chinese consumers builds exporter confidence and optimism, and local jobs and economic opportunities,” Mr Billson said.
Australian Made branded stores 2015 also marks the launch of ‘Australian Made’ branded stores in China, under a new partnership with Australia Made Shop Pty Ltd (AMS). There is already a network of Australian Made branded stores in South Korea. AMS will only showcase products certified to carry the AMAG logo to the affluent Chinese market. Initially launching in the Shanghai Free Trade Zone in February, stocking shelf-stable products, stores are set to open in other major
The certification process If your products are made or grown in Australia, you could be eligible to use the Australian Made, Australian Grown logo. To qualify, your products must comply with the criteria for one of the following descriptors: • Australian Made: The product has been made in Australia and over 50 per cent of the cost of production cost has been incurred in Australia. • Australian Grown: All significant ingredients are grown in Australia and almost all processing has been
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carried out in Australia. • Product of Australia: All significant ingredients come from Australia and almost all of the manufacturing/processing has been carried out in Australia. • Australian Seafood: All significant ingredients are grown/ harvested in Australia and almost all processing has been carried out in Australia. • Australian (for export use only): The product must satisfy the criteria for at least one of the four preceding claims, and not be misleading. It is important to note that, for food products, the rules for using the AMAG logo with an ‘Australian Made’ claim are more stringent than those applying under the Government’s Australian Consumer Law. A stricter set of criteria about what actually constitutes ‘substantial transformation’ was introduced several years ago to reduce any confusion about a food product’s true country-of-origin. Australia’s reputation for high quality, health and safety standards in manufacturing has helped to create a strong nation brand for
businesses to leverage, and if you qualify to use the logo, there are a few easy protocols you can put in place to be sure you get the most out of it. These include: • Placing the logo clearly and visibly on the front of product packaging; • Promoting the logo extensively across all marketing and communications materials • Using the logo as part of your sales pitch, to help convert sales and secure Government contracts. How much does it cost? The annual licence fee is based on the actual sales of licensed products for the previous 12 months, and is charged based on the range your turnover falls into. There is a fixed fee associated with each range. The minimum fee is $300 plus GST for annual sales up to $300,000, and the maximum fee is $25,000 for annual sales over $45,000,000. To find out more, visit www. australianmade.com.au/forbusiness.
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Hazeldene’s:
Hazeldene’s Embraces a Future of Growth
With three generations at work, family owned and operate poultry producer Hazeldene’s honors its history, while loo technology and new directions for growth in the future. Written by: Sasha Orman Produced by: Glen White
ed oking to
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Fully automated evisceration equipment ensures a quality product.
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he world can change a lot in nearly 60 years. Hazeldene’s Chicken Farm began in the late 1930s, but was founded in 1957, by the husband and wife team of Dick and Mavis Hazeldene, and the company remains family owned and operated to this day. But that family has expanded— today Hazeldene’s is a leader 108
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in poultry production and the largest private employer in its home of Bendigo, Victoria. While Hazeldene’s is committed to honoring its past and its family name, it’s also a major operation that is fully embracing the future, with all the innovative technology and consumer-driven trends that the future brings.
FOOD & DRINK
Growth Through Technology Technology has evolved rapidly over the years, and that includes cutting edge farming and agricultural technology. “Our business has always been keen to establish better processing through the use of the latest technology systems,” says Adam Hazeldene, a third-generation Hazeldene and Technical Services
Manager for the business, who completed studies in Computer Systems Engineering and traveled to work with poultry organizations throughout Europe before returning home to Hazeldene’s armed with education and innovation. Hazeldene’s has been investing heavily in state-of-the-art poultry equipment to streamline and w w w. h a z e l d e n e s . c o m . a u /
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HAZELDENE’S improve its processes across several of the company’s supply chain stages. Highlights of this equipment include fully climatecontrolled lairage areas, a multiphase gas stunning system in keeping with the modern poultry industry’s best practices, and a brand new AeroScalder for improved defeathering. The business has also been working steadily over the last decade to grow and integrate its automation and SCADA systems.
“We have a great relationship with some of the major equipment manufacturers, and we’re passionate about working to a smarter process,” says Hazeldene. “We’ve had our challenges along the way, but I believe we have a very robust system in place. It’s taken significant resources and planning to get our automation to where it is today—however, I’m confident that this has and will continue to prove its worth over time.”
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03 9389 6666
www.gordonbrothers.com.au
FOOD & DRINK
Consumers Driving A Better Caliber of Poultry Consumer interests and demands have been driving many trends throughout the food and beverage industry, and one major interest has been in the quality and care of the food they’re consuming. The RSPCA’s Approved Farming Scheme was introduced to give consumers peace of mind in a higher standard of animal welfare for Australia’s farm animals—and with ethics that align with this goal, Hazeldene’s takes pride in being one of the earliest adopters of the RSPCA Approved Farming scheme. “We’ve always been focused on our animal husbandry and animal welfare, so formalizing this focus with RSPCA accreditation really made sense for us as a business— this attribute runs deep through the company on all levels,” says Hazeldene, who notes that the company’s quality and standards throughout its farming division have only improved with the introduction of the program. “The other trend I see is that food standards over the last years have raised the bar increasingly,
and we expect that to continue,” says Hazeldene. “I believe our employees have embraced this and are engaged to drive the necessary changes. I think into the future consumers will want to know more about where their food comes from, who produces it and what goes in it, and I see opportunity for locally grown and produced food to flourish.” Shifting Focus While Remaining Centered Hazeldene’s has traditionally been a primarily business-to-business brand, focusing on capturing the wholesale market as well as the retail market as a supplier for supermarket private label brands. But as consumers interest in free range and sustainably raised chicken is growing, Hazeldene’s is shifting its focus and coming into its own. “We’ve recently reached a milestone in that we are about to launch three products under Hazeldene’s brand into Coles supermarkets nationally next month,” says Hazeldene. It’s both a milestone and a signifier that Hazeldene’s is in the midst w w w. h a z e l d e n e s . c o m . a u /
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The water chilling area of the process ensures a fast “shock” chill, giving a much more tender product.
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of a very strong period of growth. “Because food standards have risen considerably, the retailers are now asking us for things that were not part of our organization even five years ago—it’s a big change, but it has challenged us to rise to the occasion. I see further growth in the free range market and export market, and more focus on the Hazeldene’s brand of products for us as a business.” But for as long as the company continues to grow and evolve with time, at the core of the business is a pride in the family name and in the work that this family—and its extended family of farms and staff—works to produce every day. “Our business strategy has always been focused around the idea that if we produce something of exceptional quality, our customers will stick with us,” says Hazeldene. “Everything we do here 100 per cent revolves around producing a quality product for a consumer-driven market,” says Hazeldene. “We’re very proud of our family name. So we don’t sacrifice or take short cuts: we do what we say, and we are who we are.”
“Retailers are now asking us for things that were not part of our organization even five years ago—it’s a big change, but it has challenged us to rise to the occasion”
Company Information INDUSTRY
Food & Drink HEADQUARTERS
Lockwood Victoria, Australia FOUNDED
1957 EMPLOYEES
1000+ PRODUCTS/ SERVICES
Established in 1957, Hazeldene’s has been a proud family-owned poultry production company for nearly six decades. Strong in its commitment to superior animal welfare standards and sustainable practices, Hazeldene’s is proud to offer RSPCA certified, Free Range certified as well as conventionally farmed chicken.
– Adam Hazeldene, Technical Services Manager
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PlantMiner:
The one stop, all-encompa shop for plant & equipmen
How Australia’s largest plant and equipment hire market changing the industry Written by: Stephanie C. Ocano Produced by: Camilo Sanchez
assing nt hire
tplace is
PLANTMINER
Michael Trusler - winner of Mining Australia’s Young Achiever of the Year
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ur team is our competitive advantage.
everything from portable toilets, generators, and air compressors, right up to the largest graders, This is the ideology behind dozers and dump trucks.” PlantMiner—an online portal that Being an all-encompassing oneaims to save time and money for stop shop is the most important procurement officers, estimators and asset to PlantMiner’s success. project managers across Australia when hiring plant equipment. A competitive advantage “We are Australia’s largest In Australia, there was a real need equipment hire market place, for a service that solved the issue we’ve got the most equipment hire of saving the time it took to procure companies and the most individual plant and equipment hire quotes. items of equipment listed in one “The business has flourished place,” said Michael Trusler, CEO of because of that but also because we the company, in a recent interview. deliver a real return on investments “At our portal, clients can hire for our clients,” said Trusler. “They’re 116
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MINING
Dan Wilson
earning a lot of money through the service because they have been making themselves a lot more accessible to searchers of equipment across the country.” Over 70 experienced plant equipment hire experts make up the team at PlantMiner, building the business day in and day out. Their expertise and ability to innovate as a team allows them to recognize a problem within the industry or be given a problem from a client and then procure a solution almost immediately. “The way we innovate with our technology, through our website and
our business development team, we can come up with a new fix within our service to ensure that the problem is solved,” explained Trusler. Expanding into New Zealand PlantMiner’s success is leading them to grow their business and venture into surrounding territories—such as New Zealand. The New Zealand branch of the website went live back in December 2014 and received an immense amount of traction. “We’re already signed up in the marketplace with clients, and a lot of those clients are already w w w. p l a n t m i n e r. c o m . a u
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seeing return on investment,” said Trusler. “Some of these clients have only just paid their subscriptions and they are winning thousands of dollars worth of work already. That’s very exciting and we have guys on the ground over there at the moment who are really just getting out there and educating searchers for 118
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equipment so that they can come to our service and save time and money looking for hire quotes.” New Zealand is a land filled with opportunity for growth as the culture is open to innovation. “It’s a good place to do business—especially for a tech startup,” said Trusler.
MINING
We are Australia’s largest equipment hire market place.” – Michael Trusler, CEO
Overcoming challenges when expanding There are always challenges that come into play when doing business—especially when doing business abroad. It’s a new economy with a unique culture in a remote location that isn’t the easiest to travel to. “An Australian company with w w w. p l a n t m i n e r. c o m . a u
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PLANTMINER an Australian idea operating in New Zealand probably isn’t going to go down that well,” said Trusler. “Having a couple of New Zealanders selling a New Zealand
product is a lot easier and we recognized that quite quickly.” Additionally, in New Zealand, business is much more personal, with face-to-face interaction being
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the norm. Online startups, therefore, have to compensate for this. PlantMiner, however, has found a solution for this. “Something we’re now doing is meeting everyone initially and getting out there on the ground,” said Trusler. “It’s pretty seamless from there, as [clients] seem to know the product and what it’s all about.”
Company Information INDUSTRY
Mining HEADQUARTERS
Hendra, QLD, Australia
New projects on the horizon With expansion still on the mind of Michael Trusler, the United States is next in his line of sight. “We’re doing some investigation into the U.S. at the moment and working on an entrance strategy,” added Trusler. For now, PlantMiner will continue to reinvest into its team, its staff and its culture. “The major investment is into our team and our team culture and ensuring that the product that we have is successful and all of our clients are adequately serviced,” said Trusler. PlantMiner is currently shy of being two years into their five year plan and the company has already exceeded their initial expectations. “We have a couple of exciting things on the horizon,” concluded Trusler.
FOUNDED
2012 EMPLOYEES
70 REVENUE
$50 M PRODUCTS/ SERVICES PlantMiner has over 10,000 searchers from the largest mining, construction and civil companies in Australia searching for and hiring equipment on a regular basis. In addition to this, PlantMiner has signed up 300+ government and council organisations nationwide who have plant and equipment hire needs on a daily basis.
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Healthe Care:
The Leading Private Hospit Provider for Southeast Victo
With The Valley Private Hospital and South Eastern Pr its portfolio of 16 medical facilities, Healthe Care has private hospital with state-of-the-art technology, spe and a driving vision. Written by: Stephanie C. Ocano Produced by: Rob Benson
tal oria
rivate Hospital in transformed this cialist services
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ur vision for The Valley and South Eastern private hospitals is to become the major private hospital provider for southeastern Melbourne and Victoria. Formed in 2005 with the intention to lead individuals to health, Healthe Care has become a reputable source across Australia for private healthcare. With a philosophy rooted in empowerment and well-being, Healthe Care takes pride in 124
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delivering premium care to all its valued clients and patients through specialist services, facilities and innovations. We recently spoke with CEO of The Valley and South Eastern private hospitals, Neil Henderson, who offered his insight into the success of the company as well as its plans for the future. A Success Story When Henderson joined Healthe Care there was a lot of room for
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improvement in The Valley and South Eastern private hospitals. But rather than fearing the challenge, he took it on headfirst. “I really wanted to contribute to the greater common good and develop something that I could sit back on and be proud of in years to come,” said Henderson of the early days. “What contributed [to the recent paramount success] was the recognition that the fundamentals were there for the two hospitals to transform into
major players.” And transform they did. “The basic infrastructure of the buildings was there,” said Henderson, “but the spark that became the difference between mediocrity and rapid success was vision, leadership and belief.” “Basically, what I did in 2012 was to determine that these two hospitals could develop and grow rapidly and I needed to build myself a team that would believe and be inspired by the vision w w w. h e a l t h e c a r e . c o m . a u /
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H E A LT H E C A R E to lead and motivate others to follow,” added Henderson. The “others” Henderson referenced included doctors and staff, as well as stakeholders. By recruiting and training a team of managers who were committed to said vision and culture, this inspiration was spread to each department where the managers imparted good leadership. In order to continue this spread of positivity, the “Love Your Work” program was instituted to
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recognize individuals that were doing something above and beyond their line of duty. “At the end of the day, if people are being recognised for their hard work, they are likely to be more motivated to do their job,” reiterated Henderson. Exclusive, World-First Technology There are four aspects of Healthe Care that make it distinct from other private hospital care
“We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in.” – Neil Henderson, CEO
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providers: a strong emphasis on strategic visioning, a strong team with a strong bond to one another and the hospitals’ vision, a high level of delegation from corporate to local decisions and some hightech equipment that is rarely seen in competitor hospitals. Investing $4 million, The Valley Private Hospital built the world’s first fully hybrid operating theatre integrated with a Siemens Zeego 3D imaging system, a Maquet theatre system and a Magnus table. The move was so groundbreaking that teams from both Siemens and Maquet in Germany traveled to the hospital to admire and marvel at the world first. Additionally, the hospital also recently built a brand new 10-bed, state-of-the-art intensive care unit with the latest technologies, built a new ward, four new operating theaters, and then added an EOS, Nobel Prize winning, spinal imaging system from France. Storz in Germany were the first to develop a 3D camera for laparascopic surgery and The Valley Private Hospital acquired this as well.
When asked what it felt like to own such impactful technology that no one else has yet, Henderson replied with three words full of enthusiasm: “I love it!” “It [the technology] has enabled us to do a few things,” he added. “For one, it has been critical to change the perception of the hospital from where it was to where it is. It has made people sit up and notice that we are serious and do what we say we will do. It also enables us to attract top specialists in the field because they want to use that technology—which adds to the reputation and prestige.” Looking to the Year 2020 “We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in,” said Henderson. Healthe Care’s vision for The Valley and South Eastern private hospitals is to grow overall, but its goal for the year 2020 is to own 50 per cent of the market of the 1.2 million people living in southeastern Melbourne and Victoria. This exponential growth w w w. h e a l t h e c a r e . c o m . a u /
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would require going from the current 260 hospital beds to 560 by said year across 3 campuses. Currently, 60 beds are being built at The Valley Private Hospital and the following 60 beds will be built at South Eastern Private Hospital—which will take the current total to 380 hospital beds by 2016, well on track to realize the 2020 vision. Healthe Care has committed significant funds to redevelopment projects. Undertaking extensive refurbishment of patient accommodation and adding additional services, Healthe Care’s aim is to build facilities with strong partnerships and service integration that deliver innovative programs, provide flexible care options and support patients well beyond their hospital stay. For those after the best private hospital care there is in Australia, the choice is Healthe Care.
“[The technology we use] enables us to attract top specialists in the field.” – Neil Henderson, CEO
Company Information INDUSTRY
Healthcare HEADQUARTERS
Sydney NSW, Australia FOUNDED
2005 EMPLOYEES
Healthe Care: 5,000; Valley / South Eastern: 1,000 PRODUCTS/ SERVICES Healthe Care’s philosophy is simple: to make and keep people healthy. By providing the right tools and information alongside a range of health services and solutions, Healthe Care empowers its patients to take control of their health. With a portfolio of 16 hospitals, 5,000 employees and 1,600 hospital beds (for now), Healthe Care is the third largest commercial group in Australia.
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