CILTA Australia's Best T&L Professionals

CILT Australia Welcomes Our New Global Brand

Stronger Together

CILTA 2014

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Contents

Published on behalf of:

Contents

The Chartered Institute of Logistics and

CILT International Brand

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A Word from the Chairman

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A Word from the Executive Officer

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National Council

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Corporate Partners

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Transport Australia (CILTA) Phone: 1300 68 11 34 Email: admin@cilta.com.au Website: www.cilta.com.au Address: PO Box 4596, Robina, QLD 4230

Published by:

CONTACT DETAILS

Section Reviews 2013

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2013 National Transport and Logistics Industry Excellence Awards

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CILTA Education

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PO Box 824 Surfers Paradise QLD 4217 Phone: 1800 063 150 Email: publications@crowtherblayne.com.au Web: www.crowtherblayne.com.au

Obituaries Ted Butcher Ken Baldock

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Personal Profiles ADVERTISING National Sales and Marketing Manager: Trish Riley Corporate Sales: Tim Evans, Dean Wedding and Stuart Tovey Sales: Peter Coxon Production Controller: Yvonne Okseniuk Sales Support: Ellysha Mill, Amy Beattie EDITORIAL Editor: Amy Anderson ARTWORK Studio Manager: Byron Bailey Design Team: Byron Bailey, Aniko Gaspar, Andrew Crabb and Carol Taylor Printed by: Newstyle Printing Disclaimer© This publication is copyright. No part of it may be produced, stored in a retrieval system or transmitted in any form or by any means including electronic, mechanical photocopy, recording or otherwise without the permission of the Chartered Institute of Logistics and Transport Australia or the publisher. This publication may also contain information, text, and images created and/or prepared by individuals or institutions other than the Chartered Institute of Logistics and Transport Australia or the publisher, that may be protected by copyright. Users must seek permission from the copyright owner(s) to use any copyrighted material. As copyright holders are not, for the most part, indicated in text or in image captions on pages in this publication, please contact the Chartered Institute of Logistics and Transport Australia for this information, and for all permission requests. Readers are advised that the Chartered Institute of Logistics and Transport Australia or the publisher cannot be held responsible for the accuracy of statements made in advertising or editorial, nor the quality of goods and services advertised. Opinions expressed throughout the publication are the contributors’ own and do not necessarily reflect the views or policy of the Chartered Institute of Logistics and Transport Australia or the publisher. While every reasonable effort has been made to ensure the accuracy of the information contained in the publication, the publisher takes no responsibility for those relying on the information.

John Chater John Duffy

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Feature Articles Women in Transport International Fleet Review Landing Helicopter Dock Potential Pitfalls, Perils and Risks in Recruitment: A Checklist for Success Project APT, Best People = Best Business Lao PDR Western Coal to Port Kembla – via Marrickville or Macarthur?

Social Media in Transport and Logistics Sustainability is More Than Just Tofu and Kaftans, it is Smart Business CILTA (WA) Regional Membership Drive Developing Public Transport Professionals Down in the Factory Technology the Key to Supply Chain Efficiency Western Australia – Personalities, Pride and Passion Gold Coast Light Rail When Value is Not in the Eye of the Beholder Neil Findlay is a Driving Force of Inspiration in the Transport Industry

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CILTA 2014

CILT International Brand

CILT International Brand Dear CILT Members in Australia, It is my great pleasure to support the launch of the new Chartered Institute of Logistics and Transport brand and logo worldwide. I wish all territories and branches successful launch events and am delighted we are doing this as an international initiative. It is very exciting to be able to present our new global image and attributes to the world.

Founded in 1919, the Chartered Institute of Logistics and Transport has a long tradition as the leading global professional body in providing professional training and development opportunities for people in the supply chain, logistics and transport sectors.

We are now in 31 countries with over 30,000 members; a unique representation across all supply chain, transport and logistics sectors in every continent.

Our new brand demonstrates our commitment to growth internationally.

We are investing to secure and change the future for our professionals through young professional groups and Women in Logistics and Transport. We will continue to provide a platform for sharing best practices and adding values to business.

Moving towards the next century, our new logo identity portrays an image of global leadership, professionalism, diversity and unity, which signifies our spirit and our mission of growing Stronger Together.

I would encourage all of the CILT members in Australia to engage with our Institute and work together to promote the Institute, membership, and its education programmes. Â Dr Dorothy Chan, FCILT President Chartered Institute of Logistics and Transport

Finbarr Cleary (President in Ireland) with Dorothy Chan at launch event

Finbarr Cleary (President in Ireland) with Paul Brooks (Chair IMC)

Keith Newton with Finbarr Cleary

Dorothy Chan and Finbarr Cleary

Steve Agg (CEO CILT in UK), Keith Newton (Secretary General), Finbarr Cleary (President of CILT in Ireland), Dr Dorothy Chan (President) and Paul Brooks (Trustee and Vice President)

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CILT International Brand

HOW WE’RE EVOLVING

In 1999 the Chartered Institute of Transport took the decision to merge with the Institute of Logistics and later became the Chartered Institute of Logistics and Transport. To begin with there were a number of different logos and brands across different countries with different abbreviations to go with them. As a major international force within the logistics industry it was decided by the International Council in 2012 to move to a single logo and brand, which would be used globally from 2013. Our new identity enables us to build programmes aggressively focused on growth. Our ambition is to: • Target markets with the highest economic growth in Africa, Asia and the Americas.

• Double membership in five years.

• Expand reach of education through investment in materials and partnership with providers.

STRONGER TOGETHER

Our vision is to be recognised globally as the first choice professional body for the Supply Chain, Logistics and Transport Industry. To ensure this happens we have created and introduced a new visual identity for CILT, which provides consistency in all our communications across the globe. So people interested in CILT will see a single identity. No matter what part of the world you are in, CILT will be recognised as the dynamic, pre-eminent industry body. Because if we are all together, everything is possible.

OUR IDENTITY RATIONALE

A logo is not the brand itself. It’s form is an expression of the brand in it’s most condensed image.

• The round shape means global.

• Arrows signify movement, direction and energy.

• The arrows show the scope of CILT with each one covering the different logistics sectors.

• The combination of gold and cream with purple projects a noble image matching our Chartered status and heritage.

• The Institute name to be used by every country demonstrates a unified professional body with a global mandate.

FROM >

TO >

OUR IMAGE ATTRIBUTES ARE: Global Leadership Professionalism Diversity Energy Unity

TO >

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CILTA 2014

A Word from the Chairman

Change is Renewal The new image for CILTs globally is more than a colour change.

Behind the new colours and logos has been a significant effort to renew The Chartered Institute. CILT internationally is strong in many areas, with a glorious heritage of bringing the top professionals together to improve transport and logistics. However, for both business and society, it needs to be stronger. The sectors we cover, from transport and logistics operations, planning and resourcing across all modes to regulation and people issues, now account for more than 14 per cent of Australia’s economy. Supply chain efficiency is central to raising living standards not only in open economies such as Australia, but also for the many CILT territories in Africa and Asia. This requires lots more professionals to run smarter supply chains. That is the challenge for CILT International and in Australia.

“Mum, I'm joining the supply chain,” does not yet have the charmed ring of setting a career in law or accounting.

If people want stuff quicker, more accurately and in better condition, then those in transport and logistics need to be better recognised for what has largely been put down as a dirty and demeaned industry. As the CILT Australia 2013 awards showed, the range of qualifications for our top managers is incredibly diverse—from technical specialists such as mechanics to high level engineers, to an increasing number of business and logistics graduates to specialties such as psychologists.

This is transport and logistics. It is not only large but also incredibly diverse, handling everything from people in commuter land to battlefields, freight of huge diversity and fragility, and increasingly information. Size and complexity need intelligent and experienced management.

But the expectations of the supply chain to deliver consistently are rising higher and higher. School children demand air conditioned buses. Everyone wants a fragile fruit delivered in perfect condition year-round. Commuters use social media to set alight publicity campaigns if public transport doesn't perform. Keeping up with this requires a lot of smart people.

The key outcome of this image change is that those smart people are attracted to invest their intelligence and diligence in the supply chain. And join CILT to network and to learn. Our upgraded professional development is being rolled out with the new image, and for the first time this has been done from a global perspective.

While globalisation is much discussed, especially in logistics, it is generally little remarked how much standardisation and discipline is required to provide an effective global interlocking. This has to take into account the wide range of CILT territories across all levels of economic development and between highly and lightly regulated societies. The one core factor is the high regard for education and professional development in raising the efficiency and effectiveness in transport and logistics.

So through 2014 and beyond, note the new colours and branding. But also note the broader and deeper range of communications and professional development that CILTs offer.

Stronger Together Andrew Stewart, FCILT CILTA Chairman

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A Word from the Executive Officer

Welcome to our Global Brand Launch Celebration Magazine We hope you enjoy reading about CILTA, some of our members, projects that our members and their organisations have been involved in and projects going on within the Transport and Logistics Industry.

An exciting development - new CILTA website with members login area

Don’t forget to utilise these member benefits

We have recently launched the first stage of the new CILTA website.

I have been working with the IT developers for a long time now to design and implement a CILTA specific membership database and online member’s login area. This new website now enables members to access and update membership details, take part in forums, download CILT materials, access the membership directory, easily book upcoming events and keep track of membership activity.

For me this means a huge reduction in administration and more time to work on CILTA member benefits! If you are a CILTA member you should have now received your login details, please contact me if you have not yet received yours. Please make sure you send me any suggestions, comments and feedback you have. There will be several stages to implementation and we value your opinions on how we can make this experience better for you.

Membership Directory Last year we introduced the CILTA Membership Directory, listing all CILTA members along with their company, position, membership grade and contact details. This is a valuable tool for networking and contacts in the industry, if you haven’t accessed it yet please have a browse through when you sign in to the online member’s area. This list has been a manual one, updated on a periodical basis, now with the introduction of the new member’s area the details are available up-to-date at all times for members to access via their login. Please note that this list is not a full membership list, it only includes those members that have given their permission to be involved. You can indicate your desire to be included by emailing me or completing the required section in the member’s area.

CILT Knowledge Centre Via CILT UK this is one of the largest specialist and comprehensive sources of logistics, supply chain and transport information in the world. The Knowledge Centre gives the most effective and efficient routes to the information that you need on T&L throughout the world. If you have not yet accessed this resource please do so via your membership login.

T&L Specialist Directory At the beginning of 2013 we introduced the T&L Specialist Directory. Drawn from our members this directory comprises a large list of expertise areas and allows one off access to a specialist for a solution. I would like to thank all those who submitted their profiles for this project. If you are yet to access this directory or haven’t yet listed yourself within in it, please do! The directory has a comprehensive list of T&L skill sets and can be a very valuable tool if you are after some advice in an area of T&L you are not familiar with. In practice we know most T&L challenges have been seen before and met with varying degrees of success, so there is no need to re-invent the wheel if you are faced with a problem out of your skill range.

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CILTA 2014

A Word from the Executive Officer

Looking forward to 2014 A new global identity The Chartered Institute of Logistics and Transport has offices in 31 countries and a presence in over 100 worldwide, providing an extensive education, training and professional networking platform for professionals across the world. The Institute’s new single brand and message, ‘Stronger Together’, introduces a global identity of trusted professionalism, which will be visible wherever its members are in the world. The new CILT purple and gold global logo is set to become a familiar sight everywhere in the world, and the new brand will provide all members with the following benefits: • Global recognition through a single brand image • Globally accepted professional standards • A first choice home for all supply chain, logistics and transport professionals wherever they are Our new global identity will reinforce the fact that our qualifications are recognised worldwide, and that membership within CILT Australia is a benchmark of our member’s professional status, recognised across the globe. The launch of the new common brand across all nations shows to our members that we believe we are stronger together as one professional family and that we can draw on one another to add greater value to the organisations we represent. This new brand will enable us to deliver on our key growth strategies internationally, and allow all of our members and wider stakeholders to take part in our strong future together.

CILT East Asia Contact We would like to increase the networking opportunities and contacts between CILT members within the East Asia network, involving members in Australia, Hong Kong, New Zealand, Malaysia, Singapore and Taiwan. Currently there is a contact form on the CILTA website via which a member can make their request for information and contacts.

This form will be further developed and advertised in 2014.

T&L Productivity Series This will be an online resource developed from our global network of transport and logistics managers, academics and experts. Starting from 2014, every six months, six to eight productivity reports will be released. Each will target practical productivity enhancements that can be used by members in their everyday business.

TransAid Pacific CILT International is involved in an International development charity called TransAid. This charity aims to identify, champion, implement and share local transport solutions to improve access to basic services and economic opportunity for people in developing countries. CILT Australia is currently working on the creation of TransAid Pacific.

Transaid’s work focuses on three core areas of expertise: • Transport Management • Professional Driver Training • Community Managed Transport Check out: http://www.transaid.org/ Register your interest in the working committee, a project idea or volunteering your time with us via admin@cilta.com.au.

Continuing Professional Development (CPD) Points System The T&L industry is forever evolving, and continuing professional development (CPD) is the key to maintaining one’s skills and knowledge. Members will be able to add value to their membership by collecting continuing professional development points. The proposed CPD points system will require members to maintain a certain level of points for their grade of membership. This will gain members recognition for their commitment to learning and development, building greater confidence in their professional standing and encouraging an enhanced credibility of CILTA Membership.

Members will be rewarded for any relevant activity completed and all CILTA events, meetings and programs will incur points towards the total required. CPD will include both formal and informal learning via CILTA, our certified and recognised partners and thirdparty providers undertaken to improve skills and capabilities within the T&L Industry.

Members will have the ability to record their CPD activities in their personal membership portal on the new IT system. All CILTA activities will be recorded automatically.

Joining the CPD Points System will • Allow you to work on continually refreshing your knowledge • Increase industry credibility of your CILTA Membership • Establish and differentiate your professional standing • This CPD Points system will be trialled by those interested in 2014.

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A Word from the Executive Officer

What does CILTA membership offer you?

Belong to a worldwide network and prestigious institution Access professional development and specialised educational opportunities Broaden you opportunities for advancement within the industry Attend networking events, field and onsite visits to actual operations Building strong and enduring relationships with like-minded professionals Receive the most up to date and significant industry news CILTA membership is a powerful investment in your career as a Transport and Logistics professional. The Chartered Institute of Logistics and Transport is a unique association. We are the only professional association for people working in passenger transport as well as freight supply chains and we have strong, valuable links to other CILT branches around the world. As T&L becomes increasingly globalised our professionals need the support of CILTA as a truly international association; we cover all of T&L here in Australia and worldwide.

Specifically CILTA works to facilitate members to: • Get involved with other T&L professionals and our industry online or face to face at our many events covering supply chain, passenger transport and young professional streams.

• Stay informed about the issues and developments that effect you with our daily, weekly, monthly and six monthly updates, as well as local site visits and functions.

• Be recognised for your skills, qualifications and experience, and recognise excellence in other individuals and organisations with our membership grades, the Certified Practicing Logistician and Transport Planner recognitions and the National T&L Industry Excellence Award Series.

• Develop the skills needed for your future in T&L with our growing number of short courses, mentoring programs, Certificate programs, Diplomas and more advanced study.

Get involved, stay informed, be recognised and develop your career!

I challenge you to the following in the coming year....

• Attend a local section event - Check out our events calendar at http://www.cilta.com.au/Events or phone/email CILTA and we will let you know what is currently scheduled. If you have an idea for a site visit, topic for an information workshop or a speaker suggestion please let us know.

• Write an article - This is a great way to raise your profile, particularly if you’ve been involved with a successful project or activity that you can showcase. We are always interested in articles, case studies and commentary for publication on the CILTA website and in our monthly newsletter.

• Send us news - If you have news about you or your organisation (e.g. changes in senior staff, amazing results, introduction of ground breaking technology etc), or if you hear of any news that you would like to ensure other transport and logistics professionals are aware of please let us know.

• Upgrade your CILTA membership – Have your skills and experience within the Transport and Logistics Industry recognised. Make your way up the ladder to eventually become a Fellow of the Institute.

• Join your local section committee - The CILTA local sections play a critical role in connecting transport and logistics professionals within your local area. By getting involved with your local committee you have the ability to rapidly expand your networks and help make decisions about future events and initiatives.

Once again I would like to extend my thanks to all those that I have had contact with over the past membership year, I really enjoy my role at CILTA as the Executive Officer and I look forward to bringing to you what we have to offer in the 2013/2014 year and beyond.

Please note that we are always looking of ways to improve our services to our members, if you have any comments please do not hesitate to contact me.

Kind regards Hanna Lucas, MILT Executive Officer

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CILTA 2014

National Council

National Council 1 July 2012 – 30 June 2013

Julian Barson, FCILT Vice Chairman Managing Director, APS Group

Andrew Stewart, FCILT Chairman

Howard Croxon, OAM FCILT Immediate Past Chairman Principal Consultant, Croxon Management Solutions

Neville Binning, FCILT Vice Chairman Principal, EDAB Consulting

John West, FCILT (Life)

Peter Goed, FCILT

Michael Skinner, FCILT

Steve Phillips, MILT

Freight Representative Managing Director, DGL (Aust) Pty Ltd

NT Section Chairman Director, Goed Consulting Pty Ltd

Acting QLD Section Chairman General Manager Train Service Delivery, Queensland Rail

Hunter Section Chairman General Manager NSW Transport, Mountain Industries

Peter Koning, FCILT

Phillip Potterton, CMILT

Hans Anneveldt, FCILT

Dr Stephen Cahoon, CMILT

NSW Section Chairman General Manager, Australia & New Zealand, Network Rail Consulting

ACT Section Chairman Manager Canberra Strategy & Economics, GHD

VIC Section Chairman VP Intermodal, Aurizon

TAS Section Chairman Head, Department of Maritime and Logistics Management, Australian Maritime College

Ryan Tantschev

Jamie Bradford, FCILT CPL

Steven Nicols, MILT

SA Section Chairman Operations Officer, Mediterranean Shipping Company (Aust) Pty Ltd

WA Section Chairman Functional Logistics Manager, Sinclair Knight Merz (SKM)

Treasurer Accountant, Perth Training Centre

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Corporate Partners

Corporate Partners CILTA would like to express our thanks to our Corporate Partners for their continued support.

Platinum Corporate Partners

Gold Corporate Partners

Silver Corporate Partners

Bronze Corporate Partner

To see yourself here tomorrow, invest in yourself today.

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We offer one of the most comprehensive selections of postgraduate business degrees in Australia. If you’re looking to advance your career in Logistics and Supply Chain Management, you can choose from the following: • Graduate Certificate in Logistics and Supply Chain Management • Graduate Diploma in Logistics and Supply Chain Management • Master of Logistics • Master of Commerce in Logistics and Supply Chain Management At Curtin Business School you’ll benefit from courses that are industry-focused and highly practical with an international emphasis – all offering excellent networking opportunities and real-world experience. And you won’t have to wait until you graduate to start receiving rewards – the lessons you learn and the milestones you pass will pay dividends from day one.

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Visit business.curtin.edu.au/courses/information_systems or contact the Future Students Centre on 9266 1000.

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CILTA 2014

Section Reviews 2013

Section Reviews 2013 Australian Capital Territory & Southern New South Wales 2012-13 was a full year in which the section has held all of its lunchtime meetings in the Department of Infrastructure and Transport ‘s premises in the centre of Canberra. This has provided an outstanding venue for some absorbing and wellattended events.

In August, Professor Will Steffen, Executive Director of the ANU Climate Change Institute delivered a well-received presentation on transport policy in a world facing climate change.

At the Annual General Meeting in November retiring Section Chair and University of Canberra Associate Professor Cameron Gordon gave a thought-provoking talk on the Canberra region’s future as a national transport and logistics hub.

In May the section held a joint all day workshop with the ANU on the history of transport policy in Australia, involving a number of Canberra and visiting academics with significant involvement from the wider Canberra community.

Attendance at these events ranged from over 30 to nearly 60, which is very encouraging for the future.

All of the section’s meetings, which are normally held at lunchtime with an opportunity to network over sandwiches beforehand, are open to non-members.

We are keen to build CILTA’s profile in Canberra and the region, and acknowledge the important in-kind support from the Department of Infrastructure and Transport. The committee met with Secretary Mike Mrdak in April to update him on activities and to help ensure the relevance of the section’s future program.

We have strengthened our engagement with the Defence community who comprise over half of the section membership.

Royal Australian Navy (RAN) Captain Simon Ottaviano joined the committee in January, and in June we wished him well as Australia’s new Assistant Defence Attache at the embassy in Ankara, where he is responsible for the Defence contribution to the upcoming Centenary of ANZAC commemorations in southern Europe. We are delighted to welcome RAN Commander Craig Opie to the committee for 2013-14.

A big thank you to Chair Cameron Gordon, for his hands-on leadership and opening of doors to the transport and logistics academic community and to committee members Anthony Ockwell, Pat McNamara, Richard Matto and Sudhasil DasGupta (who moved to Sydney during the year), for their hard work, commitment and enterprise.

Phillip Potterton, CMILT ACT Section Chair

Hunter The 12 month Hunter review kicks off with the nomination of one of our up and comers in the Hunter, Phil Carey of Mountain Industries, for the National Awards in the Young Achiever category. Although Phil was unsuccessful in his nomination he is recognised by the Hunter section as one of our future leaders, and he is indicative of the calibre of younger members coming through CILTA Hunter. There is a continuing trend of younger members, both female and male, joining the Hunter section across all sectors of transport and this creates great opportunity to grow our base membership.

These members combined with our senior membership provides a great mix of personalities and experience, and functions have been well supported by members and their guests with average attendance around 35 people. Our Christmas function last year was held adjacent to the Port of Newcastle – this was an informal evening with no guest speakers but was met with enthusiasm on a great Newcastle summer night overlooking the working port. So much so that our next function was again centred around the port with a harbour cruise.

The cruise was entertained by Newcastle Port Corp providing commentary as the ship cruised around the harbour, highlighting some of the history and functionality of the port. It was a great night, and thanks goes out to Rebecca Jones of Newcastle Ports for her contribution to this evening. Committee member Steve O’Keefe, participated in presenting on the webinar format with the subject being the transition from a long term Naval officer to join private industry.

A transition Steve has found both challenging and rewarding.

Steve was able to give a bird’s eye view and the session went very well and was very insightful to those wishing to do something similar. Our Hunter section did something a little out of the norm this year on our latest function. One of our local members, Mick Payze, is also a member of International Cargo Handling Co-ordination Association (ICHCA).

As there is common ground with both groups, a combined function was held with our guest speaker being the National Director - Air and Sea Cargo program, David Ironside of DAFF who was supported by Local Operation Manager Martyn Ellis.

Their presentation centred around ensuring quarantine standards are met for goods entering Australia, giving some great examples of what can go wrong if we don’t check entry at the front door.

Again, something different for the night was an event sponsor in Geoff Beesley from Newcastle Stevedores, many thanks to Geoff for his support.

The year will finish off with the Hunter Section heading to the Sydney awards and our final event for the year being an informal social event. Given it was a great success last year we are looking to go back to the same location. The Hunter committee comprises of Rebecca Jones, Steve O ‘Keefe, James Griffith, Steve Phillips, Allan Goodman, Dave Brown, Phil Carey and Wayne Walker, and we have focused on planning ahead to give plenty of notice to members on upcoming events to encourage attendance. This strategy has seen good attendances at all functions. Committee meetings are held regularly and we have identified that breakfast meetings seem to be a hit for attendance numbers. These meetings help keep the section on track and plan our year ahead. Already we have pencilled in our

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Section Reviews 2013

first event for 2014 for early February—more to come on upcoming events can be found on the Cilta website. Hunter would like to recognise and thank our local sponsor Mack Newcastle for their ongoing support and welcome new Mack representative to our section Craig White.

Steve Phillips, MILT Hunter Section Chair

North Queensland This is your personal invitation to be a part of the decision making process for the North QLD section. The NQLD section is based in Townsville and currently seeks volunteers to form a new committee.

What’s involved?

• Organising local section networking events and site visits.

• Encouraging members to get active and non-members to join.

For the Chairman: • National Council Bi-monthly meetings via teleconference • Face to face meeting (held once a year alongside the National AGM) If you want to be in the room when the decisions are made, have your say and help to plan CILTA activities in your section, please contact the CILTA National Office with your interest. You are the future of T&L – GET INVOLVED!

New South Wales The challenges of Transport and Logistics are perhaps more important today than have ever been in our State. Faced with continued growth, difficult trading conditions and rapid market fluctuations, we in this diverse industry have much to offer our country in respect of protecting our economic prosperity and growing our professional capability. Transport and Logistics in NSW has been undergoing a revolution over the last 12 months.

Our legislators are at last recognising the importance of a vibrant, dynamic and professional industry, which underpins the wider policy objectives. For CILTA in NSW, this represents a particular opportunity. We have it in our grasp to significantly influence the capability and effectiveness of our current and future members and we should seek to have a voice in the myriad of decisions, which are now being undertaken here in the State.

It is against this background that the NSW Committee launched a consultation paper on how members wished to see the section working in the future. The paper, circulated in mid-2013, sought opinions on how we could use the latest media facilities to enhance training and development, encourage membership engagement and influence opinion formers. Although responses were limited, I am pleased to report that a number of initiatives will be taken forward.

Your Committee has also embarked on providing a series of lectures

in association with Sydney University, Institute of Transport and Logistics. It is hoped that these lectures will provide members, guests and students with the opportunity to explore key issues and interact with members. The first event was kindly hosted by Telstra who gave a fascinating insight into how modern communications will shape the future of logistics and service delivery.

As always, member engagement in activities is critical. It is often disappointing to report that engagement and responses to initiatives and events are exceedingly poor. This contrasts sharply with the continued buoyancy in membership numbers. As always, your Committee is here to serve and represent the requirements of our members and we look forward in 2014 to a much higher level of member engagement. Even as we dive even deeper into the digital age, true business can only be done face to face. Your NSW Section can offer you this opportunity to gain insight, win competitive advantage and influence the future shape of our industry but only if our members are prepared to seize the moment.

Peter Koning, FCILT NSW Section Chair

Queensland It has been a slow year for the Queensland section. We held a Christmas function at the Grand Chancellor for 32 guests in December 2012, which was a great chance for members to relax and network with each other. In May we held a familiarisation at the Queensland Rail Train Simulator at Mayne. 20 people attended, which allowed all in attendance ample opportunity to try out the simulator. We held an event in November with senior executives of Queensland Transport and Queensland Rail who gave us some very valuable insight in to the future direction of public transport in Queensland. We will be holding a special meeting to increase our committee membership numbers, and to use the opportunity to ensure that our committee is a true representative of our membership. So watch out for that invite.

Michael Skinner, FCILT QLD Acting Section Chair

South Australia The SA section is focusing on rejuvenating its previous successes and activities after a slow year—we have experienced some noticeable inactivity from members and scheduled events, and have lost some key committee members from the Transport and Logistics Industry. Forward plans involve joint ventures with other associations to benefit CILTA members, with access to upcoming industry events and networking opportunities whilst rebuilding and promoting CILTA within the same circles. There is now a great opportunity for SA members to become involved, and CILTA SA is encouraging enthusiastic, driven, and like-minded people/ companies to express their interest for involvement within the

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CILTA 2014

Section Reviews 2013

process of facilitating events and promoting CILTA. We look forward to our members enquiring or expressing their interest at our next AGM. CILTA SA has always had strong participating support from sponsors and good success with its Accelerate Program throughout the years, and we expect to continue into 2014 with strong growth.

Ryan Tantschev SA Section Chair

Victoria The general committee of the Victorian section has met regularly over the year. Our section has been active with several functions and events held during the year and most of these have been very well attended. The general committee has several subcommittees, which have taken up various areas to focus on, to develop strategies and to help the Institute move forward in their specific areas. We thank these subcommittees and their Chairpersons for their tireless efforts over the year. Without their efforts, our section would be a lot less active. Each of the subcommittees has provided a summary of their activities below. As always, we ask all members of our section to support their activities and indeed take part in their deliberations.

Membership The Victorian section continues to have a strong membership base of 357 members (September 2013). The section witnessed strong membership participation, especially of Young Supply Chain Professionals. It appears that the different events and programs put in place as well as the expansion in our Social Media platforms has brought a strong incentive for Young Supply Chain Professionals to join, network, be part of the mentorship programs and enjoy the benefits the CILTA membership has to offer. As part of the Membership team we have been eager to establish more frequent interactions with all CILTA VIC members, gain feedback about CILTA events, and gather ideas about what value propositions the VIC charter should aim for the future.

As part of this initiative CILTA VIC further developed an Ideas Charter, a process that captures every good idea and enables us to follow up and implement those ideas when the opportunity arises. We look forward to hearing from our members on ideas and feedback. Feel free to contact us at below email addresses. vrakasg@anl.com.au | iburns@kangan.edu.au | ciltavic@gmail.com Passenger Transport Group This new group has been formed, to service the growing Passenger Transport Industry. Initial support indications are good particularly from the Air industry and related services. The Transport Heritage Group is continuing as a separate group for members who are interested in learning about our industry history and preserving our heritage.

Emerging Leaders We have run several functions including the “Dinner Conversation” with industry leaders and are developing a program for next year to include a wider range of media and forums.

Events and Functions CILTA VIC conducted our second ‘Logistics Conversation’ event on the 11th July 2013. This is becoming an annual event on the Victorian calendar and is enjoying continued and growing support from the business community in Melbourne. The theme for the event was ‘Facing the challenges and increased demand over the next decade’ in regard to seaport operations in Victoria and along the eastern seaboard of Australia.

Among the many topics discussed were: The forecast demand in shipping services including both freight movement and passenger cruise ships; the impact of increasing logistics activities on current and future infrastructure; the need for increased urban planning; road and rail support services; and the requirement for skilled people to enter the Logistics Profession to manage the expected growth over the next 20 years and beyond. Primary organiser, Ian Burns, managed the event on behalf of CILTA and also garnered the support of his employer, Kangan Institute, where he works as a Program Coordinator in Logistics Education.

For Australia to maintain its competitive advantage, we need to support the ongoing professional development of our current and future supply chain leaders. This is the catalyst for this type of event and when industry leaders, the education community and professional bodies such as CILTA work together, then the logistics profession can only prosper—making the continual advances necessary to support the Australian economy and ultimately, our competitive position in the international marketplace.

Activities Over the course of the last eighteen months, our Memberships Committee has been capturing and reporting feedback from surveys completed by participants at each event. Together with the feedback from event attendees and committee member suggestions, our Activities Committee has then used the Ideas Charter to assist with program design, delivering events and activities to members and non-members that were more topical and engaging in 2012.

Supply Chain 2020 CILTA VIC committee members hosted an information stand at the Supply Chain 2020 exhibition speaking to many industry professionals and leaders. The event, sponsored by CILTA, was an interactive and educational conference program for supply chain and logistics managers to source new products and solutions in line with best practice in supply chain management.

Emerging Leaders of Today There was overwhelming participation at the Emerging Leaders of Today event, supported by the Department of Transport Victoria on 20th of September 2012. With over 55 attendees, CILTA VIC hosted a Q&A evening with three outstanding professionals working in the supply chain sector to speak about their successes and thoughts on the industry and the future and then the floor was opened up to the audience. Business representatives, recruiters, students and the education community attended and all were thoroughly engaged in the discussion.

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Section Reviews 2013

Awards Victorian Minister of Public Transport and Roads, Terry Mulder, joined the Victorian section at the 18th Annual Minister’s Luncheon at the Hotel Windsor to recognise the Young Professional of the Year 2012 award. The 2012 award winner, Leigh Williams Managing Director EStore Logistics, was an outstanding candidate who exemplifies the innovative and entrepreneurial emerging leader. Leigh continued to be recognised for his contribution to CILTA VIC and the T&L industry by taking out the National and International CILTA Young Professional Award 2012; the first trifecta on record for CILTA Victoria.

Hans Anneveldt, FCILT VIC Section Chair

Western Australia What a year it has been... and CILTA WA is continuing to provide value for our members with a busy schedule of interesting and topical presentations including several networking opportunities during 2013.

The following events were well supported by our members: • February - Hazardous Goods Information Session, featuring presentations delivered by Mr Craig Watt (Chem-Safe Australia Pty Ltd), Mr. Christian Fitzgerald (Sinclair Knight Merz) and Mr Russ McPhee (Dangerous Goods Transport Services).

• May - CILTA committee members provided support by manning the Curtin University stand at the WA Careers Expo.

• May - We welcomed CILTA National Chair, Mr. Andrew Stewart, who discussed activities from the CILTA National level. Andrew was on his way to the CILT International Conference in Sri Lanka, and we welcome him back at any time to meet and get the WA perspective direct from our members.

• July - WA Ports Strategy presentation, by Senior Dept. of Transport strategist Mr Peter Parolo. We thank the Fremantle Port Authority for the use of their conference room for this presentation.

• July - Launch of the WA T&L Annual Awards. We were pleased to welcome WA Transport Minister Mr Troy Buswell to launch this event, and mix with members over refreshments afterwards.

• September - WA State Freight Strategy presentation by Senior Dept. of Transport strategist Mr Steve Beyer.

• October - WA Regional Membership Launch at Dampier Port Authority offices.

Continuing good signs for CILTA WA is our relevance as the prime logistics association in WA with a membership base made up of defence, government, industry and educational backgrounds. Our relevance is increasing even in these tightening times of the local economy. We have had an increase in corporate support, a growth in membership and an increase in the number of people attending local events. Additionally, CILTA WA has recently been included in the Main Roads WA’s Working Group, which will prepare for the rollout and communication of the C&E or Chain of Responsibility legislation to WA industry.

We used this representation opportunity to interact with our members to keep them well informed of the C&E rollout and consultation processes during this activity. We welcomed a new corporate sponsor Aston Recruitment, who joined with CILTA WA as official Resourcing Partner. The team, headed by founder and owner Chantal Haskett, plus Lynsey Wilding attended our functions, and CILTA WA looks forward to developing a fruitful and positive relationship over the coming years. This adds to our existing corporate support provided to our Young Professionals Group, sponsored by Mango Hill Mining.

CILTA WA launched our Regional WA Membership rollout in September. We had engaged in discussions with the WA Dept. of Transport, and the Freight & Logistics Council of WA who both agreed with the relevance of this initiative, and have congratulated CILTA WA for our foresight and dedication in introducing this activity. We know there are definite advantages in providing the same four pillars of our institute to the many dedicated persons who just happen to reside outside the Perth CBD. So, in a planned rollout, those government and industry focused logistics practitioners living in regional areas including Esperance, Albany, Bunbury, Geraldton, Dampier, Port Hedland, Broome, Wyndham, the Goldfields now have access to the core CILTA pillars: • Involve • Inform • Develop • Recognise This regional rollout occurred with the assistance of government and industry to provide invaluable opportunities for networking and support. I am sure it will only be a short time until someone from these regional areas is nominating and winning national logistics awards, or even representing CILTA on the international stage. With the national webinars continuing, these new WA regional members now have access to informative presentations previously only available to persons living in a state capital city.

The regional launch was held on October, in the Dampier Port Authority conference room with several invited dignitaries present.

We thank Mr. Steve Lewis, CEO Dampier Port Authority, for his support and assistance in this initiative. Our state-based Ascot Awards event was held on the 16th November, 2013. This is the premier event in the WA transport and logistics industry and is co-hosted with the SCLAA as in previous years.

In closing, thanks to our committee and members for the ongoing support. We ask members to continue supporting the organisation, which is your avenue to networking, development, seminars and other opportunities. If you have not attended a CILTA WA function recently, please come along and contribute to the relevance of the organisation. We already have an interesting 2014 events schedule coming together and will consolidate on progress and momentum gathered over the past year. Please stay safe, and on behalf of the CILTA WA Executive Committee, many thanks for your continued support.

Thanks and regards, Jamie Bradford, FCILT CPL WA Section Chair

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2013 National Transport and Logistics Industry Excellence Awards

Celebrating Excellence in Transport and Logistics The 2013 National Transport and Logistics Industry Excellence Awards presentation was hosted by CILTA on Saturday 26th October at Rosehill Gardens Racecourse in Parramatta, NSW in conjunction with the Men of League Cox Plate Day.

The 2013 National Transport and Logistics Industry Excellence Awards recognised exceptional achievement on the part of individuals and organisations that are actively involved in the Passenger, Freight and Defence Transport or Logistics Industry. Over 180 industry professionals joined CILTA for a fabulous day to celebrate excellence in Transport and Logistics. Guests donned their race day attire, gorged on an amazing three-course buffet, had a flutter on the horses and enjoyed the networking opportunity.

CILTA would like to thank all our nominees for their high calibre of submissions and our judges for their time spent analysing each submission. This year’s judging was extremely close and in some cases nominees were only one point away from the winning spot.

A big thank you is also extended to our Event Sponsors – Mack Trucks, Telstra, Epicor and APS Group.

2013 National Award Categories: 1. T&L Industry Excellence Award - Innovation 2. T&L Industry Excellence Award - Safety 3. T&L Industry Professional of the Year Award 4. T&L Industry Young Professional Award

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2013 National Transport and Logistics Industry Excellence Awards

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CILTA 2014

T&L Industry Excellence Award - Innovation

T&L Industry Excellence Award Innovation Sponsored by: Epicor

WINNER

Queensland Rail Queensland Rail has acquired 44 state-of-the-art Desktop Simulators for the purpose of driver training in route competence, emergency management, safe working and the development of critical non-technical skills. The Desktop Simulators will be provided with 2000 kilometres of high quality CGI footage of regional locations spanning from Cairns to South East Queensland. The acquisition of these simulators has allowed for advancements in training strategies, assessment techniques and driver development, while positively impacting on training costs, timeframes and driver outcomes.

A significant pressure on Rail Operations and Travel Network Train Crew training resources was the considerable financial impacts due to overtime incurred and subsequent reduction in capability to meet projected workforce planning requirements. It was identified that the implementation of Train Driver Desktop Simulators would significantly decrease the operational expenditure involved in training drivers by reducing ongoing costs. This innovation was also projected to provide significant operational efficiencies pertaining to the training and accreditation requirements of Queensland Rail locomotive drivers.

The former training and accreditation program required significant operational resources and expenditure to train a driver. The costs incurred associated with solely utilising rollingstock to deliver route competence was unproductive and exposed Trainee Drivers to unnecessary operational risk. There was also the additional requirement to access privately owned and operated sections of track further increasing operating expenses.

Winner: Michael Skinner from Queensland Rail with Sponsor Geovanna Pazmino from Epicor

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T&L Industry Excellence Award - Innovation

This award recognises an organisation that has initiated an innovation that has significantly improved Australian Passenger, Freight and Defence Transport or Logistics.

Queensland Rail Desktop Simulators

Innovation Finalists: Steven Asnicar, COR Australia, Sponsor Geovanna Pazmino from Epicor and Michael Skinner, Queensland Rail

FINALIST

Chain of Responsibility Australia Chain of Responsibility Australia is the leading Compliance, Training and Systems group nationally. They deliver specialised customised solutions for supply chain, chain of responsibility and logistics compliance systems to Australia’s largest and smallest firms through their three business streams - CoR Compliance, CoR Training and CoR Audit Preparation.

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T&L Industry Excellence Award - Safety

T&L Industry Excellence Award Safety Sponsored by: Telstra

WINNER

Aurizon Holdings Limited In 2008 Aurizon launched a major safety improvement program, which has been responsible for transformational change across the company. The program focuses on employee engagement, training and leadership to build capability and ensure an absolute focus on safety across the workforce.

This commitment to safety has delivered a major reduction in incidents and injuries. Between the financial years 2008-09 and 2012-13, there has been a 92 per cent reduction in the Lost Time Injury Frequency Rate* (to 0.95) and 89 per cent reduction in Medically Treated Injury Frequency Rate* (to 4.90).

Derailments and Signals Passed at Danger have also reduced dramatically. In addition, the safety program has created a significant culture change amongst employees company-wide.

Changing entrenched attitudes towards safety and work practices amongst employees required strong leadership. To support this change, the Executive team role modelled the expected behaviours, clearly communicated that safety was their number one priority and provided the resources and momentum to create a safer workplace. To build employee engagement, regular campaigns were also introduced on a range of topics including injury prevention and key safety risks.

The transformation in safety and associated improvements in operating discipline, service and efficiency have been pivotal to Aurizon’s success over the past five years. Safety performance was also pivotal to Aurizon securing five new major coal haulage contracts in the financial year 2012-13, which collectively amount to more than 120 million tonnes of coal per annum. These contracts will form a significant portion of coal volumes well into the next decade for Aurizon. * These figures are per million man hours worked.

Winner: Neil Backer from Aurizon with Sponsor Charlie MacDonald from Telstra

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T&L Industry Excellence Award - Safety

This award recognises an organisation that has demonstrated a practical and exceptional commitment to excellence in safety in Australian Passenger, Freight and Defence Transport or Logistics.

Safety Finalists: Michael Skinner, Queensland Rail Nick Mountford, Transport for NSW - Safety and Quality Branch David Helmore, Linfox Logistics Pty Ltd Dean Matthews, KDR Victoria Neil Backer, Aurizon Holdings Ltd with Sponsor Charlie MacDonald, Telstra

HIGHLY COMMENDED

FINALIST

KDR Victoria

Queensland Rail

KDR Victoria operates Melbourne’s tram network as Yarra Trams. Its rhino safety campaign has reduced serious injuries and conspicuously injected tram safety into the vocabulary of Melburnians. The rhino is now symbolic of tram safety in a city where trams have been at the heart of the community for more than 100 years. Improved tram safety began with the 2011 success of Beware the Rhino, which reduced pedestrian knockdowns by 27 per cent year on year. Drivers Beware builds on the core message and imagery of the rhino campaign and has reduced serious collisions between trams and vehicles by 55.5 per cent. The result is a safer tram network for our employees and passengers.

In 2008, Queensland Rail completed a safety cultural survey, which identified that the company was reactive in its approach to safety and employees did not feel engaged in the safety journey. At this time the LTIFR rate was 12.98 and the MTIFR was 22.96. The implementation of a program of safety initiatives and investment in safety leadership has contributed to organisational improvement. In 2011, a marked improvement in safety culture was identified to the point where the organisation is on the verge of transitioning to an independent safety culture. The current LTIFR rate is 6.09 and MTIFR of 7.78.

FINALIST

Linfox Logistics Pty Ltd

Transport for NSW Safety and Quality Branch

At Linfox, safety is the number one priority. Linfox has developed a Safety Leadership Journal to assist leaders at all levels to continue to improve the safety of Linfox people, customers and the communities within which Linfox operates. The Safety Leadership Journal is a key tool supporting Linfox’s vision ZERO safety strategy. The six monthly Safety Leadership Journal provides an operational plan to assist leaders in implementing key safety requirements across all Linfox Asia Pacific operations.

The Transport for NSW (TfNSW) Safety and Quality Branch have led a safety program to develop and implement safety requirements for TfNSW. This has included the development of a safety management system, the delivery of safety related training and induction and a strong focus on awareness and accountability at all levels of the organisation. This has resulted in TfNSW nurturing a positive safety culture that will support the organisation to deliver safe outcomes for its people and its customers.

FINALIST

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T&L Industry Professional of the Year Award

T&L Industry Professional of the Year Award Sponsored by: Mack Trucks

WINNER

Paul Kahlert General Manager, All Purpose Transport

Paul commenced his career with All Purpose Transport (APT) as a nineteen year old in 1988. Over the following years, he experienced a variety of different roles in running a transport business including fleet management, driver and staff recruitment, customer contact and administration management. In 2001 the Managing Director of the business announced his retirement and Paul was promoted into the role of General Manager at 33 which he has held for the past twelve years.

Paul’s most recent significant achievement is “Project APT” where every employee and owner-driver at APT is now qualified at Certificate III or above—a first and unequalled achievement in Australia to date. This project was successfully completed in March 2013 and APT is now the most qualified transport company in Australia. Paul was personally involved in all of the key decisions for the project and demonstrated strong leadership and dedication to the industry when he stated that he would say ‘yes’ to every opportunity to talk publically about the project and its benefit to the Transport and Logistics industry.

In June 2013, one of the key highlights of Paul’s career was the invitation to attend the Standing Council on Tertiary Education, Skills and Employment (SCOTESE) Industry Forum in Canberra as a representative of the Transport and Logistics Industry in Australia, a first for any transport operator. This proved that a medium-sized Queensland transport business had undertaken an up-skilling journey worthy of presenting to State and Federal Ministers.

Winner: Paul Kahlert is congratulated by Peter Clemson from Mack Trucks

Paul Kahlert, General Manager of All Purpose Transport, is a forward thinking industry champion. He is known for leading Queensland’s only true specialised transport company and having the most “qualified fleet” in Australia. Paul was instrumental in qualifying APT’s entire workforce at Certificate III level (or above). He is a speaker, presenter and spokesperson on youth engagement, migrant employment, gender diversity and education for the industry.

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T&L Industry Professional of the Year Award

This award recognises an individual of great eminence who has made an exceptional contribution to Australian Passenger, Freight and Defence Transport or Logistics.

Professional Finalists: Paul Kahlert, Jim Modrouvanos, and Justin Di Giulio with Sponsor Peter Clemson Mack Trucks

FINALIST

FINALIST

Justin Di Giulio

Jim Modrouvanos

Project Manager/Fleet and Infrastructure Planner, Public Transport Victoria

Director, Asset Standards Authority Transport for NSW

Justin Di Giulio, FCILT is a Project Manager within PTV and has worked in the transport industry for more than ten years. His experience spans across the country having worked in multiple agencies within Victoria and Western Australia. Justin’s focus is on developing well-planned transport projects in complex environments and working with various stakeholders in all modes. He has participated in major public transport, road and freight project planning and has been involved in transport land developments, and corporate and long-term planning including fleet replacement strategies. Justin is strongly focused on service and exemplifies excellence in improving transport for the community.

The Asset Standards Authority (ASA) is an independent unit established within Transport for NSW, and is the network design and standards authority for NSW rail assets. The ASA is responsible for developing engineering governance and frameworks to support industry delivery in assurance of design, safety, integrity, construction and commissioning of transport assets for the whole asset life cycle. The ASA was established in 2013 under Jim’s leadership and guidance and the organisation is now emerging as one of the most influential and important transport bodies in NSW. Jim has demonstrated the highest degree of professionalism and leadership in establishing the ASA and defining its forward agenda.

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CILTA 2014

T&L Industry Young Professional Award

T&L Industry Young Professional Award Sponsored by: APS Group

WINNER

Jessica Paton Training Facilities and Simulator Specialist, Queensland Rail

Jessica Paton is a registered psychologist employed within Train Service Delivery (TSD), Queensland Rail Operations. In addition to project managing the multi-million dollar acquisition of rail simulators for training and development, Jessica is also leading TSD’s SPAD management program. Here, she has initiated, developed and implemented an innovative program that incorporates both technical and non-technical skills critical for safe driving operations.

Jessica’s development of a cognitive based coaching program has transformed the way rail incidents are managed within TSD, resulting in significantly improved driver outcomes. Other career highlights include the coordination of a multi-award winning wellbeing program within Queensland Rail. Jessica’s experience and interest in cognitive behavior and non-technical skills led her to begin constructing a post SPAD management framework based around driver support and development. This approach has allowed for a more rigorous and comprehensive assessment of how and why driver errors resulted in SPAD events, and in conjunction with an Operational Debrief, provided an in-depth insight into preconditions leading up to SPADs. In addition to developing a more comprehensive framework to identify contributing factors, Jessica also created a post SPAD driver development process (Operational Improvement Plans) to capture all required training, coaching, development and mentoring activities required to effectively and successfully target the underlying contributing factors associated with an individual SPAD event.

Winner: Jessica Paton with Sponsor Julian Barson from APS Group

Jessica is actively involved in Queensland Rail events, and is a keen supporter of charity partners and special events. She is well known for her volunteering efforts, and is a regular fixture on Central station collecting donations and selling goods during charity drives. Jessica is an active member of Queensland Rail’s Young Professionals network, and in her professional life has been the recipient of a number of workplace awards, notably winning two national awards in 2012.

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T&L Industry Young Professional Award

This award recognises a young professional who has made an exceptional contribution to Australian Passenger, Freight and Defence Transport or Logistics. Applicants must be under 35 years as at 30th June in the year of nomination.

Young Professional Finalists: Andrew Porter, Jessica Paton, Becky Creighton, Kieran Boyce, Matthew Bennett, Shannon Ross, (Absent James Ellis)

HIGHLY COMMENDED

HIGHLY COMMENDED

Becky Creighton

Shannon Ross

Project Manager, DC Network | Logistics

Service Supervisor, Volvo Group

Becky Creighton is an outstanding young team member of the Coles Logistics Team whose exceptional organisational and leadership skills have enabled her to deliver extraordinary results. Becky began her career at Coles as a Logistics Graduate in 2010 after graduating from the University of Melbourne. As a key member of the Logistics Team at Coles, Becky’s considerable project management talent was demonstrated when she used her creativity and considerable people management expertise to support the successful delivery of a major logistics project in Queensland. Becky is currently managing a significant multi-year $100 million project for Coles.

Shannon Ross is a rising star within the Volvo Group. In less than three years, at the age of just 27, Shannon has progressed from an apprentice to managing a team of 12 employees. He began his career as an apprentice mechanic with the Volvo Group Australia in 2007 and fast-tracked his apprenticeship by six months to complete a Certificate III in Heavy Vehicle Diesel Mechanics.

Shannon is a quick learner and progressed through Volvo Trucks Australia’s leadership team to become a Service Manager at the company’s Australian headquarters in Brisbane. In 2011 he was selected to manage a rare project, which saw him restoring 200 faulty Powertronic transmissions. Shannon particularly enjoys working with Mack Trucks and is dedicated to ongoing professional development, having recently completed a Certificate IV and Diploma in Frontline Management.

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T&L Industry Young Professional Award

FINALIST

FINALIST

Matthew Bennett

James Ellis

Traincrew Compliance Officer, Queensland Rail

General Manager, eStore Logistics

Matthew Bennett is a qualified business professional with eight years’ experience gained within a number of industries including transport, fashion, retail, community relations and privately owned businesses. He has a vision to positively influence both social and organisational thinking, to improve the lives of people and change the face of business both locally and globally. Matthew has tenacity, energy and a results-driven focus in delivering operational excellence. He is a specialist in end-to-end business performance and has demonstrated achievements in: risk management; forecasting; business process management, modelling and continuous improvement; compliance and assurance; and community relations.

James Ellis is the General Manager of eStore Logistics and is responsible for profit and loss, business development, day-to-day operations and process optimisation. In 2013 James launched and delivered the very successful Wine Logistics Service for eStore Logistics. James identified the area of wine logistics as a large and rapidly growing sector (especially business-to-consumer through online channels), which he believed eStore Logistics could successfully expand into and add value to through superior service and reduced cost. James was responsible for the end-to-end development and implementation of WLS, which consists of inbound warehouse handling, kitting of mixed cases, storage, order fulfilment and delivery of wine to consumers’ homes.

FINALIST

FINALIST

Kieran Boyce

Andrew Porter

Operations Manager, eStore Logistics

Manager Integrated Management Systems, Transport for NSW

Kieran Boyce was promoted to Operations Manager at eStore Logistics in 2012 and has a wide variety of responsibilities across a number of key business functions including customer service and support, warehouse receiving and despatch and operational reporting and analytics. Since being promoted to Operations Manager Kieran has delivered on two key projects. Kieran has developed an Activity Based Profitability (ABP) reporting platform and a new rostering strategy. Using his experience in IT and Business Intelligence reporting, Kieran identified that eStore Logistics could improve performance and increase profitability by measuring and analysing key operational activities. The project has delivered operational efficiency improvements of 23 per cent.

Andrew Porter is the Manager Integrated Management Systems in the Safety and Quality branch of Transport for NSW (TfNSW).

Andrew has been in this role for the past 10 months and during this period has shown outstanding customer service as well as excellent project management skills in implementing the TfNSW Safety Management System. Andrew has been instrumental in the formation of TfNSW’s ‘Safety Community’ and the provision of safety communications across the business. During Andrew’s career in transport he has made a significant contribution to the industry, including improvements to safety performance and supporting small business through participation as a mentor in mentoring programs.

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CILTA Education

CILTA Education Certified Professional Logistician (CPL)/ Certified Transport Planner (CTP) Becoming a CPL/CTP is the start of an ongoing process of learning and experience. Persons attaining the CPL will be able to demonstrate that they have the capability to effectively master the technology and leadership skills required across the broad range of activities that today constitute logistics. Logistics as a term embraces warehousing, freight, transportation and distribution, through to supply chain management. Today, professionalism of a high standard is required to manage these complex, disparate functions in a seamless and integrated supply chain framework— with a clear understanding of the need to track not only the movement of the physical goods or services, but the related flows of finance and information.

The CTP brings together the breadth and depth of skills required of a modern Transport Planner. The CTP unifies the many disciplines that make up the profession such as: Engineering; Town Planning; Geography; and Economics. CTP status indicates professional recognition of significant experience and capability to plan, implement, manage and improve transport planning initiatives.

Retention of CPL/CTP status requires completion of 120 hours of recognised CPD activity in each three year period after the initial granting of the CPL/CTP. This is to maintain the currency of the qualification through taking up learning and development opportunities and maintaining an active involvement in the T&L profession and its networks.

Check out your eligibility at: www.cplinstitute.com and www.ctpinstitute.com

Certified Passenger Professional (CPP) Passenger transport hosts almost a quarter of a million employees spanning bus and coach operations, airlines, railways, ferries, taxis, cruise liners, State Government public transport departments and their contractors. This qualification has been designed to recognise and reflect the professionalism and experience of operators and administrators in the public transport industries.

The program is in its final planning stages and will run similarly to the CPL/CTP Qualifications. Calculating eligibility is through a points based system that is referred to CILTA’s passenger transport certification panel for assessment. The certification, once gained, is required to be renewed through Continued Professional Development activities.

If you would like to test out your skills and experience on the points calculator please contact CILTA for further details. Initial and second stage applications will be submitted via the CILTA website in its second stage of implementation. www.cilta.com.au/page-cpp

Certification/Recognition CILTA sets and maintains standards for delivery of professional development programs and seminars through Certification of programs that meet the academic requirements for Chartered Membership status and Recognition of short courses and seminars through the provision of Continuing Professional Development (CPD) points.

Only CILTA can offer an efficacious certification, which leads to members earning recognised qualifications and those internationally recognised letters after your name. Members can be assured that if they enrol in any certified or recognised course that these have been mapped to the CILT International Key Knowledge Areas (KKA’s) and therefore, have been assessed against CILT’s international standards and benchmarks.

For more details on Certification, Recognition and the following programs and short courses please visit www.cilta.com.au/pageeducation

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CILTA Education

Courses certified to date:

Courses recognised to date:

Victoria University (Certified 2013 - 2017)

Logistics Bureau Group • Supply Chain School (60 CPD Points) Dates for 2014: March 18 and 19, 2014 July 29 and 30, 2014 November 11 and 12, 2014 Contact: JBaker@logisticsbureaugroup.com Visit: http://supplychainschool.com/CILTAmembers/

Associate Degree in Logistics (BADL) – Duration 2 Years This course prepares graduates for a career in logistics and supply chain management in any industry in a range of functions including inventory, distribution, warehousing and purchasing.

Learn about sustainable business relationships in an international business environment and the impact of logistics functions and their integration with other business operations in today’s complex global business environment.

Bachelor of Business (Supply Chain and Logistics Management) – Duration 3 Years Gain skills and knowledge in all aspects of logistics in a sustainable supply chain. These include purchasing and procurement of materials, inventory flow and control, storage and material handling in warehousing, economics of mode of transport, and distribution and shipment.

University of Wollongong (Certified 2013 - 2017) Master of Science (Logistics) The MSc (Logistics) examines the chain of enterprises engaged in moving products, services and information from initial suppliers, through various stages of transformation to the ultimate client or customer. Students will learn how to implement a supply chain strategy, develop skills in forecasting, production/service planning and scheduling and understand client buying behaviours in order to achieve operational excellence.

Graduate Certificate (Logistics) The Graduate Certificate in Logistics provides candidates the opportunity to complete an introductory study of the concepts of logistics and operations management. This course is designed for professionals and managers working within the logistics and operations management area, providing students with a foundation of skills required to manage the flow of materials and information within and between organisations. Candidates are required to complete four subjects (24 credit points) from the eight core subjects of the Master of Science (MSc) (Logistics) program.

University of Queensland Business School • Supply Chain and Logistics Management (60 CPD Points) Visit: business.uq.edu.au/execed Transport Futures Institute • Measuring Transport Outcomes (40 CPD Points) • Transport Project Management (40 CPD Points) • Multi—modal Integrated Transport (40 CPD Points) Contact: p.charles@uq.edu.au Visit: http://transport-futures.com Master Research Australia • Warehousing for Competitive Advantage (50 CPD Points) • Introduction to Logistics (30 CPD Points) • Statistics for Logistics (30 CPD Points) • Fundamentals of Demand Forecasting (15 CPD Points) • Fundamentals of Inventory Management (15 CPD Points) • Advanced Inventory Management (15 CPD Points) • Transport Network Optimization (15 CPD Points) • Supply Chain – putting it all together (50 CPD Points) Visit: www.masterresearch.com.au Bill Synnot & Associates • Change Management -Masterclass (1 day) (15 CPD Points) • Introduction to Change Management (1 day) (15 CPD Points) • Change Management for Project Managers – Masterclass (15 CPD Points) • Successful Organisational Transition: a practitioner’s guide (2 days) (25 CPD Points) • Successful Organisational Transition: a practitioner’s guide (3 days) (35 CPD Points) • Advanced Organisational Change Management (4 days) (35 CPD Points) • Advanced Organisational Change Management (5 days) (55 CPD Points) Contact: bsynnot@optusnet.com.au Visit: www.billsynnotandassociates.com.au The Institute for Sustainable Futures • Continuing Professional Development Course in Travel Planning Visit: www.isf.uts.edu.au

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CILTA Education

Webinars CILTA has pioneered webinars allowing members anywhere across Australia (or the world) to participate in information and debates about current topics. Having held 18 webinars in 2013, we continue to roll out topics and improve webinar delivery quality. The term webinar is short for Web-based Seminar, a presentation, lecture, workshop or seminar that is transmitted over the Web. All members require is a computer, internet access and a unique entry code and you can be involved in a seminar on hot T&L topics from your desk, on the road or at home. If you have missed out on a previous webinar of interest you can have access to the recordings and presentation files via your member’s area login or email the CILTA National Office for more detail.

If you have a specific topic you would like to see delivered or know of an excellent speaker please let us know!

2013 Webinars: • Where has managerial prerogative gone? - Katrina Murphy, KMIR Pty Ltd • Mobility - Designing an Optimal Vehicular Sensor Network for Smart Cities - Baljeet Malhotra; SAP Research • Transforming Humanitarian Logistics: The Journey to Supply Network Management - Dr Peter Tatham FCILT; Griffith Business School • Social Media in Logistics - nice to have or pre-requisite for success? - Michael Alf CMILT • Emerging Leaders Tell All with Leigh Williams, Director, e-Store Logistics • Emerging Leaders Tell All with Elaheh Ostovary • Green Freight Strategies: Guest Speaker: Wayne Striplin & Carl Maurer, Strategix Training Group • Logistics Providers in the Supply Chain Firing Line - Derek Luxford, Partner - Transport, Trade and Energy, Hicksons Lawyers • Safe Rates for Safer Road Transport - Adrian Brown, Director / Developer, Freight Metrics • Termination of Employment - Rick Catanzariti, Partner, DLA Piper Australia • Behind the Scenes News in Industrial Relations - Katrina Murphy, KMIR Pty Ltd • Managing a Critical OH&S Incident – Dan Feldman, Partner, HR Legal • Sustainable Business Practices in a Resource Constrained Economy - Craig Beaver CMILT, Principal, The Great Southern Land Consulting Group • High-Speed Rail, Regional Rail and Economic Growth, Glen Weisbrod, President, Economic Development Research Group • Why the Supply Chain is Dead - Stephen Reid, Solution Specialist - Supply Chain, SAP Australia • Chain of Responsibility (COR), Legal Requirements and the COR Framework Review - Jeremy Wolter, Manager for Legislation and Compliance, National Transport Commission • Beyond the Perimeter – A practical analysis of a transition from Defence to the Transport and Logistics Industry – Steve O’Keefe FCILT CPL • Chain of Responsibility - The NEW is not coming....The NEW is here - Steven Asnicar CMILT, Director, COR Australia • Carbon Neutral Transport - Dave Coleman CMILT Business Development Manager, Ron Finemore Transport • Employee Engagement: Practical tips for a more Productive Culture in the Workplace - George Vrakas MBA, CMILT, Procurement Manager, ANL Container Line (the CMA CGM Group) • Asia Supply Chain Insights - Do you have the Supply Chain Insights you need to succeed in Asia? Mark Millar MBA, FCILT, FCIM, GAICD Managing Partner, M Power Associates

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CILTA 2014

Advertorial Education

Australian Catholic University - Supply Chain Management Course What is Supply Chain Management, and why is ACU introducing its new program?

Supply chain management (SCM) is all about the efficient flow of physical and virtual resources into and between organisations—the processing of materials and information into finished goods and services - and their distribution to the end consumer.

Supply chain professionals design and manage the product, information, and financial flows that are the fundamental operations of a business. Today, companies worldwide are leveraging their supply chains to gain competitive advantage—and they’re hiring Business and Commerce graduates who understand the supply chain to drive these strategies.

Why a new program for ACU? To quote the Wall Street Journal (5 June, 2013) “Call it a problem of supply and demand. With global operations becoming more complex, companies in manufacturing, retail and technology—and the consulting firms that service them—are scrambling to hire people with supply-chain expertise. But these experts are hard to come by.

Sensing growing demand, more than a half-dozen universities have recently introduced undergraduate majors…and even entire degree programs dedicated to procurement, inventory management and global supply-chain strategy…Because supply-chain graduates are in such demand, they command impressive salaries.”

There is a worldwide shortage of SCM-savvy managers, as well as front-line logistics practitioners. Moreover, there are few courses that concentrate on the managerial aspects of the supply chain.

By this I mean those aspects of business management specifically focused on optimising the flow and integration of business elements to deliver better, less expensive and more sustainable outcomes for all stakeholders.

Australia has a small number of logistics-oriented SCM programs. As of 2014, ACU will be offering an online managementoriented program, also available to international students, that will leverage off our strengths in Informatics, Finance, Human Resource Management, Marketing, Occupational Health, Safety and Environment, Corporate Governance and especially Organisational Resilience. In other words, the new SCM program is a natural extension of our successful courses and a positive response to feedback from industry and the community.

Who will benefit most from taking this program?

According to Accenture, SCM has a major impact on business performance. It accounts for over 70 per cent of operating costs and is responsible for over half of all business assets across all sectors of the economy, not just manufacturing. Indeed, most SCM graduates worldwide nowadays are employed in IT, energy, consulting, transport and financial services. Critically, over 80 per cent of Fortune 1000 companies have reported that supply chain initiatives are the most effective way of cutting costs, improving efficiencies, enhancing customer service and revenues, and improving competitiveness. In other words, the supply chain is the value chain of a business, and its effective management is the cornerstone of business success.

Anyone involved in business operations, management and improvement at any level will benefit from a deeper knowledge of SCM. And any business that wishes to enhance its competitive advantage, fiscal strength and long-term sustainability will benefit from having employees with a thorough, practical understanding of SCM. What is the program, how is it delivered and who can take it?

The ACU SCM Program consists of an undergraduate SCM major in the Bachelor of Commerce and a Master of Supply Chain Management with nested Graduate Certificate and Graduate Diploma of Supply Chain Management. Applicants may ‘dip their toe’, so to speak, in a Graduate Certificate, and either stop there or progress towards a Masters if they so choose at a later date.

The Program was developed in collaboration with the Chartered Institute of Logistics and Transport, and is available to vocationally trained applicants as well as those who have a degree in another field, or have no formal qualifications but relevant work experience.

Advanced standing will be given to applicants who have completed related study at another institution or through an industry body.

All units in the SCM Program are offered fully online, with comprehensive learning materials and academic support provided over the Internet. No on-campus class attendance is required and the course is available to both international and domestic students.

Students may enrol part-time or full-time, and may progress a unit at a time so that they are able to study, work and ‘have a life’ while progressing towards their career goals.

Classes begin February 2014 For more information contact: Website: www.acu.edu.au/supplychain Email: business@acu.edu.au

Professor Alan Bowen-James is head of Information and Communications Technology (ICT) and Supply Chain Management (SCM) at the Australian Catholic University. An experienced practitioner, he designed ACU’s new SCM program for practitioners who need to integrate complex supply networks, big data and lean operations.

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CILTA 2014

Obituaries

Edward Walter Ayling Butcher AM, FCILTA (Hon), FBIM, FIE Aust, CP Eng. 11th October 1929 – 11th September 2013

Ted Butcher had a great career: he managed one of the UK’s biggest bus companies, spent ten years as Director of an international transport firm, and became an agency head in the Australian public service. He was a quiet and reserved man with a sharp and practical mind, and a great deal of “command presence”.

When Ted spoke, people listened. In later years, Ted came to be regarded as an “elder statesman” of transport for his wisdom (often displayed with an impish sense of humour), his measured thoughtfulness, his unfailing courtesy and patience with those less wise, and his commitment to service in the transport industry and the community in general.

Along the way, he had some fun. Over the course of his life he played tennis with Margaret Court, sipped beer with Billy Connolly, spent an evening with Cat Stephens, judged a UK beauty competition (Miss Lancashire Rose), escaped a coup in Nigeria, swam laps in a pool with Idi Amin, was entertained by Bedouins, rode elephants in India, and went on safari in Africa. More formally, he attended a garden party at Buckingham Palace, received an Order of Australia for services to transport, and was made an Honorary Fellow of CILTA. But it almost didn’t happen. As a schoolboy in England during the war, he was the only survivor from a bus destroyed in a Luftwaffe tip and run attack. Ted’s best friend died beside him. Canadian soldiers pulled him out of the wreck and told him to go home.

Born in Eastbourne in the UK in 1929, Ted’s family has been in transport since at least 1840. His grandfather was “Hackney Carriage Inspector” in Worthing, responsible for issuing licenses to omnibuses, while his father, uncle, and cousin together worked 120 years for the Southdown Motors bus company.

With this family history, it is not surprising that the young Ted Butcher elected to study engineering when he left school.

It wasn’t just to get a job. As he later told his family, he really enjoyed everything about engineering—mathematics, machines and design.

Studies completed in 1949, National Service could no longer be deferred and Ted was called up to a training battalion in Devon.

Identified as officer material, the Army asked Ted to consider joining a Guard’s Regiment, but—ever the pragmatist—he declined and opted for a commission in the Royal Electrical and Mechanical Engineers. He only wanted to be an engineer.

On leaving the Army, Ted joined one of the UK’s biggest private bus operators, the BET Group, and embarked on its three year “Management Training Scheme for Senior Posts in the Omnibus Industry”, where he learnt how to run buses at a profit, and how to do every job in a bus company; he actually conducted buses, drove buses and repaired buses.

Over the next twenty years, Ted rose from a District Traffic Superintendent to Chief General Manager for the West of England with the National Bus Company, operating 2,500 buses with 10,000 staff (he started work with a private sector firm, but bus nationalisation made him a government employee for many years).

About 1970, Ted spent a day with Mrs Margaret Thatcher, then UK opposition spokesperson for transport, when she was the “Distinguished Visitor” on Ted’s syndicate at a course for senior transport executives at the British Transport Staff College. She even asked for him to sit with her at lunch and dinner. He later met her several times to discuss transport issues. As a member of The National Council for the Omnibus Industry, he negotiated industrial conditions, and worked on defence contingency plans for a nuclear attack. He jokingly told his family a place was reserved for him in “the bunker” but they would have to fend for themselves.

By 1974, privatisation of buses and company takeovers saw Ted a Director with United Transport Overseas (UTO) making regular trips to run their operations in Africa and Australasia, as well as managing a heavy lift and road tanker operation in the UK. Ted’s major projects included movement of heavy machinery in Sudan, the Lagos Transport Plan and (for the Saudi Government) the Hajj Land Transport Plan, to move several million pilgrims to and from Mecca in a few weeks. Ted was proud that the Hajj service is still in operation.

In 1977, Ted moved to the United Australia Group, initially as CEO and then, in 1983, as Chairman. After taking over a trucking company in South Australia, Ted found its assets included a vineyard on land near the terminal. After due consideration, he kept it in operation, producing UTO wine for staff and customers in Australia and overseas.

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Obituaries

Ted Butcher FCILTA (Hon)

Ted and Stella Butcher, taken on the night Ted was made an Honorary Fellow.

Ted Butcher receiving his Honorary Fellowship from the late Len Harper, National Executive Director at the time.

During this time Ted was elected Chairman of the National Freight Forwarders Association and President of the Australian Road Transport Association. For a few days, he even graced a green seat in Old Parliament House, not as a politician but as a delegate representing road transport interests at the Hawke Government’s National Economic Summit in 1983, and, for years thereafter, his face flashed briefly across the screen in a file clip shown whenever TV news made mention of the event. Twice he was asked to address the summit on transport matters.

Perhaps the Summit brought Ted to the attention of Government, because in 1984 they appointed him a member of the Inter-State Commission (ISC), then headed by retired Tasmanian Supreme Court judge and ex-senator, Justice Mervyn Everett. When Everett retired in 1987, Ted was appointed President. The ISC was a sort of standing commission of inquiry into transport issues.

Looking back in retirement, Ted said the four that stood out in his memory were the inquiries into the waterfront, domestic aviation regulation, interstate rail freight, and harmonization of road vehicle regulations. “The changes which resulted from these four Inquiries significantly affected sea, air, rail and road transport at the time and continue to do so today in very positive ways.” While a member of the ISC, Ted was also appointed to committees that carried out independent inquiries into domestic aviation, federal road grants, and international airfreight policy.

ISC operations ceased in 1989, but Ted’s career was far from over. Government appointed him head of a National Rail Freight Initiative (1989 to 1991), board member of the Civil Aviation Authority and then Chairman after Dick Smith (1990 to 1993), and first Chair of the National Rail Corporation (NRC) (1991 to 1997).

The latter was a daunting task; setting up a major operation from scratch, buying a fleet of 120 new locomotives, and changing the paradigm of interstate rail freight, while reporting to three government shareholders (Federal, NSW and Victoria).

As Chairman of NRC, Ted once famously attended a two-hour meeting with Paul Keating dressed in his gardening clothes. Called into the PM’s office at short notice on a Sunday afternoon, he

was asked what NRC wanted in the Government’s “One Nation” infrastructure investment program. There and then, he sat down and wrote out a shopping list that included several track and bridge upgrades and—the star project—standardisation of the Melbourne to Adelaide line, which has proved a great gift to the nation. (He must be one of the few people to have reported to both Margaret Thatcher and Paul Keating and his “compare and contrast” thoughts must have been fascinating.)

Ted retired as NRC Chair in 1997, but he had one more professional gig. In 2002 he was appointed Chair of ACTION, the Government bus service in Canberra. Ted’s last ACTION Board Meeting was held in June 2005 and he retired, aged 76, for the final time.

Ted had a lifelong affiliationwith three professional associations: The Chartered Institute of Management; the Institution of Engineers; and, of course, the Chartered Institute of Logistics and Transport (CILTA). He joined CILT in the UK, transferred to Australia in 1969, and in the 1990s was national chairman and then chair of the ACT section. Older members remember a one-day seminar in Victoria on the then contentious question of whether B-doubles should be allowed onto Australian roads where, in a tour de force of chairmanship skills, Ted reconciled opposition groups and undoubtedly brought forward the day Victoria agreed to their use.

He also helped set up Australia’s major aviation safety event, the biennial Safeskies conferences, which has run for 22 years. He was a longtime member of Rotary, joining in the UK and coming to the Canberra City Club in 1984.

Ted’s personal life was pretty good too. He married Stella Watson in 1953, and their family has fond memories of holidays in the Lake District of the UK and sailing on the British coast and later on Pittwater in Sydney. When the Butchers came to Canberra, they lived for many years in an idyllic bushland retreat outside the city.

Stella encountered health problems in the early 2000s, and Ted withdrew from CILTA and other activities to look after her. Stella died earlier this year in May, and Ted died suddenly in September.

The Butchers are survived by their five children, ten grandchildren, and two great-grandchildren; all attended his funeral.

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CILTA 2014

Obituaries

Ken Baldock

Chartered Fellow, FCILT(Life) 7th July 1923 – 24th December 2013 In memory of Ken Baldock who passed away in the presence of family late December 2013 after several months of declining health. Ken was 90 and had a distinguished 65-year career in the transport industry.

Ken was well known and respected in professional circles and throughout the Australian and international transport industries. His long standing (pre and post-war) association with John McGrath of McGrath Trailer Equipment, Freighter Industries and associated companies spanned some 44 years along with a further 21 years operating independently as Ken Baldock & Associates Pty Ltd, trading as Transport Systems Technology. He retired at 80 years of age.

Ken was born 1923 in Kew, Victoria. His father, Ernest, was Finance Manager for General Motors Holden, which is where he gained his first exposure to the automotive industry. He would often visit the plant at Fishermen’s Bend with his father, and effectively witnessed the first Holden vehicles being produced. Ken’s aspirations to become involved in the industry became a reality when he joined McGrath Trailer Equipment late 1938. McGrath at the time was the leading manufacturer of transport equipment in Australia, and offered a diverse range of equipment such as trailers, semi-trailers, live stock trailers and crates, timber jinkers, and low loaders with oscillating axles to name a few.

At the start of the Second World War McGrath was in high demand by the military to produce trailers and associated equipment, and therefore required skilled workers to do so—this provided the opportunity for Ken to become one of the company’s first apprentice Machinist - Toolmakers.

During that time, Melbourne was the centre for the war effort and J.J. McGrath was in full swing producing various trailer configurations, cast wheels and running gear for Bren Gun carriers.

McGrath’s production was diverse and included such items as aircraft jigs, fixtures and rollover cradles for rotary engines. In 1944 McGrath erected a factory in Moorabbin to facilitate the production of Army low loaders and 22’8” long trailers at a rate of one per hour.

Then, in 1946 a group of businessmen—including the Secretary of J.J McGrath—formed a public company called Freighters Limited, which purchased the trailer business from McGrath.

Ken had an outstanding ability to conceptualise new ideas or innovations along with an artistic skill to match. He would turn a concept into a three-dimensional pencil sketch with unbelievable accuracy and detail right down to the nuts, bolts and location of welds. These sketches would provide more than enough detail to transform the schematics into refined engineering drawings. Ken completed Engineering studies at Swinburne Institute of Technology and was appointed Production Manager in 1957, shortly after he became Engineering Manager at the new Melbourne facility.

Since the early 1950’s Ken Baldock has been associated with the national development in many areas of surface transportation, particularly pertaining to the inter-modal aspects between sea, rail and road.

Ken visiting Freighter at Brisbane Truck Show 2009

Ken travelled extensively overseas researching transport and logistics seeking new concepts and ideas to introduce to Australia.

Since those early years he has been associated with many new road vehicle developments, some of these being: • Use of mechanical refrigeration on transport vehicles, and the development of insulated bodies for frozen cargoes.

• Introduction of monocoque road tankers and buses and use of aluminium in tanker and road vehicle construction.

• Prominent in the heavy-lift industry developing large transport equipment for erection of the first petroleum and chemical refinery equipment installations in Australia. This included the introduction of hydraulic steering on low loaders, hydraulic suspensions and adjustable height and variable width low loaders in Australia. Likewise, the introduction of removable and folding goosenecks in Australia.

• Involved in the building of the first aluminium semi-trailers and the introduction of large monocoque van trailers first using all steel and later combinations of steel aluminium and fibreglass.

• Prominent in the bulk handling industry with the introduction of fluidization of powders on vehicles, particularly the introduction of the original air discharge cement tankers in Australia.

Also in the late 50’s Ken dealt with the introduction of Containerisation into the railway systems in Australia, and the later introduction of the Transiflat and Transivans systems. Likewise in

CILTA 2014

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Obituaries

DID YOU KNOW THAT FREIGHTERS...?

Circa 1972

Made the first international shipping container in Australia to pass International test requirements

the 60’s the Steadman Side Transfer and Freighterlift off-ground systems became popular in primary industries, particularly the transport of sugar cane from the field to mill in Queensland and elsewhere. These highly effective systems were prominent in aiding the introduction of full-scale mechanical harvesting of sugar cane in Australia. The concept of removable and sliding suspensions used on the whole range of standard trailers, vans and tankers, was conceived under Ken’s stewardship.

Ken was active in promoting the use of multiple combination trailers including B-Doubles to operate as legal units on Australian roads. As a member of Technical Committees of the Australian and Victorian Road Transport Federation he was instrumental in the development of the new ADR35 braking standards. Ken’s tenure with McGrath and Freighter spanned some 44 years, and he said the key to success in the manufacturing industry is to ‘click’ with people—”You have to respect people for who they are.”

Some of Ken’s proudest and most satisfying achievements during his career was training the individuals who went on to become outstanding engineers, self-employed, successful managers or equipment manufacturers and suppliers in their own right.

In 1982 Ken established a Technology, Research, Development and Design business under the name Ken Baldock & Associates and worked as Principal Consultant for a further 21 years.

Much of his time was spent in promoting and upgrading Standards for Safe Vehicle Operation, and in planning schemes for integrated intermodal national transport projects, such as: • Chair of the Safe Loads Committee and largely responsible for the publication of the Transport Australia Truck Loading Code.

• Preparation of Safety Code Guidelines for Securing Loads for Trans - Bass Straight shipping on behalf of Australian Maritime Safety Authority, Victoria.

• Department of Transport and Communications review of road vehicle Australian Design Rules along with re-drafting and introduction of Third Edition ADRs. • Served as NAASRA’s Mechanical Equipment advisor in the preparation of Technical Supplement, Volume 4 of the “Review of Road Vehicle Limits and Mechanical Requirements” for vehicles using Australian roads. This resulted in determination of regulations governing the operation of heavy road vehicles in Australia for the next decade, and transport equipment consultant to Australian Bicentennial Authority for around Australia Bicentennial Exhibition.

In the quest for continuous improvement, Ken maintained a keen interest in many organisations during his 65 year career including an active involvement in CILTA. His contribution to transport engineering, production and technology forums along with various industry advisory groups should not go unnoticed. Throughout his career Ken was awarded Fellowship status of numerous professional associations, including Life Member of CILTA. His contribution to Australian Transport Engineering, the development of new systems, innovation and products along with many industry firsts will be recognised by many as a cornerstone of Australian Road, Rail and Sea Transport.

Ken was also heavily involved in other social service activities including: Board member, former Vice President and former Public Relations Officer of the National Council of Y.M.C.A.s Australia; Life Governor of Melbourne’s Prince Henry Hospital; and active member

Introduced Steerable Bogies on semi-trailers to Australia Made the largest low loaders in Australia to carry up to 200 tonnes Introduced hydraulic suspensions to Australia Introduced hydraulic steering on low loaders and variable spread suspensions Made the first road refrigeration plant in Australia Introduced starting stalls to racecourses in Australia Made the first room air conditioners in Australia Made Australia’s first Jeep type 4x4 vehicle Introduced tubular axles to Australia for trailers Introduced Sliding Bogies on semi-trailers to Australia Made the first quick release turntables in Australia Made the first landing legs Made the first fully refrigerated truck and trailer bodies in Australia Made the first air conditioned cars in Australia (for the Queen 1954) Introduced the first aluminum road tankers in Australia Introduced the first all-aluminum trailer vans to Australia Introduced the first Monocoque bus with under-floor center mount engine First removable and collapsible goose necks on low loaders First hydraulic transfer equipment to Australia for container type bodies Introduced the first bulk cement and pulverised cargo vehicle with pneumatic discharge in Australia Produced the first hi-tensile steel trailers in Australia and also perimeter frame models Made the first road train and double type semi-trailers in Australia Made the first air slide cementer in Australia Introduced first rubber mounted suspension for trailers in Australia Made first road-rail containers in Australia Introduced first extruded aluminum semi-trailer Introduced and mass produced the first fibreglass boats in Australia Introduced laminated fibreglass and PVC construction chemical vessels Introduced S-Cam mechanical brakes on trailers in Australia

of the Mechanical Engineering Faculty Advisory Committee at the Swinburne College of Technology.

Ken will be sadly missed by the many friends he made during his journey in the industry — fellow consultants, suppliers, transport operators, engineering enthusiasts and professionals he collaborated with from the factory floor through to the boardroom. Those who knew him would attest to Ken being a true gentleman, mentor to many and a dedicated family man who will be greatly missed by his wife of 60 years Irene, sons Ray and Bruce and their respective families.

Fellowships: SAE (Aust), Institute of Directors (Aust.), Chartered Institute of Transport (U.K.), The Institution of Engineers (Aust.), Fellow and Life Member Chartered Institute of Logistics and Transport (Aust.).

By Bruce Baldock

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CILTA 2014

Personal Profiles

John Chater, FCILT (Life) No, I do not think I will ever stop while I am hale and hearty.

There have been periods when I have lost interest in CILTA owing to some bad decisions, which have almost threatened our continued existence. However, under the current Chairman’s administration (plus Hanna!) things are on the up.

I think education and training is essential. For those in full time study, work hard and try to attend institutions where the teachers have PRACTICAL as well as theory based expertise. As an old colleague of mine in the oil drilling industry used to bemoan “there are too many slide rule engineers.” Particularly in the areas of industrial relations and human relations, practical experience is essential, which is not what the current texts say.

One of my old foremen, who has since run very successful businesses said to me recently, “it used to be fun John but not now—everybody is out to do you.” People are now inclined to jump from employer to employer on a regular basis.

Any opportunities to meet others are important—obviously face-to-face is the best, but webinars have their place. You only stop learning when you end up in the pine box.

I have always enjoyed being in CILTA since I came to WA in 1967, and before that from 1959 with the CIT. My first meeting was in Birmingham; there were over 120 present, and apart from three the rest were from British Rail. I have had some very unhappy periods due to some appointments made at Head Office and the transfer of funds from the states to HQ, but I strive to right what I have perceived as wrongs. I have always felt that CILTA should be more involved in lobbying with government and certainly in WA we seem to be less involved than when I transferred when many senior office holders were from government.

Born in Birmingham and educated in Birmingham and Swansea Grammar schools I always wanted to fly in the RAF, but after passing all tests was found to be lacking in red-green colour perception.

During National Service I was in the RAF provost branch mainly stationed in Ruislip and patrolling London and the home counties.

I had gained entrance to the LSE but my father was persuaded by members of the academic staff at Birmingham University to enrol there. The Commerce department was the first in UK to teach and research transport. Logistics was still a forces term. Among these were people who later became Lord Walters (Margaret Thatcher’s Economic Chief ), Michael Beesley who did the original cost benefit of the M1 and the Victoria Line while he was Chief Economic Adviser to the Ministry of Transport. He also led the cause for bus and telecommunications deregulation and privatisation.

In 1959 I graduated with the degree of B.Soc. Sc. (EPS), and while I was at university my father (who had been in the industrial transport field as a transport manager with ICI and the Tube Investments group) passed away. I had always seen transport magazines around the house and worked during the long vacations either as a progress clerk or on the loading dock of BRS

Birmingham (this was before the days of forklifts and helped to build me up as a rugby player). I then joined British Road Services as a graduate cadet with another 20 hopefuls—at that time it was the largest road transport company in the world employing 37,000 staff—and after two years I was appointed Manager of BRS Stafford with 15 vehicles, 15 drivers and two office staff.

After two profitable years I was asked to take over Burton branch, which had years of industrial relations problems and strikes. I built the branch up to have no further strikes and increased profits, and improved traffic from Nestles and Pirelli tyres as well as the breweries for which Burton was famous. There I had 48 vehicles and 60 staff and was the second youngest. When I began at Burton branch a large building was used to house the vehicles at night. I negotiated with Nestles to put the vehicles out in the cold and to instead fill the building with Nescafe and Milo. Also by motivating the maintenance staff I made a profit by repairing other branches vehicles. I once received a visit from our feared Managing Director with silver hair and cold blue eyes, he congratulated me on the profits noting that they included warehousing and maintenance profits as well as freight. I said, “I thought you wouldn’t worry where the profits came from as long as they were legal? ” To which C.N. Christensen replied, “you can forget the legal as far as I am concerned.”

After almost three years I was “asked” to apply to take over the Birmingham branch—the largest in the company—with over 200 vehicles and almost 250 employees. The branch also included six acres of CKD BMC vehicles awaiting shipment mainly to Australia, and a huge warehouse where BMC stored body panels.

They would stamp out car bodies one week, vans another and would then take them back to the assembly line as required. I had two people younger than myself in the branch, female office staff, a few of the drivers I had worked with as a trainee, and I had also worked with the traffic clerks. At least I understood the Birmingham accent.

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Personal Profiles

Two typical 8-wheelers carrying 16 tos—a staple part of British Road Services in the 50’s.

I was highly regarded, but as the company was being partly sold off—privatisation was the policy and industrial relations problems were becoming poisonous nationwide—I became open to new opportunities. I almost became the transport controller for Mars U.K, and after turning down a move to South Africa I joined the United Transport group and moved to Western Australia.

Soon becoming General Manager of its WA operation I found some fundamental differences. There was only one semi-trailer to each prime mover and they were rarely separated, whereas in the UK they had two to three trailers per prime mover. Also I was aghast that we had to pay road tax even when the trucks were being pounded to pieces on unsealed roads. Profits were achieved, but after three years changes in senior appointments I decided to resign. After a while I was asked to rejoin United in Scotland, however when I saw how the economy had deteriorated I returned to Australia and joined Mobil Oil as Australian Transport Manager in Melbourne. While I enjoyed the job and was well received for the sake of my family, I returned to Perth and decided to try and follow an academic life.

I went to UWA completing a Dip. Ed and joined TAFE as a lecturer in management at the Perth Technical College. At the time no universities in WA offered any transport courses, so amongst many courses I taught several transport units, mostly to adult students from rail and bus companies and the occasional road transport firms. I spent 23 years at TAFE not only in Perth but also at head office and Karratha, and studied further at UWA gaining an MBA and an MIR. I also spent time lecturing in economics and finance at Curtin and Edith Cowan Universities.

During my years in Perth (from 1967) I have often been on the WA CILTA committee under about 10 different Chairmen. My wife and I have four children who live in the UK, Vancouver, Barooga, and Broome/Aireys inlet. I have a granddaughter in England, seven grandsons, one in the UK, three in Canada, and three in NSW/VIC ranging in age from two to twenty.

Here I am being “arrested” by two of my fellow RAF Provost Branch graduates at Netheravon 1953 (I am being arrested because I won the Certificate of Merit at graduation).

The Birmingham to Ford’s Dagenham Express Truck, which delivered parts collected from suppliers overnight to what was Ford’s only car assembly plant in the 50’s and early 60’s.

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CILTA 2014

Personal Profiles

John Duffy Based on Queensland’s Sunshine Coast, John Duffy is passionate about improving the level of professionalism within the Australian bus and coach industry.

He is a freelance commentary tour coach captain, accredited driver trainer/assessor and passenger transport industry consultant. His professional driving career started with delivering eggs for twenty years, before following his heart to become a coach and bus driver nearly ten years ago.

John has sought to improve himself under the mentorship of several great coach captains. In addition, he has attained several professional qualifications including Cert III Driving Operations (Bus) and Cert IV Heavy Vehicle Driver Training. He is currently preparing to be the first person to attain the forthcoming Certified Passenger Professional, with the Chartered Institute of Logistics and Transport Australia. John has driven in every type of Australian bus environment (including tour/charter, school/route, snow and mining/industrial), except 4WD. He is a member of the Chartered Institute of Logistics and Transport Australia [CILTA], Australian Driver Trainers Association [ADTA], Australasian College of Road Safety [ACRS], the Queensland Omnibus and Coach Society [QOCS] and the Professional Tour Guides Assoc of Australia [PTGAA].

John wants to improve the safety and support of all drivers and their passengers, and this motivated him to create the Australian Bus and Coach Driver facebook page. He mentors several people within the bus and coach industry, and invites other experienced drivers to follow his example.

When John first studied Heavy Vehicle Driving Instruction he wanted to specialise in buses and coaches, however he was astounded at the lack of comprehensive resource materials available to suit Australian conditions, particularly for the passenger transport industry. This deficiency directed him to produce the Australian Bus and Coach Drivers’ Guide.

In order to assist anyone wanting to enter the bus and coach industry, he tried to collate as much succinct practical information with regards to getting a heavy vehicle licence (with special emphasis on buses and coaches), to more advanced, and often neglected, information for professional development of experienced drivers. John’s favourite coach type is the Denning Landseer (6V92 with 7spd Spicer, pictured) and he still enjoys driving these classics at every available opportunity.

If you would like to obtain a copy of John’s Australian Bus and Coach Drivers’ Guide please visit: www.johnduffy.net.au

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Feature Articles A selection of our CILTA members have kindly contributed feature articles to support our Global Brand Launch Celebration Magazine. We hope you find the following pages an interesting read, and we thank each contributor for taking the time to share their experiences and expertise with us.

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Women in Transport Attracting and retaining women in the transport, logistics and supply chain industry has long been a challenging issue.

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A new mentoring program for women in the transport and logistics industry is set to address gender imbalance in Australia and is widely supported by a range of industry associations.

The recently released Environmental Scan 2013 by the Transport and Logistics Industry Skills Council (TLISC) shows that the demographic composition of the industry continues to be a barrier to industry organisations in meeting their skills needs.

“With 48 per cent of workers aged 45 years or older, only 22 per cent of workers female, and participation by workers outside capital cities at a modest 37 per cent, there is a real challenge to increase participation rates nationally,” says TLISC CEO, Robert Adams.

Transpacifi c Industries CEO Kevin Campbell is very clear about the importance of gender diversity, both within Transpacifi c Industries and for the broader transport, logistics and supply chain industry.

“Research shows us that organisations that have gender balance tend to be more innovative, more efficient and more profitable. The men and women at Transpacific are doing a tremendous job, but we are enhancing what we already do well, and that means we want to attract more women to our business, “ Mr Campbell said.

Mr Campbell stressed the importance of executive leadership when it comes to gender diversity. “This is not a job left to the HR team to manage. At Transpacific, we have established a diversity council that is responsible for pushing this critical business issue across our organisation in Australia and New Zealand. This is not just a ‘nice to do’, it has a compelling business case for any organisation seeking to be the best.”

The ASX issued a report in March 2013 indicating that the majority of Australia’s listed companies now have a gender diversity policy in place or plan to implement one. Its general findings indicate that benefi ts of a focus on gender diversity included improved culture and corporate image, improvements to the bottom line, broadening skills and experience of the workforce, access to broader talent pools and, a better environment for generating ideas.

Transpacific couldn’t agree more. As an ASX top 200 listed company and employing more than 6,500 people across Australia and New Zealand, it has one of Australia’s largest fleets of specialist waste management vehicles. The company services clients from in excess of 300 sites and depots, leveraging over 50 technical treatment and processing plants and more than 45 resource recovery, recycling and baling facilities across Australasia.

With such a diverse operation, the company’s management knows that its strength is their people, who are focused, driven, energetic and accountable. And it is very clear, diversity is an important part of that equation.

Having partnered with Emberin, leaders is gender diversity and mentoring, the company has introduced the concept across its entire operation and is making exceptional progress in being leaders in gender diversity.

Louise Perram-Fisk, Managing Director at Emberin, and CILTA Achievement of the Year winner 2008 agrees that gender diversity within an organisation can enhance innovation and profitability

It builds on the ground breaking women’s mentoring program by the Australian Logistics Council (ALC) and the Chartered Institute of Logistics and Transport Australia (CILTA) called Women Moving Forward.

“Closing the workplace gender gap is no easy task but educating women on how to become strong leaders could be the solution” says Louise Perram-Fisk, Managing Director, Emberin. Emberin, leaders in gender diversity and mentoring, use a unique product called my mentor, which addresses many issues that are specific to women.

Using the my mentor product, a new mentoring venture called Ignite – Transport and Logistics Supply Chain will be held next year and is open to all women in Australia.

• Ignite – Transport and Logistics Supply Chain; • Is available to all women across the transport and logistics industry • Launches in October 2013 for February 2014 commencement • Includes weekly email newsletters discussing current modules • Is aimed for women looking to develop leadership skills and improve confidence and performance in the workplace • Encourages retention of women in businesses • Is managed by Emberin and supported by industry associations • Does not provide individual mentors for participants • Provides peer mentoring groups • Costs $595 for a 12 week program

through diversity of thought. With more than 13,000 Australian women completing my mentor, mentoring is one of the critical elements for business success.

“Women tell us that mentoring helps them to become clear with their goals and focus and knowing what they are seeking from their careers. That may be function, location or flexibility. There are a lot of things that go into making us valued, happy and satisfied at work”, says Perram-Fisk. Another company that knows the value of diversity and mentoring in their workforce is Queensland based All Purpose Transport, CILTA People Leadership Excellence Awards winners in 2012. As a multi-award winning group for their people strategy, the business leads through its mantra of “Best People equal Best Business”.

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With diversity that defies industry averages, All Purpose Transport proudly have 37 per cent female employees, 16 languages spoken and every person in their workforce now qualified at Certificate III or above.

General Manager for All Purpose Transport, Paul Kahlert, said they proudly boast being the most qualified workforce in the industry in Australia.

“This project addressed our mantra that we’ve had in place at APT for decades. We know that the Best People equal Best Business and this is another step forward to recognise the skills of our people and establishing ourselves firmly as an Industry Employer of Choice,” Mr Kahlert said.

“Being the first transport company in Australia to reach this goal is a major achievement and we are delighted that we have been able to reach this incredible outcome together with our people.”

APT’s workforce consists of 80 employees and 180 ownerdrivers, all of whom participated in this opportunity. When asked if they wanted to participate, 100 per cent of the workforce responded positively.

“Everybody says they want to be the best, but we have every single driver and employee of All Purpose Transport Certificate III qualified or above in their specialised area... it’s about having both the will and the skill to stay ahead. A platform of diversity and education gives us both.

“As we are now moving from being a $30 million business to a $60 million business in the near future, we are positioning ourselves to attract and retain the best talent that is on offer” Mr Kahlert says.

Both Transpacific and All Purpose Transport agree with the findings of the TLISC E-Scan 2013. An overwhelming 73.3 per cent of those surveyed rate mentoring and buddying as the most popular strategy for their business.

For Kevin Campbell, as the father of two daughters, gender diversity is an issue front of mind.

“I want to leave a legacy at TPI of an awareness and an openness to how a more balanced workforce can benefit the company as a whole and the path to this achievement has been established with the help of Emberin. In the first year of our “crusade” we have lifted our total female employees by 1 per cent. This doesn’t seem much but in raw numbers amounts to about 70 more females.

More granularly our management ranks have increased from 14 per cent to 19 per cent. This awareness and the change in attitude has been supplemented by the implementation of my mentor program, focused on preparing our female employees to break through the glass ceiling. Their collaborative focus on increasing female drivers is also contributing to the changing face of Transpacific’s workforce and providing our business with tangible, measurable results.”

Louise Perram-Fisk Louise Perram-Fisk is the Managing Director of Emberin, an organisation focused on designing and implementing strategies that accelerate the delivery of significant and tangible results in achieving gender balance and creating an inclusive culture. For more information call 1800 306 698, email ignite@emberin.com.

OPPORTUNITIES

for Australian Ship Owners The Australian International Shipping Register was created in July 2012.

Alternative crewing arrangements and tax incentives are designed to provide vessel owners with a competitive alternative to international registers. It facilitates Australian participation in international trade and revitalises the Australian shipping industry and maritime skill base.

The AMSA-managed register maintains Australia’s international reputation for high-quality maritime safety and environmental standards.

www.amsa.gov.au

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International Fleet Review On 4th October 2013, the Royal Australian Navy commemorated the arrival of its first fleet 100 years ago with a spectacular International Fleet Review in Sydney.

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Over 60 ships, comprising 43 warships and 17 tall ships, plus 8,000 naval personnel were joined by up to one million members of the public to commemorate the Navy’s big event—further reinforcing the long enduring relationship between Sydney and the Navy.

With 20 nations participating by either a warship or tall ship drawn from our nearest neighbours, and our maritime partners from Europe, both sides of the Pacific rim and Africa, the event was a clear demonstration of the strong strategic bonds that Australia and the Royal Australian Navy has forged since the inception of the Navy from Federation in 1901.

One naval tall ship (Young Endeavour) and up to 17 mercantile sailing ships arrived through Sydney Heads on Thursday 3rd October signalling the commencement of the Review week’s activities, followed by the majority of warships who ceremonially entered Sydney Harbour the following day.

The Friday (4th October) was of special importance, as the ships representing the original seven RAN warships entered Sydney at 10 am, the exact time and date that the initial RAN Fleet arrived into Sydney 100 years ago. Similar to the events of 100 years ago, there were seven vessels proceeding down the Harbour to Garden Island: HMA Ships Sydney, Darwin, Perth, Parramatta, Bundaberg, Diamantina, and Yarra. Three of these name-ships, Sydney, Parramatta and Yarra, were part of that first Fleet entry, exactly one century before, and as per 4th October 1913, they were officially welcomed by Her Excellency, the Governor General of the Commonwealth of Australia, the Hon Ms Quentin Bryce, AC, CVO, and Vice Admiral Ray Griggs, AO, CSC, RAN as well as both State and Federal leaders and other distinguished guests.

The sounds of guns rang across the Harbour during the Fleet Entry from both Garden Island and HMAS Sydney. At the northern tip of Garden Island we established a permanent mounting for a trio of three pound saluting guns, which initiated the salute, with the frigate Sydney returning the salute from her embarked three pound saluting guns as she rounded Bradleys Head. There was a 100-gun salute fired from Garden Island Dockyard (GID) on Saturday 5th October to mark the commencement of the Review.

Saturday 5th October marked the actual Ceremonial Fleet Review

by Her Excellency the Governor General of Australia, embarked in HMAS Leeuwin. Between 11.00am-2.30pm HMAS Leeuwin, followed by the RAN Sail Training Ship Young Endeavour, the ex HMAS Advance from the Australian National Maritime Museum’s fleet and the Sydney Heritage Fleet’s historic steam vessel Lady Hopetoun, navigated their way past each of the warships at anchor or berthed in Sydney Harbour allowing the Governor General to ‘review’ each participating warship. Each ship also ‘cheered ship’ as HMAS Leeuwin passed by. Military and historic aircraft also featured prominently during the Review with more than 30 RAN and visiting Navy helicopters and fixed wing aircraft taking part on the day including a massed flypast down the harbour.

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The Review concluded with a spectacular 30 minute International Fleet Review Pyrotechnics and Lightshow in the early evening. The show, scripted in Seven Acts to commemorate the original seven fleet units from 1913, included image projections on to the Sydney Opera House sails and the Sydney Harbour Bridge pylons, and the ANMM roof in darling Harbour, as well as fireworks fired from the decks of warships anchored in the harbour. The Spectacular was choreographed to music written and recorded by the Royal Australian Navy band.

On Sunday 6th October activities turned to a more reflective mood with a morning memorial service being held at the Sydney Memorial at Bradley’s Head, to commemorate the service and sacrifice of those who lost their lives in the first RAN engagement between HMAS Sydney I and the German cruiser SMS Emden.

Similarly, that afternoon an ecumenical service was held at St Mary’s Cathedral to commemorate the service and sacrifice of all naval personnel, their families and the broader community. To reinforce this sense of community and engagement between Navy and the public, the RAN and some visiting international warships also opened their gangways that afternoon at Barangaroo and Garden Island Dockyard, to some 15,000 visitors allowing them to see first hand life on board a modern warship. Tall ships also joined this activity affording visitors the opportunity to step aboard these magnificent custodians of sailing tradition.

Public access to the warships and tall ships continued all day on Monday catering for up to another 32,000 visitors, whilst at Darling Harbour the RAN Sea Power Conference 2013 and the Pacific Maritime Congress and Pacific 2013 International Maritime Exhibition—which were being held concurrently with the IFR—began at Sydney International Convention Centre at Darling Harbour and concluded on 9th October.

Further International Fleet Review activities continued on Tuesday with the ships’ companies of HMAS Penguin and HMAS Parramatta, exercising the long standing military tradition of a Freedom of Entry parades in Mosman and Parramatta respectively, whilst a more sombre commemorative service was held at the Cenotaph at Martin Place. The evening concluded with a Vice Regal reception kindly hosted by Her Excellency, the Governor of New South Wales, the Hon Marie Bashir, AC, CVO, who is also an Honorary Commodore in the Royal Australian Navy.

The drum beat of parades drew to a grand finale on Wednesday 9th October, when a 4,000 personnel strong contingent of officers and sailors from the RAN and international visiting navies proudly marched along George Street from The Rocks to Town Hall, saluting the Governor General and gathered dignitaries as they passed Town Hall. Naval bands from Australia, New Zealand, Nigeria and South Africa supported this event and

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also performed across Sydney throughout the period of the IFR bringing both sound and colour to the event. The International Fleet Review slowed to a gentler pace on Thursday marked by a bit of friendly sporting rivalry between nations, prior to all the Fleet sailing on Friday for further exercises and activity. The International Fleet Review was an historic, once in a lifetime event, which marked Sydney as a naval town, reinforcing

the bonds of friendship among the RAN, the community and international navies, and was without doubt a week of great enjoyment and excitement for all those who participated. Up to one million spectators lined the harbour foreshore to witness this historic occasion, which was staged in partnership with the generous support of the NSW State Government and City of Sydney Council.

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Feature Articles NUSHIP Canberra in Williamstown, Victoria at the BAE Systems - Maritime where the ship is currently being completed, with the Melbourne skyline in the background. Image courtesy of BAE Systems – Maritime.

Landing Helicopter Dock – Bringing a New Capability into Service with the RAN The introduction of the Landing Helicopter Dock (LHD) into the Australian Defence Force (ADF) sees a number of firsts, not just in terms of capability but also in support to that capability.

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It will be the largest ship that the ADF has ever operated by a significant margin and will be the first time that the ADF has ever operated a ship capable of basing a land force at sea (sea basing). This will see the use of rotary wing assets and landing craft to move and support troops in the littoral environment (the littoral is that area of the sea close to the shore) for the first time using the LHD’s multispot flight deck and well dock.

NUSHIP Canberra at Williamstown, Victoria

To provide this level of capability with support, the ships Logistics Department, as well as other departments in the ship, will see Navy and Army personnel fully integrated into one team. This is the first time that this has occurred with the logistics support in previous amphibious ships being provided by Navy personnel alone. The ship will also be supported using a continuous maintenance philosophy, which is a departure from the standard approach to warship maintenance. This approach is designed to provide an increase in the ship’s availability for tasking by reducing the length and complexity of alongside maintenance periods and could potentially see contractors at sea conducting maintenance. The LHD can carry up to 18 helicopters and can utilise a six spot flight deck. It can accommodate approximately 1,000 troops as an embarked force as well as carry four landing craft, which are operated from a well dock (which floods with water to launch and recover landing craft).

The LHD has capacity to carry up to 110 armoured and unarmoured vehicles in its heavy and light vehicles decks. To support this capability the LHD Logistics Department consists of 60 personnel divided into two sub-departments: Maritime Logistics and Medical.

The focus for 2013 has been on the development of procedures and routines designed to support the capability. The emphasis on development has been to adapt current Navy practices and policy. Personnel from various backgrounds contributed to the development of Standard Operating Procedures (SOPs) including people from existing amphibious platforms, frigates, Army units and personnel from the United States and United Kingdom Navies and Marine Forces. While routines from the legacy amphibious platforms have been considered, the sheer scale of the LHD means that much of the work has been created from scratch. To ensure a consistent approach to developing the SOPs, 4TQ, a flow chart program that has been adopted by the Defence Science and Technology Organisation (DSTO), was used. This has produced excellent results, which are currently being war-gamed before they are put into practice next year.

Maritime Logistics The Maritime Logistics Sub-Department contains the majority of personnel in the Logistics Department and provides the operational logistics planning for the ship. It consists of five branches: Catering, Personnel, Hospitality, Supply Chain Management and Explosive Ordnance Management. It is fully integrated with Army in the Catering, Personnel and Supply Chain Management branches. Prior to the commissioning of NUSHIP Canberra, there will be a requirement to store all inventory, provisions as well as stock for the onboard shop.

There will be only a matter of weeks to store all the inventory and provisions for 400 personnel to last for a six week period. All of this has to occur while the ship is preparing to be put to sea for the first time to conduct first of class sea trials. To understand the operation of the Department, the following will provide a brief insight into each branch.

Catering The Catering branch has 22 chefs from both Navy and Army. These 22 chefs have the capacity to provide up to 4200 meals each day (which is the weekly consumption rate for many other RAN ships).

They also need to do this for up to 45 days without resupply. The fridges, freezers and provisions storerooms to support 189,000 meals are essentially warehouses.

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Main Storeroom

Spares Storeroom

Hospitality The Hospitality branch is responsible for a number of discrete tasks.

These range from managing accommodation allocations for the 400 crew amongst 1400 bunks, through to running the ship’s canteen which provides all onboard the opportunity to buy some of the niceties of life, memorabilia and to stock up on toiletries. Running what is essentially a corner store for up to 1400 people can’t be done using a shop front, so vending machines are used. Traditionally the Navy has used cash vending machines but the amount of coin this will produce on the scale of the LHD has necessitated the need to look at innovative solutions. Currently under investigation is the use of wireless vending machines. While this is commonplace in the commercial world, Navy ships operate in an interrupted communications environment so the use of wireless technology, even from one section of the ship to a base station, is a leap into the 21st century.

It is expected that the LHD will host numerous VIP visits at the highest level and will be called upon to support the conduct of official receptions. The event planning for these activities is also the responsibility of the hospitality branch.

Personnel The Personnel branch is a small but vital part of the Maritime Logistics sub-department. This team of five people from Army and Navy are responsible for everything ranging from correspondence management through to pay and accounts for the 400 ship’s company. When the ship is away from home port for long periods of time this branch is the connection back to shore support services.

Supply Chain Management The Supply Chain Management branch is responsible for the management of the 6,400 line items of inventory and 5,500 line items of outfit equipment required to operate and maintain the ship.

This branch is also responsible for managing the supply chain that supports these inventory and outfit equipment items, wherever in the world the ship may be operating from.

Image courtesy of BAE-Maritime

They are also responsible for managing the supply chain, but only limited inventory items, for the Army units that will be operating ashore from the ship.

Ammunition Technician The final branch in the Maritime Logistics sub-department is that of Explosive Ordnance Management. This is the smallest team in the department, consisting of only two people, and is responsible for the accounting and some safety aspects for explosive ordnance on the ship. This is a particularly important role when troops are disembarking and re-embarking onboard.

Medical The other sub-department in the Logistics Department is that of Medical. While only a small team headed up by a Navy doctor, they contribute greatly to the LHD capability. Not only does the team provide medical support to the crew, but they are responsible for the management of the ship’s Primary Care Reception Facility (PCRF). This facility, which essentially is a small hospital, consists of two surgeries, an eight bed high dependency ward, 20 medium dependency beds and 28 low dependency beds, as well as a pharmacy, x-ray machine, laboratory and dental surgery. While this facility is operated by medical specialists who join the ship for specific missions, the medical sub-department is responsible for maintaining the PCRF in a state of readiness.

Conclusion As a result of the size and scale of the LHD, changes will need to be made to the way the RAN provides Logistics. The department is currently in the planning phase in preparation for ship delivery and commissioning in 2014. Logistics planning is integral to the introduction of the platform. The Logistics Department, subdepartments and branches of NUSHIP Canberra have many challenges ahead to ensure successful achievement of required objectives and to bring a new capability into service within the ADF.

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www.tasports.com.au 1300 366 742

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Operating over 11 ports in Tasmania, we are committed to our customers, and superior service delivery. Paramount is the safety of our employees and our customers.

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Potential Pitfalls, Perils and Risks in Recruitment: A Checklist for Success Recruitment of new employees involves direct and indirect costs to the company.

A position vacancy provides a timely reminder to review the purpose and need for the position in light of overall business requirements.

It is important that all employers do not just go through the ‘past process’ but rather think through each aspect of the recruitment exercise to ensure the investment in recruitment results in a positive return to the business.

The Position: • Document the inherent requirements of the position, the duties and the type of employee you would like to hire. This includes the character traits a company values in employees such as honesty, integrity and client service. Does the company have a Statement of Values it can incorporate into the position description?

• Consider the mandatory requirements such as licenses and qualifications and also the duties required of the position e.g. manual handling.

• Full time, part time or casual position?

• Ongoing or fixed term position?

• Irregular or unusual working hours e.g. regular weekend work, after hours requirements or overnight absences from home?

• Occupational, health and safety considerations.

• What ‘reasonable adjustments’ can the employer consider to accommodate a prospective employee?

The position description and advertisement should reflect a consideration of all the above matters.

Be aware of your obligations under occupational health and safety, gender equality, equal employment opportunity and anti-discrimination legislation. Applicants for a position can bring an adverse action claim against an employer for perceived discrimination in the selection or the advertisement process.

Remuneration: • Compliance in meeting all your legislative obligations under the Fair Work Act 2009 and/or State legislation.

• Do you have an Enterprise Agreement in place or does a Modern Award apply?

• If a Modern Award applies, which is the correct Award and what classification is correct?

• Are you aware of the minimum National Employment Standards?

• Do you need to consider paying market rates/above Award rates to attract the right applicants?

Ensuring due diligence on this component will assist should any Fair Work Ombudsman complaint or inspection occur.

Advertising: • Clear wording should attract appropriate applicants.

• Use different media avenues such as internet, newspapers, local networks or recruitment agencies. Consider the location of the position and what media will attract the applicants you desire.

• What information do you require on the application to fully assess the merit of the application and potential suitability for interview?

Interview: • Identify appropriate interviewers and ensure there are no undeclared conflicts of interest, particularly if family or friends may be applicants.

• Set aside sufficient time to assess each applicant. How many applicants will you interview?

• What questions and/or competency assessment will you undertake? Questioning should relate to the ability of the applicant to undertake the duties and to meet the competencies of the position as described. For example - If regular out of hours work is required, it is preferable that you ask ‘The position requires that you be available for all shifts at the plant including late afternoon finishing at 11pm, night shifts and early morning starts at 4am. Is there anything that would prevent you meeting this requirement on a regular and ongoing basis?’ rather than ‘Do you have children?’ and then making a possibly incorrect and discriminatory assumption that the applicant may be unable to work rotating hours due to childcare responsibilities.

• General questioning should be the same for all applicants, however follow up questioning may be specific to each applicant in the context of their experience or claims on the resume.

• Examine closely all information provided looking for gaps or inconsistencies in employment history, the actual role the applicant may have played where an achievement or responsibility is claimed. Broad, unsubstantiated statements should raise questions to be asked e.g. an applicant claims that they successfully rolled out a new procedure relating to invoicing. Some questions for consideration are – ‘Over what timeframe did the project run?’ ‘What was the applicant’s actual role – were they responsible and accountable or assisting someone else?’ ‘What consultative arrangements did they institute prior to implementation?’ ‘Why did the original procedure require change?’ ‘Who initiated the project?’ ‘What feedback was provided after implementation?’ ‘On what basis do they measure “success” of the project?’ It is only in this context that an interviewer can fully assess the applicant’s claim.

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the requirement for the applicant to undertake a practical computer test applicable to your company.

• Truck driving – having a license means that person was competent at that time to pass the test. What has been their history since obtaining such license? How much time have they spent driving at the level? What does the relevant State Authority reveal in relation to traffic offences? Successful appointment can be made contingent on passing an internal driving skills test and maintaining the license.

It is preferable to assess an applicant prior to appointment to determine suitability rather that discovering deficiencies after appointment.

• How are you intending on measuring the outcome of the interview and to rank all applicants?

• Listen for what is not stated, in addition to what is claimed. Test all claims at interview and on application. Your aim is to fully understand the role of the person in previous employment and assess how it may relate to the position advertised.

• Behavioural based, open-ended questioning is preferable rather than closed questioning. This use of hypothetical examples (often based on real life case scenarios within the workplace) is encouraged. Rather than asking the question ‘Do you cope with competing deadlines?’ provide an example – ‘You have committed to your supervisor that you will complete a required delivery to Customer A by 3pm today. Prior to proceeding on your delivery to Customer A you are advised by Customer B that they have not received their delivery due to an unforeseen circumstance and you are requested to complete this delivery by 2pm. What steps do you take following this request?’ This way you will be assessing problem solving skills and communication skills of the applicant.

Appropriate questions and assessment against the position requirements will assist in selecting the most appropriate applicant for the position. It will ensure that the process is transparent and there is merit and equity in the decision making and that you have a basis to defend any adverse action or discrimination claim.

Competency Testing: Time spent in a previous position does not always equate to competence. Stating five years’ experience in management does not necessarily make that applicant a better manager than someone who has been a manager for one year. How do you test for competence? For example: • Management/leadership positions – consideration of independent psychological testing or setting a hypothetical situation for consideration given to the applicant prior to the interview, which can then be discussed during the interview.

• Salesperson – how to assess quality? We have all experienced good and bad presenters. Assessment at interview can include the requirement to undertake a five minute presentation to assess quality of presentation skills.

• Computer skills – what is competent? Assessment can include

Validation of Person/Qualifications/Licenses: • Ensure thorough referee checking is undertaken. Understand the role of the person giving the referee and their business and personal relationship to the applicant. Listen carefully to responses provided. If in doubt, ask the question.

• Check all identification against original or certified copies of birth certificates/marriage certificates/change of name certificates. Is the person the person they are claiming to be?

• Check work rights and/or restrictions against their passport and VISA. The employer is held responsible and can be fined for breaches of VISA conditions.

• Verify any qualifications by sighting original documents or certified documents. Some universities/colleges enable you to check claims online.

• All licenses to operate machinery should be verified with issuing authorities. Independent verification of the applicant’s driving history should be sought. Ensure expiry dates are notated for automatic updating.

• Undertake appropriate CrimCheck and Working with Children checks (where relevant).

Do not trust what you are told by an applicant. It is incumbent on all employers to fully verify documentation relating to identity, licenses, employment background, VISA requirements and to satisfy themselves of the accuracy of such information. Referee checks are a critical component of any selection process.

Offer and Acceptance of Position: • Have a documentation trail of the offer of employment and terms and conditions of employment.

• Ensure you maintain a signed original copy of the employment contract, letter of offer and copies of all above documentation on the personnel file together with documentation relating to banking, taxation and superannuation.

Probation/Qualifying Period: • New employment should be subject to a probationary period; that is a reasonable period of time for the employer/employee to satisfy themselves of their capability to undertake the position as claimed. Most commonly this is between three to six months. Routine, lower level positions may require a shorter probation period than a more senior, complex position.

It is incumbent on the employer to ensure a confirmation of probation is only done after full consideration of the employee’s ability to undertake the position.

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• The Fair Work Act 2009 does not provide for probationary periods, but does provide for a “qualifying period”. That period is six months regular and systematic work (twelve months for a defined small business employer). This qualifying period enables an employee who believes they are unfairly dismissed to be eligible to lodge an unfair dismissal claim once the qualifying period is served.

Other Employee Relations Issues: Employees and in some cases applicants, have the ability to pursue a number of avenues if disgruntled. These include: • Unlawful or discriminatory claims.

• Adverse action claim by an employee or indeed an applicant for a position.

• Harassment claims (e.g. sexual, racial).

• Bullying claims.

Tribunals where claims can be lodged include the Fair Work Commission, Fair Work Ombudsman, State and Federal Equal Opportunity or Human Rights Commissions and WorkSafe.

Ongoing Performance Review: Once an employee has successfully completed probation, ongoing and regular performance reviews should be conducted to ensure the position remains relevant to your company and the employee is successfully performing the requirements of the position.

Do You Need Assistance?

APS Group provides quality temporary, contract and permanent recruitment services within the Transport, Logistics, Industrial, Retail Fit Out, Commercial and Executive business areas.

APS Group is located in every major capital city of Australia and has a team of experienced recruitment professionals ready to implement seamless recruitment solutions for your company.

Ben Matthews CEO, APS Group

Phone: 03 9682 3555

UPDATE YOUR TRAFFIC MANAGEMENT SYSTEM TODAY!

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12/16/2013 9:19:15 AM

Dimensioning weighing scanning systems: FROM MILLIMETRES TO MILLIONS

No matter if you handle small, large, heavy or lightweight packages, SICK has a solution. The combination of weight and volume defines the freight costs of packages. Dimensioning weighing scanning (DWS) systems from SICK automatically measures weight and volume of packages and identifies them by reading 1D or 2D codes. We think that’s intelligent. For more information please visit www.sick.com.au or call 1800 334 802 (Tollfree).

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Project APT, Best People = Best Business Project APT is the first of its kind in the Transport, Logistics and Supply Chain industry in Australia. With an estimated $1.2 million workforce development program (financial, resourcing in house and in-kind), it is both innovative and unique in its approach.

“As we move from being a $30 million business to a $60 million business in the future, we need to position ourselves to attract and retain the best talent that is on offer – our workforce is our most critical asset.”

Paul Kahlert – General Manager, All Purpose Transport

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Project APT is a partnership between All Purpose Transport, funded under a co-contribution model by the National Workforce Development Fund and was supported by Transform, the Transport and Logistics Industry Skills Body in Queensland. Training is provided by Metropolitan South Institute of TAFE. Project APT has two primary objectives, one for All Purpose Transport and one for the industry: 1. Provide the entire APT workforce with the opportunity to achieve a nationally accredited qualification as an element of our ‘people’ strategy.

2. Raise the professionalism of the industry through a new skilling benchmark for all industry operators.

Project APT enhances the existing work of APT with its exceptional workforce culture spanning back over decades. With the 37 year long standing mantra of Best People = Best Business, we are proud to have a workforce with an average length of service of around seven years. With many employers reporting average length of service at only two to three years, we know that it’s serious business to keep the best people in your business.

Our workforce is 260 strong with more than 180 subcontractor drivers. At APT, development is not just for employees. We include every one of our subcontractor drivers, each of them an Australian small business owner. We believe that everyone has the right to education at APT. At APT, our ‘people’ strategy encompasses a range of activities that support keeping our best people. Return on investment was a primary consideration from the concept stage through to the future evaluations in the business. These measurements included: • Reaction of the individuals and the business. Do they like it?

Is it worthwhile?

• Behaviour of the participants – testing the skills of the participants. Are they increasing in skill and confidence? Are they driven to reach completion of their qualification?

• Behavioural application – are the employees behaving differently? E.g. Are the customer service employees more skilled at managing difficult conversations? Is there feedback from management and customers to suggest this?

• Business impact – what final results are achieved? For example, reduction in turnover, increase in skill, evidence in business improvement and/or innovation.

Significant barriers included: • Employee and subcontractor engagement • Capacity to undertake such a significant skills project encompassing our entire business and 180 small business operators • Funding support and co-contribution model APT were able to overcome these barriers through targeted communication and engagement with employees and subcontractors leading up to and at the point of decision making in

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relation to Project APT. These interactions included forums, clear messages from the leadership team, champions from within the business, celebration of reaching each milestone and support from media organisations. Every team member at APT was interviewed individually as part of Project APT. We covered off on the capacity by making sure that we dedicated a senior member of our team to make Project APT and the development of our people a priority. This was a clear message to everyone involved that this was something important to the future of APT and its people. We also engaged the support of Louise Perram-Fisk, Director Transform, Callum Fraser, Manager Workforce Development, and Ally Reilly, Senior Project Officer from the Industry Skills Body in Queensland to support the design and scope of the project. Project APT’s success was driven by clear and visible senior leadership, with the project launch to the workforce being at APT’s Annual General Meeting. Here, a paper-based survey was distributed to our workforce to gauge employee interest and provide a basic skills assessment.

In line with the workflow identified in the project plan, oneon-one interviews were then conducted by Transform, giving employees a better understanding of the project, how it would be delivered in the workplace and develop a skills matrix.

Once the Skills Summary was completed for the workforce, our executives selected the Registered Training Organisation (RTO) to deliver the national accredited training modules.

Project APT’s $1.2 million investment reaches every member

of our workforce. No stone was left unturned with this project.

Qualifi cations were undertaken by everyone, through a blend of Recognition of Prior Learning, face-to-face, online, distance and work groups. It worked because it was customised to suit our people and our needs.

We could not have done this without the support of the National Workforce Development Fund. At APT we support the cocontribution model and while it has been an expensive development exercise, that cost has been mitigated through the support of TLISC and the federal government.

Project APT is now embedded into our culture—“how we do things around here.” As each new member joins the growing APT team discussions around undertaking a qualification is part of the standard interview and on boarding process. Using our mantra at APT – Best People = Best Business, Project APT has become an important part of APT’s Employer Brand.

Progress reports for Project APT are designed to inform management and are circulated throughout the workforce.

These reports then cascade as internal employee communication to congratulate each individual on attaining their respective qualification as well as celebrating the collective achievements of the workforce—a powerful and motivating update.

Periodic evaluation of the project during each delivery milestone also highlighted ways to incorporate the training goal into our business planning and overall people strategy and this is now in place for 2014.

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Lao PDR: The Transport Sector Overall, and the All-Important Road Transport Sub-Sector

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The Economy of Lao PDR Being a land-locked country with growing economic development in its region in recent years, Lao PDR is facing an increasing demand for transport, not only for the all-important road sub-sector, but also for other modes of transport and logistics. The country has land borders with five other countries, being Thailand, Vietnam, China, Cambodia, and Myanmar (see map), and the economy has been growing strongly over the last decade or so, with leading sectors being power generation, mining, foreign assistance inflows, and tourism. Due to Lao PDR’s economic growth, it is evident that there is an inherent challenge to mobilise sufficient financial and human resources and skills to develop, and maintain, a fully comprehensive and modern transport sector, which encompasses four areas—air, river, rail and road.

Internationally, air transport is the key factor for the burgeoning tourism industry. Good direct international air connections are available to Thailand, Cambodia, Vietnam, China, South Korea, Singapore and Malaysia. Other international links exist, and are being further developed, from Luang Prabang, Savannakhet, and Pakse. Domestically, there is an adequate domestic air network, though air travel domestically is generally financially beyond the reach of the bulk of the national population, and is predominantly used by business and government people, and foreign tourists. Hence, air transport plays an important, but limited, role for enabling access to the more remote parts of the country.

Historically, river transport has played a significant role, based around the Mekong River and its numerous tributaries. Even now, some places in Lao PDR are only accessible by river transport.

However, there are various natural obstacles to river transport (such as rapids and waterfalls), and low water levels in the dry season can further limit river navigation.

Rail transport is little developed, except for a link to Thailand, which allows for rail export/import of goods, and passenger movements. There are plans for rail connections to the north of Vientiane leading to China, and other links to the south and east, linking to Vietnam. These major projects are all yet to get underway. Hence, the rail transport sub-sector is in a very early stage of development.

It is evident therefore that the road transport sub-sector is all-important. Road transport currently represents 98 per cent of total passenger kilometres travelled, and 86 per cent of weight (kilometres of freight moved), in Lao PDR. The total length of the classified road network of 35,600 kilometres is now reasonably mature, and the network is not likely to expand substantially in the near future. Over 80 per cent of the network was rated as being of a fair or better condition in 2005.

Significant progress has been made in improving roads, waterways, and air travel, in the past two decades, but several challenging issues remain. This section identifies five key issues facing the performance of the transport sector in the Lao PDR, and in particular the all-important road transport sub-sector, following a recent transport sector assessment by the Asian Development Bank (ADB), November 2011. These are: (i) investment needs exceed available funds; (ii) limited forward investment planning; (iii) unclear potential role of non-road modes of transport; (iv) new challenges of climate change; and (v) rural roads.

(i) Investment Needs Exceed Available Funds The estimated investment requirements for the road transport subsector for the national socio-economic development plan (2011– 2015) are more than $3.3 billion, whereas the financial resources available are only $650 million. These estimates do not allow for any funding of waterways, aviation, or rail, for which separate estimates of required investment totaling $200 million per annum to 2015 have been made. Consequently, funding constraints will limit the extent to which transport, mainly road improvements, can be achieved, and highlight the need for careful prioritization of expenditures in the transport sector. (ii) Limited Forward Investment Planning The framework for road planning and investment is the national fiveyear plan, which is prepared under the leadership of the Ministry of Planning and Investment (MPI). At the beginning of the planning cycle, the ministry seeks financial plans from each province and government agency for their proposed investments in infrastructure and services for the forthcoming plan period. However, the projects and programs on which the budget is based are not prepared comprehensively, and not always prioritised. Requests for funds usually exceed the funds likely to be available.

The MPI collates the financial plans and, within predetermined sector priorities, attempts to allocate funding to each of the national, provincial, and district units. The process involves intense lobbying by provincial governors and district heads for funding. The resultant five-year investment plan excludes recurrent financing. Although the MOF is consulted during the preparation of the plan, it does not have a central role in its preparation, but it must take responsibility for financing the plan’s implementation. (iii) Unclear Potential Role of Non-Road Modes of Transport Road transport will continue to be the dominant mode of transport, however the optimal role of other modes of transport is unclear, because each mode’s infrastructure development plan has been prepared separately in the past. The country’s small population and rugged terrain will constrain the role of railways as an efficient means of domestic transport. To play a key role in GMS transport, government authorities dealing with railway transport will need sufficient institutional capacity to coordinate its services with those of neighbouring countries. Water transport is limited due to constrained coverage and the seasonal flow of waterways, but there is moderate potential for growth, with the greatest promise for freight in locations where road access is poor, or where there is concentrated demand for movement of bulk materials, movement for local social purposes where road access is poor, and tourism.

Demand for air travel will continue to be driven largely by tourism, and the needs of business and the government. (iv) New Challenges of Climate Change Lao PDR is one of the world’s most vulnerable countries to climate change, because of the high socio-economic dependence on climate-sensitive sectors, such as agriculture and water resources.

The southwest monsoon, which is a key determinant of rainfall in South and Southeast Asia, including the Lao PDR, is expected to both intensify, and become more variable, between years. The

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Colin Mellor, Kathmandu December 2011

retreat of the Tibetan glaciers and snowfields is expected to have a significant downstream effect on the Mekong River’s flow regime.

Recent hydrological modeling prepared by the Mekong River Commission (MRC) suggests that flow may be reduced to 30 per cent over the next 50 years. If confirmed, this will have significant implications for the transport sector in the Lao PDR. (v) Rural Roads Eighty per cent of the population lives in rural areas, while up to 90 per cent of poverty in the Lao PDR is estimated to occur in rural areas. The very poor live in remote areas where roads, and other infrastructure, are scarce. An estimated 3,500 villages, with a population of one million people, do not have adequate yearround access. Although rural villages may be very small, Party Instruction No. 9/CPPB dated 8 June 2004 calls for integrated urban development through the creation of kum ban, which typically comprises four to fifteen villages connected to each other by walking paths, ethnicity, and trade. One village is nominated as the kum ban centre. Village consolidation is an integral part of the government’s policy to promote permanent settlements, and eradicate shifting cultivation. The policy affects mainly minority ethnic groups who have traditionally lived migratory lifestyles, moving their villages periodically in response to disease, natural disasters, or spiritual beliefs.

Enhancing basic rural access is a priority for the government to address rural poverty. Past assistance for the planning, implementation, and maintenance, of rural and district roads, has equipped the government with the necessary skills to continue with its program. Given the huge investment needs to address the backlog of identified rural access roads, and the complexity of providing genuinely beneficial rural access, it is timely to undertake a review of the current rural roads program to assess the benefits achieved, and how rural access may be improved.

Development Needs in the Roads Sub-Sector in Lao PDR Five development needs to address the key constraints facing the road transport sector include: • Instituting more selective approaches for infrastructure provision and prioritisation • Broadening and deepening available domestic revenue sources for road maintenance • Managing the negative impact of road use • Enhancing capacities of organisations and individuals • Renewing vigour for harmonisation of donor activities and procedures Conclusions For decades, and still today, transport is targeted by the Government as a priority sector – a spearhead for development.

Earlier analyses of the transport sector in Lao PDR concluded that the state of the transport system, and particularly the road network, was a severe constraint to economic development. All such studies concluded that it was of paramount importance to improve the economic efficiency of the transport sector. Overall, 12 strategies have been proposed, covering: Resource Mobilisation; Manpower Development; Enterprise Management; External Trade Routes; Legislation and Enforcement; Transport Planning; Road Construction; Road Maintenance; Bridge Construction; Rural Roads; River Transport; and Civil Aviation. The Government has responded to the challenges posed by the transport sector, each of the 12 strategic areas has been addressed, and great progress has been made in improving the level of service provided by, and the efficiency, management, and financing of, the transport sector in Lao PDR. However, more remains to be done as part of the national effort at modernisation, industrialisation, and poverty eradication, and new challenges will emerge as the Lao PDR, and regional economies continue to grow strongly. The transport management agencies must all increase their capacities, making greater use of modern ICT tools, in order to ensure dynamic and continuing development, and national management of an efficient transport sector to meet the economic and social needs of Lao PDR. Colin Mellor, BE(Hons) BEcon MSc(Econ) MIEAust CPEng CMILT Vientiane, Lao PDR

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Western Coal to Port Kembla – via Marrickville or Macarthur?

The geological formations surrounding Sydney are resource rich, however, Sydney’s existing railway infrastructure and geography creates logistical challenges transporting these resources from mines to ports.

From a geological perspective, New South Wales is commodity wealthy with vast coal reserves. Coal is dominantly found in the far reaching Illawarra Coal Measures, a Permian aged (270 million year old) stratigraphic formation which underlies greater Sydney and surfaces in the Illawarra, the Blue Mountains and the Hunter Valley where it is relatively accessible and easily extractable from the lithosphere.

During the 1980s there was a vast restructure occurring within Sydney’s economy and a fundamental transformation occurred within the rail freight transportation industry.

The containerisation of freight to Port Botany and the decentralisation of the handling of bulk goods to the localities of Port Kembla and Newcastle (Port Waratah and Kooragang Island) subsequently saw Port Jackson experience a period of significant decay.

Port Kembla vastly benefited from the demise of Port Jackson, and today handles nearly all coal mined from the Blue Mountains, Southern Highlands and the Illawarra coalfields. In what can be best described as the modern economy, the first coal loader was commissioned in 1964, and this was complemented by a second loader in 1982 (PKCT, 2011a).

PKCT, (2011b) states that the Port Kembla Coal Terminal unloads approximately seven coal trains per day, or about 60 per cent of the total tonnage of coal received. The coal that is transported by rail to Port Kembla is supplied from the Xstrata owned Tahmoor colliery (and previously Baal Bone colliery), as well as the Centennial Coal owned Charbon Clarence and Airly collieries, and the Peabody Energy owned Metropolitan Colliery.

There is little doubt that today the supply of coal to Port Kembla is limited due to operational conditions of moving coal from the mines because the freight rail operations through metropolitan Sydney are slow and restrictive, and perhaps most significantly, coal trains are subject to strict curfews from passenger trains during peak times.

A typical coal train from the Blue Mountains to Port Kembla is comprised of 45 NHJF coal hoppers (1)(3), a gross weight of 4500 tonnes, this is the maximum allowable tonnage by Railcorp on these lines (Cross, 2012). Such trains are usually hauled by a common combination of 4 x 82 class locomotives (2)(3) (or equivalent)—a power output of approximately 12,000 horsepower. However, the inefficiencies within the transport chain arise when it is noted that the fourth and even the third locomotives are largely necessitated by just two elements.

Image 1: ‘Abandoned Bridge on the MaldonDombarton Railway, Nepean River’ (Berry, 2013) Reproduced with Permission

Firstly, a 4.3 kilometre section of track with gradients as steep as 1:40 (3)(4) (Cross, 2013) on the southern side of Como Bridge for the ascent to Sutherland and, also as an ‘insurance policy’ to minimise potential delays in the event of mechanical failure of a locomotive whilst on the highly congested metropolitan network.

For comparison, the aforementioned Tahmoor colliery operates the same consist, but operates with just 2 x 82 class locomotives as there are no substantial uphill grades to negotiate when loaded. Put simply, coal trains originating from Tahmoor colliery are loaded high and unloaded low (with no significant uphill gradients en route)—coal trains are able to roll down hills, and due to a reduction in total tonnage by as much as 75 per cent for a coal train when unloaded, return to Tahmoor using the same two locomotives to negotiate the infamous 1:30 gradients (ARTC, 2007) to Summit Tank on the Moss Vale-Unanderra branch line.

Secondly, a loaded coal train (as described above) is approximately 840 metres in length, given the momentum of such long and heavy trains, there is a relatively significant time delay in acceleration and braking compared to passenger trains.

Furthermore, in the metropolitan network, coal trains can cover several signalling sections, significantly decreasing capacity, which is problematic on high volume rail lines.

Given the frequency of passenger trains on the Illawarra and western lines (between four and 10 minutes in most cases), coal trains are subject to strict curfews and schedules. Within the

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Figure 1: Comparison of Routing (Rance, 2013)

metropolitan Sydney Trains network (east of Penrith and west of Flemington Junction, north of Waterfall and south of Meeks Road Junction – see Figure 1), freight trains are not normally permitted to operate in either direction during the morning and afternoon peaks; between 6am-9am and 3pm-6pm respectively.

If the curfews were able to be bypassed, the operational challenges, overhead costs and downtime of coal trains would likely be reduced, and the coal supply potential would be increased to Port Kembla.

The Maldon-Dombarton rail line would be a desirable alternative route if completed, and could rectify these logistical challenges

linking mine to port. The Maldon-Dombarton rail line is a rail bypass that was initially proposed in the late 1970s with the primary purpose of diverting rail freight away from the congested metropolitan network (Figure 1). Construction commenced in 1983 but was abandoned in 1988 by the then newly elected Greiner Government citing cost blowouts and a decrease in coal volume forecasts (Railway Digest, 1988).

A majority of the geological and construction work had been completed by the time the project was cancelled. To this day, bridges remain half-built (Image 1), and the grade cuttings remain bare of rail lines.

In 2009, the project was found to be, ‘not economically viable… but it may have long term economic merit’ (ACIL Tasman 2011,pg. xii). Notwithstanding, the previous Labor Federal Government committed $25.5 million for ‘detailed designs’ to facilitate the possible completion of the project (Transport for NSW, 2013).

Consulting firms Parsons Brinckerhoff and GHD are both currently undertaking separate surveys and analyses on behalf of the government, which may lead to funding for the final completion of the project. ACIL Tasman (2011, pg. 74) go on to say that the project could be feasibly completed at a cost of $624-667 million.

The completion of such a project would provide a desirable alternate route for coal trains originating from the western coalfields and indeed all rail freight that traverses the Blue Mountains-Illawarra corridor.

Rail freight would be able to transit the rail corridors on a much more hassle-free schedule, only needing to negotiate metropolitan passenger traffic between Flemington Junction and Penrith due to the newly constructed ‘Southern Sydney Freight Line’ north of Macarthur which would complement the Maldon Dombarton railway.

Dean Rance, BSc (UNSW) Email: dean.q.rance@gmail.com

References: ACIL Tasman (2011) Maldon-Dombarton Rail Link Feasibility Study, ACIL Tasman, ISBN 68 102 652 148, accessed 1 August 2013 <http://www.nationbuildingprogram.gov.au/ publications/reports/pdf/Maldon _Dombarton_Feasibility_Study_Full_Report_Final.pdf> ARTC (2007) NSW Curve and Gradient Diagrams: Section 2 – South, ARTC, accessed 31/7/2013 <http://extranet.artc.com.au/docs/eng/networkconfig/cd/nsw/section_2_ south/section_2_south_S34.pdf> Beckhaus, J (1982) Railway freight wagons in New South Wales, Australian Railway Historical Society, New South Wales Division, St James, NSW Berry, J (2013) Maldon - Dombarton abandoned rail line Nepean River bridge [Digital Photograph], taken 10/5/13, accessed 31/7/13, Available online at <http://www.flickr.com/ photos/ highranger/8795897654/> Reproduced with permission Cross, S (2012) Coal Train Working, Railcorp, accessed 3 August 2013 <Website address publication not permitted> Cross, S (2013) TOC – Section 1 Route Standards, Railcorp, accessed 3 August 2013 < Website address publication not permitted> “Maldon - Dombarton Abandoned” 1988 Railway Digest October, page 370 Oberg, L (2007) Locomotives of Australia: 1850s - 2007. Rosenberg Publishing. pp. 411-418. ISBN 1-877058-54-8 PKCT (2011a) History, Port Kembla Coal Terminal, Port Kembla, accessed 1 August 2013 <http://www.pkct.com.au/history/> PKCT (2011b) Rail, Port Kembla Coal Terminal, Port Kembla, accessed 1 August 2013 <http://www.pkct.com.au/rail/> Rance, D (2013) Current vs Alternative Route [Electronic Map], Data extracted from <http://download.bbbike.org/osm/extract/planet_149.945,-34.794_151.846,-33.649.osm. shp.zip> on 17 September 2013 Transport for NSW (2013) Maldon to Dombarton Rail Link, Transport for NSW, accessed 6 August 2013, available online at <http://www.transport.nsw.gov.au/projects-maldondombarton-rail-link> 1.

2.

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NHJF Coal hoppers - Tare Weight 23t, Gross Weight 100t, Length 16.7m (Beckhaus, 1982) 82 Class Locomotive – EMD 12-710G3A producing 3252hp, Weight 132t, Length 22m (Oberg, 2007) <http://www.youtube.com/watch?v=JmcyqoHutlo> (go to 1:00) Coal train on Como Bank highlighting the speed issues facing freight trains, though I am not convinced of the guys maths abilities at 2:17 <http://www.youtube.com/watch?v=JY-13S4_Ulw> slow freight train on Como bank, albeit bulk grain.

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Social Media in Transport and Logistics How to Stay Abreast of Industry News

OK, you’ve invested in a person to launch your business onto the social media wave. You now sport a Facebook, Instagram, Twitter, Skype and LinkedIn company account and can’t wait for all the delights of social media to lift your business profile and profits. You speak in acronyms and transport and logistics (T&L) is now part of your vocabulary, as supply chain doesn’t abbreviate well.

Congratulations, you have just completed what less than 50 per cent of companies in Australia have done so far. If you’ve dabbled in Google Adwords directly, or indirectly paid for the same through your yellow pages listing, you’ve gone one better and joined the five per cent of companies that have spent real cash in addition to their social media resource.

After Google, the next most popular search engine to use is YouTube. Apart from face-to-face or video based skype calls, broadcast video is one of the best ways to connect to your customers and potential customers. Video is a great way to demonstrate you, your services, your business model, and to continually engage current clients. Yes, your competitors are probably subscribing to your video upload feeds as well.

Social media is simply another form of marketing—a tool that should be used as an extension of your plan to support your goals and objectives. The bridge between social media and the transportation and logistics sector is a natural one as both now depend on mobile technology to function.

A quick snapshot of what the main social media platforms that can be used for personal or business expression:

Facebook Website www.facebook.com What is Facebook? A social networking service platform to build social networks or social relations among people who, for example, share interests, activities, backgrounds, or real-life connections. See more at http://en.wikipedia.org/ wiki/Facebook Business Use: Potential to engage with younger ‘connected’ audience and supporting causes. A good example of trucks and a strong community in social media is “Scania” (check them out on each of the platforms below also) Personal view of Facebook: I’m too busy to bother!

Instagram Website www.instagram.com What is Instagram? An online photo sharing, video sharing and social networking service that enables its users to take pictures and videos, apply digital filters to them and share them on a variety of social networking services. See more at: http://en.wikipedia.org/wiki/Instagram Business Use: Great platform to showcase branded product portfolios.

Personal view of Instagram: Facebook for photos—share photos of everything!

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Twitter Website www.twitter.com What is Twitter? Twitter is a free social networking and microblogging service. Twitter allows users to send updates or ‘tweets’ (text-based posts) up to 140 characters long. See more at: http://en.wikipedia.org/wiki/Twitter Business Use: Great for informing customers of deals, special offers and events.

Personal view of Twitter: Text messages with a hashtag #.

I’m quite fond of the non-retractable message service! So is Rupert Murdoch.

LinkedIn

– Your network of associates on who’s who Website www.linkedin.com What is LinkedIn? A social networking website for people in professional occupations with professional networking interests. See more at: http://en.wikipedia.org/wiki/LinkedIn Business Use: Truly a social media use to connect with business people and join like-minded interest groups.

Personal view of LinkedIn: Great for recruiters and provides a way to view information about people you are dealing with and whether they have a connection to your existing contacts.

Flipboard

– My personal magazine… and read below… your industry magazine.

Website www.flipboard.com What is Flipboard? A social-network aggregation, magazine-format application. See more at http:// en.wikipedia.org/wiki/Flipboard Business Use: Great way to promote your brand and keep track of your press media/social media coverage.

Personal view of Flipboard: I love it. This is my industry update guru and I hope will become yours. See link https://flipboard. com/profile/transportideas )

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There is a growing list of platforms in this space and you should check them all out. See the entire list at http://en.wikipedia.org/ wiki/List_of_social_networking_websites Now, logistics has always been a driver of new technology for operational excellence, and with social media there is an opportunity to drive technology for marketing and communication excellence.

That is, if the demographic you’re marketing to is on social media.

Lets take the Royal Caribbean Cruise Company. While having all the social media channels available, it has achieved great success primarily through advertising in traditional newspapers, especially the Sunday papers. It appears, that even the ’30-somethings’ (yes, they’re the new ’20-somethings’) through to the 90+ demographic, read about and make travel arrangements based on newspapers and magazines. So it appears that social media engagement needs to be part of a broader marketing and communications plan for your business.

More than eleven million Australians currently own a Facebook account. Each week 20 million Twitter feeds are viewed. The Metro Trains Melbourne YouTube video “dumb ways to die” was viewed 2.7 million times in the first 48 hours alone. At the same time, the internet is becoming increasingly mobile and accessible, while national smartphone ownership has soared to 68 per cent in 2012 and is forecast to hit 92 per cent by 2017. A quick snapshot of the technology reveals that more and more people are connecting via a mobile device (phone, tablet) rather than a desktop computer.

The social media platforms have all been optimized for mobiles.

Social media can be fun, open, and embedded within companies’ corporate culture, with customers, service partners, and employees all connected. However, make sure you have a social media policy that clearly sets employee expectations of the trust you instil in them while representing your brand.1 Some tips2 to help your customers find you on social media (even though we are really trying to find them!).

• Put links on your website—connect your traditional websites with your social media accounts.

• Connect with other groups in the social space—build your network of people and groups that share similar interests.

• Follow and like groups that might in turn follow and like you back.

• Content—the key to growing a network is to have good information (content) and, maybe more importantly, to be willing to share others’ great content.

• Voice—adopt a positive active voice. Sometimes this is best achieved by selecting someone who is an extrovert (online anyway), and someone with personality (online and hopefully offline).

Social media offers the transport industry an unprecedented opportunity to engage with their customers and project 1.

2.

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stakeholders, deliver timely information about service disruptions and travel alternatives, and raise awareness on safety issues or even recruiting staff. If implemented efficiently, a social media strategy can be a cost-effective and immediate means to improve brand awareness and customer retention.3 Telstra (Charlie McDonald) gave an interesting presentation of the potential for social media in transport. The two links below are worth a look: • http://www.smartconference.com.au/wp-content/ uploads/2012/11/Charlie-McDonald1.pdf • https://www.telstra.com.au/business-enterprise/download/ document/business-whitepaper-transport-logistics-1.pdf While they were suggesting using existing platforms for tracking loads/parcels/customer updates, it was really up to someone to drive that with technology. The T&L industry will be, as always, an early adopter of any technology to improve margins and attract new customers and market share. The use of Twitter and other quick messaging apps could eventually lead to an end to the CB Radio.

Meaning “breaker, breaker, what’s your 10-20?” will be destined to history! If the National Heavy Vehicle regulator has their way, truckers could be forced to use electronic diaries/log books. If it makes the workload less, and improves safety, by providing another GPS based tracker of speed (the tachograph or black box), then it would be a good use of technology.

Personally, I have been researching social media for a mechanism to provide industry information. As someone who grew up with the likes of companies called Media Monitors (a newspaper press clippings service) it was natural to adopt the application Flipboard to make it a reality.

Well, I hope you all download the application and subscribe to our collection of industry magazines, because all the hard work has been done for you. (See https://flipboard.com/profile/ transportideas). Updates are available 24/7 and the magazine look and feel makes it easy to catch up anytime on either a mobile or tablet. You will also notice that the Royal Australian Navy selected Transport Ideas to launch their official International Fleet Review magazine, which I am sure you enjoyed recently.

If this is all new to you, my suggestion is to start out now, before the world leaves you behind. Go all out and purchase an iPhone 5s, and iPad mini. Then get online and start trying out all the apps and get connected. Apart from the devices, it’s mostly free to use, although you will likely become like your children (and grandchildren) who are constantly looking at their updates! Once you have got the hang of it personally, then go out and explore the use of the technology for your business.

Good luck with the journey.

Mark Birkinshaw Transport Ideas Website: www.transportideas.com Mobile: 0407 599 407 Email: info@transportideas.com

Using Social Media to Your Advantage in Transportation and Logistics October 16, 2012 by Bobby Harris http://www.worldindustrialreporter.com/using-social-media-toyour-advantage-in-transportation-and-logistics/ Talking transportation connections: Four tips for growing social media audiences. August 20, 2013 Lloyd Brown http://talkingtransportation.wordpress.com/2013/08/20/ talking-transportation-connections-four-tips-for-growing-social-media-audiences/#more-1081 http://mumbrella.com.au/events/social-media-in-transport and www.informa.com.au/socialmediatransport

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Sustainability is More Than Just Tofu and Kaftans, it is Smart Business You just have to mention the word Sustainability and for many people their eyes glaze over. There is too much emotion and subjectivity around the subject.

Everyone has a different definition and a different point of view; and the politicians are not helping at all given the way they have politicised the whole debate with continuous scare mongering.

The challenge today is to shift the paradigm from seeing Sustainability as a Cost of Compliance to a Return on Investment; where the greater the investment, the greater the return.

When you break the subject of Sustainability down into objective building blocks you will see that Sustainable Manufacturing, Sustainable Operations and Sustainable Supply Chain Management is just Smart Business.

With the ever present rising costs of fundamental inputs including energy, fuel, raw materials, labour, waste disposal, etc., it is Smart Business to: 1. Reduce electricity consumption 2. Reduce gas consumption 3. Improve fuel efficiency of vehicles 4. Reduce water consumption 5. Reduce landfill and waste disposal costs 6. Reduce raw material input costs by smarter product design 7. Reduce reworking by better quality control 8. Reduce work-in-progress by better production planning

9. Improve supply chain efficiencies by better supply planning 10. Reduce warehousing space by better CPFR 11. Reduce the inventory holding costs of both current and obsolete stock by better CPFR 12. Improve staff productivity 13. Increase staff retention 14. Enhance public profile and brand awareness 15. And the list goes on Each of these initiatives directly or indirectly reduces greenhouse gas emissions, and in doing so can be classified as a Sustainability initiative. In the first part of the 20th Century, Safety was not a big issue. Now look at the priority given to Safety.

There is a whole science around safety that has delivered significant reductions in workplace accidents, injuries and fatalities.

In addition to the saving of life and limb, subsequent benefits are the substantial savings in both the direct and indirect costs of accidents.

Research has shown that these improvements in safety performance have also led to increased productivity and greater staff retention. Sustainability is to the 21st Century what Safety was to the 20th Century.

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Having a properly balanced, integrated Sustainability Strategy can significantly: 1. Reduce costs 2. Improve operating efficiencies 3. Increase safety performance 4. Improve productivity 5. Increase staff retention 6. Enhance reputation and brand awareness 7. Significantly improve the financial bottom line, whilst concurrently 8. Increasing the environmental and social bottom lines Australia leads the world in many initiatives. Unfortunately, Sustainability is not one of them. In March 2013, the European Union published the DIN EN 16258 standard for Green Logistics.

This standard will enable companies in the transport industry to calculate greenhouse gas emissions for each freight delivery. Freight forwarders in France, and suppliers to France, will need to verify the CO2 emissions generated by their respective transport activities from July, 2013 onwards. This will eventually come to Australia.

In the UK, leading soft drink producers and suppliers, including Coca-Cola and Britvic, have signed onto the Soft Drink Sustainability Roadmap initiative, a supply chain study that aims to reduce the environmental footprint of the industry’s products and operations.

Here in Australia, the industry is fighting a nation-wide deposit based recycling scheme. Australia is just now rolling out an e-waste strategy under the National Television and Computer Recycling Scheme, whereas Europe and the UK have already had these schemes for a number of years. How many people in Australia are aware of this scheme, let alone know the location of their nearest drop-off depot? For full details of products accepted and drop-off locations please refer to www.dropzone.org.au.

The Australian Stock Exchange (ASX) Corporate Governance Principles and Recommendations (Revised Principles) defines environmental and sustainability risks as Material Business Risks.

Under the Commonwealth Corporations Act 2001, company officers have a Duty of Care, and must exercise Due Diligence and Fiduciary Responsibility, to manage these Material Business Risks.

In December 2012, the Pike River Coal Mine Royal Commission recommended that individual company officers consider, if asked, how they could demonstrate to a legal authority their own personal Duty of Care and Due Diligence to manage Material Business Risk (in this specific case, around safety). Even though the Commission

was held in New Zealand, these findings will have serious implications for company officers here in Australia. The definition of officer can be found in Section 9 of the Corporations Act 2001 (Cth), which provides that officers are persons: • of a prescribed position (e.g. director, company secretary etc.)

• who make, or participate in making, decisions that affect the whole, or a substantial part, of the business of the corporation • who have the capacity to affect significantly the corporations financial standing • in accordance with whose instructions or wishes the directors of the corporation are accustomed to act In the broader context, every Australian company officer (under the widest definition of the Act) should ask themselves, if required, how they could demonstrate to a relevant authority their own personal Due Diligence, Duty of Care and Fiduciary Responsibility in managing the Material Business Risk of Sustainability, as well as Safety. One Australian company that is Future Proofing their business is Victoria’s Ferguson Plarre Bakehouses, a fifth generation family-owned business that has survived a Depression and two World Wars in the 20th Century, and the recessions and a GFC in the 21st Century.

Their operation consists of a franchised bakery chain supplied by a central bakery facility at Keilor Park, an outer suburb of Melbourne.

By embracing sustainable business practices to Future Proof their business, Ferguson Plarre Bakehouses have reduced: • Landfill by 92 per cent • Electricity consumption by 62 per cent • Gas consumption by 76 per cent • Water use by 2.5 million litres • Staff turnover from 10 per cent to two per cent per annum (Source: Sustainable Baking by Ralph Plarre)

In addition to the resultant efficiencies and cost savings, this has allowed Ferguson Plarre Bakehouses to reduce their carbon emissions by more than 5000 tonnes of CO2e annually. Smart Business. The range of initiatives in their emissions abatement programme, at their purpose built head baking facility at Keilor Park, includes: • Rain water toilet flushing for office and staff amenities.

• Solar heated hot water for office and staff facilities.

• High efficiency air-conditioning for offices, staff amenities and climate controlled production areas involving outside air optimisation to reduce power consumption.

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• All hot water required for cake production is preheated by energy recovered from their refrigeration systems. This equates to a saving of over 600 tonnes of CO2e per year through reduced gas consumption.

• Use of the heat recovered from freshly baked products (using exhaust fans and the heat taken from their cooling tunnels) to heat the main production area in winter and to minimise heatbleed into refrigerated areas. This equates to a saving of over 2700 tonnes of CO2e per year through a 60 per cent reduction in power usage per square metre.

• Installation of a fully integrated SCADA (Supervisory Control and Data Acquisition) energy monitoring system to allow real time monitoring of all energy consumption, both individually and collectively to allow full monitoring of all energy consumption of electricity and gas and the resulting CO2 emissions. This information is displayed on a screen in a high-traffic corridor and brings an amazing level of awareness to their team.

• Over 100,000 litres of rainwater tanks plumbed for irrigation and truck washing resulting in approximately 625,000 litres of mains water saved per annum.

• Introduction of Victorias first Diesel Hybrid truck with Sustainability Victoria. They will measure fuel usage and benchmark the results against their fleet to assess the effectiveness of this technology and the likely payback period.

Specialised insulation was sourced for the cabin to reduce weight and the associated emissions from carrying such weight.

• The latest bulk raw material handling equipment eliminates approx. 450 bags/week from their system and halves their requirements for land fill. Their co-mingled waste has already been reduced by 50 per cent.

• A wastage regime that sees 95 per cent of all waste directed back into recycling streams (including plastic, steel and assorted metal, cardboard, and food).

• Certified carbon neutral paper used to make all cake bags and an oxo-degradable additive to all plastic bags to help accelerate decomposition whilst maintaining the strength necessary to hold the weight of a large cake.

• An approval to go ahead with a 99kW solar panel installation which will generate 10 per cent of all power required to bake their award winning cakes and savouries. (This one was written by their CEO!)

All of these initiatives had very positive ROIs (Return on Investment) and payback periods ranging from one to five years. These demonstrated and validated cost savings are a direct result of Ferguson Plarre Bakehouses having a robust, properly balanced and integrated Sustainability Strategy. Smart Business.

In addition, having this robust, properly balanced and integrated Sustainability Strategy has greatly improved Ferguson Plarre Bakehouses safety performance. Between 2010-11 and 2012-13 their Reported Incidents have reduced 58 per cent (from 33 to 14 per annum). Similarly, between 2011-12 and 2012-13 their reported Near Misses have dropped 28 per cent (from 29 to 21 per annum). The projected average industry workers compensation insurance premium rate they operate in is 3.8860 per cent; Ferguson Plarre Bakehouses workers compensation insurance premium rate is of the order of 1.8394 per cent. This is a direct 52.67 per cent reduction in their workers compensation insurance premium. This is a direct 52.67% reduction in their worker’s compensation insurance premium. With a workforce of 150 people this equates to a direct savings of the order of $200,000 per annum. In addition, Ferguson Plarre also avoided the direct and indirect costs of those 19 reported Incidents that did not eventuate. This is just Smart Sustainable Business. Since undertaking this new Sustainability Strategy, their franchisees have all bought into the cultural change and not one has left the organisation. Ferguson Plarre Bakehouses are on track to double the number of franchise operations in Victoria to 120 in the next five years, they have just opened four stores in Queensland in 2013 and will be launching into New South Wales in 2014. Success breed success and this is very much a win-win scenario for both Ferguson Plarre Bakehouses and their franchisees.

(Source: Herald –Sun Business, page 54, Thursday October 10th, 2013)

For more information about Ferguson Plarre Bakehouses’ Sustainability performance and awards, please refer to http://www. fergusonplarre.com.au/History/Greenhouse-Challenge.html In conclusion, Sustainable Manufacturing, Sustainable Operations and Sustainable Supply Chain Management is just Smart Business that can deliver a very real and very tangible Return on Investment when you have the properly balanced and integrated Sustainability Strategy. Sustainable Business is just Smart Business.

Craig Beaver Principal, The Great Southern Land Consulting Group

Mobile: 0409 975 335 | Email: cdbeaver@bigpond.net.au

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CILTA (WA) Regional Membership Drive Western Australia is a big state! We have a significant quantity of regionally located people currently working within the vast transport and logistics arena.

To cater for this broad regional coverage CILTA (WA) has instigated our WA Regional Rollout initiative. The Regional Rollout will bring benefits of networking, personal development, support, and significant information services to regional transport and logistics practitioners throughout the state. Western Australia is heavily dependent on efficient transport and logistics services provided by trained, qualified and supported professionals. We believe regional transport and logistics services would be strengthened through application of innovation and productivity improvements provided by logistics personal motivated and supported by CILTA (WA) over the coming years. The aim of this initiative is to provide the benefits of CILTA’s four pillars (INVOLVE, INFORM, RECOGNISE, DEVELOP) to individuals working outside the Perth CBD. The specific areas targeted are the Pilbara, Kimberley, Goldfields-Esperance, Mid-West, Gascoyne, Great Southern, Wheatbelt and South West regions.

CILTA (WA) launched the regional membership drive in the offices of the Dampier Port Authority in October, 2013.

CILTA (WA) realises that people working in the vast regional passenger, freight and transport and logistics activities may miss out on development or networking opportunities by residing outside the Perth CBD. The Regional Rollout will see regional practitioners receive the same benefits in networking and development as Perth CBD located personnel. This regional membership opportunity will nullify the distance factor!

We believe this is the first dedicated Regional Rollout of a transport and logistics association in Australia, and we are appreciative of regionally located companies disseminating our information to all staff. This initiative is of benefit to those management and to employees within road transport operations, management, planning, supply chain activities, sea transport activities, port operations plus financial/operational analysis of transport and logistics operations. On an ongoing basis, CILTA (WA) will liaise direct with each region’s members to foster synergies, relationships and networking opportunities.

CILTA (WA) membership base is comprised of senior and middle management personnel, as well as a significant quantity of operational road, sea, rail and air transport practitioners. Therefore the ability to network with an audience made up of government, transport industry, and mining company users of facilities and transport services is second to none, likely Australia-wide.

CILTA membership would also benefit those transport and logistics practitioners in the early stages of their careers as a method of networking and understanding what further education opportunities are available to them. Our individual, personal memberships allow people to keep memberships as they progress during their careers.

CILTA (WA) strongly believes it is beneficial for our state development if government, transport and logistics industry and mining companies engage collaboratively in personal development,

networking and information sharing right across the length and breadth of the state. We are the big state, and we have the record logistics task, so we want the best and most inclusive personal development opportunities for all our transport and logistics personnel no matter where they reside.

The following benefits would be accessible to new members of CILTA (WA): • Contact Groups per region to be set up—enabling face-toface regional networking opportunities for all CILTA (WA) regional members.

• CILTA (WA) regional members will be able to join numerous informative online webinars, which is an opportunity previously only available to people residing in capital city locations.

• We envisage a ‘rotation’ host status for one region per year to showcase their region’s transport and logistics task to state government and industry stakeholders (one event in their region, plus another event in Perth to showcase to the city members).

• CILTA (WA) regional members will have access to nomination for the various Awards of Excellence on an annual basis based on state, national and international level awards.

• CILTA will provide details of educational institutions offering short and long term logistics courses to suit middle management plus entry level logistics practitioners.

CILTA (WA) is looking forward to creating links and synergies within regional companies for new members. Ongoing, we would be pleased to hear of any additional aspects new regional members would like CILTA (WA) to include as matters of interest to engage with other CILTA members state-wide.

If you think of CILTA (WA) members as the ones transporting, analysing, planning and managing the freight and passenger task for the entire state, you will understand our drive to improve the development and networking of regional individuals. We look forward to working with our new regional members over the coming years. Our relationship will likely be fruitful and beneficial from individual and corporate perspectives.

Prospective new members should apply online via our webpage www.cilta.com.au via the ‘Join Now’ tab. By placing our State Chair, Jamie Bradford, (Membership #7140) as the ‘reference’ each person’s online application will be reviewed promptly. Myself, and members of our State Executive Committee are available to discuss aspects of this Regional Rollout with companies and their personnel as required.

Please do not contact me if you require additional information.

Jamie Bradford Chair (WA Section)

Phone: 08 9469 5069 Mobile: 0400 198 186 Email: jxbradford@globalskm.com

A DIFFERENT APPROACH IS JUST THE BEGINNING.

HUTCHISON PORTS AUSTRALIA We look forward to doing business with you in a whole new way.

Hutchison Ports Australia is bringing fresh thinking to Australian waterfronts - responsive, flexible and competitive.

As a member of Hutchison Port Holdings, the worldâ&#x20AC;&#x2122;s leading port investor, developer and operator, we bring a world of experience and the latest in technology to the Australian waterfront.

Our new container terminals in Brisbane and Sydney and the new intermodal terminal in Western Sydney will give shipping lines and their customers more choice and better value.

Visit our web site for the latest details on our operations. www.hutchisonports.com.au

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Developing Public Transport Professionals Building future public transport professionals is a major issue.

Public transport professionals gain their skills and knowledge from experience and on-the-job training. Professionals in public transport policy, planning and management enter the industry from a diverse range starting points, including business, logistics, civil engineering, town planning, economics, mathematics and social sciences. All of these starting points provide little if any background on public transport. There are very few graduate courses available in Australia or overseas to build specialised knowledge in public transport. And once engaged in a public transport career, there are few quality professional development courses available and certainly none with a structured program to build a rounded professional.

The demographics of public transport professionals indicate a worrying trend with a large number of experienced professionals retiring over the next decade. Employers have an obligation to provide their staff with education and training and greatly benefit from the increased capability. In the current challenging fiscal climate public transport agencies have dramatically cut their training budgets. This should be the time to be building capability, not cutting training budgets.

So the current outlook for the development of transport professionals is not very rosy: few education and training opportunities, a shortage of future professionals and reduced training budgets.

What is happening in the professional education sector that may provide development opportunities?

There has been a recent explosion of online courses, both free and paid, in general education. The MOOC (massive open online courses) development has examples where free courses such as the Stanford University experience in 2011 where they launched three courses, each of which had an enrolment of around 100,000 students! This led to the establishment of a number of online education platforms, such as Coursera and edX. It is early days with these developments, and they pose a number of challenges, particularly the very low completion rates (less than 10 per cent) and the difficulty of assessment. And you wont find any public transport topics among them.

The other recent development in continuing professional development is the move towards demonstrating achievement of learning outcomes. This includes the emergence of learning badges, where a validated indicator of learning can be earned and digitally recorded, for display on your profile (like on LinkedIn). This is the virtual descendant of the physical scout badge many of us will be familiar with. These are essentially micro-credits that could help a professional demonstrate the range of skills and expertise they have been able to develop, as an alternative or adjunct to formal study. The Chronicle of Higher Education noted in a recent article that more and more educational organisations, and even some universities, are adopting badges to mark achievement.

Relevant professional education and training opportunities in public transport is sorely needed. One initiative recently started at the University of Queensland is the development of a program of public transport continuing professional development courses. The aim is to provide a pathway to a postgraduate qualification.

A pilot program of three courses was offered at the end of June 2013, and a further two courses in December 2013, with an average of 17 students attending each course, from Brisbane Transport, Translink, Transport for NSW and postgraduate students from UQ. 92 per cent expressed interest in a graduate qualification. A further two courses are planned for February 2014. The aim is to develop and run program of 10 professional development courses at least every two years. These courses are designed as graduate subjects (without an assessment component), using best practice adult education practices. For such programs to be successful a commitment from the public transport industry will be required.

So, what is the answer to address the looming shortage of public transport professionals? Employers need to support the development of structured programs of professional development, sending their staff for training and accepting a range of verification and certification alternativesâ&#x20AC;&#x201D;from digital badges through to formal graduate qualifications.

Phil Charles, FCILT Professor of Transport, University of Queensland Leads the Transport Futures Institute

Email: p.charles@uq.edu.au

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CERTIFIED PASSENGER PROFESSIONAL (CPP) Industry Standing CILTA’s new industry Certification for Passenger Professionals.

Is this Stop for you? www.cilta.com.au/page-cpp Web: www.cilta.com.au Email: education@cilta.com.au Phone: 1300 68 11 34 Visit the CILTA website or contact the National Office for more information.

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Passenger transport hosts almost a quarter of a million employees in passenger transport industries.

Our Australian Passenger industries span public transport, bus and coach operations, airlines, railways, ferries, taxis, cruise liners to name a few.

State Government public transport departments and their contractors manage multimillion dollar passenger contracts.

The engineering support industries to passenger transport are very significant.

The Chartered Institute of Logistics and Transport Australia has recently introduced the Certified Passenger Professional (CPP) certification, a nationally recognized industry standing that reflects the professionalism and experience of operators and administrators in the passenger transport industries.

Aiming to provide a definitive standard for measuring capability and professionalism within the passenger transport profession the CPP brings together the breadth and depth of skills required of a modern passenger manager, planner, operator or public policy administrator.

This professional standing reflects a balance of experience and training gained within the passenger transport industries. Calculating eligibility is through a points based system that is referred to CILTA’s passenger transport certification panel for assessment. The certification, once gained, is required to be renewed through recognized Continuous Professional Development activities.

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Down in the Factory Fifty years of building Bulldogs in Brisbane The first Mack arrived in Australia in 1919 and over the next four decades, Mack trucks were imported by various state distributors.

With the formation of Mack Trucks Australia in 1963, Mack opened its first local assembly operations at Archerfield Aerodrome on the outskirts of Brisbane.

Since then, the company’s steady expansion has seen the assembly operations relocate twice: first to larger facilities in Rocklea in 1968, then, after a massive flood and further growth, to a new purpose-built plant in Richlands in 1981. The first big order to come out of the Richlands plant was for 940 285hp RM6866RS Mack army trucks in a wide range of configurations.

While Mack was churning out trucks from its Rocklea factory, Volvo established a production facility just a few kilometres away in Wacol. The Wacol plant started operation 1972 and when Volvo acquired Mack in 2002, th the facility was greatly expanded and and both brands began production out of this enlarged plant.

In 2006, the 30,000th Australian-made Mack rolled off the Wacol Mack line Today, the Wacol plant is the largest truck assembly operation in Australia. In the forty years since 1972, the Wacol plant has turned out nearly 46,000 trucks, with 2,074 trucks coming off the line in

2011 alone. The plant is currently averaging 12 trucks per day, which is close to record levels of production.

Designed and built locally, for local conditions The, Metro-Liner, Granite, Trident, Super-Liner, and Titan all roll off the Mack line at Wacol and they’re all uniquely Australian trucks, designed here by Mack’s local engineers for local conditions and hand-built by highly skilled assemblers. You won’t find a Mack Metro-Liner or a Trident in the USA or Europe.

Why do we design and build locally? Because Australia has conditions that make it unique in the world of transport. By conditions we mean rough roads that need tough vehicles, extremes of heat that need large cooling capacity, immense distances that require bigger fuel tanks, millions of roaming wild animals and livestock that need big bullbars, and last but not least, seven separate sets of state and territory legislation that mandate things like vehicle dimensions and load weights.

What’s more, less than 10 per cent of the Macks we build are ‘standard’ models; nearly every customer has a requirement for a customisation of some sort, from minor adjustments to complete re-designs for specific tasks. Mack has always excelled at building trucks specifically for the application the customer has in mind, and we’ll go to just about any lengths to meet their requirements.

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“... Australia has conditions that make it unique in the world of transport. By conditions we mean rough roads that need tough vehicles, extremes of heat that need large cooling capacity, immense distances that require bigger fuel tanks, millions of roaming wild animals and livestock that need big bullbars, and last but not least, seven separate sets of state and territory legislation that mandate things like vehicle dimensions and load weights ...”

International quality standards The Wacol plant is certified to International Standards for Quality (ISO9001) and Environmental Compliance (ISO14001), and is accredited to produce vehicles that meet stringent Euro 5 (Australian Design Rule 80-03) standards for engine emissions.

All of these standards are reflected in the attitude of the staff, for whom quality is the most important aspect of the job.

A strong local employer The Wacol plant is a significant part of Brisbane’s manufacturing base, employing over 450 people, 388 of whom are industrial workers, with another 64 in the office. Most of these employees are Brisbane locals, and and being the plant is part of the Volvo global assembly facilities, some 16 per cent of the staff are experts brought in from overseas to ensure the Wacol operations are first-class. The Wacol plant is a superb example of Australian multiculturalism at work, with 34 different nationalities represented. What’s more, our people like their jobs, with very low staff turnover and an absenteeism rate that’s one of the lowest in the country.

From blueprint to road in one place You might think that hand-building a truck to an incredibly high standard would take months, but not at Wacol. From the moment

the engineers start setting up the chassis rails to the day the finished truck rolls out into the courtyard, no more than 10 days pass. When you consider how long it takes some organisations to do something simple like send you a form to fill in, building an entire truck from nothing in just two working weeks is a pretty remarkable feat.

To make this turn of speed possible, the plant features a common chassis process for both the Mack and Volvo brands, then two separate lines that s assemble and paint the chassis, paint and trim the cab, then put together and test the finished vehicle. At the end of the lines, all the vehicles are subjected to the same set of rigorous quality control tests to ensure that everything is working as it should.

Local and proud of it Mack is one the very few truck companies that design and build their models right here in Australia. Many other trucks are either fully imported as complete units’. Local knowledge and local expertise are just two of the many advantages you have in your favour when you buy a Mack, and we’re immensely proud to be making a genuine Australian product.

Will Belford Director, The Style Merchants

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Technology the Key to Supply Chain Efficiency In recent years, tight market conditions and growing customer expectations in the manufacturing, transport and logistics space have been causing significant challenges for many companies in the industry.

The high Australian dollar and underwhelming demand in the domestic market have resulted in organisations competing with low-cost alternatives from around the globe.

The manufacturing sector still represents a significant portion of the Australian economy with firms producing 29 per cent of national exports. The industry accounted for eight per cent of national GDP in 2012² and employed five per cent of the working age population of Australia or approximately one million people (as at 2012)³.

Addressing the current and future challenges The transport and logistics market needs to face its future challenges head on. According to the Global Manufacturing Competitiveness Index, 10 of the 15 most competitive manufacturing countries will come from Asia over the next five years. We have work to do to ensure that, as an economy, we do not lose the strong position we have in this industry segment.

Technology is key Technology has long been an enabler of streamlined workflows and processes within the manufacturing and logistics sector, resulting in an overall improvement to customer experience. There are a couple of standout technology innovations platforms, including mobile applications, machine to machine and Cloud computing, already being implemented across the industry. These technologies will feature heavily in 2014 and beyond, dictating a future direction and new horizon of technology innovation and implementation in the supply chain.With the rapid take up of smart phones in Australia comes the ability to access applications that cover a wide variety of business applications. The saying that there is an “app for everything” has never been truer. For the supply chain this is a game changer—rapid deployment of new application functionally at much reduced costs without having lengthy and complex testing is a huge enabler for innovation. Mobile platforms can be the conduit

The key for many is to find ways to achieve more efficiency in the supply chain and face the new era of change head on through using technology to drive innovation.

Many organisations are finding processes and strategies for business success that triumphed in the past are no longer sufficient.

Finding productivity improvements for manufacturing, transport and logistics organisations is now one of our largest priorities.

The rise of e-commerce is disruptive and means the arrival of the ‘personal supply chain’ delivering products and services directly to end consumers at the click of a button. Such a change requires a significant redesign of delivery system structures and processes as well as additional investment in call centres to cope with increasing levels of direct customer contact. The key for many is to find ways to achieve more efficiency in the supply chain and face the new era of change head on through using technology to drive innovation.

for closer collaboration across the supply chain from manufacturer through to end consumer.

Machine to Machine (M2M) technology has been described in the 2012 BVL International Whitepaper: The Cloud – Logistics for the Future as a crucial enabler for tomorrow‘s Transport & Logistics sector, with a large number of possible applications.

M2M technology allows physical objects to generate data automatically via tiny computers that are connected to the Internet (such as is the case with RFID tagged freight). M2M technology can enable assets like vehicles and third party infrastructure such as traffic lights to talk to each other – quickly, directly and without the need for human intervention.

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Feeding up-to-the-minute data direct to an operations centre, M2M technologies can also be used to automate processes and free up the workforce for more important tasks. M2M also facilitates the remote control and monitoring of business-critical assets, providing real-time information to help companies and individuals make better decisions, faster.

The real value of this platform will only be realised when connected to the Cloud, and coupled with Big Data analytics platforms to allow the intelligent application of the information collected to support informed decision making. Cloud is changing the face of supply chain management through enabling technology innovation while offering two key advantages: flexibility and speed.

Supply chain partners leveraging cloud computing will be able to adapt and respond quicker than those using traditional siloed systems that require data duplication, do not interface easily with their partner’s systems, and require costly integration. The benefits of Cloud include broad network access allowing workforces to work via a range of devices throughout the supply chain as well as enjoying rapid business elasticity, allowing users to scale up or down to cope with demand peaks and troughs in activity.

Conclusion and recommendations The Australian Transport and Logistics sector is undoubtedly a complex one and is only likely to become more so, as technologies and supply chain, retail, regulatory and compliance models evolve and the threat of international competition is ever present. No one business can be expected to handle the plethora of challenges that lie ahead, or indeed to master the many domains upon which the future will be based. There is no ‘one size fits all’ cookie cutter approach to solving these evolving and complex needs. All companies have different needs and strategic objectives, and all have their own specific technology or business issues to confront.

Many of the future‘s most significant challenges are inextricably entwined with the need for streamlined—ideally automated— information exchange, big data management and operational systems and processes that liberate companies to focus on their core business and competitive strategy.

The transport and logistics sector now seeks, and has invested many millions in the infrastructure and resources required to collaboratively develop solutions that deliver real results. It is only through intelligent technology implementations and collaborative partnerships that organisations can adequately equip themselves to tackle and grasp the opportunities to innovate and grow.

Supply chain partners leveraging cloud computing will be able to adapt and respond quicker than those using traditional siloed systems that require data duplication, do not interface easily with their partner’s systems, and require costly integration.

Charlie Macdonald Manufacturing, Transport and Logistics Industry Executive, Telstra

Charlie was born in Lagos, Nigeria and educated in the UK. He has spent over 20 years in a variety of leadership roles in the express logistics sector based in Europe, Asia and, since 2004, Australia.

In these roles, he has developed and deployed mobility, supply chain visibility and customs clearances solutions globally. In 2012, Charlie was appointed Manufacturing Transport and Logistics Industry Executive in Telstra’s Industry Development team. Charlie holds a Bachelor of Science in Fuel and Energy Engineering from the University of Leeds.

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Prime Minister’s Manufacturing Taskforce: Report of the Non-Government Members, August 2012 http://www.innovation.gov.au/Industry/Manufacturing/Taskforce/ Documents/SmarterManufacturing.pdf Prime Minister’s Manufacturing Taskforce: Report of the Non-Government Members, August 2012 http://www.innovation.gov.au/Industry/Manufacturing/Taskforce/ Documents/SmarterManufacturing.pdf Manufacturing Skills Australia, Environmental Scan 2012: http://www.mskills.com.au/downloadmanager/downloads/msa%20Environmental%20Scan%202012%20report.pdf Deloitte 2013 Global Manufacturing Competitiveness Index: http://www.deloitte.com/assets/Dcom-Global/Local%20Assets/Documents/Manufacturing/dttl_2013%20 Global%20Manufacturing%20Competitiveness%20Index_11_15_12.pdf

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Western Australia - Personalities, Pride and Passion…Driving a Record Logistics Task in the Big State The Big State has the record logistics tonnages not only on a national level, but also on a global scale.

As Western Australia moves from the recent mining boom and into more operational mining level support, the loads and tonnages still far outweigh the combined tonnages of most other Australian states. This has created a landscape that demands professional logisticians and strategists to manage the state’s transport and logistics needs. CILTA (WA) proudly boasts membership ranking from the most senior Department of Transport official to several port CEO’s, to regional transport companies located in some of the most remote locations in the country. CILTA (WA) Chair, Jamie Bradford FCILT CPL, continues his inclusive and consultive management style and recently raised several topics for some of Western Australia’s high achievers to respond to. These are their stories, big picture focused including outcomes and achievements delivered with pride and passion.

• Reece Waldock (FCILT) - Director General – WA Department of Transport • Steve Lewis (FCILT) - CEO - Port of Dampier • Doug Healy (CMILT) - CEO - Steelhaul Pty Ltd • Nicky Van Schalkwyk (CMILT) - Agility Logistics In closing, CILTA is very appreciative of the dedication these four transport and logistics champions have shown over long and distinguished careers. It is evident that CILTA is providing support and guidance at various levels, and the passing of the baton to new graduates continues through organisations such as CILTA’s Young Professional groups. The past was good, the present is in good hands, and the future is bright for the CILTA (WA) member base, spread from Perth CBD to the vast regional areas of the state.

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Reece Waldock Director General, WA Department of Transport

Biography Appointed as the head of the State Government’s three Transport portfolio agencies in May 2010, Reece holds a unique leadership position within the Western Australian public sector, as Director General of the Department of Transport, Commissioner of Main Roads WA and Chief Executive Officer of the Public Transport Authority. With more than 25 years’ experience in strategic management with particular expertise in organisational reform, his appointment as Director General of Transport culminated a 15-year journey within various State Government transport agencies. Prior to his public sector career, Reece held a number of senior management roles with BHP. With WA undergoing a period of rapid population and economic growth, as the head of the three Transport portfolio agencies, Reece is responsible for setting the strategic direction of transport in the State, guiding the development of a number of major integrated transport plans and leading the implementation of a number of WA’s most transformational capital projects. Reece is a Commissioner of the Western Australian Planning Commission, is on the board of Leadership WA, and is a Director of the Australian Urban Design Research Centre.

Q&A with Reece Your role in an economy with a freight task greater than most countries must be challenging. What motivates you to keep the wheels turning?

Perth is one of the most remote cities in one of the most remote countries in the world. WA’s transport system covers the largest area of any in Australia and the enormous challenges of distance are clear. At State level, Western Australia accounts for 46 per cent of all national exports. In this context, it is critical we understand and capitalise on our unique strengths and ensure our resourcerich State has effective and efficient transport logistics to maintain our national and international competitiveness. The challenge of ‘getting the transport system right’ with quality planning, transport integration and strategic investment is what motivates me.

In reflection, describe one or two recent achievements of the Department of Transport (DoT) that gives you pride?

There have been many wonderful achievements by the Transport portfolio that I am extremely proud of. A major achievement has been the consolidation and integration of the Transport portfolio.

Bringing together the Department of Transport (DoT), Main Roads WA (MRWA) and Public Transport Authority (PTA) under one portfolio arrangement has created an extraordinarily strong group.

This approach has many more benefits than multiple agencies reporting separately to Government. This has enabled a more holistic view of the key role transport plays and the benefits offered by a cohesive, integrated approach to the planning, investment and operation of WA’s transport system. A highlight this year was the successful provision of State and Federal funding across a range

of new projects, including roads and public transport. This is the largest investment in transport in our history, and demonstrates the Government’s confidence in the Transport portfolio to deliver nationbuilding projects. I’m also proud to note that in all the agencies, the Customer Satisfaction Surveys for front line services (within Transperth (PTA), MRWA and DoT’s Driver Licensing and Vehicle Services) are at an all-time high of 80-90 per cent.

Is policy and strategy now more forward looking with stakeholder engagement given a higher focus than in previous years?

A wonderful example of successful stakeholder engagement is the release of the WA Regional Freight Plan in 2013. Each region has been modelled for current and future transport needs to 2031. Flowing from this complex analysis has been the major transport priorities for both the Government and private sector over the next 20 years. This would not have been achievable without ongoing and extensive stakeholder engagement with industry, State Government and the community.

Did the high profile Royalties for Regions deliver much needed transport infrastructure? If so, please give examples.

The Royalties for Regions (RfR) program has contributed to a number of key transport projects across the State. Notable projects include the ongoing Coalfields Highway upgrade, which will improve road user safety. From 2013-14, $28 million will be allocated to construct additional overtaking lanes and improvements on the Highway over the next four years. The Recreational Boating Facilities Scheme has provided a significant contribution to boating facilities across the State since 1998. The RfR program recently boosted the scheme by $20 million, which will be allocated to four rounds of funding. Another major recipient of RfR funding is the Regional Airports Development Scheme which improves regional airport facilities and infrastructure around the State. Also, over the next four years, the acquisition of regional buses received $14.2 million and Great Eastern Highway passing lanes an additional $38 million. It is my expectation that RfR will increase their significant investment in transport in the future.

As a previous State Chair for CILTA (WA), how relevant is the organisation today, from perhaps a generation ago?

WA is the fastest growing state in Australia and our transport system needed a major shift to keep up with this growth and increasing demand on transport infrastructure and services.

CILTA as an organisation continues to support this growth and the considerable investment in infrastructure required to maintain a sustainable and efficient transport network. In particular, the networking opportunities across the many disciplines in the transport and logistics are second to none. CILTA facilitates ongoing collaboration between Local Government, State Government and the private sector, which is fundamental to success in any industry.

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Steve Lewis

Chief Executive Officer, Dampier Port Authority

Biography Steve Lewis is the Chief Executive of the Dampier Port Authority, a post he has held since July 2003. He is a Fellow of the Chartered Institute of Logistics and Transport, and has been involved in Transport for 30 years. Over the past decade Steve has overseen the trade development of the world’s third largest bulk export port, and has built the capabilities of the port across all areas, including its geographic expansion. Prior to joining the Dampier Port Authority, Steve held senior management posts in public transport in Perth, including Deputy Chief Executive of MetroBus, and Managing Director of Connex in Western Australia. He has been involved in Federal and State committees on transport, and has a strong commitment to customer service, business development, and operational efficiency. Steve holds a Bachelor of Business degree in Finance and Economics, and has a Master of Business Administration. He is a Member of the Australian Institute of Management, and is a Graduate Member of the Australian Institute of Company Directors. He is also a current Director of Ports Australia, the peak membership body for Australian Ports.

Q&A with Steve You’ve got LNG as well as iron ore? Is this the best port CEO role in the world?

The Port of Dampier has the unique characteristic of being an LNG and iron ore port – it brings a diverse range of shipping and support craft to the port, and very professional resource companies to work with. I have been CEO of Dampier Port for the past 10 years and I have enjoyed every second of it. To come to work everyday knowing that the work we do contributes directly to the success of the Australian economy is very inspiring, and it has to be one of the best port CEO roles in the world.

Dampier port has been a hive of activity over the past years, what are the major infrastructure improvements you are particularly proud about?

Dampier has been at the heart of the export boom for the past 10 years and this has markedly changed the port, with the addition of additional berths by Rio Tinto, provision of an extra LNG berth for the North West Shelf Venture, a new LNG jetty for the Woodside Pluto LNG facility, and our own bulk liquids berth—collectively more than four billion dollars of new infrastructure. More recently, I am extremely proud of the work the port has done on ‘interim logistics’ culminating in the current construction of a floating deck transhipment system at Dampier— the first of its type in the world and a gamechanger for the supply and logistics systems in the Pilbara.

Does a big port keep getting bigger, or is consolidation and productivity improvements the aim over the coming years?

Big ports like Dampier will continue to get bigger over time as our major customers expand to meet export demand. The Dampier Port Authority has a unique position in the value chain of the Pilbara and as custodians of the Dampier gateway we have a responsibility to ensure we operate efficiently and in the best interest of our customers, community, and shareholder, and we will continue to ‘think big, think smart, and think future’ so that we create value from the tremendous opportunities that exist in the Pilbara. This is our clear focus for the coming years!

How relevant do you feel CILTA’s regional roll-out is?

Most of Australia’s economic wealth is generated in regional areas, and this also requires extensive logistics and transport networks to connect that trade, and that in turn requires members and potential members to live and work in regional areas. I applaud CILTA’s move to recognise the significant role the regions of Australia play, the importance CIILTA places on its regional members, and bring the benefits of membership to the large logistics and transport workforce that underpins regional development.

Is CILTA heading in the right direction in concentrating on personal development?

Membership of CILTA is a personal decision, and individuals receive a range of benefits for choosing to be a part of the premier membership body of the transport and logistics industry.

However, in my view, the most significant reason for joining is for personal development—career development, networking, and training opportunities. By concentrating on personal development, CILTA is directly positioning the organisation at the centre of the development aspirations of industry members and that has to be a good thing for members, CILTA, and our industry.

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Doug Healy CEO, Steel Haul

Biography Douglas Healy was born in the UK in 1949 and emigrated to Australia 1973. He has been married for 40 years and has two sons.

Doug has held several managerial positions within the transport industry since 1974 through till 1999 at which time a full partnership with Steel Haul was formed.

Q&A with Doug In the road transport arena, what has pleased you about the company’s activities over the past few years?

I think one of the most pleasing aspects for myself is to have been able to watch the close bonding between a relatively young management team, where a real ownership on excellent customer service has become second nature and not one that is just price driven; this has also flowed on to a number of long term drivers who have become true ambassadors for the company. It is most satisfying when a client takes the time to tell me how well a particular job went, or if a client requests the same driver back for another job because of the level of professionalism that was shown.

Is the company adaptive, to soften the effects of downturns in the economy?

I believe in today’s world you have to be adaptive to change because the alternative would quite likely see the company in a very difficult situation, and ultimately failure. There is no doubt that Steel Haul, and many others, who are involved directly or indirectly with the mining industry are currently experiencing a downturn of various degrees in that part of the industry. We at Steel Haul have adapted by taking the normal steps of tightening of the belt and reducing wastage throughout the business, but by also expanding our interests and competitiveness in other areas not directly affected by mining.

How have you balanced workload in Pilbara and regional areas, versus Perth work?

There are essentially five working divisions within Steel Haul; Containers, Break Bulk, General, Line Haul and Warehousing.

All divisions are able to work very closely with each other and are all interchangeable; therefore if one division’s workload is at any given time heavier than another we are able to transfer the workforce accordingly, ensuring the highest standard of service is maintained throughout. This is also another example of a very good management team working as one.

Did you overcome challenges in ramping up to deliver increased levels of service in the Pilbara?

As a general rule Steel Haul does not use subcontractor drivers, preferring to use our own employees and equipment, all drivers are fully trained and capable of achieving any given task while utilizing the most up to date equipment. We do however have a listing of suitable subcontract drivers who currently meet our required operating standards, and therefore should the North West and local work commitments clash; we are able to increase our local workforce accordingly for the short period of time required.

Do you (or your drivers) get satisfaction in looking at ports or mine sites, thinking “I helped build that?”

Absolutely and without doubt yes, to have been part of past and present projects such as the Hamersley Iron Parker Point load out upgrade, the Woodside Gas jetty, as well as the original wharf upgrade at the Rio Tinto Cape Lambert facility right through to the current massive upgrades taking place there, is hugely satisfying. A number of the company’s personnel have been involved with both of the Cape Lambert projects, as well as the previous projects in the Dampier area, and to be able to see the transformation of the entire area and to know you have played your part is quite overwhelming, and as said, very satisfying.

Transport is necessary to support WA’s economy. Does CILTA play a role in bringing the trucking companies and government strategists together through our presentations and other available resources?

Absolutely, CILTA continues to play a vital role as a voice for an industry that has so often been ridiculed and misrepresented within the public arena. The CILTA is a lot stronger today than it was back in 1984, but even then a membership was recognised as a prestigious commodity and cherished by those who were asked and ultimately successful in joining.

You’ve been a CILTA member since 1984, is joining CILTA something you would encourage perspective future road transport managers?

I believe so yes. As you rightly say, I have been a member since 1984 (29 years in September) and even though my involvement in the organisation over the past years has been limited, mainly due to some heavy work commitments, being a member has proved to be invaluable on numerous occasions—especially in assisting me throughout the building of Steel Haul into the successful company that it is today.

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Nicky Van Schalkwyk CILTA (WA) Young Professional Coordinator

Biography Nicky graduated with an Honours Degree in Logistic Management in South Africa in 2006 and has lived and worked in Western Australia for the past two years.

Q&A with Nicky Why did you join the CILTA committee? (e.g. YP networking in WA?) Being new to a country presents various challenges. One of them was to reconstruct a sound professional network. My colleagues invited me to a CILTA event and the rest is history. I joined the committee because I would like to get more Young Professionals connected and share the benefits that I have experienced through my involvement.

You first saw the Pilbara a few years ago…what were your thoughts when first seeing and understanding the extent of the project work in WA, particularly the Pilbara?

Mind blowing! My first trip to the Pilbara was to complete a 400 kilometre Route Survey from Newman to Port Hedland via the GNH. It was the first time that I really grasped the immense size of Australia and learned firsthand what was meant by the ‘aussie wave’. The Pilbara is truly beautiful and I felt right at home, as it reminded me of the Karoo back home. It was also the first time I heard of the term ‘modularisation’ and little did I know that this concept would dominate all Project Logistics Methodologies.

I really had to change my whole mindset. In comparison with Australia, labour is cheap in South Africa and that’s without considering the additional travel and accommodation cost.

Like many in the wider-WA mining industry, you were made redundant a year ago, did this strengthen your interest to continue your career within the T&L industry?

I knew that this was one of the industry risks, specifically in construction projects in WA, and if anything it made me want to stay in the industry even more. However, in my case it was devastating as I am a 457 Visa Holder and the requirements are to find another employer within 28 days or face deportation. Thanks to the network I had built through CILTA (and the Logistics Bash) I found a new job within a week.

Do you plan to further develop your career as a logistics practitioner in the future?

Definitely! At the moment I am taking as much on-board as I possibly can to increase my experience and to build a respected reputation within the industry. With most mining projects located in remote areas, logistics play a big part in planning and the success of a project. These projects create opportunities and require skilful logistics resources.

What are your past achievements in the WA transport industry?

Logistics studies for heavy-lift road transport operations from route survey through to final delivery on site for the FASTJV (Port Hedland Inner Harbour Project). Additionally, I have joined, and taken a leading role, in CILTA.

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Gold Coast Light Rail Stage One – GoldLinQ Consortium With more than $430 million spent with local industries and 2.77 million staff hours logged to date, the past two years has seen the Gold Coast light rail project move from strength to strength as passenger services, scheduled to begin in June 2014, becomes a reality for the Gold Coast.

Since 6 May 2011, when then-Queensland Premier Anna Bligh announced GoldLinQ as the successful proponent to operate Queensland’s first light rail system on the Gold Coast, the consortium had 100 per cent track laid, 16 stations under construction, about 30,000 kilometres of underground services laid and eight of 14 trams currently housed in its world-class depot

by Christmas 2013. GoldLinQ is a group of companies consisting of GoldLinQ Pty Ltd, McConnell Dowell Constructors Pty Ltd, Bombardier Transportation Australia Pty Ltd and KDR Gold Coast Pty Ltd. The consortium is part of a Public Private Partnership (PPP) with the Queensland Government—the first public transport PPP that secured funding from three levels of government in Australia.

GoldLinQ is responsible for the design, construction, operations and maintenance of the $1.2 billion project. The design and construction element of the project will run for approximately three years from contract award. This includes the manufacture and supply of the trams and rail systems, track laying, station and structures, and the assembly of the overhead power supply. The operations and maintenance is for 15 years, which includes running tram services to the timetable, cleanliness and maintenance of the trams, and maintenance of the system infrastructure. The 13 kilometre Stage One corridor will connect Griffith University to

Broadbeach, passing through the business and residential centres of Southport and Surfers Paradise. There will be 16 stations, an average of 800 metres apart, with 14 light rail vehicles (trams) each able to carry 309 passengers operating on a fixed timetable of 7.5 minutes in peak times and 24 hours on weekends.

The light rail system will integrate with the existing buses operating on the Gold Coast. Bus routes, under a state government review, will meet trams from their west-east routes as well as north and south of the light rail system to provide an integrated public transport network for the Gold Coast. GoldLinQ CEO Phil Mumford said 2013 had seen a majority of project construction, launching the system brand G:Link – The G: for short—to the Gold Coast community, a long-running safety and education campaign for city residents and visitors as well as tram testing and commissioning in the northern part of the light rail corridor.

“We’ve had plenty of excitement on the project this year with a crocodile found in the tracks and Tusked Frogs found on a worksite but we’ve also achieved some serious progress with underground services, track laid and trams testing,” Mr Mumford said.

“With 30,000 kilometres worth of underground services laid, GoldLinQ has revamped the city underground.”

That amount of underground services, which includes stormwater drainage, telecommunications and electricity cables, gas, water and sewerage end-to-end, would be the same as driving between Brisbane and Perth seven times.

This is one of the largest and most complex single upgrades to underground services currently being undertaken in South East

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“Unlike a building, resort or a highway bypass that is completed before the public sees it, light rail is being built before the community’s eyes.”

Queensland and will be a returned asset to the City of Gold Coast for its investment in the project.

Mr Mumford said the consortium’s commitment to the public and worker safety was to be commended while building the significant project in front of the public eye.

“The community is watching an infrastructure project being built, from the first piece of track laid to stations taking shape and trams running along the system,” he said.

“The community has the chance to watch a project be completed in stages. Unlike a building, resort or a highway bypass that is completed before the public sees it, light rail is being built before the community’s eyes.”

The one part of the system largely unseen by the public before passenger services begin is the Gold Coast Light Rail Depot.

Housing the Gold Coast light rail’s control centre and office space, the depot also has four inside tracks for maintenance staff to work under cover. Located between Smith Street and Queen Street,

Southport, it will be the nerve centre of the Gold Coast Light Rail system with a wall of televisions allowing network controllers to constantly monitor signals, overhead power and pass information to tram drivers.

Building the depot has been a mammoth effort with 1700 cubic metres of concrete, 320 tonnes of steel reinforcement and 210 tonnes of structural steel creating a gross floor area of 4,000 square metres. The facility is also equipped with cranes, a paint booth and sanding facilities. Trams will be kept clean in the depot’s sustainable automatic wash-plant, which will use rainwater gathered from the structure’s roof. The Bombardier FLEXITY2 trams use sand to gain traction. If the wheels do not grip because the rail is slippery then the tram will automatically spray a small amount of sand in front of the wheels to help it gain better traction. The tram sand boxes will be filled at the depot. Unique to Gold Coast, these are the first trams in the world to have surfboard racks; the cab front was specially designed for the Gold Coast by a Brisbane Bombardier employee

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2013 Achievements: • Eight trams now on the Gold Coast and the remaining six on the way • Track laid 100 per cent • Logged 2.77 million staff hours on the project • More than 290,000 induction training hours • $430 million project spend to date for Local Industry Participation commitment • 3509 track welds complete • All 52 intersections crossed with track • Depot building complete with operations staff moved in • All 16 stations under construction.

• Rescued more than 80 tusked frogs and relocated them to Currumbin Sanctuary, along with finding a juvenile crocodile, countless birds and other creatures around sites needing assistance.

(designed to signify a wave in the front window); bright yellow colour to reflect the vibrancy of the city and the most powerful airconditioning for that class of tram installed for Australian summers.

Ticketing to catch The G: will fall under TransLink’s go card network with go card touch-on points on the station platform, not the tram. Passengers will not be able to buy a ticket from the tram driver however many retailers near the system will sell go cards.

The tram driver will be separated from the public by a glass wall but passengers will interact with the driver through an intercom system.

Passenger safety will be the highest priority on the network with an extensive CCTV network consisting of more than 400 cameras on the system and trams. Customer Service staff will roam the system to offer security, ticket validation and customer service.

Tram testing so far has involved system and signal testing and driver training in the Southport area. As overhead wires are energised further south on the project, trams will make their way over the Nerang River on the purpose-built 375 metre tram bridge and into Surfers and Broadbeach ahead of 30 days continuous testing of the system before passenger services begin.

The tram bridge over the Nerang River is supported by 26 bored concrete piles with permanent steel liners. Each precast concrete beam, (total of 48 for the bridge), is an average of 32 metres long, 1.50 metres high and 60 tonnes in weight. The bridge will consist of 13 piers with an average of 32 metre spans between each pier. The pier locations on the tram bridge and shared pedestrian and cycle bridge will match the existing Gold Coast Bridge. During operations, the tram bridge will support the trams, weighing 60.4 metric tonnes each, which will make more than 124 trips each day over the bridge.

G:Link staff, responsible for managing the Operations Control Centre and training tram drivers visited Europe in 2013 to experience first-hand working light rail systems, vehicles and training on operationally-similar systems in France and the UK as well as in Germany where Bombardier has built the Gold Coast’s own trams.

Mr Mumford said Gold Coast residents overwhelmed the project team at a Driver Recruitment open day with more than 1000 people interested in putting in an application for about 50 jobs.

“The first group of recruits is expected to begin driver training in January with more coming on board closer to operations beginning in mid-2014,” he said.

Mr Mumford said Christmas construction shutdowns in 2012 and 2013 proved the project’s commitment to working with Gold Coast traders and residents while keeping the project on schedule to take passengers in mid-2014. He said 2014 would see trams taking passengers for the first time on the Gold Coast following landscaping, footpath reinstatement and other finishing works.

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When Value is Not in the Eye of the Beholder Mention the word ‘valuation’ and it’s likely to conjure up something different for every person you speak to.

However, valuations and reconciliations within a business environment are as important as a telephone and a bank account.

Being an essential part of many transactions however, means the assets or liabilities being valued may be as diverse as the interpretation, often including land, buildings, plant, equipment, infrastructure, mobile plant, fine arts or even investments in marketable securities such as stocks, options, business enterprises.

Valuations may even be conducted on intangible assets such as patents and trademarks.

Valuations are needed for many reasons such as investment analysis, capital budgeting, merger and acquisition transactions, financial reporting, insurance protection, taxable events to determine the proper tax liability, and even in litigation.

Confused yet?

To Robert van Raay, Managing Director of PwC Corporate Value Advisory, valuation is the process of estimating what something is worth, and it’s what he does and has done since he answered an advertisement as a 17 year old that he admits he didn’t meet the criteria for. Despite this minor obstacle however, Robert has gone on to provide asset valuation and advisory services to numerous clients throughout Australia and the rest of the world for more than 33 years. He is particularly sought after to tackle the most difficult and challenging assignments and is well known across the globe in this regard. Robert has undertaken assignments for private and government organisations, financiers, insurers, lawyers and accountants across a broad spectrum of industries including mining and manufacturing, oil and gas, utilities, transportation and logistics, heavy engineering and construction.

Robert has extensive experience in the shipping sector, having performed vessel and marine asset valuations for shipping companies and financial institutions in Australia and overseas including offshore, pipe and cable laying, harbor and offshore tug, supply, support and AHTS, container ships, oil tankers, bulk carriers, ro-ro vessels and car carriers, passenger cruise ships and ferries, mega yachts and super yachts, crew boats and fishing vessels.

When asked about his most memorable assignments, he recalls a task completed on behalf of three shipping companies that were merging where he had to value 28 ships in two weeks, in the midst of two typhoons! “The first ship took many hours with every component inspected and documented,” he says, “but it wasn’t too long before I realised that the inspection times had to be more conservative and they were done at a gallop. That is until the very last vessel came in. The same man had skippered the same ship for over 48 years, and as the old Captain was retiring he took the opportunity to show me every single nut and bolt.

He also recalls an assignment where he had to value three cruise ships: two in the Bahamas and one in Barcelona, and another

valuing a passenger ferry in Sweden. Most recently Robert acted as an expert witness in the London Maritime Arbitration Association on behalf of Australian clients in a large international dispute concerning vessel values.

In the rail sector, Robert’s experience extends to projects including the valuation of locomotive and iron ore wagon fleets in the Pilbara; the valuation of the Heathrow Express for US Financiers; the Eurostar (SNCF) and RATP trains and trams in France; and the valuation of the entire locomotive and freight wagon fleets for other Australian and New Zealand rail operators. He has also been called upon as expert witness in two derailment cases.

“In valuations of commercial enterprises there is often a grand canyon between financial and engineering opinions and the valuer becomes the conduit between the two,” adds van Raay.

“In addition to ensuring the company meets its financial reporting and taxation obligations, a valuation will ensure the optimum amount can be assigned to the tangible assets, and can also assist with capital gains tax, GST and stamp duty obligations. Transactions (mergers and acquisitions) provide an opportunity to restate the value of the underlying assets in an organisation, and most companies take advantage of this opportunity.

“Understanding what the client wants is an important part of the valuation process. If a client simply wants a valuation number on which to insure his assets, as opposed to a detailed inventory for depreciation calculations, different approaches need to be adopted.

Often, as valuers, we are intuitive and have a fair expectation of where values are likely to end up. This is obviously more so as we get older and have more experience under our belts.

“An experienced valuer can often walk into a building or factory and form some idea of what the assets are worth just by looking at the major assets and their condition, his job then is to research, analyse and calculate values and compare these with his initial observations.

“The valuation report needs to provide a narrative of the valuer’s impressions, observations, knowledge, research and findings – in essence a journey of how the valuation results were arrived at. When this is done well, the asset schedules and data need not be explained further as the reader will be fully aware of the valuation process adopted in reaching the conclusions for each asset” he adds. The cost of having an asset valuation undertaken largely depends on the value of the assets, the quantity of the assets involved, the location of the assets and the timeframe in which the valuation is required.

Some reports include a single asset worth hundreds of millions of dollars, and others include an asset schedule with 70,000 items across four continents. With each valuation, the client may as a result be able to insure an asset correctly, maximise the depreciable benefits for taxation purposes in an acquisition, meet

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its statutory financial reporting obligations, or secure finance using the assets as security. In all cases, there is a cost benefit associated with the valuation report and the inherent benefits it can provide.

So the next time you are in a plane, on a ship or going to work on a train, bus or ferry, consider what a new one would cost, or what it might sell for second-hand, or who might buy it, or finance it. It is more than likely that what you are looking at has been valued on numerous occasions for a variety of reasons.

For what itâ&#x20AC;&#x2122;s worth, if you think you know the value of your house, or your car, you have already developed some basic understanding of valuation benchmarking techniques that a professional asset valuation specialist undertakes every day. Each and every one of those days is different, challenging and one of the best and most interesting jobs in the world.

Robert Van Raay Managing Director PwC Corporate Value Advisory

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Neil Findlay is a Driving Force of Inspiration in the Transport Industry Neil Findlay provides business motivation and guidance through his active involvement in various sectors via speaking, consulting, mentoring and directorship.

Neil’s lifelong interest in transport was kindled very early when he worked in his family’s farming, logging and earth moving business in South Gippsland, Victoria. In his late teenage years Neil was already driving interstate carrying potatoes, grain and general freight. In those days the luxuries of power steering, air conditioning, and a sleeper cab were not part of the job. For the next 12 years he worked as an owner-driver across the eastern states, experiencing all the pressures that a driver faced; pressures on the job and extraordinary pressures on his family.

As the business expanded Neil shifted to the next phase as a fleet owner and eventually had a fleet of 40 Kenworth trucks and 100 trailers. Now known as Findlay Bulk Services (FBS), the fleet covered eastern Australia and became a dominant operator in bulk haulage, specialising in the haulage of bulk protein meals for the animal food industry.

FBS operated a strict single supplier policy across most of its inputs and formed ‘customer for life’ relationships with suppliers of most of its fleet equipment. Hence, long term relationships were formed with Cummins, Kenworth, Meritor and Lusty-EMS. The company went on to win Queensland State Training Awards, National Training Awards and multiple industry and Government awards including the prestigious National Quarantine Awards.

During this time the Australian trucking industry found its feet politically and Neil was actively involved in the early days of NatRoad, the ATA and TruckSafe. He also participated in multiple industry and government roundtables at local, state and federal level. This included being a member of the Transport and Logistics Industry Skills Council, working with the venerable Louise PerramFisk. At the same time Neil became a fellow of both the Chartered Institute of Logistics and Transport Australia and the Australian Institute of Company Directors.

After 35 years on the road and operating the business, Neil and his wife Marlene sold FBS in 2007. Neil had achieved several qualifications in personal professional development, and with his significant experience and insight into the operations of both commercial and not-for-profit organisations, he turned his focus to delivering advice and value to these diverse groups.

From board directorship to keynote speaking, writing, mentoring and consultancy, Neil has assisted in the not-for-profit and commercial sectors helping to identify and manage key areas including risk, waste and untapped potential.

Currently Neil is the inaugural Chairman of the Queensland Transport and Logistics Council, the preeminent advisory body into Government and industry on freight related matters. The QTLC is an incorporated body with an independent board and membership

and is unashamedly ‘modally agnostic,’ operating across all freight modes including road, rail, sea and airfreight. Equally, the Council is ‘politically agnostic’ and works with the Ministers of the day at all levels of Government. The past year has seen QTLC very active in securing rail freight efficiencies, producing the Strengthening Queensland Supply Chains report and working closely with ports and multiple Government agencies to improve the efficiency of the Queensland freight sector.

Neil is also currently the Chairman of the Australian Freight Council Network, the National Association of State Freight councils.

The AFCN provides a national perspective for the various state freight councils to collaborate and liaise routinely with Federal Government departments, providing input on freight related matters.

Neil has worked extensively with the National Transport Commission and now the National Heavy Vehicle Regulator as Deputy Chair of the Performance Based Standards scheme (PBS).

This unique Australian program oversees the assessment and approval of innovative road freight vehicles as they seek access to the road network. Very significant improvements to productivity, safety and environmental performance have been demonstrated as PBS vehicles have been approved and become operational.

Neil is also an Australian based director of the Circadian group, the preeminent global entity that identifies and mitigate fatigue risk in organisations. Circadian operates on every continent, in almost every business sector, with Circadian Australia overseeing Australasia, PNG, parts of Africa and Mongolia. Typical services are online, face-to-face and train-the-trainer fatigue training, including Australian fully accredited training for compliance purposes; shift optimisation services; fatigue risk consulting; and forensic capability with the world leading Fatigue Accident Causation Testing System (FACTS).

Importantly, Circadian provide access to world leading actigraphy technology with Readiband™. One of the only fully FDA approved technologies globally, Readiband™ takes all of the subjective guesswork out of managing fatigue risk with proven, objective data, enabling optimal outcomes to be achieved. The outcome for many clients across the globe is reduced risk and accident rates, improved productivity and lower operating costs; essential within the competitive transport and logistics sectors.

Neil recognises that many people working in the transport and logistics sector are too busy for formal training and professional development, so he works collaboratively as a mentor to improve people’s capability and performance and to help identify and release the natural potential they have within them. He is a regular contributor to women’s mentoring forums in both the public and

CILTA 2014

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Feature Articles At the Cape of Good Hope, South Africa before speaking to the Road Freight Association

At Nelson Mandelaâ&#x20AC;&#x2122;s cell on Robben Island

At the markets in Antananarivo, Madagascar

private sectors, and has in 2014 released a new, free mentoring resource, The Mentors Diary. A longstanding concern for the environment led Neil to chair a regional Land Care Group for several years, with particular interests in management of local waterways, improvement of public amenity and management of introduced, or non-native flora.

Neilâ&#x20AC;&#x2122;s community welfare interests saw him become a director of Metro Care in Toowoomba where he provides strategic and governance advice to help Metroâ&#x20AC;&#x2122;s activities across a broad demographic from youth to aged care, operating both domestically and internationally.

As part of Australian Christian Churches International Relief, Metro has been an early responder assisting with relief works spanning the tsunamis across South East Asia, to bush fire and flood relief in Australia. International works include orphanages in the Philippines; building, staffing and overseeing the operation of schools in the poorest regions of Madagascar; and a host of activities across the broader third world. Domestically, Metro works with street kids in Toowoomba; and operates 160 bed aged care

On the job, writing

facility for those aged over 75. This facility, Yukana, is expanding its services currently into higher levels of palliative and dementia care due to strong, growing community demand. Other Metro activities range from assisting community and government agencies in domestic violence cases; working for many years with Teen Challenge and now Transformations to assist those caught up in substance abuse; and providing home skills training for those in the community. The entire operations of Metro are virtually nongovernment funded, placing considerable pressure on resources, an area where Neil operates.

In support of health issues Neil frequently speaks at fora about his experience as a prostate cancer survivor, where he informatively and candidly encourages and challenges others to be proactive about their health.

As a proficient MC, Neil continues to host public and private organisation events around Australia contributing a wealth of knowledge and experience to the transport and logistics sector and helping on a personal and professional level to further the objectives of a range of corporate and community groups.

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CILTA 2014

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