CBH Insight - Autumn 2016

AUTUMN 2016

insight In this issue...

3 6 10

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2

3

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1 Jennie Woods and Ainsley Sisley.

2 Back row: Linda Davies, Julia Baker, John Coletta. Front row: Leh Tan, Charmaine White and Brett Silvester.

3 Ben de Klerk, Geoff Guthrie, Anton van der Merwe and Peta Smith.

4 Nadine Ross with Jenna Broad, Belinda Clarke and Karyn Cooper.

Managing critical risks Network of the Future Disability no obstacle to Rotto swim

CEO UPDATE

Dear team In this edition of INSIGHT...

CEO UPDATE Welcome message.......................................2

OUR SAFETY AND ENVIRONMENT Managing critical risks a game changer.......3 Wheatbelt eucalypt joins critically endangered list............................................4

OUR CO-OP Structure and governance review.................5 Network of the future...................................6

OUR PEOPLE Employee profile: Brett Silvester...................7 People and Performance – meet the team...8 Harvesting Excellence................................10 Service heroes...........................................10 Welcome to the World................................11

We would LOVE to hear from you...

POSTAL ADDRESS GPO Box L886, Perth WA 6842

☎

STREET ADDRESS Gayfer House, 30 Delhi St, West Perth WA 6005 PHONE +61 8 9216 6061 EMAIL The Editor news@cbh.com.au

cbh.com.au pg 2

It has been another busy start to the year for CBH, with growers delivering a total of 13.6 million tonnes of grain across the state, CBH Fertiliser officially opening its doors in Kwinana and Geraldton, and CBH receiving a proposal from Australian Grains Champion (AGC) to corporatise the co-operative.

As you are aware, the Board unanimously voted to reject the proposal from AGC, believing that it would destroy value for our grain grower members and our world-class strategic network.

I thank all of you for your hard work to support our Board and management team through this very busy time and for keeping business going as usual, in what can only be described as a very unique time in CBH’s history. Your efforts are greatly appreciated.

The recent approach to CBH from Australian Grains Champion has garnered a great deal of interest in the future structure and governance of the CBH Group and we are in the process of consulting with growers to determine what structure they want for CBH and how they want value delivered to them now and in the future.

You can read more about this on page 5.

On the topic of structure, it was pleasing to see the Australian Senate recognise the value of co-operatives and the contribution they make to the Australian economy and their members, through the recent report on their inquiry into co-operative, mutual and member-owned firms. As CEO of this co-operative, which currently stands as Australia’s largest co-operative and second largest private business, and Chairman of the Business Council of Co-operatives and Mutuals (BCCM), this is a cause rather close to my heart.

Through the work of both BCCM and CBH in recent years, we have seen a much

greater recognition of the value we provide our members and industry, and it was fitting to see the report from that Senate inquiry recommend better representation of the co-operative and mutual sector in government policy discussions and for issues around access to a broader range of capital raising and investment opportunities to be addressed.

Another subject that is very important to me is our people. Each year, I look forward to hosting the annual CEO Awards lunch (and this year also a dinner), where I have the privilege of recognising those CBH Safety Stars and Values Champions who have demonstrated excellence in living our values and safety throughout the year.

This year’s deserving recipients were Tara Simpson from Area 9, Chu San Ang from Finance, and the team from Narrakine comprised of David Gould, Robert Gould, Bruce Carmody, Arthur Cameron and James Graham.

Of course, CBH cannot thrive or succeed without the efforts and contribution of each and every one of us. There is no doubt that the year ahead is going to provide a great many challenges and opportunities for CBH and I encourage everyone to continue to work together as One CBH to create and return value to our growers.

Stay safe.

OUR SAFETY AND ENVIRONMENT

Managing critical risks a game changer Last year the Safety team reviewed our incident and hazard data and after consulting with Operations employees, they have clearly identified our most critical risks.

If we think about our safety vision everyone goes home safely at the end of each working day, it is clear that controlling and managing our critical risks is so vitally important.

Implementing a way to manage critical activities across CBH will ensure lifesaving controls are in place.

Recently, through an Operations Safety Time Out, we have been focused on educating employees on what our critical risks are and talking about how we can effectively control them.

As a result of the consultation with Operations’ team members, work is underway to complete a set of Critical Control Documents. These will be the tool to help anyone coming on to site understand the critical risk activities and how they should be managed.

FIRE

CONFINED SPACES

RAIL

WORKING ALONE

PLANT & EQUIPMENT

TARPING

DANGEROUS GOODS

WORK AT HEIGHTS

MOTOR VEHICLES

ELECTRICITY

An example of a critical risk activity common on every CBH site is mobile plant and equipment (movement of vehicles) which can and has caused employees and contractors life-changing injuries and sadly, a fatality in 2013. The critical controls document in place would include the correct plant being operated safely, designated site traffic flow, operating mobile plant as designed and following all road transport and site rules.

We want employees to be able to focus on the critical risks for each job and then to have a conversation before a job starts about the critical controls needed for it to be done safely.

By effectively managing or controlling critical risks, which can be severe and life changing, we can prevent serious injury, fatality or significant equipment damage.

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OUR SAFETY & ENVIRONMENT

Wheatbelt eucalypt

joins critically endangered list Biodiversity hotspot ONE OF 34 REGIONS OF THE WORLD

or ‘remnant’ vegetation is considered highly valuable by the community and relevant government departments.

In order for towns to develop, infrastructure to be provided and food to be produced, clearing of native species has been required across Western Australia, and indeed the world, at varying levels to allow for this development. Western Australia reflects this pattern and it is most evident where CBH sites operate across the Wheatbelt region as there is significant human interaction with the environment.

The removal of significant quantities of native vegetation over time has led to a recent update of federal legislation to include the Western Australian Eucalypt Woodlands as being reclassified as a ‘Critically Endangered Ecological Community’ under the federal Environmental Protection and Biodiversity Conservation Act (EPBC Act).

This update of the conservation status of the Eucalypt Woodlands of the WA Wheatbelt region has potential to impact upon areas that our operations occur in and will be a key consideration moving forward when it comes to the potential developments of sites.

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WHAT CONSTITUTES ‘EUCALYPT WOODLANDS’?

Eucalypt woodlands in the Wheatbelt are said to have tree canopies that are ‘dominated or co-dominated by a range of eucalypt species, including Salmon Gum, York Gum, Gimlet, Red Morrel, Wandoo and various species of mallet, among other eucalypt species.

The understorey is highly variable, both in structure and species composition, and can be shrubby, herbaceous, grassy, chenopod or samphire dominated, or almost bare’.

Source: Australian Government, Department of Environment

In other words, what may look like an unappealing area of vegetation or area that has little vegetation understorey, may in fact be part of what is a ‘Eucalypt Woodland’.

WHY ARE THEY IMPORTANT? In some areas of the state such as the Avon-Wheatbelt region, 93 per cent of native vegetation has been cleared. This has caused significant loss of flora and fauna species and, land erosion through salt, wind and water damage. Remaining

In addition to the lack of vegetation that exists in the Wheatbelt primarily due to human influences and interactions; the Eucalypt woodlands are home to many endangered native animals that are found nowhere else in the world such as the Carnaby’s Black Cockatoo, Chuditch (Western Quoll), Red-tailed Phascogale and the list goes on and on. As this region falls within a Biodiversity Hotspot (one of 34 regions in the world), it has a high level of endemic plants and animals, all of whose survival is threatened by impacts of human interaction.

CBH operates within the Wheatbelt region that is a close overlay to the region of where the remaining Eucalypt Woodlands exist.

WHAT DOES THIS MEAN FOR US AT CBH? This means that we need to be aware of the type of vegetation that exists around, on and within reach of our network at CBH. When an area of new development is required, we work to retain remnant vegetation wherever possible and eliminate non-essential clearing. All clearing that is required to be undertaken will continue to be strictly assessed by the Environment & Sustainability Manager to ensure that biodiversity values are clearly understood and that all environmental laws, including the recent status update of the Eucalypt Woodlands, are adhered to.

OUR CO-OP

Structure and governance The recent approach to CBH from Australian Grains Champion has garnered a great deal of interest in the future structure and governance of the CBH Group.

Key to this is the desire for our growers to have a say in CBH’s future and the Board has committed to undertake a comprehensive consultation process with growers over the coming months.

We have already begun this process and have held meetings across the state in recent weeks to provide an opportunity for our members to raise issues of concern and provide direct feedback to Directors.

During the consultation phase, we will explore and assess key topics of interest to grower members including: • Value — how do growers currently realise the value of their CBH membership and how do they want to realise that value in the future?

• Governance — what control at Board and member level do growers want to retain and in what form?

• Strategy — where do growers want the business to focus on delivering value?

In deciding the future structure of CBH, it is important that growers have a say and have the opportunity to understand the trade-offs which may accompany the different structural options available, to be able to make an informed choice about the future of their co-operative.

advantage of our low-cost, comprehensive and strategic network.

For the past 83 years, our employees have worked hard to deliver real value to Western Australian growers and we want to ensure we can continue to deliver growth and value for generations to come.

We will look to report back on our consultation with growers by 30 September 2016 and will ensure you’re regularly updated on any further developments along the way.

As always, we value your feedback. If you have any questions you can: • Speak directly to your Manager or General Manager; or • Email us at consult@cbh.com.au

In considering all available options, our priority will be to retain the competitive

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OUR CO-OP

Network of the future To ensure our growers and CBH are internationally competitive for the long term it is essential that we can provide the right service at the right price at the right time. If we’re not able to meet these objectives, we run the risk of losing tonnes and the scale from the network that growers need to be competitive.

The network strategy is one of our key strategies to keep growers competitive providing a clear plan for the future network.

By focusing maintenance and capital investment on the core 100 sites that receive over 90 per cent of the annual crop, we can realise cost savings, gain efficiencies and deliver more tonnes to port when it’s most needed.

We’ve spent the last two years analysing the network to determine the most optimised supply chain from paddock to port and will focus investment into the 100 sites with $150 million per year over five years.

We’ve been sharing the future network plan for the network directly with growers at meetings held through March and April, and they have been very supportive of the changes.

SITE CONSOLIDATION Most sites won’t close immediately, but no major maintenance will be invested in them. These sites will be used as the seasons require until they reach the end of their useful life. They may then be used as emergency (surge) storage or other special uses as required.

Of the 102 sites that will be consolidated over time: • 28 sites have opened once or less in the last five years

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100 SITES OF THE FUTURE BINNU YUNA NORTHAMPTON

MULLEWA

MOONYOONOOKA GERALDTON

CANNA MINGENEW MORAWA PERENJORI

ARRINO

CARNAMAH

LATHAM

COOROW MARCHAGEE

GOODLANDS

MCLEVIE

WATHEROO BALLIDU

MOORA

BEACON

KALANNIE

MILING

BONNIE ROCK CADOUX

PIAWANING

KOORDA

KONNONGORRING CALINGIRI GOOMALLING

BENCUBBIN MUKINBUDIN

WYALKATCHEM TRAYNING DOWERIN

WARRALAKIN SOUTHERN CROSS MERREDIN

MECKERING AVON

TAMMIN

CUNDERDIN

DOODLAKINE KELLERBERRIN

YORK

DULYALBIN MUNTADGIN

BRUCE ROCK SHACKLETON

QUAIRADING KWINANA

BODALLIN

MT WALKER NAREMBEEN

CORRIGIN

BROOKTON

DALE

KONDININ

BULYEE WICKEPIN

HYDEN PINGARING

KULIN

LAKE VARLEY NEWDEGATE

NARRAKINE KUKERIN

SALMON GUMS

LAKE KING

LAKE GRACE

MT MADDEN

WAGIN

DUMBLEYUNG

PINGRUP

KOJONUP

JACUP

GNOWANGERUP ONGERUP BORDEN

CRANBROOK

BEAUMONT

WEST RIVER

MINDARABIN

BROOMEHILL

GRASS PATCH CASCADE

NYABING RAVENSTHORPE

MUNGLINUP

SHARK LAKE ESPERANCE

GAIRDNER WELLSTEAD

KOJANEERUP MIRAMBEENA ALBANY

• 17 sites may reach the end of life in the next three years and only received an average of 7,500 tonnes

Any permanent decommissioning of sites will be considered and approved by the CBH Board at the appropriate time.

• 51 sites may reach the end of life within the next 10 years and received an average of 14,000 tonnes

If you have any questions about the network strategy or want further information please speak with your manager.

• 6 sites have a life expectancy of more than 10 years and will be continually reviewed over that time

OUR PEOPLE

A follow up on our last Grower Profile

Brett (right) crossing the line with his swim partner.

EMPLOYEE profile: Brett Silvester

Disability no obstacle to Rotto Swim We caught up with CBH swimmer extraordinaire Brett Silvester after he completed one of WA’s most iconic endurance events, the Rottnest Channel Swim, as part of a duo in February. The annual event is the biggest open water swim in the world, a 19.7km event from Perth’s Cottesloe Beach to Rottnest Island.

Brett has been a helpful and smiling face at CBH for the past 12 years. He currently works in the People and Performance team, assisting the team with various daily tasks.

HOW LONG HAVE YOU BEEN DISTANCE SWIMMING? A I joined the swimming club, Superfins WA, in 1987 when I was six years’ old and am still swimming with them. Superfins is a swim club for people with disabilities and since I have cerebral palsy — with limited use of my left hand — it is the best form of exercise. If I don’t swim, my arm gets very tight.

A positive attitude helps with challenges of distance swimming and I have also learnt to adapt along the way.

WHAT TRAINING DO YOU COMPLETE IN THE LEAD UP TO THE ROTTO SWIM? A I train five or six days a week, spending

off season I only do three days with skills and sprints. I also do other competitions during the year.

In our last edition, we focused our Grower Profile on Les Tilbrook, a Mount Madden farmer who has been carting grain to CBH for 70 years!

Afterwards we discovered a connection between Les and our Area 10 Manager Claire Teale — his granddaughter.

We love to see such strong links between generations of farming families and CBH.

TELL US ABOUT YOUR EXPERIENCE WITH THE ROTTO SWIM. A I have completed the Rotto Swim 10 times in the past, only missing one year when they cancelled the event. This year I completed it as a duo for the first time, the other nine times I’ve been part of a four person team.

This year the water was really calm until the 15 or 16 kilometre mark, then it got really choppy. My partner and I swam in 30 minutes changeovers and I felt really, really good in the water. When I get in the water I think about the finishing line. I stay focused on what I have to do so I don’t let my team members down.

HOW DID YOU FEEL WHEN YOU ARRIVED AT ROTTO? A Finishing felt great, knowing I’d

Claire with her Pop, brother Anthony and his son Darcy.

completed my first duo. It was such a great feeling.

Congratulations Brett on completing a great endurance feat. It takes focused training, perseverance and resilience. We’re sure he’ll be back in the water for the 2017 Rotto Swim.

1.5 hours in the pool each day and completing 40 laps or about 2.5kms. In the

pg 7

OUR PEOPLE

People and Performance – meet the team With a New Year comes a new approach to supporting our people and their performance and development needs.

TO ACHIEVE THESE PRIORITIES AND MORE, THE TEAM IS BROKEN INTO FIVE FUNCTIONS

As a result of the changes implemented under the Drive Business Efficiency (DBE) strategy last year, the Human Resources and Organisational Development teams were combined to create one People and Performance team.

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Group People and Performance Manager, Kelly McKenzie says the teams as they previously existed had many synergies and the new structure helps to increase collaboration and maximise our ability to deliver employment and development initiatives and provide support in a streamlined and effective way.

The Human Resource Advisory team is our first point of contact with People and Performance. Sitting within the business units they support, the HR Advisors provide advice and guidance to employees on contractual and employment experiences, from helping new team members settling into the organisation through to coaching people leaders to become more effective.

THE TEAM’S PURPOSE The People and Performance team provides people across CBH with specialist advice and support on all matters related to the employee life cycle including recruitment and selection, induction and onboarding, performance development (ADR), learning and development, change management, engagement and organisational culture.

IN 2016 THE TEAM IS FOCUSED ON…

Sarah Slaven and Cindy Burt.

• Supporting the Executive team to build a competitive culture • Doing their part for the Drive Business Efficiency strategy by ensuring our people policies, processes and systems are fit for purpose, easy to use and deliver the intended outcomes • Continuing to build leadership and change capability to assist CBH to achieve its strategic goals

Jennie Woods and Ainsley Sisley. Not pictured are Rebecca Chamberlain and Rebecca Shipp, both on parental leave, and Samantha Lawrence.

pg 8

OUR PEOPLE

2

4

People and Process is headed up by John Coletta who joined the team just last month. The People and Process team, formerly known as the HR Service Centre and Payroll teams, is available to respond to general employment and payroll queries.

They’re currently working to improve people processes, better utilising tools and systems to ensure timely and accurate pay runs and create efficiencies in the way they share information with our people.

Employee Relations Manager, Nadine Ross looks after the Employee Relations function of People and Performance. Her role is to manage the CBH Group’s 14 enterprise agreements.

This involves bargaining for replacement agreements as they expire, providing employees and managers with advice on employment and workplace matters, and building relationships between employees, managers and unions. Nadine tells us the relationships between these parties are vitally important to ensure healthy, open and honest discussions when resolving issues in the workplace.

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Back row: Linda Davies, Julia Baker, John Coletta. Front row: Leh Tan, Charmaine White and Brett Silvester. Not pictured is Susan Beckett and Dale Healey who are both on parental leave.

The Organisational Development and Change team provides advice and coaching to employees and people leaders to support effective performance management and review conversations, assist the business to identify and manage talent, plan for future successors, enhance the One CBH and safety culture, capture employee feedback via the annual employee engagement survey and develop leadership and change capabilities within the business.

3 The Learning and Development team is responsible for identifying and coordinating training events to ensure our people are skilled and qualified to perform their roles. The team have hit the ground running this year, working to implement a new Learning Management System (LMS) and presenting the operational training program in Merredin and Lake Grace during March. They are also improving the way CBH prepares harvest casuals for the busy harvest season. The team has changed shape and size since last year, check out the below for an update on who can support you with your learning and development needs.

Nadine Ross with Jenna Broad, Belinda Clarke and Karyn Cooper.

Ben de Klerk, Geoff Guthrie, Anton van der Merwe, Peta Smith, Sue White and Kris Morrow. Not pictured is Susan Mulligan.

For more information go to CBH Connect > Our Teams > People and Performance. pg 9

OUR PEOPLE

Harvesting Excellence Congratulations to our Values Champs! It’s wonderful to see so many nominations and awards handed out to those going above and beyond daily workloads.

Remember to keep an eye out and if you spy someone who exemplifies our One CBH values and behaviours, email recognition@cbh.com.au or nominate them on Connect > My CBH > One CBH > Recognition Program: Harvesting Excellence.

• Martelle Baker • Claire Dunkley

SERVICE HEROES Congratulations to this quarter’s Service Heroes: 25 YEARS Jeff Beaver

30 YEARS Tom McCagh

35 YEARS Ron Rankine Steve Mizen Robert Ricciardi Laurence Thorpe

pg 10

Project Manager John Mitchell with Rob Wray.

Rob Wray — Service Hero In our last edition Rob Wray, Project Site Supervisor, was recognised for reaching the 25 years of service. His manager passed on how chuffed he was at achieving this milestone. Thanks Rob for your dedication to CBH! “I feel privileged to have achieved the 25 year service milestone with CBH. It is quite ironic that I ended up working for CBH and able to contribute to the growth of the co-operative, as I am part of a five generation grain growing family that continues today.

From November 1990 to 2010 (20 years) performing mechanical maintenance at Albany Grain Terminal and since 2010 to present on civil maintenance projects.

Having experienced the supply chain from the farm to export I have much more to offer CBH in future years to come. Many thanks to CBH, managers/colleagues who have supported or assisted my roles and personal development over the years.”

OUR PEOPLE

WELCOME TO THE WORLD Congratulations to these parents who have welcomed new babies to their family!

Benjamin Skerris Every now and again we slip through the crack! Donna Skerris, Business Relationship Manager — Lakes region and farmer husband Helge welcomed Benjamin Axel last November. Baby Ben weighed in a decent 3.54kg and we’re sure he’s much bigger now!

Benjamin

Freya Barrett

Matthew Webb

Claire Barrett, Health and Safety Advisor, and farmer husband Dave welcomed their first child on 30 December 2015 — a girl! Freya Mae was born a healthy 3.85kg

Chris Webb, Procurement Manager, and his wife Teresa welcomed Matthew Paul on 15 January weighing a big 4.17kgs.

Freya

Anastasia

Nathan

Matthew

Anastasia Forrest

William Capper

Paul Forrest, Senior Civil Draftsperson, and his wife welcomed a beautiful little baby girl into the family on 25 January.

Baby Anastasia Lucy weighed in at 3110g (or 6lb 13oz in the old scale) and 46cm long. Both Mum and bubs are doing excellent and big brother Raph seems to be quite pleased with his baby sister.

Dave Capper, GM Operations, and his wife Mel welcomed a second son and little brother for three year old Matthew. Baby William James was born on 19 February weighing 3.17kg.

William

Nathan Colrain

Thomas Shipp

Nikki Colrain, Bulk Shipping Officer, and her husband Michael welcomed baby boy Nathan Andrew into the world on 16 March, weighing 2.95kg .

Rebecca Shipp, Senior HR Advisor, and her husband Anthony (better known as Shippy), also at CBH as a Business Alignment Manager, welcomed their first child on 26 March. Thomas James weighed 3.2kgs and Dad tells us he’s going to be lots of fun!

Thomas

pg 11

Colouring in competition Get out your crayons and pencils and send in a colourful farm scene!

CHILD’S FULL NAME: NAME OF CBH PARENT:

Tear off this back page and send it to:

POSTAL ADDRESS:

CBH Insight, Corporate Affairs GPO Box L866, Perth WA 6842

CONTACT NUMBER(S):

The winner of each age category will win a small prize.

CHILD’S AGE:

PLEASE SELECT AGE CATEGORY:

0–5 Years

6–9 Years

10–12 Years

Entries close by Tuesday 31 May 2016