WWW.BUSINESSREVIEWAUSTRALIA.COM | April 2015
JEYAKUMAR JANAKARAJ HOW ADANI MINING’S CEO IS DRIVING INDUSTRY INNOVATION CANON OCEANIA:
A WORKPLACE BUILT FOR ITS EMPLOYEES
HYLC JOINT VENTURE:
A LOOK INTO THE NEW ROYAL ADELAIDE HOSPITAL PROJECT
WHY BIG COMPANIES BUY STARTUPS
EDITOR’S COMMENT
“People buy into the leader before they buy into the vision.” – John C. Maxwell This issue is about leaders. In a way, every issue is about leaders because you, our c-level executive readers, are our core audience. This time, we had the opportunity to investigate all different aspects of what it takes to truly be that leader. Our cover feature this month profiles Jeyakumar Janakaraj, CEO of Adani Mining. The article, written by Mining Global’s editor Robert Spence, focuses on Janakaraj’s past experiences and how he was able to work his way up the ranks to become CEO of Australia’s largest coal development company. We also had the chance to talk to Ian Flemington, the HR and communications director at Canon Oceania, regarding the company’s new talent management program: instead of asking employees to adapt to the company, the company adapted to them. For founders and CEOs of startups, the topic turns to acquisitions. By building a company on a solid foundation, these startups can attract investors down the road. And rounding out the editorial is one of our most-read articles year to year: highest paid CEOs. There’s been quite a shift this year, with new names not necessarily familiar to everyone.
Enjoy the issue!
Laura Close Editor laura.close@businessreviewaustralia.com
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CONTENTS FEATURES This month we focus on top-to-bottom leadership in companies throughout Australia.
6 CEO Profile
Jeyakumar Janakaraj
14 Leadership
Why Canon Oceania Built Its Workplace Around Its Employees
22 Finance
30 Top 10
10 Organisations Encouraging Female Professionals In Australia
The Highest Paid CEOs in Australia Last Year
COMPANY PROFILES MINING
HEALTHCARE
166 New Zealand
38 Adani Mining
104 New Horizons
Made
CONSTRUCTION 58 Schindler Lifts Australia
116 Diaverum 124 Critical Success
ENERGY
Solutions
172 Consolidated
70 Hansen Yuncken
MANUFACTURING
Leighton JV/New Royal
132 Intel Products
Adelaide Hospital
Vietnam Solutions
86 Brickworks Building
144 Stabicraft
Products
152 Reinhausen
98 Green Building
Australia
Council of Australia
160 Australian Made Campaign
4
April 2015
PowerAustralia
70
Hansen Yuncken Leighton JV/New Royal Adelaide Hospital
38 Adani Mining
132
Intel Products Vietnam Solutions
104
New Horizons
144 Stabicraft
74
124 Critical Success Solutions 5
CEO Profile:
Jeyakumar Janakaraj Adani Mining’s innovative CEO discusses his rise through the corporate ranks, the importance of leadership and professional development, and the future of mining. W R I T T E N B Y: R O B E R T S P E N C E
CEO PROFILE
Abbot Point. 8
April 2015
J E YA K U M A R J A N A K A R A J
JEYAKUMAR “JJ” JANAKARAJ isn’t your ordinary executive. Since starting his career in the smelting sector in India, JJ has quickly become one of the most well-known names in mining. A walking example of success, he has proven that hard work, dedication and the right attitude are key traits to help one thrive in his or her professional career. In addition, strong leaders who provided priceless insights also played a large role—and he never forgets it. “I’ve worked through the ranks and grown through the ranks,” JJ explained. “I’ve been given a lot of opportunities to do things because of the mentoring from my superiors, which really helped to catapult my career.” As the current CEO of Adani Mining, the Australian-based subsidiary of the Adani Group, JJ is forging a path for the continued growth of the industry, most recently through the Carmichael coal, railway and port project. Based in Queensland, Australia, Adani’s project is set to develop the first fully autonomous mine site in the world, not to mention the largest. With projected capex and sustaining expenditure through the project’s life
of USD$16.5 billion, expectations for the revolutionary project are almost as high as the cost: 60 million tonnes of coal will be produced each year, while 10,000 new jobs will be created. But JJ didn’t start at the top; in fact, as he explained: “I didn’t fall out of the sky and become CEO of Adani Mining overnight.” Rising Up the Ranks JJ’s career began in 1992 when he joined ESSAR Steel before transitioning to Sterlite Industries as a mechanical engineer of the copper division at Tuticorin in 1995. During his tenure at Sterlite, JJ held various positions including Chief Executive Officer of their subsidiary, Copper Mines of Tasmania. “I took over as the Head of Projects for Hindustan Zinc in 2002, and was responsible for the expansion from 0.16MT to 1.06 MT capacity during this period, when we became the world’s largest integrated zinc producer through 2008.” In 2008, he joined Konkola Copper Mines PLC, a subsidiary of Vedanta Resources PLC. “When the financial crisis hit, I was sent to the Konkola mines in Zambia,” 9
CEO PROFILE explained JJ. “I was the director first and then CEO of that company in the copper division in Zambia, and I was there for five years, but my overall career in Vedanta was 18 years long, along with three years in ESSAR.” He credits the numerous opportunities received during his career as catalysts for his fastpaced growth. “I became the president of a company in 2008—I was 38 years old. Without having an MBA, becoming a president of a company is fast-track growth. I was clearly being groomed because there were certain roads that my previous employers wanted me to take and I was able to get ahead. “I got these opportunities because people had trust and faith in me. I want to give that back to others.” People = Success True to his word, “I focus on people a lot,” he explained. “One of my core strengths is allowing people to do what they need to do to perform. When employees understand the ins and outs of what it takes to run and maintain a mine, the outcome is usually far greater. You can only learn something by being thrown 10
April 2015
JJ speaks with employees of Adani Mining.
in the pool. You can’t keep people standing up and try to teach them everything without putting them in the water.” To assist in developing and nurturing young talent, Adani Mining partnered with QUT Business School in Queensland to open the doors for employees to become future leaders. Emerging leadership is a big focus for the CEO, and providing people with opportunities to grow is critical. “I generally believe 20 percent of the leadership workforce will need a natural pathway to become leaders,” he said, “however, that’s
.
not enough. When you’re in rapidgrowth mode in a company, you need to nurture talent with the right methodology so you develop and expose more people through training and workshops.” JJ believes that nurturing talent sends a clear message to organisations that you are looking for people to grow. “These projects look very challenging from the outside. But as long as you can see the simplicity in the approach and keep your focus on what you need to achieve, you’ll achieve it every time.”
In addition to providing employees with the right tools to succeed, JJ is also actively involved in all aspects of operations, taking a hands-on approach to leadership. “In projects, my style of management is not just engagement of the top but to actually go to the sites and the places where manufacturing happens to get into details of what it takes to make something happen. I don’t shy from travelling: I travel frequently so I can get a feel for the project. That’s been my style of operations. I don’t just listen to what I’m told in meetings.” 11
CEO PROFILE The Future of the Mining Industry Despite declining commodity prices and rising costs, JJ isn’t worried about the future of the mining industry. “Every commodity business goes through its cyclical challenges. As we all know, two-thirds of the time the price curve is coupled with the cost curve. There are always people not making money yet there is another one-third of the time during which everyone is making money. [These fluctuations are not indicative] of how the industry is doing.” Instead, he explained, “The indicator is how the industry is becoming more efficient in all aspects, including sustainability and the costs associated for each mine. The other thing is the use of technology and how it’s playing a major role in making the industry safer, and therefore more viable.” Rio Tinto is a great example of how technology needs to be driven forward, he said.
“Their Mine of the Future is a fabulous step in the right direction, and they’ve shown they have the advantage. You can see their cost of production in iron ore is lower than everyone else. Although others are catching up, they’ve already achieved that lead. They’ve shown the marketplace what can be done, and it’s a great model to follow.” Although the mining industry may be experiencing tough times, JJ maintains a glass-half-full outlook and encourages mining companies and executives to do the same. “I generally believe tough times are good times because that’s when you learn all the good habits and shed some of the fat that you build on when everything is good.” Likewise, “When things are good, I don’t get excited because something always comes. I don’t believe in doom either because extremes don’t last forever. You need to find
When employees understand the ins and outs of what it takes to run and maintain a mine, the outcome is usually far greater. You can only learn something by being thrown in the pool. You can’t keep people standing up and try to teach them everything without putting them in the water.
J E YA K U M A R J A N A K A R A J
that steadiness. Mining is a longterm business and you can’t run it on a quarter-to-quarter basis. You need to develop the asset to achieve long-term returns. You will have to be ready to take some pain in the developmental or transitional phase, but that’s just the nature of the business,” he concluded. Part of maintaining that steadiness is recognizing that the fundamentals for
success do not change despite an everevolving industry and marketplace. These fundamentals include people management, productivity and the cost of production. “People learn very fast. You can’t have a structural advantage forever. “However, if you can focus on the fundamental things and keep your [workforce] inspired, you’re going to have success,” he concluded. 13
LEADERSHIP
14
April 2015
Why
Canon Oceania Built Its Workplace
Around Its Employees Canon shows how a $2.6 million investment in technology can change the workplace—for good. W R I T T E N B Y: L A U R A C LO S E
LEADERSHIP MOST BUSINESSES ASK their employees to conform to their work ideals, not the other way around. But times are changing, and Canon Oceania is ready to throw this old convention to the wind. Recently the company embarked on a new and unique change program that has focused on the work environment within the company—specifically on making sure they provide t he best place for innovation from their employees. We had a chance to sit down with Ian Flemington, the HR and Communications Director at Canon Oceania, to hear more about the exciting developments within the company. Most companies expect their employees to adapt to their way of business. What made you and Canon realise that the company’s workplace needed to be built around your employees? The world of work has shifted and this was the catalyst for change at Canon, as we realised that the business needs to be built around our employees and the tasks they do, not the other way around and importantly that the way we work 16
April 2015
Canon Oceania invested in differe stuck with a desktop computer, a should reflect our brand. The change initiative offered our workforce the chance to develop and build an environment that best suits the way they work. Employees are at the heart of the Canon brand and our workplace revolution was driven by the understanding that business culture, reputation, innovation and prosperity lies in the hands of our employees. Most importantly, we recognise that everyone works very differently, and our workplace culture needs to reflect that.
ent types of devices, so that people who are mobile workers are and vice versa. To reach your new workplace goals, Canon Oceania invested $2.6 million in technology. What kind of technology? The technology and services Canon have implemented provide its people with the opportunity to work in a way that suits them instead of taking a onesize-fits-all approach. We identified different worker styles and provided them with the most appropriate technology and solutions to help meet their needs: we invested in
PCs, laptops and tablets, and we used our own technology and services to boost productivity and performance. A ‘mobile worker’ for example is not suited to a desktop environment—they need to have a mobile device that moves with them and their job. They need information at their fingertips, not sat on a PC in an office but they need a suitable adjustable space to ‘touch down’ at between meetings. Similarly someone that spends the vast majority of their time concentrating, working on detailed documents needs a fast PC 17
LEADERSHIP
Canon didn’t want to force employees to fit one style of working. Instead, employees and leaders alike collaborated on several different solutions. with hi-spec capabilities and a desk space that supports them including sufficient monitor display capability. It’s about moulding technology to the user, not the other way around. We also recognised that the nature of the workplace is changing and that access to information, streamlined processes and fluid 18
April 2015
document management is core to employee and business concerns. We see the free flow of internal information—regardless of location— as an essential aspect of modern business success. Therefore we have restructured, managing the majority of our documentation online, digitising paper-based workflows,
CANON OCEANIA WORKPLACE
and are automating many more manual processes through our own Uniflow business platform design and Managed Document Services. The Canon framework reflects the reality of Work 3.0, recognising that the way we work, the environment we work in, and the technologies we use, are all constantly evolving. Can you briefly explain the three working styles: mobile, balanced and focused? The entire office space was constructed with the three working styles in mind; mobile, balanced and focused. Desk formation, meeting rooms and common areas were tailored to support Canon’s new hybrid working environment philosophy. Mobile workers are chiefly the collaborators, with only 20 per cent of time spent in individual concentration and brief moments in contemplation, whereas a balanced employee spends equal amounts of time at their work stations individually collaborating with colleagues. On the other hand, a focused working style involves long periods of time in individual concentration,
with a smaller time dedicated to collaboration and contemplation. Can you talk about the energy savings and decreased environmental impact Canon Oceania now has? Sustainability played a key role in our move to the new headquarters in Sydney’s Macquarie Park. When we conducted initial meetings with our staff to find out what they wanted from the new building, “living green” was high on the agenda. We have achieved a Five Star rating from the Green Building Council of Australia. The Living Green programme was instrumental in this achievement, taking into account many different physical factors of the working environment, including air quality, occupant comfort and productivity, as well as using recycled goods as part of the new build, such as our recycled cartridge wall. There has also been a 45 percent reduction in storage space in the new building, primarily due to us implementing our own technology solutions, and the new building is approximately 70 percent more energy efficient due to building structure and layout. 19
LEADERSHIP
The $2.6 million investment has helped the camera company reach some of its What has been the employee response thus far to the changes? Within hours of moving into the building employees were operational and reporting that they were already having ‘coincidental’ meetings as a result of bumping into colleagues, allowing them to resolve issues in real time. The creation of collaboration 20
April 2015
zones has also led to an increase in spontaneous brainstorming, idea generation and innovative thinking within the business. How do you see the hybrid work solution evolving over time? Central to Canon’s workplace regime is adaptability to change;
s green intiative goals. therefore, we understand that while workplace habits and behaviours are slower to change, technology is not. We pledge to always be one step ahead and empower our employees with the technology solutions and culture they need to collaborate, innovate, and grow.
What is the best leadership advice you’ve been given? “Life is not for the feint hearted”. A mantra that I follow in both personal and professional life. Be brave, make those tough decisions, experience new things, own the outcomes – successful or not – and keep learning.
21
FINANCE
Why
Big Companies Buy Startups & How To Get Yours
Noticed
See how you can prepare your business to be considered by investors looking for the next big thing. W R I T T E N B Y: L A U R A C LO S E
s
FINANCE ACQUISITIONS OF TECH startups have always been pricey. Facebook’s acquisition of Whatsapp—a cross-platform mobile messaging app—cost the social media giant $19 billion. As companies grow into corporations, it’s fairly common for them to pick up small startups or startups that have just kicked off business. The one requirement? The startup must have a great idea. Running a company isn’t always a startup founder’s goal, and funding is often a problem. While I’m not suggesting that startups market themselves as acquisition bait, being acquired by a larger company is not a bad thing and can help eliminate the stress of finding your next round of funding. Telstra and Facebook’s Path to Acquisition Earlier this year, Australia’s own Telstra acquired IdeaObject, an Indian startup that builds software. The company has been present in the Asia Pacific for a few years, focusing on cloud products that allow hospitals to manage their information. So why is Australia’s largest telecommunications and media company snapping up a company 24
April 2015
Telstra recently acquired a cloud-ba expand geographically and grow its focused on helping healthcare? Telstra Health, that’s why. The healthcare arm of the business— launched in October of 2014—is interested in connecting patients, healthcare workers, hospitals, pharmacies and health funds so there is a more convenient way to manage health. For large companies, it is often cheaper to buy a startup or smaller brand specialising in the field in which it is looking to invest rather than
ased health tech company that allows it to profits. spend the time and energy building something up from scratch. Acquisitions offer corporations a new way to seek growth, and expand into new regions (like Telstra did into India) where the valuation of a company may be less than it would be on the home front. IdeaObject is Telstra’s first move into owning in the Asia Pacific. Also, the diversification of Telstra’s offerings allows the company to
generate higher revenue and better margins than the company would have seen in just the traditional mobile and telephone services. For a company like Telstra, tech startups would most likely be the only thing that would catch its eye. The social media giant Facebook also made news at the beginning of the year with its acquisition of QuickFire, a video processing and transcoding company. Facebook is 25
FINANCE
Getting your management team right is the difference between being considered by an investor and not. now host to more than 1 billion video views per day, so QuickFire will be able to help deliver video more efficiently to social media users. The company can compress videos to lower bit rates—without sacrificing quality— and increase video quality—without increasing file size. As Facebook’s video offers became greater and more complex, 26
April 2015
the company needed to expand its staff and innovations to keep up with its’ rampant video consumers. And since the social media platform has come to see view as a major element of its service, increasing quality has become important. A better video experience on Facebook could mean the company could take viewing time (translation:
W H Y B I G C O M PA N I E S B U Y S TA R T U P S
ad dollars) away from the likes of YouTube. So acquisitions play key parts in major companies’ evolution: the business strategy allows these businesses to expand and acquire growth quickly, fill a need and become more competitive with others in their industries. How to Attract Potential Buyers Although there are plenty of people out there who have perfected building businesses to sell them, it isn’t a business skill that can be picked up overnight. And to be honest, you probably shouldn’t build businesses just to sell them: being passionate and engaged in the industry and caring about your product or service should be a business owner’s number one goal.
Acquisitions offer corporations a new way to seek growth, and expand into new regions where the valuation of a company may be less than it would be on the home front.
If you think your business offers something to the likes of the Telstras and Facebooks of the world, however, there are certain ways you can groom the business to make sure it is attractive to interested parties. There’s no new advice here—if you’re interested in starting a company, these are all steps you should follow regardless of whether you are planning on selling your business or not. Having the right team is incredibly important, for any business of any size, new or old. It might be difficult for new businesses to be able to afford top talent from the get go, but employees should be a major focus of founding discussions, especially the management team. Potential investors look closest at the higher ups as the top factors when they are interested in getting involved with a new business. Keeping everything documented from the beginning—yes, we mean day one—is also a good rule of thumb. What happens when you’re incredibly innovative startup is acquired for billions of dollars, and suddenly there’s a discrepancy over how shares will be split? Nothing 27
FINANCE
If the market is too crowded, it may be difficult for your startup to stand ou good. Make sure accounting records are in order, a lawyer has looked over any sort of written out agreements and that everything is organised and easily accessible. Once you get the ball rolling with a serious investor, you’ll want to make things as easy on you and your staff as possible. But to start: pick an industry that 28
April 2015
has impressive growth prospects and some existing competitors. There’s no way a field that will have future success is completely devoid of competitors. If no one is there, that means potential is probably pretty low. On the other side of the coin, a market with too much competition could be difficult to stand out it.
F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E
ut to potential investors.
Potential investors look closest at the higher ups as the top factors when they are interested in getting involved with a new business.
Building a business is a gigantic balancing act—building a business with the thought that an acquisition might come even more so. Preparation, organisation and a commitment and passion for your market and your company, however, will help you stand out to those investors. 29
TOP 10
10
Highest Paid
CEOs In
AUSTRALIA Last Year
Many of these are familiar leaders of big banks and mining companies, and some may be a (big!) surprise. W R I T T E N B Y: L A U R A C LO S E
TOP 10
Richard Goyder
10. RICHARD GOYDER, WESFARMERS: $9.4 MILLION Goyder joined the board at Wesfarmers— the biggest privatesector employer in the country—in 2002. If you shop for groceries in Australia, you’ve come across a few of the brands he oversees: Coles supermarkets, Liquorland, Vintage Cellars, first CHOICE liquor, Target, Kmart, Officeworks and the Bunnings home improvement chain. Goyder, managing director, saw his salary increase 9 percent this year.
9. SAM WALSH, RIO TINTO: $9.76 MILLION Walsh has been the director of Rio Tinto since 2009 and became CEO 32
April 2015
early 2013. Both Walsh and Rio Tinto’s chief financial officer Chris Lynch were awarded maximum points for the amount of free cash flow that was generated over 2014— both lost points for safety, as there were two fatalities suffered during the year. Last year Walsh saw over $1 million in benefits from Rio, and this year will be just as kind. With the mining giant’s remuneration system, Walsh is on track to earn between $3 and $15 million in 2015.
Sam Walsh
8. MICHAEL SMITH, ANZ: $10.7 MILLION Smith might be leaving his job at ANZ at the end of 2016, but that doesn’t mean this outspoken CEO is putting his feet up just yet. ANZ is one of the world’s top-15
T O P 1 0 H I G H E S T PA I D C E O S
7. GAIL KELLY, WESTPAC: $10.98 MILLION
Michael Smith
banks, with 47,000 employees in 33 countries. Since 2007, Smith has guided the organisation with his knowledge from over 30 years in the financial industry. He received a nearly 4 percent pay rise in 2014, totalling $10.7 million, which included bonus payments. Smith is known for an emphasis on technology and recently commented on the watering down of gender reporting in the workplace, saying that it could reduce diversity in the workplace.
Gail Kelly has an impressive C.V. As the 56th-ranked most powerful woman in the world (according to Forbes), Kelly is responsible for doubling the revenue of Westpac during her tenure, which saw her has the first female executive of a major Australian bank. Her goal to have 40 percent of leaders in her company be women was met early, so she recalibrated the goal to get to 50 percent by 2017. Although she won’t be at the company to see if her goal gets met—she’s retiring this year— her successor has announced he will uphold her goal.
Gail Kelly
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TOP 10
5. LOUIS GRIES, JAMES HARDIE INDUSTRIES: $12.35 MILLION Louis Gries isn’t just in charge of James Hardie in Australia, he’s also been responsible for managing the US business since 2012. He was named the CEO of James Hardie Industries in 2005. Since 2013 (one measly year ago) Gries salary has nearly doubled. Michael Yeager
6. MICHAEL YEAGER, MAVERICK DRILLING AND EXPLORATION: $11.86 MILLION Yeager has an incredible amount of experience in his industry: 26 years at ExxonMobil, as well as seven years as CEO of BHP Billiton. He joined up with Maverick Drilling and Exploration in 2013. $15 million shares and $10 million in performance rights are up for grabs by this CEO once shareholders approve the action. He’s not just a good businessman either: Yeager graduated from the U.S. Naval Academy with a bachelor of sciences degree, and later from University of Southern California with a master of sciences. 34
April 2015
Louis Gries
4. NICOLAS MOORE, MACQUARIE: $13.08 MILLION Moore has been with Macquarie for almost 30 years. In his time there, he has led the global development of its advisory, funds management,
T O P 1 0 H I G H E S T PA I D C E O S
financing and securities business. He took over the top role in 2008, and since then has been position the company as one of the Asia Pacific’s leading financial service providers. Moore has seen an even larger increase in pay than Gries: a whopping 49 percent increase in pay just this year. The increase reflects the increase in profit he led the company to: 49 percent to reach $1.9 billion. The company’s recent acquisition is making news: Macquarie recently bought AWAS Aviation Capital for $4 billion, raising half a billion to fund the acquisition.
Nicolas Moore
Robert Thomson
3.ROBERT THOMSON, NEWS CORP: $13.22 MILLION Like Moore and Gries, Thomson has been working in his field for decades. He was the former managing editor of the Wall Street Journal, and the former editor of The Times newspaper in London, and earlier in his career worked for the Sydney Morning Herald, the Financial Times and The Times of London. The Australian journalist took the top spot at News Corp in 2013, where half of his salary in 2014 was made up of long-term share incentives. 35
TOP 10
2. KEVIN CHIN, AROWANA INTERNATIONAL: $13.35 MILLION At $13.3m, Kevin Chin is the second highest-paid man on the ASX. His company, Arowana International, may not be the best known company, and may only have a market value of $155 million, but that doesn’t mean Chin’s payday was small. His actually salary is only $30,000, but extra cash flowed from a massive 36
April 2015
short-term incentive dependent on the company selling off 75 percent of one of its subsidiaries. The company is a subsidiary of parent company Arowana & Co., and is in investment company which had a stake in Intueri, a vocational education-training company in New Zealand. But 75 percent of Intueri was then sold in a float on the ASX, netting Chin is—most likely temporary—spot this high on the list.
T O P 1 0 H I G H E S T PA I D C E O S
1. DAVID GYNGELL, NINE ENTERTAINMENT: $19.5 MILLION Gynell has a pretty long history with Nine Entertainment. He resigned from Nine Network in May 2005, but returned to the job just two years later in September of 2007. November of 2013 saw him appointed CEO of the whole company. The son of Australian television pioneer Bruce Gyngell, his salary surpasses those of all chief
executives of the big four banks— which is a surprise, as the financial industry generally dominates this list— as well as Wesfarmers’ and Rio Tinto’s top people. Gynell recently made news by turning down News Corp’s offer to buy Sky News for $25 million, claiming that the news affiliate was worth more than the price News Corp named in the deal. Caption to the image
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Adani Mining:
Investing in Queensland Not only is the Carmichael coal, railway and port project set to develop the largest coal mine in the world, the project will also result in economic and social benefits for Queensland. Written by: Robert Spence Produced by: Wayne Masciotro
A D A N I M I N I N G P T Y LT D
Jeyakumar “JJ” Janakaraj, CEO Adani Mining
40
April 2015
MINING
W
ith an estimated price tag of USD $16.5 billion in capex and sustaining capital, the Carmichael coal, railway and port project based in Queensland, Australia, is on-track to build one of the world’s largest thermal coal mines, producing roughly billions of tonnes of coal resources during its estimated 60year lifespan. The Project is being spearheaded by Adani Mining, the Australia-based subsidiary of Adani Group, and the expectations are as high as the cost.
Funds received from taxes and royalties will be directly reinvested, assisting with the development, maintenance and support of schools, hospitals, roads, and other local services. “The biggest part of the project will be the multiplication effect; there is no point in just being the world’s largest mine. Rather, I think the point of the project is to create value for millions of people around the world starting from where the mine starts, not just in economic activity but also in social wellbeing. “It’s a mine, rail and port, but Social and Economic Benefits it won’t just cater to Adani. It will Located in the north Galilee Basin assist other parties in the region to approximately 160 km north-west share infrastructure and grow their of Clermont in Central Queensland, business,” Janakaraj added. The Project is set to not only benefit the industry but the Setting the Stage community as well. A project of this size calls for “[The Project] will deliver vital extensive logistical planning, export opportunities for Queensland, from permits to partnerships and [create] 10,000 local jobs, [garner] everything in between. And even $22 billion in taxes and royalties, and though a lot has been accomplished [provide] crucial work opportunities thus far, much still remains. for small- and medium-sized “So far all of the approvals are businesses,” said Adani Mining completed as well as the entire CEO Jeyakumar “JJ” Janakaraj. engineering. We have finished the
adaniaustralia.com.au
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CALL 131 228 hastingsdeering.com.au/longwall
SUPPLIER PROFILE
HASTINGS DEERING (AUSTRALIA) LIMITED LTD As a leading Caterpillar dealer, Hastings Deering has been serving customers in the mining and construction industries since 1948. With 23 business centres, 26 subbranches and approximately 4000 employees; we sell, service, rent and support Cat® equipment across Queensland, the Northern Territory, Papua New Guinea, New Caledonia and the Solomon Islands. Whether it’s in mining or any other application, Hastings Deering offers a comprehensive range of market leading Caterpillar equipment and solutions to our customers. Traversing coal mining and other resource sectors, Hastings Deering has an exceptional capability to service the industry with best-in-class breadth of support, as well as a proven capability to deliver unique value tailored to the needs of the customer. Hastings Deering provides this support through a range of equipment condition monitoring services and innovative technology enabled solutions that assist customers manage their assets more effectively. With an expansive network of state of the art facilities, Hastings Deering stocks an extensive range of parts and components in the region. Coupled with first class service and support, Hastings Deering provides complete solutions to meet the needs of the customer. When you purchase a Caterpillar longwall mining system from Hastings Deering you receive a Caterpillar backed solution, coupled with market leading dealer support from Hastings Deering. Caterpillar longwall systems supplied by Hastings Deering result in exceptional total cost of ownership benefits for our customers through high quality, leading production equipment, technology and available parts and service support agreements. Our experience in tailoring unique mining solutions to our customers is unrivalled. As a trusted service partner, Hastings Deering has a proven capability of delivering complex projects to scope, to budget and on time. Hastings Deering’s primary objective is to serve productivity improvements to customers. This is achieved by tailoring competitive equipment and product support solutions that have been proven to help customers achieve operational gains. This promise is backed by ISO 9001:2008 compliant, state-of-the-art longwall service facilities. Whether it’s a complete overhaul of all longwall systems and components (roof shields, AFC, BSL, shearers); fabrication and general fitting; electro hydraulic testing; OEM authorised modifications; condition monitoring; or just fluid sample diagnostics; Hastings Deering delivers a full service solution to miners across our territory. The Underground Product Support team operates from our Underground Mackay Service Centre and Emerald Service Centre. The branch network offers skilled underground expertise throughout the Queensland Coal Bowen Basin and is supported by the extended Caterpillar product network in Australia and internationally. Website: www.hastingsdeering.com.au/longwall
A D A N I M I N I N G P T Y LT D bankable feasibility phase and now we’re in the ordering phase, completing key contracts. Last year we completed the port contract and we just recently finished the Downer contract for mining,” said Janakaraj. The Downer contract, which is a five-year deal that includes two additional one-year options, is for mining services and construction of mine infrastructure. It will also include statutory management and mine operations, drilling, blasting, and load and haul of waste and coal. Downer will also be responsible for the engineering procurement and construction of on-site infrastructure and preparatory civil works. Adani will provide the capital for the major fleet for the mining services contract.
MINING
“In selecting Downer as the mining services contractor, we are confident that not only are we wellplaced to meet our longstanding first coal guidance of 2017, but that we are one step closer to our goal of building a long-term future with Queensland,” said Janakaraj. Adani has also secured a $2.2 billion agreement with Koreanbased powerhouse POSCO for the engineering, procurement and construction of the North Galilee Basin Rail (NGBR). Adani is expected to complete contracts for the coal handling plant and mine construction later this year. The company is currently finalizing contracts for machinery providers, and names should be announced sometime later this month.
“The revenue generation and the returns on the infrastructure assets are truly needed by the State. This model will not just create jobs but will create a sustainable future for Australia.” – Jeyakumar “JJ” Janakaraj, CEO of Adani Mining
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SUPPLIER PROFILE
CARMICHAEL COAL PROJECT SEEKS KOMATSU CONFIDENCE LTD The Carmichael Coal project in Queensland’s Galilee basin represents a watershed moment in the history of Australian mining. A mine with the greatest haulage requirements, project owner Adani Mining has looked to Komatsu to achieve their objectives. Komatsu Australia Pty. Ltd. is set to supply a fleet of ultra-class haulage trucks, comprising two enhanced products, designed for the utmost in efficiency and productivity. The Carmichael mine is expected to yield over 60 million tonnes of coal p.a. To meet this challenge, Komatsu will proudly provide Adani with the largest ultra-class haulage fleet ever seen in the company’s local history. Timed to address the needs of the Carmichael Coal project, Komatsu has developed an Enhanced 960 ultra-class product that will increase haulage capacity and the overall productivity of the mine. Coupled with Komatsu’s low maintenance intensity and guaranteed lifecycle expense, the Enhanced product offers the highest efficiency, lowestrisk solution for Adani and the Carmichael Coal project’s myriad stakeholders. Based on the 960E, the Enhanced 960 is capable of delivering a markedly increased 360 metric tonne payload. The enhanced unit has also received a host of supporting upgrades to enable the increase in payload capacity, including upgraded wheel motors. Komatsu’s proven 930E-4SE is based on the venerable 930E and is fitted with the 960E’s 3,500Hp dual stage turbocharged V18 engine, critically providing an increased average speed on grade for deep pit operations. Reflecting Komatsu’s global technology leadership, the Enhanced 960 and the 930E-4SE will be provided to Adani with autonomous capability. While the products will not initially operate as an autonomous haulage fleet, the capability to upgrade the ultra-class trucks to autonomous in future will form a key differentiator to the Carmichael Coal project. The longstanding relationship with Adani is of the highest priority to Komatsu, encompassing direct CEO to CEO communications between Adani Mining Australia CEO Jeyakumar Janakaraj and Komatsu Australia Pty Ltd CEO Sean Taylor. Mr Taylor believes that the partnership with Adani and Komatsu’s involvement in the Carmichael Coal project is among the most significant relationships in the company’s local history. “Adani and the Carmichael Coal project are changing the direction of the Australian mining industry. This project is of critical importance and this relationship reflects the confidence that Adani has in Komatsu’s proven reputation. The efficacy of the Enhanced 960 and 930E-4SE mining haul trucks demonstrate our global commitment to this project.” “Every Komatsu customer is unique in their needs. While Adani’s requirements are significant in volume, Komatsu’s attention to detail and drive to provide effective solutions for our customers has earned us an opportunity to supply what I believe are the most technologically advanced ultra-class trucks in the world. Komatsu Australia’s role is to ensure we add the human dimension to complement our fantastic products. Our partnership with Adani extends from coalface to CEO. Together, we will ensure we are building a genuine future for Queensland and Australia,” said Mr Taylor.
Website: www.komatsu.com.au
A D A N I M I N I N G P T Y LT D
MINING
Capt Sandeep Mehta CEO, Adani Ports; Jeyakumar Janakaraj CEO, Adani Mining; Samir Vora COO, Adani Mining
Ensuring Success “When you set up a business, you have to set it up right for longterm production and gains. You must remain competitive in the global cost curve, no matter what,� explained Janakaraj. Enter the QUT Graduate School
of Business, with which Adani recently partnered to provide a series of workshops and individual and team coaching for executives and emerging leaders connected to The Project. This 18-month partnership is a proactive effort to enhance leadership capabilities adaniaustralia.com.au
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marsh.com.au
PROUD TO BE PROVIDING
ADANI MINING PTY LTD WITH BESPOKE INSURANCE SOLUTIONS
Marsh provides Adani Mining with a holistic view of their risk issues, drawing upon specialist capabilities from across the breadth of our business, including: – Mining Practice
– Claims Management
– Surety Practice
– Quantitative Modelling Unit
– Forensic Accounting & Claims Services (FACS)
– Construction Practice
– Financial and Professional Liability Practice (FINPRO)
– Marine Practice
– Marsh Risk Consulting
– Political Risk Practice
This enables our clients, like Adani Mining, to make more informed decisions about risk. Our expertise in the transfer of risk and dealing with project financiers helps to provide contract certainty for our clients. For more information on how you can benefit from our services call Marsh on 1800 194 888. Marsh Pty Ltd (ABN 86 004 651 512, AFSL 238983) is a licensed insurance broker.
A D A N I M I N I N G P T Y LT D and remain competitive in today’s tough global market. “We have a large keen interest in our partnership with QUT to handle the complex project we are running. We can pay contractors to build the mine, port and rail, but with QUT, we’re building the brains of the operation.” The Finished Product The end-goal of The Project is to execute a vertically integrated pit-to-plug business strategy, revolutionizing the industry as the mines, port and railway work in unison to provide coal to consumers.
SUPPLIER PROFILE
MINING
“Multiple mines will be included on the same property with an open pit and an underground pit,” Janakaraj explained. “The first phase of the project will produce 40 million tonnes of coal, which will include 15 million tonnes from the underground mine, while the open pit will produce 25 million tonnes of coal. The second phase will produce 60 million tonnes.” The coal from the mine will be transported by a 388 km standard gauge rail line to one of two terminals at Abbot Point Port near Bowen. The rail infrastructure will be capable of transporting 60
MARSH
Marsh is a global leader in insurance broking and risk management. Marsh helps clients succeed by defining, designing, and delivering innovative industry-specific solutions that help them effectively manage risk. Marsh’s approximately 27,000 colleagues work together to serve clients in more than 130 countries. Marsh is a wholly owned subsidiary of Marsh & McLennan Companies (NYSE: MMC), a global professional services firm offering clients advice and solutions in the areas of risk, strategy, and people. With 57,000 colleagues worldwide and annual revenue exceeding $13 billion, Marsh & McLennan Companies is also the parent company of Guy Carpenter, a global leader in providing risk and reinsurance intermediary services; Mercer, a global leader in talent, health, retirement, and investment consulting; and Oliver Wyman, a global leader in management consulting. Website: www.marsh.com.au
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A D A N I M I N I N G P T Y LT D
MINING
“In our eyes, this is the mine of the future.” – Jeyakumar “JJ” Janakaraj, CEO of Adani Mining
million tonnes of coal per year. “We will be utilizing at least 45, 400-tonne driverless trucks. All the vehicles will be capable of automation. When we ramp up the mine, everything will be autonomous from mine to port. “In our eyes, this is the mine of the future,” said Janakaraj. The port, which was purchased by Adani on a 99-year lease in 2010, will be expanded to hold
SUPPLIER PROFILE
120 million tonnes, nearly doubling the current capacity (50 million tonnes). Because the port is used by large mining companies including BHP Billiton, Rio Tinto and Glencore, the vision behind the expansion, along with increasing capacity, once again returns to supporting growth within the industry and ensuring socio-economic benefits. “We want to create a multi-user
WORLEYPARSONS AECOM JOINT VENTURE
WorleyParsons and AECOM are two of the largest global infrastructure consultancies creating, enhancing and sustaining some of the world’s most critical infrastructure for the cities and communities we live in. As individual companies they have participated in some of the world’s most iconic projects including the World Trade Centre, London Olympics Athletes Village, Western Australia’s Fortescue Metals-Rail & Port development and Telfer Deeps Gold Mine. More locally the companies have been heavily involved in Queensland’s Moreton Bay Rail Link, QGC unconventional gas production, Sydney’s WestConnex and Queensland’s ZeroGen Project. Their combined experience in rail projects spans a broad range of consulting services to enable the delivery of projects including long-haul freight rail lines, transit rail lines, as well as port cargo and bulk intermodal transfer facilities. The companies have the skills to support clients in all aspects of project delivery including design, approvals, community consultation, construction support and independent verification. Project development comes with a focus on environmental stewardship, efficiency, and a long-term operation and maintenance balance against capital expenditure. The two companies have joined to support the delivery of the Carmichael Rail Line. The joint venture will design and support the construction of this significant heavy haul rail line that links the Carmichael Coal Mine to the Port of Abbot Point approximately 388km’s away. Website: www.worleyparsons.com/
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CDM Smith’s highly qualified and experienced team of engineers and scientists specialise in water engineering, water science and environmental consultancy services. We have proudly supported Adani with engineering, design, environmental management and approvals for port, mine, quarry and water infrastructure, since inception of the Carmichael Coal Mine and Rail Project over four years ago.
21 McLachlan Street Fortitude Valley, QLD , Australia Tel: +61.7.3828.6900 Email: Brisbane@cdmsmith.com
www.cdmsmith.com
A D A N I M I N I N G P T Y LT D
MINING
JJ speaks with Adani staff.
facility model for the infrastructure so more companies can use it and grow,” said Janakaraj. “The revenue generation and the returns on the infrastructure assets are truly needed by the State. This model will not just create jobs but will create a sustainable future for Australia.”
Construction of the Carmichael coal, railway and port project is expected to commence later this year, with the first coal expected in 2017. The Adani Group’s venture into Australia commenced in 2010 with the purchase of coal tenements adaniaustralia.com.au
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A D A N I M I N I N G P T Y LT D
Abbot Point.
W
e’re excited to be an integral part of the Carmichael Coal Project, partnering with Adani to deliver safe and innovative mining services, including load and haul, drill and blast, and the construction of minerelated infrastructure. As one of Australia’s leading mine contractors with nine decades of experience and a proven track record in Central Queensland, we’re looking forward to contributing to the growth of the region’s economy through job creation and local business opportunities.
Ph: +61 7 3026 6666 www.downergroup.com
MINING
for the proposed Carmichael Mine in the Galilee Basin, Central Queensland, and a 99 year lease of the coal terminal at the Port of Abbot Point near Bowen in North Queensland. The company’s vision is to execute a vertically integrated “pit to plug” business with the coal from the proposed Carmichael Mine being transported by rail to the Port of Abbot Point for export to meet consumers’ demands in offshore markets. Adani Mining is committed to developing a world-class operation through its scale of ambition, speed of execution and quality of operation. The company believes in inclusive growth and sustainable development of the communities in which it operates, which is illustrated through the Carmichael coal, railway and port project.
Janakaraj is very clear about the true value of Adani’s project—It is not just about being one of the largest mines in the world; it is about the economic and social benefits that will be created.
Company Information INDUSTRY
Coal Mining HEADQUARTERS
Brisbane Queensland, Australia FOUNDED
2010 C O M PA N Y / OVERVIEW
Adani Group is represented by 10,000 people across the globe working for a common purpose. Led by one of India’s most visionary Chairmen, Gautam Adani, the company is also supported by a talented and experienced management team including Jeyakumar Janakaraj, CEO of subsidiary Adani Mining.
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Schindler Lifts Austr
Staff and Safety Elevate Schin Lifts to Number One Spot in A
See how Schindler’s rapid growth over the past decad positioned the company as the leading provider of lift equipment in Australia Written by: Laura Close Produced by: Bryan Giles
ralia:
ndler Australia
de has t and escalator
SCHINDLER LIFTS AUSTRALIA
Schindler Lifts Australia: Manufacturing, Lift Installation, Service, Repair and Modern
T
here’s more to Schindler Lifts Australia than lifts. The installation and service company, an operation of the Swiss-based Schindler Group, truly prides itself on ensuring safety for the users of its products as well as engaging its employees, which Managing Director Rob Seakins shares is the main reason for the company’s amazing growth over the last decade. “We had to invest in people and make sure our growth was sustainable,” he said. “We now have a strong team that will see us through the next decade.” 60
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Although people are the focus, what they do with lifts is pretty impressive. The company designs, manufactures, installs, services and modernises a broad range of elevators, escalators and moving walks for almost every building type. Schindler Group’s offerings move the majority of the world’s population—one billion people— every day in industries such as health, hotels, institutional, malls and retail, mixed use, office, residential and transport. The Australian operations has over 900 employees and provides a number of different types of
CONSTRUCTION
nisation, Property Services
equipment and services to its customers: new installation of high rise and low to medium multistorey buildings; modernisation of lifts and escalators, which includes upgrading and replacing various components to improve performance, reliability and safety; and service and repairs, which involves regular preventative maintenance, attendance to breakdowns and scheduled and unplanned repairs, such as water damage.
“a distant number three� in terms of size in the Australian lift industry, said Seakins. The last decade has seen the company grow more than 200 percent, now equal with the number one competitor in the market. This has made the AsiaPacific portion of Schindler Group the biggest segment of growth for the company. One of the key drivers of growth has been the success in new installation markets, which has strongly positioned the company to potentially take over the top spot in A Decade of Major Growth the coming decade. In recent years, In 2003, Schindler Lifts Australia was the company has been in the number w w w. s c h i n d l e r. c o m / a u / i n t e r n e t / e n / h o m e . h t m l
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Genview Australia Pty Ltd A professional service company with experienced engineers, which specialized in providing escalators and elevators spare parts and field technical supports in Australia. The managing director, Wanlin Wang, also owns a branch in Shanghai with manufacturing sites that can meet the need of customized products including PCBs, buttons, displays, driving wheels, guide shoes, door accessories, lift shaft parts, safety products, etc. We offer full scale import and export service in air and sea freight with short lead times. As a long-term Schindler's partner, we are always striving towards providing the best professional services and quality products with rapid response to our customers.
GENVIEW
G
• STEPS, STEP CHAINS, PALLETS, COMBS • STEP ROLLERS, NEWEL ROLLER CHAINS AND OTHER ACCESSORIES FOR VARIOUS BRANDS OF ESCALATORS AND ELEVATORS.
Contact: Wanlin Wang 2 Moira Avenue Carnegie VIC 3163 Phone: +86 1390 168 7380 Mobile: 0425 273 750 Email: wwl881230@hotmail.com
www.genview.com.cn/en_index.html
SCHINDLER LIFTS AUSTRALIA one position for market share of new equipment sales and installation. Schindler’s people is a big driver of this growth, and the company works hard to make sure its employees are motivated and engaged at work. “Employee engagement is a critical piece of the puzzle for Schindler,” Seakins commented. “We spend a lot of time and effort working with our employees
CONSTRUCTION
to understand their needs and concerns and make sure we satisfy them. We’ve spent a lot of time on company communication, making sure that people are informed about what’s happening in the business and we ensure that our rates of remuneration meet or are above market levels. “I think we treat our employees well in this company, and it allows us to retain people.”
“We had to invest in people and make sure our growth was sustainable. We now have a strong team that will see us through the next decade.” – Rob Seakins, managing director
SUPPLIER PROFILE
GENVIEW AUSTRALIA PTY LTD
Genview Australia Pty Ltd is a professional service company with experienced engineers, which specialized in providing escalators and elevators spare parts and field technical supports in Australia. Our products include steps, step chains, pallets, combs, step rollers, newel roller chains and other accessories for various brands of escalators and elevators. The managing director, Wanlin Wang, also owns a branch in Shanghai with manufacturing sites that can meet the need of customized products including PCBs, buttons, display, driving wheels, guide shoes, door accessories, lift shaft parts, safety products, etc. We offers full scale import and export service in air and sea freight with short lead times. As an Schindler’s partner, we are always striving towards providing the best professional services and quality products with rapid response to our customers. Website: www.genview.com.cn/en_index.html
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FIXTURES | PUSHBUTTONS | DISPLAYS | LANTERNS | KEYSWITCHES | DESTINATION CONTROL | CAD DRAWING
UNPARALLELED QUALITY | EXCEPTIONAL SERVICE | CUSTOMISED FIXTURE EXPERTS | WORLDWIDE RECOGNITION
WE ARE PROUDLY AFFILIATED WITH
5 SAGGART FIELD ROAD | MINTO NSW 2566 | AUSTRALIA | +612 9603 0200 | www.ausliftcomp.com.au © 2015 Australian Lift Components Pty Ltd | All Rights Reserved | A Dewhurst group company
SCHINDLER LIFTS AUSTRALIA Installation of the Year Award from Elevator World Magazine Schindler Lifts is the recent recipient of an honour bestowed by Elevator World Magazine, a publisher for the international building transportation industry. The company won the 2015 Project of the Year award for Category 1: Elevators, New Construction for Macquarie Bank Headquarters in at 50 Martin Place, Sydney. The heritage listed-building was originally constructed in the 1920s; it was a premium building in Sydney’s banking district during its heyday. Macquarie Bank
SUPPLIER PROFILE
CONSTRUCTION
purchased the building in 2012 with the intention of turning it into its global headquarters. Many of the aspects of the building, including the exterior, the marble lobby and the large interior columns needed to be restored—and that’s where Schindler Lifts came in. Schindler collaborated with Johnson Pilton Walker, a Sydneybased architect firm, to design circular glass lifts that would carry clients from reception on the ground floor to levels 10 or 11. These floors were designed to cater to the bank’s executives, as well as client meetings and entertainment.
AUSTRALIAN LIFT COMPONENTS
Australian Lift Components supply fixture solutions to the lift industry by merging competences developed over twenty five years with modern continuous Improvement principles. All of our people and systems are customer –centric focused to deliver on-time, every time, removing non value added activity from our customers supply chain. These are the Dewhurst manufacturing principles embedded world- wide which benefit only our customers, helping them in their goal for world class customer care. Continuing capital investment in our processes means that we have complete control over quality and lead times. In house capabilities of design, laser cutting, folding, engraving, welding, wiring and assembly means we are not beholden to subcontractors varying lead times and quality levels. Website: www.ausliftcomp.com.au
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Australia’s leading lift screen supplier with over 3000 installations and 14+ years’ experience.
Celebrating 500+ installations with Schindler including Barangaroo, Sydney. Contact Martin Gibson +61 3 8696 4222 m.gibson@inlink.com.au
An Australian Company with Over 40 Years of Experience
Engineers Manufacturers of Lift Components to Lift Industry Complete Workshop Facilities Sheet Metal - Heavy Fabrication & Machining
WILD INDUSTRIES SERVICES THE LIFT INDUSTRY SPECIALISING IN MODERNISATION AND REPAIRS. OUR SALES AND DESIGN TEAM WILL PROVIDE QUALITY SOLUTIONS FOR YOU AND YOUR CLIENT.
Interior Refurbishment – Door Architraves – Indication Engineering and Steel Fabrication – Gearbox Repairs
SPECIALISED ENGINEERS SERVICING THE LIFT INDUSTRY ACN 070 165 481 ABN 65 070 165 481
20-28 Horning St, Kurnell NSW 2231 ph: +61 2 9668 9966 | fax: +61 2 9668 9387 email: tarenpt@bigpond.net.au
Phone: (07) 3399 8788 Email: sales@wildindustries.com.au www.wildindustries.com.au
SCHINDLER LIFTS AUSTRALIA
The solution would have to be unique, and there were many challenges to overcome to achieve the A-grade service. The glass machine room is incorporated into a glass dome roof, and the panoramic lifts are in the middle of the building. Schindler was able to apply its ingenuity and innovation to achieve Johnson Pilton Walker and Macquarie Bank’s design, including unique finishes that complement the space. “We were able to bring the architect’s vision to life, not only in a way that satisfied the customer, but
CONSTRUCTION
also for the people who were involved in the development,” said Seakins. Tech Innovation Although lift operation seems fairly straightforward—a lift must go up, and down, at a convenient speed—Schindler Lifts is in front of the pack when it comes to innovating a one hundred and fifty year old industry. The company’s PORT technology, now in its third generation, is just one example of how technology is changing the lift manufacturing market. In what Seakins described as
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SCHINDLER LIFTS AUSTRALIA the “next evolution of our original destination control system,” PORT technology helps buildings optimise the traffic flow through throughout while offering personalised service and access control. Benefits are wide-ranging, and include predictive call entry, touch-less operation and individual profiles for security and flexibility. The technology is offered with Schindler’s 2000, 5500 and 7000 series, primarily for mid- to high-rise buildings. PORT also
EWS has been proudly servicing Schindler for over 30 years
564 Church Street, North Parramatta Sydney NSW 2151 Ph: 02 8838 8000 | F: 02 9890 3671 E-Mail: Darren.redden@ewsco.com.au
www.ewsco.com.au
offers a revolutionary method of modernising existing lifts with an overlay that essentially interfaces the old with the new to deliver a destination dispatch system at the start of the project providing better lift service during the modernisation and minimising inconvenience to tenants and owners. This can be achieved on Schindler lifts as well as many other brands. The end of last year also saw the company announce myPORT, a solution that has promised to make urban mobility even more efficient and secure. The myPORT employs Bluetooth to allow its user to navigate a building’s lift system just by unlocking their mobile with their PIN code or Touch ID. This eliminates security badges and codes in lifts, and helps increase the security of a building. Schindler isn’t just bringing innovation to its industry. The company is a sponsor of Solar Impulse, the plan that is attempting to fly around the world on solar power alone. The Schindler team has sent engineers to work with the Solar Impulse team to help with research and development. Seakins
CONSTRUCTION
commented that he hopes that his team can bring back ideas learned from the experience to improve Schindler Lifts’ own product offerings. What Lifts Schindler above the Rest Upcoming projects include the installation of the highest elevators in France, and the completion of an order for 106 lifts for the Barangaroo South Project in Sydney, to be delivered next year. For each project Schindler works on, safety is a main priority. “We work in a deregulated environment,” said Seakins, “so it is the responsibility of the local industry to manage safety requirements.” Schindler Lifts takes a lot of pride in product safety, and makes sure it complies with local laws and regulations regarding lift maintenance and safety. “Safety, Quality, and Customer Excellence are the three pillars of our business,” Seakins shared. “By differentiating ourselves from the rest of the industry in these areas, we are looking to preserve our position as a leader in the industry. We will also continue investing in our industry leading apprenticeship program and ensure that we are engaging our employees. Schindler Lifts does an impeccable job at putting its people—employees, customers and lift users—first in all of its business decisions.
Company Information INDUSTRY
Construction HEADQUARTERS
Botany, Sydney NSW Australia FOUNDED
1981 EMPLOYEES
900+ REVENUE
Over $300 Million PRODUCTS/ SERVICES
Schindler Lifts Australia is subsidiary of the Swissbased Schindler Group, a company that designs, manufactures, installs, services and modernizes a broad range of elevators, escalators and moving walks for nearly any building type. The company is responsible for moving over one billion people each day, or the world’s population every week.
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The new Royal Adela Hospital Project / Ha Yuncken - Leighton Contractors Joint Ve
Innovation Driving Constru
How the largest build in South Australia’s history has int to construction and manufacturing. Written by: Laura Close Produced by: Bryan Giles
aide ansen
enture:
uction
troduced innovation
HYLC JOINT VENTURE
A view of three of eight cranes which were employed on the construction site.
L
eading the way in engineering, design and infrastructure, the $1.85 billion new Royal Adelaide Hospital (new RAH) is the largest social infrastructure project in South Australian history. On completion in 2016, the new RAH will be the biggest, most technologically advanced hospital in South Australia and one of the most advanced in Australia, employing close to 6,000 people and accommodating 85,000 inpatients per year. Several construction companies have been involved in the building of 72
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RAH including Hansen Yuncken, one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry, and Leighton Contractors, one of Australia’s most recognised and successful infrastructure companies. We had the opportunity to talk to Con Kerpiniotis, operations director for HYLC Joint Venture, about the progress that has been made on the build, as well as the numerous technological and construction innovations used throughout the project thus far.
CONSTRUCTION
Largest Build in South Australia The sheer scale of the project meant that providing the logistical requirements to maintain the required rate of progress was a huge undertaking for the HYLC Joint Venture. “Construction is a function of personnel and materials,” shared Kerpiniotis. “If the materials are not available, the personnel cannot perform.” The team worked with two logistics planning and monitoring systems in tandem, as the two systems complemented each other. There was an electronic booking
system for deliveries entering the site, as well as a series of boards that planned tower crane hook allocation. Having two systems that worked together seamlessly allowed for an organized, prepared construction site. At the peak of construction, eight tower cranes were used in conjunction with mobile cranes that provided logistical support. This feat may not have been possible without the planning and monitoring systems. Logistics were affected by several uncontrollable aspects, including weather, traffic: even a flat tyre could throw the whole plan off a day. The w w w. s a h p . c o m . a u
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construction site is boxed in on all sides, with a railroad to one side and a flight path above. There were 25,000 deliveries of concrete alone on this project, so the joint venture had to do something to keep the work site operational. Traffic played a heavy part in delivery schedules: the construction company ended up adapting their deliveries to work around peak-hour traffic of the morning or afternoon. Planning and micromanaging every aspect was necessary, as was having the ability to adapt to the unforeseen circumstances to keep the material movements flowing.
SUPPLIER PROFILE
Project Landmarks The new RAH has been under construction since 2011, so many impressive construction landmarks have been met by 2015. In the last year, the new RAH project team has grown to over 2,000 personnel. Since the beginning of the build, 8.5 million hours have been worked to construct the hospital, which has a building footprint of 176,000 square metres and an area of 360,000 square metres. September of 2014 saw the topping out of the concrete structure; in total, there was
THE GETINGE GROUP
The Getinge Group continues to improve and innovate systems/processes in the pursuit of high-quality and accessible care in over 40 countries. Currently, the Group operates under the three brands of ArjoHuntleigh, Getinge and Maquet. ArjoHuntleigh assists healthcare facilities to provide an exceptional standard of care and reduce operational costs, by assisting in the prevention of adverse events relating to mobility, pressure injuries, DVT for patients and residents, and manual handling for caregivers. Getinge Infection Control provides complete solutions for effective cleaning, disinfection & sterilization in the healthcare and life science segments. Maquet is a global leader in medical systems offering innovative therapy solutions and infrastructure capabilities for high-acuity areas within the hospital, including the operating room (OR) – OR integration, tables, lights & ceiling supply units - hybrid OR/cath lab, and intensive care unit (ICU). Our success is driven by our dedication to solve customer challenges with innovative solutions that save lives and ensure excellent care, enabling healthcare professionals to achieve better patient outcomes & improve healthcare economics. Website: www.arjohuntleigh.com.au | www.getinge.com | www.maquet.com
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155,754m3 of concrete used, which included 18,000 tonnes of reinforcement. One slab per work day was poured, and a total of 4,200 columns were poured over the length of the project. Since the New Year, work on the non-clinical areas of the building— including commercial areas, kitchens and facilities management 76
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areas—have been completed. The high-voltage infrastructure is complete and the hospital has connected the supply feed from South Australia Power Network to the substation. The new RAH will be completed in 2016, so there is still much work to be done. Upcoming work includes completing the curtain
SECTOR
wall, as well as the emergency department, intensive care unit, acute medical unit, monitoring units and the mental health, pathology and outpatients wards. Safety The scale of this project means that safety is even more paramount. “As a project we have some of the
most stringent safety requirements in the industry that all our contractors are expected to adhere to,� shared Kerpiniotis. Each person who works on the project is required to undertake a full day induction. This takes them through the site environment, understanding safety essentials and also provides them training w w w. c o m p a n y u r l . c o m
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DELIVERING GAME-CHANGING WORKFLOW INTEGRATION Imatis Australia designs and builds the networks and systems that run digital hospitals. Scandinavian innovation matched with Australian efficiency to create integrated healthcare workflows. To learn what Imatis Australia can provide you, get in contact today. Call 1300 855 714 Visit www.imatis.com.au
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lucas Total contract solutions head civil contractor - stage 1 & 2 new royal adelaide hospital
Lucas Total Contract Solutions has been proud to be involved in one of the most significant development projects South Australia has seen. With proven results in Stage 1 as Head Civil Contractor, Lucas TCS was then contracted to undertake Stage 2 External Civil Works. The construction of the New Royal Adelaide Hospital has been a challenging project and has once again re-affirmed the Lucas TCS capabilities and diversity. ToTal conTracT soluTions for mining & civil projecTs
Telephone 08 8179 4000 www.lucasTcs.com.au
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to help manage personal health and wellbeing, such as the Mates in Construction suicide prevention program, a not for profit organization aimed at reducing suicide and improving mental health and wellbeing within the Australian construction community. Other safety tools recognised and used for this project have included minimum standards that tie in with the team’s safety essentials toolkit, monthly safety campaigns that target key areas of risk and hazard assessment cards that record daily hazard checks. “Safety is of high priority and we measure the effectiveness of our toolkits / training and communication through specific KPI’s and total reportable frequency rates,” said Kerpiniotis. “One of the key elements of managing the safety and wellbeing of our workforce was to introduce a drug and alcohol policy across the site. We are one of the first contractors in South Australia to implement a random drug and alcohol policy.”
Construction Innovation: Western Riser It’s no surprise that the biggest build in South Australia would also play host to several construction and manufacturing innovations. For example, the western riser was fabricated offsite and brought to the construction site in modules, the heaviest of which were 6,500Kg. It consisted of a primary steel support frame with multiple engineering services hanging inside the frame. The riser was designed for structural adequacy including thermal and seismic, engineering services compliance including fire rating and accessibility for future maintenance. All design disciplines worked together seamlessly with use of BIM—Building Information Modeling, a shared knowledge resource for information about a facility forming a reliable basis for decisions during its lifecycle. Having a virtual understanding of the riser at design phase made agreeing on the size and the design of the modulations easy. When the modules were delivered, the pieces fit together perfectly.
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Construction Innovation: The Helipad The helipad also contains some genius innovation. Since the new RAH is categorized under the Building Code of Australia as an Importance Level 4 Facility, which is a building that is essential to post disaster recovery, a helipad was a necessity. The current design is the outcome of months of workshops with the relevant stakeholders which has included RAH Emergency Department, SA Health, Civil Aviation Safety Authority (CASA), Adelaide Airport, State Rescue Helicopter Service, SA Air Ambulance and the Facility Manager, Spotless. PSNK Aeronautical Services were the specialist consultants advising HYLC on the actual helipad design. The dual helipad has been equipped to allow 24-hour operation
and is fitted with an illuminated wind direction indicator, touchdown and lift off area lighting, area flood lighting, building warning lights and various radio controlled equipment. Because the helipad is located in such close proximity to habitable rooms with windows that open, all of these aspects, as well as acoustic insulation and having an air conditioning system that switches automatically to circulation mode during helicopter arrivals and departures, are incredible, advanced features The helipad decking features the most advanced deck integrated fire fighting system available, which allows for the rapid extinguishing of deck fires. The perforated aluminium deck landing surface incorporates a patented, passive fire-retarding system that works by allowing burning fuel draining through the holes to atomize as it passes
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through an aluminium mesh screen. Burning fuel is starved of oxygen and rapid heat dissipation occurs in the mesh. The fire is retarded immediately. Spilt fuel is quickly and safely drained away unburned, and any remaining vapour burn-off can be extinguished in seconds by deck mounted water sprays. Up to 97 percent of spilt fuel is recovered 82
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unburned. A full-perimeter drainage system ensures that liquids are channelled from the helipad decking to drain to an interception tank, in fuel spill mode, or to the stormwater system in normal mode. The helipad was supplied by Aluminium Offshore Pty Ltd and was fabricated in China. It was fully assembled at the Chinese factory
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and then partially disassembled sufficient to allow it to be packed into shipping containers and transported to Adelaide. Once on site a trained team bolted the aluminium framed structure together. The perimeter of the helipad is finished with a 1500mm wide strip of safety netting to prevent falls if someone was ever to step off the edge.
Construction Innovation: The Hyperbaric Chamber The hyperbaric chamber is a triplelock chamber that was fabricated by Fink Engineering in Queensland. The chamber, air receivers and deluge tanks were delivered via road to the project site. Due to the size of the unit, the chamber had to be loaded in while w w w. s a h p . c o m . a u
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HYLC JOINT VENTURE the hospital was under construction and then the hyperbaric area will be built around it. And because of its weight (approximately 50 tonnes), size of the chamber and the requirement to navigate through the building to its final destination, a special trolley was built. The chamber is currently in its final home and work is progressing around it.
Green Initiatives The new RAH is an applicant for a Green Star rating, and will be evaluated for the title once the building is complete. The joint venture has implemented a lot of green initiatives through design and procurement to achieve facility operational green star targets plus environmental initiatives through construction.
“Communication is the key to keeping things running on the site, and we have that with the attached parties,” Kerpiniotis said. “We’re all focused on delivering the hospital to South Australia on time.” 84
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There are several important green initiatives that have been put in place. In the construction phase, criteria for re-use/recycling of the stated proportion of construction and demolition waste have been met, as has air and noise quality. Hazardous materials’ handling guidelines have been followed, and Volatile Organic Compounds (VOC) have been used correctly. Perhaps the most notable is the joint venture’s decision to avoid using ozone-depleting substances in manufacture, and new RAH’s choice to forgo them in composition.
Company Information INDUSTRY
Construction HEADQUARTERS
Adelaide, South Australia, Australia FOUNDED
2011
Collaboration Hansen Yuncken and Leighton Contractors are 50/50 joint venture partners in the design and construction of the hospital. Both companies complement each other in providing staff and expertise. The team is branded as HYLC and they work together with common objectives. Staff members have joined the team with domestic and international experience centred on either large-scale construction or healthcare experience. The SA Health Partnership stakeholders are working well together bringing their expertise for the journey. “Communication is the key to keeping things running on the site, and we have that with the attached parties,” Kerpiniotis said. “We’re all focused on delivering a world class facility for South Australians.”
EMPLOYEES
500+ REVENUE
$1.85 billion PRODUCTS/ SERVICES Hansen Yuncken is one of Australia’s leading, privately owned construction companies at the forefront of change and innovation in the building industry. Founded in Victoria in 1918 by Lauritz Hansen and Otto Yuncken, the company has been in continual operation for over 90 years. Today, Hansen Yuncken has an annual turnover exceeding $1 billion. Leighton Contractors is one of Australia’s most recognised and successful infrastructure companies. The company has more than 14,000 people delivering projects and providing services to the construction, industrial, energy, health, telecommunications and services sectors.
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Brickworks Ltd.:
A Study in Weathering Financial St through Innovation, Technology, C Service and Diversification
Starting in 1934, Brickworks Ltd. has since grown into a r public company and managed to innovate the building m industry for a greener environment. Written by: Brett Ward
torms Customer
respected materials
B R I C K W O R K S LT D .
Gehry external facade.
B
rickmaking is one of Australia’s oldest industries, established within months of the arrival of the First Fleet at Sydney Cove in 1788. For the next 150 years brick manufacture was largely smallscale; hardly larger than the average cottage industry. Brickworks Limited was formed in 1934, at the height of the Great Depression, by brick manufacturers who recognised the need for the industry to rationalise if it was to grow and prosper. Rationalising facilitated the new business’s acquisition of stateowned State Brickworks in 1935, a 88
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purchase beyond the resources of any single manufacturer at the time. This was the first of many such acquisitions and initiatives over the next 80 years that enabled Brickworks to become an Australian leader in the building products industry and a respected public company with a market capitalisation exceeding two billion dollars. Diversification Despite its reputation and heritage, Brickworks Limited is a highly diversified company with operations in property, waste management and
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a substantial investment portfolio which has helped the company weather the inevitable troughs of the building market. However, its key focus remains building materials through Brickworks Building Products. This division is responsible for the manufacture, marketing and sale of clay bricks and pavers, roof tiles, concrete masonry, precast concrete, facade panels and timber. This includes such wellestablished and respected brands as Austral Bricks—a market leader since 1908 and still the group’s flagship brand—Bristile Roofing, Nubrik, Daniel Robertson and Auswest Timbers. Brickworks Building Products is Australia’s sole national manufacturer of building materials with operations in all states and the ACT. Across the country, Brickworks has 1480 FTE employees in more than 50 manufacturing, sales and administration sites. Growth Brickworks began as an amalgamation in 1934 and it has steadily grown by acquisition
since then. For its first 70 years, acquisitions were focused on the brick industry, culminating in 2003 with the purchase of major brick, masonry, paver and roof tile assets in Victoria, Queensland, South Australia, Western Australia and Tasmania. Two years later, Auswest Timbers was acquired with assets and manufacturing operations in Western Australia, Victoria and the ACT. In 2006, the company owned a single masonry plant and had no presence in the precast concrete market. In just a few short years, it has acquired manufacturing resources that enabled it to become number two in masonry and the dominant player in precast. This process is continuing. Smarter Manufacture The company has also grown organically through keen marketing, meeting consumer needs, and containing costs through technological innovation. This began in the 1930s, with the merging of manufacturing facilities under the Austral Bricks umbrella, which continued into the 1950s and 60s
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SUPPLIER SUPPLIER PROFILE PROFILE
COMPANY NAME BRICKWORKS
PRODUCTS
BUILDING
Brickworks Building Products Part of the Brickworks Limited Group, Brickworks Building Products is one of Australia’s largest and most diverse building material manufacturers. Under the Brickworks Building Products umbrella are some of Australia’s best known building materials brands. Our products include bricks, pavers, masonry blocks, retaining wall Employees: Xxxxx systems, precast concrete panels, concrete and terracotta roof tiles, Established: Xxxx timber products and specialised façade systems. Industry: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx. Services: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx. With a broad product portfolio and manufacturing and sales facilities Ongoing Projects:Brickworks Xxxxxxxxxxxx xxxx xxxx xxx xxxxx across Australia, Building Products is xxxxx uniquely placed to service the demands of the building industry. Management: Xxxxxxxxxxxx xxxx xxxx xxx xxxxx xxxxx Website: www.brickworksbuildingproducts.com.au/ Website: address goes here as the last entry
B R I C K W O R K S LT D . with innovations such as brick packaging, computer controls and the introduction of efficient, natural gas-fired tunnel kilns. Over the past decade, Brickworks Building Products has conducted a concerted program of reduction in energy use and greenhouse gas emissions. On a large scale, this is evident in the Austral Bricks super-plant in Victoria, a state-ofthe-art operation that consumes an astonishing 65 percent less energy than a conventional brick plant. On a micro level, all existing plants and processes have been subjected to incremental improvements such as the replacement of old-technology pneumatic, or hydraulic, drives with more efficient and reliable variable-speed electric drives.
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Water harvesting has also been introduced into a number of plants. These, and other, initiatives were costly but have resulted in a remarkable reduction of 30 percent of greenhouse gas emissions since 2000. Carbon-neutral Bricks An interesting and globally-unique initiative has been instituted at the Austral Bricks plant at Longford, Tasmania, just outside Launceston. Kilns at this plant have long been fuelled by sawdust, a waste byproduct of the local timber industry. Natural gas is only used to initiate the firing cycle. This plant was subjected to a rigorous review, and update, that has allowed it to make carbonneutral bricks, certified under the
“Despite its reputation and heritage, Brickworks Limited is a highly diversified company with operations in property, waste management and a substantial investment portfolio which has helped the company weather the inevitable troughs of the building market.� – Brett Ward w w w. b r i c k w o r k s b u i l d i n g p r o d u c t s . c o m . a u
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Gehry external facade.
B R I C K W O R K S LT D . Australian government’s National Carbon Offset Standard. The use of sawdust, a lowemission biomass, as opposed to fossil fuels, has caused a dramatic reduction in the plant’s carbon dioxide emissions. These have diminished from an estimated 8000 tonnes per year for a conventional gas-fired plant to just 215 tonnes; about the same emitted by 12 average Australian households. Meeting the National Carbon Offset Standard for a carbon-neutral certified product also required reducing emissions from ancillary operations such as raw material extraction, transport, water usage, packaging and waste and business operations including administration and delivery to the customer.
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The relatively low remaining greenhouse gas emissions are offset by purchasing carbon credits that assist in local projects such as tree planting under the Forests Alive program. Bricks from the Longford plant are marketed under the Austral Bricks and Daniel Robertson brands. Austral Bricks are also sold into export markets and Daniel Robertson premium-quality bricks are marketed across Australia. Smarter Products Constantly improving product design is a key component of Brickworks Building Products’ ongoing success. The company is constantly reengineering its existing products and designing new products to reduce
“The use of sawdust, a low-emission biomass, as opposed to fossil fuels, has caused a dramatic reduction in the plant’s carbon dioxide emissions. These have diminished from an estimated 8000 tonnes per year for a conventional gasfired plant to just 215 tonnes; about the same emitted by 12 average Australian households.” – Brett Ward w w w. b r i c k w o r k s b u i l d i n g p r o d u c t s . c o m . a u
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B R I C K W O R K S LT D .
Gehry external facade.
excessive inputs, waste or high emission levels. The use of non-virgin materials has also increased across the group. For example, Alphalite concrete masonry blocks use 85 percent recycled content. Other common additives include fly ash, bottom ash, furnace slag, crushed glass, coal slurry and coal shale. However, even a seemingly simple change such as increasing the size of brick core holes to reduce the material component, requires considerable research and development to ensure the units retain their strength and 94
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consistency. Similarly, water-based glazes were developed to replace solvents on some Bristile concrete roof tiles. Smarter Marketing Brickworks Building Products is in the exceptional position of being involved in its products from start to finish, from raw material extraction to product delivery. This includes directly marketing and selling bricks, pavers, masonry and roof tiles, through a national network of retail outlets and design centres. Staff at these centres work with clients, be they owner-builders,
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customers of building companies, or architects, to assist and refine their selections from the vast product range available. More recently, design studios have been opened to cater to the growing architectural market. These are centrally located and staffed and equipped to allow architects and their clients to view the growing range of products designed for this sophisticated and fashionconscious market. There are design studios in Sydney, Melbourne and Perth, with new centres opened recently in Adelaide, Brisbane and Hobart. However, the all-important consumer market is not being overlooked, with new products being constantly developed to cater to the ever-evolving, and sometimes fickle, market requirements. Developments such as the 3D Visualiser enable consumers to select bricks, pavers and roof tiles and coordinate colours with trims, windows and rain goods. The building industry is renowned for its volatility. In its 80-plus year history, Brickworks Limited has weathered the political, social and financial storms and grown through innovation, technology, customer service and diversification to reach the status of a well-respected public company valued by its investors. Most importantly, it is acknowledged as a market leader by millions of Australians who live, play and work surrounded and sheltered by its vast array of products.
Company Information INDUSTRY
Construction HEADQUARTERS
Horsley Park NSW, Australia FOUNDED
1934 EMPLOYEES
10k+ REVENUE
$700 million PRODUCTS/ SERVICES Brickworks Limited began its tenure in Australia in 1934 at the height of the Great Depression. Since then, Brickworks has become a highly diversified company with operations in property, waste management and a substantial investment portfolio. The company’s key focus however, is on the manufacture, marketing and sale of clay bricks and pavers, roof tiles, concrete masonry, precast concrete, facade panels and timber.
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FROM GREY TO GREEN: Transforming Australia’s communities Romilly Madew, Chief Executive Officer Green Building Council of Australia
GREEN BUILDING COUNCIL OF AUSTRALIA
Curtin University
A
decade ago, Australia’s cityscapes were more grey than green. But a revolution, imperceptible to those outside the property and construction industry, was underway, and from the boardroom to the drawing board to the construction site, people were already thinking about how to meet the new sustainability benchmarks set by the Green Star rating system for buildings. In a decade, Green Star has radically transformed the footprint of our cities – and today we have more than 830 building projects 100
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around Australia with Green Star ratings, and more every week. Twenty three per cent of Australia’s CBD office space is Green Star certified. We have supported the delivery of more than 100 productive, healthy school and university buildings, 30 large-scale shopping centres, 25 industrial facilities, as well as apartments and libraries, convention centres, fire and train stations, hotels and hospitals, restaurants and retirement living villages. The environmental benefits of this dramatic transformation of
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our built environment are selfevident. The Value of Green Star report shows that Green Star-rated buildings emit around a third of the greenhouse gas emissions and use the two thirds less electricity when compared with the average Australian building. Green Starrated buildings also use half the water of average buildings, and send a fraction of the waste to landfill. But a city is more than simply a collection of buildings connected by roads and other hard infrastructure. A city is more than bricks and mortar. A city is a collection of
people – and people require social as well as physical environments. Building sustainable cities means creating employment opportunities and economic prosperity, supporting diverse and liveable suburbs that enhance people’s wellbeing, ensuring schools and hospitals are healthy places to learn or heal, and fostering the community’s connections with nature and culture. This is where the Green Star – Communities rating tool comes in. Developed in collaboration with the industry, all tiers of government h t t p : / / w w w. g b c a . o r g . a u /
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GREEN BUILDING COUNCIL OF AUSTRALIA
Greater Curtin
and academia, Green Star – Communities is one of the world’s first independent, transparent, national schemes designed to assess and certify the sustainability of large-scale master-planned development projects. Green Star – Communities benchmarks developments against 38 credits in categories of Liveability, Economic Prosperity, Environment, Design, Governance and Innovation – with a rating providing independent verification that a community development 102
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is environmentally, economically and socially sustainable. We are currently working with dozens of projects – from small inner-city infill sites to large greenfield developments that will one day be home to hundreds of thousands of people. The first project to achieve a rating was Brisbane Airport Corporation (BAC), for its 2,700 hectare site which will eventually house more than 50 commercial office, mixed use, retail and industrial buildings.
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BAC’s 4 Star Green Star rating represents ‘best practice’ for a master-planned development in Australia, and provides BAC with global recognition for its vision and commitment to sustainable development. What’s more, the people of Brisbane now have proof that their airport precinct is being planned and designed as an enduring, sustainable asset. BAC has implemented a comprehensive stakeholder engagement strategy for the precinct, together with a plan for facilities, programs and events that promote cohesion and interaction between the people who use the precinct. As Julieanne Alroe, BAC Chief Executive Officer and Managing Director, says: “This achievement gives us reassurance that we’re on the right track and further encourages us to do even more for sustainability so that Brisbane Airport is regarded as a world leader in this space.” Curtin University achieved Australia’s first 5 Star Green Star – Communities rating, signifying ‘Australian Excellence’. Western
Australia’s largest university received the rating for its Master Plan, which will see its 114-hectare Bentley Campus developed into a ‘city of innovation’. Curtin University ViceChancellor Professor Deborah Terry says the rating is an important endorsement of the University’s vision to transform its Bentley Campus through urban renewal and sustainable design. “We are continually striving to be leaders in research and education and the 5 Star Green Star – Communities rating validates our ambitions to develop a vibrant urban centre, while achieving our vision to change the world through innovation and excellence. To be the first project in Australia to receive the rating is a significant achievement,” Professor Terry says. The bottom line? The Green Building Council of Australia believes that everyone should have the opportunity to learn in a green school, work in a green office, or live in a green home. Green Star – Communities provides the pathways to create sustainable places for everyone. h t t p : / / w w w. g b c a . o r g . a u /
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New Horizons:
Leading the Frontier of Change For more than 30 years, New Horizons has been providing innovative services to support individuals, strengthen communities and enhance wellbeing. Written by: Stephanie C. Ocano Produced by: Troy Barker
NEW HORIZONS
New Horizons Aged Care room with a view, looking out into the courtyard
O “
a very unique experience.” Working across aged care, disability, homelessness, we do.” Indigenous services, employment, This is the guiding principle mental health and social enterprise, behind New Horizons, Australia’s it’s the diversity of the skills and leading non-profit social enterprise, experience housed by New as shared by Judi Higgin, CEO of Horizons that makes them stand the company. above the rest. “It’s really about wrapping services around people. It’s about From Humble Beginnings to a their journey,” said Higgin during Social Enterprise a recent interview. “Wellbeing is “We’re an organisation with roots very individual and different for dating back to the 60s, started by everybody, and we recognise it’s a group of parents who wanted not meant to be a cookie-cutter, something better for their adult rubber stamp approach, but rather children with a disability,” said Higgin. 106
ur DNA, our purpose, is really putting the person at the center of everything
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Emma breaks into dance at New Horizons Respite Centre in Thornleigh
Founded in 1981, New Horizons began with the intention to offer employment opportunities for young adults. Over the following 30 years, the organisation grew to offer services and supports for people to find and maintain accommodation, seek meaningful employment, manage day-to-day tasks, learn new skills, access services, establish networks and connect with the broader community. “Over the years, the organisation has grown in terms of diversity and size,” shared Higgin, “a lot of that growth occurring during the last 10 to 15 years.” The success of New
Horizons can be attributed to a number of reasons, but a primary factor is the organisation’s drive to transform the customer experience. “In light of recent changes in the sector, driven by the launch of the National Disability Insurance Scheme, we’ve released our Design for the Future and Strategy for Success,” said Higgin. “These plans detail a number of key priorities to future-proof our business so more people can benefit from our unique approach to enhancing wellbeing.” The National Disability Insurance Scheme (NDIS) represents the single biggest change to the community newhorizons.net.au
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NEW HORIZONS sector in Australia’s history. By the end of 2019, it is estimated that more than 460,000 people nationally will be participating in the NDIS, which is estimated to cost $22.2 billion dollars annually. The change brings the industry into line with the individualised and personalised approach New Horizons has been taking for more than 30 years. It also provides the organisation with one of the single biggest opportunities for continued growth. Staying Ahead of the Times Staying on top of constantly changing trends and new
SUPPLIER PROFILE
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developments in any industry is a challenge on its own, but New Horizons is staying ahead of the curb by keeping a finger on the pulse both internally and externally. “Recognising that the entire sector was catching up to delivering customer-centric supports rather than program-centric services, we decided it was time to do some reflecting of our own,” Higgin said. “Teaming up with more than 90 top executives from the Commonwealth Bank, we conducted an honest assessment of our business blueprint to ensure we were up to the challenges ahead in the sector.
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New Horizons Aged Care Diversional Therapist Carmela Romeo with resident Mrs Myrtle Cobb
NEW HORIZONS
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“Over a period of 12 months, we put a microscope to our systems and processes, and completely reviewed our organisational structure, which revealed where we were, where we wanted to be, and how we needed to change. What we came up with was a model for the community services company of the future.”
equipped to meet the demands of their customers, team and industry in the coming decades, the organisation has released four strategic priorities critical to their ongoing success. Financial Strength: Building on the sound economic management and investment practices that underpin New Horizons independence and security. A Plan Distinct from the Rest Sustainable Growth: Defining a With a plan to improve greater focus vision and developing a strategy across the business and enhance to achieve future growth in a their ability to meet customer needs, planned and sustainable way. New Horizons has released their One Team. One Horizon: Design for the Future and Strategy Establishing and promoting a single for Success. One of the first steps culture that aligns with the business’s in implementing these plans has vision, purpose and values. been to reorient the business into Customer Centric: Realigning a regional structure, with all roles our business, our policies and and resources aligned in six key our practices towards the future, business divisions. customer-oriented market. In ensuring New Horizons is also “We’re quite diverse when it
“Diversity is one of our strengths and one of the things that sets us apart…” – Judi Higgin, CEO
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New Horizons in partnership with the Action Foundation for Mental Health, Schizoph range of adult mental health services at Hercules Recovery and Wellbeing Hub.
comes to our service provision, which is why we needed a plan that would really align our efforts,” commented Higgin. “Diversity is one of our strengths and one of the things that sets us apart. This Design for the Future and Strategy for Success will allow us to be fresh in our approach and continue to deliver value for our customers 112
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and stakeholders.” Building an Empowered and Efficient Team With close to 900 team members across NSW, it takes an effective management program to attract and sustain such a large staff at New Horizons. Over the years, New Horizons has
SECTOR
hrenia Fellowship of NSW and UnitingCare Mental Health provide a
invested in establishing a workforce that is not only experienced to meet the needs of New Horizons customers, but is also as committed as the organisation is to enhancing wellbeing. “We know that our people are our biggest asset,” said Higgin. “Our organisational development, people management and recruitment
priorities ensure we recognise, invest and provide opportunities for our internal staff, as well as attract top talent to set us apart. “Over the last 10 years we’ve focused on our frontline workers getting their certificate III or IV in disability, mental health studies and welfare,” said Higgin. “Most of our middle managers have also gone newhorizons.net.au
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NEW HORIZONS through an Advanced Diploma in Community Sector Management. Recently, our entire workforce also undertook cultural competency training to ensure we’re up-to-speed on latest practices for the benefit of our customers.” “We’ve really invested in our people that may not have had the opportunity before to gain their qualifications,” added Higgin. When it comes to leadership, Higgin believes in empowering her team. Helping them gain their
qualifications is one way, but she also believes in supporting them no matter what their career progression may be. “We want to make sure that we are supporting people to gain the skills and capabilities that they need to be able to do their job really well and also continue to attract top talent,” said Higgin. “We have a number of reward and recognition programs for staff available, remuneration and benefit packages, and are
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H E A LT H C A R E
constantly seeking feedback to improve.” Bottom line, according to Higgin, is to give her team the experience for their own professional development. “We live and breathe by our values of enhancing wellbeing and I want to extend that to our team,” said Higgin.
Company Information INDUSTRY
Health Care HEADQUARTERS
Always Striving Higher “In this world, you definitely need to think about not just how you’re going to survive, but also what an organisation needs to look like in an ever-changing environment,” said Higgin. So what does New Horizons have planned? “In the next five years, I’d like to have grown our customer base and completely transformed our customer experience,” shared Higgin. “I want to do more good for the communities we work in because that’s what we’re all about. We’re all about people – about maximising wellbeing outcomes for each individual.”
“Wellbeing is very individual and different for everybody, and we recognise that it’s … a very unique experience.” – Judi Higgin, CEO
North Ryde NSW, Australia FOUNDED
1981 EMPLOYEES
900 REVENUE
$71,133,995 PRODUCTS/ SERVICES Recognising that wellbeing means something different to everyone, New Horizons takes the time to discover what wellbeing means to every customer, create an individual plan that identifies their unique needs and support thousands of people in hundreds of communities to connect with services and supports that enhance their wellbeing. As one of Australia’s most trusted and respected community service providers, New Horizons is committed to maximising outcomes for the people they support.
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Diaverum:
Offering the Best in Rena
Fully focused on providing the world’s best renal care, be first choice for patients and the preferred partner fo and clinic management. Written by: Stephanie C. Ocano Produced by: Troy Barker
al Care
Diaverum aims to or high-quality care
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DIAVERUM
Stirling Clinic
“The patient is at the heart of everything we do.”—This is the mindset that Diaverum, a world leader in renal dialysis, operates upon. With Swedish origins, Diaverum’s experience in renal care dates back more than 20 years when the first dialysis clinic was established under the former name Gambro Healthcare. In October 2007, this new arm of the business separated from the parent and Diaverum was launched. 118
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As of January 2015, Diaverum has a network of more than 300 clinics across 19 countries, providing treatment to more than 25,000. This includes Saudi Arabia, where the company has more than 50 percent of the market and, recently, Khazakstan. In Australia specifically, there are currently seven clinics across four states but soon to be nine according to Esteban Harper Cox, Managing Director,
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Patient in clinic
who we recently interviewed. Integrated renal patient care is Diaverum’s strategy to coordinate all the health care needs of the renal patient—high-quality medical care, preventive care, management and treatment of kidney disease, and individual patient care focus. Patient empowerment is also paramount. “At Diaverum, we are 100-percent focused on the
wellbeing of patients,” said Cox. “The patient’s quality of life is first and foremost. We certainly offer superior medical support, but we also care for patients’ emotional and psychological needs. Our passion is for patients to feel revitalized when leaving a Diaverum clinic and be able to lead as normal a life as possible without being confined by their illness.”
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DIAVERUM It is this personalization and support to patients that distinguishes Diaverum from other providers in the renal care industry. An Award-Winning Dialysis Program Diaverum’s dialysis treatment model is a holistic one, which has evolved over the years based on concrete, high-quality medical data. Since inauguration, the program was received with great interest in Australia and New Zealand.
Collard Maxwell Architects are proud to be associated with Diaverum for over 10 years, providing high quality design services, delivering best of class health facilities in Australia and New Zealand.
(02) 9955 0637 www.collard.com.au 65+ years of architectural excellence A+ Member Australian Institute of Architects
Up against two other major contenders, Diaverum took the lead in winning the first Private Hospital Excellence Award by the Victorian Department of Health presented on November 20, 2014 by the Victorian Minister for Health, The Hon David Davis MLC at Melbourne’s Grand Hyatt Hotel. In a media release issued by the Minister’s office at the time, Davis announced that “These prestigious awards are a chance to highlight and celebrate innovative, highquality and exceptional work being undertaken by individuals, teams and health services across Victoria … This year the inaugural award goes to Diaverum for its dedication to patient care in renal dialysis and I congratulate them on their innovation and delivery of quality health care.” “I am very proud of the fact that Diaverum Australia’s North Melbourne Clinic was able to launch such an innovative nocturnal dialysis in-centre service in 2011,” said Cox. “It has been so successful that services are now on offer six nights of the week and nocturnal will be rolled-out to clinics in Western
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Australia in the near future.” The program enables patients to have much more flexibility to maintain employment, studies and improve family life. The need to attend a hospital facility is eliminated and, instead, patients can experience a warm and homely atmosphere. Four very distinct health outcomes were experienced as part of the program’s integration—increased energy levels, improved appetites, better quality of life and reduced need for antiphypertensive medications. Lean Operations As a global organization, Diaverum is able to capture best practices, exchange experiences and share learning derived from an international presence. Diaverum has world-leading medical and scientific research organizations, accredited training programs, clinic audits and employee engagement activities. “Medical outcome data is gathered on a monthly basis from each clinic around the globe to ensure Diaverum delivers services
that meet all relevant benchmarks,” stated Cox. “By setting standards and repeatedly measuring our patients’ wellbeing, we know that we are one of the world leaders in terms of dialysis quality. Policies are also continuously updated to reflect the latest in terms of regulatory changes and scientific discoveries.” “We aim to be as operationally efficient as possible without compromising the quality of our care,” he added. “In addition, we will pursue Tender opportunities to secure growth in the region.” Future Developments Diaverum continues to broaden its global footprint and has recently opened in new markets such as Saudi Arabia and Khazakstan. “In Australia, we are about to open another two new clinics in Canberra at Tuggeranong with 12 treatment stations, and Belconnen with 24 and the additional offering of nocturnal treatments,” said Cox. “This will make nine clinics in total Australiawide. In the near future, we will be expanding in the region, with a presence in New Zealand.” Diaverum is always thinking w w w. d i a v e r u m . c o m
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outside of the box when it comes to seeking new and innovative methods. Two examples are: The Aboriginal Educational Program in Western Australia This is a specifically tailored program that was taken from the clinic environment directly to the Aboriginal community. This patient group often faces particular difficulties with diet, fluid control and adherence to treatment regimes. Diaverum’s program bridges the gap between the facility and the Aboriginal patient’s environment, breaks down barriers, improves relationships and, most importantly, improves Aboriginal health. By addressing particular learning needs, Diaverum’sAboriginal patients feel empowered by gaining more knowledge on their care and treatment. Dietician via Skype Due to the sheer geographic size of Australia, patients in remote areas such as Toowoomba in Queensland are offered dietary advice from a specialized dietician via Skype teleconference. “Community education and offering an integrated care service is paramount in terms of prevention and treatment of kidney disease,” stated Cox. When asked where he would like to see Diaverum in the next five years, Esteban Harper Cox’s response was simple, yet inspiring: “Definitely, the market leader!”
Company Information INDUSTRY
Healthcare HEADQUARTERS
Lindfield NSW, Australia FOUNDED
2007 EMPLOYEES
160 PRODUCTS/ SERVICES
Diaverum is a globally integrated renal patient care provider with a clear patient focus. The company stands for excellent medical quality, renal care services and a patient-centered research. Being productindependent also gives Diaverum the flexibility to offer individual treatments for the individual needs of our patients, and by coordinating its patients’ health care needs, the company is improving their quality of life.
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Critical Success Solutions:
Delivering Quality Solution Aged Care Industry
Accreditation can be a costly exercise for any organizat Critical Success Solutions has come forward to provide services for all business types. Written by: Stephanie C. Ocano Produced by:Troy Barker
ns to the
tion, however e consulting
CRITICAL SUCCESS SOLUTIONS
Critical Success Solutions has come forward to provide consulting services for all business types.
“It has been a long dream of mine to have aged care looked at, not as a necessity for families when their folks grow old, but as a true alternative for families sharing the burden of caring for their elderly.” – Fleur Hannen, owner and managing director In response to an identified need for businesses to be able to access innovative approaches to business quality and management system solutions, Critical Success Solutions was brought to the Australian market in 2002. 126
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Stemmed from the desire to aid struggling businesses failing to meet the increasing demands of client, regulatory and legal requirements, Critical Success Solutions to date has provided consulting services to various sectors ranging from health, aged care, education and corporate. “I started Critical Success Solutions as a part time consultancy in 2002,” said Fleur Hannen in a recent interview. “By 2012, I was full time in the operation with 10 full-time clients.
H E A LT H C A R E
Critical Success Solutions provides vital help to a variety of businesses.
My clients are Sydney- and Melbourne-based, with a mix of 60 percent for-profit residential care and 40 percent not-for-profit in home care and residential aged care.� Fleur discovered that homebased programs were extremely limited and many providers were finding the interface between the requirements of the Aged Care Act and the ability to meet client expectations at a reduced cost was somewhat unattainable. This was particularly evident with the
recent introduction of Consumer Direct Care (CDC) into the home care sector. In 2013, Fleur developed a partnership with Ross Macdonald, which resulted in a commercialization grant through the Commonwealth government of $250,000. “Our vision is to facilitate a low-cost, consumer-direct care management support program with a documentation platform that will make a highly affordable solution for providers to provide
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Critical Success Solutions is a wholly owned Australian company that was established in July 2002.
CRITICAL SUCCESS SOLUTIONS
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services to aged people in their homes, as well as address the compliance requirements of the home care sector,” said Hannen. “What we’ve done is sourced the requirements of the Aged Care Act under home care and we’re working with a number of providers to put that into place. It’s very much a program that will grow as we grow and will reduce the cost to the actual provider and ultimately the client,” she added.
wrong, it’s really about leveraging the learning opportunities from any mistakes—and there’s always an opportunity to improve,” she continued. “And that’s exactly what I extend to my clients. If they go backwards in a particular area, it’s really about stepping up and making opportunities to improve and focus on the collaboration that you can get from your team members.” In short, Critical Success Solutions is an experienced, professional and customer-focused Innovating for Success company that continues to believe “I am very focused on maximizing in the importance of providing an the opportunities for my clients individual and genuine approach to in terms of their diversity and its clients. ethnicity,” said Fleur. “I treat my “We’re a bit of a one-stop shop for clients with the utmost respect and aged care in particular, and certainly dignity, ensuring equality developing for business solutions,” shared business opportunities for them Fleur. “What I’m looking at in terms both professionally and personally, of future growth and development and I get a good response from that. is providing opportunities for best “I really enjoy mobilizing my practice and governance systems business culture into my day-to-day that will meet the compliance work, so if someone gets something requirements of the future.
“We’re a bit of a one-stop shop for aged care in particular, and certainly for business solutions.” – Fleur Hannen, owner/managing director criticalsuccesssolutions.com.au/
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CRITICAL SUCCESS SOLUTIONS “Over the next 20 years, it has been identified that the aged care and disability industries will increase and change dramatically. As a result of that, and to ensure that I keep abreast of all legislative changes now and into the future, and the opportunity to network and participate on various boards across education, aged care and health, whilst also being linked to organizations such as Women on Boards, Company Directors Institute, LASA (Leading Aged Services Australia) and ACSA (Aged Care Services Australia) is extremely important,” added Fleur. Why Choose Critical Success Solutions? Accreditation can be a costly exercise for any organization, so Critical Success Solutions has come forward to provide consulting services for all business types. “The cornerstone of our success is the way we work with clients and partners through professional honesty and integrity collaborations,” said Fleur. “We believe that our transparency and opportunity to add value to the day130
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to-day operational areas with our clients is what sets us apart from our competition.” Additionally, Critical Success Solutions houses a qualified staff with the relevant experience to deliver on projects of all sizes in a timely fashion. “We have 10 employees and of course, on occasion, bring in consultants with particular expertise. Having been in health care for over 30 years, I have built up a network of only the best in their field,” said Fleur. When it comes to managing her staff, Fleur takes the Nelson Mandela approach: “Lead from the back and let others believe they are in front. “My staff are my greatest asset, and when you create an innovative environment, it inspires them to contribute their best,” continued Fleur. “Most of my staff work remotely, as do I, and for us this is a way of being able to focus on the job at hand. We are constantly in touch and each of us have our own responsibilities and areas of expertise. Our staff hold highlevel qualifications in business
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“It’s really about stepping up and making opportunities to improve and focus on the collaboration that you can get from your team members.”
Company Information INDUSTRY
Health Care
– Fleur Hannen, owner/managing director HEADQUARTERS
management and various specialty areas. “I love what I do and I have to say that the people I work with are absolutely incredible,” added Fleur. “I’m very fortunate and blessed that I have the opportunity to work in aged care in Australia. It’s the most unique business area and it allows you to develop a passion that you don’t want to give up. I’ve got some amazing clients and some beautiful people that I’m able to contribute to their lives. I just feel very lucky to have fallen into such a wonderful opportunity.” Looking Ahead “Our dedicated staff are constantly researching new and upcoming trends which enable our customers to be at the forefront of their industry. We have built very strong business partnerships with organisations at the cutting edge of their sector – this enables us to provide the industry with leading solutions to our most important partners: our customers,” concluded Fleur. “We have exciting plans to expand into countries in the world, such as Hong Kong, China and India, as well as other associated industries.
Blaxland NSW, Australia FOUNDED
2002 EMPLOYEES
10 PRODUCTS/ SERVICES
Critical Success Solutions is a wholly owned Australian company that was established in July 2002. Critical Success Solutions is an organization that provides an innovative approach to business management and quality systems. The company has a commitment to provide professional, innovative and high-quality services to all clients, no matter what industry they are in.
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Intel Products Vietnam:
Planning for Increased Business and Opportunities in Vietnam Written by: Laura Close Produced by: Camilo Sanchez
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INTEL PRODUCTS VIETNAM
Intel Vietnam wins top prize in Vietnam HR Award 2014
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ntel Products’ history in Vietnam begins in 1997 when the company opened a representative office in Ho Chi Minh, followed shortly by another office in Hanoi. Then in 2006, the company announced a first: Intel would be building Intel’s largest Assembly and Test facility. Not only is this Saigon-based facility in Hi-Tech Park the largest, it was also the first $1 billion investment in the country, and the largest ever from a US-based firm. As an early and substantial investor in Vietnam, Intel Products has since been able to help 134
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shape the investor market. “It has been our experience at green field sites globally— where Intel is the first high-tech investor—that more investors tend to follow. We are also seeing this in Vietnam,” said Sherry Boger, Intel Products’ general manager. “We see this as a positive effective and look forward to having the high tech eco-system evolve.” But Intel Products’ biggest investment in Vietnam hasn’t been in its infrastructure. With a strong commitment to producing the best technology products and a
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Intel Products Vietnam receives Environmental Award recognized by MONRE
continuing interest in the well-being “Progressing to CPU production of the community and its employees, has been a great milestone for Intel Intel Products brings much more Products Vietnam, taking only a than business to the country. few months from initial engineering training to the start up of production Technology Means Everything ramp,” Boger said. “In contrast, As the tech sector continues to set the first products at our plant— a breakneck pace, Intel continues chipsets—took us five quarters its progress in research and from engineering training to the start manufacture on more complex of production.” technology products. To meet the demand for the world’s most Shipping to the World advanced CPUs for desktops and To maintain its top high-tech SOCs for mobile devices; Intel’s standing, Intel Products’ facilities facility is ramping up across its are seamlessly integrated on a product suite. real-time and near-time basis
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INTEL PRODUCTS VIETNAM
Solar power at Intel
worldwide. Intel Products Vietnam’s Assembly, Testing & Manufacturing facility in Ho Chi Minh City plays a crucial role in the global manufacturing story. “At a local level, we have been working with Saigon High Tech Park to seek more local suppliers whose goods and services meet our standards and expectations,” Boger said. “Due to the nature of global demand, but also the complex basis of our manufacturing, we 136
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employ a variety of shipping and distribution methods from air freight to shipping. As you would expect a company with the size and complexity of Intel, we have a global systems and processes to guide local implementation.” The Facility at Ho Chi Minh Intel’s decision to build its largest Assembly Test facility in Ho Chi Minh is the first of its kind in several ways for Vietnam. As mentioned earlier, it was the
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largest financial commitment made by a US-based firm to the Asian country and additionally, it is the first investment of its kind in the semiconductor industry in the Vietnam. Mid-2010 marked the beginning of chipset production at the facility. To support the continuing demands of mobile computing, Intel Vietnam utilized advanced chip package technology. “As the first major foreign investor in high technology in Vietnam, the new facility supports Intel’s digital ASEAN (d-ASEAN) program,” Boger explained. “The program works to develop a stronger digital workforce, integrate technology into education and government, and make technology more accessible for business and consumers within Southeast Asia.” The facility isn’t just built to produce the latest technology though. Employees benefit greatly from the facility with the use of a fitness centre, sports facilities, indoor recreation amenities, Health for Life centre, Mother rooms and cafes.
Investment in Employees The great facility at Ho Chi Minh also provides a host of other employee programs like hobby and social clubs, organized leisure activities, Family Fun events, quarterly employee parties, pampering amenities, convenience services and social networking channels. Intel Products Vietnam involves their employees in many parts of the business, including its innovation goals and investments. Boger detailed that she has found this to be a positive for the company, as its shares best practice among employees and drives new creativity and ideas in the company’s manufacturing and across operations at Saigon’s Hi-Tech Park. “Intel’s success in Vietnam relies on the availability of local, skilled workers,” Boger shared. “We work closely with governments, universities and industry across the country to help build a technologically-advanced and knowledge-based economy in Vietnam and to develop the required talent-pool.” One of the keys to the company’s success is a strong
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INTEL PRODUCTS VIETNAM career development program, which has increased employee retention. Intel allows flexibility for employees to move across departments or countries to acquire different skill sets and on-the-job experience, giving them different job options within the same company. The HR team employs a Learn—Connect— Experience model in most of the development programs, which has been a successful way to transfer knowledge at practical level in a fun and interactive setting. With as much as Intel does for its employees, the staff at Intel Products Vietnam is more than willing to give back. Since 2008 to end of 2013, Intel Vietnam employees volunteered more than 100,000 hours giving back to the community. These hours also get “matched” from the Intel Foundation as part of the company’s Intel Involved Matching Grant Program, to be used to improve learning and teaching facilities, fund scholarships and more. “I’m really proud of Intel Vietnam’s young and energetic workforce,” Boger commented. “They are always eager to learn and ready to 138
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take on new challenges and new roles. As one of the world’s leading companies in the high technology industry, we value the creativity and innovative ideas that our young employees bring to Intel.” Intel’s standing in the semiconductor industry has been proven by numerous awards and accolades related to the excellence of their employees. Vietnamese central and local governments have recognized Intel Products Vietnam for its contribution to the country’s growth. Intel also is the recent recipient of the Prime Minister’s Award and The best “Employer of Choice” by the Talent Net and Ministry of Labor in 2014, Intel Vietnam also won top prize in Vietnam HR Award 2014 and the Award for Corporate Excellence from the US Department of State in 2012. Improving Local Education Opportunities Intel understands that quality employees start with a quality education. Therefore the company is committed to helping transform the lives of future and current
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1st CPU made in Vietnam Celebration
employees as well as the lives of those in the surrounding community through education. “Previously we operated a study abroad program, which sponsored a total of 73 students from Vietnam technical and engineering universities of the third year to study two more years in the US to complete their bachelor’s degree at Portland State University,” Boger
said. “All of them completed their study and are now working at IPV.” Financial support has also been provided for the Royal Melbourne Institute of Technology Vietnam master’s degree program in Ho Chi Minh City. This has supported 41 Masters students with five cohorts, and all of them have joined IPV workforce since July till December this year.
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C O M PA N Y N A M E
Intel Green Bike Day
“We set our vision and then plan and iterate on the plan as needed.” – Sherry Boger, General Manager, Intel Products Vietnam 140
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“With more than 93% Gen-Y, our employees have an unquenchable thirst for learning new things, so we strive to inspire them in their never-ending quest for knowledge and skills, making sure we have fun along the way,” Boger commented. It was early on that Intel identified a need for capacity-building in skills development.
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As a result, the company was a founding partner of the Higher Engineering Education Alliance Program, which is transforming engineering education in faculties across Vietnam. In addition, Intel Vietnam has been focusing our support to
increase the technical diversity in its hiring strategy by giving away hundreds of scholarships to female students from vocational to university levels, included this driving force in both IVS and HEEAP initiatives.
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Looking Forward “We don’t speculate about where we will be in five years; we set our vision and then plan and iterate on the plan as needed” Boger said. She knows the factory in Vietnam is a longterm investment, and while the company is satisfied with its progress, it also understands that its innovative product pipeline requires new skills and continual improvement. For the future, Intel Products Vietnam’s focus will be on developing the talent of its current and potential employees so that the company is well-placed to meet the evolving needs of the tech business.
Company Information INDUSTRY
Manufacturing HEADQUARTERS
Tân Phú Ho Chi Minh Vietnam FOUNDED
1997 EMPLOYEES
1000+
“I’m really proud of Intel Vietnam’s young and energetic workforce. They are always eager to learn and ready to take on new challenges and new roles. As one of the world’s leading companies in the high technology industry, we value the creativity and innovative ideas that our young employees bring to Intel.” – Sherry Boger, General Manager, Intel Products Vietnam
INVESTMENT
$1 Billion PRODUCTS/ SERVICES Intel was a first-mover and early investor in Vietnam. The company opened a representative office in Ho Chi Minh City in 1997, followed shortly afterwards by Hanoi. Less than a decade later, in February 2006, Intel announced its plans to build the world’s largest Assembly and Test facility in Saigon Hi-Tech Park. 2006 was the first announced $1B investment in the country and the largest FDI by a US-based firm. Intel Products Vietnam is an early and substantial tenant in Saigon HiTech Park, located in the outskirts of Ho Chi Minh City, Vietnam.
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Stabicraft Marine:
Stabicraft’s Success Stays Afloat with Pioneering Buoyancy Technology
Innovation and long-running expertise help Stabicraft dom New Zealand market and continue expanding worldwide. Written by: Andrew Rossillo Produced by: Camilo Sanchez
minate .
S TA B I C R A F T M A R I N E
3 Stabicraft’s delivered to Victorian Coastguard Authorities
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tabicraft Marine has been synonymous with regional, domestic and international marine communities since its inception in 1987. In a backstreet workshop in Invercargill, Paul Adams and Bruce Dickens built the first rigid hulled aluminium pontoon boat, a Stabicraft 3.5 Dinghy, called the “Ally Duck.” Managing Director Paul Adams has grown the brand from its humble beginnings in an engineering shop to a successful, modern manufacturing plant and embarcadero. For Stabicraft, quality control starts with the purchase of raw 146
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materials, continuing through each stage of the manufacturing process. The company invests in both people and plant to make sure they retain their cutting edge. Stabicraft Marine welders are certified to international standards, and they have the largest CNC router in New Zealand. As can be gathered from the company’s name, stability, safety and innovation continue to be prime goals and missions. In fact, they were one of the first New Zealand boat manufacturers to sign up for CPC certification as an independent verification of build standard, and the first manufacturer
M A N U FA C T U R I N G
The Northern Territories love the new Stabicraft 2100 Frontier set-ups
to sign up for the Australian Boat Builders Plate.
technology has been a fundamental underpinning of the company’s success. Together with innovative Production Process design advancements, this has led to Special attention is given to Stabicraft being the most successful each and every Stabicraft boat trailer boat manufacturer in New produced, with quality and pride of Zealand,” said Stabicraft Marine’s workmanship being an important New Product Development Manager aspect of the manufacturing process. Daniel Upperton. A quality checking system is in place In addition to the company’s to check material and components at great success in New Zealand, each stage of production, ensuring Stabicraft’s success is also staying every Stabicraft product that enters afloat outside of its domestic the marketplace is not just superior markets as well. “Stabicraft exports in terms of quality but exceeds the to Australia, the USA and we have standards of the boating industry. even sent boats to Russia, Africa “Pioneering positive buoyancy and Europe,” said Upperton. w w w. s t a b i c r a f t . c o m /
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Boat Windscreens, Marine Glaziers, Cabin Doors and Sliders Sea Thru Ltd specializes in the design and fabrication of high quality windows, windscreens, cabin doors and sliders for boats & yachts. With more than 25 years in the business, we have accumulated a large range of templates and designs throughout the New Zealand market. Our products and services include: • • • • •
Boat Windscreens Marine Glaziers Cabin Doors and Sliders Acrylic Products Custom and Insurance Work
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20 Taurus Place, Bromley, Christchurch, NZ Phone: +64 3 381 1149 Fax: +64 3 381 1150 E-mail: boatscreens@seathru.co.nz
S TA B I C R A F T M A R I N E Nowadays, Stabicraft’s boats are found in waters worldwide. They have standard models across four ranges: the original Fishers, the recreational Sports XRs, the robust Frontiers and their all-weather Supercabs. Around 600 boats are turned out from their Invercargill, New Zealand factory every year thanks to a dedicated staff of 68. Their global team features 16 dealers in New Zealand, 14 in Australia, three in the U.S., one in Alaska and one in New Caledonia. Competitive Advantages A significant amount of Stabicraft’s strength in the marketplace comes
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from their pioneering positive buoyancy technology that’s been part of the company’s success since it started. “That’s basically a rigid aluminium life ring around the outside of the boat,” explained Upperton. Innovation is one of the company’s strongest differentials. “We constantly strive to keep ahead of the game through innovation. We have a large design and engineering team here; probably the largest in the country of our industry. We practice some very advanced processes for capturing that innovation. This includes a design process that adheres
SEA THRU
Employees: 10 Established: 1989 Industry: Manufacturing and Supply of Marine Glazing, including fixed and opening windows, doors hatches and cabin windows. Services: One stop glazing repairs and installations. Ongoing Projects: Continuous development of existing and new products. Management: Brian Casey, Managing Director Mandy Bloomfield, General Manager Trevor Cockle, Production Manager Website: http://www.seathru.co.nz/
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The Stabicraft 1850 Supercab is our most popular Australian model
“Pioneering positive buoyancy technology has been a fundamental underpinning of the company’s success. Together with innovative design advancements, this has led to Stabicraft being the most successful trailer boat manufacturer in New Zealand.” – Daniel Upperton, New Product Development Manager
to comprehensive concept and prototyping work. And we can make all of that happen very quickly,” said Upperton. Stabicraft also boasts a strong commercial portfolio. “We support a lot of the Australia 150
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Coast Guard, water police, emergency services and the recreational sector, too. When customers of clients see our boats being used in a commercial platform that gives us quite a bit of kudos from the recreational
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platform as well, creating a major advantage for us,” said Upperton. Stabicraft also maintains another key advantage by focusing on its customers and end users. “We have a massive dealer network throughout New Zealand, Australia and the U.S.A. We can tap into those entities, and make use of a lot of valuable information through them. In fact, we have a program where we capture a lot of that information and feed it back into our design,” said Upperton.
Company Information INDUSTRY
Manufacturing HEADQUARTERS
Invercargill Southland New Zealand FOUNDED
Unmistakably Stabicraft To continue growing with strength, Stabicraft develops different ways to utilise the design process better and utilise external companies, leveraging their expertise, and funneling that into their design, while remaining true to their own DNA. As part of this, Stabicraft eagerly looks forward to the launch of its 1600 Carbon Series boats, which are going to be released in May in New Zealand. “One of the key aspects of our design philosophy demands that every Stabicraft be instantly recognizable as such,” said Stabicraft’s Managing Director Paul Adams. “Stabicraft’s 1600 Carbon Series with uncompromisingly sharp contours is the essence of our brand. According to an extreme, awe-inspiring look, which is eternally different but unmistakably Stabicraft, we are pushing the boundaries of what has previously been considered the norm in the marine industry.”
1987 EMPLOYEES
68 REVENUE
$15 million PRODUCTS/ SERVICES Stabicraft Marine has been synonymous with regional, domestic and international marine communities since its inception in 1987. In a backstreet workshop in Invercargill, Paul Adams and Bruce Dickens built the first rigid hulled aluminium chambered boat, a Stabicraft 3.5 Dinghy, called the “Ally Duck.” Managing Director Paul Adams has grown the brand from its humble beginnings in an engineering shop to a successful, modern manufacturing plant and embarcadero.
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Maschinenfabrik Reinhausen safely controls half of the world’s power requirements Excellence achieved through powerful global network of shared knowledge, skills and experience Written by: Andrew Rossillo Produced by: Camilo Sanchez
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REINHAUSEN AUSTRALIA
MR Test Center
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einhausen Australia is active in power engineering and is part of Maschinenfabrik Reinhausen GmbH (MR) and its 30 subsidiaries and affiliated companies globally. The parent Company was founded in 1868, running central operations and activities out of Regensburg, Germany. From this location, there is also a unique global testing and innovation center that greatly contributes to the success of the overall company. “Our core business is the regulation of power transformers. This is done above all with the aid 154
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of tap changers, which adapt the transmission ratio of the primary to secondary winding to changing load ratios and, together with additional, innovative products and services, ensure an interruptionfree power supply. The tap changer equipment we use is like a gearbox for high-voltage transformers. With that piece of equipment, we safely control over 50 percent of the world’s electrical energy requirements,” said Reinhausen Australia’s Managing Director Brett Flower. Through increasing integration of renewable energies into the
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Training Center
power network, this regulation also has an ever-increasing importance on the distribution network level. Here, the Company likewise provides innovative system solutions. Together with conceptual design of systems for reactive power compensation and accompanying services, such as network analysis and calculation, MR rounds out their network regulation offerings. An additional, successful field of activity is in winding fiberglass-reinforced plastic tubes, processing plastic cylinders and manufacturing composite hollow insulators.
MR operates with a strong vision focused on integrating a Reinhausen product in every transformer around the world. As an innovative company with decades of experience in voltage regulation, MR is present in every area that deals with the flow of energy. They work every day to make the global energy supply better and more secure with their solutions. This applies to their product solutions and to their extensive service offerings and their competencies in project business. The Company executes these things together with their w w w. r e i n h a u s e n . c o m
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REINHAUSEN AUSTRALIA customers, the manufacturers of high-voltage devices and systems, utility providers and voltageintensive large-scale industry. Together with ten partner companies, MR is an active member of the TRANSFORM network platform, a unique association of European premium providers in the transformer area; for the benefit of their shared customers. Thanks to the stringent alignment of all of the Company’s activities toward
quality experienced service HV Contracting Pty Ltd services the medium to high voltage industries throughout Australia. Services include: • Transformer installation and maintenance • Oil sampling and analysis • Oil filtration • Mechanical construction • Electrical contracting Our strong relationships with major manufactures can assure you to get the right advice and the right service every time. 13 White Street, Bayswater WA 6053 Ph: 08 9272 6899 Mob: 04 1936 4316 Email: nev@hvcontracting.com.au
www.hvcontracting.com.au
innovation, expertise and reliability, versatile synergies and customer advantages are created. German Designed, Engineered and Manufactured Among many powerful competitive advantages, Flower was quick to list “German designed, engineered and manufactured” as key differentiators. “The fact that our equipment is made in Germany carries a lot of respect in engineering and the consumer markets.” That quality is paired with the amazing group of people we have in our network. For our highly skilled people, it’s not a job, it’s a career. Our average tenure in our company is approximately 10 years.” “We have a global presence of 30 subsidiaries worldwide. Those people throughout that network are the best in the business.” Flower pointed out that they communicate globally on a daily basis, thereby leveraging the group’s great collective strength as much as possible. “When we catch up, it’s like a big family reunion. And there’s great pride in the quality of our
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people and equipment.” It is this comprehensive, global collaboration that helped Reinhausen invent the tap changer that they use. “We invented and patented the tap changer back in 1926. We’ve been the market leader ever since then,” said Flower.
fundamental manner in which Reinhausen stays true to its core values is maintaining premium quality management. “The quality management we have is unparalleled. We have a state-ofart test center in our headquarters in Regensburg, Germany. This ensures that we not only exceed Steady Growth the international standards, we As evidence of MR’s steady growth smash them,” said Flower with a and consistent strength, they are a confident chuckle. multi-award innovation leader. “We developed vacuum technology Regulating Over 50 Percent of in our product line, which has the World’s Power revolutionized the industry. It At the core of Reinhausen’s ability brought a maintenance-free to regulate over 50 percent of product into certain applications. the world’s power is their onOur competitors have basically load tap-changer (OLTC); the been scrambling to catch up ever founding block of their business. since,” said Flower. “This is supported by premium “We’re always the leader, service. Our technicians are and never the follower. Being trained to the highest standards. dynamic and moving with industry “We’re solutions providers for our trends is a key component of customers,” said Flower. It is this our success. Our business has premium service and skill that has changed substantially in just the helped the Company maintain past few years alone. We have a technical excellence throughout new business unit that has been its operations, winning numerous charged with regularly keeping us accolades, including IEC awards ahead of the change,” said Flower. for work on power transformers. Furthermore, a particularly Helping to maintain this excellence w w w. r e i n h a u s e n . c o m
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Replacement of an older OLTC
is their global network of skills, experience and knowledge that can be tapped into at any time, by anyone throughout the Company. Global Marketplace Domination Expansion While MR has been steadily growing throughout its history, the Company has enjoyed particularly significant growth in the last five years. “For a company like ours to continue to be the market 158
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leader, it’s all about innovation and adaptability. As part of that, we’re looking into acquiring knowledge and companies to bring new services and product offerings,” said Flower. “Among others, we’ve recently partnered with a company called CAPT, an Italian offload tap changer manufacturer, bringing another product group to the company. We’ve also incorporated a business called Reinhausen Solutions Corporation
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“Our core business is the regulation of power transformers…The tap changer equipment we use is like a gearbox for high-voltage transformers. With that piece of equipment, we have control of over 50 percent of the world’s electrical energy.”
Company Information
– Brett Flower, Managing Director
Regensburg Germany Local Subsidiary: Kingsgrove NSW, Australia
(RJP) in Japan, which specialises in asset management solutions. RJP has been done as a joint venture with Hitachi. Great things are coming from the power of these large iconic companies coming together.” While early stage restrictions currently require confidentiality, Flower was able to share that the Company does indeed have a number of new projects in early development. “The prospects for Reinhausen Australia and the Group as a whole are extremely promising and exciting. There’s a strong demand for our expertise, and we have to move with that demand,” said Flower. “My role is to make sure we are where our customers need us. We will continue to provide premium service across all parts of the business, wherever we are needed.” Contact Details: Phone: +61 2 9502 2202 Fax:
+61 2 9502 2224
INDUSTRY
Manufacturing HEADQUARTERS
FOUNDED
1987 EMPLOYEES
14 PRODUCTS/ SERVICES Reinhausen Australia is active in power engineering and is part of Maschinenfabrik Reinhausen GmbH (MR) and its 30 subsidiaries and affiliated companies globally. The Company was founded in 1868, running central operations and activities out of Regensburg, Germany. From this location, there is also a unique global testing and innovation center that greatly contributes to the success of the overall company.
Email: sales@au.reinhausen.com
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AUSTRALIAN MADE CAMPAIGN:
Australia’s registered count of-origin certification trade
ntrymark
A U S T R A L I A N M A D E C A M PA I G N
Worker at Sutton Tools
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he not-for-profit Australian Made Campaign administers and promotes the famous green-and-gold kangaroo logo, Australia’s registered country-oforigin trade mark. The iconic Australian Made, Australian Grown (AMAG) symbol has been identifying Australian goods since 1986, and is now used by 162
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more than 2000 companies on some 15,000 products to identify genuine Aussie products and produce. The stylised kangaroo has been used in countries all over the world by exporters to clearly establish their products and produce as Australian. In fact, approximately one third of the companies who use the logo, export their goods. The logo
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provides crucial authenticity in these export markets, reinforced in recent years by the registration of the trade mark in China, Singapore, South Korea and the USA, with plans for further registrations underway. Market research* reveals more than 98% of Australian consumers recognise the logo, and 88% trust it. It is backed by a multi-million dollar marketing and communications campaign, and its significant and growing recognition and trust in Australia throughout the world, particularly in Asia, make it a powerful marketing symbol for Australian growers and manufacturers.
listing, fully searchable by name or products offered and integrated with social media.
Australian Made branded stores 2015 also marks the launch of ‘Australian Made’ branded stores in China, under a new partnership with Australia Made Shop Pty Ltd (AMS). There is already a network of Australian Made branded stores in South Korea. AMS will only showcase products certified to carry the AMAG logo to the affluent Chinese market. Initially launching in the Shanghai Free Trade Zone in February, stocking shelf-stable products, stores are set to open in other major A comprehensive online database cities throughout 2015, with the The Australian Made Campaign intent to offer fresh produce as well. recently launched its new website, Australia’s Federal Minister for www.australianmade.com.au. Small Business, Bruce Billson, said Featuring products and produce an ‘Australian Made’ retail presence from thousands of Australian showcasing the very best and most farmers and manufacturers, the authentic Australian products to the website enables consumers to crucial Chinese market was truly quickly and easily find locally exciting. “Knowing that suppliers made, grown or caught products. have an ‘on the ground’ partner Only products certified to carry to market their ‘Australian Made’ the AMAG logo can be featured. products to increasingly discerning Every business has its own online Chinese consumers builds exporter w w w. a u s t r a l i a n m a d e . c o m . a u
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A U S T R A L I A N M A D E C A M PA I G N confidence and optimism, and local jobs and economic opportunities,” Mr Billson said. The certification process If your products are made or grown in Australia, you could be eligible to use the Australian Made, Australian Grown logo. To qualify, your products must comply with the criteria for one of the following descriptors: • Australian Made: The product has been made in Australia and over 50 per cent of the cost of production cost has been incurred in Australia. • Australian Grown: All significant ingredients are grown in Australia and almost all processing has been carried out in Australia. • Product of Australia: All significant ingredients come from Australia and almost all of the manufacturing/processing has been carried out in Australia. • Australian Seafood: All significant ingredients are grown/ harvested in Australia and almost all processing has been carried out in Australia. • Australian (for export use only): The product must satisfy the criteria 164
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for at least one of the four preceding claims, and not be misleading. It is important to note that, for food products, the rules for using the AMAG logo with an ‘Australian Made’ claim are more stringent than those applying under the Government’s Australian Consumer Law. A stricter set of criteria about what actually constitutes ‘substantial transformation’ was introduced several years ago to reduce any confusion about a food product’s true country-of-origin. Australia’s reputation for high quality, health and safety standards in manufacturing has helped to create a strong nation brand for businesses to leverage, and if you qualify to use the logo, there are a few easy protocols you can put in place to be sure you get the most out of it. These include: • Placing the logo clearly and visibly on the front of product packaging; • Promoting the logo extensively across all marketing and communications materials • Using the logo as part of your sales pitch, to help convert sales and secure Government contracts.
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Ian Harrison, Chief Executive, Australian Made Campaign
How much does it cost? The annual licence fee is based on the actual sales of licensed products for the previous 12 months, and is charged based on the range your turnover falls into. There is a fixed fee associated with each range. The minimum fee
is $300 plus GST for annual sales up to $300,000, and the maximum fee is $25,000 for annual sales over $45,000,000. To find out more, visit www. australianmade.com.au/forbusiness.
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New Zealand Made: Showing home is still where the manufacturing heart is
NEW ZEALAND MADE
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o matter how small the world may be getting in terms of travel and trade, there’s a clear and growing message coming from consumers: that when it comes to buying products, they’re 168
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on the look out for high-quality options that have been made in their own back yard. Admittedly, that hasn’t always been the case. There was a time when products or services that originated
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overseas were coveted by many, and consumers had to be persuaded to buy homegrown goods. That was the thinking when Buy NZ Made was formed in 1988. Their goal was to put New Zealand-
made goods in the spotlight and encourage consumers and businesses to spend their hard earned dollars on locally made products instead of imported ones. Unlike Australia, there are no exact w w w. b u y n z . o r g . n z
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proportions to determine whether or not a product is made in New Zealand. Instead, the Fair Trading Act looks at where significant points of transformation occurred. For example, if an item of clothing is made in New Zealand from foreign fabric, it’s deemed to be NZ Made. Likewise, for a food item you would determine where the essential
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character of the food was created and for a manufactured product, if a substantial part of the creation happens onshore. The acid test to decide whether a claim breaches the Act is quite simply whether that claim is likely to be misleading. With that boundary firmly in mind, Buy NZ Made membership is open
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to anyone who creates or sells New Zealand-made products within New Zealand. There are more than 1100 members currently with the organisation, across 27 different business categories. Members have access to a range of support and promotional opportunities to help them grow their business. The organisation represents all of businesses through their own website, and assists with marketing their products both in New Zealand and overseas. Buy NZ Made also runs themed promotions throughout the year, which are circulated throughout the membership base and advertised through social media. One of the most simple but powerful benefits is that members are able to use the Buy NZ Made logo on their products and marketing. This ensures they get maximum exposure with customers who are keen to support local business. The logo has proven to be equally powerful on foreign shelves where customers are drawn to New Zealand’s clean, green
image and growing reputation for innovation quality. One of Buy NZ Made’s key marketing strategies has been their ‘Clever Kiwis’ campaign, which showcases the many achievements of Kiwi entrepeneurs. Many of these businesses are discovering new ways to utilise natural resources, developing solutions for local and international demands and creating new production standards around the globe. The Buy NZ Made campaign has received much support in return over the last few years due largely to concerns about the carbon footprint attached to imported products, as well as growing awareness surrounding the working conditions of employees overseas, FairTrade and the impact buying homegrown goods and supporting local business has on our own economy. Obviously, the answer doesn’t lie entirely with Buy NZ Made but it’s a good start. The more success local businesses can create and sustain, the better it seems to be for everyone.
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Consolidated Power Projects (CPP): Operates with Over 250 Projects’ Worth of Experie
CPP delivers turnkey solutions that adopt full responsibil projects for comprehensive success. Written by: Andrew Rossillo Produced by: Wayne Masciotro
ence
lity of entire
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C O N S O L I D AT E D P O W E R P R O J E C T S ( C P P )
North of Adelaide, South Australia
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onsolidated Power Projects (CPP) is an Australian electrical engineering company that specialises in providing project engineering and construction services for Electrical Infrastructure from Medium Voltage (MV) through to Extra High Voltage (EHV) installations throughout Australia. CPP’s high voltage electrical infrastructure services include project scoping, 174
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preliminary and concept design, cost estimation, detail design, procurement, construction, test and commissioning and switching. CPP is a company focused on delivering projects, requiring the design and construction of bulk power transmission and distribution assets and associated requirements in its target market sectors. In operation since 1996, the company has successfully
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completed over 250 projects throughout Australia by means of complete turnkey solutions. These turnkey solutions include conceptual design to final commissioning through the critical orchestration of experienced engineers, designers, project managers and construction personnel. It is in this way that CPP takes full responsibility for the entire project, allowing their clients to optimise their operations
and focus on their highest incomeproducing activities. CPP’s clients are able to dominate their own individual markets by taking advantage of the company’s extensive experience and expertise in delivering projects that range from traditional electrical infrastructure for power utilities, industry and mining through to the latest electrical infrastructure requirements for the renewable energy sector. w w w. c o n p o w e r. c o m . a u
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C O N S O L I D AT E D P O W E R P R O J E C T S ( C P P ) E N E R G Y This comprehensive range of strong capabilities has allowed CPP to deliver successful projects to major clients that include: ElectraNet, TransGrid, Powerlink, AGL, Essential Energy, Pacific Hydro, Roaring 40s, Senvion (formerly REPower/ Suzlon), Goldwind, Leighton, ABB, Siemens, Tenix, Country Energy, Jemena and CitiPower. Specific major projects that CPP has made possible include: the Clements Gap Wind Farm, the Portland Wind Energy Project, the Snowtown Grid Connection, the Redhill Grid Connection, the Mokota Switching Station, the Cherry Gardens Substation re-build, the Tungkillo Switching Station, Macarthur Wind Farm Design and the Hallett Hill Wind Farm. Among the critical factors that have helped CPP to complete such a diverse range of projects for such a wide variety of clients is their vendor neutrality. This neutrality continues to grant the company a significant degree of flexibility, which in turn promotes cost-effective operations. CPP applies these cost savings towards a combination of reinvesting back within itself, as well
as towards providing budget-friendly projects for its clients. Furthermore, the companyâ&#x20AC;&#x2122;s vendor neutrality continues to promote the highest quality in design and construction services as an integrated single source solution. CPP is focused on and committed to delivering quality projects on time to an agreed budgetâ&#x20AC;&#x201D;their track record of almost 20 years provides substantial evidence of this. In order to get the most out of its vendor relationships and optimise on all of its deliverables, Consolidated Power Projects retains specialist skills in project management and delivery, design, procurement, construction and installation and testing and commissioning in its specialist area of high voltage substations and overhead lines. The delivery of any works or assignments is through an internal project delivery methodology and process which allocates resources, responsibilities and accountabilities clearly, resulting in timely, cost effective and quality controlled outputs for customers. In addition, CPP maintains strategic links with highly skilled w w w. c o n p o w e r. c o m . a u
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consultants and technical experts, both local and international, who work on projects as required. Furthermore, the company is fully committed to maintaining the highest degree of both internal and external communication. This continuous focus on communication serves to promote significant flexibility in regards to changing client needs, helping their clients adapt to changing business environments and shifting project priorities. Similarly, CPPâ&#x20AC;&#x2122;s dedication to communication continues to help ensure that 178
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the company is able provide its employees with the resources and help they need to best address their daily and long-term responsibilities. Each project is allocated to a project manager who takes responsibility for implementing the companyâ&#x20AC;&#x2122;s project delivery process. Clients are consulted to define and implement the agreed quality standards, project design management plans, the organisational structure, communication channels, review points and project delivery plan. During this process, design reviews
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and ongoing consultation with the client to determine best fit solutions are carried out in conjunction with the design team. Additionally, CPP conducts site visits to carry out site surveys, assess site constraints and soil conditions required for the design of a project. With all the valuable resources the company has access to, it is their people that CPP holds as their most important asset. CPP strives to attract and retain the best by creating and continually improving its work environment to make it safe, exciting and flexible while at the same time striving to fulfill the individual career objectives of personnel. Aligning these talented and motivated people with CPP’s purpose, goals and company culture is a key factor contributing to their long running, successful track record. CPP treats its employees with respect and empathy and encourages supportive relationships both in the workplace as well as personal environments. Maintaining a solid work-life balance and the personal wellbeing of each employee has always been a key objective of the company, and it continues to bolster CPP’s success throughout all of its efforts. Furthermore, CPP also encourages training and continuous self improvement to develop individuals and enhance the company’s overall professional image. While CPP works hard and is serious about delivering a prompt and professional service, they also strive to enjoy their work experience.
Company Information INDUSTRY
Energy HEADQUARTERS
Regents Park Estate, Regents Park NSW FOUNDED
1966 EMPLOYEES
320 REVENUE
$170 Million PRODUCTS/ SERVICES Consolidated Power Projects (CPP) is an Australian electrical engineering company that specialises in providing project engineering and construction services for Electrical Infrastructure from Medium Voltage (MV) through to Extra High Voltage (EHV) installations throughout Australia. In operation since 1996, the company has successfully completed over 250 projects throughout Australia through complete turnkey solutions. These turnkey solutions include conceptual design through to final commissioning through the critical orchestration of experienced engineers, designers, project managers and construction personnel. It is in this way that CPP takes full responsibility for the entire project, allowing their clients to optimise their operations and focus on their highest income producing activities.
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