Australasian Business Coverage Issue 17

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Australasian Business Coverage

Featuring Rio Tinto, Australian Rail Track Corporation, Liebherr Australia...


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Welcome to Issue 17 of Australasian Business Coverage. This edition we are pleased to feature a host of businesses that have grown into multinational organisations from small, humble beginnings. We tell the story of their rise, whether it be Ritchie’s Supermarkets or Arnott’s. We also look at InvoCare, which provides quality funeral, cemetery and related products and services to the AsiaPacific market. The company has expanded into the US what’s next for the Australian organisation?

In the transport sector, the Australian Rail Track Corporation Ltd (ARTC) manages the seamless and safe transit of hundreds of freight and passenger trains every single day. We focus on the impact of more than $6 billion in infrastructure upgrades, dedicated freight mines and real time freight tracking.

Look out for in-depth reports on Rio Tinto, Liebherr, Satterley Property Group and Parmalat which feature too. Enjoy the issue

Andrew Williamson Editor

Contents ISSUE 17

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AUSTRALIAN RAIL Track Corporation







Arnott’s Australia







BLACKHAM RESOURCES AWARD MATILDA CONTRACTS Following the recent final approvals required to commence operations at its 5.1Moz Matilda Gold Project, Blackham Resources has selected contractors for mining, tailings dam construction and the power station. Following a rigorous tendering process Blackham has selected the preferred contractors for these key areas to ensure operations commence as planned. Blackham selected MACA Limited as the open pit mining contractor. MACA have already begun mobilising equipment to the Matilda Gold Project with a view to commence open pit mining in July. Blackham have selected, for the underground mining contract, Pybar Mining Services who have started mobilising to site and will shortly commence preparations for the mining of the Golden Age orebody. Underground mining of

the high grade Golden Age orebody is expected to commence in July. Blackham awarded the Tailings Dam construction contract to Cape Crushing & Earthworks who are well advanced on the construction. The power station contract has been awarded to Contract Power Group who have already installed temporary diesel power. Site preparation work has commenced for the installation of new gas generators. Gold production from the Matilda Gold Project is on track for the Sept 2016 quarter.


BARMINCO AWARDED KUNDANA GOLD MINES CONTRACT Underground hard-rock mining contractor Barminco has been awarded a three-year A$275 million contract, with a two year option, at the Kundana gold mines from the East Kundana Joint Venture (EKJV) (Northern Star Resources 51%, and Rand Mining and Tribune Resources together 49%). Under the contract, which will be one of the Company’s largest contracts, Barminco will provide a full suite of underground mining services including development, production, bogging, haulage, maintenance, and operation of underground services. Barminco has agreed to offer employment to all existing EKJV staff. Staff who accept this offer will retain all their existing entitlements, including those relating to continuity of service. Barminco has also agreed that fly in-fly out staff will account for no more than 15 per cent of the total staff at EKJV. This is in-line with current employment ratios. Barminco has a longstanding history in the

Kalgoorlie community and is pleased to secure a major contract in support of the city. Barminco Chief Executive Officer Peter Stokes said he was delighted Barminco had secured this major, high quality underground mining contract. “The contract adds to the strong platform of work we have across the business and we look forward to strengthening Barminco’s relationship with this important client,” Mr Stokes said. “Barminco has been providing diamond drilling services at a number of Northern Star sites and we welcome the opportunity to now demonstrate our underground mining credentials at Kundana. “Barminco’s performance, during what has been a challenging period for the sector, is a real testament to our entire workforce, including our operators, maintenance, administration and executive teams, who have all worked hard to ensure the business is in the best possible shape both operationally and financially.” Barminco’s Chief Operating Officer Victor Rajasooriar said: “Our focus over the year has been to implement additional, targeted operational efficiency improvements and a cost management strategy to establish Barminco as a leader in providing the most productive and efficient outcomes for our clients.This effort has built on our already solid reputation in the sector and has contributed significantly to our success in securing this work.”


AUCKLAND AIRPORT TO BUILD NEW DISTRIBUTION FACILITY FOR FONTERRA Auckland Airport is to build a state-of-the-art new distribution centre for Fonterra’s New Zealand consumer business (Fonterra Brands New Zealand), the two companies announced today. Fonterra Brands New Zealand (FBNZ) is scheduled to occupy the new premises under a long-term lease from March 2017. The 11,000sqm facility – which will enable FBNZ to consolidate multiple existing warehouses into a single, multi-temperature space – will be built on Timberley Road as part of Auckland Airport’s worldclass industrial business park, The Landing. Mark Thomson, Auckland Airport’s general manager - property, says the partnership with Fonterra is a welcome addition to Auckland Airport’s growing property portfolio. “We are thrilled to be partnering with Fonterra to provide facilities that will directly benefit its customers. This is a long term relationship that complements our existing asset base and customer mix.”

Mr Thomson says attracting long-term tenants such as FBNZ to Auckland Airport’s business park is not simply about location, but is testament to the quality of the infrastructure provided for companies and their staff. Comprehensively landscaped, The Landing provides easy access to a range of social and leisure activities. Leon Clement, FBNZ’s Managing Director, says the business is excited by the prospect of moving to the new facility at the airport as it will consolidate seven warehouses – four of its own and three third parties’ – into one, optimising storage and reducing complexity in freight movements. “Our new distribution centre, which will be purpose built for us, will help us deliver a step change in service to our export and domestic retail and foodservice customers.” “Having a single dispatch point in Auckland for all our dairy products, except ice cream, will greatly improve the efficiency of our North Island supply chain operation – for example, instead of supplying a customer order from two or three DCs we will be able to supply it from one, reducing movements on busy roads and improving service levels for customers. “We operate in a high demand category and having the latest warehouse technology will also enable us to meet our customers’ expectations around the product mix they want when they want it.” FBNZ will lease the building from Auckland Airport, but will be responsible for its operation.


DECMIL TO CONSTRUCT $17M PRIMARY SCHOOL IN AUCKLAND Decmil has been awarded a design and construct contract to build a new primary school for the Ministry of Education in Takanini, Auckland. The project has an initial value of NZ$17.0m and will start immediately. It adds to the South Hornby primary school project already underway in Christchurch. The project further consolidates the establishment of Decmil’s New Zealand office with projects underway on both the north and south islands.


SAMSUNG LAUNCHES SAMSUNG PAY IN AUSTRALIA Samsung Electronics Australia has launched the company’s mobile payment service, Samsung Pay, bringing Australian consumers and businesses a secure, fast, and simple way to pay. The mobile payment service works almost anywhere you can pay with a participating credit or debit card. Samsung Pay will be available starting today on compatible Samsung smartphones including the Galaxy S6, Galaxy S6 edge, Galaxy S6 edge+, Galaxy Note 5, Galaxy S7 and Galaxy S7 edge, with specific availability varying by local operator. “Today’s launch of Samsung Pay offers more than a secure and convenient way for Samsung smartphone owners to pay,” said Prasad Gokhale, Vice President, Mobile Division, Samsung Australia. “It’s the next development for Australians who use their smartphone as the central device to live, organise and enjoy their lives.” “Australia is a market of early technology adopters and by providing a platform open to all partners, ranging from government to financial institutions and

retailers, while upholding the highest standards of security and data privacy, Samsung is fueling the transition to a truly digital wallet.” The arrival of Samsung Pay in Australia follows successful launches in South Korea, the United States, China, and Spain. “In the first six months of launching in Korea and the U.S., Samsung Pay has surpassed more than 5 million registered users and today has processed more than US$1billion of transactions in South Korea alone,” said Elle Kim, Global Vice President, Samsung Pay, Mobile Communications Business. “This success indicates a tremendous opportunity in Australia, a market where contactless payments are already in strong demand.”


DATA#3 EXTENDS BRISBANE AIRPORT CONTRACT Data#3, a leading Australian business technology solutions company, has announced that Brisbane Airport Corporation (BAC) will extend its Managed Technology Infrastructure Service contract with Data#3, from now through to June 2018. The new solution with extended services, will consolidate the management of BAC’s IT, affording BAC more time to focus on the core business of running one of the largest Airports in Australia. As part of the service, Data#3 will provide 24/7 Service Desk Management, Network, Server, Database and Desktop Support to 350 BAC corporate staff, and network connectivity to more than 20,000 associated airport workers. “Building on the back of a first-generation ICT outsourcing deal with Data#3, we now need to elevate the relationship to a more strategic level,” BAC’s CIO, Mansoor Karatela said. “We needed a technology partner who could be agile and flexible enough to not only manage our day to day ICT operations well, but also partner with us to transform and grow our business. The renewal of our outsourcing arrangement

with Data#3 was a logical progression which will allow us to work together to deliver a first class service to our clients whilst also driving operational efficiencies across our broad ICT environment.” Data#3 had provided BAC with their previous contract, a blended on-site and remotely delivered IT Service, which had recently come to end-of-term. As the service satisfaction percentage had risen to a consistent 90% over the last 12 months, BAC was confident that Data#3 was the partner of choice. Data#3’s CEO, Laurence Baynham, commented, “This extended agreement with Brisbane Airport Corporation is one that the entire Data#3 team is very proud of. Reinforced by our commitment to service excellence for our customers, this demonstrates the high service standards achieved over the last 12 months. We are focused on supporting Brisbane Airport Corporation in delivering ongoing, optimised services and will continue to grow our knowledge and skills in the highly demanding Airline Industry.” The new solution will see BAC receiving an improved services delivery model with closer alignment to the business. The benefits include; improved knowledge management systems and portals, easier to engage service outcomes and improved service responsiveness, the provision of innovative IT services and infrastructure to the changing needs of the airport, and importantly, reduced risks in the management of secure technology assets and business data – all aligning tightly with BAC’s strategy towards a selfservice and digital transformation.


LAING O’ROURKE & BGC WIN NORTHLINK WA STAGE 2PROJECT CONTRACT West Australian Minister for Transport Dean Nalder has announced that Great Northern Connect, a joint venture between Laing O’Rourke and BGC Contracting, is the preferred contractor for the NorthLink WA Stage 2project. The project comprises the first section of the Perth Darwin National Highway and will form part of the Swan Valley Bypass to reduce congestion on the local road network including Great Northern Highway. The finished Swan Valley Bypass will provide the northern link into Perth for heavy freight traffic and create direct access for growing suburban developments such as Ellenbrook. Great Northern Connect will oversee the design and construction of nearly 20km of highway, four interchanges, 14 road bridges and three footbridges. Laing O’Rourke Australia Hub Managing Director Cathal O’Rourke welcomed the Minister’s announcement. “We have a proud history of delivering critical infrastructure across Western Australia and are extremely pleased to be playing a major role on another

significant project for the State,” Mr O’Rourke said. “This project builds on our growing portfolio of national road infrastructure projects – with work for state roads clients already underway in Victoria, South Australia and northern NSW where we are delivering the nation’s largest regional public infrastructure investment, the final 155km link of the upgraded Pacific Highway.” Construction work on Northlink Stage 2 is expected to begin later this year.

BGC Contracting chief executive Greg Heylen


Producing metals and minerals that are essential to global development




ou’d be forgiven for being surprised that the Rio Tinto Group is a British-Australian multinational. It’s name is not derived from either culture, but does reflect its multinational nature. In fact, the company’s roots date back to 1873, when a consortium of investors purchased a mine complex on the Rio Tinto river in the southwestern city of Huelva in Spain from the countries government. Fast forward more than 140 years on, and the Group is headquartered in London, with a management office in Melbourne, Australia. Rio Tinto specialises in producing many commodities, and also has operations in refining, particularly for refining bauxite and iron ore. RIO TINTO IN AUSTRALIA Rio Tinto has been part of Australian life for over a century. More than 200,000 Australians are shareholders in the

Group, while half of the company’s global assets are based there. The company produces iron ore, coal, bauxite, alumina, aluminium, uranium, diamonds and salt from more than 30 operating sites and processing plants around the country. It has offices in Melbourne, Perth and Brisbane. Rio Tinto Coal Australia is one of the country’s leading mining organisations with a highly successful record in developing and managing world-class coal operations. It produces both thermal and coking coal from five operations including the Hunter Valley in New South Wales and Queensland’s Bowen Basin for international export. In Queensland, the company operates the Hail Creek and Kestrel mines. In New South Wales, Rio Tinto Coal Australia manages Coal & Allied’s operations at Mount Thorley Warkworth, Hunter Valley Operations and Bengalla. IRON ORE Rio Tinto’s Pilbara operations in the west of the country include a world-class, integrated network of 15 iron ore mines, four port facilities, a 1,700 kilometre rail network and related infrastructure. These are specifically designed to respond rapidly to changes in demand and are supported by an Operations Centre in Perth. “We’re expanding our operations in the Pilbara to epic proportions while introducing next generation technologies to deliver greater efficiency, lower production costs and improved health, safety and environmental performance,” says Rio Tinto. HIsmelt is Rio Tinto’s patented technology that is short for

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high-intensity smelting. It is the world’s first commercial direct smelting process. It produces premium quality pig iron directly from iron ore. The technology brings many advantages to the steelmaking industry, such as lower operating costs, lower capital intensity, lower environmental impact, and greater raw material and operational flexibility. The Iron Ore operations are led by Andrew Harding, who was appointed Chief executive, Iron Ore in 2013. Mr Harding joined Rio Tinto in 1992 and spent seven years in Rio Tinto Iron Ore. He has also held a range of positions in Technology & Innovation, Energy and Aluminium and was President and Chief executive officer of Kennecott Utah Copper. Prior to his current role, Andrew spent three years as Chief

executive, Copper, where he was responsible for a range of mines and projects including the development of the worldclass Oyu Tolgoi copper-gold mine in Mongolia. MINES Since 1983, Rio Tinto has operated the Argyle diamond mine in the remote East Kimberley region of Western Australia. Since then it has become the world’s largest supplier of natural coloured diamonds, one of the world’s largest producers of rough diamonds, producing more than 800 million carats of rough diamonds. Located in the hot, dry climate of northern Western Australia, Dampier Salt is a joint venture between Rio Tinto (68 per cent), Marubeni Corporation (22 per cent) and Sojitz (10 per cent), Dampier Salt Limited (DSL). Uranium has been mined at Ranger mine for over 30 years.

Civiltest Pty Ltd Geotechnical Consultants has been in business for approximately 25 years, and employs a

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It is operated under the name Energy Resources of Australia Ltd and is the country’s largest continually-operating uranium mine. It is one of only three mines in the world to have produced in excess of 100,000 tonnes of uranium oxide. TECHNOLOGY AND INNOVATION Rio Tinto recognises the ever-increasing role technology has to play in the mining and minerals industry. “Improvements in technology can change the way that we look at mineral deposits, make our operations safer, help us manage costs and respond to environmental imperatives,” it states. That’s why it established the Technology & Innovation (T&I) group, which is dedicated to creating sustainable value and competitive advantage by making improvements to the way the Rio Tinto operates. Employing more than 600 people, T&I partners with

the business and external partners to provide technical insights into how Rio Tinto runs its operations and delivers its projects. “To help us achieve our goals, we’re also working with some of the best minds in the world of academia, through partnerships with leading institutions such as the University of Sydney and Imperial College London,” says the Group, Rio Tinto also works hard to come up with ways to improve environmental performance through more efficient ways of mining and processing. Part of this involves looking to create new, more highly-specialised, career options for its members of staff. For 8 years, the Mine of the Future programme has been running with the sole aim of changing the face of mining with step change improvements in productivity and efficiency. Rio Tinto is in the process of rolling out a number of technological advancements across its operations to meet the three key themes of the programme:

• Autonomy – to achieve massive efficiency in surface bulk mining • Recovery – to increase efficiency by sorting waste before it gets to process plants • Tunnelling – to access deep orebodies faster SUSTAINABLE DEVELOPMENT “Focusing on sustainable development means we constantly challenge ourselves to do better, in every aspect of our business,” says Chief Executive Sam Walsh. “While social, environmental and economic issues present challenges to Rio Tinto, we prefer to see them as source of opportunity and new value.” Protecting the health, safety and wellbeing of employees, contractors, customers and host communities is of utmost importance to Rio Tinto. It works hard to minimise its impact on the environment, and ensure communities benefit from the value generated by its operations and will continue to do so.

Au trAck

ustrAliAn rAil k corporAtion Keeping Australia moving


he Australian Rail Track Corporation Ltd (ARTC) manages the seamless and safe transit of hundreds of freight and passenger trains every single day. The company prides itself on enabling its customers to benefit from a safer, greener and more reliable transport method. It employs 1150 members of staff across five states in Australia and maintains an 8,500km rail network. Having invested over $6 billion in infrastructure upgrades, dedicated freight mines and real time freight tracking, ARTC is able to offer greater reliability and efficiency than ever before. Such improvements help businesses, motorists, the environment and communities. It was agreed by the Commonwealth and State Governments in 1997 that a ‘one-stop’ shop would be formed for everyone wanting to access the standardised national interstate rail network and ARTC was created. Almost 20 years on, ARTC plays a vital role in transporting both freight and passengers. Supporting industries and businesses that are vital to the nation’s economy, ARTC remains dedicated to modernising the interstate rail network to create a sustainable future. Rail over road Servicing all major capital cities, markets, regional freight centres and ports in Australia, the reliability of the interstate rail has improved dramatically in recent

years. With its ability to deliver consistently across the country, ARTC highlights that rail freight offers significant advantages over other modes of transportation: Efficiency: With consistently high freight-availability, ARTC states rail freight transport is three times more fuel efficient than road transportation. Equally, the average time needed to transport materials is competitive with the costs and time of road freight services.

Capacity: Capable of carrying high volumes, freight trains can transport more than many other modes of land transport at one time. With the ability to handle sizeable bulk goods, customers can benefit from economies of scale too. Flexibility: Possessing an ever growing collection of solutions, ARTC is able to offer hundreds of services to meet demands. Its offering includes express to high volume, double stacked or high cube vans. Cost Savings: As ARTC is able to make savings through its efficiencies, its customers are too. Rail transportation provides distance and scale advantages that in turn can significantly decrease the amount of time and money its customers require. Environmental Benefits: Considered one of the most energy-efficient means of transportation, rail freight is the more environmentally friendly transportation option. Producing less pollution, a lower carbon footprint and improved fuel efficiency, rail is the least wasteful solution too. Safety: Rail accident incidents are much lower than those involving other modes of transportation and goods are more secure. Substituting road for rail also reduces the number of cars and trucks on the road, theoretically leading to fewer road accidents too.


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With more than 8500 kilometres of rails in its network, the Australian Rail Track Corporation (ARTC) supports rail transport across Australia, including key stretches linking Adelaide to Darwin and Darwin to Perth. The remoteness of those links meant that when ARTC needed to bring its Australia-wide rail communications network into the modern era, there was only one partner it considered: Telstra. Together, Telstra and the ARTC settled on a mix of 4G and satellite communications – technology that was only possible through an organisation with the expertise and network infrastructure geared to deal with the ARTC’s singular needs. “This is a unique challenge in terms of the remoteness of the regions involved,” says Telstra’s state general manager, South Australia and Northern Territory, Glen Winkler. “Telstra is the only technology company in Australia capable of delivering all of the ARTC’s needs for a network able to connect some of the most distant parts of Australia.” While parts of the national rail network were already digital, the new project aims to bring the entire network, including the new Brisbane to Melbourne line, into the digital age.

says there are manySolutions. benefits of bringing the ARTC’s Telstra’sWinkler Workforce Mobility

communications into the modern era. “This network will help improve safety on the rail network as well as significantly reduce carbon Today the rules of business changed. act in the emissions,” he says.have The network will To also help the ARTC attain its moment and seize every opportunity, your and team needs goals of innovation, standardisation interoperability for the the right collaboration and mobility tools. national rail network. it is side, completed, the new network promises to deliver applications With TelstraWhen by your you’ll deal with one single partner such as proximity alerting, situational awareness and to develop and deliver a complete, integrated solution for the next generation of train management – the Advanced Train Management your business. So it’s easier to get your team up to speed. System (ATMS) to all rail transport in Australia.

Telstra’s Workforce Mobility Solutions how. “We are working closely togetheriswith the ARTC to deliver this next generation of train network infrastructure,” Winkler says.

Inland Rail – letting the train take the strain In 2013, the ARTC was tasked with developing a 10 year programme to deliver the Inland Rail Project, under the guidance of the Inland Rail Implementation Group. With a wealth of experience and as the operator and manager of Australia’s national rail freight network, ARTC is well qualified to manage a project of this scale and significance. Inland Rail, Australia’s new freight rail connection is a new 1700km line between Melbourne and Brisbane. It avoids the congested Sydney network and travels via regional Victoria, New South Wales and Queensland. Preparing for a future of growth, freight volumes are expected to double in coming decades on the east coast of Australia. Inland Rail is a solution that will provide a safe, efficient and sustainable transport method to the increasing freight requirements. Connecting capital cities, farms, mines and ports; Inland Rail will also create jobs, reduce supply chain costs and ultimately make Australian exports more competitively priced. A typical train travelling on Inland Rail will have the equivalent capacity of 108 B-Doubles that would otherwise be on the roads. The length of time is also competitive with road with expected journey durations of less than 24 hours. Combining existing tracks with upgrades and completely new tracks, the 1,700km route involves delivering enhancements to 700km of existing interstate track, major upgrades to a further 400km of track and constructing 600km of new track. ARTC is dedicated to reducing any disruptions and its utilisation of 1200km of existing rail corridors will both save time and minimise the impact on the surrounding communities. With a number of significant advantages for using rail over road, ARTC and Inland Rail continue to future proof freight in a cost efficient, safer and sustainable way.

Conducting Australia’s railways Mr John Fullerton is the Chief Executive Officer (CEO) and Managing Director (MD) of Australian Rail Track Corporation Limited (ARTC). Fullerton has been leading the organisation since his appointment to the position in 2011. Bringing an abundance of experience with him, prior to joining ARTC Fullerton was CEO of FreightLink, the Chairman of Rail CRC Pty Ltd and a Director of Tasmanian Railway Pty Ltd. Having spent many years in the rail industry, Fullerton also held positions as Chief Operating Officer of the National Rail Corporation and Divisional General Manager (Operations) at Pacific National. Fullerton is a member of the Environment, Health & Safety committee as well as the People, Policy and Remuneration committee at ARTC.

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Image courtesy of TasRail




veloping innovative products and services for more than 60 years


ver the last six decades, The Liebherr Group, still managed by the family of the same name, has grown to become one of the world’s largest manufacturers of construction machinery. With more than 41,000 employees, Liebherr’s talented and forward-thinking engineers have helped to shape technological advances in many other industries. Back in 1949, being at the forefront of engineering design helped what was then called Hans Liebherr Maschinenfabrik (engineering works) transform into a construction manufacturer. In 2016, its diverse product range and continued innovation has spread over 11 divisions of the Group, from mining to hotels, which operates worldwide. LIEBHERR-AUSTRALIA The Group is built on decades of experience and in-depth expert knowledge. Its existence in Australia began with a dealership. before in 1981 Liebherr-Australia Pty. Ltd. was founded in Adelaide. It is responsible for the sale and service of Liebherr mining equipment, earthmoving equipment, deep foundation machines, mobile and crawler cranes in Australia and New Zealand. Liebherr employs more than 800 members of staff, with facilities in all of the Australian states - Adelaide, Sydney, Singleton, Perth, Newman, Melbourne, Brisbane and Mackay as well as in Auckland and Matamata in New Zealand. Mining is Liebherr-Australia’s forte, although its earth moving, and crane sales divisions have performed particularly well in recent years.

Preferred repairer for large earthmoving companies for over 30 years. With over 30 years’ experience The Tool Chrome Company P/L are the hard chrome professionals. We can take care of all your hard chrome, HVOF and grinding needs, from small items to large (up to 7metres in length) and through our trained staff you can expect to receive the highest quality and customer satisfaction. Located at Wingfield, South Australia our factory has 9 chroming tanks which guarantee a quick turn-around for those urgent jobs that are unplanned or holding up production. We have just recently doubled the size of our building and installed two large 7 metre in-ground tanks. As well we are also investigating new technology which will improve the performance of hard chrome as a protective coating. Here are some of the larger industries we cater for; • • • • •

Mining Marine Defence force projects Manufacturing Wine

• • • • •

Automotive Engineering Agriculture Railway Drilling

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This has led to an expansion of facilities, including a dedicated remanufacturing location in Adelaide, which allows for full service, repair, and replacement options to be given to customers. The Component Repair and Exchange Programs provide a timely and cost effective service to customers on selected major components, which offer better value than third-party repair alternatives. These range from straightforward component replacement, through to complete OEM-level rebuilds. “Remanufactured components play a key role in making machine lifecycle costs competitive, in which LiebherrAustralia offers a variety of competitive programs tailored to customers’ requirements,” says the Group. Facilities in Mackay, Mt. Thorley, Redcliffe and Newman underwent expansion, specifically to accommodate the company’s move towards 100 percent Lieberr-produced machinery. HEAD OFFICE The head office of Liebherr-Australia has been situated at the current Para Hills West location in Adelaide since 1983. As well as an administrative office, The complex includes a 30,000m2 remanufacturing and national distribution centre. These centres allow for complete control of processes and provide industry best practise standards of remanufactured components and parts for customers’ fleets. The complex is also home to a 3,500m2 production department and major mining bucket manufacture and repair facility.

CUSTOMER SUPPORT Liebherr-Australia carries a strong reputation for the way it handles customers in its after-sale operations. The company offers service and support for mining equipment, earthmoving equipment, mobile and crawler cranes and foundation technology. The support team is structured to respond quickly and effectively to any requirement, with fully qualified and trained technical specialists on hand. “Liebherr’s facilities located throughout the country are staffed and equipped to support our customers when it matters, with the most appropriate solution, and our choice of services and products is designed with Liebherr customers’ needs in mind,” the Group states. EARTHMOVING DIVISION SUCCESS The earthmoving division recently had success with a number of their Key Account customers, major players in the industry which have accepted more of the company’s machines. OneSteel Recycling are currently in the process of taking delivery of 7 new material handlers in their already large fleet of Liebherr Material Handlers and Wheel Loaders. Another major scrap industry company, Sims Metal Management, took delivery of an Liebherr LH 40 M last year for their Sydney scrap operations. Hanson Construction Materials has recently taken delivery of 6 large Liebherr Wheel Loaders for use in their sand and aggregate business. They now have 7 new Liebherr Loaders in their fleet, while Veolia recently took delivery of their third Liebherr Material Handler being an LH 22 M for their loading and sorting works at a Sydney site.


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“The Liebherr quantity of new equipment into these industries is continuing to grow steadily due to many reasons,” says Liebherr. “In particular due to being very fuel economical and user friendly whilst ensuring after-sales back up and support is a premium once the machines go into operation.” RECORD YEAR Liebherr enjoyed a record-breaking year in 2015. Revenue from the construction machinery and mining

product area increased by €5,631 million. This section includes the earthmoving, mining, mobile cranes, tower cranes and concrete technology divisions. In divisions other than construction machinery and mining, revenue increased by €88 million €3.617 million. With a total revenue exceeding €9.2 billion, Liebherr generated the highest sales revenue in the history of the company, with the Australian market showing promising growth and a year-on-year rise.

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Australia’s largest funeral provider stick principles as it explores a new market


ks to


ith a presence in Australia, New Zealand, Singapore and since last year the USA, InvoCare is named after the three foundations it was built on. Innovation, Vocation and Care. InvoCare provides quality funeral, cemetery and related products and services to the Asia-Pacific market and the US and is listed on the Australian Securities Exchange. It has become a market leader through its commitment to caring for families and communities with a sincere and personal touch in what is always a sensitive and emotional time for all involved. InvoCare currently operates 250 funeral locations and 14 cemeteries and crematoria. It has 1,600 members of staff people and has a current turnover of approximately $400 million a year. COMPASSION InvoCare has built its reputation and growing empire on consistently delivering the highest levels of professionalism to families going through testing times. The company owns and operates a number of trusted local funeral brands that have strong traditions of customer service, community support and funeral excellence. This network across three continents has grown through the acquisition of successful businesses that serve areas with substantial population bases, as well as by opening up new locations of its existing brands. No matter where InvoCare operates, its branches often have many decades of experience in meeting the needs of local families. Being able to meet a wide range of requirements is a crucial element of what makes InvoCare


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Key Industries has for over 20 years been a leading manufacturer of innovative quality coffins and caskets and a supplier of selected funeral accessories. Funeral directors throughout NSW and Victoria appreciate the quality of our highly polished finishes and our ‘nothing is too much trouble for us’ service.

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Tel. 61 2 9604 8813 7-8 Davis Road, Wetherill Park, NSW 2164 Key-Lena in Ecosciences Precinct, Dutton Park, Brisbane. Architect – Wilson Architects

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Key Industries Key Industries is proud to manufacture and supply InvoCare’s funeral brands and independent funeral directors from its distinctive range of high quality, carefully detailed coffins and caskets. Family owned and proudly Australia, Key Industries was founded in 1967 and initially as a manufacturer of joinery products. In 1990 it started coffin design and manufacturing and soon established a strong reputation amongst funeral directors for its exacting quality and standard of finishes and also its punctual delivery times. Key Industries also insisted that where possible timber and board products used in its manufacturing process came from accredited timber suppliers. Today Key Industries supplies coffins, caskets and funeral accessories to the majority of NSW’s funeral businesses and also to funeral directors in Victoria and Tasmania. In 2007 a new division, Keystone Acoustics was created.

Keystone Acoustics Keystone Acoustics designs and manufactures a range of acoustic panels to architects and commercial builders when superior acoustic performance is required. We go beyond traditional fibre cement and plywood materials to use a range of contemporary materials that are shaped, slotted or perforated in panels for installation on walls and ceilings. Creating a unique and interesting interior or exterior requires a considered use of space, the right materials and a cohesive design that brings it all together. When created correctly the result is an eye-catching and positive architectural design. Both Key Industries and Keystone Acoustics have created enviable reputations for uncompromising manufacturing quality within budget and a ‘nothing is too much trouble for us’ service ethos.

funeral services such a trusted organisation. Whether seeking a traditional funeral, a celebration of life, or a practical and affordable funeral experience, InvoCare can meet that need. The company is acutely aware of the different cultural traditions and days of significance in each country it operates. To this end, branches work hard to make services available at important times of year, such as Christmas, on Mother’s and Father’s Day, Anzac Day in Australia etc. CREATING A CULTURE OF EXCELLENCE The InvoCare philosophy has always been to operate with CARE at its heart. Not just in the compassionate sense, but the word makes up an anagram of the company’s core principles - Collaboration, Accountability, Responsiveness and Excellence. Attracting skilled staff is not enough for InvoCare. The nature of the business means only certain people are able to flourish in such an environment. InvoCare attracts and employs people who have a real passion and commitment to serving the needs of families who are going through a difficult time. InvoCare has built a culture where this is not a job but a vocation, and customer service lies at the very heart of the company. STRONG LEADERSHIP Martin Earp was appointed CEO and Managing Director in May 2015, after overseeing the recent strategic direction and leadership of student accommodation company Campus Living Villages. With a diversified background, Earp worked for Transfield Holdings for more than 12 years in a number of operational

roles including CEO of the Australian Biodiesel Group, General Manager of Airtrain (where he also served as a Director for eight years) and Business Development Manager for Airport Rail Link. Prior to this he spent almost 10 years with a London based consultancy advising on large infrastructure and investment deals. Earp’s academia includes an MBA from the Australian Graduate School of Management and an MSc and BSc (Hons) in Traffic Engineering and Transport Planning. US OPERATIONS In February 2015, InvoCare launched its operations in the USA. While the company controls 34 percent of the market

Helping Funeral Directors Help Families “As Australia’s leading casket and coffin manufacturer, we pride ourselves not just on supplying quality products to funeral directors, but on offering a genuine partnership. ACC Higgins is proud to be associated with InvoCare.” Peter MacLeod Managing Director

For enquiries, please call 1300 588 480

in Australia and New Zealand and 10 percent in Singapore, building a presence in the US was a bold move. Promising an $8 million investment, InvoCare purchased the Macera crematorium in San Diego in its first year of operations there. Despite making a loss in the initial 12 months, as was expected, the company’s Australian funeral sales were up 3.6 per cent to $296.2 million and cemetery and cremation sales were up 9.1 per cent to $88.7 million in 2015. Investing further in US operations will be the subject of a decision in the next 12 months or so, as InvoCare explore the market and diversify from the areas it has built up such a well renowned reputation, while continuing to provide the very best care in its established markets.

Lasting memorials and tributes to honour your loved ones in Sydney Globe Memorial Company is an Australian familyowned and operated monumental masonry business, specialising in the design and construction of quality headstones, memorials and monuments. We have been established for over 55 years and take great pride in our commitment to quality. As well as retailing directly to the public, we signiďŹ cantly service the wholesale and commercial markets with design, supply and installation of granite solutions for cremation and burial sites. Besides individual granite markers and headstones, we provide all aspects of granite memorialisation including family estates, niche walls, complexes and columbariums.

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Arnott’s A

Biscuit makers providing tasty treats at

Australia home and abroad


ounded in 1865 as a small bakery in Newcastle, NSW, Arnott’s supplied bread, pies and biscuits from its shop just north of Sydney. Starting off serving local people and crews from the many ships that docked at the port, Arnott’s has grown to become a company renowned for making some of Australia’s favourite biscuits. From these humble beginnings, Arnott’s has become a national icon that is embedded in the country’s history. With millions of Australians having aged alongside Arnott’s, it has become more than a food company over the past 150 years. Its portfolio of brands includes household names such as Tim Tam, Shapes, Iced VoVo, SAO, Vita-Weat, Salada and Tiny Teddy.

Best of the batch One of the largest food companies in the Asia Pacific region, Arnott’s continues to grow with the support of investment from the well-known Campbell Soup Company. Arnott’s aim is to be the best food company in the region, making everyday moments a little more delicious. As of 2015, the company offered 125 different biscuits and claim its products can be found in 95% of Australian households. The organisation declares that Australians consume 537 million packets of Arnott’s biscuits a year. Nearby, those in New Zealand devour 45 million too. With impressive figures such as 6.5 million tonnes of chocolate a year being produced at the Marleston site and 669 million individual Tim Tam biscuits being eaten, it is no surprise that Arnott’s have employed 50,000 Australian’s over the past 150 years. Presently, the company employs approximately 2,400 staff

across all states and territories. In addition, several thousand employees work across the Asia Pacific region in countries such as New Zealand, Indonesia, Malaysia, Singapore and Japan. Increasing global consumption is Arnott’s most recent mission with exports continuing to grow. Available in more than 40 countries worldwide, Arnott’s biscuits can be found in major international markets such as Japan, the USA, Canada, United Kingdom, Indonesia and New Zealand. Love Local Benefitting from 150 years of experience, Arnott’s has learned

a thing or two about giving back to its domestic economy. The company reveals 99% of biscuits sold in the domestic market are made in one of three state-of-the-art bakeries located in BUILT SMART Huntingwood, NSW; Virginia, QLD and Maleston, SA. Arnott’s is proud to support hundreds of local businesses across the country and spends around $250 million on raw ingredients and services from local businesses every year. Arnott’s annually sources supplies such as 85,000 tonnes of flour and grain; 18,500 tonnes of sugar, 4,100 tonnes of dairy products and 4,400 tonnes of canola oil. Each of these ingredients are purchased nationally from areas such as Queensland, Victoria and New South Wales. Over the past 10 years, the organisation states it has spent more than $3 billion purchasing raw ingredients and services from local farmers and businesses, fuelling the economy of rural and regional Australia. As well as supporting the food sector and local communities, Arnott’s continues to invest in Australian manufacturing. Since 1997, the company states it has invested more than $400 million in its biscuit facilities, including $40m in a fully automated biscuit packing line. Located in its Virginia bakery, it is one of the largest robotic installations of its type in the world. THE TRANSFORMER PEOPLE


Environmental responsibilities “WE BUILD Taking the title of one of the largest food QUALITY companiesPRODUCTS in Asia Pacific, Arnott’s recognises it is accountable for the BECAUSE WE REALLY CARE” consequences of manufacturing processes. The company takes its corporate social responsibility seriously and has policies committing to palm oil and cocoa sustainability as well as the Campbell Arnott’s Australian packaging covenant, Expertise and Leadership

Smart Innovation

A Responsive Partner

World Class Organisation

Superior Value

Building for the Future

reporting on its energy efficiencies and dedication to using cage-free eggs. Working closely with authorities such as Sydney Water, Arnott’s has pledged to conduct business in a manner that respects and protects the environment. The company is striving towards limiting emissions to the water, air and land as well as using resources efficiently. An example of this is the Arnott’s Marleston bakery located in South Australia. Its latest improvement has made significant progress to reduce waste and water consumption by installing a $390,000 waste-water treatment plant. Success story Arnott’s is an Australian success story which continues its tale as it grows ever bigger. A socially responsible company, it promises to ensure it gives back to the community and industries around it. Boasting a portfolio of products that are loved by millions, it seems clear that Arnott’s is a rooted national treasure in the hearts of Australians, as well as growing internationally. Dedicated to making life a little bit more delicious, it’s no wonder the organisation’s brands are well loved. After all, who doesn’t enjoy a biscuit?


Building property, establishing

PERTY GROUP communities


ince being founded in 1980, Satterley Property Group has housed more than a quarter of a million people across Australia. Founder Nigel Satterley has built his organisation up to become the country’s largest independently owned property development company. It has been involved with more than 130 residential projects and sold more than 50,000 home sites. With offices in Perth and Melbourne and a presence in Queensland, the group employs more than 100 people dedicated to providing the very best service in residential land sales and project management services in Western Australia. The company also employs hundreds of contractors from industries such as market research, civil works, engineering, landscaping, and planning and environmental consultants. MULTI-AWARD WINNING APPROACH Satterley Property Group builds communities, not just houses to live in. They work to create better communities,

be it donating land for schools, churches and community centres or funding community events such as movie nights, coffee mornings, fitness classes and skills training centres. When developing their communities, Satterley considers all aspects of modern life to help build spaces that cater for all residents. From the size and range of homes on offer, to the outside environment This includes creating walkable neighbourhoods with landscaped family parks, preserved bushland, pocket parks and cycle and walking paths linking neighbourhood precincts. In terms of property, Satterley aims to create neighbourhoods that attract a wide spectrum of the population. They build large home-sites for families, lock up and leave cottage style lots for down-sizers and affordable land for first home buyers. Sustainability has continually been a consideration for Satterley and it has integrated initiatives such as wetland preservations, grey-water recycling and habitat offset programmes.

THE CHIEF EXECUTIVE Any successful organisation recognises the importance of strong leadership. For Satterley Property Group, its founder and Chief Executive Nigel Satterley is a man who has excelled in the industry for decades. With 40 years of experience in building, real estate and property development, the Group has been able to excel under his stewardship. Along with his wife Denise, Nigel is well known for supporting charity, particularly medical research, women’s refuge, the churches, schools and sport. In 2006, Nigel received membership of the Order of Australia for his contribution to land development, urban

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renewal programs and to charity, medical research and sport. Satterley Property Group has been awarded more than 70 prestigious industry awards. NEW ACQUISITIONS In November last year, Satterley Property Group expanded its landbank in Perth’s eastern corridor with two major acquisitions. The first was the $30 million, 28 hectare Western Power site, part of the WA Government’s Assets Sales Programme. The site, located at 302-320 Hawtin Road Forrestfield, 15km east of the Perth CBD, will provide 420 homes with a mix of single residential lots, terrace housing and group dwellings.

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The site’s location is key is a major asset. It is close to major amenities such as Forrestfield Forum and Marketplace and transport links, including the $2 billion Forrestfield Airport Link which will connect the eastern suburbs to Perth city by rail for the first time in 2020,” The Group also bought 140 hectares in the Swan Valley for more than $90 million (on extended terms). “We are forging ahead in the current market and continue to look at opportunities to expand our land bank in WA, in which we now have more than 25 per cent Perth market share,” said Satterley.

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The Upper Swan site will be a masterplanned community of 1,717 single residential lots with a primary school, associated playing fields and two hectares set aside for a local convenience shopping centre. “As part of the company’s strategic vision we are on track with increasing our land bank in this popular growth corridor,” said Mr Satterley. “We see huge potential to deliver a beautiful community along the picturesque Ellen Brook with plenty of housing choice - perfect for those who want the rural lifestyle in the Swan Valley, while still living close to the City.”

HELPING THE COMMUNITY Satterley Property Group is not just in the business of building communities, its aim is to help make them self-sustainable. Through sponsorship, eligible community groups and clubs can apply for funding to support their projects, activities and events, or seek assistance in purchasing vital equipment. It is that kind of commitment to community life that has helped the Group to enjoy an esteemed reputation. “We place a high importance on developing safe, healthy, and connected communities,� says Satterley Property Group and it is set to keep on doing so to thousands more Australians.

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Australia’s largest independent grocers


s with the community at its heart


itchies Stores are more than just a chain of stores. The very name has become synonymous with providing Australian communities with the convenience commodities needed in every day life. The history of Ritchies goes way back to 1852, when young adventurer Thomas Ritchie fought hardship to open what became the well-known Ritchies General Store in Frankston. More than 160 years on, trading as Ritchies Supa IGA (Independent Grocers of Australia alliance), the company is Australia’s largest independent grocery chain, which owns supermarkets in Victoria, Queensland and New South Wales. More than 120 independent retailers in Victoria and more

than 1100 IGA retailers across Australia fall under the Supa IGA bracket, which is supplied by wholesalers Metcash. Ritchie’s is proud to be privately owned but joined with these other retailers to gain synergies, improve buying power and maximise its retail offer to customers. Its motto, ‘Where the community benefits’ is one that the company strives to achieve with its retail offerings and highest quality customer service. Ritchies has 125 shareholders, the majority of whom work within the business. With 4,730 members of staff, Ritchies operates 67 supermarkets and 50 liquor stores in the eastern states of Australia. The head office located in Carrum Downs, Victoria.

COMPETITIVE MARKET In November last year, Ritchies bought the second-largest independent supermarket group in Victoria in above that further strengthened its position at the very top of the independent stable. It purchased 13 supermarkets owned by Victoria’s Fishers Supa IGA business. Ritchies chief executive Fred Harrison commented at the time of the sale, “It is not very often the No 1 player in the state buys the No 2 player but that is what’s happening here. “Consolidation is good. What it does is remove administrative costs from the business, it streamlines the business and it means we have more stores whose sole endeavour is to focus on retail rather than covering admin and paper work. It does give us more opportunity when talking to suppliers to have

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better pricing, better trading terms for our businesses.’’ The move came as independent supermarkets step up their battle to compete in such a highly competitive market, with large retailers such as Woolworths and Coles continuing to lower prices in the war to win the consumer dollar. MATCHING THE COMPETITION Ritchies, like all independent stores in the food retail industry, has had to endure a tough time in recent years. The clout of chain brands able to offer smaller prices in bigger spaces left independent grocers struggling to keep hold of market share. A change in consumer habits to wanting more fresh food has also contributed.

Since 1924, Kellogg ANZ has been driven to enrich and delight consumers through foods and brands that matter. Kellogg is the world’s leading cereal company and our brands – Kellogg’s®, Be Natural®, Kellogg’s Corn Flakes®, Rice Bubbles®, Nutri-Grain®, Special K®, All-Bran®, Sultana Bran®, Coco Pops®, Pringles® and more – are welcomed into homes, nourishing families so they can flourish and thrive. Through our Breakfasts For Better Days® initiative, we’re providing 12 million servings of cereal and snacks in Australia and one billion servings of cereal and snacks globally – more than half of which are breakfasts – to children and families in need around the world by the end of 2016. To learn more about our corporate responsibility initiatives and our work to support local communities across Australia and New Zealand, visit or and follow us on Twitter @Kelloggs_AU.

Metcash, which owns 26 percent of Ritchies, set out a clear plan to reinvigorate the independent sector by making IGA stores more price competitive. This included an investment of $40 million a year into matching shelf prices at other retailers and refurbishing IGA stores, while adding higher-margin and faster-growing fresh foods such as meat, dairy and produce. It is testament to Ritchies that it has been able to bounce back from some lean years. It installed Lenard’s poultry shops, Maille mustard boutiques, cheese counters and introduced an extensive range of fruit and vegetables into new and refurbished stores. And it is reaping the rewards. After a 73 per cent drop in earnings over the past three years,

Ritchies’ profits rose almost four-fold in fiscal 2015, from $2.5 million to $9.7 million, and sales grew too, rising 1 per cent to $854 million. This reflects an increasingly better position in the market, where independent market share has stabilised and Ritchies in a great place to take advantage. CHARITY SCHEME Ritchies operates a number of customer schemes that not only benefit consumers but the local community. The Ritchies’ Community Benefit Card Program donates a percentage of the money spent by customers to their nominated club, school or charity. With a presentation of the benefit card, it automatically allocates 0.5% of the money you spend to the nominated organisation, as long as they are achieving the minimum of $2,000 spent each month. As well as this, there are also hundreds of weekly specials that have extra discounts for Ritchies Community Benefit Cardholders too. Since its inception, Ritchies has donated tens of millions to thousands o local causes and charities. By operating schemes such as these, Australian consumers are able to identify with the Ritchies brand which helps to increase loyalty. GUIDING PRINCIPLES Ritchies prides itself on engagement within in the community, and continues to live by its guiding principles of integrity, trust and commitment. This culture is firmly established in the working environment and transpires to the shop floor. After positive financial results last year, Ritchies looks set to be on the up once again.


Setting the benchmark for A dairy at home and abroad




here are many multi-national companies which have Australian operations. Few though boast the kind of history that dairy giant Parmalat has enjoyed in the country. In 2015, the company generated total revenue of $1.66 million including sales and other revenue. As a global provider of world class dairy and other food products, one of the reasons why Parmalat Australia has been so successful is its ability to combine all of the advantages of a multi-national corporation without having to sacrifice the proud local heritage and traditions that began with a milk business in the 1930s. Pauls Perfections as it was then known was based in Stanley Street, South Brisbane. As the company expanded over the decades, there have been several acquisitions and name changes, until it was acquired by Parmalat in 1998. In 2011, the majority shareholder has been the family owned and operated Lactalis Group, a French organisation with more than 36,000 employees in 18 countries around the world.

QUALITY FIRST Parmalat Australia’s distinguished history and reputation in the country means many of its products have become household names. Pauls Milk, Ice Break Iced Coffee, Vaalia yoghurt, Oak and Breaka flavoured milk are just some of the examples of products which over the years have become synonymous with high quality and Australian community values. Yet a brand cannot survive on reputation alone. That’s why Parmalat works tirelessly to produce high quality products that are done so under impeccable food safety standards. This approach is reflected in its Quality Policy - a series of clear commitments that are followed across all the company’s production sites, from maintaining compliance with export rules to defining clear responsibilities for managers and team members that oversee crucial processes. Parmalat is not content with churning out products that could be improved. No matter how popular a product proves to be, a key part of the process is working actively with the

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suppliers of goods and services to seek ways to promote continuous improvement in the quality of products. In relation to this, the constant monitoring and reviewing of performances in both production and sales is a vital ingredient in delivering continued success and not resting on the company’s laurels when it comes to pleasing Australian consumers. FARMER NETWORK Parmalat uses a network of almost 700 farms across Australia to source dairy for its products, so it goes without saying that the country’s farmers play a huge role in the success of the company.

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These farming families aren’t just suppliers, they are important partners in achieving Parmalat’s targets, both in the short and the long term. Fostering long term relationships with them is in the best interest of both parties, and many of the company’s supply arrangements have been in place for longer than 20 years. To help maintain such strong relationships, there are regionally-based Field Service officers on hand to provide support and advice, whether it be farm income estimates, milk quality or farm practices. Being part of the farming community is also important to the company, and it has an active involvement by sponsoring events including Nowra Show, the Hunter Holstein Show, the Taree Regional Show, the Robertson Regional Show and the Holstein Show. INVESTMENT IN THE INDUSTRY Parmalat’s aim has always been to invest in and grow the Australian dairy industry, while also promoting the nation

as a high quality producer for the Asian region. Its mission is for Australian consumers to recognise the quality and value of its products while delivering nutrition and wellness throughout the Asia pacific region. In February, Parmalat completed the acquisition of rival Fonterra’s yoghurt and dessert businesses, including manufacturing sites at Tamar Valley and Echucal. The company also signed agreements with Nestle to buy the Ski brand in the Australian territory and was granted a licence for certain confectionary brands. INVESTMENT IN PEOPLE For almost six-and-a-half years, Craig Garvin has been the Chief Executive of Parmalat Australia. His way of thinking is one that is ingrained into the very core of the company, in that it’s not just results that matter but how they are achieved - which is the key to sustainability. “At Parmalat, we talk about results x behaviour….we have

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three very clear values: Simplicity, Ambition and Engagement,” Garvin says. “If our people are living and breathing those values, I think we will continue to be successful. But buy in comes from chatting with, not preaching to.” Garvin is a firm believer that enjoyment in what you’re doing breeds success, and relays that message to all of Parmalat’s employees. “Working hard yes….but having fun, and that comes from the interactions you have with the people around you - your relationships and friendships. We all spend a lot of time at work, we might as well enjoy it,” he says. With that kind of attitude coming from the top down, Parmalat’s staff are motivated to setting the benchmark for the dairy industry locally and playing an ever-increasing role in the export of dairy products into Asia.

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