Australasian Business Coverage Issue 15

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ABC Australasian Business Coverage

Featuring Auckland Airport, Tasrail, Queensland Rail, Fonterra, Decmil...




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Welcome to Issue 15 of Australasian Business Coverage. We’ve delved into the transport industry to bring you in depth features on train bodies TasRail and Queensland Rail, Main Roads Western Australia and give you an insight into how transport is planned and operated with the Department of Planning Transport & Infrastructure in South Australia. In New Zealand, we look at Auckland Airport, the gateway to the country and Fonterra - the world’s largest global milk processor and dairy exporter, exporting goods the world over. Enjoy the issue Oliver Moy

ABC OKM Media Ltd, 66 Prince of Wales Road, Norwich NR1 1LT PublisheR Oliver MOy DesigneR SaM WOOd heAD oF ReseARch abi abagun





AucklAnD AiRPoRT




QueenslAnD RAil ISSUE



DePARTmenT oF PlAnning, TRAnsPoRT & inFRAsTRucTuRe


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bATlow FRuiT co-oPeRATive




AiR new ZeAlAnD is AusTRAlAsiA’s ToP AiRline FoR sevenTh consecuTive YeAR Air New Zealand has been named Australasia’s Leading Airline for the seventh consecutive year at the 2015 World Travel Awards. The airline also took out the award for Australasia’s Leading Airport Lounge for the Air New Zealand Lounge at Christchurch International Airport for the third year running. The awards, now in their 22nd year, recognise travel organisations that are pushing the boundaries of industry excellence and are voted for annually by travel and tourism professionals around the world. “To win Australasia’s Leading Airline for the seventh year in a row is incredibly exciting. We’re continually looking at ways to enhance the customer experience at all stages of the journey and these awards are testament to that work and to the efforts of our 11,000 staff,” says Air New Zealand General Manager Customer Experience Carrie Hurihanganui.

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gemmill homes To be boughT bY simonDs gRouP ASX listed Simonds Group will acquire Perth based house builder, Gemmill Homes Group for an estimated $6 million. Simonds has identified national footprint as a key component of its five year strategy of growth through geographic expansion and sees significant potential to leverage existing loyal supply arrangements and the groups proprietary construction management systems to secure and grow an existing ready-made business in the Western Australian market. Operating since 2004, Gemmill generated revenue of $132 million in FY15. Simonds will also conduct a review of its business to business project builder, Madisson Projects, which has dragged down operating earnings due to the competitive landscape in the apartments, medium density and townhouse sectors.



mcconnell Dowell AwARDeD o-bAhn Tunnel conTRAcT in ADelAiDe McConnell Dowell has been awarded the design and construct contract for the O-Bahn City Access Project in Adelaide, South Australia. In making the announcement, South Australian Transport and Infrastructure Minister Stephen Mullighan said... “McConnell Dowell has delivered some of the state’s key infrastructure projects in recent times, including the award-winning Riverbank Bridge – the centrepiece of our Riverbank Precinct.” “The company has also been involved in a number of other award-winning projects

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including the Bakewell Underpass and the Adelaide Showgrounds Station.” McConnell Dowell Chief Executive Scott Cummins said the company was delighted to continue its history of close collaboration with the South Australian Government. “We have a proud history of delivering new infrastructure here and this project continues that tradition,” Mr Cummins said. “McConnell Dowell wholeheartedly embraces the SA Government’s Workforce Participation and Skills Development policies. “We look forward to working with local industry – particularly our South Australian partner SAGE Automation – to ensure we maximise local employment and training opportunities throughout the project delivery.” SAGE Automation will deliver some of the latest Intelligent Transport Systems for the project which will monitor safety, traffic flow, CCTV and communications within the tunnel as well as provide for emergency response in the event of an incident. The O-Bahn City Access Project is the latest investment in rebuilding South Australia’s public transport network to create faster, more efficient and more accessible services.



FonTeRRA eXPAnDs FooD seRvice FooTPRinT wiTh new APPlicATion cenTRe in guAngZhou, chinA Fonterra has launched a new Fonterra Application Centre in Guangzhou which will bring innovative dairy products and services to the Co-operative’s foodservice customers in the region The Guangzhou facility is Fonterra’s second in China, after Shanghai, and reflects the growing demand for the company’s premium Anchor-branded foodservice products and accompanying services.Equipped with advanced equipment and experienced technical experts and professional chefs, the Fonterra Application Centre will help Fonterra to feed Southern China’s rapidly growing appetite for top quality dairy nutrition and keep local foodservices customers at the forefront of changing consumer needs.

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“China’s casual dining and bakery market has developed rapidly in recent years, with an annual growth rate above 20 per cent. Within that overall growth, the demand for food made with premium dairy products also continues to rise. As the cultural and economic hub of Southern China, we are seeing strong growth in Guangzhou and are excited to bring our specialist Application Centre services to customers here,” said Christina Zhu, Managing Director, Fonterra Greater China. At the centre, Fonterra offers total dairy solutions for its foodservices customers, such as hosting technology demonstrations, bespoke professional training, recipe development and marketing workshops. Fonterra’s team of professional chefs based at the Centre will collaborate with the Co-operaitve’s leading global research and development teams to bring the latest product innovations to China. “Fonterra is committed to growing and developing the Chinese dairy industry alongside our partners and we believe this facility is a great platform for delivering on this commitment by sharing our rich New Zealand dairy knowledge and expertise with our local partners. We are looking forward to serving our customers in China through the Application Centre and continuing to bring high quality dairy nutrition to Chinese consumers,” Ms Zhu said.



new ZeAlAnD’s Alice Tunnel comPleTes RemARkAble JouRneY Alice, the giant Tunnel Boring Machine (TBM) has successfully completed excavation of the second motorway tunnel on Auckland’s Waterview Connection motorway project. One of the largest TBM’s ever used in the Southern Hemisphere broke through into daylight after its 2.4km-long journey underground between the suburbs of Waterview and Owairaka. “The breakthrough is a massive milestone for a project that will transform the way Aucklanders get around their city – a brilliant and remarkable effort and a proud day that needs to be celebrated,” says the NZ Transport Agency’s Highways Manager in Auckland, Brett Gliddon. Around 800 staff and contractors who’ve been working hard to deliver the project, stopped work this morning to watch the breakthrough together, live on specially erected screens and celebrate their success so far. “The risks associated with constructing tunnels twice as long as the Auckland Harbour

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Bridge were always high and the Waterview team rightly needs to be congratulated for its engineering skills and innovation to complete this job safely and on time. That’s a fantastic achievement.” The $1.4bn Waterview Connection is New Zealand’s largest ever roading project. It includes construction of twin 3-lane tunnels – the longest road tunnels in the country - and a giant interchange to connect Auckland’s Northwestern and Southwestern Motorways (State Highways 16 and 20). The project is being delivered for the Transport Agency by the Well-Connected Alliance. Tunnelling at Waterview first began in 2013. The first tunnel was completed in September 2014. In a rare manoeuvre for any TBM worldwide, Alice was then turned 180 degrees to complete her second drive. “The project’s careful and detailed design, planning and operation for the construction of the tunnels and the complex turnaround grabbed some pretty amazing headlines in New Zealand and overseas,” Mr Gliddon says. During her time underground, Alice excavated enough dirt to fill 320 Olympic-sized swimming pools and installed more than 24,000 concrete segments to line both tunnels. The TBM’s job is now complete. Over the coming months Alice will be taken apart and returned to the German company, Herrenknecht,


NEWS that designed and built her. “Although it’s the end of the road for Alice she will leave behind a lasting legacy – the world class tunnels she helped construct that will benefit Auckland and New Zealand for 100 years and more,” Mr Gliddon says. Meanwhile, there is a busy programme of work to complete both tunnels. Sixteen cross passages linking the two tunnels are being constructed, equipment to safely operate the tunnels together with lighting and signage are being fitted, walls and the ceiling are being painted, and back-filling continues before the motorway asphalt is laid. The Transport Agency plans to open the tunnels and the adjacent Great North Road Interchange in early 2017. The Waterview Connection completes Auckland’s Western Ring Route, a 48km alternative route to SH1. It will link Manukau, Auckland, Waitakere and the North Shore, improving network resilience, travel time reliability and bus shoulder lanes as well as upgrading cycleway and pedestrian facilities. The Waterview Connection project is being delivered by the Well-Connected Alliance which includes the Transport Agency, Fletcher Construction, McConnell Dowell, Parsons Brinckerhoff, Beca Infrastructure, Tonkin & Taylor and Japanese construction company Obayashi Corporation. Sub-alliance partners are Auckland-based Wilson Tunnelling and Spanish tunnel controls specialists SICE. Australasian Business Coverage Issue 15



uniTeD AiRlines Announce new sAn FRAncisco To AucklAnD seRvice United Airlines will start a San Francisco to Auckland service in July 2016, using a B787 Dreamliner aircraft. Norris Carter, Auckland Airport’s general manager - aeronautical commercial, says, “United Airlines last flew into Auckland Airport in 2003 and we are delighted to welcome them back. This new service is expected to deliver an additional 140,000 seats every year on the North American route, and contribute $190 million annually to the New Zealand economy.” “The United States is our country’s third largest international visitor market, after Australia and China. In the year to 31 August 2015, 236,272 Americans visited New Zealand, an 11.2% increase on the previous year, and approximately

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80% of them arrived at Auckland Airport.” “The new United Airlines service will improve our air connectivity to North America. It provides greater airline choice for both the growing numbers of American visitors coming to New Zealand, particularly from beyond United Airlines’ San Francisco hub, and the increasing number of New Zealanders travelling to the United States. It also improves air connectivity for United Airlines customers who can use Auckland Airport as a southern hub to connect them to destinations in New Zealand, the Pacific Islands and Australia.” The new United Airlines service will operate from the airline’s main West Coast hub. It will connect with 280 daily flights between San Francisco and more than 90 destinations in North America, Latin America, Europe and Asia / Pacific. It adds a convenient, one-stop service between Auckland and more than 44 cities in the United States, including more than 40 cities that do not already have a single-carrier, onestop service to Auckland. “United Airlines will operate its new service to Auckland Airport in partnership with Air New Zealand. Auckland Airport welcomes airline alliances that increase air connectivity and provide consumer choice and competition,” says Mr Carter.



voDAFone AnD TPg Announce $1 billion PARTneRshiP Vodafone Hutchison Australia and TPG Telecom Limited (ASX:TPM) have announced two commercial agreements with a combined value of more than $1 billion: a major Dark Fibre transmission network expansion and the migration of TPG’s mobile customer base to the Vodafone network. Under the first agreement, TPG will provide Dark Fibre and network services to more than 3,000 Vodafone Australia sites over a 15 year term. In order to provide the services, TPG will extend its current fibre infrastructure by constructing about 4,000km of new fibre to Vodafone cell sites across the country. Vodafone Chief Executive Officer, Iùaki Berroeta, said that the transmission agreement is a step change for the Vodafone network, delivering lower latency, an exponential increase in capacity and enhanced resilience. Australasian Business Coverage Issue 15

“Dark Fibre is about preparing Vodafone for the future. It is the next step in our network evolution and builds on our multi- billion dollar network investment in recent years to further enhance the customer experience,” Mr Berroeta said. “For customers, it will mean a higherperforming, 5G-ready network which will enable exciting future opportunities such as virtual and augmented reality applications. “Network data traffic will continue to grow through customers’ appetite for mobile content and the emergence of technologies such as the Internet of Things, and a Dark Fibre network will allow us to cater for future growth.” TPG Chief Executive Officer, David Teoh, said: “This is an exciting opportunity to apply 19

NEWS our proven capability in delivering dark fibre services to Vodafone utilising our own fibre infrastructure across the country. “The companies are already working extremely well together, and the end result will be a network that will enable Vodafone to continue to deliver a premium service long into the future, without the capacity limitations of legacy technologies.” This agreement extends the existing relationship between the two companies, with TPG having already delivered 900km of fibre for VHA sites between FY11 and FY13. Construction of the dark fibre network will start immediately with deployment to the majority of the existing Vodafone network to be completed during 2018. TPG estimates that it will incur incremental capital expenditure of $300-400m over the rollout period, the majority of which will be incurred over the next 3 years. TPG will provide the dark fibre services for 15 years from the date each site is delivered, with minimum contracted revenue over the term exceeding $900m. The two companies have also announced one of the industry’s largest-ever Mobile Virtual Network Operator (MVNO) arrangements, with TPG to migrate its mobile wholesale customer base to the Vodafone network. Mr Teoh said TPG mobile customers can look forward to the reliability and super-fast 4G data speeds of Vodafone’s network. Australasian Business Coverage Issue 15

“One of the biggest benefits for all existing TPG mobile customers is access to 4G on Vodafone’s network, meaning they will be able to experience substantially faster data speeds” he said. Mr Berroeta and Mr Teoh said the two agreements built on the existing longterm working relationship between the two companies. “We have the need for dark fibre to set up our network for the future and TPG has the resources to deliver it on our behalf, so it is a natural fit” Mr Berroeta said. “The MVNO agreement will mean TPG mobile customers will be able to experience Vodafone’s world-class network which TPG is working with us to further enhance.” 21


Auckland A

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and airPOrT

Airport reaches for the stars 23


ith total passenger movements up 5% to 15.8 million in the financial year ending 30th June 2015, Auckland Airport is New Zealand’s largest and busiest airport. It was originally formed in 1988 when the New Zealand Government corporatized the management of Auckland International Airport; a decade later, in 1998, the airport became the fifth airport company in the world to be publicly listed when the Government sold its shareholding. The major transport connection hub welcomes a massive 70% of those entering or leaving New Zealand each year, making it Australasia’s third busiest airport. Adding to an excellent year, in 2015, Auckland Airport was voted ‘Best Airport in the Australia Pacific’ for the seventh consecutive time. A major driver to the New Zealand economy, the airport generates billions of dollars, creates thousands of jobs and plays a crucial part in connecting the country with the world, whilst strengthening both the trade and tourism industries. Recognising its necessity to continue this growth

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trend, Auckland Airport continues to introduce new routes, services and opening consumer facilities such as duty free, fashion, food and beverage retailers in its terminals. Faster, Higher, Stronger Following its success and growth in recent years, Auckland Airport continues to implement its strategic business plan; Faster, Higher, Stronger, demonstrating that the sky really is its limit. This route is clearly paying off for the company with revenue up 6.9% and total profit up 3.5% to $223.5m in the financial year ending 30th June 2015. Announced in the 2013 financial year, the five-year business strategy embraces the company’s objective of continuously improving everything it does and builds on its 2009-2013 strategy ‘Flight Path for Growth’ which resulted in an ultimate focus to simply ‘make journeys better’. Focusing on growing faster, aiming higher and becoming stronger, the strategy was announced in response to the challenges Auckland Airport has identified from changing 25

aviation markets, customer expectations and competitive pressure in the retail and commercial property markets. The Faster, Higher, Stronger strategy provides the company with a sharp focus on important goals that underpin its future. Aiming for long-term success, Auckland Airport is dedicated to deliver on its strategy and considers its most relevant financial and non-financial performance measures against its four strategic themes, ‘Faster, Higher, Stronger’, which has led to its aims being identified as: Growing travel markets: With an ambitious and innovative approach, the airport intends to work with its airline and industry partners to introduce new flights, provide customers with greater choice, more-convenient flight schedules and greater value for money. Strengthening consumer business: Through improving and extending its retail, transport and accommodation business, the airport is able to provide more consumer Australasian Business Coverage Issue 15

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options than ever before in order to achieve its goal of ensuring it can respond to the ever-evolving needs of its customers. Fast, efficient and effective: Promising to increase productivity, processes and operations, the airport is improving its overall performance to save time and money for both its passenger airlines and passengers. Investing for future growth: Auckland Airport is building on its strong foundations for long-term, sustainable growth by continuously investing in infrastructure that supports the company’s requirements, both now and in years to come. The forecast is sunny With its strategic flight path in place, the future looks

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bright for Auckland Airport. In line with its overall growth, it experienced growth in a number of established, emerging and domestic markets in the year ending 30th June 2015. The Chinese market continued its amazing growth trajectory, up by 28.8% on the previous 12 months and recognising the ever increasing demand for these areas, Auckland Airport has increased its frequency of flights to fulfil its demand for a number of destinations. With the China Eastern Airlines seasonal service between Shanghai and Auckland Airport becoming so successful, it will now operate four flights per week all year-round from September 2015, increasing its capacity by 100,000 seats to the all-important route each year. Furthermore, North America remains an important market for the airport, with international arrivals from the United States of


America up by 10.6% on the previous period. Reacting to this opportunity, Air New Zealand has announced a new Houston Service from December 2015, highlighting its continuous strive for improvement and growth. Offering up to five B777 flights per week, the new Houston route will offer an additional 126,000 seats annually to the North American market. As well as the growth experienced in established markets, Auckland Airport benefitted from growth in emerging markets such as South America too. With Air New Zealand introducing a new service to Buenos Aires from December 2015, this re-establishment of direct air connectivity from Auckland to Argentina will add 95,000 seats each year. Also profiting from growth in its local market, Auckland Airport saw a 4.2% increase in domestic passenger numbers to 7.2 million.

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The future looks bright Acknowledging that its success cannot make the company complacent, Auckland Airport has strong future plans in place to safeguard its position as a global leader connecting the world to New Zealand. Investing in infrastructure is at the forefront of the organisation’s 30 year vision and involves a number of expansion plans for its terminals, from increasing the capacity of the international terminals to its aircraft accommodation facilities and in turn, its departure and retail areas. Continuing to focus on its development of both its domestic and international terminals, its expansion will significantly increase its ability to accommodate growing passenger numbers and will be designed to facilitate Auckland Airport’s future. With the growth of its capacity, brings the opportunity to extend

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Chief Executive: Adrian Littlewood

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its business portfolio. Auckland Airport’s utilisation of its nonaeronautical land has created New Zealand’s most popular new business park. With occupancy rates of the $763 million property portfolio now at 99.9%, this part of the business continues to go from strength to strength and boasts tenants including Coca-Cola Amatil and Fiji Xerox. In addition to its office facilities, Auckland Airport’s two hotels, the Novotel and ibis budget have proven to be such successful business ventures that work has commenced on the design of a third hotel which will be situated near the international terminal. These strategic plans set Auckland Airport in good stead to ensure it can accommodate both the passenger and business park growth over the next 30 years. Flying high – the man leading the way Adrian Littlewood, Chief Executive at Auckland Airport is responsible for shaping the strategic direction of the company through working with the Board to drive growth in travel, trade and tourism. Before taking the title of Chief Executive in November 2012, Littlewood was Auckland Airport’s general manager of retail and commercial. Whilst in this position, Littlewood directed the organisation’s growth and development of non-aeronautical revenue that continues to prove a lucrative venture today. Joining the airport in 2009, Littlewood boasts a background in corporate law, strategy, marketing and management. With valuable insight and influence on the tourism industry, Littlewood is also the chair of the New Zealand Airports Association, the co-chair of the Australia New Zealand Leadership Forum and director of the Tourism Industry Association of New Zealand. As Auckland Airport approaches its 50th birthday on 29th January 2016, it’s clear that Auckland Airport is focused on its ability to accommodate growth and strives for continuous improvement.


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Tasmania’s world-class vertically integrated short-haul freight railway


asmanian Railway Pty Limited (TasRail) is committed to delivering transport and logistics solutions that are safe, reliable, financially and environmentally sustainable. TasRail is more than a train service in Tasmania. It’s forever striving to be a world class, vertically integrated short-haul freight railway. Established in 2009, it is a Stateowned company that specialises in handling and hauling a range of commodities, from containerised freight to bulk and dangerous goods. Headquartered in Launceston, the company employs 240 members of staff.


lOGisTiCs As one of the largest transport service providers in Tasmania, TasRail connects industry and commerce to major shipping ports and freight hubs across the State. The Tasmanian Rail Network is a single line, narrow gauge (1067 millimetre) transport system. The Operational Network extends from Brighton to Western Junction and to the Port of Bell Bay in the north east and Burnie in the north west. Connections are also provided to Fingal in the east and Boyer in the Derwent Valley. The Melba Line (formerly named the Emu Bay Line) connects the West Coast to Burnie. In total, the network includes 611 route kilometres

of operational track, 232 route kilometres of non-operational track and more than 1.3 million sleepers. In addition, there are 355 bridges, three tunnels and 106 active level crossings with over 250 private level crossings and livestock crossings. “Our terminals are designed to support multi modal operations and the efficient, seamless and timely transfer of freight,” says TasRail. As the owner and operator of Tasmania’s only open access minerals Shiploader and bulk handling service, TasRail is also able to integrate its operations with industry, offering ‘pit to port’ solutions by transporting bulk commodities direct from mine to market.

Interfleet is one of the world’s leading international rail consultancies providing strategic, engineering and technology advice to the international railway industry in order to enhance our clients most pressing business outcomes and is able to draw upon the skills and knowledge of over 600 highly experienced rail professionals in order to offer world class and best practice advice. We have a proven track record over many years of delivering business benefits for our clients in the areas of Rolling Stock, Infrastructure, Rail Control Systems and Strategic Transport Advisory services. Interfleet’s business is firmly grounded in the expertise of its staff. Through their combined diverse skills and experience, our industry experts make Interfleet a leader in rail consultancy across the globe. Interfleet is providing invaluable expertise to clients across Asia Pacific, North America, Europe, the Middle East and Africa. With offices in Sydney, Melbourne, Brisbane, Perth and Wellington, Interfleet Australasia has an extensive history of supporting clients across the region since 1997 with our highly mobile, expert and flexible team. Interfleet is a member of the SNC-Lavalin Group, one of the leading engineering and construction groups in the world.

Because expertise matters. Australasian Business Coverage Issue 15

Because Expertise Matters Interfleet Australasia has an extensive history supporting clients throughout the region with offices in Sydney, Melbourne, Brisbane, Perth and Wellington. Interfleet’s team of specialists can provide knowledge and expertise to help deliver the best solutions, applying international best practice to your local context.

www.interfleet-australasia +61 (0) 2 9262 6011 37 Image courtesy of TasRail


Bombardier Transportation, a global leader in rail technology, offers the broadest portfolio in the rail industry that covers the full spectrum of rail solutions from the manufacture of passenger rail vehicles, to the provision of complete rail transportation systems & system integration, signalling, propulsion & control technology, asset management and through life support with local engineering and manufacturing. Bombardier Transportation, a division of Bombardier Inc, has an installed base of over 100,000 vehicles worldwide and with over 60 systems in operation around the globe; Bombardier is highly proven to deliver turnkey transportation systems.

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Bombardier Transportation is highly active & thrives in the areas of: đƫ Passenger Rolling Stock đƫ Railway Signalling Equipment & Installation đƫ Turnkey Transportation Systems đƫ Propulsion & Train Control đƫ Bogies đƫ Asset Management

Looking far ahead while delivering today, Bombardier is evolving mobility worldwide by answering the call for more efficient, sustainable and enjoyable transportation everywhere. Our vehicles, services and, most of all, our employees are what make us a global leader in transportation.

Some of our current high profile projects in Australia include but are not limited to: đƫ Melbourne E Class Trams đƫ Adelaide A-City EMU Trains đƫ Adelaide DMU & EMU Fleet Maintenance đƫ Adelaide Light Rail Vehicle (Trams) đƫ VLocity DMU Trains đƫ V/Line Fleet Maintenance đƫ Queensland Next Generation Rollingstock (QNGR) đƫ Gold Coast Rapid Transit System đƫ Perth “B” Series Trains đƫ Perth A & B Series Fleet Maintenance


iNVEsTMENT Since 2011, TasRail has been investing in a new fleet of purposebuilt locomotives and wagons that are in operation across the network, increasing hauling capacity, efficiency and reliability. This includes seventeen TR Class locomotives and 276 wagons including Intermodal wagons, coal wagons, ore wagons and log wagons. Final acceptance of this fleet is expected later this year, and is something TasRail has labelled Australasian Business Coverage Issue 15

a ‘game changer’. The improved single locomotive design, catering for 16 and 18 tonne axle loads with a 92% annual availability will substantially reduce maintenance costs. Crucially, the vehicles offer superior driver safety and comfort and more readily available parts, service and warranty support. Another area of significant investment has been to update the Train Control System from manual to automated. With safety absolutely paramount, this $11 million investment installed leading edge

technology across all operations. The previous system required considerable human interaction and compliance with operating rules, using paper-based procedures. Due to human error in this process, TasRail experienced a number of safe working breaches. The new Advanced Network Train Control System provides visibility of on-track vehicles to give additional protection through warning and alarms to the operators and Network Control.

TasRail sTaFF TasRail is a values driven organisation, with a set of core al es that define the c m any Safety, integrity, leadership, responsibility, teamwork, excellence and innovation are the pillars upon which the organisation is built. e ectin these al es t the lic falls upon the 240 members of staff that make up the TasRail workforce, which is why their conduct is integral to the company’s operations. “The TasRail Way also outlines 41

the principles that underpin the way TasRail approaches what are frequently complex social and economic decisions that affect us individually, and as a company - they are essential to TasRail’s commitment to sustainable development,” says the company.


“Working safely is fundamental to the success of our business. A safety or health incident could lead to personal harm for an individual, which we strive to avoid at all costs. Employees are required to stop and complete a pre-task hazard assessment prior to commencing work activities to minimise the risk of an unplanned event. All our people are empowered – and encouraged – to stop work if they don’t feel safe.”

In 2013-14 alone, those savings were worth approximately $26 million to the Tasmanian community, highlighting the integral part TasRail plays in supporting the wider economy.

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In July 2015, a major study into the enefits f ail f ei ht in asmania revealed that moving freight by rail rather than road will deliver an estimated $159 million in savings to the state’s ec n my e the fi e yea s t

The study was commissioned by TasRail and undertaken by leading infrastructure consultants Pitt & Sherry. It shows the savings were generated by reducing costs related to road accidents, pollution and road maintenance as well as the operating costs of industry and commerce.

TasRail Chief Executive Damien White said the study highlights the nde lyin enefits f sin ail to the community and individual businesses. “One of TasRail’s important competitive advantages is to help industries strengthen their social licences by moving freight by rail rather than by road. It’s providing vital social, environmental and ec n mic enefits, said hite e the ast fi e yea s, the Tasmanian and Australian Governments have provided the funds to rejuvenate the state’s rail system, which they clearly recognise as a critical part of Tasmania’s transport infrastructure.” The data revealed that the use of rail freight in Tasmania rather than

road freight saved around $7 million in road accident costs; $1 million in environmental costs; $9 million in road maintenance costs; and up to $9 million in the operating costs of business and industry.

MOViNG FORWaRD As White states, the rail industry in Tasmania had endured a very chequered past, but TasRail is committed to being a State-owned company that all Tasmanians can and should be proud of. “TasRail is literally the backbone of the State’s integrated freight network. It carries the lion’s share of the contestable freight task, and it is now well poised to help facilitate further economic benefits for the State,” he says. 43

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Queensland Rail Keeping Queensland moving ueensland Rail celebrates its th birthday in , having been formed in long before the modern motorcar had ta en root in ustralia. n such a vast, remote e panse of landscape, it s perhaps easy to understand how the company has without doubt played a ma or role in the economic, regional development and growth of the state. ver the many years, the company has directly impacted ueensland s growth, opening new mar ets and allowing precious resources to enter and leave the region. It’s incredible to consider just how pivotal the company has been on the lives of its State’s residents. Many towns and places across Queensland simply did not exist until the creation of the railway and many industries also formed along with it. As the railway system grew, the State literally grew with it, creating more business and greater wealth for the area.


GROWinG WiTH THe sTaTe Today the modern company, like the State, has come a long way from its humble beginnings in a time without real infrastructure. Queensland Rail now manages an impressive network with over 6,500km of track and 216 stations across the State. It is responsible for more than 700,000 long distance customer journeys and over 50 million City Australasian Business Coverage Issue 15

Network journeys every year. The company is also a major employer in the region with a workforce of nearly 6,000 people and an annual turnover just under $2 billion. Over the years the company has invested heavily in its network, expanding, updating and maintaining the track and updating to new technology, such as the

electrification of the network in the late 1970s, when possible. Most recently it has also announced plans to investigate the latest automatic braking systems as the company continues to consider the latest technology possible for its fleet. This latest announcement continues to reinforce the company’s strong beliefs for the safety of all its passengers.

alWaYs MOVinG FORWaRd Not content to merely rest on its laurels though, the company sets itself demanding goals each year and it aims to ‘provide contestable services to the same standard or better than industry benchmarks’. The company also has a vision to be Australia’s best performing railway, meaning that its clear business


objectives and relevant strategies are key to achieving its goals. The company has recently embarked upon a major programme of refurbishment for many of its older stations including a station accessibility program for some of its sites. Alongside the everyday maintenance of such a vast amount of track, it is also working hard to replace ageing timber rail bridges on the North Coast line. What’s more, all this will be done with the key goals of ensuring passenger disruption and environmental impact is kept to the absolute minimum and achieved on time and within budget.

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and Tarong Energy where in both instances she maintained a strong focus on safety. Along with working as the under treasurer for the State, she has also worked as the Chief Financial Officer for Brisbane City Council affording her a strong financial planning acumen.

leadeRsHiP is KeY The problem with vision though is exactly that - it’s only a vision until someone enables it to become a reality. At Queensland Rail, Helen Gluer is the woman tasked with the mammoth task of fulfilling the company’s vision whilst ensuring the trains continue to run on time. Ms Gluer, a former under treasurer for the State, took the reigns in January 2014 on a short-term basis before extending her contract in April of the same year. Prior to her present role, she held diverse roles across a number of banking, financial and infrastructure industry companies. Perhaps most notably she was previously the Chief Executive for Stanwell Corporation

During her impressive career, Gluer has also held a number of positions and directorships such as Director of Brisbane Airport Corporation, TransLink Transit Authority and as Chair of the Central Queensland Ports Authority. These positions have enabled her to build a wealth of experience within the transport sector providing her with a deep and rich understanding of its mechanisms and pinch points. Gluer is also an Adjunct Professor at the Queensland University of Technology and has held previous appointments as the Deputy Chancellor and Council member for the University. Also keen to play a role within the community where possible, she has also been involved as a Trustee of the Lord Mayor’s Community Disaster Relief Appeal Fund and also as a member of the Local Government Remuneration Tribunal. 49

Australasian Business Coverage Issue 15

Department of planning, transport & infrastructure government government of of south south australia australia Working together to connect the people and places of South Australia



he epartment of Planning, Transport and nfrastructure ( PT ) is integral to the outh ustralian community. ts sole aim is to deliver effective planning policy, efficient transport and social and economic infrastructure. With a population of over 1.6 million people to cater for, the department harnesses the diversity of purposes and people with the aim of improving the lifestyle of all South Australians. The DPTI has three divisions that work together to connect with every part of the community and deliver positive outcomes every day. The People and Business Division brings together people and financial strengths, while the Safety and Service Division controls project development and building management. The Development Division provides a focus upon the economic opportunities, investment and employment.

Australasian Business Coverage Issue 15

leaDership The DPTI is led by the Minister for Transport and Infrastructure, Stephen Mullighan, who became the MP for Lee in March 2014. He was also appointed the, Minister Assisting the Minister for Planning and Minister Assisting the Minister for Housing and Urban Development. A resident of Largs Bay, Mullighan completed a Bachelor of Arts degree at the University of Adelaide before working his way up to senior levels of Government. He also led Deloitte’s economics team in Adelaide.

rail revitalisation South Australia’s state capital of Adelaide has undergone a major and complex upgrade in recent years in what was the biggest single investment ever by a state government. This included a significant Australian government contribution, with the central focus being a rail revitalisation programme.

With a growing population and an increased need for a more m de n and efficient ail net , this programme was engineered to transform Adelaide’s network into a vibrant, state of the art sustainable system, providing faster, cleaner, m e f e ent and m e efficient services for commuters and mass rail transit. New A-City trains were also introduced and rolled out last year. This programme has incorporated the work of nine major construction contractors and represents the biggest overhaul of the city’s rail network since the 1920s. “The level of complexity of the Rail Revitalisation program is unprecedented, particularly in relation to management at the interface of eleven sub-projects, nine lead contractors and more

than 100 sub-contractors,” says the DPTI. “The successful management of safety, and environmental and stakeholder impacts was accomplished in the context of si nificant e etati n clea ance, a long and restricted work site and a still-operational national freight service running through the worksite.”

BuilDing management The Building Management division is part of the Business Services Group in the DPTI, which oversees assets valued at more than $13.2 billion. It provides advisory and management services to assist government agencies and other departmental divisions in: the c nst cti n, maintenance, replacement, refurbishment or 53


Bombardier Transportation, a global leader in rail technology, offers the broadest portfolio in the rail industry that covers the full spectrum of rail solutions from the manufacture of passenger rail vehicles, to the provision of complete rail transportation systems & system integration, signalling, propulsion & control technology, asset management and through life support with local engineering and manufacturing. Bombardier Transportation, a division of Bombardier Inc, has an installed base of over 100,000 vehicles worldwide and with over 60 systems in operation around the globe; Bombardier is highly proven to deliver turnkey transportation systems.

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Bombardier Transportation is highly active & thrives in the areas of: đƫ Passenger Rolling Stock đƫ Railway Signalling Equipment & Installation đƫ Turnkey Transportation Systems đƫ Propulsion & Train Control đƫ Bogies đƫ Asset Management

Looking far ahead while delivering today, Bombardier is evolving mobility worldwide by answering the call for more efficient, sustainable and enjoyable transportation everywhere. Our vehicles, services and, most of all, our employees are what make us a global leader in transportation.

Some of our current high profile projects in Australia include but are not limited to: đƫ Melbourne E Class Trams đƫ Adelaide A-City EMU Trains đƫ Adelaide DMU & EMU Fleet Maintenance đƫ Adelaide Light Rail Vehicle (Trams) đƫ VLocity DMU Trains đƫ V/Line Fleet Maintenance đƫ Queensland Next Generation Rollingstock (QNGR) đƫ Gold Coast Rapid Transit System đƫ Perth “B” Series Trains đƫ Perth A & B Series Fleet Maintenance


disposal of buildings, office accommodation, government employee housing and road, rail and marine property the c ement f ci il and social infrastructure, and departmental goods and services. Working with government agencies and the private sector, Building Management ensures that all these activities are carried out efficiently, ethically and for lasting public benefit. Recent projects include work to

Australasian Business Coverage Issue 15

renovate schools, such as the $17.9m Marryatville High School redevelopment completed in December 2014 to provide modern, efficient and highly functional 21st century learning facilities to accommodate an additional 200 students. This included construction of a learning centre and pedestrian entry at the rear of the school, refurbishment of existing science areas, library, reception and administration areas, as well as an extension of the gymnasium and the

development of an outdoorlearning area.

the 30-Year plan for greater aDelaiDe Released in 2010, the 30-Year Plan for Greater Adelaide was devised as a long-term vision for future prosperity and sustainability. It was designed to lay the foundations for a liveable, competitive, welldesigned and climate change resilient community. Since then, there have been significant shifts in the economic

and social landscape impacting how cities are developed, which is why this plan has been updated to incorporate these changes. “The vision is to continue the transformative process started by the Plan,” states DPTI. “The focus of future growth will be away from urban sprawl to protect our food growing areas and natural landscapes. At the same time we need to maintain our affordable cost of living, healthy neighbourhoods and provide opportunities for jobs growth and business investment.”


Australasian Business Coverage Issue 15

Main Roads WesteRn austRalia Driving forward change


oday s roads in estern ustralia are built by ain Roads using modern materials and methods honed over thousands of years. t s some distance from one of the first nown roads to be built re cently discovered ne t to a prison in London and constructed around , using timber. ac then roads were not transporting haulage truc s, nor were they speeding people to visit friends and family, they were simply enabling people to cross what was then fairly boggy and tiresome terrain.


A few thousand years later, the world’s oldest known paved road was laid some time between 2600 and 2200 BC in Egypt. Another 2,000 years on and history remembers the Romans laying miles of perfectly straight stone roads. However, it wasn’t until the 1820s, that the first modern roads began being built in Western Australia during the settlement of the Swan River Colony. Fast forward to today and Main Roads Western Australia, based in Perth, are at the forefront of ensur-ing the State’s roads are capable of supporting the demands of tomorrow. Four years ago in May 2010, the Western Australian State Government, took the decision to amal-gamate the three key

transport agencies in the region. The integration was intended to enhance the coordination of operations, regulatory functions and policy development. Responsible for an area over 2.8 million square kilometres of land, it is one of the world’s largest geographically spread road agencies. The department collectively manages more than 17,800 kilometres of roads (enough to span one and a half times around the moon) with assets worth over $43 billion. Managing such a vast area is no mean feat and only possible through Main Road’s excellent pro-ject management, budgetary control and long term strategic plan. The ‘2020 strategy’ which

SAFE, SMART, EFFICIENT INFRASTRUCTURE THAT BUILDS BETTER COMMUNITIES. McConnell Dowell is a progressive engineering, construction and maintenance company delivering end-to-end projects for clients in the building, infrastructure and resources sectors through its comprehensive skill set and proven problem solving abilities. Our operational focus is to meet and exceed clients’ requirements through innovation, teamwork and progressive thinking. “We have some of the best and brightest in their fields working for us. It’s something we’re proud of; we strive to be the industry leaders and it shows in our work.” - CEO David Robinson

Australasian Business Coverage Issue 15

McConnell Dowell is currently delivering the Lloyd Street Southern Extension Stage One - Rail Corridor Grade Separation contract with Main Roads Western Australia. Located between Great Eastern Highway in Midland and the Great Eastern Highway Bypass in Hazelmere, the project is set to significantly improve traffic flow and safety along Lloyd Street by building an underpass under the railway to replace the existing level crossing. Visit us at -


Main Roads have implemented, describes the strategic direction that it will take over the next five years. It is intended as a means to meet the evolving needs of the community and a framework to help overcome any challenges that may arise. It is designed to help Main Roads ensure that it ‘effec-tively develops, maintains and operates one of the largest and advanced road networks in the world, with the ability to support our future and present generation needs’. It is this concept of supporting future needs which can be seen in the core values which Main Roads is attempting to instil across the company. Innovation and sustainability spearheads this, with a desire to ensure that the department encourages a different way of thinking along

MCCONNELL DOWELL McConnell Dowell is a progressive engineering, construction and maintenance company building better communities through safe, smart, efficient infrastructure. Our construction capabilities encompass all aspects of road, rail and bridge infrastructure. Equipped with specialist plant for underground construction, rail facilities and transportation pipelines, the Group has the tools and knowledge to deliver the most technically challenging projects. CEO David Robinson describes the company’s operational focus to “meet and exceed clients’ requirements through innovation, teamwork and progressive thinking; which promotes industry excellence in the management of safety, quality and human relations in every project.” “We have some of the brightest in their fields working for us. We strive to be industry leaders and it shows in our work.” Nowhere is this more evident than our wealth of experience delivering projects throughout WA. These include the delivery of the QMC Bridge for Bechtel; Lloyd Street Rail Corridor Grade Separation contract with Main Roads Western Australia; and the Mandurah Road Footbridge which the City of Mandurah will be handing over to Main Roads Western Australia for future management. With a range of diverse projects both underway and on the horizon, McConnell Dowell is aiming to reinforce its reputation as a contractor that is “Driving Progress” 61 in WA infrastructure projects.

with a consideration for the wider community. Its sustainability policy states ‘Main Roads is committed to creating lasting benefits through an integrated consideration of the social, environmental and eco-nomic aspects in all we do’ highlighting how sustainability is considered in all decision making. Main Roads also cites its success being built upon its ability to recruit and retain a diverse range of talented individuals. Employing over 1,000 people, it views its employees as pivotal with their pas-sion and dynamism being key to helping it build the future. It actively encourages its employees to bring new ideas forward and champions then as innovators. The

department’s strength as an engaging employer was highlighted in 2012 when Main Roads was crowned the winner of the Western Australia employer of the year award. What is also key is a desire to seek the input of customers and advisory groups (who represent the community) with the opinion that ‘partnerships with the community are integral to our success’. To ensure that it continually pushes to improve its customer service standards, Main Roads also benchmarks itself against known best practice standards. It not only considers its customer’s input, but also their safety with key initiatives to reduce accidents. The ‘Keep

Proudly delivering engineering technical excellence to Main Roads Our local team of experienced transport infrastructure specialists are proud to have successfully delivered business cases, integrated project planning and design for Main Roads. Our recent projects include the widening and upgrade of both the Mitchell and Kwinana Freeways, Orrong Road and the Great Northern Highway.

Mitchell Freeway © DMH Photography

For more information please contact 08 9327 8300 Colin Meeking Michael Price Darryl Patterson Julia Summers Ryan Falconer David Hull

Australasian Business Coverage Issue 15

Infrastructure Leader Highway Design Network Development and Operations Interchanges and Bridges Transport and Land Use Planning Geotechnical

technical excellence to Main Roads Our local team of experienced transport infrastructure specialists are proud to have successfully delivered business cases, integrated project planning and design for Main Roads. Our recent projects include the widening and upgrade of both the Mitchell and Kwinana Freeways, Orrong Road and the Great Northern Highway. For more information please contact 08 9327 8300 Colin Meeking Infrastructure Leader Michael Price Highway Design Darryl Patterson Network Development and Operations Julia Summers Interchanges and Bridges Ryan Falconer Transport Perth Moving’ ambition, is alsoand Land Use Planning Hullexample Geotechnical anotherDavid prime of the department’s desire to provide a first class service. Looking to the future, the 2020 has enabled Main Roads to recognise that ‘long term economic growth is closely linked to infrastructure choices’ supporting the need for massive invest-ment in the State. This, in part, will be achieved by investing nearly $8 billion in delivering services over the next four years with nearly half of that in capital works. It is clear that Main Roads’ vision and desire for a world class transport network is driving forward growth, safety and improvements across this ever growing region of Australia.

Arup is an independent firm of designers, planners, engineers and technical specialists offering a range of professional services. Globally we are more than 11,000 strong, operating out of 90 offices in more than 38 countries. Opened in 1969, Arup’s Perth office has been active in shaping Perth for over 40 years. Our projects include the Mitchell Freeway Widening, the Perth Airport Expansion and Airport Drive, Elizabeth Quay and the new Perth Stadium. We shape a better world. 63


The world’s largest global milk processor and dairy exporter African Business Coverage Issue 9 Issue 15 Australasian Business Coverage


3 65

Fonterra is a global dairy brand based in New Zealand, with expert farmers at its heart. Fonterra is a co-operatively-owned company which produces 22 billion litres of milk each year sold the world over. Each aspect of Fonterra represents the group’s dedication to nutritious dairy products - even down to its name which means ‘spring from the land’. “Our business is based on sourcing secure, high quality milk and unlocking its natural goodness in ways that add real value to our customers and consumers around the world,” Fonterra says. L From day one, Fonterra’s shareholders have been farmers that have helped it to become a world lead in dairy excellence over the last 140 years. Fonterra has a network of 16,000 staff in New Zealand and around the world working to make dairy available to millions of consumers in 140 countries every day, making it the globe’s largest global milk processor and dairy exporter. The Fonterra team produces more than two million tonnes of dairy ingredients, specialty ingredients and consumer products each year and 95 per cent of these are exported worldwide. L


A large part of Fonterra’s business is operating consumer brands businesses in key markets across the world which c nt i te t a nd e cent f its fit n st alasia, its brands hold leading positions in cheese, spreads, yoghurts and dairy desserts. In New Zealand, our brands also lead the ma et in mil , a ed mil and ice c eam Australasian Business Coverage Issue 15

Across the ASEAN/MENA regions, which include all ASEAN countries as well as Africa and the Middle East, Fonterra’s high value nutritional powders including its Anlene high calcium range for bone health and our Anmum range for mother and child nutrition have a strong market presence. In Latin America, Fonterra operates a joint venture with Nestlé, Dairy Partners Americas, which provides consumer dairy products across Brazil, Venezuela, Ecuador, Argentina and Columbia. Its Soprole business is also a leader in consumer dairy in Chile with the number one or two positions across all major categories. e ealand mil h e e is al ays the c m any s fi st priority. “We have projects underway to improve the way we use our manufacturing plant and supply chain assets in

Performance by design With over 20 years experience in food and biosciences industries for clients around the world, we have the experience, skills and knowledge to deliver integrated solutions in process technology. Our clients include some of the world’s most demanding and sophisticated food and nutritionals processing companies including Fonterra in New Zealand, Australia, the United States and the United Kingdom, Glanbia in Ireland and the United States, South West Cheese and DairiConcepts in New Mexico USA, AB Mauri in China and New Zealand, Abbott in Ireland, Dale Farm and First Milk in the UK. Projects range from nutritional and infant formulae processes technology upgrades and installations to evaporating, drying, powder handling and specialty projects involving, milk, cheese, whey and yeast processing facilities. PDV Consultants have had significant experience in the development of processes and facilities for lactose (milk sugar) facilities for many of their clients. Our consulting engineers are experienced in all aspects of the design and construction of food production processes, utilities and supporting infrastructure. With offices in Europe and Australasia our team will be pleased to discuss your project at any time.

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“Our partnership with Beingmate will shOw the Benefits Of an integrated and secure supply chain, starting in new Zealand” Theo SpieringS, FonTerra ChieF exeCuTive e

ealand and d i e efficiencies, T



nte a says


As part of Fonterra’s growth strategy into China, in August 2014 it announced it had formed a global partnership with leading Chinese infant food manufacturer Beingmate to help meet China’s growing demand for infant formula. The partnership will create a fully integrated global supply chain from the farm gate direct to China’s consumers, using Fonterra’s milk pools and manufacturing sites in New Zealand, Australia, and Europe. The company started the process to issue a partial tender offer to Australasian Business Coverage Issue 15

gain up to a 20 per cent stake in Beingmate. Fonterra Chief Executive Theo Spierings said the partnership between two leading dairy nutrition companies will be a game changer that will provide a direct line into the infant formula market in China, which is the biggest growth story in paediatric nutrition in the world. a tne shi ith ein mate ill sh the enefits of an integrated and secure supply chain, starting in New Zealand – our number one milk pool – where we are fast-tracking investment in milk processing capacity to meet global demand,” said Spierings. Fonterra also produces its own milk in China, where the company has two farms and another three under de el ment m ined, the fi e fa ms ill d ce million litres of milk per year. Fonterra aims to produce up to a billion litres of milk in China by 2018. L



Fonterra knows it has to be one step ahead of the game to retain its position in the dairy market. To this end, the company is proud of its world-leading Fonterra Research and Development Centre in New Zealand’s Palmerston North. During its 85 years of operations, it has boasted many ld fi sts These developments have included spreadable butter straight from the fridge, the world-leading Anlene range of bone nutrition products, functional milk protein concentrates, ClearProtein and Textured White Base ingredients, which have opened up many new opportunities for products made with dairy ingredients. “Complemented by Innovation Centres in Melbourne, Amsterdam, Chicago, Shanghai and Singapore, our 69

team in alme st n th s t nde stand s ecific customer and consumer needs in some of the world’s leading dairy market,� Fonterra states. T


Fonterra has always been at the forefront of energy saving initiatives and knows that carrying out its operations in the m st efficient ay ssi le ma es a i diffe ence t the environment. In 2003, Fonterra devised one of New Zealand’s la est ene y efficiency ammes aimed at ed cin the energy intensity per tonne of product manufactured. In the financial yea , the ene y intensity e t nne f ingredient products had decreased by 15% compared to

Australasian Business Coverage Issue 15

when the programme began. “This programme is based on conducting an ‘energy blitz’ on a selection of sites each year where projects and investments a e identified and then im lemented in de t ed ce ene y use,” says Fonterra. “Focus areas have included heat recovery, refrigeration, c m essed ai , ile efficiency im ement, and the energy intensive processes on sites.” Fonterra’s dominance in the market looks set to continue as it keeps progressing closer to its 150th year. “Our story doesn’t end here. Dairy is a pure and natural product with unlimited potential and nutritional possibilities we’ve yet to explore,” it concludes.



Australia’s finest apples produce by a community of growers Australasian Business Coverage Issue 15


ed 73


he distinctive crisp taste of a Batlow Apple is one that has been enjoyed by the majority of Australians for more than 85 years. ehind the ni e a is a it operative that has grown from a small group f e s f med afte the fi st ld a to one of the country’s largest storage and packing operations, shifting an average of one million apple cartons a year. The region of Batlow is located at the base

Australasian Business Coverage Issue 15

of the Snowy Mountains, 450km south west of ydney in e th ales t is he e he e atl it e ati e is ne f nly a fe packing sheds in Australia to attain the world ec nised ality standa ds f and The Batlow brand is far more than just emi m ality a les t e esents a es community, where dedicated and hard working people serve to produce the best apples in Australia. atl en yed a m e ha est in , despite hail damaging 4,000 bins of fruit across the e i n, ith the s ene al mana e hn e statin it as the i est c in almost six years. T TL PPL There are many factors that combine to create the famous Batlow Apple. A combination of location, climate, soil, the best varieties, careful attention by growers in looking after their orchards, and a world class grading and packaging process is required. “A major part of the Batlow Secret to growing great apples is a very precise climate,” the company says. “Based in the foothills of the n y ntains f e th ales, the t n f atl has the e fect climate n t t h t and not too cold. “Red apple varieties need the cooler weather at night during ripening as it triggers an enzyme to increase the colour of the fruit. The Batlow climate


is st i ht m ined ith its ich s il, atl provides growing conditions which cannot be found or replicated anywhere else in Australia.� The process of producing an apple is long, with the treatment of the apple tree crucial to achieve maximum taste. A tree will take approximately two years to bear fruit, with the most important time of the year coming during spring when pollination occurs. As Batlow explains, these grow numerous l ss ms in cl ste s f fi e he la est l ss m in the cluster is known as the king blossom, and the opening of this blossom is a sign for the bees to commence pollination. nin is im tant e en in the s mme months, as the shape of the tree is vital in determining the size, quality and condition of a crop. Apples start to grow quickly towards the latter half of summer and in the autumn, Batlow as Australasian Business Coverage Issue 15

Fruit that



Castle Chemicals is a second generation, family owned Australian business with over 40 years’ experience in the fruit and vegetable industry. We are an industry leader, enabling our customers to take full advantage of our research and development in postharvest issues. Castle Post Harvest offers efficient, value-adding, sustainable products and services including waxes, sanitation, fungicides and cleaners. We would like to take the opportunity to thank Batlow Co-op in choosing Castle as their preferred postharvest supplier.

‘Castle Chemicals has a large range of postharvest products including different types of fruit coatings, e.g. Shellac, Carnauba and mixtures of both for every possible application and requirement.’ – Graeme McNeil, Manager G.V. Crop Protection


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apples are ready to pick. The growers and their pickers harvest the apples then send them to the atl it e ati e t sta t the ne t sta e of their life cycle; sorting and packing. T Batlow does everything it can to help achieve optimum conditions, and has invested heavily in technology to help it do so.

Australasian Business Coverage Issue 15

Every day, Batlow’s horticulturalists are trying to identify new and improved ways of not only growing their apples, but also controlling pests and minimising any damage to crops. ne f these techn l ical ad ances is used to control codling moths as opposed to chemicals. This technology, known as mating dis ti n nte ated est ana ement involves the use of small dispensers placed in the apple trees. These emit synthetically produced female pheromones to confuse the male moth and disrupts the mating cycle. “This breakthrough has completely changed the ecology of the orchards, allowing naturally

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cc in eneficial insects t s i e and control other pests,� says Batlow, who use the process throughout its orchards. R P nce the a les a e ic ed, atl les must be packed carefully to ensure they stay in perfect condition. They are put into large bins on the orchards and transported to the Batlow it e ati e st min tes a ay e e, Australasian Business Coverage Issue 15

they are transported to special rooms where they are kept at just the right temperature to keep them fresh, crisp and juicy before being graded. ate canals a e sed t t ans t a les in the grading process to minimise bruising and damage to the apples.The Batlow seal of approval is not awarded until each and every apple is checked by sight, and then photographed both inside and out by a revolutionary grading machine where each ne is h t a hed times, st ne f the innovations Batlow has introduced to enhance its produce. Any fruit that does not meet the Batlow standard is separated, while the rest of the apples continue on conveyor belts to the next stage. At this point, the apples are washed, dried and waxed using a natural polish before being double checked and graded to ensure only the best fruit is packed. “The apples are sent al n a s eedy fi e lane ade fitted ith a camera box that photographs 40 pieces of fruit per second. This camera is programmed with the strict grading standards of the Batlow it e ati e t assess the c l f each piece of fruit. Each apple is then weighed and separated to be packed with apples of similar size, colour and weight,� says the company. Apples are then stickered, placed onto trays and into cartons which are loaded onto pallets to be stored in cool rooms to await daily transportation to markets throughout Australia. 81

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T R n , atl ente ed int a int venture with two brothers, Rich and Sam m es, h had the idea f c eatin a truly Australian cider. This venture now c m ises a nd cha d nin families around the Batlow township. There are three and a half bottles od Batlow Apples in every bottle of Batlow ide ma in st alia s a ite les int st alia s a ite ide


Australasian Business Coverage Issue 15


Providers of integrated solutions to blue-chip clients or more than years, ecmil has been offering a diversified range of services to the mining, oil gas, infrastructure and government sectors in ustralia and overseas. The company has become an expert in delivering integrated solutions to blue-chip clients. As a respected leader in project delivery, Decmil’s success is based on our ability to build strong relationships and produce positive outcomes for clients. Listed on the Australian Securities Exchange (ASX Code: DCG), Decmil’s goal is to maximise returns from its operations to deliver value to clients, shareholders and stakeholders.


REPUTATION One of Decmil’s great strengths is its vast national footprint which allows the company to provide complex and diversified offerings. “We are committed to outstanding project management and delivery regardless of the scale or the intricacy of the work,” the company says confidently. Decmil’s reputation has been built from its reliability over decades, and testament to this are the prestigious corporations on its list of partners. BHP Billiton, BMA, Chevron Australia, the Department

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Australasian Business Coverage Issue 15

of Immigration and Border Protection, i in ne y, th acific il, Caltex, Rio Tinto and Shell to name but a few. “(Our reputation) is founded on a culture of safety, people, leadership, client relationships, teamwork and community,” states Decmil. “These inci les a e fi mly em edded in all our processes and systems, and embodied in the way we conduct all aspects of our business. “Our long and respected association with almost all major mining and energy projects arises from its partnering approach, high regard

for the environment, and sharp focus on innovation in all aspects of operation. Our people have the expertise and enterprise to deliver large scale, complex projects in construction, engineering and accommodation services.”

OPERATIONS The Group operates two strong business units; Construction and Engineering and Accommodation Services. Decmil prides itself on being one of Australia’s leading accommodation

and housing specialists, delivering m e than , acc mm dati n rooms over the past five years. The company’s work ranges from purpose built residential projects, to metropolitan housing and over , ed illa es, dem nst atin the flexibility of the corporations output. An important aspect of delivering the highest quality projects is Decmil’s involvement from the initial stages of development, right through to completion.


Australasian Business Coverage Issue 15


As well as commercial properties, the company also takes on infrastructure projects such as libraries, clubs, training and education facilities, cinemas, gyms, sporting facilities and affordable housing solutions. On the engineering side, Decmil provides turnkey tank and fuel facility solutions to the Aviation, Oil & Gas

and Resources industries as well as Government and Utility Providers. Meanwhile, Homeground Villages’ flagship property – Homeground Gladstone is located in the fastgrowing area of Gladstone in Queensland. Decmil’s creation, it sets a new standard in quality workforce accommodation, and boasts a swimming pool, tennis court, basketball court, gym, recreation centre, theatre room, licensed tavern and games room all to help give staff quality living surroundings.

DEFENCE CONTRACT t as ann nced in st that ecmil had n milli n in defence contracts in WA, Queensland and the Northern Territory. Australasian Business Coverage Issue 15

The projects include infrastructure and accommodation works at Learmonth RAAF base near Exmouth and HMAS Stirling on Garden Island. Design and construction work in Queensland will be carried out at Wide Bay training area, north of Brisbane. “This new work demonstrates our capability to deliver integrated engineering and construction projects for Government,” said Decmil Managing Director Scott Criddle. “The business continues to target further opportunities with Government in the immigration, health, transport and education sectors.”

COMMUNITY WORK Decmil takes great pride in being able to positively contribute and engage with the community through events such as charity events, corporate friendships, charity partnerships, volunteering and donating. Decmil has a longstanding Corporate Social Responsibility program which is all about giving back, helping people in need, encouraging social cohesion, and supporting local communities. “We see ourselves as part of the communities in which we operate, and as such we strive to be positive, active and contributing participants in community life,” Decmil says.

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Australasian Business Coverage Issue 15


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Oliver Moy Publisher For enquiries email