Business Pulse July 2018

YEAR OF THE ENTICE • APPR ADVICE PARTY XMAS ING • AIN ID BARG LOW PA ILES • ER PROF MEMB

SPECIAL FEATURE: CELEBRATING 20 YEARS OF APPRENTICESHIPS AND TRAINEESHIPS IN WA www.cciwa.com

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Africa’s resource boom

CHRISTMAS PRESENCE Successfully navigate the festive season with CCI’s experts

ANDREW BENNETT

EQUAL REMUNERATION CLAIM • WESTCARE PROFILE • SUPERANNUATION • 457 FACTS CCI – now supporting more than 9,000 Members

CCI – now supporting more than 9,000 Members

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Confusing decisions expose Fair Work proble

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cutting back regulation l ti ffor economic i bl bloom

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BUSINESS PULSE

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BUS

Local content around the world State IR review squandered Your space or MySpace?

Young Retailer of the Year winner

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BILLIONS FOR METRO CENTRES

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How robots are changing the way we do business

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M AY 2 0 1 7 B US INE S S PUL S E 1

we have to take

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WA LABOR UNVEILS ITS PLAN

Doing business in Regional WA

Has the economy reached a fork in the road?

the sun is now –

The case for charity

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Perth’s time in

CCI calls for public sector reform

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J U LY 2 0 1 3

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CCI – now supporting more than 9000 Members

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CCI – now supporting more than 9,000 Members

Excitement builds as construction phase enters the last quarter

O C TOB E R 2 0 1

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GET LUCKY

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SEPTEM BER 2017

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RIPPED OFF

May 2012

YES! on politics, business and education

West Coast Eagles CEO Trevor Nisbett on the value of work experience

IN THE WORKPLACE

COUNTDOWN TO BOUNCEDOWN

THE REGIONS

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WA’S ENGINE ROOM

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THE COACH

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MEMBERS TO GET MORE BANG FOR THEIR BUCK

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this election.

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THINK LIKE A START-UP

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J U LY 2 0 1 5

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Your voice can make a difference

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Member Profile: John Hughes

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AHEAD:

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New CEO moves in

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CURVES

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CCI – now supporting over 8,500 Members

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Commonwealth Tax Review, an opportunity for significant reform

MARCH 2018

NEW LORD MAYOR

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Opening the doors to international trade.

Where the pressures lie

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MAY 2018

www.cciwa.com

June 2012

WA gin distiller kicks off festive season with rare brew

May 2010

PAYROLL TAX:

SAVE OUR SKILLS

‘IT HAS TO GO’

Employers fight back

EXPORT MARKETS

The home advantage

BP

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DECEMBER 2016 B U S I N E S S P U L S E 1

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the right balance?

BUSINESS PULSE April 2011

www.cciwa.com

Streamlining environmental approvals WA tax burden Debunking deregulation myths

FEBRUARY 2018 BUSINESSPULSE

ENGAGE IS THE EAMING

Green Paper will iitt ach achieve hieve

WA tax relief overdue

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Sustaining the boom Push for Perth progress

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BAG HALCO INGS DUT Y SAV IMPORT

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MICHAEL KEENAN: ‘THIS IS A MIND-EATING DRUG’

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NEV POWER: ‘WE MUST STAND UNITED’

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March 2010

Opportunities

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BUSINESS PULSE

LSE

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CCI – now supporting more than 9000 Members

2017 DECE MBER 2018 JANU ARY

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WHAT NEXT FOR WA?

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CCI – now supporting more than 9000 Members

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MAKING THE MOST OF OUR FUTURE.

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CCI – now supporting more than 9,000 Members

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Recognising Indigenous Participation Financial Year in Review Preventative Approaches to Health

5 ISSN 1328-268

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BUSINESS PULSE

HERE’S CHEERS

CHANGING LANES SHARRI CARTER

No. 10000417

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WA PRODUCE ON THE PARTY TABLE

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1328-

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PASS OR FAIL? RATING THE GOVERNMENT ON THE ISSUES THAT COUNT.

THE SCIENCE OF LEARNING

CCI’s Reconciliation Action Plan

CCI – now supporting more than 9,000 Members

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4175

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WA businesses are leading the way

love

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relationships

State of innovation

NITIES KA

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Master chef How a cooking competition put one business on the map

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DE C E M B E R 2 0 1 6

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spotlight

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August 2011

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Brett Godfrey – flying high

CCI – now supporting over 8,500 members

MAY 2016

BUSINESSPULSE

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CCI seeks amendments to proposed Fair Work Bill Print Post

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CCIBUSINESSPULSE

BUSINESSPULSE

Business confidence hints at early recovery

UNION POWER GROWING • MENTORING • WORKING HOLIDAY VISAS • ECONOMIC OUTLOOK

AUG U S T 2 0 1 5

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CCI – now supporting over 8,500 members

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BUSIN

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SEPTEM BER 20 17 BUSINESS PULSE 1

BP

Safet

FINAL EDITION

Now supporting more than 9000 Members CCI – now supporting more than 9000 Members

OOD LEVY OPINION • TENDERING SURVEY • ENTERPRISE CONNECT • WHAT’S ON

New IR system to cost business

BETTER SAFE THAN SORRY

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BARNETT ON BUSINESS

Small businesses are the new target for today’s hackers

How an ex-SAS soldier built the business of the year

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IS YOUR DATA SAFE?

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EET THE THINKERS QUICKLY ADAPTING TO AN EVER-CHANGING WORLD

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FUTURE SHOCK

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The

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PERTH’S VIBE Selling it to the world

CARE FACTOR Massive growth on way

www.cciwa.

The Breast Cancer Research Centre - WA (BCRC-WA) is reshaping the future of breast cancer care.

• 48 people are diagnosed with breast cancer in Australia every day.

• BCRC-WA is Australia’s busiest breast cancer research centre.

• We’ve undertaken over 80 international and national trials to find new and better treatments for breast cancer patients and to save lives.

• BCRC-WA has contributed to increasing survival rates.

• BCRC-WA is self funded. We do not receive government funding.

• Your support goes directly to enhancing patient outcomes – all donations received go fully to patient research, treatment and services.

• At least 13 of our research projects have contributed to enhanced breast cancer treatment worldwide.

• In 2019 we will move into our fully integrated breast cancer centre where patient research, treatment and support services will be available in one central location.

Corporate partnerships and naming right opportunities will be considered with this worldclass entity right on your doorstep. Please contact Carmelo Arto, CEO BCRC-WA if you are interested in partnering with us.

Carmelo Arto, CEO, and Prof. Arlene Chan, founder and medical oncologist at BCRC-WA. Prof. Chan’s long held dream of opening a comprehensive breast cancer centre will be realised in 2019. This Western Australian first will offer enhanced treatment and care to breast cancer patients and their families under one convenient roof.

Breast Cancer Research Centre (BCRC-WA)

Hollywood Private Hospital Entrance 3, 101 Monash Avenue, Nedlands WA 6009

+61 8 6500 5501 info@bcrc-wa.com.au www.bcrc-wa.com.au

WELCOME

JULY 2018

IN THIS EDITION Message from the CEO

5

Message from the Chief Economist

6

Pump on policy

7

CCI@Work

8 10

Lessons Learnt — Rick Hart Moving Ahead

PAGES 22-30

Boost your budget with an EOFY travel bonus!

Contact Corporate Traveller on 1300 732 280 for more information about this exclusive offer.

*Terms and conditions: Promotional period starts 4 June 2018 and ends at 5pm AEST on 30 June 2018. Corporate Traveller has the right to change or cancel this promotion at any time without notice. Australian OpCp Pty Ltd (ABN 20 003 279 534) trading as Corporate Traveller. ATAS Accreditation No: A10412 CoT80819

Freight drives the state

12

Guest columnist: Infrastructure Australia CEO Philip Davies

15

What’s in the pipeline? Deputy PM Michael McCormack

16

How blockchain delivers efficiency

18

Singapore to south west air link

21

Special feature: Apprenticeship Support Australia 20 years of apprentices and training

22

Deaf apprentice chefs

24

Wheels keep turning since completing training

26

Q&A

35

Cheers to crowdfunding

36

Succession planning with Nick Poll

38

How CCI helped a business set up in Kuwait

40

Winners are grinners

45

Published monthly by Chamber of Commerce and Industry of Western Australia (Inc) 180 Hay Street, East Perth WA 6004 T (08) 9365 7555 E info@cciwa.com W www.cciwa.com President Ray Sputore

Chief Executive Officer Chris Rodwell

Editor - Robyn Molloy (08) 9365 7628 | editor@cciwa.com

Graphic Designer - Katie Addison (08) 9365 7518 | katie.addison@cciwa.com

Sub Editor - Tim Trevenen

Advertising sales - Paula Connell

Disclaimer: This information is current at 1 July 2018. CCI has taken reasonable care in preparing this information, however, it is provided as a guide only. You should seek specific advice from a CCI adviser before acting. CCI does not accept liability for any claim which may arise from any person acting or refraining from acting on this information. Reproduction of any CCI material is not permitted without written authorisation from the Editor. © Copyright CCI. All rights reserved

JULY 2018 BUSINESS PULSE 3

CCI: WE BELIEVE IN BUSINESS Did you know, as a Member of CCI, you are part of a business network spanning hundreds of industries that believe in the value business brings to the WA community?

With your valuable contribution, more jobs are created, services are delivered and our economy thrives.

CCI makes it easier for you to do business in WA and we do this through our range of Member services.

Here’s how we’ve helped our Members this financial year:

MORE SUSTAINABLE WA GOVERNMENT SPENDING AND STABLE TAXES TO CREATE WE ADVOCATED FOR

MORE JOBS AND BETTER FINANCES WE ARE FIGHTING TO

SAVE OUR SKILLS

TO ENSURE WA BUSINESSES CAN CONTINUE TO UPSKILL THEIR WORKFORCE OUR INTERNATIONAL TRADE CONSULTANTS

THE PRODUCTIVITY COMMISSION BACKED CCI’S MODEL TO

FIX THE BROKEN GST IN THE NATIONAL INTEREST

RAN

HELPED

3,116

BUSINESSES ACCESS EXPORT OPPORTUNITIES OVERSEAS

250 FREE FTA

TRAINING SESSIONS FOR WA TO EXPAND

17,256 TRADE DOCUMENTS ISSUED

ENABLING MEMBERS TO REACH NEW MARKETS WE CONNECTED MORE THAN

5000 PEOPLE AT CCI EVENTS

OUR EMPLOYEE RELATIONS ADVICE HOTLINE

27,000 CALLS

TOOK FROM WA BUSINESSES LOOKING FOR HR EXPERTISE TO HELP MANAGE THEIR WORKFORCE OUR WORKPLACE CONSULTING TEAM DEFENDED

62 BUSINESSES AGAINST UNFAIR DISMISSAL CLAIMS

OUR APPRENTICESHIP SUPPORT AUSTRALIA TEAM HELPED OVER

4000

WA BUSINESSES GET ACCESS TO TRAINING SUPPORT

RENEW YOUR MEMBERSHIP TODAY! 1300 422 492 | membership@cciwa.com | cciwa.com 4 BUSINESS PULSE JULY 2018

ADVOCACY IN ACTION

Business pulse beats stronger online A MESSAGE FROM THE CHIEF EXECUTIVE OFFICER

As CCI embarks on the next stage of its digital transformation, it means bidding a fond farewell to this traditional form of communication, Business Pulse

T

his is the last edition of Business Pulse. As part of CCI’s new strategic plan and in line with current trends, CCI has decided to place a greater emphasis on digital content.

We would like to thank you for supporting the magazine through your loyal readership, advertising, participation in our stories, photographs and columns and making our publication part of the furniture in your reception areas.

Looking back on more than 30 years of the CCI’s publications, you stumble across headlines such as “WA’s apprentice training tragedy”, “Labor and Unions in struggle over IR policy”, “WA businesses back GST, tax cuts” and “Push for more trading hours post-Christmas”.

While it makes you wonder what has changed, it also makes it clear that the battle to make WA the best place to live and do business is far from over. It’s constant, it’s tough and, as any business will attest, the issues are evolving.

So while Business Pulse may be laid to rest, CCI’s fight for a better playing field is far from over. In fact, it’s amping up to a whole new level.

We hope you agree that more immediate and relevant content via digital channels is the future.

We are excited about this change and we urge you to keep your eye out

Chris Rodwell Chief Executive Officer

IN THIS EDITION Our final magazine has the appropriate theme of ‘Moving Ahead’ and delves into what keeps WA ticking in terms of freight and logistics.

Our guest columnists include Deputy Prime Minister Michael McCormack and Infrastructure Australia CEO Philip Davies.

Read our special coverage of to mark our 20 years of Apprenticeship Support Australia.

To subscribe to our publications visit cciwa.com.

Please enjoy this final edition and if you are interested in contributing to online platforms contact robyn.molloy@cciwa.com

BP

NOVE M BE R 2 0 12

MIGRATION • OSH HARMONISATION • SEN MBA IN A DAY • STUDENT ECONOMIC FORUM

MAY 2017 BUSINESSPULSE

BUSINESSPULSE

GAS UPDATE • AWARD MODERNISATION • MIGRATION • PROJECT MANAGEMENT • WHAT’S ON

www.cciwa.com

BUSINESS PULSE

A FRESH NEW LOOK FOR CCI

September 2008

BUSINESSPULSE

BP

for some exciting developments including video content, interaction via online channels and some campaigning that will break new ground.

www.cciwa.com

MAY 2013

BUSINESS PULSE

AUGUS T 2017

September 2011

MEMBERS TO GET MORE BANG FOR THEIR BUCK

DOWN TO BUSINESS

BARNETT

State Election tthe he iissues ssues th the he nextt Government Government

VS. MCGOWAN

cost

of doing business

COUNTDOWN TO BOUNCEDOWN

Where the pressures lie

Excitement builds as construction phase enters the last quarter

AUG U S T 2 0 1 7 BUS I N E S S P UL S E 1

Is a GFC sequel in the works?

How to retain your employees World attention for CHOGM Finding your niche - member profile

Print Post Approved No. 100004175 ISSN 1328-2689

ISSN 1328-2689

MAY 20 17 BUS INES S PULS E 1

Print Post Approved No. 100004175 ISSN 1328-2689

CCI – now supporting more than 9000 Members

Print Post Approved No. 602 100004175 ISSN 1328-2689

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Africa’s resource boom Commonwealth Tax Review, an opportunity for significant reform The importance of community and industry involvement

Print Post Approved No. 100004175 ISSN 1328-2689

ISSN 1328-2689

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THE PREMIERSHIP OF WA

PREMIER OUTLINES VISION FOR FUTURE

The

NEV POWER: ‘WE MUST STAND UNITED’

MICHAEL KEENAN: ‘THIS IS A MIND-EATING DRUG’ JU NE 2016 B USINESS PULSE 1

JULY 2018 BUSINESS PULSE 5

ADVOCACY IN ACTION

GST is second biggest issue for West Australians CCI CHIEF ECONOMIST RICK NEWNHAM

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n the interests of the nation, we must put aside our interstate differences.

We are all Australian first, and our state identity comes second. Yet the debate about the need for GST reform has often scraped the bottom of the barrel as states scramble to protect their pots of GST gold. Despite Australia’s independent body, the Productivity Commission, recommending change to boost the national economy, state governments cannot get past protecting their own patch. This is coming at the expense of Australia’s future.

So far, solutions proposed by politicians have not adopted the heart of the Productivity Commission recommendations – that the formula must change to boost economic growth.

We recently saw another attempt to woo WA voters with GST top-ups, but as CCI has highlighted time and time again, top-ups are welcome but will no longer cut it. It won’t cut it for West Australians who want a fix to this broken system, and it won’t cut it as a solution to boost the national economy.

Now is the time to act in national interest, not with top ups but with genuine reform.

West Australians aren’t looking for a short-term handout, they are looking for a long-term solution.

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Ninety per cent of WA’s iron ore royalties have been sent to the east coast thanks to the broken GST distribution — this is a clear disincentive to economic growth. Meanwhile, the Queensland Government has recently added $1 billion worth of additional public servants to the bureaucracy, who — it could be said — will be paid for with WA’s GST.

“Ninety per cent of WA’s iron ore royalties have been sent to the east coast thanks to the broken GST distribution” Under the current GST formula there is no accountability, no incentive for states to grow their own economy and no reward for running an efficient state government.

Importantly, we know that most Australians

support a change to the GST distribution if it is in the national interest.

According to exclusive national polling of 2350 Australians commissioned by CCI, 70 per cent of Australians believe that WA’s GST share fell to an unacceptable level — below 35 cents — and most Australians (52 per cent) believe that if it is in the national interest to change the GST distribution it should be changed.

The poll also revealed that fixing the GST was the most important issue to West Australians, second only to cost of living. As the state that has had to deal with the most extreme outcomes from this broken system it is no surprise they believe it should be fixed.

In WA, as revealed in The West Australian, only 8 per cent of West Australians believe the current GST distribution is fair.

For fixing the GST system to be the number two issue on West Australians’ radar, it is further proof that the state feels ripped off by a system that not only punishes states that develop their own economy but encourages those that don’t to sit back and enjoy the ride.

Long-term reform, as recommended by the Productivity Commission, is the only way to ensure all Australians get a fair go when it comes to GST distribution.

Every state should be expected to stand on its own two feet but no state can be left to fall behind, and that is exactly what a change to the GST carve up will ensure.

Federal Liberal and Federal Labor must commit to GST reform in the national interest if this is what the Productivity Commission recommends. Importantly, so must every state government to ensure that every Australian continues to get ahead.

This is what’s in the national interest. This is what’s in every Australians interest.

ADVOCACY IN ACTION

Plugged in to Govt strategy Fuelling demand for battery materials are forecasts that electric vehicles will increase from 1.1 million worldwide last year to 30 million by 2030 JUSTIN ASHLEY

T

he State Government’s recent establishment of a taskforce to develop a Lithium and Energy Materials Strategy coincides with the commencement of CCI’s economic viability study into the battery supply chain in Western Australia.

The announcement of the taskforce, which aims to “capitalise on WA’s huge potential produce and process lithium and other energy materials”, is therefore a welcome move.

Given the similar objectives of the taskforce and CCI’s economic viability study, this is a great opportunity for collaboration between government and industry.

It is well known that Western Australia is already an established producer of minerals and metals used in the global production of batteries, and that the state is moving further into advanced mineral and metal processing, as well as battery chemical production.

Independent research firm Bloomberg New Energy Finance’s latest forecast says demand for copper, high-purity nickel, cobalt and lithium used in the manufacture of electric vehicle battery packs is set to rise 31 times, 42 times, 19 times and 29 times respectively by 2030.

This move downstream is evident in Tianqi’s and Albemarle’s investment in lithium hydroxide production facilities, to be located at Kwinana and Kemerton respectively.

from industry and government to understand the potential for Western Australia to leverage its competitive advantages and maximise the value it derives from markets associated with battery production.

This could involve diversifying minerals and metals production, moving further downstream into advanced mineral processing and chemical production, and potentially into advanced manufacturing of battery componentry and

“The State is progressively moving further into advanced mineral and metal processing, as well as battery chemical production” Nickel West is also expanding into the production of nickel sulphate and is assessing the potential to produce refined cobalt.

Furthermore, Neometals is looking to expand from lithium mining to lithium hydroxide production, and is looking for opportunities at the recycling end of the supply chain. There is a lot going on in this space and I’ve only just scratched the surface of what’s happening in Western Australia.

So, why is CCI conducting the economic viability study? There is a great deal of interest

systems. However, there is currently a lack of understanding about the economic viability of Western Australia participating in various elements of the supply chain.

The study aims to close this knowledge gap by assessing Western Australia’s capability and participation in the battery supply chain, and how we compare with international jurisdictions. The study will also assess policy instruments used to attract investment in other jurisdictions and investigate the economic drivers behind investment decisions throughout

the supply chain. The results of the study will then be used to identify and assess policy options that could be used to facilitate further investment in Western Australia.

While there have been a lot of reports and commentary on the opportunities associated with lithium and battery-related markets, CCI’s study is unique in that it will analyse the economics of the battery supply chain in the Western Australian context. This type of economic analysis is crucial for evidence-based decision making in support of policies and strategies for facilitating investment in the State’s industrial capabilities.

CCI has already engaged the State Government, with a view to using the economic viability study findings in the development of the Lithium and Energy Materials Strategy. This is a fantastic opportunity for industry and government to work towards the shared objectives of attracting investment, creating jobs and making it easier to do business in Western Australia.

THE PUMP ON POLICY If you would like to know more about CCI’s economic viability study, or opportunities to engage with government in the development of its Lithium and Energy Materials Strategy, contact CCI Policy Manager Justin Ashley on justin.ashley@cciwa.com.

JULY 2018 BUSINESS PULSE 7

CCI@WORK 1. CCI QUICK CONNECT SPEED NETWORKING SERIES MAY 16 Networkers practised their perfect pitch with 65 others at the latest speed networking series held in CCI’s Function Centre.

Business cards were handed out and new business connections were made at the popular, noisy, fast-paced event where there’s only two minutes to get to know the person opposite.

Participants also enjoyed the wine tasting provided by Fermoy Estate from Margaret River.

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2. VIEW OF FUTURE WORKFORCE FOR TEACHERS MAY 16 Apprenticeship Support Australia provided teachers with a glimpse of the future workforce through an event that included keynote speakers from Rio Tinto, Grain Industry WA and Skills of the Modern Age. Apprenticeship Support Australia Manager Lena Constantine convened an apprentice panel made up of apprentices from NRW Holdings, Rio Tinto and Shell who answered questions about what it was like to be an apprentice in today’s workforce.

CCI Senior Economist Nathan Viles shared his thoughts on the convergence of the physical and digital worlds and explored the eight essential technologies that will impact WA business and the economy in the future.

Rio Tinto said students needed to be engaged in STEM subjects.

1 DIARY NOTE: LIGHTHOUSE LEADERSHIP SERIES WITH BOB CRONIN AUGUST 15 After a distinguished career in journalism, Bob Cronin retired in October 2016 as editor in chief of the West Australian newspapers. Having worked for seven newspapers in Australia, and been editor of four, Cronin has won several awards for his journalistic leadership, including the Order of Australia in 2011, and the Walkley Award in 2014.

Currently, Bob is a director/trustee of the Bravery Trust which provides assistance to incapacitated current and former members of the Australian Defence Force and the families of deceased and incapacitated members. Join us for an exciting opportunity to hear from Cronin, as he shares insights into his career and leadership tips.

To find out more and book tickets visit cciwa.com/events

To register your interest in receiving more information about any of our 2018 events, email functions@cciwa.com

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CCI@WORK 3. HBF-CCI BUSINESS FOR WELLNESS CONFERENCE 2018 JUNE 7 More than 100 people turned out to Perth Arena to hear first hand from industry leaders on how to maintain a healthy workplace.

HBF CEO John Van der Wielen spoke candidly about managing staff stress and maintaining transparency during a time or organisation change while paratriathlete and HBF ambassador Brant Garvey gave an entertaining motivational presentation.

CCI’s Rachael Lincoln outlined employer responsibilities for employee wellness while Matt Butterworth outlined some OH&S issues as working from home becomes more popular.

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4. CCI LIGHTHOUSE LEADERSHIP WITH MARCUS STAFFORD JUNE 12 MSWA CEO Marcus Stafford gave a candid address on leadership. He’s taken the MSWA, which he prefers to call a ‘profit for purpose’ enterprise, on a ride to prosperity since taking over the reins in 2002. It now supports people with more than 30 neurological conditions.

The WA branch donates more to research than any other MS society in the country.

He said at the heart of the organisation was the wellbeing of its customers, who did not choose to be members of the MS Society but came to it by circumstances beyond their control.

“I am determined that MSWA should be the leader in the customer value proposition; our customers are the most valuable of all because they need services for their quality of life or research to find a cure.” he said.

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JULY 2018 BUSINESS PULSE 9

IN BRIEF

NO BLOCKING BILLION DOLLAR DIGITAL LEDGER

LESSONS LEARNT RICK HART, BRAND AMBASSADOR, WINNING APPLIANCES

Rick Hart is a WA businessman and former electrical goods retailer who is now the WA Brand Ambassador for Winning Appliances. Rick is also a former president of the Fremantle Football Club.

Worldwide spending on blockchain solutions is forecast to reach $2.1 billion this year — more than double the $945 million spent last year.

The figures were reported in the inaugural Worldwide Semiannual Blockchain Spending Guide from International Data Corporation.

IDC expects blockchain spending to grow to $9.7b in 2021.

“Interest and investment in blockchain and distributed ledger technology is accelerating as enterprises aggregate data into secure, sequential, and immutable blockchain ledgers, transforming their businesses and operations,” Worldwide Blockchain Strategies research director Bill Fearnley said.

The United States will see the largest blockchain investments and deliver more than 40 per cent of worldwide spending, according to the report.

Western Europe will be the next largest region for blockchain spending, followed

by China and Asia/Pacific (excluding Japan and China).

Growing up I learnt … Growing up in a country town and farming community our parents instilled life values which have stood the test of time. Values like being respectful to all people, being aware of your commitments and staying loyal to your own values. Be kind to others and strive to be a good citizen. The opportunity to grow up in a country environment, where youngsters learnt to compete with adults in the sporting arena, is — in my mind — a great start in life.

The most valuable lesson I learnt in school … The big lesson — that I now realise — was that I was too focused on one particular career choice, which in the end never eventuated. Nothing was wasted, however, and I was able to pursue other opportunities and the experience probably gave me the impetus to try new things as I set out in life.

This year I’ve learnt … In this tough environment it’s really important to work on your skills and your strengths and to try and capitalise. Never a truer example of “when the going gets tough — the tough get going”.

One lesson I wish I had learnt earlier … I think I learnt it early enough but the one thing that can never be underestimated is your own self-belief. It is one of the strongest human attributes and can often overcome big obstacles. Oh, and I wish I’d learnt to play the piano like my mother wanted me too.

A small but crucial lesson to learn is … Always believe in yourself, grow with your successes and learn from your failures — and never be afraid to get back on the horse.

10 PER CENT The amount of Australia’s GDP accounted for by freight

141 PER CENT The amount Perth’s urban freight will grow between 2010-30

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ROLLS-ROYCE SET TO DEVELOP AUTOMATED SHIPS A research and development facility to develop remote control ships has been opened by Rolls-Royce in Finland.

The company hopes to launch a remote-controlled coastal vessel by 2025, a remote-controlled ocean-going ship by 2030 and an autonomous ocean-going ship by 2030.

The new centre will host projects focused on autonomous navigation, the development of land-based control centres and the use of artificial intelligence in future remote and autonomous shipping operations, Rolls-Royce said.

The company said the centre will showcase

the technologies it has already introduced as well as those in the development stage.

“I’m proud to say that the R&D centre is now up and running and that all stakeholders, partners and customers will be able see here what a remote-controlled and autonomous maritime future could look like, and work with us to shape the future,” said Mikael Makinen, Rolls-Royce President Marine.

The centre includes an interactive ‘experience space’ which demonstrates to customers the “tangible benefits of what is often considered an intangible technology”, he said.

IN BRIEF

A DAY IN THE LIFE...

HALE PRESTON-SAMSON, OPERATIONS MANAGER, SADLEIRS LOGISTICS

W

hat I love about my job is that some days you have all these problems and you can get the solutions and just knock them out of the park straight away.

But then there are the days when those issues happen all at once and, no matter how hard you try, you can’t fix them easily. That’s when it can become demoralising.

My day normally starts in the office between 6am and 7am. I’ll talk to the drivers about the day’s weather and we discuss any incidents from the previous day and anything we’ve learned out of that.

We have focuses for the week, which we discuss. It’s usually quarantine, safety or dangerous goods. That’ll probably take about 15-20 minutes. And then we do stretches — which may sound funny, but often the drivers have to do some strenuous pre-starts, like lifting — so it makes sure that they’ve warmed up before they start using their muscles. A bit like a footy team warms up.

I manage the delivery of gear for Chevron and most of it goes to their Barrow Island project, off Dampier.

We’ve probably got around 20-25 drivers at any one time, although in peak periods that can reach 60. We’re strong on fatigue management and we’ve moved away from use of ‘hotshots’ with two drivers in a cab because it’s harder to get a good sleep while someone else is driving.

We designate rest breaks and we can monitor the engine data to ensure drivers are taking adequate breaks. They’re also required to blow into alcohol interlocks, which will prevent the truck from starting if they blow over zero.

We also have regular and random drug and

You are the HR Manager HOW WOULD YOU HANDLE THIS SCENARIO?

One of our employees recently became a father. Their partner has already taken six months off work to care for their baby. Now our employee has applied to take 12 months of parental leave for this same child. Can they do this?

E

ach eligible employee in an employee couple may take up to 12 months unpaid parental leave. An employee couple consists of two national system employees. They need

not be working for the same employer. To be eligible to take unpaid parental leave, an employee must first have 12 months of continuous service with their employer at the time they commence their leave and have met certain notice and evidence requirements outlined in the Fair Work Act 2009.

The total amount of unpaid parental leave that may be taken in relation to a child by an employee couple must not exceed 24 months.

In this particular case, the initial six months of parental leave that the employee’s partner has taken will not affect the employee’s entitlement to 12 months of parental leave.

The two parents are restricted to a maximum amount of leave of 24 months between them.

The employee’s entitlement to parental leave will only be affected if their partner takes more than 12 months of unpaid parental leave in relation to that child.

WHO TO CALL For information or advice regarding workplace law, please contact CCI’s Employee Relations Advice Centre on (08) 9365 7660 or at advice@cciwa.com.

alcohol tests and a dedicated safety person.

Although I do routine things during the day, it’s not set in stone. For example, the other day I spent five hours going through an investigation with five different drivers. We’ve also been working on an emergency response plan, so my day is always highly varied.

I also work closely with other divisions to gain efficiencies and better manage some customers. There’s also a lot of stuff I do by way of invoices and sub contractors’ pays, so I do that when I have time.

The great part of my job is that when you’ve solved a problem, whatever you’ve just done has given efficiency and a better result for the business.

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The Communication Book: 44 Ideas For Better Conversations – Mikael Krogerus & Roman Tschappeler, $22.99

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Principles – Ray Dalio, $45.

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Source: Boffins Books in Perth CBD

“The supply chain stuff is really tricky” Elon Musk, CEO of Tesla and SpaceX

JULY 2018 BUSINESS PULSE 11

MOVING AHEAD

The state of our

FREIGHT WA is a resource-rich state but delivering freight to market on time and on budget is challenging. A new report suggests it won’t get easier without changes DEBORAH KENNEDY

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A’s remote and challenging landscape is being traversed, girted or passed over at some point every second of every minute of every day by tens of thousands of transport workers.

Vast amounts of freight are carted, shipped and flown to local, interstate and international destinations, keeping our economy moving — literally — to meet orders placed from loungerooms, shops and the factory floor.

Those who deliver our goods face multiple challenges including the clear and ever-present danger of failing to meet a delivery deadline.

Welcome to the world of WA freight and logistics.

HOW MUCH DO WE MOVE? Freight accounts for 10 per cent of Australia’s gross domestic product but the Productivity Commission has warned that simply adding more infrastructure may not be enough to sustain the current system.

It’s called for a change to what it calls

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multifactor productivity — making what we do more productive.

Urban freight — that delivered in towns and cities — has grown faster than any other road freight task in Australia and tends to be aligned with retail and warehousing operating hours and retail operations. Perth and Brisbane are tipped to experience the highest rates of growth between 2010 and 2030 — at 141 per cent and 157 per cent respectively.

Currently, there are multiple operators within supply chains for most journeys, making it difficult to get a grasp on the national industry as a whole.

Sadleirs’ Chief Strategy Officer Toby Edmunds said the fragmented nature of the industry, coupled with the high volume of players in the market — all vying for a share of a $4 billion profit — made it problematic.

A low barrier to enter the industry didn’t help and a minimum standard across the industry did not exist.

“There’s no trading licence required — so anyone can pick up a prime mover and a trailer and call themselves an operator,” Edmunds told Business Pulse.

“It’s not necessarily a level playing field

in terms of quality. You’ll tend to find that certain companies compete in certain industries, so there’s a really fragmented customer base. And, inevitably, sole traders are typically competing at the bottom of the market.

“Then they have to push the limits in regard to how competitive they can be,” Edmunds said.

A tiered operating system for different markets would be a good idea to enable differentiation between a premium organisation and those down the chain, he said.

“Conversely, you have the big end of town which draws on sub-contractors and they will bully the rates down, so the sole trader makes very little profit.”

CHANGING SEATS In May, Coles signed memorandums of understanding with the Transport Workers’ Union, covering transport workers in the retailer’s supply chain and workers in the on-demand or so-called ‘gig’ economy.

“We recognise that the on-demand workforce is part of a new and rapidly evolving workplace environment based on new technology. This leads to distinctly different methods of work coordination though digital platforms,” the retailing giant said.

“The intent of these core principles is to ensure that on-demand workers are not compromised in terms of safety, fairness and engagement as the gig economy evolves.”

MOVING AHEAD

WHO IS CARTING OUR FREIGHT? Players range from road and rail freight companies, warehouses, freight forwarders, container yards and urban transport companies.

Some problems increasing costs to the supply chain include: • Land-side access restrictions at key national freight terminals • Diminishing industrial land around key national freight terminals and • Fragmented access to national key freight routes.

The March report into National Freight and Supply Chain Priorities predicts that, even with extra investment, Australian transport infrastructure will struggle to meet demand over the next 20 years without additional costs or time delays.

One of the challenges, it says, will be congestion as the number of vehicles in the supply chain increases. And congestion in Perth and other cities will affect all parts of the country through bottlenecks in the import and export gateways.

Western Roads Federation CEO Cam Dumesny agreed that not everything was solved by building another freeway.

“It’s more about a big picture approach — more return out of existing assets and more of a reward for investment so companies that are making investments to meet community expectations are being rewarded with productivity outcome,” he said.

Western Australia is preparing for Perth’s population to reach 3.5 million by 2050, while continuing to support gas and iron ore exports in the north. Meanwhile, Perth’s congestion costs are tipped to be the second or third highest in the country by 2030.

WHAT ARE THE SOLUTIONS? The report calls for a national approach of

coordinated investment and reforms with greater awareness of freight-related issues and the development of the skills needed to meet the difficult balance of promoting residential amenity while meeting broader national and local economic outcomes.

However, it cites barriers to reform as the apparent disconnect between road infrastructure charges, quality, investment and maintenance. > p14

JULY 2018 BUSINESS PULSE 13

MOVING AHEAD > “The availability of funding for, or access to, state and local government based infrastructure such as rail networks and regional roads, and key links in the agricultural export supply chain, may appear to operators to be at odds with Commonwealth attempts to lift Australia’s productivity and international trade competitiveness,” the report says.

“Australia will need a workforce capable of transitioning to new freight technologies across the next couple of decades, including automated trucks and delivery vehicles and greater automation at terminals.

“Meanwhile, there is a shortage of skilled workers at present in some areas, for example experienced truck drivers, with relatively few new entrants to the industry. Handling this period of transition will be the challenge,” he said.

“No-one wants to be away from home, it’s just the way it is with people now.

“In addition, some of our companies are recording an average age of 60.”

The report says that while Australia’s airports seem to be operating fairly efficiently, there is concern that recent surcharges by stevedores at major ports — coupled with cost increases for port services — may increase importer and exporter costs affecting the competitiveness of exports and, ultimately, increasing costs of imports for Australian businesses and consumers.

Fremantle Port has the fifth lowest costs of 16 Australian and overseas ports cited in the report. Hong Kong was identified as the cheapest and Hamburg, Germany, the most expensive.

Melbourne’s costs appear in the middle, just ahead of Adelaide and Sydney.

by articulated and rigid trucks in Australia, Western Australia had the lowest, with 35,617 million.

The proportion of tonnes carried in those same truck categories also saw WA fall in behind Victoria, Queensland and New South Wales, which had the highest measure at 539 million tonnes, or 25.3 per cent of all freight.

Interestingly, the freight report reveals that trucks — rigid and articulated — make up only about 4 per cent of the Australian road fleet,

“The road transport industry generates more than $50 billion a year in Australia, with the majority coming from road freight transport” Dumesny said the focus of government policy needed to shift from protecting rail to increasing productivity of Fremantle port again: “We are an export-orientated state and we need the most efficient port.”

“Also, our regional freight networks leading out of the port fundamentally need a reinvestment.”

The National Freight and Supply Chain Priorities report says that advances in data technology and availability will drive productivity growth in the freight sector in areas such as automation, data processes and product delivery.

WHAT’S BEING CARTED IN WA? The most recently published Australian Bureau of Statistics Road Freight Movements Survey reveals that of the total tonne-kilometres (tonne of goods over one kilometre) travelled on roads

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although the proportion can be much higher on key routes. Passenger vehicles account for 75 per cent of movements on Australian roads, followed by commercial vehicles (16 per cent) and motorcycles (5 per cent).

However, WA had the highest tonne-kilometres for intrastate road freight movements, at 33,746 million and was the only state to buck the trend on what was most transported, with ore and metal scrap more heavily carted than food and general freight.

Edmunds — who’s spent 15 years in the transport industry — said WA’s freight companies had been hit hard by the end of the construction phase of the mining boom.

“The volume of freight going north has dropped, considerably,” he said.

The ABS says that for tonnes carried, sand,

stone and gravel was the most common commodity moved across all states and territories making up about 23 per cent (493 million) of the total tonnes moved.

WHO’S DOING THE LUGGING? There are almost 50,000 businesses in WA, most concentrated in the Wheatbelt. The road transport industry generates more than $50 billion a year in Australia, with the majority coming from road freight transport. Rail, shipping and air movements follow.

The main risks for regional and remote freight supply chains include: • Weather damage to rail and road networks • Low-freight volumes, especially for backfilling. These increase the costs regional communities pay for freight services.

• Transport automation unable to deliver expected supply chain cost savings as in other parts of the economy.

• Inadequate access to telecommunications services that persists across key stretches of transport routes.

• Concerns that future national security and safety regulation may add costs and reduce the efficiency of air freight movement.

• The long lead times for return on investment.

The freight report says that well integrated transport and land use planning will be needed for major cities and their regional linkages, with international trends in manufacturing, production and distribution changing the nature of the urban freight task in Australia.

“Future planning for decentralisation will require strong major urban freight links to international gateways for consumer products and other supplies,” it says.

MOVING AHEAD

Chugging away to keep WA ticking Pressure on ports and freight rail are key areas of concern for WA, writes outgoing Infrastructure Australia CEO Philip Davies

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A’s port capacity has expanded substantially following the mining boom, however projected growth in Fremantle and Pilbara ports, in particular, indicates a need for additional infrastructure.

WA must also contend with growth in demand for freight rail infrastructure in coming years.

Upgrading freight railways will be vital for the future health of WA’s supply chain infrastructure, particularly the east-west railway from Adelaide across to Perth that forms part of a defined national land transport network.

Parts of Australia’s current east-west rail corridor are over 100 years old. As this infrastructure approaches the end of its life, the cumulative effects of load repetition, volume carried and high axle loads progressively increase track fatigue and failure rates. This means temporary speed limits have to be imposed, which in turn limits productivity.

The upgrade of the Adelaide to Tarcoola section of this corridor will go some way to addressing this. Previously listed on the Infrastructure Priority List, this project was recently moved off the list as it is now under delivery.

It brings forward the re-railing of 600 kilometres of track originally scheduled to be undertaken over the next 25 years to support the projected growth in freight volumes.

DIGITISATION Technological advances will undoubtedly play an important role in building a more productive freight system in coming years — while also presenting challenges. There is no doubt that WA’s supply chain infrastructure will look substantially different in the future, in part

due to an even greater focus on using technology to manage supply chains in real time.

In terms of embracing digitisation, the key challenge for all of Australia’s states and territories will be to have common standards in place for participants across the supply chain.

That’s why it is so critical to have a National Freight and Supply Chain Strategy in place, as recommended by Infrastructure Australia in the Australian Infrastructure Plan.

The inquiry into National Freight and Supply Chain Priorities, which was set up to inform development of a strategy, acknowledged the need to seize the benefits of digitisation in its recent report. The report recommends that the national Digital Economy Strategy, set up by the Australian Government in September 2017, incorporate recommendations on freight priorities to create further efficiencies across the sector.

Importantly, embracing digitisation is not just a matter for governments. Industry also needs to play a role in embracing technological innovation to limit potential impacts of the growing freight task as well as take up opportunities.

PLANNING Investment in Australia’s national freight network is vitally important if we are to make the most of our population growth. At the national level, the Australian Infrastructure Audit 2015 projected the economic contribution of rail freight services to grow from $5.4 billion in 2011 to $9.5b by 2031.

Again, this underscores the need for a National Freight and Supply Chain Strategy to guide nationally-significant investment and reform.

Australian governments should also continue to consult the Infrastructure Priority List to progress initiatives such as those that deliver substantial

economic benefits and improved outcomes for infrastructure users around the country.

Protecting infrastructure corridors and sites for new facilities should also remain a priority for WA. Although it has one of the best corridor protection regimes in Australia, Perth in particular faces some challenges as the urban population continues to grow. Increasingly, development is expanding into areas outside the catchment of the Metro Regional Improvement Tax. To continue to be world leader in this area, WA will need to remain committed to preserving the operational integrity of strategically important sites for freight, ports, intermodal terminals and transport corridors.

This could include using planning controls to limit high-density residential development in those corridors or to mandate the use of double glazing, for example, to minimise risks of complaints.

Infrastructure Australia is an independent statutory body with a mandate to prioritise and progress nationally significant infrastructure, providing advice to all levels of government and investors. Philip Davies has had more than 25 years shaping policy, delivering nationally significant infrastructure projects, and leading reform within the infrastructure sector. He has led Infrastructure Australia for three years and will step down in August.

JULY 2018 BUSINESS PULSE 15

MOVING AHEAD

The latest Federal Budget will deliver key land transport infrastructure projects across WA, says Deputy Prime Minister Michael McCormack

I

would like to thank the team at Business Pulse for the invitation to introduce myself to your readers.

The theme for this edition, Moving Ahead, resonates with the Liberal and Nationals Government’s commitment to improving the safety and efficiency of our land transport networks across the nation.

Industry and the community have long called for the Government to do more in the infrastructure space — to provide more long-term certainty, move beyond short-term political cycles and put in place reforms which maximise opportunities for community and private sector involvement in nationally significant infrastructure.

The Liberal and Nationals Government has risen to the challenge and our commitment is emphasised in the 2018-19 Budget with a significant infrastructure investment package of $75 billion over the next decade for a pipeline of nationally-significant land transport priorities in our major cities and across regional Australia.

The pipeline has been developed by identifying serious transport network deficiencies which have the potential to constrain commuter and freight movements across both urban and regional Australia.

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The pipeline will see substantial investment in urban road and rail initiatives and will provide certainty to the construction industry, facilitating the retention of a skilled workforce and enabling the creation of approximately 50,000 additional jobs over the next decade.

The pipeline is also dynamic. New projects will be added as more priorities are identified through ongoing analysis and engagement with the state and territory governments and the private sector.

In a country as vast as ours, safe and efficient transport infrastructure is paramount in connecting people to jobs, their homes and their communities and ensuring Australian businesses can connect to domestic and global export markets.

But the task is escalating. Australia’s population is forecast to grow, which means the demand for goods and services delivered through a safe and efficient supply chain will also continue to grow.

By investing in a pipeline of new and upgraded transport infrastructure designed to improve transport links between our regions and cities, we can get goods to market quicker and more efficiently and, most importantly, keep our roads and our drivers safe.

At the same time, our urban transport networks are increasingly congested with the daily gridlock negatively impacting on productivity and the quality of urban life.

Accordingly, our investment includes a new $1b targeted Urban Congestion Initiative to remediate pinch points, improve traffic safety, and last-mile access to ports, airports and freight hubs which will increase network efficiency for commuter and freight movement in urban areas.

In rural and regional Australia — the key to our nation’s productivity and economic growth — we are also investing $3.5b over the next decade through the new Roads of Strategic Importance Initiative (ROSI).

ROSI will deliver works such as road sealing, flood immunity, strengthening and widening, pavement rehabilitation, bridge and culvert upgrades and road realignments — opening up corridors to provide a more reliable road network, improve access for higher capacity vehicles, better connect regional communities and facilitate tourism opportunities.

ROSI reserves $1.5b for projects in Northern Australia, acknowledging the importance of this unique part of the world, which — of course — includes Western Australia’s north.

Our investment will allow us to build on the benefits already being delivered through the Australian Government’s Northern Australia Roads Program and Northern Australia Beef Roads Program.

MOVING AHEAD

Western Australia will receive $220 million for the Great Northern Highway Bindoon Bypass. The bypass will further improve road network reliability, safety and amenity for the local community by reducing the number of heavy vehicle movements through the growing town of Bindoon.

The Liberal and Nationals Government will also provide significant support to Western Australia to help it continue to grow.

The National Farmers’ Federation has an aspirational goal of doubling farm production to $100b by 2030. It is also the Government’s aim to ensure we have the right infrastructure in place — such as roads, rail and port — to link our farms efficiently into growing domestic and international export markets at the lowest freight cost. This will help to ensure we remain internationally competitive.

The establishment of a $250m Major Project Business Case Fund will provide an Australian Government contribution towards planning and business case development on projects with clear strategic merit.

The fund will help address nationallysignificant deficits in the transport system to continue to drive economic productivity, growth and liveability in cities and regions through transport infrastructure investment. Early commitments under this fund include $10m to plan Eastlink WA. I started by mentioning your theme, Moving Ahead, and that is exactly what we are doing with the recent release of the Inquiry into National Freight and Supply Chain Priorities Report.

The Report identifies 54 priority actions which will inform the development of a national strategy through the COAG Transport and Infrastructure Council. This will provide a framework for all Australian governments and industry to develop a rolling 20-year action plan to support continuous improvements in the movement of domestic and international freight.

From farmers to small businesses and consumers, everyone has an interest in the ongoing success of our freight and logistics industry. It is fundamental to our national prosperity and I look forward to partnering with all levels of government, industry and the broader community on delivering the strategy to

to ensure the right conditions are in place to generate these benefits and manage the risks.

Vehicle automation and connectivity are just two of the key trends which may provide benefits to the transport sector. For example, the Royal Automobile Club of WA, along with a range of Government and industry partners, is currently trialling automated vehicle technologies in Perth.

The rapid increase in the use of sensors and devices generating and collecting data — from vehicles, road-side infrastructure and any number of devices — and the potential to connect all these data points together is known as Big Data and the Internet of Things. Advanced analysis techniques can use this data to provide new insights and optimise the operation, maintenance and planning of infrastructure assets.

These technologies are also driving efficiency, proof of provenance and other factors in the movement of freight. This work requires a coordinated effort between all levels of Australian Governments and industry to ensure the policy and regulatory settings and infrastructure decisions can generate the outcomes we want as the technology moves forward.

The next decade will see a major transformation of Australia’s land transport infrastructure networks as we work towards future-proofing our economy and securing productivity and prosperity across our nation.

Michael McCormack is the Deputy Prime Minister and Minister for Infrastructure and Transport.

“Our commitment is emphasised in the 2018-19 Budget with a significant infrastructure investment package of $75 billion” We are investing $2.8b in new major projects.

This includes $943.5 million towards the Perth Congestion Package which will link the Tonkin Highway down to the South Western Highway.

This link will serve the Byford growth corridor well into the future and will be a boon to the agricultural producers in the Waroona-PinjarraHarvey region who will use this as part of their corridor to get products to market.

We are also investing $560m for the Bunbury Outer Ring Road. This is a key investment for Bunbury which will help support the city’s growth and allow the surrounding region to continue to grow and prosper.

ensure we meet the freight needs of the future.

Having said that, it is critical to note the road transport sector, along with many others, is facing accelerating technological change.

These changes bring many opportunities for economic efficiencies in the freight chain and in the movement of people and also have the potential to improve the safety and accessibility of transport, and to decrease environmental impacts.

There are obvious potential benefits. However, in order for Australians to reap the full benefits, Australian Governments need

JULY 2018 BUSINESS PULSE 17

MOVING AHEAD

DELIVERING on efficiency

Blockchain technology is being eyed with interest by the freight sector as a way of improving efficiencies and reducing costs

BY RUEBEN HALE

W

ith efficiency and service now seen as the most valuable commodities in WA’s competitive transport industry, blockchain and logistics could turn out to be a match made in heaven.

JD Container Logistics manager Adam Woods says the company is always hunting for ways to increase profitability, reduce costs but, most importantly, continually improve service to stay ahead of the competition.

And he believes blockchain could be a tool to help them do it.

Woods — who has already saved hundreds of thousands of dollars in under 12 months by implementing a new transport efficiency software from Wisetech Global — is looking at the potential of blockchain to provide further savings.

A blockchain is based on a branch of mathematics called cryptography, which operates a shared accounting ledger that is open for all members of a supply chain to see and manage. The digital accounting is mostly

18 BUSINESS PULSE JULY 2018

a series of encrypted ‘blocks’ that are linked together in a public ‘chain’.

For a transport business, it has the potential to eliminate costly and time-consuming interactions within a supply chain by handing over these cumbersome and numerous transactions to a third-party to manage.

interstate transport and logistics business until last year — it’s been a period of change. Woods says he has big plans for the new stand-alone operation, which includes expanding the yard and increasing its market share by offering exceptional service and value to its clients.

“Companies in the challenging post-mining

“For a transport business, it has the potential to eliminate costly and time-consuming interactions within a supply chain” “We see the potential of an integrated and joined ledger system to operate above our existing freight management software and provide seamless administrative and operational management, which could get us ahead of the competition,” Woods told Business Pulse.

For the 22-year-old port container business — which had been part of Jayde Transport’s

boom industry measure success by being able to meet a customer’s needs and ability to adapt to technologies that help increase efficiency and lower the costs of shipping,” Woods says.

“In the past year, people in our industry have started talking about blockchain as the next big thing and, in my view, it has the potential to provide our company with a solution

JD Container Logistics driver Ali Karakoc and business manager Adam Woods at the company’s Fremantle container yard.

to some significant inefficiencies that have plagued the industry for decades.”

Woods says the Wisetech Global software has paid for the equivalent of four extra trucks, and the extra savings from blockchain could hypothetically equal another vehicle.

“About 25 trucks run from our small yard each day, and our efficiencies have reduced the time a driver spends at the depot from 17 minutes to nine minutes, which equates to having the extra capacity,” he says.

“The extra capacity brought about embracing this would make it more than worthwhile.”

Efficiency gains don’t seem to be the only thing that has sparked interest in the technology by the transport sector. Online retail giant Alibaba Group has announced it is trialling software to establish end-to-end traceability of food from Australia and New Zealand to China.

It could be considered a sign of things to come, with the worldwide retail giant dictating a range of standards and controls to manage its supply chains. Woods says if new technology is overlooked, the industry is at risk of falling behind the rest of the world.

LINKING PORTS

“I look to companies like Alibaba and Amazon for an indication of how technology will play a role in the logistics and freight industry in the future,” says Woods.

“I don’t think we have any reason to fear these changes as transporters because, to a degree, we come from a position of strength by the fact that everything needs to come in containers and we can embrace opportunities to become more competitive.”

Westport taskforce chair Nicole Lockwood told Business Pulse that blockchain could allow a better analysis of existing supply chains and how they could be improved.

She is six-months into leading the team tasked by the State Government to compile a long-range vision for Perth and the surrounding regions’ freight, trade, logistics and defence needs.

“Westport and blockchain have a common aim of seeking to create more efficiencies down the line and creating better transparency with information, with the overall insight of how the whole network is working,” says Lockwood, also chair of the Freight and Logistics Council of WA. “The benefit of this technology is that it enables the continuous flow of information between multiple parties in a way that takes out some of the intermediaries.

“It also creates more transparency between parties along the line and allows from an external point of view better analyses of how efficient that supply chain is.”

JULY 2018 BUSINESS PULSE 19

MOVING AHEAD

Bunbury Port has large areas of vacant land.

Berth of Bunbury’s opportunity Bunbury’s under-utilised outer harbour is being refurbished to develop a flotilla of opportunity STEPHEN BELL

B

unbury Port — the main hub for WA’s booming alumina exports — is undertaking a refurbishment program to broaden its appeal to new exporters, cruise ships and infrastructure developers.

Darren Lambourn, General Manager of Albany and Bunbury Ports, says Bunbury has vast areas of vacant land available for development — a rare phenomenon for an inner-city port.

He says the State Government-owned authority plans a clean up of old infrastructure in the next year in Bunbury’s under-utilised outer harbour to improve public access and create a “blank canvas” for future developments, possibly including naval visits.

The port is close to Bunbury’s CBD and its outer and inner harbours straddle Koombana Beach, home to the city’s famous Dolphin Discovery Centre.

The export facility boasts wide roads, no traffic congestion, big laydown yards, and good channel access that can accommodate vessels up to Panamax size, Lambourn says.

“There are certainly lots of opportunities for development,” he said on a tour of the port attended by Business Pulse and CCI Chief Economist Rick Newnham.

US Chemical giant Albemarle is in talks with the port on whether Bunbury could be used to

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export lithium hydroxide from its yet-to-be-built lithium processing plant, to be sited at nearby Kemerton, he says.

Albemarle has said it plans to begin construction at Kemerton before the end of the year.

Aside from industrial customers, Lambourn believes there is potential for both naval vessels and cruise ships to berth at Bunbury once the outer harbour is refurbished.

“There is potential for both naval vessels and cruise ships to berth at Bunbury once the outer harbour is refurbished” Bunbury’s main industrial activity occurs in the inner harbour, which houses five berths, including two operated by Alcoa and Worsley Alumina for the export of alumina, and the import of caustic soda.

Alumina, used to manufacture aluminium, accounts for about 65 per cent of the port’s shipping volumes.

Alcoa has flagged the potential upgrade of its facilities at Berth 4 to export large quantities of raw bauxite — the ore normally upgraded to alumina.

The plan would involve railing bauxite from Pinjarra to Bunbury and using a dedicated train unloader to transfer it to vessels anchored at Berth 4.

Also on the inner harbour is Berth 8, a multiuser facility where Southern Ports has recently carried out berth repairs and ship-loader upgrades.

The berth is used mostly to export woodchips, spodumene, silica sand and copper concentrate and mineral sands.

“It is good for smaller users, mostly small miners, so there are a lot of junior companies that go through here as it gives them a good export option,” Lambourn says.

Spodumene concentrates — the raw material used to make lithium products — could be one growth area for Bunbury.

Lithium is going through boom times as WA miners strive to increase production to capture demand from the growing market for electric vehicle batteries.

Southern Ports comprises the ports of Albany, Bunbury, and Esperance, with the majority of its 220 employees housed at Esperance.

However, it is estimated that an additional 12,000 trade jobs are supported by the three ports throughout regional WA. While Bunbury is dominated by alumina, Albany’s trade is mostly grain (57 per cent) and Esperance iron ore (72 per cent).

MOVING AHEAD

Hopes high for south west to Singapore air freight link With Singapore Airline’s regional arm, SilkAir, now flying into Broome, there’s renewed hope of a freight link to Asia from WA’s South West DEBORAH KENNEDY

B

usselton City Council has identified Singapore as the clear target market for an international freight route from the South West.

The city conducted an international airfreight survey last August, calling on south west producers to outline their thoughts on the best route to deliver their produce — fresh and fast — to the Asian market.

Early results of the survey, funded by the South West Development Commission, suggest a twice-weekly airfreight service as the best option.

The City of Busselton’s Director of Community and Commercial Services, Naomi Searle, said the Busselton-Margaret River Airport represented an opportunity to open the region to the growing airfreight market and to become the investment hub of the South West.

“While there remains a great deal of work to do, the market analysis and survey results are clear — this is an opportunity worth pursuing,” Searle said.

The determination of Singapore as the target market had been based on a number of factors, including passenger and freight demand, hub quality, and usage by connecting passengers to and from Australia.

The city has just completed a 24-hour jet refuelling station at the airport to allow quick turnaround for planes.

preparation for national and international flights.

Works included: • Lengthening and widening the existing runway to facilitate B737/A320 aircraft • Four new aircraft parking aprons and connecting taxiways and • Upgraded lighting.

There is also a new general aviation precinct, which is a dedicated area for commercial aviation and includes space for new hangers.

“While there remains a great deal of work to do, the market analysis and survey results are clear — this is an opportunity worth pursuing” The Busselton-Margaret River Airport lies just a few kilometres outside Busselton but was so named in an effort to link the facility to the much sought after local produce and tourism of the south west.

The City of Busselton has engaged WA company Ertech to upgrade the airport and, in March, the first stage was finished in

Meanwhile, work on a new internal road network and parking facilities is 70 per cent complete.

Last month, Singapore Airline’s regional arm, SilkAir, launched its first flight into Broome, marking the first international passenger flight into the popular local holiday destination in almost 20 years.

The service aims to expose northern WA to the Asian market and is the result of a partnership between Tourism WA, North West Tourism, the Shire of Broome and Tourism Australia.

Singapore Airlines spokesman Karl Schubert told Business Pulse there were no plans at present to operate services into the Busselton-Margaret River area.

“We continuously evaluate new route opportunities to provide additional travel options to our customers and support the further development of the Singapore hub,” Schubert said.

“At this point we do not have plans to operate services into the Busselton-Margaret River area.”

Meanwhile, Busselton has been working with Virgin Australia Regional Airlines and Air Services Australia on measures to reduce noise over homes. These have included introducing reduced engine thrust on departures and changing runway arrival and departure circuits.

Nearby local governments and tourism industry partners have pledged $445,000 to the city’s future Airport Marketing Fund which, it’s hoped, will attract and retain airlines to the region.

The airport already runs a FIFO flight schedule, as well as chartered flights.

JULY 2018 BUSINESS PULSE 21

ASA MARKS 20 YEA HELPING WA APPRE

22 BUSINESS PULSE JULY 2018

ARS OF ENTICES

CELEBRATING 20 YEARS

Apprenticeship Support Australia has been mentoring and placing apprentices around Western Australia for 20 years. As it marks its milestone anniversary, ASA is seeking to encourage more businesses to jump on board the free scheme

F

rom the Christmas and Cocos (Keeling) Islands of WA’s north-west coast to Esperance in the Great Southern, Apprenticeship Support Australia has WA’s apprentices covered.

For 20 years, ASA (formerly Apprenticeship Solutions) has provided free Australian Apprenticeship Support Network services on behalf of the Federal Government, supporting employers to recruit, train and retain apprentices.

Industry training consultants and mentors are spread across 14 WA regional and metropolitan locations, some travelling thousands of miles in a week to visit apprentices or sign-up new ones.

“It’s such a valuable tool for employers who often find the task of recruiting the right apprentice daunting,” ASA’s WA Manager Lena Constantine says.

“When we step in, we take the worry out of the situation and we also continue to mentor and assist apprentices and trainees to ensure that their careers start well and continue to grow.”

Owned and operated by the Australian Chamber Network, the WA arm of ASA is powered by the Chamber of Commerce and Industry WA.

WHAT’S ON OFFER? Services to employers include: • Free workplace assessments to identify staff training opportunities • Help to complete the National Training Contract and ongoing NTC management • Mentoring services • Employer networking events.

The service also answers for would-be apprentices some of the vital questions they might not feel comfortable asking prospective employers, including how much they’ll be paid and what kind of apprenticeship would suit them.

“We have so many online resources available, too,” Constantine says.

“There’s even a career quiz to help apprentices determine their personality style. And they can do a ‘job-fit’ test to determine how they stack up against chosen careers.

“We also help them to build their resumes and we’ve got a jobs board to help them search easily for vacancies.”

WHO TO CALL To find out more about Apprenticeship Support Australia’s free services, please visit cciwa.com/apprenticeship-support-australia

JULY 2018 BUSINESS PULSE 23

We’re just like everybody else Two deaf apprentice chefs are among 127 staff and contractors at Crown Perth with disabilities following their career ambitions DEBORAH KENNEDY

I

nspiration comes from many sources but it’s hard to imagine a young would-be chef finding it while watching Gordon Ramsey’s Hell’s Kitchen.

But that’s exactly where 17-year-old Crown Perth’s Hemi Wiapo developed his desire to become an apprentice chef — and he wasn’t going to let deafness stand in the way of his chosen career.

“I wanted to cook for and feed people and to help people feel better,” Wiapo says.

“I was interested and I’d been watching Hell’s Kitchen and I was trying to find out what would be the perfect job for me to have … I love food and I was always fascinated by the uniforms. I want to be like that.”

Wiapo and his co-apprentice, 21-year-old Paidaishe Tembo, are members of the resort’s disability employment program, CROWNability, which aims to give disabled people opportunities to build meaningful and lasting careers at Crown in Perth and Melbourne.

The program matches peoples’ skills to real jobs and doesn’t create jobs just for the sake of it.

CROWNability’s Group Manager Ian Tsolakis says the five-pillar model worked with disability providers to find and retain suitable people, ran tours to allow prospective workers to get a feel for their environment and ensured post-placement support.

the Federal Government incentives and disability support payments for those apprenticeships who meet eligibility criteria.

There are currently 118 employees and nine contractors with disabilities working in

“If the person has the skills, then we will employ them. We treat everyone with disability like everyone else” “We don’t predetermine someone’s fate because of their disability,” Mr Tsolakis says.

“If the person has the skills, then we will employ them. We treat everyone with disability like everyone else.”

The CCI-powered Apprenticeship Support Australia manages Crown’s apprenticeship training contracts and provides additional mentoring assistance for trainees. It also pays

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many fields at Crown Perth, from food and beverage to IT to recreation attendant.

Through the Crown-initiated Hospitality Disability Network, workers can be shared with other hospitality and tourism businesses if the fit is better for them. The program also works with the Australian Network on Disability Access and undertakes disability confidence training for managers.

Last year Tembo, who emigrated from Zimbabwe in 2011 and has been deaf since birth, was named Crown Perth Apprentice of the Year.

“Because I’m deaf, it’s given me the pride of showing people I can do anything,” Tembo says.

“I can achieve and for other people who are deaf as well, they can achieve anything.”

Wiapo and Tembo — both of whom have cochlear implants and can hear some sounds — work through a system of bells, signs, lipreading and gestures in their busy kitchen environments.

An app contains their work timetable while orders can be printed, rather than shouted, and some colleagues are learning Auslan, the sign language through which both communicate.

Neither Wiapo nor Tembo have let their disability stand in the way of their ambition.

Wiapo dreams of becoming a head chef, or sous chef, while Tembo enjoys working with foods from other countries.

“I love my job and it’s been fantastic moving around the different kitchens at Crown,” she says.

“I like working with Asian cuisine, for example Thai food and, also, my home country food.”

High tide for

RISING

STAR

From apprentice boilermaker to construction superintendent, Matt Librizzi has been climbing more than ladders at BAE Systems ROBYN MOLLOY

M

att Librizzi opted out of chasing a career in hospitality 13 years ago, choosing instead to work on Australia’s naval fleet.

The BAE Systems Australia energy and resources construction superintendent has moved up the ranks since starting as a boilermaker at the company’s Henderson site in 2006.

Aged 18, with year 12 behind him, Librizzi was looking to enter hospitality when a trades assistant position on a major naval refit caught his eye instead.

He worked alongside shipwrights and boilermakers for a couple of months before securing an apprenticeship in 2006. Completing that in 2009, he worked in BAE’s workshops and on commercial and naval vessels, as well as barges, before being appointed leading hand.

From 2013 he stepped up to supervisor, managing projects that came through the Henderson yards before being appointed to his current role two years later.

“Working on navy vessels is very exciting.

You don’t actually realise what’s inside until you walk through,” he says.

“The same with submarines. We’ve had submarines come up in the yard a couple

of times. Getting to see the vessels that protect our borders is quite exciting.

“In my current role, I deal with clients, subcontractors and internal staff — and I find that quite exciting. I wouldn’t mind looking at an operations role in the next couple of years and looking at the bigger picture of how our business actually works.”

“It is very comforting to know that ASA can provide additional specialist support and mentoring for the apprentices and supervisors” Librizzi offered an important tip to apprentices.

“If I could do it all again, I would put a lot more work into IT studies because obviously a boilermaker is hands on the tools. I’ve gone

BAE System’s Matt Librizzi has overseen works on HMAS Arunta, an Anzac-class frigate of the Royal Australian Navy. Photograph: Robyn Molloy

away from hands on the tools and am working 50/50 with the office and also on site — so computer skills are something I would have developed more if I had my time again.”

SPECIALIST SUPPORT BAE Systems Australia learning and development advisor Peter Firth says Apprenticeship Support Australia has helped the company over the past four years to sign up 38 apprentices, 25 of whom attained trade certificates, 10 are in progress and three did not finish.

“Marie Allen has been our main (ASA) contact for the last four years and ensures that our apprentices are given the information they require when signing up with BAE Systems,” he says.

“We have excellent internal support networks and it is very comforting to know that ASA can provide additional specialist support and mentoring for the apprentices and supervisors, whenever required.”

Firth says that when it has been recommended that individuals contact ASA for support and mentoring, the response has been quick and professional.

“Recently, we have had a couple of success stories through our rotation program,” he said.

“One apprentice has been taken on by the drafting department as a full-time employee and a second has been offered a full-time position with our tag-out team, to start when he completes his training in September.”

Of the 25 apprentices who have completed their trade in the last few years, 11 are still working at Henderson.

JULY 2018 BUSINESS PULSE 25

Big wheels keep turning Anthony Augustin has worked with mining services giant Macmahon Holdings since he was an apprentice and couldn’t be happier with his career ROBYN MOLLOY

S

tarting as a 15-year-old heavy duty diesel mechanic in 1991, Anthony Augustin has risen up the ranks and is now inventory controller in the Perth workshop.

Macmahon is an Apprenticeship Support Australia client and this year hired its 500th apprentice through the free service.

Augustin’s 27-year career has taken him around the country and offshore, opening his life to experiences he never dreamed he was up for until he took the leap to work in Asia.

Once his four-year apprenticeship was complete, at 19 he headed off to the Argyle diamond mine, where the work was tough — he was on a six-week-on, one-week-off roster and there were limited communications in those days. But it had many advantages.

“It was great. It allowed me to put a lot of cash away and I was able to buy my house when I was 20. I had enough for a good deposit and was able to buy furniture,” he recalls.

26 BUSINESS PULSE JULY 2018

“The Argyle site was very remote so we had to do everything ourselves onsite. It was a great place to learn. There wasn’t a large crew and a lot of time you were working by yourself.

You had to read the service manuals and work out how you were going to diagnose faults and keep machines.

UPWARDS AND ONWARDS By his late 20s, Augustin was overseeing 15 tradies as the components supervisor. It was something he didn’t expect to achieve by that age, though he’d always had the aspiration to lead a team.

“Macmahon is an Apprenticeship Support Australia client and this year hired its 500th apprentice through the free service” “You couldn’t hop online and there were no mobile phones. In the wet season, they would send a lot of people home and only run a day crew and a couple of people on nights.

You just had to read the manual as there was nobody to ask.

“As a 19-year-old, it was a really good learning curve and forced you to stand up and forge a presence there.”

He did some short trips to Indonesia to tend to equipment on the company’s project near Banda Aceh in Indonesia, where the 2004 Tsunami disaster struck.

“Before I did my first trip to Indonesia, I never thought I’d be a traveller. I didn’t even have a passport. Mates had gone backpacking but I was not interested,” he says.

“The first trip was very scary but I was

Macmahan’s Anthony Augustin’s passion for heavy vehicles has steered his career career path from apprenticeship to senior roles. Below: Some of Macmahon’s latest apprentices, with Apprenticeship Support Australia mentor support officer Paul Gannon. Photographs – Robyn Molloy

lucky I took three people with me. I was there a week and was a bit of a prude and snobby about how other people lived, but then figured if I didn’t immerse myself in this, it was going to be a long three months.

“Then I started to get amongst it and thoroughly enjoyed it and never looked back. I discovered food, culture and amazing people.

“It opened my eyes up to the world and made me realise we are only a small part and you should experience as much as you can.”

In 2014, he moved to Malaysia to take over as maintenance manager in Asia for three years before returning to Perth last year due to the downturn He hopes to return to Asia one day soon: “It was a very good experience and great lifestyle.

I’m a loyal person and very thankful for what Macmahon has given me, so I’ve never had a reason to change jobs.

“I’ve travelled all around the north west of WA, did field service in QLD and around the Hunter Valley in NSW, then also Indonesia and Malaysia where I’ve been able to see a lot of things and do a lot of things.”

STRONG CAREER PATH Apprenticeship Support Australia Mentor Support Officer Paul Gannon, who runs the mentoring program for ASA with Macmahon apprentices, says when he talks to the apprentices he highlights that they are at the beginning of a company’s succession plan.

“When I did an apprenticeship many years ago, you were expected to stay for the bulk of your life. Now it’s about being

the first step of a career path,” he says.

Macmahon training coordinator Claudia Carsten-Stronach agrees and says the company has a rigorous recruitment process to ensure the best candidates.

She says it’s driven by Plant and Maintenance Services General Manager Mark Hatfield, who started his career as an apprentice and rose up the ranks by taking opportunities to further his career.

JULY 2018 BUSINESS PULSE 27

Putting the STING into a career move The state has its first accredited apprentice beekeeper, who’s preparing to learn all there is to know about one of nature’s busiest creatures DEBORAH KENNEDY

W

ould you know what to do if a swarm of bees descended upon your house — do you spray, hose, smoke, swipe or just leave them alone?

Matthew Tyler knows and, having just begun a newly-accredited WA Certificate III apprenticeship in beekeeping, he’ll know even more in 18 months.

The Certificate III was added to the official list of WA apprenticeships in April — having previously been offered by the Federal Government as an incentive course — to generate interest in would-be course providers.

The classroom aspect will be provided through the WA Aviation College, where a member of the WA Apiarists’ Society will provide six months of theory.

The rest of the course for Tyler will be on-the-job training at The House of Honey, in Herne Hill, where he’s been working since January last year. He started as a helper and became a trainee beekeeper in December after expressing an interest in bees.

Now, Tyler is WA’s first officially registered beekeeping apprentice and couldn’t be happier.

“Becoming a beekeeper was something that came out of the blue for me, but it’s been one of the best career choices that I have ever undertaken,” he said.

“Becoming a beekeeper was something that came out of the blue for me, but it’s been one of the best career choices” “It came at a time when I was looking for a new direction, I was looking for a job where I could be involved with environment and conservation and I stumbled upon beekeeping, which is all of these things.”

When The House of Honey learnt of the new apprenticeship offering, it was quick to sign him up through Australian Apprenticeship Support, which is federally funded to offer free support to WA employers hiring apprentices

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and trainees and, also, to mentor apprentices.

“He’ll be learning all sorts of aspects of beekeeping, including managing honey bee swarms, extracting honey, constructing and repairing hives and managing pests and diseases,” said The House of Honey’s Kim Phillips.

“Bees are so important, not only for honey but for food diversification because, obviously, bees pollinate quite a lot of our food.”

And the buzz about bees continues later this month when the Australian Honey Bee Industry Council’s third Bee Congress will be

held on the Gold Coast. No fewer than 56 speakers will share their knowledge over four days on topics such as pollination needs for the future, bee breeding and genetics and immunising bees against viruses.

There are about 800 members of the WA Apiarists’ Society. There is also a WA Beekeepers’ Association, which was founded in 1995 for avid beekeepers to share their knowledge and bee husbandry tips.

It’s not just pure fabrication Apprentices at Kununurra-based Argyle Engineering have been jacks of all trades. They’ve helped undertake fabrication and repairs, sand blasting, painting, poly welding and installation of rubber linings

THE MASTER

THE APPRENTICE

Operations Manager Jesse Chamberlain started as an apprentice 16 years ago after undertaking work experience through Kununurra District High School. Since then, he has trained 12 apprentices from a total of 19 that the company has signed off.

Apprentice boilermaker Sam Irving is in the third year of his engineering fabrication (heavy) training.

What’s the benefit of hiring apprentices/trainees to your business?

Knowing you have a long-term employee who is trained to suit the workshop and environment that is the Kimberley.

What do you do from day to day? General fabrication on mining, agricultural, earth moving and road transport equipment.

Why did you want to work in this field and how did you find out about the job? I completed my Cert II in engineering and my lecturer at the time put me onto this apprenticeship.

How hard is it for them to adapt to your work practices when they have no experience? Very easy. I find if you have had someone who has experience, they can sometimes be a little set in their ways.

What do you enjoy about your training? Learning new stuff from a diverse group of people.

What’s the most important piece of advice you can pass on to them?

Don’t be afraid to ask for help and listen to the tradies.

What are your career aspirations? I want to finish my apprenticeship and see where the trade takes me.

What have they taught you? Everyone has a different way of learning.

How important are your trainers/bosses? My trainers and bosses are just as important to me as the tradesmen, as everyone passes on the knowledge and work ethics. The bosses and trainers are good at final check off and ensure I have completed the job as they intended.

What have they gone on to do after their training? Most have stayed in the industries and are working all over Australia. One has started his own business using this trade and other skills.

What’s the best piece of advice they’ve given you? Ask questions.

What was the most scary part of starting your training and how did you overcome it? None. Argyle Engineering is a pretty comfortable work environment for a young person to come to.

CONSULTANTS LOCATED IN

14 REGIONS

AROUND WA

OWNED AND OPERATED BY CCI FOR

20 YEARS

IN 2017 APPRENTICESHIP SUPPORT AUSTRALIA: SUPPORTED

23,417

APPRENTICES AND TRAINEES

WORKED WITH

5283

BUSINESSES

Apprenticeship Support Australia are proud supporters of our Masters and Apprentices/Trainees.

Call us on 1300 363 831 today for all your apprenticeship and traineeship needs.

JULY 2018 BUSINESS PULSE 29

Apprenticeship Support Australia thanks you for your support AHG Services (WA) Pty Ltd

Dampier Salt (Rio Tinto)

Plummer’s Industries Pty Ltd

AES Equipment Solutions

Danish Patisserie

Promotion Autos

Afgri Equipment

Downer EDI

Purcher International Pty Ltd

Age Developments

DVG Wanneroo

Rentco Transport Equipment Rentals Pty Ltd

Airflite Pty Ltd

Elmar Services Pty Ltd

Roadwest Transport Equipment

Albany Golf Club (Inc)

Fairbridge Western Australia Inc

Rose Nowers Child Care Centre

Albany Toyota

Farmers Centre 1978 Pty Ltd

Rowat Pty Ltd

Alcoa World Alumina Australia

FLN Spraypainting

Rynat Australia Pty Ltd

Ausdrill Limited

Foundas Electrical Service

Shacks Holden

Australian Airconditioning Services Pty Ltd

Fremantle Early Learning Centre

Shire Of Augusta / Margaret River

B & J Catalano

Geographe Enterprises Pty Ltd

Skill Hire

Badgingarra Motors

Goodfield Quality Meats

Skilled/Programmed

BAE Systems Australia Deference Pty Limited

Greens Electrical

Smith’s Aluminium & 4Wd Centre

Baileys Body Builders

Hampton Transport Services Pty Ltd

Smyl Community Services

BGC

Hartfield Country Club

Southern Cross Electrical Engineering Ltd

BHP

Headhunters Hair Studio

Southern Sheetmetal Works

Bloodwood Tree Association Inc

Indian Ocean Group Training Association Inc.

Stay Kool Airconditioning & Electrical Services

BP Refinery

Jako Industries Pty Ltd

Steelstruct Engineering

Brooks Hire Service

John Hughes Automotive Body Repairs

Steven Murphy Electrical Contractors

Byrnecut

Kalpumps Sales And Service

Stokes & Renk Car Craft

Cable Beach Club Resort Broome

Karratha Marine

Summit Fertilizers

Callidus Process Solutions Pty Ltd

KGT Employment

Swan Transit

City Of Albany

Koster’s Steel Construction

Tech Fab

City Of Busselton

Left Bank Cafe, Bar And Restaurant

Technology Park Education And Care Centre

City Of Canning

Lindquist Electrical Services

Tes Electrical

City Of Cockburn

Macmahon Contractors

City Of Melville

Mandurah Holden

The Fremantle Foundry & Engineering Co. Pty Ltd

Classic Cabinetry

McDonald’s

Tiny Tots Child Care & Education Centre

Com Al Windows Pty Ltd

Monadelphous Engineering

Toyotaways

Coogee Chemicals

Morrison’s Denmark Newsagency & Photographic

Unique Metal Works Pty Ltd

Co-Operative Bulk Handling Limited

Verlindens Electrical Services Wa

Coromal Caravans Pty Ltd

MPA Skills

WA Rewind Co

Creative Meats

Nedlands School Of Early Learning Centre

Western Power

Crown Perth

Nirrumbuk Group Training

Wise Vineyard Restaurant

Custom Electrics

Orontide

Young Motors Geraldton

Cutting Edge For Hair

Pilbara Motor Group

Youngs WA

30 BUSINESS PULSE JULY 2018

BUSINESS NEWS

Loads of opportunity ROBYN MOLLOY

M

oving cargo around the world can have its challenges, but the C.H. Robinson West Australian office knows just what to do.

One of its most unusual freight and logistics tasks was the movement of large pieces of underwater rescue equipment for the Royal Australian Navy.

Global subsea operations and manufacturing company JFD and RAN teamed up with C.H. Robinson to get the two rescue chambers imported from Singapore to Perth last year for life-saving training exercises.

“Recently we assisted a large client with the importation of underwater rescue systems for the Royal Australian Navy,” C.H. Robinson WA General Manager Paul Spadoni said.

“This required us to charter two C17 RAAF aircrafts to the Pearce airbase and manage the end-to-end delivery adhering to strict transport specifications.”

The equipment was used by RAN at HMAS Stirling for its annual submarine rescue training — Exercise Black Carillon — off the WA coast.

C.H. Robinson has recently signed a five-year

contract with Henderson-based global shipbuilder Austal or freight forwarding and custom clearances.

“We provide Austal advice on free trade agreements, commodity tariff concessions, consolidation hubs and service opportunities from supplier locations, which assists Austal in making an informed decision best suited for their commodity movements,” Spadoni said.

He said it was part of the company’s vision since 2016 to establish itself as a key logistics provider in the defence industry.

“C.H. Robinson is now an established logistics provider within the defence sector.

“With high profile contracts with the likes of Australia’s largest defence prime; Austal, it further cements our expertise and presence in market.”

He says the partnership will allow the company to explore opportunities with the other defence primes.

Spadoni says the company has a team of supply chain experts that work out every commodity movement, on a case by case basis depending on size, custom clearances and market conditions.

“We provide a variety of transport solutions to Austal including the utilisation of break bulk vessels, commercial shipping lines, airlines and domestic trucking and warehousing.”

C17s were allocated by the Commonwealth to transport the equipment over two days from Singapore to the RAAF’s Pearce Airbase on the outskirts of Perth.

Are you making your staff suspicious?

T

he increased use of surveillance of staff by their employers may be engendering a cycle of mistrust, according to a report in the Harvard Business Review.

Businesses have a number of very handy surveillance tools open to them these days, from keystroke trackers to hidden cameras, traceable identification cards and GSP trackers.

However, HBR says a rise in managerial monitoring can make employees more resentful that they’re being watched, leading them to evade cameras, where possible.

The Catch 22 is that managers can then wonder why staff are trying to avoid surveillance and begin to mistrust them, allowing them to feel more justified in using more surveillance.

However, the Chamber of Commerce and Industry WA warns that surveillance is a complex legal issue and businesses need to ensure that they are complying with the

relevant legislation, to avoid legal action.

“If you want to monitor your staffs’ movements, and ensure they are being productive, contact the CCI’s legal consulting team which can advise you on the relevant legislation and an employer’s obligations,” CCI’s Manager of Workplace Consulting, Ryan Martin, said.

“If you’re going to terminate someone by relying on GPS surveillance, for example, you’ll need to be very familiar with the WA Electronic Surveillance Devices Act (1998), or it could be a whole different ball game,” he said.

An HBR study of 89 transport security administration officers and their managers, interviewed after the World Trade Centre attacks, revealed that workers felt they were being watched Big Brother-style, even when the cameras had sometimes been installed to protect them from being accused of baggage tampering.

Consequently, some employees began taking

longer toilet breaks, or taking longer to walk through unmonitored areas, where they knew they weren’t being watched and could have a break from the cameras.

The result, of course, reduced productivity.

Martin said that if monitoring for procedural fairness, employers need to have policies in place to let staff know this will occur.

“If you’ve got policies in place and someone breaches them it becomes a much better argument,” Martin said.

“It’s about having those procedures firmly in place.”

WHO TO CALL Any questions – contact CCI’s Workplace Consulting Team on 9365 7746 or email erconsulting@cciwa.com

JULY 2018 BUSINESS PULSE 31

BUSINESS NEWS

Big expansion plans for small goods

I

conic WA business D’Orsogna Limited is progressing plans on a $66 million food manufacturing plant in Melbourne for completion by January.

The company says the new plant will improve efficiency and lower costs associated with freight to major customers on the eastern seaboard including Woolworths, Coles and Metcash stores.

“Convenient access to transport arteries and major markets in Victoria, NSW and Queensland will mean we can deliver D’Orsogna products quicker and at a lower cost than current logistics allow,” Managing Director Brad Thomason said.

Victoria was chosen because of its competitive operating environment, reputation in foods, access to key transport infrastructure and rapidly growing local and export markets.

The 11,000-square metre facility will also set the company up for exporting to south-east Asian markets in the medium term.

While the company has ambitious expansion plans over the next few years, its landmark WA premises at Palmyra, near Fremantle, will remain head office.

“That said, we anticipate a large percentage of our expanded production capacity will be produced out of the new Victorian facility due to

its proximity to major markets and its streamlined manufacturing processes,” Thomason said.

“The new Melbourne site will double our production capacity and manufacture a range of innovative ham, bacon and other meat protein products.”

The family company, which started as a small family butcher shop in West Perth in 1949, currently employs 550 people.

“D’Orsogna has consistently experienced year-on-year growth and the new facility will provide a larger production capacity and greater product development opportunities,” he said.

Pain in the app One of the hardest things for caregivers is to monitor a person’s physical pain level. A new device being tested in WA promises to change that DEBORAH KENNEDY

T

here are two elements to undiagnosed pain in the elderly. Some are so stoic they refuse to yield, while others are unable to explain how much pain they’re in because dementia has robbed them of that ability.

Regardless, to know that a loved one in care could be suffering in silence is one of the hardest things for a family. It’s also extremely frustrating for those providing the care, who want to offer relief.

However, a Curtin University-designed smartphone app is proving reliable in pain

32 BUSINESS PULSE JULY 2018

assessment in those with moderate to severe dementia. Now marketed as PainChek, the ePAT device was developed by Curtin’s School of Pharmacy and launched in 2016.

It is proving reliable in pain assessment in those with moderal to severe dementia.

Unrecognised pain can destroy a person’s quality of life and the PainChek device allows caregivers to accurately assess, then manage pain.

Using video, it automatically recognises pain through facial recognition technology, voice analysis and by reading body movements, such as guarding or touching a body part.

The app gives a score rating for the pain and a doctor can be consulted.

SwanCare, which operates three residential

aged care facilities at its Bentley campus, began trials of the device in its dementia unit last month.

“It’s a great innovation to be able to assist those residents, particularly those with dementia, who can’t articulate how they’re feeling,” SwanCare CEO Graham Francis said.

SwanCare’s ICT Manager Colin Manes was behind the device’s introduction into the facility.

“I was at a conference over east and heard about it,” he told Business Pulse. “I then did a bit of research and came across the company. This will be another tool in our toolkit.”

SwanCare anticipates the pilot will last for a few months before the results are assessed to determine whether it will be used full time.

BUSINESS NEWS

Calls for military-level road network A CCI forum has been told it’s time to start working together to boost WA’s infrastructure corridor to enhance the state’s defence supply capability

W

A business has been urged to work together to develop a high-security, military-level road network to enhance the state’s defence supply capacity by enabling the transport of large components at reduced cost and with full-time satellite tracking.

Addressing a CCI forum on WA’s growing defence and aerospace sector, WA Senator Slade Brockman listed a grab-bag of infrastructure projects — including a defence project site office at Henderson — that he said needed ‘the renowned collaborative forces of WA business minds to achieve’.

“We’re remote, nothing will be delivered to us on a plate. We have to go out to get it,” Brockman said.

Industry-led advocacy of WA’s shipbuilding capabilities had already led to a significant amount of work, with 180 small and medium enterprise businesses involved in supplying just over $600 million in defence contracts every year.

Brockman said that high (with powerlines removed) and wide corridor roads would allow the transport of large components, such as steel for ships, between Australia’s two shipbuilding hubs — Henderson, in WA, and South Australia.

Former Forgacs Marine and Defence Managing Director Mike Deeks said that transporting steel to Adelaide for the construction of the first two OPVs would, for now, not be difficult as it would be mostly flat packed onto standard trucks.

“But the areas that are creating the work aren’t getting the infrastructure investment.”

Brockman said that while there was no funded plan for such a military-specific road, discussion needed to start now.

“We need to make sure that when

“High and wide corridor roads would allow the transport of large components, such as steel for ships, between Australia’s two shipbuilding hubs” However, he agreed that a defence high wide corridor in the future would be advantageous.

Western Roads Federation CEO Cam Dumesny said WA was at risk of losing 30 direct jobs in manufacturing if it didn’t start to address the high, wide-load corridor issue soon.

“Government has to recognise that as a state we’re really good at what we do,” Dumesny said.

thinking about the growth corridor that we do so in a holistic way that brings all the players together,” he said.

Dumesny said the tyranny of distance remained WA’s biggest challenge and issues that were holding back productivity and preventing cost reductions included the burying of powerlines to eliminate height

restrictions for large-component transportation.

Many people didn’t realise that it cost about $20,000 to lift powerlines to allow large components to travel WA’s regional roads and this was happening 20, or so, times a year, he said.

While burying powerlines was expensive, the cost was minor compared with the creation of a new freeway in Sydney, at $515m per kilometre.

“We should be the most effective supply chain in the world,” Dumesny said. Logistics manufacture in WA, he added, had “lost the plot”.

Curtin University’s Director of Research Initiatives, Tim Walton, told the forum that existing military-specific roads in the US relied on uninterrupted 5G mobile coverage, which enabled sensitive equipment to be tracked while being transported.

WA had access to the best GPS system in space and Curtin University was working to make it millimetre-perfect, which would allow longhaul trucks to travel a military-specific corridor without a driver and with their load monitored, he said.

Dumesny added this would boost productivity because it was hard to find enough drivers willing to do long-haul.

JULY 2018 BUSINESS PULSE 33

ARE YOU AN INNOVATIVE BUSINESS LOOKING TO GROW? SIGN UP TO THE ENTREPRENEURS’ PROGRAMME TO RECEIVE A FREE BUSINESS EVALUATION

WHAT IS IT?

AM I ELIGIBLE?

The Entrepreneurs’ Programme is the Australian Government’s flagship initiative for business competitiveness and productivity, designed to help Australian SMEs boost their productivity and performance.

To qualify, your business must have been trading for three years and have had turnover of more than $1.5 million but under $100 million in one of the last three years.

Your business also needs to operate in one of the following growth sectors:

HOW DOES IT WORK?

ADVANCED MANUFACTURING

An experienced Business Adviser will undertake a Business Evaluation with you to position your business and identify key actions to assist your company in reaching the next stage of growth.

It’s tailored to the specific needs of your business and can cover strategy, operations, customers and markets, finance and human resources and can open the door to government grants.

The Business Evaluation report includes an Action Plan, with strategies to improve and grow your business. If you choose to implement any of the items in the Action Plan, you are eligible to apply for a matched funding grant to the value of $20,000.

FOOD AND AGRIBUSINESS

MEDICAL TECHNOLOGIES AND PHARMACEUTICALS

MINING EQUIPMENT, TECHNOLOGY AND SERVICES AND/OR OIL, GAS AND ENERGY RESOURCES OR PROVIDE ENABLING TECHNOLOGIES AND/OR ICT AND PROFESSIONAL SERVICES TO ONE OR MORE OF THE ABOVE GROWTH SECTORS

TO RECEIVE YOUR FREE CONSULTATION, CONTACT AN ADVISER TODAY ON (08) 9365 7531.

34 BUSINESS PULSE JULY 2018

A

Q &

Do I have to pay staff for working additional hours beyond their contracted hours? Our contracts state that staff are required to work 38 hours per week and ‘may be required to work additional hours’. Staff typically work two to eight hours extra each week.

If an employee is award or agreement free, there is no entitlement under the Fair Work Act 2009 (Cth) to be paid an overtime penalty for work performed beyond 38 hours per week. Award and agreement-free employees of National System Employers are entitled to the Federal Minimum Wage for each hour worked, regardless of whether this is beyond 38 hours in a week. The current Federal Minimum Wage is $18.93 per hour.

For award or agreement-free employees, it is therefore up to the employer and employee to negotiate a rate of pay that is attractive for employees who may be required to work additional hours. Any such agreement should consider the number of additional hours that may be required and what is reasonable.

The Act outlines what may be considered reasonable and considers the following: • Is there any risk to the employees’ health and safety from working the additional hours?

• Does the employee have any personal circumstances affecting their ability to work additional hours, including family responsibilities?

• Is it needed by the workplace/enterprise?

CCI ADVICE

YOUR EMPLOYEE QUESTIONS ANSWERED

• Does the employee receive any compensation for working additional hours, such as overtime or penalties or do they receive a level of remuneration that reflects an expectation of working additional hours?

• Has the employee received adequate notice for the request to work additional hours?

• Did the employee give adequate notice of his or her refusal to work the additional hours?

• What are the usual patterns of work in the industry?

• What is the nature of the employee’s role? What is their level of responsibility?

Would it be expected at that level that additional hours be worked?

• Are the additional hours in accordance with averaging provisions included in a contract or employment, award, enterprise agreement, or other industrial instrument? (i.e. you might work more in one week for example but less in the next).

If an employee is covered by an award or enterprise agreement, there may be an entitlement to overtime penalties where an employee works beyond the ordinary hours of work (which typically is an average of 38 hours per week).

Awards and enterprise agreements contain terms allowing for individual flexibility agreements that allow certain terms in the award or agreement to be varied, such as overtime and other penalty rates. The employer and employee can agree to vary such terms in their award or agreement, as long as it results in the individual employee being better off overall.

Examples of this might include providing

an annualised salary or other flat rate of pay that includes a component in recognition of the requirement to work additional hours each week.

This type of arrangement, commonly referred to as ‘offsetting’, may also be done through a contract of employment.

It is important to note that individual flexibility agreements cannot be a condition of employment. Additionally, they may be terminated by either party in writing, by providing the prescribed period of notice.

It is common practice for employers to offset overtime and other penalties by paying their employee a higher rate of pay that is sufficiently high to compensate for the award or agreement entitlements they would otherwise have received.

Individual flexibility agreements must be set out in a very particular fashion, in writing, as outlined in the relevant award.

Offsetting in contracts must also be carefully drafted to ensure enforceability. In each instance, the employee concerned must be better off overall than they would have been in the absence of the individual flexibility agreements or contract with respect to the terms being offset.

WHO TO CALL If you would like more information, please contact CCI’s Employee Relations Advice Centre on (08) 9365 7660 or advice@cciwa.com for FREE*, professional employee relations and human resources advice. *FREE as part of most CCIWA membership packages.

If you have a question for one of CCI’s experts, email editor@cciwa.com

JULY 2018 BUSINESS PULSE 35

CCI ADVICE

CROWDFUNDING puts wind in their sales An innovative gin distilling company in Margaret River has turned to crowdfunding and the CCIadministered Entrepreneurs’ Program to expand ROBYN MOLLOY

W

est Winds Gin has raised hundreds of thousands of dollars via public equity crowdfunding and is among the first in Australia to access capital through the new source.

The company, which has been through the CCI-backed Entrepreneurs’ Program, kicked off its campaign via the Equitise website on May 15.

Investors can spend as little as $500 to own a piece of the distilling company, which has products stocked in all major liquor stores around the country. The company raised $593,000 within a week of kickstarting the campaign.

Co-founder and CEO Paul White says it raised the minimum amount of $500,000 within days of launching and hopes to achieve $3.5m by July 17, if not fully subscribed beforehand.

The capital raising will fund the company’s expansion plans domestically and overseas.

“The benefit for investors is having a stake

36 BUSINESS PULSE JULY 2018

in the company as we grow,” he says.

“It is equity investment but we are looking at some investor perks in terms of new products, where they’ll have first access to the new products, like a loyalty type program.

“The ideal end state is that everyone makes a return on their investment and has some fun in the process.

process optimisation and documentation, helped with entry management and accounting systems, while others programs covered inventory management system with the new accounting system and marketing.

“You look at it from the perspective that we have 10 product SKUs (Stock Keeping Units) in the market and some of them are made up of 20 different components. Then we have warehouses all over Australia,” he said.

“Now we can track our costs. So, in terms of giving visibility into the company’s costs and margins, it’s been fantastic.

“Then all our stuff is held under bond, so

“The ideal end state is that everyone makes a return on their investment and has some fun in the process” “It’s $500 minimum, so it’s not an overly expensive way to have a play in a gin business.”

White says completing several programs as part of the federally-funded Entrepreneurs’ Program was a catalyst for the next stage in the company’s expansion.

He says the first program, which covered

we have to manage our excise carefully and make sure it is released from bond and track payments to the ATO — so it’s made tracking all that stuff easier.”

While Paul has a wealth of experience in IT, electrical engineering and management consulting, he said you can never know it all.

“The Entrepreneurs’ Program in some ways has been a catalyst to move to the next step in terms of improving the fundamentals of how we run the business,” he says.

“In terms of approving process and system, and preparing us for growth and manageable growth, it’s been a really good program for getting that infrastructure in place.

“While I have experience, I don’t know everything. And the 50 per cent matched funding (by the government through the program) is incentive to do it sooner rather than later.

“We have a really good board of directors, but having access to a pool of advisors across a range of industries is great. We’re willing to learn from anyone we can.”

Entrepreneurs’ Program Business Adviser Geoff Brazier says West Winds Gin had its business evaluation in July 2015 and a growth plan in September 2017.

“As business adviser to West Winds Gin over the past three years or so, I am proud to have been involved and witness to the successful growth and evolution in the processes and capability of this innovative company,” he says.

West Winds Gin has won multiple awards and opened a gin-focused cocktail bar at the Leederville Hotel in June.

NEW WAY TO SOURCE FUNDS Crowd-sourced funding is a new avenue for businesses to access capital to develop and grow, especially attractive to small to medium enterprises.

The Australian Securities and Investments Commission issued the first seven licences to crowd-sourced funding intermediaries in January.

PROGRAM SETS COURSE Innovative businesses looking to grow are the major beneficiaries of the Federal Government’s Entrepreneurs’ Program. CCI works with the Government to help eligible applicants access grants pivotal to grow their businesses.

Matched grants of up to $20,000 are available and you don’t need to be a CCI Member to take advantage of this free initiative.

Contact our Entrepreneurs’ Program advisers on (08) 9365 7531 or visit cciwa.com for more information.

JULY 2018 BUSINESS PULSE 37

CCI ADVICE

digitalisation of business management processes or perhaps implementing automation or robotic initiatives.

In addition, a closer examination of management structures could identify an over reliance on one or two people. Spreading roles and responsibilities can help to build resilience, particularly in the face of unexpected changes in management.

4. Develop KPIs for the company and management positions Often the greatest challenge is measuring the effectiveness of new management. Sometimes weaknesses can be exposed way too late.

A system of KPIs that has been developed over time establishes the expectations for new management. This allows clear communication during the recruitment process and provides early warning signals when things aren’t going right.

As they say, failing to plan is planning to fail and lack of a succession plan can greatly impact a business for the worse

S

uccession planning isn’t just about who succeeds the current management.

It’s about preparing the company for a smooth management transition that takes into consideration all stakeholder parties.

The following five points will not only help you set the right direction for minimum disruption, but could also help chart your course for maximum value.

1. Have a written strategic plan A succession plan is greatly enhanced by being part of a company-wide strategy to create value.

Sadly, the statistics in Australia suggest that most small to medium sized businesses don’t have a strategy.

Recent studies show that companies with a strategy have a 40 per cent higher chance of success over those that don’t.

Creating a company strategy is also an opportunity to agree what types of skills and experience the future company will need. Let’s face it, most new managers would rather have a strategy to work with from the get go than start from scratch, even if changes are required.

At least they can start with an alignment of expectations and a framework for moving forward.

And any company strategy needs to be flexible enough to shut down initiatives that don’t work while capitalising on opportunities as they present.

2. Build management skills It’s often said the best successors should be

38 BUSINESS PULSE JULY 2018

developed in-house and, indeed, every business should develop their own talent.

Creating a professional development plan for possible successors is a great way to build skills, get things moving and prepare people for change.

Company governance is a good place to start and this can be facilitated with membership and workshops at the Australian Institute of Company Directors.

Even if you don’t have a board, it’s worth understanding how they work, if not just to formalise decision-making processes for the business.

An advisory board is a great intermediate step towards a formal board structure so that management can get a broader variety of professional opinions.

5. Develop a culture of continuous improvement It’s tempting for high-level managers to make all the decisions. However, developing a culture of continuous improvement, such as a ‘lean’ approach to operations management, tends to distribute decision making so that when the key decision maker is absent, operations can continue as expected.

This means that when a new management team takes over, it can focus on strategic initiatives rather than keeping the company turning over. This greatly reduces the risk of disruption when a succession plan needs to be executed.

More importantly, a continuous improvement culture can free up resources and open new possibilities to benefit your customers.

3. Identify skill gaps that are required to achieve the company’s goals A good strategic plan includes insights into what types of skills a company needs to build, with specific references to roles, goals and expectations.

However, sometimes a business is just too small to develop a full complement of skills, or perhaps family members are reluctant to participate. As a result, succession planning can be presented as an opportunity to update the company’s portfolio of management skills to achieve its goals.

In some cases, new management skills might involve a more data-intensive approach,

WHO TO CALL Nick Poll is Director — Mining, Oil and Gas for the Entrepreneurs’ Program. The program works with the Government to help eligible applicants access grants pivotal to grow their businesses. For more information contact our advisers on (08) 9365 7531 or visit cciwa.com.

CCI ADVICE

Pedalling to a better future CCI has sponsored a 600-kilometre charity ride to Kalgoorlie to help at-risk teenagers

C

CI, through its education development fund, has sponsored Youth Futures WA’s Pipeline Challenge, which saw 70 participants aged 15 to 70 ride 600 kilometres to Kalgoorlie over five days.

The challenge raises funds to run Youth Future’s NEST program, which provides support to pregnant youth and teen parents at risk of losing custody of their child due to various circumstances, such as homelessness and domestic violence.

It’s the third year for the Pipeline Challenge, which has been growing in numbers and hopes to attract 100 next year.

CCI education and training adviser Linda Winter says CCI was the event’s first sponsor and has continued the support each year.

She was on hand to present 16-year-old foster child Oli with an award for participating in the challenge.

“I felt a bit humbled as he had just completed what would have been a huge challenge for

him,” she says. “He was very excited at having finished the challenge and overwhelmed with it all. Oli said he was very tired and looking forward to a long, hot shower and sleeping in a bed.”

Youth Futures helps teenagers such as Oli, who has been in and out of foster care since he was two.

The instability has impacted his school attendance.

In January, Oli joined the Ballajura Anchor Point program, which has seen his attendance record improve significantly.

When the chance to take part in the Pipeline Challenge was offered, he was excited to take it on, proving himself to be a team player, motivating and cheering on the other riders and offering them support on and off the bike.

Since completing the event, Oli has been motivated to improve his fitness.

He is thriving at the program and his confidence in education has grown.

JOHN AND TIM SCOTT JOINT GENE RAL MANA GERS

Winter says homelessness is a key reason for youth disengaging with education.

“It’s so important for our youth to complete education to lead into the workforce. We want to make sure there is a workforce for the future and sponsoring an event like this is CCI’s way of helping.”

WHO TO CALL For more information about CCI’s Education Services, contact Linda Winter on (08) 9365 7539 or linda.winter@cciwa.com.au.

IS SUPPORTING THE COMMUNITY IMPORTANT TO YOU? IT IS TO US! We are proud to partner with Autism Association of WA to offer work placements.

Get in contact with Autism Association if this might suit your business. We’re lucky to have scored two awesome additions to our team - we’re looking at you Jack and Nathan, thanks for joining the Scott’s family!

ILLIAMS JACK W GURU BINDERY

CO NTA CT US!

www.scott.com.au 08 9223 7788 4 Aberdeen St Perth WA 6000

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JULY 2018 BUSINESS PULSE 39

TOOLS OF TRADE

CCI improves accessibility for Kuwait venture A specialist in digital accessibility called on CCI to help her set up a tech consultancy business in Kuwait DEBORAH KENNEDY

I

ntroducing greater digital accessibility for people with disability in another country isn’t easy — but to a country with a completely different culture and set of business norms is harder still.

With help from CCI, Dr Vivienne Conway’s Web Key IT was able to establish an office in Kuwait in April. Dividends are already being paid — her business has just finished a three-month contract to help the Kuwait Government produce web accessibility guidelines that will create benchmark standards and procedures.

Her foray into the Middle East was more by chance than design. As a web tech business owner, she’d been mentoring a Kuwaiti business owner while he was completing his masters’ thesis at ECU. He suggested she set up her business in his home country.

“Muhammad (Saleem) wanted to know if we would be interested in establishing an office in Kuwait and allowing their company (Green Technology) to be our local representatives,” Dr Conway said.

“His interest is in digital accessibility in the Middle East and, as my own doctorate was on digital accessibility in Australia we had much in common.”

CCI SUPPORT Conway, whose business has been operating in Australia since 2011, knew she needed some international business backgrounding to start the venture and turned to two of CCI’s business units — the International Trade and Investment Centre and Workplace Consulting — for help.

“Without the encouragement and support of CCI/Austrade, none of this would have been possible at all, and I certainly wouldn’t have been brave enough to venture out like this without it,” she said.

“They have worked along with us as we jumped over the many legal hurdles and helped us through cultural adjustments that such a venture has necessitated.”

Conway said some of the challenges faced included getting legal agreements drawn up, processed by the Kuwait Embassy,

40 BUSINESS PULSE JULY 2018

then translated into Arabic and presented to the Kuwait Government for approval.

“Added to that, the fact that you need to be working with established Kuwait business makes it all quite difficult and time consuming to do,” she said.

“Also, business here is not promoted very much through advertising — and certainly not direct advertising. In order to work in Kuwait, you first need a local business associate who is well-connected.

“Everything works through a network of trusted relationships. Once you have established these trusted relationships, you are able to discuss business opportunities.”

CCI liaised with Austrade in Kuwait on Conway’s behalf and provided valuable legal services to ensure all the necessary paperwork was in place.

CULTURE SHOCK It’s not just business that’s different in Kuwait — the culture took some adjustment, too.

“Some people may miss the availability of alcohol. Personally I think it contributes to the safe atmosphere. I can walk anywhere — even at night — with no fear, which is not something I’d attempt in most of the cities I’ve visited round the world,” Conway said.

“People here are lovely and very friendly and have quite the chuckle over me mangling their language in my feeble attempts. I can, at last, manage a half-way decent

traditional greeting, but not much more.”

Now back in Perth, Conway is continuing to work with Australian and Middle Eastern clients.

“Our Australian team has been expanding to accommodate the needs of both sets of clients and we now have a well-skilled team of both technical website analysts and user testers who all have disabilities,” she said.

“We will have separate groups of user testers with disabilities in the different regions, because it is critical that the user testers deal with issues that are specific to their disabilities in the right language and culture.”

Conway expects to return to the Middle East frequently: “The process to actually get there was interesting and challenging, with lots of background and legal implications.

“I would like to personally thank the staff at the Perth Office of CCI and Austrade — both in Perth and also in Kuwait — for their kind assistance and encouragement.

“To say that the trip here has been eyeopening, would be a huge understatement!”

GOING GLOBAL For information about services offered by CCI’s International Trade and Investment Centre, please visit cciwa.com/internationaltrade-and-investment-centre or call the team on (08) 9365 7620.

CCI ADVICE

Minimum wage marches north What’s the reasoning behind the latest national minimum wage increase, to be payable from July 1, and how it will apply?

KEITH BLACK

T

he Fair Work Commission has handed down its annual wage review decision, raising the national adult minimum wage by 3.5 per cent.

It means the base wage will increase from $18.29 an hour (or $694.90 per 38-hour week) to $18.93 an hour (or $719.20 per week).

Starting with the 2013-14 decision (3 per cent), the cumulative increase to national minimum wages to date has been 15.6 per cent. The increase to the December quarter CPI between December 2013 (104.8) and December 2017 (112.1) has been 9.5 per cent.

The commission made the latest decision on the basis that: • Economic indicators point to a healthy national economy compared with the time of the last review • The labour market has improved significantly, with strong employment growth • The economy has continued to grow, with real GDP increasing by 2.4 per cent • Business conditions have remained positive, with profits growing by 5.8 per cent in the non-mining sector and • Inflation and wages growth have remained low.

Under the change, increases will flow through to junior, apprentice and trainee rates of pay and work-related allowances, effective from the first full pay on or after July 1.

The 3.5 per cent decision follows last year’s surprise 3.3 per cent increase. The Australian

Council of Trade Unions (ACTU) sought an increase of $50 per week to the national minimum adult wage and a 7.2 per cent increase to award wages.

Last year, the ACTU and United Voice urged the commission to adopt a medium-term target of 60 per cent of the median wage and the ACTU’s 2017-18 recommendation sought the same end by another means. A number of state governments recommended increasing the national adult minimum wage by 3.9 per cent to $19 per hour (or $722 per week).

The commission concluded that a minimum wage increase of the size proposed by the ACTU would likely run a substantial risk of reduced employment opportunities for low-skilled workers, including many young people, and impact those already marginalised in the labour market.

The national minimum wage for juniors, employees under training arrangements and employees with a disability is also set to increase by 3.5 per cent. But the minimum weekly amount payable to an employee on trial under the Supported Wage System and the national minimum weekly wage for employees with a disability affecting productivity (special NMW2) will remain at $84.

This minimum will be adjusted in time for the July 1 date of effect, in line with the adjustment to the disability support pension income-free threshold.

ALLOWANCES Work-related allowances are linked to the standard rate in each award. Reimbursement allowances will increase by the movement in the relevant component of the CPI or other external measure.

In the event that the relevant price movement has decreased since last year, the existing reimbursement allowance will not change.

NATIONAL TRAINING WAGE SYSTEM Award-free and award-covered trainee rates of pay will receive the same percentage increase as adult minimum wages. However, most modern awards will be adjusted for these employees by a reference to the Miscellaneous Award 2010.

TRANSITIONAL INSTRUMENTS Transitional instruments were also varied by 3.5 per cent, consistent with the variations to modern awards. The commission reiterated its 2016-17 position with respect to apprentices in Queensland and those transitional instruments relevant to employees covered by the Social, Community, Home Care and Disability Services Award 2010 and the related Equal Remuneration Order.

CASUAL LOADING Except for the Business Equipment Award 201, the casual loading remains unchanged at 25 per cent.

The casual loading in the Business Equipment Award 2010 has been increased to 23 per cent.

WHO TO CALL Keith Black is CCI’s senior policy advisor for workplace relations. Want to be informed of award updates as and when they occur?

Subscribe to CCI’s Industrial Award service to receive regular updates of award changes, a comprehensive pay summary and complete copy of your relevant awards. To subscribe to an award or for more information on the above, contact CCI’s Employee Relations Advice Centre on (08) 9365 7660 or email advice@cciwa.com

JULY 2018 BUSINESS PULSE 41

CCI ADVICE

Aussies vote lifestyle over money An increasing number of Australian workers would give up some of their salary to ensure a better lifestyle, according to a new survey

I

t seems it’s not just a happy wife that leads to a happy life — more and more Australian workers say they are happy to give up some of their salary to ensure more work lifestyle benefits.

A recent survey of 1000 office workers by recruitment firm Robert Half found that 84 per cent were willing to accept a lower salary for more benefits.

Most of that group appreciated more flexible working hours, while others preferred the option of working from home, an increased holiday allowance, medical benefits or travel allowances.

CCIWA’s Manager of the Employee Relations Advice Centre, Kendall Scott, said employers will typically enjoy significantly higher productivity from workers who are part time or who use flexible working options, such as condensed working weeks.

“This is because they have to be more organised and prioritise their work load,” Scott said.

“Efficiency becomes critical when there are a reduced number of hours to achieve work outcomes.”

The CCIWA’s advice centre deals with more than 30,000 employee relations and HR inquiries a year and Scott said there was evidence that employers who offered flexibility retained employee loyalty.

“Tenure of staff increases significantly and, given turnover is estimated to cost employers about 80 per cent of the individual’s salary, every time the role is replaced means employers are making significant savings here,” Scott said.

Andrew Brushfield, director of recruitment firm Robert Half, said that in a market characterised

by slow wage growth, Australian companies might not be able to award pay rises or higher starting salaries.

“In such cases, employees should consider negotiating for benefits other than more pay — such as training and professional development opportunities or more leave,” Brushfield said.

“In a candidate-short employment market, Australian companies benefit from diversifying their incentives offerings beyond the purely financial aspect in order to attract and retain high-calibre professionals.”

WHO TO CALL Got a HR or IR question? Contact CCI’s Employee Relations Advice Centre on (08) 9365 7660 or advice@cciwa.com

Electrical hazard laws now in force Common sense has kicked in when it comes to working in home roof spaces

I

t may seem like it should have always been obvious but it is now law for the electricity mains switch to be off before any work is done in domestic ceiling spaces.

An additional OSH regulation came into effect last month.

Tradespeople are now required, by law, to switch the main switch off before entering the ceiling space to any domestic-type building.

This includes for service trades such as electrical, gas, pest control workers and installers of air conditioning, insulation, security systems and antennas.

Roof space electrocutions were highlighted in 2009 and 2010, when four insulation installers were electrocuted in roof spaces in Queensland and NSW during the Rudd

42 BUSINESS PULSE JULY 2018

Government’s Home Insulation Program.

While the new laws do not relate to homeowners accessing their own roof spaces, CCIWA strongly recommends that they also switch off the electricity mains first, as good practice.

CCI Safety and Risk Services Senior Consultant Rachael Lincoln welcomed the regulation upgrade.

“This roof space becomes their workplace, and the safety of workers is paramount, despite the minor inconvenience this creates to the residents,” she said.

“Leaving the mains electricity on while working in the roof space puts health and safety at risk and is, now, breaking the law.”

A roof space may have a number of electrical

hazards, including wiring with damaged insulation or exposed live parts — which pose an electric shock or electrocution risk.

“LED headlamps are a great way to provide lighting for anyone entering their roof space, to help avoid stepping on electrical cables, plastic junction boxes or tops of light fittings,” she said.

For full details visit OSH Regulations 3.59A. 3.59B for specific requirements.

WHO TO CALL For more information about what these changes mean for your business contact CCI’s Safety team on (08) 9365 7415 or email osh@cciwa.com

CCI ADVICE

Can a quick course on bias really work?

Debate has surrounded the effectiveness of ‘unconscious-bias’ training following a highlypublicised case of racial discrimination in the US DEBORAH KENNEDY

A

UK Police poster on London tube station walls in the 1990s showed two uniformed officers running after a black man. ‘What do you see?’, it asked the readers.

An adjacent poster, shot on a wider angle, showed that the black man was also a police officer, but in plain clothes. All three were chasing a suspect pictured in the distance.

Seeing the black man as a suspect is unconscious bias — when we allow the presumptions of our cultural lenses to colour what we see, or do.

With the recent royal wedding of Prince Harry to Meghan Markle, one German television station was criticised on social media over its references to the new Duchess of Sussex as ‘exotic’ and over a suggestion that the pair was far enough removed from the throne for the Queen to be unconcerned as to the colour of any prospective children.

In May, American coffee chain Starbucks closed its 8000 US stores for a half day of training for its 175,000 employees in the wake of racist actions towards two black customers who were assumed by staff to be up to no good while sitting at a table and without having ordered.

Staff at the Philadelphia store called police to remove the men and the video went viral.

Starbucks’ decision to retrain its workforce has prompted debate as to whether a half-day training course for employees to refocus their cultural lenses can work.

Online newspaper The Conversation reports that an evaluation of 40 years of research has found that diversity training has only a small effect in reducing bias against members of minority groups. The research, it reports, also shows that the impact of the training erodes over time and that shorter training programs lead to smaller changes.

University of Western Australia sociologist Farida Fozadar has conducted research around employers’ unconscious bias in employing refugees and agrees that one-off courses aren’t the way to go unless an organisation’s culture is supportive.

“There needs to be leadership from the top,” Assoc. Professor Fozadar says.

“There needs to be diversity within the organisation and it is that which gradually changes the unconscious bias of the institute itself.”

The university’s Manager of Inclusion and Diversity and West Australian of the Year nominee Fadzi Whande facilitates unconscious bias classes and says training should be a marathon, not a sprint.

“Every person has some level of unconscious bias which has developed over their lifetime,” Whande says.

“There needs to be diversity within the organisation and it is that which gradually changes the unconscious bias” “Realistically, we should not expect what has formed over a lifetime to disappear after three hours or a day of training. What training does, if done well, is to raise awareness and highlight areas we all have to work on in order to help create the ‘inclusive’ environments we want to see.”

Whande says some organisations treat training as an easy option that allows them to show they’re doing something about a perceived problem. However, training is valuable if done correctly.

“I think it’s important to offer training in an organisation as it can give people practical tools. But it needs to be supported by an ongoing process of embedding cultural change initiatives which are modelled by the senior executive and leadership.

“Training is only one aspect of finding solutions and should not be the sole solution.”

NO APPETITE FOR INDUSTRIAL MANSLAUGHTER LAW CCIWA has rejected calls for a new offence of industrial manslaughter to be included in the state’s workplace laws.

The CFMEU has called on the McGowan Government to follow Victoria’s lead and urgently introduce the legislation under the Criminal Code.

The union says existing fines have no effect in providing safer workplaces.

Under the current WA workplace safety legislation, the most an individual can be fined for a serious breach of the current legislation is $250,000 for a first offence and two years imprisonment.

A business can be fined $500,000 for a first offence or $625,000 for a subsequent one.

CCI Chief Executive Officer Chris Rodwell said safety in the workplace was everyone’s responsibility and questioned the effectiveness of adding new offences.

“The key lesson from successful innovations in workplace safety in recent years is that we must get the balance right and need to focus on reducing the risks and preventing accidents through shared responsibility,” he said.

“No workplace death is ever acceptable.

Enforcement and prosecution action should be taken when people do the wrong thing, but creating new offences won’t, of itself, make workplaces safer or reduce accidents and fatalities.”

Commerce and Industrial Relations Minister Bill Johnston said the Government did not currently have an agenda to pursue legislative changes.

JULY 2018 BUSINESS PULSE 43

BOOK LOOK

Top business reads this month SUBSCRIBED

BORN TO BUILD

BY TIEN TZUO Netflix, Spotify, and Salesforce are just the tip of the iceberg for the subscription model.

The real transformation — and the real opportunity — is just beginning Today’s consumers prefer the advantages of access over the hassles of ownership. It’s not just internet services like Netflix and Spotify; even industrial firms like GE and Caterpillar are reinventing themselves as solutions providers. Whether you sell software, clothes, insurance, or industrial machines, you need to master the transition to the subscription model.

Adapting to the subscription economy takes more than just deciding to sell subscriptions instead of products.

BY JIM CLIFTON People will ask you throughout your life, “Where do you work?” and “What do you do?”

They never ask you, “What are you building?”

When conversations change to “What are you building?” the world will change.

Written for anyone trying to figure out how to make the most of their lives, Born to Build seeks to inspire entrepreneurs and ambitious, self-motivated people to build something that will change the world. A builder’s venture could be a small business that grows into a mammoth enterprise, a thriving new division in an existing company, a nonprofit, a social enterprise, a church, a school — anything that creates economic growth and makes a lasting impact on society.

THE SPACE BARONS: ELON MUSK, JEFF BEZOS AND THE QUEST TO COLONISE THE COSMOS

AFFECTED

BY CHRISTIAN DAVENPORT The visionary quest to rekindle the human exploration and colonisation of space led by two rivals and their vast fortunes, egos, concern about the future of humanity, and visions of space as the next entrepreneurial frontier For years, space enthusiasts have imagined people in spaceships colonising the cosmos, and for more than four decades, US presidents have been predicting a real-life journey to Mars.

Little progress, however, has been made since the halcyon days of the Mercury and Apollo programs — until now.

MELTDOWN: WHY OUR SYSTEMS FAIL AND WHAT WE CAN DO ABOUT IT

BY CHRIS CLEARFIELD & ANDRAS TILCSIK Catastrophic failure is all around us. From the disastrous Post Office software, which led to a multimillion-pound lawsuit, to the mix-up at the 2017 Oscars Awards ceremony, these errors are the unfortunate ramifications of our dizzyingly advancing world. But what causes such ruinous mistakes? And can we do anything about them?

In Meltdown, world-leading experts in disaster prevention, Chris Clearfield and Andras Tilcsik, use real-life examples from around the world to reveal the errors in thinking, perception, and system design that lie behind both our everyday errors and disasters like the Fukushima nuclear accident.

BY CARA WRIGLEY & KARLA STRAKER How can you create meaningful connections with customers in the digital space? The rapid emergence of new technologies has revolutionised the way companies build relationships and interact with their customers.

Today, its more important than ever to have an emotional understanding of customers and how they feel about a product, service, or business, even when your primary interactions are via digital channels.

Affected goes beyond influencing behaviors to understanding cognition and emotion as a way to better connect with customers in the digital space.

CHASING DIGITAL: A PLAYBOOK FOR THE NEW ECONOMY

BY ANTHONY STEVENS & LOUIS STRAUSS The paradigms of big business have changed.

Business models that were once lucrative now seem to barely move the needle. Incumbents of the old guard find themselves superseded by new, digitally-charged, data-fuelled organisations that leverage platform-based business models.

How can pre-digital businesses survive? They’re loaded with resources, brand power and deeply embedded networks, they just need a new playbook. Chasing Digital is that playbook.

Outlining a clear and detailed framework, this book is designed to help leaders re-design their organisation from the bottom up by leveraging their strengths to create a new competitive advantage in the digital economy.

All books are available at Boffins Books in the Perth CBD.

44 BUSINESS PULSE JULY 2018

ACHIEVEMENTS

Winners are grinners

CCI congratulates its winning Members on their outstanding achievements INTERNATIONAL AWARD FOR FREMANTLE PORT Fremantle Ports’ Rous Head Industrial Park fairy tern sanctuary has been recognised internationally.

PIANC, the World Association for Waterborne Transport Infrastructure, has given the fairy tern sanctuary an official working-with-nature certificate of recognition.

Fremantle is the first Australian port to receive PIANC Working with Nature accreditation.

The fairy tern breeding sanctuary is fenced to protect the nesting colony from intrusion and to prevent the chicks from straying onto the adjacent pedestrian and cycle pathway. It is on port land adjacent to the southern end of Port Beach.

IMPRESSIVE REHABILITATION Alcoa’s environmental rehabilitation is a model for the mining industry, according to international biodiversity conservationist Professor Thomas E Lovejoy, who toured Alcoa’s Pinjarra alumina refinery and Huntly bauxite mine recently.

“It was a wonderful chance to learn about jarrah forests and the sophisticated approach Alcoa has taken in restoring the jarrah forest community after removing bauxite ore,” said Professor Lovejoy, a Senior Fellow of the United Nations Foundation. “It has been a sustained effort improving over time and a model for the mining industry.”

ROLLING IN AWARDS Roy Hill has taken out the Transport Solution of the Year: Rail at the 2018 Logistics & Materials Handling Mercury Awards in Melbourne.

The company’s 344km single rail line was purpose-built to transport 55 million tonnes per annum of iron ore from mine to port in WA’s Pilbara region.

It sets the benchmark as one of the most high-tech, innovative, remotely operated iron ore rail systems in Australia.

Meanwhile, Hancock Prospecting was awarded the Raw Materials and Mining Industry Leadership Award at the 2018 S&P Platts Global Metals Awards in London.

In its sixth year, the S&P Platts Global Metals Awards recognises top performers, industry leaders and innovators in metals and mining sectors.

This year’s win follows on from two wins last year at the S&P Platts Global Metals Awards where Executive Chairman Gina Rinehart was presented with the Lifetime Achievement Award for her outstanding leadership in the mining and resources sector and Roy Hill received the Rising Star Company Award.

INNOVATIVE DESIGN A WINNER Multiplex has taken out the Australian construction industry’s most prestigious honour, winning the 2018 Australian Construction Achievement Award for the $1.6 billion Optus Stadium and Stadium Park.

Run by the Australian Constructors Association and Engineers Australia, it is the peak annual award for the major players in Australia’s construction industry.

Judging panel Chair David Cruickshanks-Boyd said the team, led by Multiplex Constructions, provided innovative solutions to overcome difficult ground conditions that included dealing with a previous land fill site close to alluvial sediment.

“Innovation continued throughout the above-ground structure, especially design of the roof trusses, which allowed for a much safer construction as well as a significant saving to the project budget,” he said.

If you have a winning story about your business or organisation you’d like to share, email editor@cciwa.com

JULY 2018 BUSINESS PULSE 45

FIVE FIVE

2

Freight and logistics awards

1

AWESOME AWESOME (Achieving Women’s Excellence in Supply Chain Operations, Management and Education) ALL (Awesome Legendary Leadership) Award, takes the prize for the longest award title in history. This US award acknowledges trailblazers and role models in supply chain leadership. The ALL Award was created in 2014 to honour women who have achieved extraordinary professional excellence and success, while addressing gender challenges and advancing the changing landscape of their field.

THE AUSTRALIAN TRUCKING INDUSTRY AWARDS These recognise businesses and individuals who have gone above and beyond to improve their workplace and contribute to the industry. Finalists, across five categories, must have demonstrated exceptional dedication to the Australian trucking industry, through hard work and commitment. Winners are announced as part of the annual Australian Trucking Association Conference.

3 THE SMART AWARDS The Australasian Supply Chain Institute hands these out at its annual Supply Chain Industry Dinner and the awards recognise excellence in supply chain and logistics by Australianbased companies and organisations.

4

5

THE GLOBAL LOGISTICS EXCELLENCE AWARDS These 23 awards across four categories will be presented in Dubai in October and focus on those who have risen through the ranks, despite challenges, whether managing logistics operations or as providers of outsourced logistics services. Awards include Air Cargo Operator of the Year and Best Road Transport Company of the Year.

46 BUSINESS PULSE JULY 2018

THE ASIAN FREIGHT, LOGISTICS AND SUPPLY CHAIN (AFLAS) AWARDS These recognise leading service providers including air and shipping lines, air and seaports, logistics and other associated industry professionals. The winners are determined by service users rather than a panel of judges, with readers of, and e-news subscribers to, Asia Cargo News nominating the finalists.

HELLO TO SOME OF CCI’S NEWEST MEMBERS Cancer Council Western Australia Addy Wetzler Business Engagement Manager Cancer Council WA is the state’s leading cancer charity, driven by our vision of achieving a cancer-free future for our community.

Discus On Demand

Cell Solutions

Anthony Pittaway Manager

Lianne Gianoli Director

Digital printing company specialising in fast turnarounds, of the highest quality in print. GOLD Awards winners — locally and nationally.

Cell Regeneration is an intervention therapy to aid recovery without major surgery.

T (08) 9388 3007

T 0422 689 874

E sales@discusondemand.com.au

E awetzler@cancerwa.asn.au

W www.discusondemand.com.au

W www.cancerwa.asn.au

Fire and Safety Australia Pty Ltd Tony Metcalf CEO

Mavco Insurance Daniel Waters/Jonathan Winter Directors

Medical and emergency response staffing, safety and ERT training.

We provide insurance broking and risk management services to corporate clients.

T 0418 532 377

T +61 8 6169 3600

E tony.metcalf@fsaus.com.au

E admin@mavco.com.au

W www.fireandsafetyaustralia.com.au

W www.mavco.com.au/

T 0455 633 868 E director@cellfsolutions.com W www.cellfsolutions.com

“As a start up, I have a very small workforce and am looking for the professional back up offered

by CCIWA”

JULY 2018 BUSINESS PULSE 47

NEWS, PROFILES, MAJOR PROJECTS LIST, OPINION AND MORE

SU

PR MA L O J SC IFT JE OR C R IB OU TS ER T O N LY

B

SUPPLY CHAIN AND MAJOR PROJECT NEWS AUTUMN 2018

CONSTRUCTION: TAKE A TOUR OF NEW PERTH MUSEUM

DEFENCE:

NEW ERA LOOMS FOR AMC

INFRASTRUCTURE: ALL ABOARD PERTH STADIUM STATION

ENERGY:

MINES POWERING UP

MUMBRELLA PUBLISH AWARDS 2017 HIGHLY COMMENDED

GASSED UP

WOODSIDE FUELS SCARBOROUGH HOPES AUTUMN 2018 WA WORKS 1

ADVERTISE IN

SUPPLY CHAIN AND MAJOR PROJECT NEWS This is a unique opportunity for buyers and suppliers to find each other.

WA Works offers your business the chance to advertise to both the resource sector and companies servicing the sector.

48 BUSINESS PULSE JULY 2018

For advertising and subscription queries email waworks@cciwa.com call (08) 9365 7669