Global Corporation – Local Heart 1/28/2010 Arrina Global Tinna Clendern Message from the Founder Dr. Rovel Shackleford Arrina Global Founder Dr. Rovel Shackleford born and raised in Africa has worked with many agencies and in over twenty developing economies on a wide range of social and commercial issues. A qualified economist with specialisations in management, finance and organizational development Rovel has worked and been educated in Australia, Canada, the United States, United Kingdom and South Africa. Rovel’s vision for Arrina Global is that all who work with and for Arrina will be enriched by that experience and in turn share their experience and learning with the wider world for the betterment of all. Rovel admits unashamedly that he is an utopian socialist with a firm believe that the current contextual fabric of our society is being torn apart by rampant consumerism based on a short sighted economic strategy which promotes profiteering at any cost. Fundamental decency and ethics have been abandoned for the new Holy Grail call exploitation. The Social Technology Development Team (STDT) at Arrina Global have been developing new technologies based on over 400 years of data; new social development models will emerge as a consequence of this technology which will show the way forward through economic collectivism that appropriately distributes wealth without dampening the enthusiasm for enterprise. The new social marketing technologies are currently being tested in a number of strategic locations around the world. The fundamental needs of shelter, transport, clean wholesome food, health and education eludes over two thirds of the world’s populations. No longer do these populations exist in isolation they are informed and conditioned through media that constantly portrays them as societies’ failures. Economically bankrupt devoid of ambition, resources and opportunity they the unfed are cast aside as if inconsequential and unnecessary and definitely valueless. This is the backdrop upon which Arrina Global has based its R&D and work/business ethic since it was established in 1988. The Arrina Global Agenda is as flows: 1. Equity not equality, 2. Universal vision of hope, 3. The new currency of economic solutions not profiteering, 4. Collectivism not democracy 5. Sustainability not subsistence, 6. Responsibility of values that belongs to all, 7. Ethnic tolerance, 8. New life values, Arrina Global has an international network of specialists working with individuals, communities, industry, governments to improve the quality of life within the local context and cultural sensitivities. Established in 1988 in Australia Arrina has grown from a single operator small business to a successful consulting enterprise engaging hundreds of contractors on aid funded projects around the world. Founder Dr. Rovel Shackleford an economist with over 28 years experience in the fields of international aid and business consulting has consistently promoted and imposed the highest ethical standards over the programmes and projects under management by Arrina Global. The models adopted by Arrina's consultants are client centred and solutions focused; the emphasis is on empowerment through collaboration where solutions evolve through a blend of local experience, technology, and ethnic sensitivity coupled with an appropriate application of new technologies that deliver real intrinsic value to primary beneficiaries and secondary stakeholders.
Transcript
Global Corporation – Local Heart 1/28/2010
Arrina Global Tinna Clendern
Message from the Founder
Dr. Rovel Shackleford Arrina Global Founder Dr. Rovel Shackleford born and raised in Africa has worked with many agencies and in over twenty developing economies on a wide range of social and commercial issues. A qualified economist with specialisations in management, finance and organizational development Rovel has worked and been educated in Australia, Canada, the United States, United Kingdom and South Africa. Rovel’s vision for Arrina Global is that all who work with and for Arrina will be enriched by that experience and in turn share their experience and learning with the wider world for the betterment of all. Rovel admits unashamedly that he is an utopian socialist with a firm believe that the current contextual fabric of our society is being torn apart by rampant consumerism based on a short sighted economic strategy which promotes profiteering at any cost. Fundamental decency and ethics have been abandoned for the new Holy Grail call exploitation. The Social Technology Development Team (STDT) at Arrina Global have been developing new technologies based on over 400 years of data; new social development models will emerge as a consequence of this technology which will show the way forward through economic collectivism that appropriately distributes wealth without dampening the enthusiasm for enterprise. The new social marketing technologies are currently being tested in a number of strategic locations around the world. The fundamental needs of shelter, transport, clean wholesome food, health and education eludes over two thirds of the world’s populations. No longer do these populations exist in isolation they are informed and conditioned through media that constantly portrays them as societies’ failures. Economically bankrupt devoid of ambition, resources and opportunity they the unfed are cast aside as if inconsequential and unnecessary and definitely valueless. This is the backdrop upon which Arrina Global has based its R&D and work/business ethic since it was established in 1988. The Arrina Global Agenda is as flows: 1. Equity not equality, 2. Universal vision of hope, 3. The new currency of economic solutions not profiteering, 4. Collectivism not democracy 5. Sustainability not subsistence, 6. Responsibility of values that belongs to all, 7. Ethnic tolerance, 8. New life values, Arrina Global has an international network of specialists working with individuals, communities, industry, governments to improve the quality of life within the local context and cultural sensitivities. Established in 1988 in Australia Arrina has grown from a single operator small business to a successful consulting enterprise engaging hundreds of contractors on aid funded projects around the world. Founder Dr. Rovel Shackleford an economist with over 28 years experience in the fields of international aid and business consulting has consistently promoted and imposed the highest ethical standards over the programmes and projects under management by Arrina Global. The models adopted by Arrina's consultants are client centred and solutions focused; the emphasis is on empowerment through collaboration where solutions evolve through a blend of local experience, technology, and ethnic sensitivity coupled with an appropriate application of new technologies that deliver real intrinsic value to primary beneficiaries and secondary stakeholders.
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Projects and programmes under management by Arrina’s teams of specialists encompass health, education, transportation, housing, agriculture, micro and macro finance, agrarian reform, infrastructure, national security, community development, banking, and social reform. Arrina is managed through a number of foundations and as such its residue income is invested in research and development of social technology and the funding of a number of socially strategic philanthropic trusts which are independent. Specialists engaged by Arrina have a commitment to the values and ethics of the organization and as such typically have no less than 10 years experience in their respective fields. Recruitment is by invitation only; it is not the policy of Arrina Global to embark on traditional recruitment drives. Arrina will always identify a local solution or methodology/technology in the first instance. The notion that social value is derived from the mobilization of high priced western consultants into evolving economies is aberrant and runs contrary to the experience that the solution already resides within the learnt wisdom that exists within those economies.
Philippines (Ortigas), Australia (Melbourne), Canada (Toronto), China (Hong Kong – Guangzhou), India (New Delhi),New Zealand (Auckland), Singapore, South Africa (Johannesburg), Thailand (Bangkok), UK (London), USA (Washington DC) Vietnam (Hanoi) Global Headquarters Level 9/12Philippines Stock Exchange Building Exchange Road, Ortigas Pasig City 1605, Philippines
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Preamble Arrina Global LLC and its subsidiary groups employ over 48,500 specialists covering a dynamic and divers range of skills and talent that has taken Arrina Global from a small consultancy in 1988 to its global presence today; the ethos of Arrina Global is to grow the corporation we need to grow people. The Arrina Global group invests over $880 million annually in training and developing its people. At Arrina Global LLC we are committed to offering award-winning products and services* that meet the needs of our customers and business partners. Our primary market is the business services market, and since 1988 we have been developing products and services that offer professional and compliant solutions to our clients and stakeholders and their companies. Arrina Global Australia employs in excess of 180 staff with operations in Australia. Investing in local operations provides our customers and business partners with a local contact who can ensure that they receive the very best service and support, which they have come to expect from the market leader. Our services and products operate in an environment prone to change and we regularly review and where necessary upgrade our products where we believe a legislative change could damage the integrity of the product. Our cautious and conservative approach to business is instilled in all aspects of how we deliver our products and services to the customer. A long-term strategy of inward investment, particularly in IT, research and development and in our staff, results in the Group being able to meet the demands for professional, technically competent, high quality and service-driven products in markets, where many providers are known for short term existence.
CONTENTS
1. Core Capabilities 3
2. Introduction 4
3. Client Profile 5
4. Team Capability Matrix 7
5. Corporate Particulars 43
Appendices
Policy Documents
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Vision Arrina Global LLC will maintain a single minded focus on achieving best-in-world solutions in the field of strategic business development and all its associated down stream activities and in doing so be recognized as the foremost leader in this science. The resultant impact will be that Arrina and its clients, associates, partners and project teams will enjoy the returns associated with delivering client centered solutions.
Mission Arrina Global LLC will achieve its Vision by building its expertise through strategic alliances with best-in-world specialist practitioners who will deliver effective solutions packages to the Arrina’s clients. The establishment, management, and maintenance of expert panels within the right configuration to meet the Arrina’s client needs will ensure that high quality, robust solutions within an effective framework will be delivered.
Core Service Capabilities in Procurement & Logistics Project Management Logistics Supply Chain Warehousing Strategic Planning Policy Development Supply Profiling Market Research Audits Probity Support Activity Mapping Forecasting Risk Management Financial Analysis International Trade GST – Tax Manufacturing Contract Development Contract Management Continuance Planning Asset Disposal Asset Management Systems Development/Implementation
Federal Government State Government Local Government Mining Agriculture Manufacturing Defense (DOD) Travel & Tourism Health/Medical Construction The Arts/Cultural Transport Correctional Services Emergency Services Business Services IT Education Human Services Energy Water Financial/Banking International Trade Treasury Indigenous Groups
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Global Capability (Logistics Projects)
Thailand Procurement training and policy development 13 years Philippines Defense procurement contract advisory
service 18 years
Afghanistan DIFD UNDP projects 5 years Iraq 2 years AusAID DIFD 5 years South Africa Public sector capacity building 4 years Mexico Public sector reform World Bank 10 years Papua New Guinea Private sector development 8 years China Public & private sector capacity building 8 years Japan Private sector automotive & shipping 14 years USA Automotive & Heavy Transport 18 years EU Marine Aviation and Manufacturing 18 years South America Aviation Mining and Heavy Transport 12 years
Introduction Arrina Transport & Logistics is a subsidiary of the global network known as Arrina Global LLC an international consulting firm established in 1988 in Washington DC The structural profile of the organisation is defined within the following flow chart;
Arrina Global LLC est 1991
Foundation for Strategic Procurement
est 1999
Arrina Pty Ltd est 1989 Global Health Solutions LLC est
1993
Asia Pacific Finance Corp. est 1993
This structure delivers world-class solutions to the group’s clients and ensures the financial viability of all entities.
Organisational Structure Arrina Transport & Logistics Australia is a consulting based consortia of over 168 specialists ranging from market research specialists to strategic planning, procurement and management practitioners.
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The group is linked through contracting deeds, which ensure that quality control and consistency in delivery is maintained.
Process Arrina Transport & Logistics establishes project teams with the best experience and qualification fit to meet the client needs. All Arrina clients state that they prefer dealing with Arrina because it uses highly experienced and skilled specialists resulting in reduced costs associated with project familiarization and experimental activity which may jeopardize the client’s project. All Arrina consultants have over 15 – 20 years experience in their respective fields and are tertiary qualified. Arrina requires all consultants to undertake no less than 200 hours per annum training to keep abreast of current trends, best practice and global activity in their chosen fields. The process for engaging an Arrina specialist or team is efficient and effective as the following flow process indicates;
1. Client provides project brief, 2. Appropriate communications protocols are established, 3. Key Arrina team leader/s appointed to meet with the client team, 4. Arrina team scope the project including indicative time frames, risk log-frame and
budgets, 5. Joint working party established with project plan signed off by the client, 6. The project is initiated with agreed KPI’s and regular review meetings, 7. Draft reports submitted, 8. Appropriate transitional training provided by the Arrina team to the client’s team, 9. Final reports submitted, 10. Contract closeout and migration plan executed.
Strategic Finance Procurement Probity Audit Supply Profile Training Negotiation International Contracting Complex Projects Project Management
Dr Rovel Shackleford
Bachelor of Political Science Bachelor Adult Learning Masters Psychology MBA PhD Economics International Business
Steel Company of Canada World Bank IMF Founder Arrina Global LLC Over 34 years experience in international trade and contracting. Consultant for 24 years.
Market Research Ethics & Culture Project Management Team Development Communications Risk management
Ms Michelle Pizer
Bachelor of Business Studies MBA Masters Psychology
Senior Consultant KPMG 8 years Director Market Research Roy Morgan Research Joined Arrina Global /Arrina Global T & L 1991
Leadership Practice Research Benchmarking Strategic Analysis
Ms Anne Evans
Bachelor of Business Studies MBA
Senior Lecturer Melbourne Uni. Industry Consultant for over 18 years Joined Arrina Global/Arrina Global T & L in 1993
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Specializations Specialist Qualifications Experience IT Procurement Technology Transfer Negotiation
Mr. Paul Bendon
Bachelor of Economic MBA
Former GM Amskan technology transfer specialists Joined Arrina Global/Arrina Global T & L 1995
Training Course Development Logistics
Mr. John Blunt
Bachelor of Economics Masters Logistics
Defense Legal Services GM Joined Arrina Global T & L 1998
Travel Procurement
Mr. Bob Dickinson
Over 20 years in public sector travel procurement. Joined Arrina Global T & L 1999
Over 25 years experience in public and private sector warehousing management and consulting ARC Pratt Industries Supply SA Joined Arrina Global T & L 1998
Contract Law Probity Ethics Protocols Mediation
Mr. Peter Kidd
LL B (Hons)
Lawyer in private practice for over 15 years has extensive experience in international contract law. Joined Arrina Global T & L 1998
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Specializations Specialist Qualifications Experience Transport Planning Logistics Strategic MRP Construction Management
Mr. Robert Perkins
Bachelor of Civil Engineering Bachelor of Economics
Federal & State Government projects in transport and logistics for 15 years joined the Arrina Global T & L 1998
Bachelor of Commerce (Melb). Master of Science (Logistics) with Distinction (USAFIT).
Awards.
Member of the Order of Australia, appointed 1976. Professional associations.
Fellow of the Australian Institute of Management. General comments.
Wide experience in all areas of logistics: possesses a strong background in organisational restructuring; information systems development; financial management; application of quantitative techniques to logistics functions; transport; inventory management and purchasing.
History 1988 Resigned from the Royal Australian Air Force after a career spanning 37 years, the last
three as Controller of Logistics, Air Force.
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Appointed Mayne Nickless Fellow in Logistics Management, School of Marketing, David Syme Faculty of Business, Chisholm Institute of Technology (later amalgamated with Monash University). In this role, was Director of the Graduate Diploma Course in Logistics Management and principal lecturer in Transport, Quantitative Techniques, Inventory Management, Logistics Control Systems and Information Technology.
Founding Director of the Logistics Management Executive Development Program with visiting
faculty from the Michigan State University, led by Dr Donald J. Bowersox (1989 to1992).
1992 On completion of the Fellowship contract and appointment of a successor, resigned from
full time employment in the faculty.
1994 Worked with the State Electricity Commission Materials and Logistics Projet Team to develop inventory planning and asset segregation for the introduction of the five separate Business Entities. This involved the development of inventory models to simulate inventory movements based on inventory data.
Current Activities include session leader and lecturer to the Graduate Diploma Course in
Logistics Management and consultant to the Logistics Management Executive Development Program at the Department of Marketing, Faculty of Economics and Marketing, Monash University.
GRAHAM BESLEY B.E. (Hons.) Personal Summary Experienced senior manager with a proven record for leadership across a range of business functions, including project management, technology development, product marketing and petrochemical manufacturing. Professionally qualified chemical engineer with wide experience in manufacturing operations, project logistics, technical problem resolution and business analysis at both plant management level and in strategic commercial roles. Strongly committed to self development, high standards and the principal of personal accountability. Determined, team oriented, stimulated by new challenges and always enthusiastic to tackle projects that facilitate effectiveness and productivity improvements. Key Competencies Demonstrated ability to manage a range of complex business change management projects, which
include, implementation of a packaging and warehousing expansion project, a large logistics outsourcing contract and a SAP computer systems project.
Strong technical background with extensive manufacturing experience as a chemical engineer in
the chemical and petrochemical industry. Proven team leadership skills with ability to motivate, train and develop staff and have them perform
at optimum levels. Proficient marketing, negotiation and analytical capability through development and implementation
of strategic marketing plans, inventory planning and business improvement goals. Confident, clear communicator developed through liaison with people at all levels.
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Computer literate in Microsoft applications and a working knowledge of the SAP-R3 integrated business system and Wise warehouse and RF management system. EMPLOYMENT HISTORY TDG LOGISTICS LTD February, 1998 - January, 1999
A $70m revenue, integrated distribution, warehousing and customised packaging service provider to the food and chemicals industry.
Expansion Project Co-Ordinator
Responsibilities: Contract project management for the implementation of a 100,000 tonnes per year
expanded polyolefin resin products storage, distribution and packaging facilities.
Development and implementation of project plans, co-ordination of schedules, suppliers, resources, personnel training and capital expenditure of $1.0m.
Management of client interface to identify business requirements and resolution of
project design and process change management issues. Achievements:
Successful and timely implementation of the above project, including;
Establishment of a 21,000 sq.m. warehouse, including integration of a Wise warehouse management system with RF barcode capability operating across two concurrent sites.
Successful design and commissioning of a 10, 000 tonnes per annum repackaging facility and of a 30,000 tonnes per annum expansion of a semi bulk packaging facility
Design and installation of racking for 5,000 pallet spaces in an existing warehouse and 13,000 tonnes expansion of a container park.
Warehouse computer management system upgraded with improved receipting and order picking logic to reduce bulk container movements by 20%.
Effective logistics plans for seamless relocation of 13,000 tonnes of plastics resin inventory to new storage facilities.
Startup of new production transportation, receipting and distribution processes implemented without any impact on customer service levels.
KEMCOR AUSTRALIA PTY LTD December, 1992 - October, 1997 A joint venture between Exxon Chemicals and Mobil Chemicals, Kemcor is a $500m revenue
petrochemical company producing polyethylene, polypropylene resins and synthetic rubber. Commercial Projects Manager November, 1994 - October, 1997
Responsibilities: Lead project teams through planning and implementation of major change management
projects for the Commercial Division. Develop project schedules, manage resources and control budgets for each project, reporting to
the Commercial Director.
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Co-ordinate the integration of business process redesign and other change management
issues impacting functional departments, including training and communication programs. Manage external interfaces with consultants and service providers including Distribution
companies and IT consultants. Achievements: Successful implementation of a $150m contract to outsource national distribution and
packaging operations. Savings of $1.5m pa achieved through reduction of three distribution contractors to one, a specialised packaging facility and real time inter company electronic data transfer.
Successful implementation of a $2.0m, SAP_R3 integrated information system project for
sales, distribution, profitability analysis and accounts receivable processes. Savings of $2m pa achieved through process redesign of two separate business marketing mainframe systems into a single system.
Led a 'Due Diligence' investigation for commercial and logistics operations, as part of a
successful acquisition of a 100,000 tonnes per year Plastics Business. Co-ordinated commercial transition activities in conjunction with the Marketing Department.
Product Technology Manager December, 1992 - October, 1994 Responsibilities / Achievements: Lead Technology Department team in establishing and implementing annual business
objectives in Product Development, Quality Assurance and Laboratory Technical Service for the Polyethylene and Elastomer businesses.
Managed department budget of $4.3m expense and $0.4m capital. Implemented changes to
achieve a 10% reduction in expenses. Provide career development planning, training and counseling support for a large team of 40
technical staff to grow technology skill base. Managed USA Shareholder technology agreement to maximise R&D support and lead
international technology exchange programs. Five new products commercialised and 35% of production output under development.
Company management representative for implementation and maintenance of ISO 9002
Responsibilities / Achievements: Leadership and personnel development of 20 staff across sales, product marketing and
customer technical service teams. Management approval of customer sales plans, product and pricing strategies. Market shares
maintained for 105,000 tonnes per year sales in face of increased import competition from reduced tariff protection.
Control of $2m department budget, brought in 4% under plan. Sales staff responsibilities broadened with elimination of a regional sales manager and staff
morale maintained through transition to Kemcor ownership.
Product Marketing Manager April, 1988 - January, 1992
Responsibilities / Achievements: Department leader of a specialised team of four product managers responsible for developing
product and pricing strategies, establishing market growth, technology trends and annual marketing plans, managing inventory levels and profitability.
Developed polyethylene marketing strategies for over 40 products in 5 segments against
competition from two local producers and numerous importers. Market shares maintained in a falling tariff regime ( 20% to 5%) and market leadership achieved
in 3 segments. Inventory levels reduced 10% through optimisation of production planning process, sales
forecasting and import/export programs. Developed pricing strategies, ran anti dumping cases and managed margin analysis programs
to maximise product profitability.
Market Technical Services Manager April, 1987 - March, 1988
Responsibilities / Achievements: Lead team of six process specialists to provide technical service support to 150 Polyethylene
customers and managed field product development trials. Established routine technical liaison meetings with key customers and managed customer
expectations for assistance from a limited resource base.
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Production Manager.August, 1982 - March, 1987
Responsibilities / Achievements: Manage production output, scheduling, quality and safety of a 60,000 tonnes per year Unipol
Polyethylene production unit through leadership of a team of 6 shift supervisors and 3 process engineers.
Commissioned a 20,000 tonnes expansion and achieved 15% improvement in both quality and
operating time. Significant emphasis on safety systems upgrades. Implemented process changes for 9 new product grades and a new catalyst system.
UNION CARBIDE AUSTRALIA LTD January, 1965 - July, 1982 Production Department Head September, 1978 - July, 1982
Unipol polyethylene production Facility, Altona, Vic.
Project Engineer ( New York, USA) January, 1975 - August, 1978 Waste water treatment plant licensed technology sales, installation of $5 - 10m projects.
Process Design and Production Engineer January, 1971 - December, 1974 Chemicals Plant, Rhodes, NSW
PERSONAL DETAILS QUALIFICATIONS
Bachelor Chemical Engineering ( Hons.1, University NSW, 1971) Graduate Diploma Mineral Processing ( University NSW, 1973)
OTHER WORK ROLES
Director of Kemcor Superannuation Plan ( Employer Nominated Trustee, 1990 - 1997)
Management Skills Development ( Keogh Consulting, June, 1996)
Business Process Redesign ( Kemcor, June, 1995)
‘SAP’ Sales & Distribution modules. (SAP Aust, Nov, 1994)
Teamwork & Leadership ( Kemcor, March, 1994)
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RESUME - Philip Curry SUMMARY: Philip brings 21 years of experience with Supply Chain networks with him. He is currently based in the Department of Marketing, at Monash University in Melbourne, Australia where he is Subject Leader for Channel Management and Logistics, and also lectures and tutors in other undergraduate and post graduate subjects. Philip joined academia in 1995, after 18 years within the Australian subsidiaries of the multinational, Eastman Kodak Company. His career started in Industrial Engineering and Production, and then progressed through 14 years in marketing covering Logistics, Inventory Management, Product Management and Market Research. RESEARCH and CONSULTANCY: Apart from the above, Philip’s interests are in the following areas : Logistics and channel management issues, involving the use of new and emerging
technologies and product categories related to Agribusiness, the Tourism sector and most services including utilities, telecommunications and finance products.
Marketing and buyer behaviour issues relating to : a) Tourism destinations (down to local regional level), and Special events. b) All service sectors. c) All technology products and services. Cross cultural issues and marketing projects with a focus on Asia Pacific. Visiting lecturer for Marketing Management and International Marketing subjects in the offshore
Executive MBA programs for Monash Mt Eliza Business School. RELEVANT COMMERCIAL CONSULTANCIES: Natuna Infrastructure Consortium (NIC): Philip is one of the external consultants for NIC, a group internal and external consultants for the DuPont subsidiary, Conoco Indonesia Inc.(CII). Our task is to design and implement the logistics and support operations for the Conoco joint venture in an oil and natural gas development offshore from Natuna Island in the South China Sea. This field is currently the worlds biggest reserve of natural gas. The Asian financial crisis is impacting this project and its still scheduled operational launch of October 2000. The main task is to work with a team investigating the feasibility of strategically outsourcing non-petroleum support activities-including many traditionally considered integral to CII such as Hotel/Basecamp and Logistics Operations, Materials Storage and Warehousing, Sea and Air Transportation, Formalities & Clearance, Telecommunication Hardwares, Pipeline and Storage Facilities etc.- for which CII has neither a long-term critical strategic need nor special capabilities. The goal is to reduce CII's Block 'B' Natuna Sea Operating Unit production costs to a confidential low gross US$ cost per barrel. This project would seem somewhat analogous to the required project. OTHER RELEVANT INTERESTS: Philip currently holds a detailed working knowledge of logistics audits in the below areas: Country Fire Authority: Emphasis is on using “mission critical” information and fire fighting
resources (manpower, vehicles and retardants) to suppress and minimise incidents by containment and extermination of bushfires in Victoria.
Melbourne Grand Prix: Emphasis is on logistics of staging event starting from erection of temporary facilities, then reviewing each of global transfers of drivers, F1-cars and support, crowd control, and ending with global television transmission of the event.
Melbourne Cricket Ground: Emphasis is on utilising available ground capacity, and using the forecast attendance at each venue to arrange catering of food and beverage, including contingency plans.
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BP Australia: Emphasis is on extraction, refining and retail distribution of petroleum products.
QANTAS: Emphasis is on utilisation of aircraft fleet by sector, and includes a review of all passenger support services.
TELSTRA Mobilenet: Emphasis is on the mechanics of transmitting voice and data to and from the digital mobile phone network. This includes an appreciation of network links, switching, system utilisation and customer service functions.
QUALIFICATIONS: Philip holds a Masters of Business Administration ( MBA ) degree from RMIT University , Melbourne. His undergraduate studies in Mechanical Engineering and postgraduate studies in Production Management are also from RMIT. He is currently progressing a PhD at Victoria University, reviewing the tourism destination choices of consumers throughout their lifestages. The thesis is titled: “the impact of communications technology on destination choice: implications for future tourism”. Full Name: Philip Henry Arthur Curry I offer creativity combined with both macro “holistic vision” and micro “detailed” ability,
through strong quantitative and qualitative skills. A dedicated person, with strong interpersonal skills, flexible behavior and character operating
comfortably as an individual or in any team role. Management experience in organisation restructure deploying the Total Quality philosophy
and pursuing Best Practice and World Class operations. CORPORATE EMPLOYMENT SUMMARY 1989-1995 Market Research Manager - Consumer Imaging, Kodak 1988-1989 Product Manager - Consumer Film, Kodak 1987-1988 Supervisor, Finished Inventory Management, Kodak 1985-1987 Inventory Analyst - Consumer Film, Kodak 1982-1985 Distribution Analyst, Kodak 1982 Acting Supervisor - Distribution Centre, Kodak 1980-1982 Distribution Analyst, Kodak 1978-1980 Industrial Engineer, Kodak A brief overview of each position follows: 1989-1995 Market Research Manager - Consumer Imaging, Kodak An internal consultant for line managers in General, Channel and Product management, doing desk research, or managing and coordinating projects conducted by internal resources or outside suppliers My major achievements in that position have been: 1- Implement continuous market monitors with weekly feedback to management from Director level downward, on consumer awareness on TV advertising and in-store promotions, brand attitudes and consumer behaviour aspects of purchase behaviour (brand shares) and market activity (market size). This enables optimum review of strategy and tactics for marketing, sales and retail activities, and directly contributes millions to annual revenues, by identifying opportunities for my marketing team colleagues to exploit competitor weaknesses and minimise significant threats in the implementation and acceptance of our plan.
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2- Design and implement acceptance tests for pretesting advertising effectiveness. These numerous tests enabled our team to save production costs; and optimise media scheduling for maximum cut-through and purchase propensity. 3- Design and implementation of a “micro level” competitive database to track and validate the macro measures of market performance. 4- Participate in a key role on the new product launch teams for digital technology. I provided market research/intelligence on competitor products, and trade or consumer feedback on marketing and development issues. 1988-1989 Product Manager - Consumer Film, Kodak Major achievements were to solely develop sales forecasting practices that improved both aggregate and item level accuracy. 1987-1988 Supervisor, Inventory Management-Consumer Products, Kodak Major achievement was joint implementation of our first company wide MRP-II system that returned over $2 million to annual cash flows operating at reduced inventory levels. 1985-1987 Inventory Analyst- Consumer Film, Kodak Major achievement was to rationalise inventory range and stock holding locations around the country, whilst maintaining customer service. This phased closure and restructuring lead to reduced safety stocks which reduced annual expenses and generated once off cash injections exceeding $1 million from reduced investment in inventory. 1982-1985 Distribution Analyst, Kodak Major achievement was sole diagnosis of problem relating to optimising physical distribution efficiencies. The two major projects, consumer film and photo-chemicals, had implementation teams formed that together realised savings over $500,000 in reduced annual operating expenses and a further $1,000,000 in deferred capital expenses. 1982 Acting Supervisor - Distribution Centre, Kodak Major achievement was to introduce computers to the shop floor for acceptance and use by the Storemen & Packers Union personnel in the Receiving and Despatch functions. 1980-1982 Distribution Analyst, Kodak Major achievement was sole diagnosis and joint implementation of plans to improve detailed work flows and labour practises in physical distribution. 1978-1980 Industrial Engineer, Kodak Major achievement was successful joint diagnosis of operating problems covering work flows, queuing and sorting techniques and work methods in the new Distribution Centre. RESUMÉ CLIVE THORN CAREER SUMMARY A very strong history of strategic business development across all transport and distribution modes achieved through high work ethic, innovative lateral approach wide ranging experience planning and staff
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development. CAREER HISTORY AND ACHIEVEMENTS Blue Circle Transport Pty Ltd Director – Arrina Global LLC Strategy and Development Nov '96 - Current Total Company revenue increase 26% to $15 mil pa. Profit lifted "several fold" to 10.6% ptr. "Common user" warehousing developed into a contract distribution and logistics business. Turnover increased 2.5 fold to $1 mil, 20% ptr. Excellent prospects for tripling revenue in the next 12 months through major national distribution contracts. Lecturer - AIM Certificate of Business Logistics Mar ’97 - Current Director - Trucks and Warehousing Services Mar '94 - Nov '96 A GM role to turn around constant losses, re-build and Quality accredit the non-courier areas of the business. Taxi Trucks: Revenue and gross profit increase of 45%, Contractor earnings up 33%. Removals and Storage: Added new activities of furniture storage and interstate removals Warehousing: Turned a "tin shed" pallet store into a professional common user distribution centre. Director Aug '91 - Mar '94 Non-executive Director of this privately owned 250 vehicle time critical transport and distribution company. Bellwattle Pty Ltd Senior Consultant July '93 - Mar '94 A.N.L., Portside United, Department of Agriculture and others on strategic and logistics issues: Viability of chartering refrigerated ships Strategic report on major new freight forwarding opportunities Re-organisation of vehicle control systems 1990 - 91 Acted as GM for Barkers Transport. In 12 months turned a $300,000 pa. loss maker into a $120,000 pa after interest profit maker. Reconstructed Plant Freighters Pty Ltd, (interstate plant transporter), into a break-even venture and facilitated its sale. Created a commercial fresh produce distribution division for Barker Green & Parke Pty Ltd. Farm Fresh Distribution Pty Ltd
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Proprietor and Managing Director 1991 - 93 Capitalised further on the unique distribution system created for Barker Green & Parke Pty Ltd, by converting the division into a private company. A range of complementary services was added so creating a unique 4 acre one stop distribution complex. Now accepted as the benchmark for export of perishables. Introduction of palletised cargoes loaded directly into refrigerated ships 7 day 24 hour services included quarantine, AQIS and quality inspections, all shipping and export documentation, fumigation, cool and freezer storage, transport of sea and airfreight containers plus local and country transport of perishables, container lifting/loading and commercial warehousing. Prepared business and marketing plans to attract required outside investment. Downard Pickford Pty Ltd General Manager - Business service Division 1989 - 90 In the 1990 financial year increased revenue of Business Services Division by 60% to $19.6m. and pre-tax profits from $0.6m. to $1.1m. Introduced significant productivity improvements resulting in revenue per month per staff member increasing from $6,000 in 1st qtr. 1989 to $9,200 in 1st qtr. in 1990. Relocated a low profile loss making records management business into a modern facility. Within 3 months morale, sales and productivity improvements saw first time profits, capacity for future development and synergy with other company activities. Determined need for, and opened, new branch in Perth which was trading profitably after 6 months and repaid all set up costs before year end. State Manager 1988-89 This role covered business re-locations, warehousing, transport services and records management. Converted pallet storage to man up order picking to lift space utilisation by 50% (35% to bottom line) and postponed $150,000 additional property rental for 12 months. Designed and supervised the construction of a 35ft high fully racked 30,000 sq ft. warehouse which was finished on time, within budget and functioned extremely well. Manager - Taxi Trucks and Warehousing Services 1987-88 Developed and implemented a paperless booking and invoicing system which paid owner drivers, produced all weekly performance indicators and is now used industry wide. Development Manager - Distribution Division 1986 - 87 Devised the entire Myer metropolitan distribution system involving 5 warehouses, 64 vehicles and 96 drivers and assistants - this proposal was fully adopted. Cybergraphic Systems Pty Ltd Manufacturers of computer hardware and software
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General Manager 1985 - 86 Blue Circle Services Pty Ltd General Manager 1983 - 85 Various positions from truck driver to General Manager 1974 - 83 ICI Australia Ltd Plant Development Engineer - Polythene films 1972 - 73 Market Development Officer 1970 - 72 PROFESSIONAL QUALIFICATIONS 1970 Diploma in Applied Physics, RMIT 1972 Graduate Naval Reserve Officer Training Course 1982 5 Week residential Advanced Management Course, Mt Eliza. PROFILE LEAD CONSULTANT John G Edhouse Specialist in
Transport Planning, Logistics and Strategic Projects Business Development and Improvement Training, Development and Industrial Relations Logistics Interfaces with Government and Technologies
John has more than 30 years of extensive experience in the transport and distribution industries in operations and strategic planning. This experience has been gained in senior corporate management and in consulting roles with a strong emphasis on projects of a logistical nature. His experience has been gained in a wide range of manufacturing industries, as well as transport, retailing and wholesaling gained in New Zealand and Australia with periods of time in United Kingdom, China, United States and South East Asian countries. QUALIFICATIONS AFFILIATIONS N.Z. Accountancy Professional
Diploma, Victoria University, Wellington, New Zealand N.Z. Institute of Management
Diploma, Manukau Institute, Auckland, New Zealand Advanced Logistics Management Diploma, Macquarie University, NSW
Fellow, Chartered Institute of Transport
Associate Fellow, Institute of
Management Member, Council of Logistics
Management, USA Member, Logistics Association of
Australia Chairman, Board of Directors of
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DECA (Driver Education Centre of Australia)
Chairman, Freight Users Group,
Division of Victorian Road Transport Association
Member, Road Freight Advisory
Council, Victorian Government Immediate Past Chairman,
Course Advisory Committee, Bachelor of Business(Transport/Logistics) RMIT
We have considerable experience in both Government and Private sector logistics projects in areas of policy, strategic planning and operations. The studies and reviews undertaken cover all areas of the Supply Chain including warehousing, transport, Third Party Logistics services, warehouse layouts and relocations. Our scope also covers a considerable amount of work for State and Local Government particularly in the areas of freight/logistics interfaces. RELEVANT EXPERIENCE John Edhouse has had more than 30 years of extensive experience in the transport and distribution industries in operations and strategic planning. Following many years in senior corporate management in New Zealand and Australia, John established his own consulting business in early 1996. The business undertakes a wide range of projects in transport and logistics as well as education up to and including Masters of Logistics Management. Much of his corporate career has been spent operating as an internal consultant, identifying and developing alternative methods of distribution in a wide range of industries at lower costs and improved customer service levels. Government Advisory Councils\Reference Groups Member, Victorian Road Freight Advisory Council Member, Reference Group Australian Team for OECD TRILOG Project – A project to review, develop and advise on the impact of Intelligent Transport Systems as potential solutions to congestion and transport network demands throughout the world Government Consulting Projects VicRoads Team Member on VicRoads Real Time Traffic Management Project to provide real
time travel data via vehicle tagging to the freight industry to improve route selection, travel time reduction and consistency of arrival and departure times
Lead presenter and Chairman of the majority of the Victorian Road Freight Advisory Council Regional Forums 1997 to present time
Researched, identified, established and produced set of initial Key Performance Indicators in Heavy Commercial Vehicle Operations for VicRoads and the Victorian Road Freight Advisory Council - this has been recently extended to the second stage.
Investigated requests for construction and use of over-dimensional shipping containers for VicRoads, advised applicant on alternatives and developed “in house” process for VicRoads to handle similar future requests
Reporting to VicRoads on Commercial Vehicle issues at 3rd World Congress of
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Intelligent Transport Systems held in Orlando, Florida, USA October 1996 Sub Committee member of Victorian Road Freight Advisory Council to develop
recommendations to the Council and Victorian Government on deregulation of transport of grain, petroleum products, coal and cement
Department of Natural Resources and Environment Undertook the investigation of road, rail and port capabilities in the study “Investment
Impediments in Private Forestry” - a project to determine the infrastructure requirements to allow Victoria to treble the private forestry plantations.
Department for Administrative and Information Services – Supply SA Government of South Australia Investigated and identified the future direction of the business activities of the warehousing
operations of Supply SA including a strategic review of their warehousing and transportation systems
Project Manager and Facilitator for the outsourcing of the warehousing and distribution operations of Supply SA
Department for Administrative and Information Services - State Records Development of Plan to Exit Gepps Cross, including Consideration of Partial Outsourcing
This project was initially to develop a plan to exit State Records Gepps Cross repository to alternative available Government buildings over a very short time frame. Whilst negotiations are continuing with the owners of the Gepps Cross facility, we have been retained to develop the specifications and requirements for the move from Gepps Cross.
National Road Transport Commission Team Member on National Road Transport Commission (NRTC) project to
determine impact of National Road Transport Regulatory Reforms World Bank Trucking Industry Specialist on World Bank Road Services Study Mission to
Peoples Republic of China responsible for gathering data in several provinces on current practices on the operation of for-hire trucks, own account trucks and freight forwarders. Gave World Bank’s presentation to Beijing Bureau of Transport and Ministry of Communications on current road transport operations and methods in the Western World
Traffic Operations Specialist on Henan Province Highway Project Trucking Study in Peoples Republic of China with emphasis on field inspections to gather accurate data on current transport operations, regulatory framework, structure of trucking industry, technical and operational issues, management issues and recommendations in these areas
Local Government
Department of Infrastructure – Docklands Traffic and Transport Review Provided the freight/Logistics input into a study of the impact of Docklands on Freight movements in the Docklands area with particular emphasis on Footscray Road
Shepparton City Council Municipal Transport Plan This study was to determine the impact of and the needs for road and rail transport over the next ten years
Laverton North Study of freight movements in the region to determine alternative traffic flows
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Murray River Crossings Joint Leader in project to determine the economic benefit of the 30 road, rail and water crossings spanning the Murray River from Corryong to Swan Hill
Corporate Arrina Global LLC Consulting Projects Union Carbide Pty N.Z. Ltd Established new purchasing systems that related raw material lead times more closely with
production requirements and sales an reduced inventory by 15% Managed the purchasing and expediting function for all imported finished goods as well as
raw materials Freightways Road Transport Group - New Zealand 1970 to 1980 Investigated and conducted operational audits in the operating companies within
Freightways Group to improve operational performance as well as developing and establishing marketing and business development plans specific to new business areas
Project Leader to develop and oversee construction of new Road Freight Terminal Developments in strategic locations in N.Z. for Freightways
Woolworths New Zealand & Nathan Distribution Centres Improved efficiency, productivity and accuracy of distribution operations of Nathan
Distribution Centres to improve customer service reducing stock take period from one week to one day, on time deliveries increased from 83% to 96% and picking errors reduced from 8% to 0.9%
Planned and executed a number of major warehouse reorganisations using updated racking and storage systems, laying out the stock in a manner that had significant ongoing operational benefits. Specific warehouse reorganisations included:
Wellington Distribution Centre - reorganised the warehouse to provide a 30% capacity increase and reduced operating costs by 15% due to requiring less staff to put away, pick and pack orders. This allowed sufficient time to plan a longer term solution by developing a Strategic Plan for the eventual location of a new Distribution Centre in the southern part of the North Island of New Zealand. This completed with the building of a new facility to the north of Wellington. Christchurch Distribution Centre - reduced the number of Distribution Centre
locations from 5 to 2 by reorganising the warehouse layouts into more efficient operations. This eliminated much of the high cost, no value-added activities of relocating stock from building to building.
Auckland Distribution Centre - extended the capacity of the warehouse by 20% by
improving the warehouse layout to accommodate growth at the lowest capital cost Downard Pickfords Pty Ltd
Reorganised the “Common User” on site warehousing to increase utilisation through the use of racking and storage systems. Submitted numerous proposals to existing and prospective customers on tailor made Third party Logistics contracts using the most appropriate racking and handling systems available. These included Cadbury Schweppes, Myer Stores, ICI Australia, Woolworths Australia, David Jones, Monier Building Products and other organisations.
Smorgon Group of Companies Responsible for developing national purchasing policies and operations Outsourced the complete forklift fleet from an owned basis to a contract fleet
covering the total Smorgon Group of Companies
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Transport Audit Team Leader on review of Smorgon Steel transport operations and costs
Reviewed and negotiated new transport operations with specialist carriers in livestock transport for Smorgon Meat
Planned, established and implemented Contract Warehousing operation with in bound and out bound transport services for Smorgon Glass (NSW) to service Carlton United Breweries (VIC) on Just In Time basis
Evaluation and review of scrap steel handling and transportation for Smorgon Steel identifying improved methods at lower cost
Review of distribution operations for Smorgon Fibre Containers in all states and implemented new transport operations at lower costs and higher service levels
Pratt Industries Reduced cost of distribution of finished goods in Melbourne and Adelaide after
reviewing the materials flows and transport operations saving over $650,000 pa Reduced cost of transporting waste paper in metro Melbourne saving $190,000 pa Terminated transport contracts on behalf of Pratt Paper, re-negotiated new services
and contracts saving $100,000 pa Industry Consulting Projects Olex Cables
Joint Team Leader on Warehouse Consolidation project for Olex Cables to improve material flows, reduce stock holding, improve customer service and provide for quick response to customer needs
Transwest Haulage Reviewed their tanker operations and implemented
improvements that realised savings in excess of $100,000 pa Timken Australia Review and produce alternative warehouse and distribution operational plans that will
reduce their costs, improve their capacity and improve customer response times. Black & Decker Australasia
Appointed to review their current warehousing and distribution operations and produce alternative plans that will reduce their operating costs and inventory levels whilst maintaining customer service lead times
Spiral Transport Services Pty Ltd Appointed as principal consultant to oversee the
establishment of a dedicated contract warehousing operation for one of their major clients in the paint industry.
Caprice Australia Pty Ltd – Reorganise Factory Layout, Materials Flows and Finished Goods Warehouse Operations to Improve Customer Service and Reduce Costs
Warehouse layout and production consolidation project. MacDonald Johnston Engineering Company
Supply Chain review to improve product flows and customer service whilst reducing costs
Robert Perkins Consultant in
Transport Planning, Logistics and Strategic Studies Presentations, Submissions and Corporate Literature Technical Conferences and Workshops Project Evaluation, Construction Management and Supervision
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Rob Perkins has over 20 years experience as an engineer, transport planner, policy analyst and transport consultant. His past responsibilities have included Policy Director with the Victorian Ministry of Transport, research positions with the Bureau of Transport Economics and the Australian Railway Research and Development Organisation and more recently as an industry advisor to the Victorian Road Transport Association (VRTA) on matters including the Real Time Traffic Project and the City Link development. He also regularly runs industry seminars on behalf of VicRoads as well as the VRTA and designed and organised the industry participation for the National Road Transport Commission’s report on Benefits of the National Road Transport Regulatory Reforms. He also recently joint authored a Bus Accreditation Kit for the Victorian Department of Infrastructure, as part of their move to an accreditation based system for all Victorian buses. His experience includes working for Commonwealth and State Government organisations in both transport research and policy positions and more recently as a consultant to industry associations and as a freelance transport and logistics consultant. Rob’s training and strengths are in research and analytical work, coupled with an extensive exposure to a range of companies across Australia. He has excellent writing, data analysis, evaluation and project management skills and is experienced in communicating with both technical and lay audiences. Qualifications Bachelor of Civil Engineering Royal Melbourne Institute of Technology (RMIT) Bachelor of Economics Australian National University Management Development Program Australian Administrative Staff College (now Monash University) Mt. Eliza. Professional Affiliations Executive Director, National Bulk Tanker Association Member, Victorian Road Transport Association Chairman, Competitive Neutrality Group, Australasian Railways Association Professional Career 1973 Graduated, Bachelor of Engineering
(Civil), RMIT
1974 - 1976 Department of Works, Canberra Water supply and construction engineer
1976 / 1977 Ove Arup and Partners, London Design Engineer, road projects
1978 / 1981 Bureau of Transport Economics, Canberra
Research Engineer
1981 Graduated, Bachelor of Economics, ANU
1982 / 1983 Australian Railway Research and Development Organisation, Melbourne
Principal Research Officer
1984 / 1988 Ministry of Transport, Victoria Director of Freight Planning, Director of Capital Budgets
1988 / 1994 Cyclic Power Systems / Sanscord Australia Pty Ltd
General Manager
1994 / present Perkins Consulting Group Director Principal
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Transport Planning, Logistics and Strategic Studies This work has included a range of transport; warehousing and business related studies. Much of the work involves a high degree of data analysis and often requires extensive written reports. Department of Infrastructure - Bus Accreditation Project (1999)
Rob jointly authored the Bus Accreditation Kit for the Department in its recent move to an accreditation-based system for all Victorian buses.
Real Time Traffic Project - Victorian Road Transport Association / VicRoads (1996 –1999) For the last four years, Rob has been the VRTA co-ordinator for this project. It has involved forming a team including IBM and Serco to form a business to enhance real time information from VicRoads and provide it to the marketplace. The project is currently waiting on Government approval before proceeding. By following this project from its beginnings through to the beginnings of commercialisation, it has provided an excellent insight into the issues that ITS face in Australia.
Warehouse consolidation project for Olex Cables. Worked in partnership with one other consultant to improve materials flow, reduce stock holdings, improve customer service and provide quick response service for specific customer needs. This work involves considerable data analysis of stock and its movement within the Tottenham facility. National tender proposal for Olex Cables. Part of a small team of in house and consultants brought together to prepare an innovative tender to capture a major national account. Major logistics strategy proposal to ICI for CRT Group. Headed the team which developed a national plastics packaging, storage and distribution logistics strategy for ICI. This work led to a long term arrangement being negotiated with ICI. ICI Botany intermodal terminal. Led the team from CRT Group, which developed a detailed strategy to move product from the ICI Botany site to an inland distribution hub. This proposal uses rail to trans ship product in containers and has been operational since early 1997. Wodonga Intermodal terminal. Working with CRT Group, V/Line and VicTrack to relocate the existing Bandiana intermodal terminal to Wodonga to handle the expected growth in containers through Wodonga. Freight Corp NSW. Negotiated a new service with Freight Corp in New South Wales for container movements between Port Botany and Yennora in Sydney’s west. National Road Transport Commission’s study of the National Road Reform Benefits. This work led to an identification of benefits of over $500m. per annum to the freight sector and even greater gains to industry. It was part of a series of studies, which were instrumental in ensuring the NRTC’s term was extended. Yennora Distribution Centre. Worked with CRT Group and the owners of the Yennora Distribution Park in Sydney to produce a strategy for developing the centre as an intermodal terminal and container depot. This work has led to Freight Corp introducing a daily service to Yennora. Montell (Shell / Exxon) Logistics Study. Worked a team leader to present a strategy for down stream packaging of product from Clyde plant. The
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recommended strategy was adopted by Montell. Pacific Islands Shipping Studies. On behalf of the Australian Government, undertook studies in the Solomon Islands and Kiribati to assess the current fleet, their activities and future needs. In Kiribati, this extended to all forms of transport.
Real Time Traffic Management. Team leader to commission an on-line traffic information system, which will be available to the transport sector. It will provide real time traffic information on arterial roads around Melbourne. Partners in this project have included VicRoads, Victorian Road Transport Association, IBM, Serco and Transurban City Link. Import studies for plastics. Managed a project to determine the import penetration of various grades of plastic in to the Australian marketplace. Cargo Centralisation Study. Ran a study at the Bureau of Transport Economics to investigate cargo centralisation practices and their impact on Australia’s ports.
Investment needs of Western Australia’s ports. Led the team, which investigated the current adequacy of each of WA’s ports, their potential trade growth and ability of the current facilities to cope with this projected growth. Melbourne’s articulated tram fleet. Headed the team that did the investigation and ultimate recommendation to adopt articulated trams in Melbourne. Labour requirements in Australia’s Government Railways. Undertook a study to determine the current workforce profile and deployment for each of the Government Railways. Capital Budget Evaluation. Co-ordinate the provision to the Transport Minister of project by project evaluation of the States annual transport expenditure proposals, including recommendations for implementation. EcoRecycle Victoria. Ran a project on behalf of the Victorian Waste Management Association and EcoRecycle to improve waste management practices amongst Melbourne and Geelong’s 32 municipal councils. This work included close contact with all Councils and resulted in greatly improved waste management co-operation between all the Municipalities. A booklet covering all the practices was produced as a final product of this work.
Presentations, Submissions and Corporate Literature These include both written and electronic presentations, conference displays and posters. Subject material can be of a specialised, technical or more general nature.
Licencing of Intermodal Technology. On behalf of a client, prepare and present a proposal to CSX Intermodal in Jacksonville, Florida on licencing of their intermodal rail equipment for Australia. ICI Symphony presentation. Prepare a document detailing the capabilities of CRT Group and its ability to meet the needs of ICI in the warehousing, packaging and distribution of plastic resins. This work contributed to CRT group securing this work. Montell Presentation. Prepare and make a presentation to the Board of Montell on their outsourcing options including detailed site plans. The recommendations from this work were adopted by Montell.
City Link Project, Melbourne. On behalf of the transport sector and Transurban, undertaking surveys and running seminars to involve the industry in the start up of this toll road project. This work includes involvement in electronic tagging trials, discussions with the Transport Unions and assessing the likely industry reaction to the City Link project.
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Real Time Traffic Project. Make numerous presentations to workshops, ITS (Intelligent Transport Systems), VicRoads and potential clients on the benefits of a real time traffic system. Federal Government Rail Submission. On behalf of CRT Group, write a submission to the Federal Rail Inquiry on current issues in freight transport and the role of rail. Avalon Airport, Geelong. Prepare a brochure and award entry to the Australian Freight Industry Awards. This entry was successful in winning the Intermodal category for 1997. Linfox Interstate. Prepare a brochure for Linfox covering the services offered to its clients. CRT Group. Preparation of numerous corporate and specialist brochures, conference displays, presentations and reports. One presentation was successful in winning the Plastics and Chemical Industry Association (PACIA) Innovation Award for 1997. FBT Operations. Preparation of a detailed company capability and vision statement.
Technical Conferences and Workshops As part of many studies, there is often a need to run small and sometimes very large workshops and conferences. Experience includes running conferences of up to 150 speakers and over 1000 participants.
Freight Congress ’95 and ’97. This biennial freight industry conference draws crowds of thousands and is a major industry event. In charge of the technical program content and speaker selection for the last two Freight Congresses. This has involved over 200 speakers, with almost 20 of these from overseas. Road Freight Advisory Council Forums for 1996 and 1997. Hosted by VicRoads, this body promotes road reform in the freight sector and uses a series of annual forums across Victoria to promote its message and also to gather ideas and concerns. Ran these forums for two years including arranging the invitations, speakers, presentations and final reports. City Link Focus Groups. As part of the lead up to the introduction of the toll road, Transurban and the Victorian Road Transport Association are hosting a series of focus groups to fine tune the introduction of this road project. In charge of this work. National Road Transport Association Workshops. As part of the benefits study undertaken for the NRTC, conducted workshops in Melbourne and Adelaide with freight companies to assess the benefits they were receiving from road reforms. Melbourne Metropolitan Councils. As part of the EcoRecycle study, organised two major workshops to discuss improvements in waste strategies. Around 50 participants from each of Melbourne and Geelong’s Councils in attendance at each workshop.
Project Evaluation, Construction Management and Supervision The management and supervision of construction projects is often an outcome of earlier studies and their recommendations. Projects have included:
Yennora packaging and warehousing facility. The total refurbishment of a 10,000 sq. metre facility and installation of sophisticated unloading, packaging and handling equipment was achieved in 12 weeks. Role included overall supervision of architects, builder and the packaging contract both in the lead up and during the construction phase.
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Altona Siding. This involves the construction of a new $2m. standard gauge siding into a major site in Melbourne. Role included the co-ordination of the design team and final tender selection. Research and development - Cyclic Power Systems. As General Manager, ran this project to design a new power system and construct a prototype. Successfully completed this project within budget, including securing a research and development grant and patenting the innovation. Canberra main outfall sewer. As part of a supervision team, oversaw the construction of 15km of 3 metre diameter pipeline and over 3km of tunnels.
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John Leijon John is a senior consultant who has an extensive consulting background in strategic planning in logistics. His particular areas of expertise include production planning and production control, interfaces between shop floor, computer systems and customer service, forecasting, sales and operations planning and inventory management. With extensive experience in managing inventory from a strategic perspective, John has worked with many organisations across a wide range of industries using interactive business simulation processes to reduce inventory, improve shop floor operations and factory layouts whilst improving customer service levels. John conducts tailored training programmes in Project Management, Supply Chain Modelling, Inventory Management and Organisational Change for clients including General Motors Holden, Pacific Dunlop and Australian Institute of Management. He is a former President of the Australian Production & Inventory Control Society (Victoria) - APICS, and a current member of the Institution of Engineers of Australia and The Institute of Management Consultants. Qualifications Bachelor of Engineering (Manufacturing) Professional Associations Certified Professional Engineer Member, The Institution of Engineers Australia Member, The Institute of Management Consultants. Professional Career 1968 - 1977 W.A. Deutsher Pty Ltd Project Engineer (now Illinois Tool Works) Safety Engineer Production Control Manager Tooling Manager 1977 - 1979 Arthur Andersen & Co Senior Consultant (now Andersen Consulting) 1979 - 1984 Presswell Panels Pty Ltd Manufacturing Manager 1984 - 1988 Indec Pty Ltd State Manager - Victoria 1988 - Present Manatec Pty Ltd Director Career highlights include:
Being the Project Engineer, responsible to the Manufacturing Manager, for implementing innovative work practices and processes following his frequent overseas trips.
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Pioneering the formal introduction of Occupational Health & Safety.
Being part of a three person project team selected to manage the day to day operations of a manufacturing business, whilst completely redesigning the Production Control system. This system was responsible for 2.7 million components per day, produced in 2 plants, 600 miles apart, going to building, whitegoods and automotive customers across Australia.
Significantly improving the on-time availability of tooling for production.
Mastering business systems reviews in both manufacturing and service industry clients.
Understanding the intricacies of computer based manufacturing resources planning systems and how to implement them.
Dealing with overseas suppliers throughout the total Import supply process.
Installing driver measures in a manufacturing organisation, which, at best, had been outcome, measure driven.
Managing teams of engineers installing manufacturing resources planning software in large complex environments.
Leading the consulting team that worked with the Roads and Traffic Authority of New South Wales. The team reduced the cost of operation of the Licensing and Registration Directorate, and significantly increased the level of customer service. This organisation is the single largest issuer of driving licences and vehicle registrations in Australia.
Assisting a world class pharmaceutical manufacturer to identify 7 million dollars in reduced inventory investment, through utilising improved forecasting and demand management.
Working with a leading automotive distributor to significantly improve group dynamics and team functionality in their service and parts environment.
Working with leading specialist engineering company to review their Supply Chain to identify areas for improvement of product flows and customer service whilst reducing costs
John Blunt
Education and Background Bachelor of Arts – University of New South Wales Master of Letters – University of New England Master of Business – RMIT University Graduate, Australian and United Kingdom Army Staff Colleges Fellow, Chartered Institute of Transport Fellow, Legal Practice Managers Association Member, Australian Human Resources Institute
2 Years in General Management 3 Years in Management Consulting 4 Years in Human Resources Management 5 Years in Education, Training and Development
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10 Years in Logistics Operations and Management Defence 2 Years in Information Systems Management
Profile John has a unique blend of experiences and skills and a degree of ‘life experience’ in working with and developing organisations and their people. His practical line and corporate management experiences have been complimented by significant exposure to business planning, organisational development and change management activities. His experiences have been in a variety of complex legal, consulting, educational, logistics and public sector environments.
John has an extensive background in management, particularly in Business Planning and Management, Human Resources Management and Financial Management. Additionally, John has undertaken a variety of business audits and reviews for a range of organisations including KPMG that resulted in substantial organisational changes. When implementing change, a significant portion of John’s time has been spent in working with and developing organisations and their people. This has involved the identification and mapping of organisational needs, assessment of individual competencies, gap analysis and the development and implementation of strategies to allow the organisation and its people to move forward. He also has substantial experience in career planning and development and in managing organisation wide recruitment and redundancy programs. John has lectured in Strategic Planning and Management; Human Resources Management; and Logistics Management. John is a Teaching Fellow in Swinburne’s University of Technology School of Engineering where he has a responsible for the School’s management programs.
John is a foundation member of the National Contract Managers Association; is a Director of Transport Training Victoria, the Victorian transport industry training board; and is a member of Small Business Victoria’s Panel of Professional Advisers. RÉSUMÉ Derek A. Smith EMPLOYMENT HISTORY 1993 - PRESENT ARRINA GLOBAL LLC Key consultancy role advising clients in Warehousing and Distribution. See attached sheet for Assignments undertaken. 1985 - 1992 MARIGNY SERVICES PTY LTD - TRADING AS L'OREAL Distribution Manager
Reporting to a member of the Management Committee (had various changes over the seven years) responsibility was for the total company finished goods and point of sale products, storage and distribution.
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1983 - 1985 TENROW (AUSTRALIA) PTY LTD (formerley STAFFORD ELLINSON) Group Distribution Manager
Reporting to the Managing Director for Marketing and Sales, I was responsible for the overall distribution and storage of the Group's finished goods. Reporting to me were 2 Warehouse Managers, Customer Service Officer, EDP Clerk and a Receptionist/Typist. Major Achievements • Established Brunswick as the primary Distributor Centre and
reducing turnaround time of customer orders by 30%.
1981 - 1983 STERLING CLOTHING CO PTY LTD - COLLINGWOOD - VICTORIA Distribution Manager
Reporting to Operations Manager, responsible for finished goods distribution; raw material stores; staff/cash sales; and security. Also responsible for an overall staff of twenty seven. Major Achievements • Removed the necessity of a double shift to achieve required
warehouse throughputs. • Improved turnaround time of customer orders. • Reduced warehouse staff - savings $60,000 p.a. • Due to (second point) removed the necessity to hold interstate
stocks (although limited stocks still held in Perth). • Contributed to the design of expected computer system due for
implementation in early 1984. • Established a proper and effective customer service department. • Developed a good team work attitude throughout the warehouse
and office, and also same in raw material stores.
1977 - 1981 THOMAS NELSON AUSTRALIA Distribution Manager Reporting to the Operations Director, responsibilities were for the total distributor operation: Warehousing, storage and distribution of finished goods, customer service, shipping. Major Achievements • With a minimum of capital ($10,000) I organised a revised
warehouse layout, with a conveyor, packaging materials and a strapping machine, and was able to increase throughput by some two to three hundred per cent with initially seven less staff (staff reductions were by natural wastage not by dismissal). Savings $85,000 p.a.
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• With the company's purchase of property in late 1979, I was part of the redevelopment committee to establish a complete new warehouse design initially, and then alterations to fit to the existing building parameters. Resulting in space availability gains.
1976 - 1977 MAPLES PTY LTD - NUNAWADING - VICTORIA Distribution Centre Manager
Was responsible for receiving orders and the despatch of goods to the company's fifty retail stores. All departments were included: Electrical goods, furniture, floor coverings and miscellaneous goods. Was further responsible for the full administration of the building and grounds. Major Achievements On joining this company, the initial task was to organise the relocation of the entire warehouse from a multi-storey building in South Yarra to a distribution centre in Nunawading. With the move came the introduction of materials handling equipment, its usage and basically a complete re-training of staff who had been 'set in their ways'. This resulted in a reduction in order turnaround by 50%.
1970 - 1971 GLAXO AUSTRALIA PTY LTD
Joined this company as the Planning and Services Manager responsible for the following: • Material control • Production scheduling • Material stores • In-process stores and work studies After two years, was appointed National Distribution Manager responsible for the following; • Interstate warehouses • Total finished goods distribution • Customer service
December 1969 - January 1970 During this period was in transit emigrating to Australia. 1958 - 1966 BLUE STAR LINE SHIPPING COMPANY Cadet/4th Mate 3rd Mate 2nd Mate 1966 - 1969 H.J. HEINZ Material Controller Production Scheduler Dept. Head/Material Control QUALIFICATIONS
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1957 - 1958 Sea Remission Plymouth and Devonport Pre-sea training Technical College 1962 2nd Mates Foreign King Edward VII College - London Going Certificate 1964 1st Mates Foreign Going Certificate Sir John Cass College - London University PERSONAL Date & Place of Birth: Aylesbury, U.K. - 6th March 1941 Australian Citizen SEMINARS / COURSES / INDUSTRY AWARENESS * Total Distribution Management - Chamber of Commerce 50 hours April - July 1973 * Distribution Management - Prof. Ed. Smykay - A.I.M. One day - July 1973 * Corporate Planning in the Lifestyle of the Eighties One day - July 1973 * Inventory Management - A.I.M. Two days - October 1973 * Shrinkwrap Seminar - N.P.A. One day - September 1974 * Physical Distribution Management - Prof. G. Wills - A.I.M. Two days - November 1974 * The National Physical Distribution Conference - A.I.M. Two days - November 1974 * Transport In The Years Ahead - Sydney Hilton Four days - September 1975 * Marketing Course - Glaxo & Monash University Two semesters of a two year course. * Basic Programming Course - C.S.A. One and a half days. * Delphi Forecasting Course Internal course at Glaxo Group of Companies * Mat Pak Seminars June 1985 * Mat Pak Seminars June 1987 * Improving W/House Efficiency - Nat. Materials Handling Bureau One day - August 1987
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* National Logistics Conference August 1988 * Dangerous Goods Course - General Classification August 1989 * Customer Service Seminar - Master Research Aust. September 1989 * National Logistics Conference August 1990 * Hazardous Goods Certificate - Road & Rail Transport September 1990 * Hazardous Goods Certificate - IATA QANTAS August 1991 * National Logistics Conference April 1992 * IMDG Course - Australian Maritime Safety One day - March 1992 * Train the Trainer Outer Eastern College of TAFE -May/June 1993 Trevor Webster
Education
1978- 1982 Swinburne University Melbourne
Bachelor of Business (Accounting) – Completed Full Time/Part Time
Professional Memberships
Australian Society of Certified Practising Accountants
Australian Institute Of Management Australian Institute Of Company Directors
Professional Experience
September 1996 – September 1997
Westgate Holdings Group (Melb.., Vic.)
Commercial Manager
General Manager – Refrigerated Distribution
State Manager – Queensland (Acting)
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This role involved a total focus on the operational efficiency and strategy of the business. It also saw an undertaking of three concurrent roles within the group and at times responsibility for up to 20% of the turnover of the Group.
Within the role of Commercial Manager was a responsibility for the selection and implementation of appropriate computer based tools i.e. Warehouse Management Systems, Transport Management Systems, Routing and Scheduling applications etc, to aide in running the business and taking it to its’ next phase. Review of potential acquisitions was also a function of the Commercial Managers role. The last of which saw the successful purchase of David Hyland and Sons in Melbourne which was a cold storage facility with capacity of approximately 14,500 pallets. The major focus of this role overall was the continuous improvement of operations as a Group from operational reviews. These reviews set goals and put strategies in place to see the goals successfully achieved. The most major of these was the review of the direct to store grocery distribution operation in N.S.W. for David’s Holdings. This review saw a fleet reduction in motorized units from 32 to 23 and a reduction of 12 non-motorized units. This came about through better route planning, utilisation of previous passive and active demurrage, the management of outbound and inbound freight movements, establishment of efficient and reasonable time windows and the frequency of deliveries and the review of rate structures for subcontractors. This resulted in the operation turning from a loss of 15% each week to a profit of 5% on a lower than anticipated turnover due to volume considerations.
January/February 1997 saw the review and purchase of the business previously known as David Hyland and Sons in Port Melbourne. As mentioned this was a cold storage facility based on seven hectares and was a move into a new niche market for the group adding to its already substantial warehousing operations. The business began trading in February 1997 as Westgate Refrigerated Distribution and saw a large cultural change from being that of a landlord to that of a service provider to the industry. To carry through the continuity of development of this business I was appointed as the senior manager responsible for the total operational performance and financial return of the division.
As part of a business re-engineering brief I was appointed senior manager of operations in Queensland. This business was performing below expectations at the time. It has since seen a substantial change in staffing , equipment requirements, asset utilization and processes prior to my leaving the Group as a platform to establishing a more acceptable business unit.
Professional Experience
July 1994 – August 1996
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Westgate Holdings Group (Melb., Vic.)
Commercial Manager
Financial Controller
July 1994 saw a relationship established between two third party logistics provider being Mannway Transport and Distribution and Westgate Transport Industries. I transferred from my previous employer being Mannway into the newly created Westgate Holdings Group. The financial role here saw the supervision of senior accounting staff and the introduction of new reporting structures and processes. These reporting structures were not only financial and saw the establishment of manageable benchmarks throughout the Group.
The role of Commercial Manager was during this period one, as has previously been described, of reviewing, re-engineering, acquisitions and tendering for new business. It also saw the Group start to embrace an MIS Strategy supported by a select team to carry the business into the future .
Professional Experience
Feb 1993 – June 1994
Mannway Transport and Distribution (Melb., Vic.)
Commercial Manager
Financial Controller
In 1992 , Stuart Brown, the then Regional Director – Southern Australia purchased this business and invited me to join him in this venture. In this role I reported directly to the Managing Director with initial responsibility for re-engineering the existing business base with Stuart, establishment of finance, cash flow and profit reporting. This was achieved through the implementation of productivity benchmarks tied to individual unit profit reporting giving an ability to monitor and improve operations be it through utilization or reduction. The next phase was to grow the business which was the responsibility of the three senior managers within the company. This also was achieved and saw the turnover of the business grow from $3 million to $13 million in a 16 month period. The commercial involvement here was the predominant focus with costing and presentation of new business proposals, planning and routing using computer based products to manage and utilise the movement of inbound and outbound freight to the best possible benchmarks and the implementation of simple transport management systems throughout each operation..
Professional Experience
Aug 1990 – Nov 1992
Linfox Transport Group (Melb., Vic.)
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Financial Controller/Commercial Manager(Vic)
This role was operationally based and saw active involvement in the business rather than financial and historical involvement. Whilst the position carried responsibility for the financial and reporting activities of the division, these were carried out on a day to day basis by senior accounting reportees. The main focus of this role was commercial. It involved the review of potential acquisitions , costing and presentation of new business opportunities, establishment of new business and ongoing review of operations. The role reported to the Regional Director – Southern Australia..
Professional Experience
April 1984 – July 1990
Linfox Transport Group (Aust., Vic.)
During this period I held the following roles within the Group with responsibility for individual States and Nationally at various times. These roles varied between hands on accounting functions, system design and implementation and development of new business.
Manager – Accounting (Group) May 1989 - Jul 1990
Financial Controller (NSW) March 1988 – April 1989
Administrative Controller (NSW) March 1987 – Feb 1988
H & D McRae Carriers–Fin. Controller May 1986 – Feb 1987
Asst. Accountant (Vic) April 1984 – April 1986
Arrina Global Transport & Logistics Activities Operational Audits - These audits are an overview, depending on scope, of the operational or administrative aspects of a companies logistics operations. It may cover a whole business or simply a business unit as the subject for review however any recommendations made are done so from a “whole of business” approach. This is because we believe recommendations and solutions offered should be real and from the point of view of the “whole of business” and not just cost shifting. Transport Analysis, Review, Recommendation – This involves the analysis and review of the inbound and outbound freight operations of a company or business unit. It looks at operational performance and its ability to deliver in full and on time. The operational performance looks at time and capacity utilization, equipment configuration, delivery performance and quality. We can then go on to financially quantify any issues or recommendations made as well as review the financial performance of the operation overall. This financial review can look at such things as purchasing rates for major components, rates paid to outsourced logistics providers etc. Routing Analysis – In our experience one significant issue that effects on road performance can be the load compilation prior to dispatch. We are able to review your order profile history together with your customer base to derive static, zone or dynamic based routes to maximize your on road performance. This often leads to a further review of frequency and size of delivery together with a review of the configuration of the equipment used for delivery or possibly the medium of delivery itself. Warehouse Analysis, Review and Recommendation – This is one of the sectors undergoing major change in the logistics arena currently. SCM are able to assist in the review of operations of frozen, chilled or dry warehouse operations and facilities. This may involve review of traditional Pick Pack operations or with the introduction of Scanpak or Cross-Dock operations. Performance of any
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warehouse operation is driven by layout, equipment and systems used, people and product profile. We are able to assist in the analysis and review of all of these areas together with recommendations for change and implementation based on best practice experience. Systems Analysis, Review and Recommendation – To be able to offer service excellence within or to an organization in today’s ever changing market place a business must employ based systems that are able to meet the needs of the business and its clients. Our experience with integrated computer based systems servicing both warehousing and transport operations place us in a good position to be able to assist a business in understanding their specific needs, specify what is required and source an appropriate solution.
The following list of specialists have worked on procurement related projects in the areas associated with strategic management and contracting Elizabeth Young LLB (Sydney) International Licensing
Market Research
Strategic Development
David Wright MBA (Melbourne) Environmental Law
Commercial Contracting
Edwin Cartwright BA (Melbourne) Out-sourcing re-engineering
CCT
Ian Hodgkinson PhD (Melbourne) Contract Law – Domestic & International
Treasury Management
Collin Thwait BBE (Sydney) Financial Management
Ellen White BA (Melbourne) Communications
Issues Management
Helen Fordge MBA (Melbourne) Mergers - Risk Management
Sam Wang MBA (Melbourne) Out Sourcing
Strategic Management
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Tou Tec BBS ( Sydney) Market Development
Alan Clements LLB (Melb) Contract Law
Contract Management
Donald Hart BA (Melb) Customer Service
Communication Skills
Mary Schmitt PhD (Los Angeles) Commerce
Strategic Management
Project Management
Jo Preston BA (Melb) Human Resource Management
Conflict Resolution
Time Management
Julie Aitken MBA ( Melb) Conflict Resolution
Communications
Team Building
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Corporate Particulars Arrina Pty Ltd Australia (EST 1988) ACN 007-416-168 – (A subsidiary guaranteed by Arrina Global LLC)
Registered Office (Australia) Ruby Street Burwood East Victoria 3151
Postal Address Victoria 25 Collins Street East Melbourne Victoria 8003
Arrina Global LLC (Global Locations) Afghanistan - Kabul Argentina - Buenos Aires Australia – Canberra, Melbourne, Perth, Sydney, Darwin Belgium - Brussels Brazil - Brasilia Cambodia - Phnom Penh Canada – Ottawa, Toronto Chile - Santiago China – Beijing, Guangzhou, Hong Kong, Macau Egypt - Cairo Finland - Helsinki Germany - Berlin Greece - Athens India - New Delhi Indonesia - Jakarta Iraq - Baghdad Ireland - Dublin Israel - Jerusalem Italy - Rome Japan – Tokyo, Kobe Kenya - Nairobi Korea, South - Seoul Laos - Vientiane Luxembourg - Luxembourg Malaysia - Kuala Lumpur Mexico - Mexico City Netherlands - Amsterdam New Zealand – Auckland, Wellington
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Panama - Panama City Papua New Guinea - Port Moresby Pakistan - Islamabad Philippines – Manila, Davao, Cebu Russia - Moscow Saudi Arabia - Riyadh Singapore - Singapore South Africa – Pretoria, Johannesburg, Cape town Spain - Madrid Sri Lanka - Colombo Sweden - Stockholm Taiwan - Taipei Thailand - Bangkok United Arab Emirates - Abu Dhabi United Kingdom - London United States of America - Washington D.C. Vietnam - Hanoi Accountants KPMG Hong Kong; New York, London, Dubai, Johannesburg, Singapore, Panama, Toronto, Sydney
Insurers
AIG
AXA Equitable Life Insurance Company
AXIS Capital
CapitalOne
Colonial Life
Commerce Insurance Group
Chubb Corporation
Evergreen USA RRG
GEICO
General Re
HCC Medical Insurance
The Hartford
Independent Health
John Hancock Insurance
Quality Assurance
SixSigma.us Austin, TX 78726 USA Ph: 512 233 2721
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South Coast Quality Management Assonet, MA 02709 USA Ph: 508 577 0819
St Thomas University Six Sigma Green Belt Program Minneapolis, MN 55403 USA Ph: 651 962 4600
o Success Resources Middleton, TN 38052 USA Ph: 731 376 8558
o Sustaining Edge Solutions, Inc Tucson, AZ 85743 USA Ph: 888 572 9642
o Tefen Ltd New York, NY 10022 USA Ph: 212 317 9600
o Uniworld Consulting San Antonio, TX 78217 USA Ph: 210 798 8888 Hong Kong Ph: 852 2969 4166 Seoul, Korea 137-130 Cell 82 11 9894 8278 6 sigma consulting
Value Chain Group Concord, MA 01742 USA Ph: 781 646 5527
Warner Consulting Inc. Racine, WI 53404 USA Ph: 414 634 9100
WF Leonard Consulting Hingham, MA 02043 USA Ph: 781.749.5057
9000World.com Lewisburg, PA 17837 USA Ph: 866 354 0300 iso 9000 consulting
Legal Representatives
o Linklaters
o Freshfields Bruckhaus Deringer
o Clifford Chance
o Allen & Overy
o Slaughter and May
o Norton Rose
o Simmons & Simmons
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o Herbert Smith
o Lovells (Hogan Lovells)
o Ashurst
Bankers Arab International Bank
Arab Investment Bank
Banco do Brasil
Bank Melli Iran
Bank of Alexandria
Bank of America NT & SA
Bank of Commerce & Development
Bank of Credit & Commerce
Bank of Tokyo
Bankers Trust Company
Banque de l'Union Europeene
Banque du Caire et de Paris
Banque Nationale de Paris
Barclays Bank
Cairo Amman Bank
Cairo Far East Bank
Chase Manhattan Overseas Corporation
Chase National Bank of Egypt SAE
Chemical Bank
Citibank
Commercial International Bank
Credit Commerciale de France
Credit Lyonnais
Credit Suisse
Credito Italiano
Dakahlia Commercial Bank
Delta International Bank
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Deutsche Bank AG
Development Industrial Bank
Development International Bank
Dresdner Bank AG
Egypt Arab African Bank
Egyptian American Bank
Egyptian British Bank SAE
Egyptian Gulf Bank
Export Development Bank of Egypt
Housing and Development Bank
Industrial Development Bank
Islamic Banking System International
Lloyds Bank International Ltd
Mashreq Bank
Middle East Bank
MISR America International Bank
MISR Romanian Bank
Mohandes Bank
Monte dei Paschi Banking Group
Morgan Grenfell & Co Ltd
National Bank of Abu Dhabi
National Bank of Egypt
National Bank of Greece
National Bank of Oman
National Bank of Pakistan
National Bank of Sudan
National Societe Generale Bank SAE
Port Said National Bank for Development
Royal Bank of Canada
Societe Generale Egypte Banque Francaise
State Bank of India
Suez Canal Bank
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Sumitomo Bank
Swiss Bank Corporation
Trans Arabian Investment Bank
The Bank Of Nova Scotia
The Nile Bank
United Bank of Egypt
Union National Bank
Banca Commerciale Italiana
Commerzbank
Financial Stability As Arrina Global LLC is a privately owned corporation, it is not obligated under State or Federal laws to produce an annual set of accounts. Contact Dr. Sandra Lordanic (CPA) Arrina Global’s CFO Phone 61-3-97521300 for confirmation of the organization’s viability and formal financial guarantee structure that underpins the viability of the Arrina Global T & L.
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Appendices
Policy Documents
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ARRINA GLOBAL’s Policy, Programs and Report Card on Environment and Climate Change ARRINA GLOBAL is incorporating environmental and climate change considerations across its businesses, focusing on the development of products and services to help ARRINA GLOBAL and its clients respond to the worldwide drive to cut greenhouse gas (GHG) emissions. Climate change is increasingly recognized as an ongoing, significant global environmental problem with potential risks to the global economy and ecology, and to human health and wellbeing. ARRINA GLOBAL recognizes the scientific consensus that climate change is a reality and is highly likely in large part the result of human activities that have led to increasing concentrations of greenhouse gases in the earth’s atmosphere. ARRINA GLOBAL supports mandatory limits on greenhouse gas emissions implemented where feasible through GHG emissions trading. Such market-based environmental policies and potential new investments provide business opportunities for ARRINA GLOBAL to address the problem. ARRINA GLOBAL is pursuing these new opportunities where we have the expertise and capacity to do so in ways that mutually benefit ARRINA GLOBAL, its shareholders, employees, customers, and the global community. ARRINA GLOBAL companies continually factor in changes in climate and weather patterns as an integral part of its ARRINA GLOBAL’s processes – a systematic approach to measuring weather risk that includes, among other methods, sophisticated catastrophe exposure modelling. The ARRINA GLOBAL process constantly recalculates and revalue’s risks for our clients, and adjusts its processes accordingly, while simultaneously managing our exposures. ARRINA GLOBAL does this to provide the best possible risk management services to our clients while protecting long-term stakeholder value. ARRINA GLOBAL is sponsoring research to investigate how best to include climate change risk in catastrophe modelling. ARRINA GLOBAL will continue to dedicate resources to the development of market-based solutions that address climate change. ARRINA GLOBAL is exploring an investment strategy, for example, to leverage both the financial value derived from reducing greenhouse gas emissions and other incentives for lower emissions and to develop products and services that facilitate emissions reductions for clients and support the emerging market for tradable carbon credits. These and other new opportunities are emerging in industrial settings as well as the services sector in investments, risk management, consulting and financial products. Examples of Specific Actions and Initiatives Investments ARRINA GLOBAL Group is allocating additional private equity investments to energy efficiency, renewable energy, carbon finance and other technologies or assets that contribute to greenhouse gas (GHG) emission mitigation. ARRINA GLOBALGIG has formed a Sustainable Future Investment Group to assess investments in carbon finance, late stage clean tech, renewable energy and other GHG mitigating technologies. With ARRINA GLOBAL Marine and Energy, ARRINA GLOBAL has established a $1.8 billion lending facility to support energy efficiency and clean energy projects worldwide. The facility is backed by loan guarantees from the Arrina Global Private Investment Corporation (AGPIC) and will be available to support energy efficiency and performance upgrades to refineries, petrochemical plants, pipelines, and power generation plants, as well as renewable and alternative energy projects. Work is under way within ARRINA GLOBAL to enhance the already established environmental and climate related criteria, where appropriate, for new private equity and project finance investments. In terms of real estate activities, ARRINA GLOBAL companies invest in the development and acquisition of facilities that conform to the U.S. Green Building Council’s Leadership in Energy and Environmental Design (LEED) standards or equivalent local standards that emphasize cutting-edge efficiency and clean energy technologies. ARRINA GLOBAL companies have developed award-winning projects such as Spruce Peak at the Stowe Mountain Resort, the Atlantic Station conversion of a brown field site in Atlanta to a large office-retail-residential complex and “green” office buildings in Zurich, London, Dublin, Puerto Rico, and Hong Kong. ARRINA GLOBAL is an institutional investor signatory to the request for information on the fourth and fifth Carbon Disclosure Projects (CDP), a global non-profit forum for institutional investor collaboration on the business implications of climate change and related effects on their investments. ARRINA GLOBAL has also joined the Investor Network on Climate Risk, a network of institutional investors and financial institutions focused on the financial risks and investment opportunities posed by climate change. ARRINA GLOBAL is evaluating the development of new investment products that include climate change and GHG related criteria. Together with ATL Asset Management, ADG Pension and Trustee Co Ltd, a member of ARRINA GLOBAL, recently launched the first Green Fund in the Hong Kong Mandatory Provident Fund Market to invest in environmentally friendly companies.
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Financial Products ARRINA GLOBAL’s Capital Markets operations have the capability to participate in GHG trading of compliance instruments within the European Union’s emissions trading system. A business plan is being prepared. Consideration is being given to developing the following activities:
Acquisition of rights to develop Clean Development Mechanism (CDM) and Joint Implementation (AGI) projects in developing countries and economies in transition that earn carbon credits
recognized within the EU emissions trading system or other trading systems; •Development of risk management/derivative products to support the carbon market, including serving as an
intermediary for risk transfer; •Providing GHG management services to ARRINA GLOBAL companies’ clients that have compliance
obligations. ARRINA GLOBAL Financial Products Corp. participated as credit support provider in a large transaction under the World Bank's Umbrella Carbon Facility involving the purchase of Certified Emissions Reductions (CERs) from two Chinese manufacturing companies by a consortium of companies from developed countries. Insurance ARRINA GLOBAL Marine and Energy has formed the ARRINA GLOBAL Alternative Energy Practice. The practice will service the insurance, risk management and loss control needs of U.S. and E.U.-based alternative energy clients, including organizations engaged in bio-fuel, hydroelectric, geothermal, solar, and wind operations. Several insurance divisions are working with ARRINA GLOBAL’s Product Development unit to design new products to support the carbon market or encourage emissions reductions. For example, Risk Finance is designing a product to insure against the failure of a project to generate tradable carbon reductions. The ARRINA GLOBAL companies will continue work in the areas of environmental remediation and environmental liability insurance. ARRINA GLOBAL is partnering with Lloyd’s of London to support a forum of business and academic stakeholders to be convened by the Center for Health and the Global Environment at Harvard Medical School and the Insurance Information Institute to discuss how changing climatic dynamics in the oceans, polar regions and atmosphere might affect catastrophe modelling results, and how best to incorporate climate change risk in the catastrophe modelling process. ARRINA GLOBAL participates on an advisory board for a research project of the H. John Heinz III Center for Science, Economics and the Environment that seeks to develop a model for coastal community resilience in light of more intense storms. Consulting ARRINA GLOBAL, through its OCRA Associates, subsidiary, provides an approach to drive energy improvements in the refining, petrochemical and power sectors through performance benchmarking, best practice reviews, action plan development, and implementation support. It is actively marketing to clients a program to identify energy efficiency improvements that translate directly into carbon reductions, including supporting the registration process for CDM and JI projects, exploring funding options and assisting with the sale of carbon credits. ARRINA GLOBAL Consulting Services. is pursuing additional consulting opportunities to provide technical support to rating agencies, project developers and other relevant businesses in reviewing various projects that generate tradable carbon credits for the carbon market. Implementation, Internal Activities, and Communications To coordinate ARRINA GLOBAL's environment and climate change program, an Office of Environment and Climate Change has been established to be the focal point on these efforts. The Office of Environment and Climate Change maintains links to management in Insurance, Investments and Financial Services, supports the business units in the development of products and services related to climate change, and provides input to the Public Policy and Social Responsibility Committee of the ARRINA GLOBAL Board. It also maintains internal and external communications, participates in public discussions and monitors environmental and climate change programs. ARRINA GLOBAL has joined United States Climate Action Partnership (USCAP), an alliance of major businesses and leading climate and environmental groups that have come together to call on the federal government to enact promptly legislation requiring reductions of greenhouse gas emissions, including a mandatory cap-and-trade program that places specified limits on greenhouse case emissions. ARRINA GLOBAL’s climate change activities are communicated through the ARRINA GLOBAL corporate responsibility website and through its continued response to the Carbon Disclosure Project annual questionnaire. ARRINA GLOBAL is addressing its own internal GHG and environmental footprint. The amount of purchased electricity in owned and leased facilities that ARRINA GLOBAL companies use for business activities is being estimated, along with business air travel and other emissions, and the data will be compiled and reported, as part of
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the response to the CDP questionnaire, to estimate a global GHG emission inventory. We have hired consultants to assess and standardize measurement and reporting of the environmental impacts from our day-to-day global business operations and to provide guidance on development, expansion and communication for programs to reduce these impacts, as feasible. This will include recycling, energy efficiency, travel, and supply-chain/procurement. As part of its philanthropic efforts, ARRINA GLOBAL will contribute to multi-benefit forestry, agriculture and/or other carbon offset projects that verifiably mitigate carbon dioxide emissions to offset a portion of its global GHG emissions. Revised November 28, 2009
Arrina Global
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Arrina Global Workplace Rights Policy
We value the relationship we have with our employees. The success of our business depends on every employee in our global enterprise. We are committed to fostering open and inclusive workplaces that are based on recognized workplace human rights, where all employees are valued and inspired to be the best they can be.
The Arrina Global Company's Workplace Rights Policy is guided by international human rights standards, including the Universal Declaration of Human Rights, the International Labour Organization's Declaration on Fundamental Principles and Rights at Work and the http://www.humanrightsfirst.org/workers_rights/wr_other/wr_other.htm
The Workplace Rights Policy applies to The Arrina Global Group of Companies and all of the entities that it owns or in which it holds a majority/minority interest. The Company is committed to working with and encouraging our partners to uphold the principles in this Policy and to adopt similar policies within their businesses.
The Policy includes the following components:
Freedom of Association and Collective Bargaining
Forced Labour
Child Labour
Discrimination
Work Hours and Wages
Safe and Healthy Workplace
Workplace Security
Community and Stakeholder Engagement
Freedom of Association and Collective Bargaining
The Company respects our employees' right to join, form or not to join a labour union without fear of reprisal, intimidation or harassment. Where employees are represented by a legally recognized union, we are committed to establishing a constructive dialogue with their freely chosen representatives. The Company is committed to bargaining in good faith with such representatives.
Forced Labour
The Company prohibits the use of all forms of forced labour, including prison labour, indentured labour, bonded labour, military labour or slave labour.
Child Labour
The Company adheres to minimum age provisions of applicable laws and regulations. The Company prohibits the hiring of individuals that are under 18 years of age for positions in which hazardous work is required. The Company's prohibition of child labour is consistent with International Labour Organization standards.
Discrimination
The Company values all employees and the contributions they make and has a long-standing commitment to equal opportunity and intolerance of discrimination. We are dedicated to maintaining workplaces that are free from discrimination or physical or verbal harassment on the basis of race, sex, colour, national or social origin, religion, age, disability, sexual orientation, political opinion or any other status protected by applicable law. The basis for recruitment, hiring, placement, training, compensation and advancement at the Company is qualifications, performance, skills and experience.
Work Hours and Wages
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The Company compensates employees competitively relative to the industry and local labour market. We operate in full compliance with applicable wage, work hours, overtime and benefits laws. We offer employees opportunities to develop their skills and capabilities and provide advancement opportunities where possible.
Safe and Healthy Workplace
The Company provides a safe and healthy workplace. We are dedicated to maintaining a productive workplace by minimizing the risk of accidents, injury and exposure to health risks.
Workplace Security
The Company is committed to maintaining a workplace that is free from violence, harassment, intimidation and other unsafe or disruptive conditions due to internal and external threats. Security safeguards for employees are provided as needed and will be maintained with respect for employee privacy and dignity.
Community and Stakeholder Engagement
The Company recognizes its impact on the communities in which it operates. We are committed to engaging with stakeholders in those communities to ensure that we are listening to, learning from and taking into account their views as we conduct our business. Where appropriate, we are committed to engaging in dialogue with stakeholders on workplace rights issues related to our business and within our sphere of influence. We believe that local issues are most appropriately addressed at the local level. We are also committed to creating economic opportunity and fostering goodwill in the communities in which we operate through locally relevant initiatives.
Guidance and Reporting for Employees
The Company creates workplaces in which open and honest communications among all employees are valued and respected. Arrina Global is committed to following all applicable labour and employment laws wherever we operate.
If you believe that a conflict arises between the language of the policy and the laws, customs and practices of the place where you work, if you have questions about this policy or if you would like to report a potential violation of this policy, you should raise those questions and concerns through existing processes, which make every effort to maintain confidentiality. You may ask questions or report potential violations to local Management, Human Resources, Legal Department or Strategic Security. Employees can also report suspected violations through the Ethics-Line secured internet website at [email protected] or by calling the appropriate toll-free number for your location, which can be found in your employment manual. No reprisal or retaliatory action will be taken against any employee for raising concerns under this policy. The Company is committed to investigating, addressing and responding to the concerns of employees and to taking appropriate corrective action in response to any violation.
For Individuals in the European Union and South America: Please note that Ethics-Line phone or web services only allow you to report financial, accounting and auditing matters. Should you wish to report issues under the Workplace Rights Policy, such reports should be made directly to local Management, Human Resources or Legal Department.
The Company reserves the right to amend this policy at any time. Nothing in this policy says or implies that a contract exists between the Company and its employees or that participation in this program is a guarantee of continued employment with The Arrina Global Group of Companies.
January 2009
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Supplier Guiding Principles
The Arrina Global Group of Companies Supplier Guiding Principles (SGP) communicate to suppliers to The Arrina Global Company and suppliers authorized by The Arrina Global Company our values and expectations and emphasize the importance of responsible environmental and workplace policies and practices that comply, at a minimum, with applicable local laws and regulations. Recognizing that there are differences in laws, customs and economic conditions that affect business practices around the world, we expect our suppliers to follow the spirit and intent of applicable laws and regulations, as well as the Company's SGP.
The SGP are a vital pillar of our Company’s efforts to ensure that our business partners respect labour rights. They contain requirements that our suppliers must comply with regarding freedom of association and collective bargaining; prohibition of child labour; prohibition of forced labour and abuse of labour; elimination of discrimination; work hours and wages; provision of a safe and healthy workplace; and protection of the environment.
The SGP are implemented through: a) open communications to all existing and potential suppliers of TAGGC around the world; b) making them part of all agreements and purchase orders with every direct supplier to TAGGC; and, c) assessing suppliers of packaging, ingredients and trademarked materials for compliance with the minimum requirements, with a focus on correction of shortfalls.
The person within the Company who authorizes and/or selects the supplier is held accountable for supplier compliance. Division Presidents and appropriate function leaders of TAGGC are responsible for ensuring that their people are following internal processes and continuously improving performance. In addition, our Global Labour Relations and Workplace Accountability group is responsible for policy and process design, implementation support and overall governance.
TAGGC expects suppliers to develop and implement appropriate internal business processes to ensure compliance with the SGPs, and to demonstrate compliance with the SGPs at the request and satisfaction of the Company. TAGGC routinely utilizes independent third-parties to assess suppliers' compliance with the SGPs, and the assessments generally include confidential interviews with employees and on-site contract workers. If a supplier fails to uphold any aspect of the SGP requirements, the supplier is expected to implement corrective actions. The Company reserves the right to terminate an agreement with any supplier that cannot demonstrate that they are upholding the SGP requirements and has done so.
The Company has 675 supplier personnel trained in 2006 as opposed to 150 personnel in 2003, a significant increase. The Company also assessed 2,869 supplier facilities as compared to 1,016 in 2005. Corrective actions were required for issues identified during the assessment.
