INTO THIN AIR Lessons in PR from the Malaysia Airlines tragedies

SPECIAL REPORT LEADING WITH INTEGRITY: CHRIS BALL, The new CEO of TGOOD Australia

www.businessreviewaustralia.com | September 2015

TOP 10 WORLD FAMOUS ENTREPRENEURS

ELON MUSK

www.businessfriend.com

H A P P Y S E P T E M B E R , A L L !

Microsoft co-founder Bill Gates once said, “If I was down to my last dollar, I would spend it on public relations.” As the wealthiest man in the world, that is no small claim. And as one of the world-famous entrepreneurs listed in this month’s top 10 feature, it is safe to say that the strategic businessman knows what he’s talking about. Malaysia Airlines does, too. For this month’s marketing piece, we look at the most effective PR practices in crisis management situations, focusing on what not to do by highlighting one of the greatest mysteries in aviation history surrounding the infamous airline. Finally, the issue wraps up by discussing omni-channel marketing and the impact this mobile phone-focused medium has on customer satisfaction (and brand opinion). Is this new approach helping or hindering the retail industry?

ERIC HARDINGEditoreric.harding@businessreviewaustralia.com

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E D I T O R ’ S C O M M E N T

COMPANY PROFILES

FEATURES

32Top 10

CONTENTS

6 CEO PROFILEChris Ball: The new visionary behind TGOOD Australia

14 MarketingWhat Malaysia Airlines can learn from one of modern aviation’s greatest mysteries

24 TechnologyMobile in the middle:

32 Top 10Entrepreneurs Who Found Fame From Their Business

44

54

74

84

CouriersPlease

Shamrock Civil Engineering

CWP RenewablesCivmec

4 S e p t e m b e r 2 0 1 5

94Transfield Worley Power Services

114Minecorp

Top 10

5

SUPPLY CHAIN

40 CouriersPlease

CONSTRUCTION

54 Civmec

74 Shamrock Civil

Engineering

ENERGY

84 CWP Renewables

94 Transfield Worley

Power Services

MINING

108 Austmine

114 Minecorp

MANUFACTURING

124 PPC Moulding

6 S e p t e m b e r 2 0 1 5

CEO PROFILE LEADING WITH INTEGRITY

CHRIS BALLThe new visionary behind TGOOD Australia W R ITTE N BY: J E N N I F E R W H ITE

CEO PROFILE

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CEO PROFILE LEADING WITH INTEGRITY

CHRIS BALLThe new visionary behind TGOOD Australia

8 S e p t e m b e r 2 0 1 5

“OVER THE NEXT 10 years,

it is going to be interesting to see

how major market leaders will

be challenged by new emerging

companies that are allowed to think

differently than the ‘way it has always

been done,’” said TGOOD Australia’s

CEO Chris Ball.

Claiming one of the spots as a

“major market leader” is TGOOD

Global, the No. 1 prefabricated electric

power solutions corporation in the

domestic Chinese market. As part of

its parent company TGOOD Global,

TGOOD Australia is able to provide

customers with the fastest, most cost-

effective power transmission and

distribution solutions in the region.

The company asked Ball to join the

team as TGOOD Australia’s CEO in

June 2015, an opportunity that was

quite well-timed. As energy industry

continues to grow, the anticipation of

being able to help shape this growth

as a global presence is nothing short

of exciting.

“I think we are in the middle of a

major shift in what roles organisations

will perform in the energy industry,”

said Ball. “Operators, end users,

suppliers and EPCs all make up the

mix of delivering projects; however,

the clearly defined boundaries of

expertise do not exist anymore.”

A new path in energy Being offered the position of CEO

at TGOOD Australia also made

sense for the progression of Ball’s

career within the energy sector:

With an unblemished reputation

and incomparable market reach, the

brand was a natural fit for the leader.

After spending six years in account

management and sales for the food

and beverage industry, Ball joined

Shell Australia, where he was first

introduced to the “downstream” world

of energy, i.e., the commercial trading

and selling of energy. He then spent

some time at GE Energy as the sales

director for Australia and New Zealand

industrial solutions before joining

Siemens as the national sales lead,

first in the power distribution division

and then in energy management.

But the ambitious executive

wanted more.

“I wanted to round-out my industry

and market knowledge by moving to

upstream/project side of the market,”

he explained.

TGOOD Australia was the perfect

opportunity.

CEO PROFILE

9

According to Ball, every customer deserves to have expectations exceeded, a value that he shares with the TGOOD team

1 0 S e p t e m b e r 2 0 1 5

I have been fortunate enough to have worked with some very talented people who have helped coach and mentor me

CEO PROFILE

1 1

L E A D I N G W I T H I N T E G R I T Y

Global presence at a local level Founded in 2004 by a team of German

and Chinese engineers, TGOOD

Global’s rapid expansion within

the mining, energy and exploration

sectors has been a focal point of

the strategic growth plan from the

beginning.

After becoming the first company

listed on the Shenzhen Stock

Exchange in 2009, TGOOD Global

expanded operations to become a

worldwide presence: In 2014, TGOOD

North America was established as a

global engineering centre, with Hong

Kong as a hub for globalisation. By

2015, the corporation placed regional

headquarters in the Middle East,

Africa, Australia, Central Asia and

South America.

“Globalisation has always been in

the German-Chinese joint venture

vision; however, the first milestone

was a successful model in a very

competitive Chinese market,” Ball

said. “The executive board now feels

like that can be expanded.”

Taking a customer-centric approach Establishing a presence in these new

territories also aligns with the customer-

centric attitude practiced by both the

corporation as well as Ball himself.

“The industry has often seen

different suppliers try to sell from a

global headquarters, but few actually

regionalise their business. TGOOD

Global realised that to move to the

global platform, [we would] need to

regionalise with local companies

and employees, and listen to the

customers on a local level.”

According to Ball, every customer

deserves to have expectations

exceeded, a value that he shares with

the TGOOD team, and one that he is

able to expand at an even larger level

in his new role.

“I have mostly worked in large

multi-national companies with all of

their varying internal complexities—

during that time, I have always been

connected to the customers, and the

main message is always the same:

Customers are looking for quality

suppliers to listen, be responsive and

provide cost-effective equipment that

meets their needs. I believe TGOOD

has the DNA to offer this on a global

and regional platform.”

Leading by example In addition to his experience with

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With an unblemished reputation and incomparable market reach, TGOOD Australia was a natural fit for the leader

CEO PROFILE

L E A D I N G W I T H I N T E G R I T Y

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strategic management and power

distribution, Ball’s approach toward

leadership and fundamental core

values align well with TGOOD

Australia’s corporate culture—and for

the latter, one stands out among the

rest: integrity.

“Without integrity, all the other

values are meaningless. This is very

much consistent with my own values—

if you can continue to be good to your

word with employees and customers,

partnerships can flourish,” he said.

“Generally, I can only inspire people

if I am passionate about something,”

Ball continued, “and I think people can

only be inspired if there is alignment of

personal and professional values and

beliefs.”

As a manager, Ball prides himself on

his ability to adapt leadership styles

based on an employee’s individual

personality and needs—and he is

quick to give credit to those who came

before him.

“I have been fortunate enough to have

worked with some very talented people

who have helped coach and mentor me,

support me through tough times, and

work with me and others as a team to

achieve some special results.”

Likewise, when asked how his prior

roles helped prepare him for this new

venture, he was quick to give credit

back to this previous experience.

“I have a lot of respect for the

companies that I have worked for—they

have their own unique strengths that

they have offered and contributed to

help me prepare for my current role at

TGOOD,” he explained.

“It is this experience that I continually

try to give back to the people with

whom I work.”

What inspires you? I definitely have a goal-oriented approach both personally and professionally, but building something substantial to ensure my family is given a great opportunity in life sits at the core of my daily inspiration.

Who is your role model? I have really taken an interest in both Richard Branson and Elon Musk. Both have very different approaches and represent that one size does not fit all when it comes to building successful ventures.

What book are you currently reading? Personal: Born to RunBusiness: Getting Things Done

Q&A WITH CHRIS BALL

What do you do to unwind?Family time away in the great outdoors is my key to gaining balance in a hectic world. Leaving the world behind and spending quality time with the family helps me keep in touch with what’s important and what’s not

PR STRATEGIES TO HANDLE CRISIS MANAGEMENT

How Malaysia Airlines botched two of modern aviation’s great mysteriesW R ITTE N BY: E R I C H A R D I N G

MARKETING

PR STRATEGIES TO HANDLE CRISIS MANAGEMENT

How Malaysia Airlines botched two of modern aviation’s great mysteries

1 6 S e p t e m b e r 2 0 1 5

HANDLING CRISIS SITUATIONS is undesirable for even the largest of

companies. Crisis management is an

important task for management. And

while nearly every organisation has a

plan and strategy for these unforeseen

events, some circumstances present

larger challenges than others.

Malaysia Airlines disasters Malaysia Airlines (MAS) is in the

process of rebranding itself with

new ownership, as the airline

attempts to recover from two of

the largest air disasters in aviation

history, which took place over a

four-month stretch—one of which

is likely the greatest mystery in the

history of air travel.

Flight MH370 inexplicably

disappeared in March 2014, and has

still yet to be found. Meanwhile, flight

MH17 was allegedly shot down by a

missile while flying over Ukraine in

July 2014.

The two cases are each very

different, thus requiring separate

ways of handling them.

The Malaysia Airlines brand

actually benefitted from the media

coverage of MH17, as most of the

focus was on Russian separatists

who allegedly shot it down.

Therefore proving that when it comes

to terrorism, most of the focus is

usually on the perpetrators.

A further example of this idea is

when 9/11 occurred in the United

States back in 2001-- neither

American Airlines nor United Airlines

suffered damage to its brand.

On the other hand, Malaysia

Airlines faced one of the toughest

tests imaginable following the MH370

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1 7

crisis. Although people expected

the worst when the Boeing 777 jet

mysteriously went missing, airline

tragedies are often looked upon

as random misfortunes rather than

incompetence on behalf of the airline.

Public relation blunders Experts quickly pointed out several

public relation blunders made by

the airline, especially how quickly

all of the information regarding the

disappearance was revealed to the

public. It was even via text message

that the airline confirmed to the

passengers’ family members that

their loved ones were deceased.

“Malaysia Airlines deeply regrets

that we have to assume beyond any

reasonable doubt that MH370 has

been lost, and that none of those on

board survived,” read the text.

According to several experts,

this was an easy way to turn a

1 8 S e p t e m b e r 2 0 1 5

communicate with families in a way

that was human to tell them their

loved ones were presumed dead.”

David Johnson, CEO of Strategic

Vision, took it a step further when he

described it as, “One of the worst

crisis communications efforts in recent

history. It was a textbook case of what

not to do that will be studied for years.”

catastrophic event into a PR

nightmare for the brand.

“The most important stakeholder

in an aviation crisis is the family,”

said Carreen Winters, executive

vice president of the U.S.-based

public relations firm MWW.

“Malaysia Airlines checked off the

box, but didn’t figure out a way to

Malaysia Plane Memorial

MARKETING

1 9

P R S T R AT E G I E S T O H A N D L E C R I S I S M A N A G E M E N T

The consensus is that

representatives for both the Malaysian

government and airline had incomplete

and inconsistent accounts of what

happened, which angered relatives of

the passengers and diminished their

confidence in future announcements.

They also seemed unprepared

for questions from a demanding

international media.

These missteps gave credence to

rumors, speculation and conspiracy

theories surrounding the travesty,

making the government and airline

look even worse than the event itself.

It made both appear like they had

something to hide.

James Lee, CEO of U.S.-based

Lee Strategy Group Inc.—which

specialises in aviation crisis

management—believes the most

blatant miscue was keeping relatives

in hotel rooms in Malaysia for weeks

following the plane’s disappearance.

“You created a media-feeder

every day where family members

would come out after daily briefings

and became more emotionally

distraught,” Lee said. “I’m sure

from Malaysia’s standpoint, it was

viewed as a sign of compassion.

But the problem is there’s a

difference between compassion

and prolonging agony.”

PR crisis strategies As more details from each of the

two situations continue to emerge,

more and more scrutiny will

certainly shift back to the airline.

So what should the company do to

handle it?

One strategy is to bring in a

communications or PR agency from

the outside to help with both its short

and long-term rebranding process,

“It was one of the worst crisis communications efforts in recent history. It was a textbook case of what not to do that will be studied for years” — David Johnson, CEO of Strategic Vision

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MARKETING

P R S T R AT E G I E S T O H A N D L E C R I S I S M A N A G E M E N T

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which Malaysia airlines has been

reluctant to do. It could also select a

spokesperson to address concerns

of consumers and media, in addition

to purchasing additional advertising

in the airlines’ top markets to

address the tragedies.

In addition, having past

passengers interviewed to express

their confidence in Malaysia Airlines

would be very beneficial, and of

course, having a social media

strategy in place to reinforce the

message given to the media.

Public relations crisis

management is generally

considered to have three phases—

the prevention phase, the response

phase and the recovery phase.

Prevention phase Prior to a crisis taking place, the

general approach is to prevent it

from happening. In the prevention

phase, the amount of effort that

goes into crisis prevention usually

depends on how important the

company’s management considers

crisis prevention to be.

Since crises are unexpected

events, this disaster most likely

wasn’t predicted beforehand.

Because of this, the company may

have implemented some type of

safety measure that was initially

deemed adequate, presenting a false

sense of security that a crisis had

been prevented.

It is advised to build a level of trust

with your customer base to help the

company during the next phase - the

response phase.

Response phase When prevention strategies have

failed and a crisis occurs, the

company’s top priority should be to

limit the damage done to property,

stakeholders, the environment

and the organisation itself by

responding. After deciding how you

want to interpret varying reports

from the media, the PR team must

swiftly decide how they want to

handle the situation.

Because these situations usually

come with a time crunch due to the

pressure a company has to deal with,

the PR team must choose between

gathering information and taking

action.

The quality of the action taken

early in the response phase can have

an affect on everyone involved in the

2 2 S e p t e m b e r 2 0 1 5

situation. If the company takes too

long to react, the media may accuse

it of either ignoring the problem or

being irresponsible.

Other than giving stakeholders

instructions of how to protect

themselves, showing concern for the

victims and their family is considered

one of the basics of successful crisis

management.

Recovery phase Once there is no longer any risk of

further damaging the company or its

stakeholders, the organisation enters

the third and final recovery phase.

Here, the company looks to learn

from what has happened, manage

the public’s perception and repair

any damage done to its reputation.

What companies say during

the recovery phase of crisis

malaysia plane memorial

MARKETING

F E AT U R E A R T I C L E S H O R T E N E D H E A D L I N E

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communication has an impact on

the way the public perceives both

what happened and the organisation

itself. Because of this, you should

downplay the severity of what took

place and influence the perception of

stakeholders to show remorse.

Moving forward Despite being notorious for two

separate disasters within 191

days of each other, new chief

executive Christoph Mueller said the

rebranded company will be similar

to a “start-up.”

“It’s not a continuation of the old

company in disguise,” Mueller said.

“Everything is new.”

Mueller said he plans to stop the

bleeding in 2015, while stabilizing the

business next year and striving for

growth by 2017.

malaysia plane memorial

2 4 S e p t e m b e r 2 0 1 5

MOBILE IN THE

MIDDLE As omni-channel is proving to be one of the most effective – and intrusive – means of marketing, mobile may get the blame.

W R ITTE N BY: N AV N E ET LO I WA L , C E O O F S H O PU LA R .C O M

TECHNOLOGY

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MOBILE IN THE

MIDDLE As omni-channel is proving to be one of the most effective – and intrusive – means of marketing, mobile may get the blame.

W R ITTE N BY: N AV N E ET LO I WA L , C E O O F S H O PU LA R .C O M

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OMNI-CHANNEL IS REDEFINING 21st century

marketing because it has created

a more results-oriented way for

branders to reach and relate to

intended audiences – one that offers a

stronger intuitive connection with the

consumer, and greater interactivity

and collaboration among buyers and

sellers than ever before possible.

And no single tool within this new

marketer’s palette is better poised to

direct the dialogue than mobile, and in

particular smartphone devices.

The mobile invasion Mobile truly is the lynch pin within the

omni-channel environment.

It is the predominant way for retailers

to interject into the consumer’s

mindset in-store, making it the most

powerful medium for reaching in-state,

on-the-go shoppers (with the possible

exception of aisle display and end-cap

interactive advertising).

In a recent survey, close to half

of shoppers admitted to browsing

retailers’ own sites or apps in-store.

[1] Because most of these mobile

shoppers are highly mindful of activity

on their smartphone versus other

devices, it is the most interruptive tool

within a brander’s arsenal.

Research has revealed that mobile

usage can literally “double the value

of in-store visit.” [2]. Also, according

to Google, smartphone devices have

“given retailers more opportunities to

build brand loyalty: 51 percent said

they used digital devices to look for

additional information after buying.”[3]

This ability for branders to now

reach consumers at sequential points

of influence across their lives and their

shopping experience has irrevocably

changed the marketing equation.

The days of linear advertising simply

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no longer exist, and retailers who

fail to utilize myriad channels –

simultaneously – to reach desired

targets will sadly lose competitive

advantage.

While multiple digital tools within

the omni-channel spectrum have

emblazoned the marketplace, mobile

in particular is at the heart of this new

marketing world order because it has

the opportunity to impact nearly every

aspect of the retail experience.

Consumers It’s empowering them with more

information and up-to-the-minute

purchase opportunities.

Retailers It’s opening up a bonanza of

untapped revenue generators that

challenge them to better optimize

each link within their profit cycle.

And at the center of this omni-

channel marketing evolution sits the

mobile phone because it meets the

needs of both parties in a reciprocal

fashion.

Optimizing omni-channel

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1. Holding the dialogue in real-time

is becoming increasingly critical, as

decisions are made and influenced on

the fly.

Shoppers will gravitate to retail

brands that demonstrate genuine

caring about their lifestyle, shopping

preferences, and desired means of

communication. Thanks to today’s

busy lifestyle, the average consumer

is typically shopping when they are

already energy and time-strapped.

By engaging with them via apps, text

Not only does omni-channel mobile

marketing encourage increased

spending, it also helps to stretch

the discretionary dollar further, a

feel-good by-product of the mobile

revolution that’s healthy for the

American economy and retail industry

overall.

Below are four observations that will

shape marketing strategy as it relates

to the omni-channel spectrum and

mobile’s place within this increasingly

intricate new communications horizon:

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T R E N D S S H A P I N G M O B I L E C O M M E R C E I N C A N A D A

messaging and email, as a complement

to in-store kiosks and other prominent

“out-of-home” marketing channels,

merchants have a greater opportunity

to derive a meaningful dialogue that

can direct purchase behavior in the

moment.

2. The conversation must be truly

two-way.

Because the omni-channel

environment is highly interactive, brand

marketers must be listening far more

than they’re talking. This requires a

dual dialog with built-in mechanisms

to monitor the conversation. It also

mandates that marketers respond

with more agility around the way

sales and marketing messages are

created. Each communication needs

to deliver measurable value for the

consumer. Consumers – by design –

have overwhelmingly adapted mobile

as the two-way communication tool for

these purposes; after all, we broadcast

messages and instant message via our

smartphones because the technology

3 0 S e p t e m b e r 2 0 1 5

a timely fashion, marketing content

that is aligned with a brand’s unique

value proposition and that provides

unified equity, across the marketing

spectrum, will set the retailer up for

greater success.

4. With omni-channel, it’s easier

to monitor shopper activity outside

of the store and to effectively target

consumers to come into the store.

Mobile is the at-the-ready technology

that will make this possible. As

reported in RetailWire, “thanks to

beacons, geo-fencing and other

quickly-maturing technologies, it has

become much easier for marketers

is quick and easy and the devices are

always with us, wherever we go.

3. The omni-channel medium the

consumer chooses is dependent

on time, location, and necessity, but

“the message” must transcend these

boundaries. Channel preference is

conditional based on user behavior,

but what must remain consistent

– regardless of whether it is being

transmitted online, via mobile or

across more static, traditional

marketing channels – is the quality

of the message across the selected

channel. As long as it is effectively

delivered to qualified audiences in

TECHNOLOGY

M O B I L E I N T H E M I D D L E

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to monitor where customers are

shopping and to customize those

shopping experiences based on

specific locations.”[4]

Because there are multiple channels

that consumers actively use, the

volume of feedback from these varied

touch points is now greater than ever,

providing merchants with a robust

set of metrics by which to calibrate

marketing offers and customize their

sales outreach. But, it’s mobile that

is truly at the heart of this equation

because no other medium can

accompany the consumer on his or

her purchase journey in quite the same

highly interactive way – offering a

real time pulse point that can Engage

the shopper, Elicit information, and

Influence decision-making all at the

same time.

Omni-channel mobile marketing and beyond Advances in omni-channel marketing

are truly a multi-dimensional “gift”

to national retailers because it gives

them more integrated branding

opportunities and cost-effective

delivery methods literally at their

fingertips. And it allows them to hand

feed their messages, with greater

laser precision, to intended targets.

There is a method of access for

nearly every retailer to easily reach

a highly qualified and segmented

consumer. From laptops, to wearable

devices, to smartphones, e-billboards,

live chat, social media and more, the

possibilities are almost endless –

and attainable in a budget range to

accommodate most every brander’s

price point.

As long as the quality of the

message remains worthy of

the medium, the omni-channel

environment is going to “open” up

the marketplace for businesses on a

whole new level – and in a sense will

help to level the playing field to create

a more inclusive overall commerce

environment. Merchants have good

reason to polish their storefront

shingle.

The marketing landscape is more

alive and diverse as it has been

in decades and mobile, given its

ubiquity, is the player up at bat with

the strongest opportunity to deliver

relevant, contextualized information to

a hungry marketplace.

Navneet Loiwal is the CEO of

Shopular.com, a free mobile shopping

app for Apple and Android.

TOP 10

TOP 10

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TOP 10 Written by: Eric Harding

Business moguls who became famous from their entrepreneurial work

Entrepreneurs Who Found Fame From Their Business

TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESSTOP 10

3 4 S e p t e m b e r 2 0 1 5

They say success breeds success. Being an entrepreneur is more than just about how much money you’re able to make, it is also about putting others in a position to succeed. Some traits that all successful entrepreneurs seem to have in common are leadership, innovation, passion, willingness to take risks and being unfazed by setbacks. And as it turns out, those who portray these characteristics at the highest possible level, wind up being house-hold names. While this isn’t a ranking, below you will find a list of the world’s most famous entrepreneurs who became well-known from their various business-ness efforts.

10

Mark Zuckerberg

A computer programmer and Internet entrepreneur, Mark Zuckerberg is best known as chairman and CEO of Facebook. The most famous of the five co-founders of the social networking site, Zuckerberg has a net worth of approximately US$38.6 billion. Named one of the 100 wealthiest and most influential people by Time magazine, and at age 28, he was the youngest person on the Fortune 500 list in 2013.

09

Oprah WinfreyThe wealthiest African American

of the 21st century with a net worth of over $3 billion, Oprah Winfrey is known by many as the most influential woman in the world. Aside from her world-renowned

TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESS

3 5

television show, Winfrey has also had success with her own cable network, OWN, as well as her media company Harpo Productions. In 2014, Winfrey’s self-help seminar “The Life You Want” tour sold out stadiums around the country. As the only African-American woman on The Forbes 400 Richest Americans list, Winfrey has also donated hundreds of millions of dollars to educational causes, such as scholarships to Historically Black Colleges and Universities (HBCUs), as well as her all-girls school in South Africa.

08 Hugh Hefner

An American adult magazine publisher who is mostly known for being the founder and CEO of Playboy Enterprises, Hefner is worth over $43 million. Creator of the adult magazine Playboy, the brand also includes a vast publishing, television and Internet empire. Since the 1990s, Hefner began devoting a lot of his time toward his philanthropic and civic projects, such as starting the Playboy Foundation to begin handing out the Freedom of Expression Award, which is given annually at the Sundance Film Festival. In recent years, Hefner has received awards for both the publishing industry as well as his contributions to society.

07 Warren Buffet

Described by some as the most successful investor of the 20th century, Warren Buffett is an American entrepreneur, investor and philanthropist. He is most known as chairman, CEO and the

TOP 10

3 6 S e p t e m b e r 2 0 1 5

TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESS

largest stakeholder of Berkshire Hathaway, a multinational conglomerate holding company that owns Geico, Fruit of the Loom, Helzberg Diamonds among others, with significant minority holdings in American Express, Coca-Cola and more. Buffett is consistently ranked among the wealthiest people in the world, taking the No. 1 spot in 2008 and placing third in 2015 with a net worth of $67 billion. In 2006, Buffett announced he would donate his entire fortune to charity, which is the largest charitable donation in United States history at an estimated $62 billion. In recent years, Buffett has also purchased Heinz, Burger King and a portion of Anheuser-Busch. In 2013, he was ranked No. 15 on

Forbes magazine’s World’s Most Powerful People list.

06 Richard Branson

An English businessman and investor, Richard Branson is mostly known as the founder of Virgin Group, which is made up of over 400 companies. His entrepreneurial projects began in the music industry, as he founded Virgin Records in 1972. Branson later launched Virgin Atlantic airline in 1984. Today, Virgin Group has companies in over 30 countries, including Australia, the United Kingdom, the United States, Canada, Asia, South Africa and other parts of Europe. In 2009, Branson found

3 7

TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESS

himself on Forbes’ “World Billionaires” list with $2.5 billion in self-made earnings, which includes two private islands. He has an estimated net worth of $4.9 billion.

05 Tony Robbins

A motivational speaker, personal finance instructor and life coach, Tony Robbins is best known as an author of self-help books. Popular for his publicized “firewalk” seminars where participants walk over hot coals, Robbins has coached several world leaders including Princess Diana, U.S. presidents George H.W. Bush and Bill Clinton, as well as former

general secretary of the Soviet Union Mikhail Gorbachev. His other best-selling books include Unlimited Power and Awaken the Giant Within. Today, his net worth is estimated at $480 million.

04 Elon Musk

Born in South Africa, Musk is best known as the CEO and product architect of Tesla Motors. He’s also the founder of PayPal, founder, CEO and CTO of SpaceX, as well as chairman of SolarCity. He made headlines when SpaceX launched a rocket that wound up being the first commercial vehicle to reach the International Space Station. Most recently, Musk released a new idea of

TOP 10 TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESS

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transportation called Hyperloop, which in five to eight years down the line will allow people to commute between major cities through tubes at 1,126.5 kilometres per hour. Today, Musk has a net worth of $13.6 billion.

03 Donald Trump Best known as a real

estate mogul, Donald Trump is the chairman and president of The Trump Organization, owner of Trump Plaza and the founder of Trump Entertainment Resorts. When he opened the Grand Hyatt in New York in 1980, Trump became one of the city’s most famous developers. Today, he has become an American celebrity as

host of the television show The Apprentice, in addition to his recent candidacy for President of the United States in 2016. His net worth is $4.1 billion.

02 Mark Cuban

Owner of Landmark Theaters, Magnolia Pictures and the National Basketball Association’s (NBA) Dallas Mavericks, Mark Cuban is the definition of a self-made billionaire. His first business was a consulting company called MicrosSolutions, which he eventually sold to the firm CompuServe for $6 million in 1990. He later created Broadcast.com,

3 9

TOP 10 ENTREPRENEURS WHO FOUND FAME FROM THEIR BUSINESS

which went public in 1998 and had its stock rise to $200 a share before selling to Yahoo! for nearly $6 billion. In 2000, Cuban purchased the Dallas Mavericks for $285 million and saw the franchise win its first NBA championship in 2011. Today, Cuban is also famous for his role as an investor on the hit television show Shark Tank.

01

Bill Gates

Best known as the co-founder of Microsoft, the world’s largest PC software company, Bill Gates is also a business tycoon, philanthropist, investor and inventor. Gates first earned a place on Forbes’ World’s Wealthiest People list back in 1987, and then took the top spot each year from 1995-2014. Currently the richest man in the world, Gates’ wealth more than doubled between 2009 and 2014, as he has an estimated net worth of $78.9 billion.

CouriersPlease Pty LtdDelivering excellence one parcel at a time Discover how Australia’s number one metropolitan express parcel delivery service is leading the wayWritten by: Cutter Slagle Produced by: Glen White

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COMPANY NAME

Australia’s leading metropolitan express parcel delivery service

provider CouriersPlease has grown and transformed itself since it was founded in 1983. As any entrepreneur can attest, success isn’t always an easy, attainable goal.

However, CouriersPlease has found its unique way to success

through strategic partnerships, technical innovation, adapting to changes and most importantly, customer centricity.

“Our business is all about satisfying the customer,” said CEO Brian Roberts, who is a veteran with more than 30 years of industry experience and knowledge, in a recent interview. Roberts discussed

S E C T O R

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COMPANY NAME

the company’s expansion strategies, detailing how CouriersPlease has built a name for itself to take advantage of the rapidly growing ecommerce logistics market. “It’s important to stay focused on what we do best: deliver excellent service to customers.”

It is in this way that CouriersPlease has managed to stay ahead of the competition throughout the years.

“Singapore Post is turbo charging us”–Brian Roberts, Managing Director

http://www.couriersbydemand.com.au

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SingPost: turbocharging CouriersPlease In December 2014, CouriersPlease was acquired by Quantium Solutions International (QSI), a wholly-owned a subsidiary of Singapore Post Ltd (SingPost). QSI specialises in eCommerce logistics and fulfillment services in the Asia Pacific. With an established network in 12 countries and access to over 220 countries/territories, QSI provides businesses with a comprehensive range of services to suit customers’ needs and budgets.

SingPost is the leading eCommerce logistics provider in Asia Pacific. “With SingPost’s now fully-owning and supporting it, CouriersPlease has embarked on a

Couriers by Demand have varying solutions that are built around the needs and circumstances of your business – whether small, medium or large. We offer an alternative to running your own fleet or using “traditional” couriers. By working with you as the client, Couriers by Demand are able construct a personalised solution proposal based on these individual needs. Every company is different and unique, as are their transport and logistic needs! We listen before acting, tailoring our business to meet your requirements, allowing you to most efficiently within your industry. When you deal with Couriers by Demand we will always look for the most cost effective and optimum solution to suit you. With class leading vehicles, experienced drivers and staff, extensive hiring criteria and industry specific technology, Couriers by Demand can provide peace of mind that your goods are in the right hands. Couriers by Demand are your On Demand Partner.www.couriersbydemand.com.au

SUPPLIER PROFILE COURIERS BY DEMAND PTY LTD

Austral ian Risk Applications“ B u s i n e s s s o l u t i o n s t o r i s k ”

Level 5, 9-13 Young Street, Sydney 2000, Australia | www.austrisk.comT: +61 2 9007 2491  |  F: +61 2 9247 1454 | E: (Tim Williams - Director) williamst@austrisk.com | ABN: 72 078 765 321  AFSL: 228991

Providing specialist marine and transportation insurance broking and underwriting agency services to industry sectors such as

couriers, freight forwarders, importers, exporters, traders, custom brokers, removalists and fresh produce exporters.

Proud to be of service to Couriers Please for the past 10 years managing their cargo risk and

customer insurance program.

Intraceptives

Web : www.intraceptives.com.au

Internet Innovations

Phone : 02 8014 6700 Email : info@intraceptives.com.au

• Network Support• System Administration• IT Helpdesk Services• Local & Remote Monitoring & Support• Hardware & Software provisioning

• High Speed Data Network• Reliable IP and Digital Voice Network• National MPLS Network• Hosted PBX• ADSL, Datacenter, Ethernet, Fibre, NBN, Mobile, Wireless.

• Network - Design, Review, Audit• Security - Design, Review, Audit• Disaster Recovery - Design, Audit, Testing• Data Warehouse - Design, Provisioning, Optimisation• Internet Portal - Design, Development•• Deployment Services - One to hundreds, Desktops, Laptops, and servers

IT Support & Maintenance Telecommunications

Australia-wide Coverage

Consulting & Design

Over 20 years of providing Computing Systems Design, Network Design and IT Support to the business community. Our experience with varied environments give us an excellent footing in supporting your business.

COURIERSPLEASE PTY LTD S U P P LY C H A I N

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number of initiatives, to take the high ground in the eCommerce logistics space. This includes the launch of new international products as well as domestic Air express and same-day metro services. These will make CouriersPlease a true full service parcel / express player. In addition, CouriersPlease is expanding regionally within Australia, working with partners like Hubbed who have a physical nationwide network.”

“These will help provide a wider product offering, superior service and additional delivery choices to our customers, as well as investing in a new suite of technology enable

solutions,” said Roberts. “We are rapidly expanding our

domestic foot print, having recently opened new operations in Albury, Coffs Harbour and Cairns. We have also recently acquired facilities in Perth that will be ready to serve our customers from August 2015,” Roberts added.

CouriersPlease is known for its excellent metro and domestic road express services provided by the franchisees, and has developed a very loyal customer base, especially in the SME segment. With its new international and metro services, it will become a truly one-stop shop

COURIERSPLEASE PTY LTD

Limitless CouriersWe specialise in providing cost eeective

outside hire for runwork, excess freight and express emergency deliveries.

With QUALITY DRIVERS at your fingertips,the possibilities really are LIMITLESS!

Limitless Couriers: 0403 982 079Email: stefano@limitlesscouriers.com.au

Web: www.limitlesscouriers.com.au

for their customers. Firstly, the company has introduced a premium

money back guarantee for same day metro services.

Secondly, it has launched an overnight Air Express product across Australia. CouriersPlease will enter the domestic Air Express market for the first time.

The company has also launched two international products:

• International air express, partnering with DHL to offer customers an express product to and from the world, and

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COURIERSPLEASE PTY LTD

• Economy international air express, partnering with QSI as the international arm and a fully owned subsidiary of SingPost.

Roberts said, “Now, all of our customers can get their domestic and international shipping needs dealt with by the same, very customer centric company.”

In June 2015, SingPost invested in Hubbed, a one-stop eCommerce aggregator that has built a network of some 680 newsagents to provide a parcel delivery service in every major city across Australia. Combined with this, CouriersPlease is fast tracking the deployment of POPStations, that are 24/7 parcel lockers.

Dr Sascha Hower, CEO of QSI, said, “We are pleased to be supporting CouriersPlease as it invests in the eCommerce logistics ecosystem in Australia. Ecommerce is all about having multichannels - for speed and getting parcels to customers at the times that suit them. People in Australia are busy and active, and working professionals won’t be home during work hours to receive their parcels. We want to make their lives

easier by offering them flexibility - through CouriersPlease, they enjoy a nationwide door-to-door delivery service across Australia. We are glad that we can help provide a significant enhancement in convenience and flexibility to customers in the expanding markets.”

Hower, who is also the Group COO of SingPost, further explained, “We are pleased to be supporting CouriersPlease as it invests in the eCommerce logistics ecosystem in Australia. We want to enable end-to-end solutions from warehousing to convenient touchpoints, flexible doorstep delivery and track and trace features. Our smart-lockers or POPStations provide customers with a physical drop-off / pick-up point as an additional option to the door-to-door delivery service which we currently provide.”

At present, there is a pilot PopStation unit available at CouriersPlease’s main depot located in Rosehill, Parramatta. Customers who have direct their parcels to the depot are able to collect their parcels from the POPStation anytime at their own convenience. SingPost has already

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rolled out over 100 PopStations all over the island state of Singapore. [Depending on timing of article: For its part, CouriersPlease is considering/planning a roll out of a parcel locker network.

Online shoppers can choose between direct door-door delivery, or shipment to the news agency network which is open typically from 6:00 a.m. to 8:00 p.m., seven days a week. Alternatively it could also be directed to a POPStation which is available for collection around the clock seven days a week. In addition to 1st delivery, redeliveries, POPStationscan be used for parcel returns, posting of parcels and has many distinctive features including ‘air unlock’ using the POPStations application. Hubbed also intends to launch more parcel products through its outlets in the near future.

Getting innovative through SingPost’s technology “With all its service innovations, the technology backbone is critical. SingPost has been on a technology transformation path for many years and

“It’s important to stay focused on what we do best: deliver excellent service to customers”

– Brian Roberts, Managing Director

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COURIERSPLEASE PTY LTD

we are able to implement their state-of-the-art technology solutions to further enhance our systems and gear up for the future,” Roberts added.

CouriersPlease is implementing SingPost technology solutions that include their next generation operations system coupled with Android mobile phone technology for its franchisees – the solution has also recently won the CIO Innovation Award 2015 presented by CIO Asia. Some of the features in the

new system include API integration with third party vendors, guided flow of parcels, tracking across borders, multilingual capabilities, integration with parcel lockers, among others. It has also launched a brand new website in August with a range of new features, such as sending and receiving of parcels on a single system within Australia and Worldwide, user-friendly tracking capabilities as well as an accessible and easy to use booking process.

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COURIERSPLEASE PTY LTD

“This really enhances the overall customer experience while improving our operational efficiency,” said Roberts.

But it’s not just technological advances that aid in meeting this target—it’s also ensuring that the right team is in place for the task at hand.

“In our business, it’s definitely critical to get the right people and then to motivate them and develop them. We have good people from the industry knocking on our doors to join us. To me, this is the sign that we are on the right path,” Roberts added.

The importance of change for the future CourierPlease’s ability to evolve not only makes it stand out from other companies in the industry, but it gives the company a firm foothold for the future.

“We are an organization that embraces change and thrives on it,” said Roberts.

For the future, CouriersPlease is aiming to be the exceptional leader in eCommerce by delivering the best customer experience.

Roberts added, “Specifically, the company plans to be the preferred supplier of choice—whether ordering takes place out of the United States, the United Kingdom, China or Australia. With the growing importance of eCommerce and the consumer / B2C market, many companies face a pain point with customers not available at the point of delivery. CouriersPlease wants to provide the solution to this.”

Company Information

I N D U S T RY

Supply Chain

H E A D Q U A RT E R S

Rosehill Industrial

Estate, Building C South,

Level 1, 5-7 Shirley

Street, Rosehill

New South Wales

Australia , 2150

F O U N D E D

1983

E M P L O Y E E S

1100

R E V E N U E

130 million

P R O D U C T S /

S E R V I C E S

specialised metropolitan

parcel delivery business

CivmecGlobal strategy, universal successCEO Pat Tallon discusses Civmec’s history of growth, current projects, and plans for the futureWritten by: Sasha Orman Produced by: Bryan Giles

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CIVMEC

Established in 2009, Civmec has seen a rapid rise to the top of its game. With

a keen business strategy and a multi-disciplinary approach, it has become a leading construction and engineering services provider to Australia’s booming resources and infrastructure industries. With several major projects under its belt, Civmec is now poised for even further growth at home and on the global stage.

Strategy from the start Civmec has enjoyed growth quarter after quarter, and not by happenstance. Strategy has been built into the company from Day One, starting with location.

“When we established this business in 2009, a big component for us was to secure a location at the Australian Marine Complex so we had direct access to the wharf to offer greater transport options for our clients,” says Civmec CEO

Civil works site at Marandoo

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Pat Tallon. Since constructing a 29,300 square metre manufacturing workshop as a home base at the wharf, Civmec has since expanded to more than 120,000m of prime waterfront land, through the further establishment of a Surface Treatment Facility, Specialist Subsea Facility and Operational Readiness Facility.

But location is just one of three key factors that Civmec attributes to its swift success. Another key is its focus on collaborative partnerships,

whether with clients and employees or valued subcontractors and suppliers like steelmakers BlueScope Steel and Onesteel. “We work with them to develop innovative solutions that will increase productivity and ultimately reduce cost,” says Tallon. Working closely with clients and suppliers, Civmec creates an invaluable environment of transparency and trust.

“We picked the right clients and the right partners,” says Tallon.

BlueScope Distribution, XLERPLATE® and XLERPLATE LITE® are registered trademarks of BlueScope Limited.

BlueScope Distribution9 Bradford Street, Kewdale WA08 6250 1000bluescopedistribution.com.au

MANUFACTURING PROCESSING WAREHOUSING DISTRIBUTION

As the market leading sales and distribution arm of BlueScope Limited, partnering with local businesses to deliver a reliable, Australian made product is our priority.

Our depth of stock available for next day-delivery is unrivalled in WA, and allows us to support our customers facing increasingly constrained delivery schedules. The scale of our operations and warehouse delivers a competitive price and industry leading range.

Having an experienced team of steel professionals working with our customers allows us to deliver supply solutions to combat increasingly competitive landscape of the Australian steel market.

BlueScope Distribution’s core products and markets:

• Mild Steel Plate• High Tensile Plate• Laser Plate• Quench & Tempered Plate

• Tubular RHS• Commercial & ERW Pipe• Sheet & Coil• Merchant Bar

BlueScope Distribution is proud to be associated with Civmec, providing quality steel products and supply solutions.

PROUD SUPPLY PARTNERS OF CIVMEC

BlueScope Distribution, XLERPLATE® and XLERPLATE LITE® are registered trademarks of BlueScope Limited.

BlueScope Distribution9 Bradford Street, Kewdale WA08 6250 1000bluescopedistribution.com.au

MANUFACTURING PROCESSING WAREHOUSING DISTRIBUTION

As the market leading sales and distribution arm of BlueScope Limited, partnering with local businesses to deliver a reliable, Australian made product is our priority.

Our depth of stock available for next day-delivery is unrivalled in WA, and allows us to support our customers facing increasingly constrained delivery schedules. The scale of our operations and warehouse delivers a competitive price and industry leading range.

Having an experienced team of steel professionals working with our customers allows us to deliver supply solutions to combat increasingly competitive landscape of the Australian steel market.

BlueScope Distribution’s core products and markets:

• Mild Steel Plate• High Tensile Plate• Laser Plate• Quench & Tempered Plate

• Tubular RHS• Commercial & ERW Pipe• Sheet & Coil• Merchant Bar

BlueScope Distribution is proud to be associated with Civmec, providing quality steel products and supply solutions.

PROUD SUPPLY PARTNERS OF CIVMEC

SUPPLIER PROFILE

Since 1915 the steel industry has been an essential part of Australia and its economy. BlueScope’s heritage traces back to the very beginning. Our history has always been in steelmaking - but the future lies in selling Australian innovation, technology and expertise to the booming Asian and global growth markets. BlueScope’s business has been built on the strength of our global partnerships, global networks and global brands. Our track record of successful global partnerships enables us to prosper in widely diverse markets. In India, we have established a joint venture with the highly respected Tata conglomerate, a joint venture in Saudi Arabia is opening new opportunities in that expanding market, in North America, our 50:50 North Star BlueScope Steel joint venture with Cargill continues to perform strongly, and our joint venture with Nippon Steel - NS BlueScope Coated Products - will open exciting new markets and opportunities in Asia. Equally important are our successful partnerships with our customers. Many of our customers are Fortune 500 companies, and we can help them realise significant savings in the total cost of their buildings by reducing construction schedules. Our global networks are another great BlueScope strength, with more than 100 facilities in 17 countries, employing over 16,000 people serving thousands of customers. Website: www.bluescopedistribution.com.au

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C IVMEC

“We grew fast but it is sustainable and with every move into new areas—whether it be location or capability—we ensured the business was ready for it.”

The right projects Civmec has been involved in an array of ambitious key projects that highlight its interdisciplinary strengths, from metro-based infrastructure in Elizabeth Quay to refractory installation with INPEX’s Ichthys Project in Darwin.

Civmec’s capabilities are tested even further with progressive projects under current construction like Shell’s Prelude Floating Liquefied Gas Facility (FLNG). Civmec was awarded a master service order contract by frequent collaborator Technip in August 2014. “This is one of the most exciting projects globally as it is the first FLNG project in the world,” says Tallon. “Our involvement includes the supply, fabrication and testing of subsea components for the development. The main challenge is to deliver these products to the high quality and high specification expected from our client, Technip, and the owner, Shell.”

SMP Works on Yandi

Sustaining project

CEO Pat Tallon -

CCIWA Presentation

“Every Civmec location is strategic to ensure we are well-positioned to service our clients and the sectors”

– Pat Tallon, CEO

Esperance Port had a specific remit for suspended (hanging) scaffold on a planned shutdown for the blasting and painting of a conveyor structure over the water. The required scaffold was to be 25m long x 8m wide x 12m high with 5 working platforms on both sides and a full dance floor deck top and bottom. We also had to achieve a maximum dead load weight of 450kgs per linear metre, which was impossible with conventional steel scaffolding.

Due to an approaching deadline there was little time to achieve this.Due to an approaching deadline there was little time to achieve this.

SMS came to the rescue with 'SCAFFMAN 9 - ALLOY 220 SCAFFOLD SYSTEM'

The result was a set of 3 craneable and light weight scaffolds rated at 450kgs SWL (Medium Duty), which comfortably complied with the dead load weight restrictions whilst allowing major works to be performed based on the working duty required.

TheThe craneable engineered design reduced the build time by 50% and the dismantling time by 70% resulting in massive time reductions and down time for the conveyor.

SMSSMS director Mark Welsh said ‘’We were set a technical challenge that I knew our Scaffman 9 Alloy 220 system scaffold was perfectly suited to. This is a first in Australia and I am very happy with the result, as is the client. I look forward to taking this concept to a wider field of customers as the benefits are phenomenal!’’

“An Australian First” at Esperance Port

Scaffolding Management Services

Ph: 08 6424 801263-67 Division StreetWelshpool WA 6106

Email: info@scaffman.com.au

www.scaffman.com.au

“SCAFFMAN 9” ADVANCED GUARD-RAIL

CIVMEC C O N S T R U C T I O N

www.c ivmec.com.au 6 3

Even more recently, Brookfield Multiplex Engineering and Infrastructure Pty Ltd awarded Civmec with the new Perth Stadium Steelwork Package contract, a contract that includes the fabrication and installation of roughly 14,500 tonnes of steelwork for the highly anticipated new Perth Stadium. “This project is evidence of how globally competitive Australia can be when it comes to fabrication, while providing client surety of delivery,” says Tallon.

Pursuing growth abroad As a key part of its efforts to stay competitive and offer a high level of service, Civmec has been expanding to meet the needs of clients overseas. “Civmec growth strategy has always involved expanding overseas when the business was

Esperance Port had a specific remit for suspended (hanging) scaffold on a planned shutdown for the blasting and painting of a conveyor structure over the water. The required scaffold was to be 25m long x 8m wide x 12m high with 5 working platforms on both sides and a full dance floor deck top and bottom. We also had to achieve a maximum dead load weight of 450kgs per linear metre, which was impossible with conventional steel scaffolding.

Due to an approaching deadline there was little time to achieve this.Due to an approaching deadline there was little time to achieve this.

SMS came to the rescue with 'SCAFFMAN 9 - ALLOY 220 SCAFFOLD SYSTEM'

The result was a set of 3 craneable and light weight scaffolds rated at 450kgs SWL (Medium Duty), which comfortably complied with the dead load weight restrictions whilst allowing major works to be performed based on the working duty required.

TheThe craneable engineered design reduced the build time by 50% and the dismantling time by 70% resulting in massive time reductions and down time for the conveyor.

SMSSMS director Mark Welsh said ‘’We were set a technical challenge that I knew our Scaffman 9 Alloy 220 system scaffold was perfectly suited to. This is a first in Australia and I am very happy with the result, as is the client. I look forward to taking this concept to a wider field of customers as the benefits are phenomenal!’’

“An Australian First” at Esperance Port

Scaffolding Management Services

Ph: 08 6424 801263-67 Division StreetWelshpool WA 6106

Email: info@scaffman.com.au

www.scaffman.com.au

“SCAFFMAN 9” ADVANCED GUARD-RAIL

Scaffolding Management Services’ was formed in 2001 and has established itself as a professional organisation supplying scaffolding and access services to the Industrial, Mining, and Resource sectors, both onshore and offshore Australia wide. SMS is a privately owned West Australian company, with quality assurance acreditation to AS/NZS ISO 9001:2001. We operate under our own Health, Safety and Environment system which is compliant with AS/NZS 4801. Since 2001, we have provided our customers with ‘Project Access Management Solutions’, with the ability to quickly and effectively introduce specialist equipment and personnel to any site any-where at short notice. SMS have demonstrated our capabilities on numerous projects over the past 14 years with some significant achievements under our corporate belt. Website: www.scaffman.com.au

SUPPLIER PROFILE SMS – SUPPORTING CIVMEC SINCE 2010

SUPPORTING AUSTRALIA’S BEST WITH THE RIGHT GEAR FOR THE BIG JOBS

134040OUR KNOWLEDGEYOUR CHOICE

Onsite Rental Group congratulates Civmec on being awarded “Company of the Year” by Subsea Energy Australia. And just quietly, we’re stoked that Civmec has chosen us to be their sole equipment rental solutions provider and we support the shared growth of our businesses.

onsite.com.au

CIVMEC C O N S T R U C T I O N

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ready,” says Tallon. “We have been successful in making Civmec competitive here so naturally we want to ensure the expansion overseas provides the same result.”

To help in ensuring a smooth and successful expansion plan, Civmec has looked to smart strategic partnerships with synergistic businesses like Technip.

“Through various projects including Prelude and the Wheatstone spool package, we have developed a strong working relationship with Technip,” says Tallon, noting that acquisition of Technip’s Indonesian subsidiary PT Global Industries is currently in the due diligence phase. “If complete, this acquisition will strengthen our working relationship and offer Civmec further opportunities to work with Technip on projects Henderson workshop

SUPPORTING AUSTRALIA’S BEST WITH THE RIGHT GEAR FOR THE BIG JOBS

134040OUR KNOWLEDGEYOUR CHOICE

Onsite Rental Group congratulates Civmec on being awarded “Company of the Year” by Subsea Energy Australia. And just quietly, we’re stoked that Civmec has chosen us to be their sole equipment rental solutions provider and we support the shared growth of our businesses.

onsite.com.au

Our Knowledge, Your Choice is the tagline that sums up Onsite’s philosophy. Onsite employs product specialists for every product in every region of Australia to offer expert advice on equipment application (Our Knowledge).Onsite also remains 100% independent of equipment manufacturers so our product specialists are free to offer unbiased advice on the right product for your project or application (Your Choice).Our Knowledge Your Choice underpins every aspect of Onsite’s business.Website: www.onsite.com.au

SUPPLIER PROFILEONSITE RENTAL GROUP

• Air, Sea and Road freight• Specialists in Project and Out of Gauge Cargo• Trade consulting and Tariff advice• Cargo packaging, handling and transport options• Australian Customs and Quarantine regulations Import and Export transactions

EDI International Freight Management Pty Ltd is a proudly Australian owned international freight forwarder and customs clearing house with offices and agents throughout all Australian ports. We work alongside competent partners throughout all major trade lanes worldwide.

“You Can Count on Our Strengths in Service Excellence and Uncompromising Quality”.

Telephone : +61 8 6323 1760 | Email : perth@edicustoms.com.auwww.edicustoms.com.au

www.onesteelmetalcentre.com

STRUCTURAL • TUBULAR • BAR • PLATE • COLUMNS • CHANNELS • ANGLES • REINFORCING • PROCESSING

Proudly supplying Civmec projects

“ Can you provide a total steel solution to simplify my steel projects from start to finish?”

we can.OneSteel Metalcentre is Australia’s only truly integrated steel supplier. With the support and stability of Arrium Mining and Materials and a nationwide branch network, we are uniquely positioned in every city and region to provide products and services to a wide range of market segments including mining, engineering, construction and manufacturing. Combine this with our project management, technical expertise and the ability to seamlessly access processing and finishing resources as required, you’re partnering with a business that aims to understand, make it easier and deliver.

Nammuldi Below Water Table (Rio Tinto, WA)

Yandi Sustaining Project (Rio Tinto, WA)

Mungari Gold Project (La Mancha Resources, WA)

Finucane Island Blending Yards (BHP Billiton, WA)

Marandoo Expansion (Rio Tinto, WA)

Hope Downs 4 Expansion (Rio Tinto, WA)

Finucane Island Expansion (BHP Billiton, WA)

Gorgon Downstream LNG (Chevron, WA)

Yes,

Perth08 9418 9877

OneSteel Metalcentre Perth – 1 Howson Way, Bibra Lake

CIVMEC C O N S T R U C T I O N

www.c ivmec.com.au 6 7

worldwide—as well as giving us the opportunity to expand our offering to other clients globally.”

Increasing growth domestically While Civmec has turned its sights overseas, cementing opportunities in Australia is as high a priority as ever. To maximise its domestic growth strategy, Civmec recently opened

new offices in Sydney and Gladstone. According to Tallon, the Sydney

office will allow Civmec to further pursue infrastructure projects along the Eastern Seaboard, sustaining capital and maintenance opportunities in the mining and oil and gas sectors, and defence work through Civmec DLG, an incorporation in conjunction with

Civmec Henderson, WA

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CIVMEC

local Indigenous company David Liddiard Group. While initially taking a short-term lease at Gladstone, this will allow Civmec to deliver maintenance and refractory projects within the region to leverage off already delivered and ongoing projects —in the area to ensure the Gladstone site becomes a permanent strategic location .

“Every Civmec location is strategic to ensure we are well-positioned to service our clients and the sectors,” says Tallon. “The offices in Sydney and Gladstone feed into our growth

Aerial view of Civmec facilities in Henderson

SERVICE &MAINTENANCE

24/7

• Specialised HVAC mining services• Industrial, commercial & retail air

conditioning & mechanical services• After sales service & breakdown• Planned preventative and tailored

maintenance programs•• Plant refurbishment works• Capital equipment upgrades• New project construction works

AIRCOR Mechanical Services are a wholly owned Western Australian company specialising in all aspects of the air conditioning and mechanical services industry with a reputation for providing quality and excellence.

U2 , 16 Jacquard Way, Port Kennedy WA 6172Office: (08) 9591 6444 / Fax: (08) 9524 6922

Email: sales@aircor.com.au

When Quality & Service Matter

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C IVMEC

Accropodes for Wheatstone project

strategy as we look to expand our geographic footprint nationally.”

The multi-disciplined Civmec difference The traits that set Civmec apart from the competition are the same traits that are considered at Civmec to be true points of pride for the company.

“Our main differentiator is our multi-disciplined service offering, where we are able to apply our ever-expanding capabilities across sectors,” says Tallon. “Additionally, we pride ourselves on our ability to treat all parties—whether client, subcontractor, supplier or employee—as stakeholders.” This stakeholder state of mind extends to Civmec operating on an “open door” policy of transparency and honesty, ensuring that

“We have identified many infrastructure opportunities all across Australia and we are targeting to win”

– Pat Tallon, CEO

Welding super duplex LNG piping

C O N S T R U C T I O N

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C IVMEC

clients and employees have access to senior management.

Civmec’s commitment to continually reinvest in its capabilities is a principle that applies to its people as much as its technology. “At Civmec, we really foster personal and professional growth,” says Tallon. “My philosophy when it comes to people management is to challenge people to be innovative and give them the direction and freedom to realise their true potential.

Of course there is also the smart logistics of its geographical positioning—all means to better serve clients. “Our strategic location at the Australian Marine Complex provides direct access to the wharf,” notes Tallon. “Combined with our various other strategic locations, this enables us to mobilise to site faster which gives Civmec a competitive

edge.”

Building and moving forward Civmec already has a strong history of growth, but that growth is far from over. Moving into the future, Civmec has designs for multiple development paths.

“A large focus for Civmec moving forward is to increase our market share in the Infrastructure and Subsea sectors,” says Tallon, citing a desire to maintain the momentum it has established through its recent and ongoing projects. “We have identified many infrastructure opportunities all across Australia and we are targeting to win.”

Further growth in the Subsea sector will be facilitated through Civmec’s recently completed Specialist Subsea Facility in Henderson, which will help the company meet a rising demand for

“The future looks bright as we grow our geographic footprint and continue delivering vertical packages thanks to our multi-disciplinary, ever-expanding capabilities”– Pat Tallon, CEO

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CIVMEC

Gorgon Wharf Construction Caissons

C O N S T R U C T I O N

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C IVMEC

ability to work with exotic materials and subsea manufacture. “With involvement on Gorgon, Wheatstone and Ichthys with clients such as Technip, FMC Technologies and GE, we hope to grow this business and our reputation for delivering high quality subsea structures to the oil and gas industry,” says Tallon.

In any discipline, Civmec understands that the most significant key to growth is the relationships that it cultivates. “Civmec continue building strong working relationships with clients to ensure ongoing works,” says Tallon. “The future looks bright as we grow our geographic footprint and continue delivering vertical packages thanks to our multi-disciplinary, ever-expanding capabilities.”

Company Information

I N D U S T RY

Construction

and engineering

modularization

H E A D Q U A RT E R S

16 Nautical Drive

Henderson

WA, Australia

6166

F O U N D E D

2009

E M P L O Y E E S

1500 approx

R E V E N U E

$430 Million

P R O D U C T S /

S E R V I C E S

Construction

Shamrock CivilDelivering Certainty: Shamrock CivilCEO Andrew Kerr discusses recent and upcoming projects, the company’s expansion into PNG, as well as highlighting Shamrock Civil’s commitment to client relationships and safety.Written by: Robert Spence Produced by: Bryan Giles

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SHAMROCK CIV IL

Shamrock Civil operates across five offices in Australia and Papua New

Guinea, delivering services to the gas and mining, transport infrastructure, commercial, defence and government development sectors. Their civil construction services include bulk earthworks, roadworks, demolition, large scale electric, plumbing and communications services.

Shamrock Civil has been providing safe, sustainable and smart solutions since 1994. Along with the company’s comprehensive service offering, they are committed

to their clients and place value and emphasis on creating and maintaining long term relationships.

Projects at hand Shamrock Civil is currently engaged in a variety of new projects in Australia. The latest is a $16 million infrastructure project in Papua New Guinea to upgrade road and bridge links in the Manus Province

“The project involves the upgrade of 26 kilometres of road from the airport to the township,” said Andrew Kerr, CEO of Shamrock Civil.

The scope of works includes earthworks, pavement, road repairs

Manus Island Project

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Kin Kora Stage

and reconstruction, bridge repair, construction of road furniture, kerb and channel, bitumen sealing works, stormwater drainage works, and bank protection.

According to Mr Kerr, the company has been awarded additional scope of work due to its exceptional performance on the project. “The Repairs and Renovations contract on Manus Island have launched us into the international construction arena,” Mr Kerr said.

The project is estimated to be completed by January 2016.

Shamrock Civil has recently expanded its geographic footprint down the eastern seaboard to Melbourne, where the company is currently performing works for Transpacific Cleanaway. As principal contractor on the Victory Road Cell 4B

“We work hard to attract and retain quality employees so that clients, partners and our people gain the advantage of having access to both seasoned experts and promising young talent”– CEO Andrew Kerr.

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(Phase 2) project, the scope of works involve landfill cell reconstruction, subgrade works groundwater collection system, clay liner and leachate collection system.

Next in line is the New Generation Rolling Stock (NGRS) Maintenance Facility in Wulkuraka. The project, which aims to increase train fleets to meet the growing demand for rail services in Queensland, will see the company perform a wealth of services, including cut and fill earthworks, pavements and in-ground services.

“The project has achieved over 140,000 hours without LTI (Lost Time Injury) and MTI (Medical Treatment Injury),” said Mr Kerr. “This is a significant accomplishment that represents our commitment to the ‘Safety for Life’ initiative, which promotes the links between health and safety at work and at home.”

Another project in the works for Shamrock Civil is the Kin Kora Stage 2 Intersection Upgrade. According to Mr Kerr, the project involves replacing an existing roundabout with traffic signals in one of the

SHAMROCK CIV IL C O N S T R U C T I O N

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busiest intersections in Gladstone.“Construction to date has included

installation of new stormwater drainage lines, vegetation removal, earthworks, installation of temporary concrete footpath and bus stop and the installation of a 600mm RCP under road bore,” said Mr Kerr.

“We are on track to open to traffic in early 2016,” he added.

In addition, Shamrock has completed the Ocean Drive Slope Stabilisation project in NSW, their first contract in the region. Although the company encountered 20 days of wet weather, it was delivered ahead of schedule.

“The works were performed for Richmond Valley Council and consisted of slope stabilisation using gabion baskets and boulder walls along the shore line of the Evans River,” said Mr Kerr.

“The 20 days of wet weather was mitigated by sequencing the gabion basket installation works and self-performing critical elements of the works ourselves.”

Projects in Papua New Guinea In an effort to expand its horizon while showcasing its versatility, the company has recently established

Making safety a priority on site

Manus Island Project 2

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a local company in Papua New Guinea, named Shamrock PNG Ltd (SPNG).

“We have over 10 employees established in our two offices, one in Port Moresby and one on Manus Island to cater for the growing demand in PNG,” said Mr Kerr.

For Mr Kerr, it’s only the tip of the iceberg. The company was recently awarded the Tari to Komo Highlands project for the Department of Works and Implementation.

“The project is comprised of upgrading and sealing a 42 kilometre section of road, as well as culverts, bridge works and services in the Hela Province.”

In addition, the company recently completed a $76 million joint-venture project for leading natural gas explorer and producer QGC.

“The BCIX Ponds Package project reached completion in March 2015,” said Mr Kerr. “We saw some outstanding results from our teams delivering the scope of works to the client’s design specification, 1000 days LTI and MTI free, eight weeks ahead of schedule, on budget and without any variations.”

Mr Kerr added, “We maintain a strong working relationship with Golder Associates and QGC and look forward to working with them into the future.”

Winning culture Shamrock Civil is committed to attracting and retaining the best employees in the business by investing in them over the long term. That

Leslie Zeeman Director

Andrew Kerr CEO

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SHAMROCK CIV IL

philosophy has cultivated into a winning culture.

“We work hard to attract and retain quality employees so that clients, partners and our people gain the advantage of having access to both seasoned experts and promising young talent,” said Mr Kerr.

According to Mr Kerr, diversity is another aspect the company continuously seeks to improve.

“Shamrock Civil strives to create an inclusive culture in which difference is recognised and valued. We understand the significant of

fostering a diverse workforce and are committed to increasing the representation of women, and achieving a greater balance of gender, ethnicity and nationality throughout our operations.”

With employees in mind, the company has implemented a wide range of programs to further the skills and opportunities for their staff.

“We offer our employees opportunities to practice and extend their professional capabilities through tertiary education, apprenticeships, course and

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graduate programs.”Two components close to Shamrock Civil’s core

are safety and community.“The health and safety of our people is our

number one value,” said Mr Kerr. “Our strong health and safety culture can be attributed to our ‘Safety for Life’ initiative, which focuses on providing a supportive working environment for our employees, subcontractors and partners. The Safety for Life Program has been effective throughout the company by reminding employees to stop and think twice about what they are doing and if their activity is safe. Practicing this daily can save a life.”

Last but certainly not least, Shamrock Civil is committed to leaving a lasting legacy in the communities in which it operates. The company is keen on assisting local communities through infrastructure, employment and training.

“We are active participants in our local community, sponsoring fundraisers such as the Camp Quality Charity Golf Day. Our employees dedicate their time into helping those who need it most, with all of our proceeds from the Golf Day going to children living with cancer.”

The company delivers tangible benefits as well. Shamrock Civil has recently donated $10,000 to Our Lady of Sacred Heart International School in Kavieng, Papua New Guinea. This support took the rugby league students to the Confraternity Cup in Brisbane, to play with local Brisbane students.

Company Information

I N D U S T RY

Construction

H E A D Q U A RT E R S

195 Cobalt St

Carole Park,

Queensland, Australia,

4300

F O U N D E D

1994

E M P L O Y E E S

200

R E V E N U E

N/A

CWP RenewablesSuccess in a changing environmentAt the forefront of renewable energy development, CWP Renewables have made their mark Written by: Eric Harding Produced by: Vince Kielty

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CWP RenewablesSuccess in a changing environmentAt the forefront of renewable energy development, CWP Renewables have made their mark Written by: Eric Harding Produced by: Vince Kielty

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CWP RENEWABLES

After building landmark projects in Europe, Continental Wind Partners

came to Australia in 2008 where it partnered with Wind Prospect and created CWP Renewables. With over two decades of renewable energy development experience from 3,500 MW of installed capacity across 10 countries, CWP Renewables brings world-class renewable energy development expertise to Australia.

The company has developed a substantial wind energy portfolio throughout NSW, complimented by a fresh expansion into medium to large scale solar in NSW and Queensland. CWP Renewables

development strengths lie in excellent stakeholder relationships and well sited projects.

Migration From Europe Before entering the Australian industry, Continental Wind Partners was established in Europe in 2006, specializing in wind and solar development in the new EU countries such as Poland, Romania and Bulgaria. In 2012 came the completion of the Fantanele Wind Farm, the company’s flagship project valued at €1.3 billion, the largest ever private investment in Romania and Europe’s largest wind farm development.

“We initially focused on Eastern

Bombala blade display-students of Bombala primary and secondary

schools joined wind farm staff in Bombala to get up close to a 48 metre

long blade on its way from the Port of Eden to Boco Rock Wind Farm

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CWP RENEWABLES

Turbine components for Boco Rock Wind Farm’s 67 turbines travelled

179 km from the Port of Eden to the project site

European countries, where we saw a good opportunity to bring renewable energy into the mix,” said Alex Hewitt, CWP Renewables’ Managing Director and co-founder of Continental Wind Partners. “These countries had recently become aligned with European renewable energy legislation. The time was right and we responded - we founded the company, built a team and established a network of offices across the region.

“We raised capital from a mixture of funds and individual investors, and embarked on the development of a wind portfolio in that region. Within 20 months we had started construction of our first wind farm”

“We have a close-knit dynamic team at CWP Renewables, and our biggest strength lies in our strong communication and team work”– Alex Hewitt, Managing Director

CWP RENEWABLES

• Telecommunications and broadcasting impact studies• TV/Radio Field Surveys and interference investigations• Design of project radio links

Lawrence Derrick & AssociatesCONSULTING SERVICES FOR WIND FARMS

4 Gilmour Road, Camberwell, Vic 3124Phone: 03 9889 3443 | Fax: 03 9889 1587

Email: lderrick@bigpond.com

Radio Licencing Engineering Consultants&

ADVICE | TRANSACTIONS | DISPUTESDomestic & Cross Border

www.tglaw.com.au Sydney | Melbourne | Brisbane | Adelaide

For further information, or to find out more about our recent wind farm development work, please contact:

David Beer I Partner +61 8 8236 11250403 069 827 djbeer@tglaw.com.au

Chris Kelly I Senior Associate+61 8 8236 1169 0402 883 848 ckelly@tglaw.com.au

THOMSON GEER IS PROUD TO HAVE WORKED WITH CWP RENEWABLES ON THE BOCO ROCK WIND FARM DEVELOPMENT.

Thomson Geer is a large Australian law firm providing legal advice across all legal areas to corporate Australia including Corporate/M&A, Construction, Dispute Resolution, Energy and Resources, Property, Superannuation, Telecommunications and Employment.

Boco Rock Wind Farm: “Delivering Energy. Powering Communities.” Closer to home, Boco Rock Wind Farm in southern NSW is the company’s first completed Australian project and a testament to the company’s development and asset management expertise. The 113MW project was developed by the company’s Newcastle based office from 2008. The same team then saw the project through financing and construction before

delivering the fully operational wind farm in January 2015.

CWP Renewables, working with GE and ANZ, successfully financed the project for $360 million, bringing together a lending consortium of five banks, and the Electricity Generating Public Company Limited (EGCO) through the sale of equity. Boco Rock enabled EGCO to expand its renewable portfolio and enter the Australian market. In 2014 the project won Wind Finance Deal of the Year for the Asia-Pacific

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region by Project Finance Magazine in recognition of the complexity of the financing in what was a challenging time.

CWP Renewables retained the role of asset management of the project, and oversaw the GE/Downer construction consortium through construction and then through operations. The company’s dedication, tenacity and innovative problem solving saw the project successfully constructed ahead of schedule, with positive outcomes for all stakeholders. The hard work that went into maintaining a social license to operate was recognised by the Clean Energy Council when the peak industry body awarded CWP Renewables the 2014 Community Engagement Award for their work at Boco Rock Wind Farm.

“It’s a project we’re very proud of and more importantly so are the local community” said Hewitt.

“We’ve got a dynamic team, who confidently met the challenges of developing, financing, constructing and operating Boco Rock Wind Farm. And we’re ready to do it all again.”

“We’ve got another four projects in the pipeline, and with renewed bipartisan support for the Renewable Energy Target, we’re getting on with the job of making them a reality. We’re eager to start financing the next project within 6 months.”

Sapphire Wind Farm At the top of the company’s list is Sapphire Wind Farm, a 320 MW project in the Northern

Turbine installation at

Taralga Wind Farm

“We’ve had a very successful run because our development team work hard to genuinely engage and consult with the community”– Alex Hewitt, CWP Renewables managing director

Boco Rock Wind Farm

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CWP RENEWABLES

Tablelands of NSW.“Sapphire Wind Farm is a fantastic project

with a lot of potential. We are also planning to incorporate solar and potentially pumped hydro within the project. It’s fully approved and our team is now talking to investors,” said Hewitt.

The company’s other projects; Crudine Ridge Wind Farm, Bango Wind Farm and Uungula Wind Farm, are also waiting in the wings.

“We develop great projects, and we’re looking forward to steadily rolling them out over the coming years,” said Hewitt.

The CWP Renewables team Hewitt believes success comes from having the right people that can work cohesively as a unit and CWP Renewables has that “A team.”

“We have a close-knit dynamic team at CWP Renewables, and our biggest strength lies in our strong communication and team work,” said Hewitt. “We work on a common platform and collaborate to solve problems, develop innovative solutions and work to our strengths. Our managers mentor and nurture new employees, and drive ownership and confidence.

We’re a responsive and adaptive team as well. While the last 18 months saw a freeze in the large scale wind energy market, we took the opportunity to effectively expand into asset management operations and large scale solar development,” said Hewitt.

More than 1000 people

turned out to meet

staff and tour the wind

farm at Boco Rock’s

Community Open Day

held in November 2014

Alex Hewitt and Ed

Mounsey celebrate as

CWP Renewables wins the

Clean Energy Council’s

Community Engagement

Award in 2014

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CWP RENEWABLES

Collaborating for success CWP has also excelled in creating a good relationship with its supply chain, which Hewitt believes is a basic principal of a good business.

“We like to engage our key suppliers early in the process,” said Hewitt. “They have a lot to contribute to project design and efficiency, particularly the turbine manufacturers and construction contractors. It makes sense to engage them early to use their experience and knowledge, and that goes for every market.”

CWP Renewables isn’t just

another face in the crowd of the renewable energy industry. The company separates itself from its competitors by working very closely with the communities it does business in, placing an emphasis on stakeholder engagement and building a strong social license to operate.

“We’ve had a very successful run because our development team work hard to genuinely engage and consult with the community,” said Hewitt. “We strive to deliver projects that are well-liked by the local community and a wide range of

CWP asset manages Taralga Wind Farm

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CWP RENEWABLES

project stakeholders, and we’ve managed to build a great track record with that”.

Looking to the future One of the aspects that excites Hewitt most is that the renewable energy industry is still relatively new and fragmented. Although CWP Renewables is classified as a mid-sized developer, it has seen massive growth over the years, and continues to adjust and seek out new opportunities.

CWP has expanded into Asia during the last 18 months and is looking to create a large portfolio of mixed renewable energy generation, combining wind and large-scale solar power as well as small to mid-size diesel replacement initiatives.

The company has opened an office in the Indonesian capital Jakarta, while also entering a joint venture to build a significant wind farm portfolio across Indonesia. CWP is also establishing relationships and screening potential projects in the Philippines.

“The last 18 months have been a difficult time for our business and the entire sector in Australia,” Hewitt explained.

“But while Australia has slowed down, we’ve expanded into Asia and have started building tremendous opportunities over there. The demand for electricity and in particular renewable energy in the SE Asian countries is huge.”

“We have an exciting future ahead of us both in Australia and abroad.”

Company Information

I N D U S T RY

Energy

H E A D Q U A RT E R S

Floor 6, 45 Hunter

Street

Newcastle, NSW,

Australia, 2300

F O U N D E D

2008

P R O D U C T S /

S E R V I C E S

Renewable Energy

Transfield Worley Power ServicesThe leader in power generation With experience covering over 10,000 megawatts across 43 sites, TWPS is the largest independent operations and asset services provider to the power generation market in AustraliaWritten by: Stephanie C. Ocano Produced by: Bryan Giles

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TRANSFIELD WORLEY POWER SERVICES

Since its establishment in 2004 as a specialist provider of operations and asset

services to the power generation sector in Australia, Transfield Worley Power Services (TWPS) has led the industry with innovation, expertise and skill.

Working for large-scale utility owners, project developers, institutional investors, private equity firms, mining and oil and gas owners that require power generation for remote facilities, TWPS continues to support the needs of clients such as AGL, Synergy, Genesis Energy, and BHP Billiton to deliver energy safely,

efficiently, and cost effectively. In a recent interview, David Taylor,

Executive Manager of Strategy and Development at TWPS, discussed the company’s expansion into New Zealand and Southeast Asia, the art of customer attraction and retention, and how one company continues to lead the provision of operations and asset services to the power generation sector.

Q. How has TWPS managed to remain a leading force and what separates it from the competition?

Collie Power Station

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TRANSFIELD WORLEY POWER SERVICES

Kemerton Power Station

The two key things that make TWPS so different from everyone else are definitely safety and innovation. TWPS has a very strong track record, particularly in the improvement of safety outcomes over the last three years, and is now leading the power industry sector.

The second key factor is the innovation that is shown by everyone throughout the organization, and the ability to develop new solutions and approaches that either enhance safety, increase productivity or deliver cost savings to our clients.

Q. What is the relationship between TWPS and its parent companies Transfield Services and WorleyParsons? TWPS is a fully-incorporated company with both of those companies each owning 50 per cent of

“When we need some support, it is great to have [Transfield Services and WorleyParsons] standing behind us”– David Taylor, Executive Manager of Strategy and Development

• Hot or cold vulcanising of conveyor belts• Rubber lining and pulley lagging• Installation of all conveyor products provided• Breakdown service for all conveyor and belt repairs• Conveyor condition auditing and reporting• Hiring of Sanki conveyors

TMH employs a team of highly skilled conveyor technicians and provides a 24/7 service covering:

• All types of conveyor belting, smooth or chevron, rubber or PVC• Mechanical belt fasteners• Bucket elevators and their components• Belt cleaners, belt positioners, belt trackers and impact beds• Conveyor pulleys, idlers, rollers and frames• Sanki conveyors•• Powered roller and gravity conveyors

Our conveyor products offered include:

TMH is based in Perth and Bunbury, employs over 26 personnel and has been established in Western Australia for over 25 years. TMH is considered a specialist in the conveyor industry, providing market leading conveyor products and a 24/7 service for installation and ongoing maintenance.

INDUSTRIES COVERED:

MINING AND QUARRYING

AGRICULTURE AND FOOD

WASTE RECYCLING

RESOURCE RECOVERY

LOGISTICS/AIRPORT

PRPRINTING

POWER STATIONS

T.M.H. Total Materials Handling Pty Ltd228 Collier Road, Bayswater6053, Western Australia

Tel: 08 9370 5577Fax: 08 9272 6488Email: sales@tmh.net.au

Enquiries 08 9370 5577

www.tmh.net.au

TRANSFIELD WORLEY POWER SERVICES

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the business. We have a board of directors comprising representatives from both WorleyParsons and Transfield Services, and an executive management team responsible for the management of the business

We -regularly engage with our shareholders—whether it be from a strategic perspective, a business development and marketing perspective, or from an operational execution perspective. Our ability to draw on the depth of expertise and resources of both of the shareholders as required enables us to mobilize to sites quickly and

access world class expertise in power generation.

WorleyParsons has worked on over 190,000 megawatts of power generation around the world, so we have access to that global expertise. With Transfield Services, we leverage their systems for delivery and resources in three countries around the world.

When we do need support, it is great to have those two large companies standing behind us, and this also provides comfort for our clients

• Hot or cold vulcanising of conveyor belts• Rubber lining and pulley lagging• Installation of all conveyor products provided• Breakdown service for all conveyor and belt repairs• Conveyor condition auditing and reporting• Hiring of Sanki conveyors

TMH employs a team of highly skilled conveyor technicians and provides a 24/7 service covering:

• All types of conveyor belting, smooth or chevron, rubber or PVC• Mechanical belt fasteners• Bucket elevators and their components• Belt cleaners, belt positioners, belt trackers and impact beds• Conveyor pulleys, idlers, rollers and frames• Sanki conveyors•• Powered roller and gravity conveyors

Our conveyor products offered include:

TMH is based in Perth and Bunbury, employs over 26 personnel and has been established in Western Australia for over 25 years. TMH is considered a specialist in the conveyor industry, providing market leading conveyor products and a 24/7 service for installation and ongoing maintenance.

INDUSTRIES COVERED:

MINING AND QUARRYING

AGRICULTURE AND FOOD

WASTE RECYCLING

RESOURCE RECOVERY

LOGISTICS/AIRPORT

PRPRINTING

POWER STATIONS

T.M.H. Total Materials Handling Pty Ltd228 Collier Road, Bayswater6053, Western Australia

Tel: 08 9370 5577Fax: 08 9272 6488Email: sales@tmh.net.au

Enquiries 08 9370 5577

www.tmh.net.au

TMH is especially proud of its association as a trusted supplier to TWPS Collie Power Station. TMH has been providing TWPS Collie Power Station with rubber conveyor belting and belt conveyor products such as cleaners and positioners and providing round the clock service for breakdowns, repairs and installation of the conveyor products provided. TMH has an unblemished safety record at TWPS Collie Power Station and prides itself on its responsiveness, understanding and solution of TWPS Collie Power Station conveying requirements.

TMH is an authorised agent for Sanwest, Flexco, 4B and Forbo Movement Systems in Western Australia.

Website: www.tmh.net.au

SUPPLIER PROFILE TMH

Loy Yang A Power Station

SERVICE &MAINTENANCE

24/7

• Specialised HVAC mining services• Industrial, commercial & retail air

conditioning & mechanical services• After sales service & breakdown• Planned preventative and tailored

maintenance programs•• Plant refurbishment works• Capital equipment upgrades• New project construction works

AIRCOR Mechanical Services are a wholly owned Western Australian company specialising in all aspects of the air conditioning and mechanical services industry with a reputation for providing quality and excellence.

U2 , 16 Jacquard Way, Port Kennedy WA 6172Office: (08) 9591 6444 / Fax: (08) 9524 6922

Email: sales@aircor.com.au

When Quality & Service Matter

w w w . a i r c o r . c o m . a u

Q. How does TWPS ensure customer satisfaction and retention? The major focus we have in terms of retaining our customers is ensuring that we successfully meet the safety, performance and commercial outcomes that our customers have engaged us to deliver. Our business is structured around four key values: Commitment, Performance, Innovation and Collaboration. Based on these values, we ensure that we perform to the requirements of our contracts. We make

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TRANSFIELD WORLEY POWER SERVICES

sure that the safety of everyone is at the forefront of our minds and everything we do.

Our other key focus to ensure customer satisfaction and retention is on maintaining strong relationships with our clients, right from the top of the organization down to the site—then comes the innovation. The combination of all those four values really goes a long way to us retaining our contracts and our customers.

Q. What led to the venture into Southeast Asia? Southeast Asia is experiencing strong economic growth and demand for power, and therefore we see that there is a lot of potential to deploy our knowledge, systems, processes and expertise to assist clients in the management of new power generation assets, as well as enhancing the performance of existing assets which may not be achieving the levels of performance envisaged during design and commissioning. Southeast Asia is very much our growth engine.

Q. How do you plan to enter this

new market? There are two components. The first will be assisting customers to improve the efficiency and output of existing power stations—really applying our expertise in how to improve the availability of power generation assets, how to improve the efficiency and output and fix problems or issues that they currently have. That will mobilize us to develop our presence and our brand name in Southeast Asia.

The next phase will be to deliver full operation management services to owners, and particularly financial and institutional investors, in power generation assets in the market.

Q. You recently expanded into New Zealand last year—what is the 5-year agreement between TWPS and Genesis Energy? Genesis Energy engaged TWPS to carry out routine maintenance and outages across their portfolio of thermal and hydro assets throughout New Zealand.

Q. How do both corporations benefit from this relationship? For us, it was very much part of our

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COMPANY NAME

growth strategy to establish ourselves outside of Australia. From our perspective, gaining such a major contract in New Zealand gives us a strong foothold and a strong presence that will enable us to grow over time.

For Genesis, the real advantage was achieving cost savings for them from a much more streamlined contract than they had before. They had around 80 suppliers covering their maintenance before and now they’ve got one—

“We have a very loyal group of people that are passionate about power generation”

– David Taylor, Executive Manager of Strategy and Development

Kwinana Power Station

S E C T O R

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COMPANY NAME

us. The contract is also very flexible and allows for Genesis to change the generation profile and we respond to that in terms of our labour and maintenance profiling. We can bring a lot of expertise to the table in how to drive productivity efficiency and that was one of the major gains that Genesis Energy was looking for.

Q. Safety is a top priority in the power generation field—what initiatives do you have in place to offset risks? We have a robust safety management system across our business. We place a large focus on hazard identification and reporting, which aims to eliminate any safety risks before they occur,

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TRANSFIELD WORLEY POWER SERVICES

and controlling the risk as much as possible. There are daily toolbox meetings that discuss any safety issues and every job has a JSA (Job Safety Analysis) prepared that identifies potential risks associated with a particular task being carried out.

Q. How does the leadership team recruit and maintain a solid workforce at TWPS?

We have a very loyal group of people that are passionate about power generation. Being one of the largest employers in the power generation sector in Australia also creates its own benefits in terms of attracting and retaining employees.

We also maintain databases of casual employees that we can call upon as required to meet peaks in demand such as during outage

Loy Yang A Power Station

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TRANSFIELD WORLEY POWER SERVICES

season. They understand our culture and how we do things so that when they come onto a site, they know how TWPS operates, which reduces risks and improves delivery outcomes.

We also provide opportunities for people to progress throughout the company, which provides career paths for people resulting in higher retention rates.. On the

innovation perspective, we run an internal program called “The Better Ways Program” where individuals are rewarded for coming up with innovative solutions for clients. It’s a monetary award as well as a recognition award.

Q. TWPS engages in a broad range of sectors—from coal to wind power—can you give me a

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TRANSFIELD WORLEY POWER SERVICES

breakdown of your work within these? Coal fired power stations represent around 40 per cent of our business at this point in time, with gas around the same (40 per cent) and

renewables is the remaining 20 per cent.

Globally, there’s a much larger push towards renewables and our business is certainly seeing more requests from customers to assist

Townsville Power Station

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TRANSFIELD WORLEY POWER SERVICES

them with their renewable assets. We expect that over the long term that mix might change to an even share between the three, but it really comes down to a large number of market, regulatory, environmental and social factors. If there is a major shift away from coal fired power stations, which we don’t see in the short to medium term, then we will respond to that.

Q. What can consumers, competitors and industry insiders expect to see from TWPS in the next year or so?

We will definitely be establishing a local presence in Southeast Asia to engage with clients and start to build our business in that region. I expect that we will be putting people up there to solve some of the operational problems that the plants are having in the next year or so.

From a New Zealand perspective, we will continue to work closely with our key client, but we will also be looking to see how we can leverage some of the lessons that we’ve learned in the in the last 12 months and helping other customers outside Genesis Energy to improve their productivity.

In terms of services to our customers, our focus will continue on delivering safe and efficient operations and asset services, but we will also have a greater focus on how we can leverage our expertise asset management to optimize the performance of our customer’s power generation assets.

Company Information

I N D U S T RY

Energy

H E A D Q U A RT E R S

Level 13, 111 Pacific

Highway, North Sydney,

NSW, Australia, 2060

F O U N D E D

2004

E M P L O Y E E S

1K

R E V E N U E

$250 M

P R O D U C T S /

S E R V I C E S

Power generation

A u s t m i n eWritten by Megan Edwards, Membership and Communications Manager

Produced by: Jeffrey Bailey

A u s t m i n eWritten by Megan Edwards, Membership and Communications Manager

Produced by: Jeffrey Bailey

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AUSTMINE

Austmine is the peak industry body in Australia for the mining equipment,

technology and services (METS) sector and we are proud to lead such a dynamic and innovative sector. We promote the advancement and competitive positioning of Australian technology and collaboration and innovation in mining and resources. Austmine has been in existence since 1989 and

has grown significantly over the past two and a half decades.

We currently have over 300 corporate member companies, made up of large OEMs, Engineering Firms and major contractors, innovative SMEs across technology, services, software and equipment and exciting start-ups. Our vision is to make Australia the true global hub for METS and continue to create opportunities for members globally.

Austmine Board and exec staff

M I N I N G

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AUSTMINE

In 2015, Austmine conducted a national survey of the METS sector, as an update to our 2012/2013 survey which discovered METS was a $90 billion a year industry, employing over 340,000 people.

Naturally the state of the market has evolved significantly since our original survey, so in 2015 Austmine focused on how METS companies were adapting to and evolving in light of the current mining industry.

The big focus for many is currently on the customer and reinforcing existing relationships, whether with the end client (67% of companies work directly with the miners), or a partner/contractor. Others however see expansion as the key driver; new industries being targeted are oil and gas, infrastructure and renewable energy; new geographies are the top strategy for some, with the 6 most successful export regions for

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AUSTMINE

Australian METS being Indonesia, USA, New Zealand, Philippines, Chile and PNG. 66% of Australian METS now export, vs. 55% in 2013.

“We are pretty proud of our METS sector in Australia and rightfully so. It is a globally focused, highly innovative, world leading sector,” said Chris Gibbs Stewart, CEO of Austmine. “The Australian Federal

Government has recognised the importance of METS and this year the METS Growth Centre will be launched which will provide a platform for collaboration and bring together industry leaders to solve the big issues which the industry is facing.

This will be a very important initiative as Austmine believes that

M I N I N G

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AUSTMINE

collaboration is the key – both from a strategic and tactical point of view. A close working relationship and open dialogue between miners and suppliers is needed to not only look at today’s issues, but to look further down the road and really understand where we will be in 10 or 20 years’ time.

“Without a doubt miners are facing unprecedented challenges, and now more than ever the METS sector is critical to the on-going sustainability of mining.”

Over the last year, Austmine has been fortunate enough to work closely through events with Rio Tinto, Gold Fields, CMOC Northparkes, Anglo American, Roy Hill, Sirius Resources, PanAust, Glencore, Peabody Energy, AngloGold Ashanti, Newcrest and more, providing our members direct access to senior decision makers within these organisations.

Innovation is one of Austmine’s core values and a fundamental value the sector needs to embrace in order to remain competitive and increase productivity in the future. 63% of companies surveyed reported that innovation was core to their business strategy, driven mostly by a need to remain competitive, but also due to a direct customer request, or a desire to improve internal efficiencies or cost management.

Austmine drives and recognises innovation through our biennial innovation awards, our themed events and webinars and our Innovation Champion profiles, amongst a range of other initiatives currently in planning stages.

Company Information

I N D U S T RY

Mining

H E A D Q U A RT E R S

Suite 206, 80 William

Street, Sydney, NSW,

2011

F O U N D E D

1989

M E M B E R S

300 company members

P R O D U C T S /

S E R V I C E S

Mining Equipment and

Technology Services

(METS) industry body

MinecorpShifting gearsFrom supplying high-quality vehicle equipment to the mining sector to working with the Australian’s Defence Force, Minecorp proves it can roll with an evolving marketWritten by: Eric Harding Produced by: Vince Kielty

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MINECORP

For fleet managers searching for outstanding quality, great results and full regulatory

compliance, look no further than Minecorp.

The Australian leader in safe, sturdy and compliant fleet vehicle modification, Minecorp manufactures and installs fit-out solutions for all commercial fleets, while working with customers to ensure a customised solution with quality automotive accessories, components and a complete vehicle conversion that is fit for purpose when customers need it.

A proud member of its Thailand-based parent company RMA Group, Minecorp traditionally has been heavily involved in the mining and resource sector. A world leader in design, manufacture and installation of light and heavy duty vehicles, purpose-built modified vehicles and fleet solutions, RMA Group has supplied over 45,000 vehicles to a diverse global customer base including major mining sites, non-governmental orgainisations (NGOs), the United States government as well as corporate clients.

As one of Australia’s top suppliers of fleet applications, Minecorp is

Minecorp vehicle fleet

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MINECORP

Minecorp vehicle yard

firmly entrenched as RMA’s only company in the Australian automotive division, and creates a mutually beneficial business environment and the highest possible standards of industry knowledge and service delivery.

With its Australian headquarters located in Brisbane, along with a satellite facility in Perth that conducts vehicle modifications and warehousing in the west Australian market, Minecorp has invested heavily in research and development (R&D) in recent years.

Today, Minecorp caters to much more than just the mining industry. The company has expanded into other commercial fleet markets such as service and utilities vehicles, local government, emergency services and military.

“We promote it pretty heavily externally in terms of our products providing safety for our clients, and we back that up pretty heavily with internal safety systems”

– Angus McIntyre, Minecorp general manager

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MINECORP M I N I N G

www.Minecorp .com.au 1 1 9

Adjusting to the market Most of the company’s expansion is due to the recent downturn of the mining sector, but as all the top companies do, Minecorp has adjusted on the fly and branched out into other industries.

The fall of the industry was a blow to the company’s primary revenue stream, but Minecorp General Manager Angus McIntyre acknowledged the company has always had aspirations of diversifying into other sectors.

“The downturn of the mining sector has both forced us and allowed us to start that

diversification process, which is a good thing long term,” said McIntyre. “But it certainly has been tough and has had a big affect on revenue and turnover.”

Making the transition has had many obstacles, such as ensuring its products are the right fit for these new industries.

“It’s been a challenge in changing that mindset. At the end of the day, there are sectors out there that we probably don’t fit into—that are completely cost-driven, or don’t consider safety and functionality as important as other factors.

Minecorp Manufacturing plant

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COMPANY NAME

“The challenge is proving to some of these newer sectors that the product and the offering that we provide still can fit the purpose of their industry,” said McIntyre. “Their mindset is that we’re mining and therefore probably too expensive for their requirements. Part of the diversification process has been to make sure we’ve got fit-for-purpose products for these other industries as well.”

Branching out Minecorp successfully completed a project for the Australian Defence Force last year, which was the company’s first direct supply project for the military organisation. Minecorp has also turned its focus to commercial construction and civil infrastructure.

Making these contracts even more impressive is how difficult doing business in Australia has been

Minecorp employees, Sepember 2014

S E C T O R

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COMPANY NAME

compared to other parts of the world.“For the industry as a whole, the Australian

economy is just a tough operating environment, and probably has been for a good 2-3 years,” said McIntyre. “Some of our strengths in terms of what might be different from overseas markets is Australian corporations historically put safety at the forefront of business operations That seems to have taken a backward step in the last few years.”

“Cost seems to be the main driver in a lot of less developed markets,” McIntyre continued. “But at Minecorp, we like to think of ourselves as a leader

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MINECORP

in the industry when it comes to functional, safe operational fleet vehicles. We like to offer good value for money, but quality and functionality is very important in terms of our client base and what we offer.”

In-house safety and quality As important as functionality is for Minecorp, the company’s main goal is making safety the priority. As McIntyre described, safety is at the forefront of everything Minecorp does.

“We promote it pretty heavily externally in terms of our products providing safety for our clients, and we back that up pretty heavily with internal safety systems,” said McIntyre. “We spend quite a bit of time promoting that with the staff and making sure we have safe work practices in place. We keep that in mind as we’re delivering projects to clients.”

Minecorp values putting its employees in the best position to succeed. The company provides

Angus McIntyre – General Manager

M I N I N G

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MINECORP

comprehensive induction programs, as well rehabilitation opportunities for non-company employees who may struggle returning to the workforce whether due to an injury or another incident in their lives.

A very integrated business, Minecorp has its own in-house research and development team while also practicing CNC technology in its manufacturing process.

Further expansion In the future, Minecorp plans to continue expanding into other sectors, as well as building on its core client base. A large part of that process is its R&D capability and technical knowledge when it comes to vehicle functionality and vehicle safety, as some of the company’s long-term aspirations revolve around emergency services and the military.

In addition, branching out into other sectors such as the agriculture industry may also be on the horizon, according to McIntyre.

“One of the benefits we offer clients is a customised package our R&D team can put together that helps meet operational requirements,” McIntyre said. “A lot of what we’re doing in terms of marketing is trying to promote this customisation, and utilise some of the examples we’ve created over the last two years.”

In today’s ever-changing culture, it’s good to do business with a company that embraces the transition as adeptly as Minecorp.

Company Information

I N D U S T RY

Mining

H E A D Q U A RT E R S

37 Murdoch Circuit

Acacia Ridge

QLD, Australia, 4110

F O U N D E D

2006

E M P L O Y E E S

60

R E V E N U E

$15 million AUD

PPC Moulding Services (LJ Wallace Pty Ltd)Pursuing GrowthManaging Director Grahame Aston discusses new technologies, a focus on people, and leading his team to success in the medical device subcontract industryWritten by: Sasha Orman Produced by: Rob Benson

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PPC MOULDING SERVICES (LJ WALLACE PTY LTD)

The PPC Group acquired Moulding Services in 2007. Then the company was small

but successful. Today that success is exponential: PPC Moulding Services has grown from 18 to 250 employees, seeing year on year growth and potential ahead as it consolidates itself as a leading player in the medical device market.

Filling potential by finding a niche A critical element of PPC Moulding Services’ success in recent years has been its focus on an development in the medical device

manufacturing. The prior industry knowledge of Managing Director Grahame Aston and the quick assembly of a strong management core has allowed PPC Moulding Services to push forward and rapidly improve its service in the sector.

“We’ve focused on things that aren’t easy to do—things that not everybody out there does—and we’ve been able to exceed the expectations of those challenges, identifying new technologies and new opportunities” says Aston. “We travel the world to ensure we are up to date with the latest technologies available in injection molding and

PPC MS Factory Floor

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PPC MOULDING SERVICES (LJ WALLACE PTY LTD)

PPC MS Clean Room

we’ve been able to keep up with the trends and go beyond them.”

These trends include everything from automation in manufacturing to new temperature-controlled techniques that allow PPC to work with more exotic materials, working closely with partners like Arburg in Germany for the latest machinery to realize its visions. “By looking at these new technologies,” says Aston, “we’ve been able to extend ourselves into new markets and using more exotic materials that actually see benefits for our own customers.”

A joining of quality and skill One major trait that sets PPC Moulding Services apart from the competition is its range of talent. “We’ve been to assemble a tremendous range

“It gives our customers a lot of confidence that we’ve got a focus on quality…if the parts you’re making are going out with issues, you’re not helping yourself and you’re not helping your customers”– Grahame Aston, Managing Director

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PPC MOULDING SERVICES (LJ WALLACE PTY LTD)

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of skill sets in house,” says Aston, pointing out a strong depth of knowledge between the company’s executive team and workers who are skilled in everything from machine tool making to robotics.

The company also believes in exercising the wisdom to know when outside sources are required to ensure that customers receive the best work possible. “We’ve never walked away from a challenge

that a customer has presented us with—but we never claim to know something that we don’t,” Aston points out. “We have the ability to research and to partner with the right people that can easily help bring the skill sets that we may not have on board.”

PPC also has the certifications to back its commitment to quality, gaining ISO9001 and ISO13485 accreditation. “That’s given our

Grahame Aston, Managing Director

Co-injected, soft touch Thermolast M elastomer onto Polypropylene.

APN is a leading Australian manufacturer and distributor of Engineering Plastics, Styrenic, Polyolefin and PVC compounds.

APN has established global alliances with leading polymer manufacturers including Samsung SDI, DuPont Performance Polymers and Kraiburg TPE. This along with the versatility of Australia's leading custom PVC compounding facility offers manufacturers in the medical industry a market advantage.

OurOur excellent service and personalized approach is supported by a broad range of polymer compounds that comply with medical approvals including; USP IV, ISO10993, Drug Master File, BPA and phthalate free requirements. They also offer REACH and RoHS compliant materials.

APN is well positioned to meet the dynamics of an ever changing manufacturing market.

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w w w. l j w a l l a c e . c o m . a u 1 3 1

customers in the medical industry the confidence that we’ve got the right quality policies and procedures—that we understand the importance of traceability and that every product that goes out the door meets these specifications,” says Aston. “It gives our customers a lot of confidence that we’ve got a focus on quality. At the end of the day, if the parts you’re making are going out with issues, you’re not helping yourself and you’re not helping your customers.”

According to Aston, many PPC customers have acknowledged this commitment to quality with

consistent recognition as a top supplier. “It’s satisfying to get these awards and to be able to share them with our internal team knowing that what we’re doing in-house is actually reaching and benefitting our customers,” he says.

Focusing on people “You’re only as good as the last job that you do,” says Aston. “If you excel at that, then you get an opportunity on the next project when that arises.”

With this principle in mind, PPC Moulding Services makes people a high priority. This starts with

Stephen Donohue, General Manager

PPC MOULDING SERVICES (LJ WALLACE PTY LTD)

a strong philosophy of people management, from the hiring process to training, and an emphasis on developing the right mix of people across all functions.

“We’re continuing to invest into the training of our staff in the business, and that’s not just training courses within Australia—we’ve sent many of our moulding technicians to Arburg in Germany for continued training, to ensure we get the best results and understand everything that our machines have to offer,” says Aston. “It’s a challenging thing to keep up with, but we are very focused on making sure that everybody maintains that continued level of training. We’re also expanding our executive team, and we’re looking for people with the right skill sets who are going to enhance not only our business but the support and backup we offer our customers.”

But providing good service is about more than having good people in-house. As PPC understands, it’s also about understanding each job as it comes—and that originates with

Chloe Aston, Payroll Administration and Quality Officer

H E A LT H C A R E

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PPC MOULDING SERVICES (LJ WALLACE PTY LTD)

listening well to the clients you serve to ensure that everyone is working together toward the best end product possible.

“We do have a focus on making sure that we listen to our customer, and that everyone within the business is the right person and can provide the required solutions for our customers,” says Aston. “Without supporting our customers there’s no business to have. But if they’re totally happy with the service we offer, there’s no reason why our growth shouldn’t continue.”

Looking into the future PPC is certainly on the right trajectory for continued growth. “We see our future as a strong future,” says Aston. “We’re looking at globalizing our footprint—we’re looking at different markets around the world where we can satisfy not only our current customers, but also potentially new customers.”

In addition to this global growth, PPC is also pursuing further growth on the home front. “We see that our business in Australia will continue to grow—we’ve had good growth this year, we’ve expanded our workforce this year and we see that as continuing as well,” notes Aston. “We’re certainly budgeting for future growth. With the projects and opportunities we’re still seeing on a weekly basis, we’re confident that this growth is certainly achievable.”

Company Information

I N D U S T RY

Injection Moulding

and Medical Device

Manufacture

H E A D Q U A RT E R S

25 Miowera Rd

Villawood, New South

Wales

Australia, 2163

F O U N D E D

2007

E M P L O Y E E S

250

R E V E N U E

60 million

P R O D U C T S /

S E R V I C E S

Injection Moulding

and Medical Device

Manufacture

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