Business Review Australia - August 2014

WWW.BUSINESSREVIEWAUSTRALIA.COM | August 2014

THE COUNTRIES BEST BUSINESS SCHOOLS

BANKING ON INNOVATION: DRIVING MOBILE

PAYMENTS DEVELOPMENT

YOUR NEXT VIDEO MARKETING CAMPAIGN

FIVE SAVVY BUSINESS WOMEN AT THE TOP OF THEIR GAME

ENTREPRENEURS

AUSTRALIAS FEMALE

The landscape of business thrives on competition.But what happens when the industry thinks competition has

been eliminated?

Business Review Australia takes an in-depth look into

leaders in the telecommunications sector, and shares

what they have to say about the current competitive field.

To keep with this issues theme, we detail the best business

schools in Australia that will give you a competitive edge

in the workplace. Whether you are at the top of your game

or just starting out, furthering your education in business

will always be a step in the right direction. And Dan Ratner,

managing director at uberbrand and a return contributor for

us, shares how video marketing can make your business

more competitive.

We also spotlight five of the top young femaleentrepreneurs

in Australia, and discuss the technological developments

banks are implementing with smartphones.

I hope you enjoy the issue!

Laura CloseEditor

[email protected]

Kenji Nishi

Kenji Nishi is the market-ing and business develop-ment director in Gemalto for South East Asia and Japan. In charge of the strategic relationship with telecom op-erators, financial institutions and retailers, he is focused on promoting and deploying NFC across the area. Prior to this position, Kenji was handling the development of NFC compliant products for Japan, Korea, Hong Kong, Taiwan and China for more than 5 years.

Dan Ratner

Dan Ratner is managing director of branding and communications agency, uberbrand. He has more than 15 years experience in marketing, communications and branding and is pas-sionate about branding as an enabler to fulfil organisational objectives. Working closely with uberbrands clients, Dan works to understanding the current customer perception in the context of business goals and aspirations.

CONTRIBUTORS

3

E D I T O R S C O M M E N T

EXPLORATION

42 Petro-King International

56 Energyworks Limited

CONSTRUCTION

66 Waikato Expressway Project NZ Transport Agency

82 Blacktown Mt Druitt Hospital Project

94 M+W High Tech Projects Malaysia

106 North Construction

116 Queensland Department of Transport and Main Roads

134 Timber Development Association (TDA)

ENERGY

138 Remondis

MINING

146 MillenniMineralsum

156 RMA Automotive

162 Pilbara Regional Council

MANUFACTURING

168 WRS Group

174 SRXGlobal

130NAMCOR

CONTENTS

42

66

Shore Gold

4 A u g u s t 2 0 1 4

COMPANY PROFILES

FEATURES

CONTENTS

This month we focus on the customer experience with the latest technology

6 LeadershipAustralias Top 5 Female Entrepreneurs under 40

12

FinanceBanking on Innovation: Driving Mobile Payments Development

18 TechnologyAustralias Telecom Giants: The Future of Competition in the Industry

26 MarketingYour Next Video Marketing Campaign

34

Top 10Australias Best Business Schools

42Petro-King International

FOOD

182 Australian Macadamia Society

188 Commonwealth Fisheries Association (CFA)

194 Sheepmeat Council of Australia (SCA)

HEALTH

200 BridgeCrest Medical

SUPPLY CHAIN

206 John Holland Rail

TECHNOLOGY

220 Data#3

188

Shore Gold

Commonwealth Fisheries Association (CFA)

5

Petro-King International

66Waikato Expressway Project NZ Transport Agency

162Pilbara Regional Council

182 Australian Macadamia Society

200BridgeCrest Medical

206John Holland Rail

6 A u g u s t 2 0 1 4 WRIT TEN BY: L AUR A CLOSE

LEADERSHIP

7TOP 5 FEMALE ENTREPRENEURS UNDER 40WRIT TEN BY: L AUR A CLOSE

AUSTRALIASWhat do a personal finance expert, a baker, a computer software maven, a model and an IT cabling authority have in common? These five young, savvy businesswomen are at the top of our list of Australian entrepreneurs

THIS IMPRESSIVE COLLECTION of women demonstrates the very

nature of entrepreneurial spirit. No

matter the sector, these five have

brought innovative thinking and

passion to their businesses, working

from the ground up to create industry-

topping companies. Business Review

Australia shares what led them to

found their businesses, and what

motivates them daily.

Tammy May MyBudget Tammy May founded MyBudget in

1999 when she was just 22 years

old. The goal of the company is to

help people

gain control of

their personal

finances and

debt, and

May started

it all from her

kitchen table.

She discovered

her purpose

while working at a legal firm and

seeing firsthand how devastating and

overwhelming debt can be, especially

when the clients did not have any

real idea how to take control of their

money and spending.

MyBudget currently processes over

2.5 million transactions and manages

over $550 million in salaries on behalf

of thousands of clients every year

and theyve helped nearly 40,000

people since the company was

founded.

May and the business have won

several awards, including Telstra

South Australian Business Woman of

the Year, the Yellow Business Owner

Award and the Australian Government

Business Innovation Award in 2007

and Ernst and Youngs Entrepreneur of

the Year in 2008. Shes also been listed

on several successful women lists,

including SmartCompanys 2010 Top

Female Entrepreneur list. High on her

list of personal achievements are her

two children.

Sheryl ThaiCupcake CentralSheryl Thais story begins with a

cupcake. Before the IT consulting

company she worked for went under

Tammy May

8 A u g u s t 2 0 1 4

LEADERSHIP

during the global recession, she

was inspired by the fervour around

a cupcake shop she visited while in

New York City. She began baking at

home; requests turned into orders,

and orders turned into catering large

events with delicious cupcakes.

She founded Cupcake Central in

2010 with Thin Neu, just 9 months after

she started baking from home. One of

the things she is most proud of is the

culture in the workplace, where the

company is growing a team of young,

passionate, dedicated staff.

Cupcake Central has expanded

to three stores in 3 years, and Thai

has since put out a cookbook titled

Hatch That Dream, which references

the bakerys motto. Thai won Young

Entrepreneur of the Year in 2013, and

credits her whole team with the honour.

She has also co-founded the

League of Extraordinary Women, a

young female entrepreneur initiative,

with the vision to create a community

focused on connecting young female

entrepreneurs to form and create real

relationships and friendships in

the workplace.

Karen CarissPageup PeopleKaren Cariss founded PageUp People,

a single-platform, integrated talent

management technology provider,

with her husband Simon at the end

of the dotcom era. The company has

grown to over 60 employees on their

software and consulting services, with

clients like Coles, Origin, the National

Australia Bank and BHP Billiton.

The companys reputation as a

leading brand in talent management

is buoyed by the companys financial

stability in a less-than-stable business

climate PageUp People has never

A U S T R A L I A S T O P 5 F E M A L E E N T R E P R E N E U R S U N D E R 4 0

Miranda Kerr is known best as the

first Australian Victoria Secret Angel,

and as one of the highest paid models

of this generation. But shes also a

savvy businesswoman - in 2009, she

launched her own brand of organic

skincare products (with George

Moskos) called KORA Organics, and

became the face of the company.

Kerr is not just the pretty face of the

ad campaigns though. Before starting

her modelling career, Kerr studied

nutrition and health psychology,

which influenced her to developing

the line with organic chemists, aroma

therapists and formulators, a process

that took 4 years. Her work as a model,

and seeing the unpronounceable

chemicals in the products that were

constantly used on her skin, had a big

impact on her decision to found

the line.

The skincare products are a unique

blend of essential oils and natural

and certified organic ingredients; all

products in the KORA line are 100

percent produced and manufactured

in Melbourne.

Her self-help book Treasure

Yourself: Power Thoughts for My

Generation, was released in August

of 2010, and her second book

had to raise capital. Cariss made this a

priority, which has since helped them

acquire investments to expand to Asia

and other emerging markets.

In 2014, Cariss company won

the Australian Achiever Award for

Excellence in Customer Service for the

ninth year in a row.

We are all about people, Cariss

said. its not just in our name, its in

our DNA. Thats why we strive year

after year to earn the much sought

after Highly Recommended seal of

approval from the Australian Achiever

Awards.

Shes won the Ernst & Youngs

Young Entrepreneur of the Year award

(in 2008) and the Victorian Telstra

Womens Business Award in 2009.

Her family, as well as the growth and

success of this now-global company,

rate high on the list of things of which

she is most proud.

Miranda Kerr KORA Organics

1 0 A u g u s t 2 0 1 4

LEADERSHIP

Empower Yourself was announced in

October of 2013.

Like many young female

entrepreneurs, Kerr balances her

day job (or several day jobs, in this

case) with her full-time job as mother,

and like May, says that motherhood

has been the biggest and best

achievement in her life.

Nicole Kersh4CablingFor most businesses, a brick-and-

mortar store comes first. This wasnt

the case for 4Cabling, Nicole Kershs

one-stop-shop for all cabling needs.

She founded the company with the

knowledge that her familys electrical

cabling business was missing a large

chunk of the market by only being

open during tradies hours.

Kersh taught herself HTML coding,

built a website and began selling

cables, server racks and other data

and communication equipment

online directly to companies, all while

managing the business in between her

university classes at age 21.

Currently, the company does

$6.5 million in business a year.

And although she and her 20-plus

employees joke about the talk that

4Cabling will dominate the cable

market, shes already got a 15 percent

share of the industry in Australia.

Her online store has eventually led

to a storefront in Sydney, and Kersh

is looking to open another location

in Melbourne. Like many on this list,

she was the winner of Ernst & Youngs

Entrepreneur of the Year in 2013.

A U S T R A L I A S T O P 5 F E M A L E E N T R E P R E N E U R S U N D E R 4 0

1 1

1 2 A u g u s t 2 0 1 4

A U S T R A L I A S B A N K S H A V E B E C O M E I N C R E A S I N G LY I N V E S T E D I N D E L I V E R I N G N E W PAY M E N T S T E C H N O L O G Y T O C U S T O M E R S , S P U R R I N G E X C I T I N G D E V E L O P M E N T S I N T H E I N D U S T R Y.

BANKING ON INNOVATIONW R I T T E N BY:K E NJ I N I S H I , M A R K ET I N G A N D B U S I N E S S D E V E LO PM E NT D I R E CTO R AT G A M A LTO

IT IS NOT hard to identify where the future innovations for banks are going

to lead us. With mobile technology

growing as quickly as it is, banking is

just one of many industries that has

had to try and adapt to keep up with

consumer demand for easier, mobile

solutions to their banking needs.

The banking industry is historically

seen as a resilient and unwavering

force - riding out the ups and downs

of the markets as a conservative

constant rather than a risk-taking

innovator, said Kenji Nishi, the

marketing and business development

director at Gemalto, a world leader in

digital security.

And while this consistency from one

of the most influential sectors in our

business world today is reassuring, it

has not been enough for everyone. As

the number of people in Australia with

smartphones continues to increase

(smartphone users have been the

majority of mobile phone owners for at

least a couple of years now), the demand

and expectation for mobile banking

services has increased right alongside.

Mobile payments, powered by

NFC (near-field communication)

DRIVING MOBILE PAYMENTS

F INANCE

1 3

BANKING ON INNOVATION

technology, are quickly taking centre

stage in Australia, shared Nishi.

Developing this technology, which

allows consumers to tap or wave

their mobile phone in front of an NFC

terminal to make a payment, involves

cooperation between telcos, financial

organisations, and security providers.

And while the industry that has

traditionally been the conservative

force in a sea of innovation, its now

the banks that are actively driving the

changes in this space, Nishi reported.

In this exclusive article for Business

Review Australia, Kenji Nishi

shares how banks are changing

the landscape of mobile

technology for good.

DRIVING MOBILE PAYMENTS

1 4 A u g u s t 2 0 1 4

Bankings contributions Over the past year, Australias banks

have become increasingly invested in

delivering new payments technology

to customers and it has spurred

exciting developments in the industry.

All of the Big Four (CBA, Westpac,

NAB and ANZ) now issue contactless

cards, having witnessed staggering

growth since their deployment.

Westpac stated that over a period

of 12 to 18 months, contactless

payments jumped from 10 percent to

60 percent.

Now, these financial institutions are

banking that their ventures into mobile

payments technology will achieve

similar results. Commonwealth

Banks CommBank app allows users

to Tap and Pay with their mobile

and Westpac predicts three million

people will make an average of five

contactless mobile payments per

month next year resulting in an

F INANCE

1 5

industry worth $3 billion.

This NFC technology offers

users all of the benefits they enjoy

with contactless cards including

convenience, ease of use, security

and speed of payment, as well as

the opportunity to more closely

integrate their mobile phone/device

into their day-to-day. For instance,

Commonwealth Bank customers are

now able to withdraw cash from ATMs

without even using a card. Instead,

users log on to the banks mobile

app, select the amount they wish to

withdraw and receive a code to enter

into the ATM as well as a PIN sent via

text to their phone.

In Westpacs most recent trial,

customers scanned their fingerprint

to log onto its banking app and St.

George recently became the countrys

first bank to tap into the wearable

technology trend, with a new banking

app designed for smartwatches. All

1 6 A u g u s t 2 0 1 4

platform, which is why trust is a main

factor in these new innovations. Not

surprisingly, the latest research shows

that consumers are more likely to

choose payment methods provided

by financial institutions, such as card

payments, BPAY, direct debit and

direct transfer payments.

In a recent survey by RFi Consulting,

55 percent of respondents named

security as one of the top three

factors that influence how they

decide to pay for an item with

29 percent saying it was the most

important factor, the largest

percentage of all the responses.

Security has been a critical factor

for banks in the development of the

newest mobile payment technologies.

For example, if an NFC-enabled

phone is lost or stolen, consumers are

protected against fraudulent account

activity in the same way as their

contactless debit and

credit cards.

The payment apps can be disabled

by the bank, similar to putting a

hold on a credit card. Additionally,

consumers can choose to manage

their transactions with a PIN code and

certified third-party service managers

handle the payment applications

of these innovations make it easier

for consumers to go about their day

without the use of cash or traditional

payment cards.

How security plays into innovation Security is at the core of any payments

F INANCE

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

1 7

remotely in secure data centres.

With the continued integration of

smartphones into our daily lives, one

may argue that storing banking details

in a phone is inherently more secure

than traditional cards simply due to the

connection between consumers and

their smartphones.

While its common to misplace a

wallet or credit card, consumers are

more accustomed to checking their

phone throughout the day and would

be likely to notice immediately if it

went missing.

In the latest Advanced Payments

Report, 76 percent of respondents

named banks and financial institutions

as the top players most likely to drive

growth in mobile payments, and with

the latest developments unveiled in

Australia, its easy to see why. The

real driver of growth, however, will

be solutions that offer a seamless,

integrated payment experience for

consumers as well as manage the

trust those consumers they have come

to expect

All of the Big Four banks now issue contactless cards, which have jumped payments in this form from 10 to 60 percent in 18 months

1 8 A u g u s t 2 0 1 4

W R ITTE N BY: LAU RA C LO S E

TECHNOLOGY

1 9

Australias Telecom Giants

The Future of Competition in the IndustryWith MacTel issuing a formal complaint against Telestra for their alleged misuse of market power, Business Review Australia examines the current competitive mood in the telecom sector.

2 0 A u g u s t 2 0 1 4

African mine workers

THE TELECOMMUNICATIONS INDUSTRY in Australia is going through a period of change, led

by several factors. Advances in

cloud storage and cloud security,

a high Australian dollar, fast-

moving smartphone technology

and alleged monopolies within

the sector are forcing the industry

leaders to re-evaluate current

business strategies.

To keep you informed, Business

Review Australia analyses the top

influencers in telecommunications to

see where the industry is going next.

Telstra: No Longer in Infrastructure? Australias largest telecom and media

company, Telestra, has a presence in

just about every telecomm subsector,

although that seems like it is soon

about to change. News broke at the

beginning of July that the company

has accepted structural separation in

the face of the renewed efforts for the

fibre-to-the-node network presented

by the new communications minister.

With Telstra effectively no longer

an infrastructure company, the next

move is to figure out their involvement

with the continued work on the

National Broadcast Network (NBN).

Categorisation of the NBN seems

to be an acquisition of a previously

privatised asset. And since Telstra is

participating in building two big pilot

FTTN networks in New South Wales

and Queensland, involvement in the

country-wide FTTN rollout would not

be a surprise.

The starting price for negotiations,

set in June of 2011, is around $11

TECHNOLOGY

2 1

billion. A large part of NBN Cos new

budget of $41 billion could end up in

Telstras pocket after a deal is reached,

considering the assets NBN will be

acquiring from the company are worth

more now than they were in 2011. The

government will also be looking to buy

Telstras hybrid fibre-coaxial cable

network and is currently negotiating to

also buy the companys copper.

African mine workers

With Telstra participating in building two big pilot FTTN networks in New South Wales and Queensland, involvement in the country-wide FTTN rollout would not be a surprise.

2 2 A u g u s t 2 0 1 4

Centre Service Provider of the Year

award in 2013, demonstrating their

commitment to their customers.

Early July sung a different tune

however when the company

announced that it would be

downgrading their full year earnings

by around $3 million. Several

factors contribute to this drop in

earnings, including increasingly

Macquarie Telecom Downgrades Earnings, But Optimistic Macquarie Telecom, a managed

hosting and telecommunications

company with offices all over

Australia, also has a lot of changes

on the way. In terms of good news,

the company was recently awarded

the Frost and Sullivan Australian Data

TECHNOLOGY

2 3

A U S T R A L I A S T E L E C O M G I A N T S

fierce competition from several other

companies like Telstra. Macquarie

Telecom has also delayed several

of their large government contracts,

pushing the expected revenues from

these projects from the end of the

financial year 2014 into the first quarter

of next year.

Macquarie Telecoms mobiles

business has also experienced faster

than anticipated customer migration

away from its higher margin offerings

to its lower margin platforms, the

company said in a statement.

[Our] dedicated managed hosting

customers are progressively moving

from its higher cost dedicated

managed server infrastructure offering

to its lower cost virtual private cloud

offering. The speed of this migration

has been greater than anticipated over

the past six months, putting downward

pressure on hosting earnings for

the half.

Macquarie sees an end to the

downgrades however, calling for a

balancing out of their earnings in

the first half of their 2015 financial

year. The cloud-based storage they

are currently implementing is less

expensive to fund than other storage

options, and should offset this years

slightly lower earnings.

Vodafone Redefining Data Plans In an industry-first, Vodafone the

British multinational telecom company

is offering its customers unlimited

data in the first two months of their

updated mobile Red Plans. This move

allows the customer to understand

their data-usage patterns before

wholly committing to their 12- or

24-month contract.

Marcquarie Telecom was recently awarded the Frost and Sullivan Australian Data Centre Service Provider of the Year award in 2013.

Macquarie Telecoms mobiles business has also experienced faster than anticipated customer migration away from its higher margin offerings to its lower margin platforms, the company said in a statement.

2 4 A u g u s t 2 0 1 4

This plan also offers the inclusion

of 13 and 1800 numbers, infinite talk

allowance, and a change to automated

data add-ons.

In conjunction with this plan,

Vodafone has also bumped data

allowances from the original set limits

of their 2013 plans. The 24-month Red

Plans will now come in $70, $80 and

$100 tiers. These plans offer 3GB,

4GB and 6GB of data respectively (up

on the original caps of 1.5GB, 2.5G

and 5GB that were included when the

plans launched in 2013).

Telecom Competition? Both Macquarie and Vodafone

have taken action - in the form of

statements and formal complaints -

against Telstras alleged monopoly of

the telecom industry in Australia.

Macquarie has issued a formal

complaint to the Australian

Competition and Consumer

Commission (ACCC) for bullying other

companies and their customers, and

an alleged misuse of market power

regarding its wholesale partners.

Macquarie claims they resorted

to the complaint, issued in July,

because months of negotiations went

unresolved.

The formal complaint details

Telstras alleged practice of locking

regional customers into sub-standard

services and limiting their choice

of mobile providers. Telstra was

supposedly doing this by refusing

to provide 4G services to wholesale

providers, which led to their wholesale

partners offering customers restrictive

data caps that were uncompetitive

with their own retail offerings.

Vodafone on the other hand,

has voiced their concerns to

the completion policy review.

The company believes that

Telstra has a dominance on the

telecommunications sector that is

detrimental to the public.

(There is) virtually no effective

fixed and mobile competition exists

in regional Australia, said Vodafone.

This is of significant benefit to

Telstra, positively reinforcing

Telstras enduring, pervasive, and

unprecedented market dominance.

It is our view that policy makers and

regulators in Australia have tolerated

a telecommunications market where

the incumbent has been protected

from effective competition. A high-

powered competition policy review

and development entity should be

TECHNOLOGY

2 5

A U S T R A L I A S T E L E C O M G I A N T S

created to independently advise the

various state and Commonwealth

governments and to formally review

all regulation against competition

principles.

With Telstra currently under heat

from much of the sector, it will be

interesting to see how the ACCC

responds. Should their operations be

declared a monopoly, what effect with

that have on their involvement with the

NBN project? Only time will tell.

There is virtually no effective fixed and mobile competition exists in regional Australia, said Vodafone. This is of significant benefit to Telstra, positively reinforcing Telstras enduring, pervasive, and unprecedented market dominance.

2 6 A u g u s t 2 0 1 4

YOUR NEXT VIDEO MARKETING CAMPAIGNWITH THE CURREN T TECHNOLOGICA L A DVA NCES, V IDEO M A RK E T ING IS ACCESS IBLE TO M ORE BUS INESSES T H A N E V ER . DA N R ATNER, M A N AG ING D IRECTOR AT UBERBR A ND, E X PL A INS WH Y YOUR CO MPA N Y SHOULDNT M ISS OU T ON I TS BENEF ITS .

MARKETING

YOUR NEXT VIDEO MARKETING CAMPAIGN

2 7

W R IT TE N BY: D A N R ATN E R , M A N A G I N G D I R E CTO R , U B E R B R A N D

2 8 A u g u s t 2 0 1 4

USING VIDEO IN the past was in the realm of specialist crews and

production companies. Because of

current simple everyday technology,

easy-to-use software and the

internet, online marketing videos

are fast becoming an effective way

for businesses to better connect

with their audiences, and given 69

percent of internet traffic is predicted

to be video content by 2017 (Cisco

Visual Networking Index: Forecast

and Methodology, 2013-2018), its

something marketers should be

considering to add to the mix.

Using video helps bring a brand to

life by communicating key messages

and campaigns in a highly visual and

lineal format. This makes it an effective

way to convey a message or idea in a

simple way that is easy to understand,

digest and share.

And this sharability is a key benefit

for businesses. Videos can be reused

repeatedly across businesses: on a

website, in e-newsletters, showcased

to new business targets, pushed out

through social media and presented

during events. And the nature of video

means that users can also share

content with each other, creating a

viral effect that can increase your

reach for free.

Video can be a great way to tell

a story in a simple way, helping cut

through the marketing noise but with

the opportunity to share it virally. It is

fundamental to get the message and

engagement right. The best marketing

videos will engage the viewer and elicit

the desired feeling or response.

One of the best examples of

effective online video is the Victorian

Metro Trains safety message to

engage a younger demographic.

The Dumb Ways to Die video uses

a catchy script and tune with simple

animation; it creatively captured

the attention of its audience and

successfully spread the message

through a massive word of mouth

response that to date has received

over 85 million views on YouTube.

However, to get it right, businesses

must understand that for a video to

be truly successful and engaging,

they must start by thinking about

what they want to say to who, and

what they want their audience to do

before creating the content. The trick

is in balancing the brand message

with an idea that is interesting for the

target audience.

There are several things to consider

MARKETING


2 9

if you want to get the most out of an

online video.

How to tell your story succinctly People online are unlikely to watch

lengthy videos. Ideally videos

should be no longer than a minute.

Because of this limited time it is

important you focus on defining key

messages the what you want to

say and using this as the platform

for creating an engaging idea that

helps tell the story. It makes it easier

if you separate the objective of your

communication from the idea and

use this to create a narrative you

want to tell. For example, the idea

for Dumb Ways to Die comes from

the objective to draw attention to

people taking risks with trains. Dumb

Ways to Die becomes the narrative

that illustrates the objective.

Using this key information

point makes up the platform for

communication. A truly compelling

video seeking to get cut through and

shared uptake should communicate

this concept in an engaging way, so

Video production equipment

3 0 A u g u s t 2 0 1 4

best to avoid simply talking about

a product or service. The creative

direction, the script, voice overs, the

look, the feel, any music or sound

effects, font, design and colours are

all factors that contribute to the kind of

emotion that will be sparked amongst

viewers and must be in line with the

message and the idea.

Charles Stuart University, for

example, created a short video piece

as part of their marketing campaign

to attract new students. The video

captured the essence of what the

university stands for: better outcomes

through partnership using curiosity

as the idea that carries the narrative.

The word curiosity encapsulates

everything about university life at CSU:

curiosity about what you could learn,

where your qualifications might lead

and what you can really achieve given

the chance.

The video takes the audience on

a journey into the possibilities of

studying with CSU.

Financial services information firm,

Veda, also uses marketing videos to

help explain complex concepts in a

simple way. When Veda launched its

marketing services brand Inivio, they

used video to succinctly and creatively

explain their vision and point of

difference in the market.

The video is fun and quirky, while

still portraying the benefits Inivio can

provide businesses. The music and

narration is also emotive, aiming to

stimulate emotion amongst viewers.

Production costs and standardsMany businesses are discouraged

by the perceived high costs of making

videos. Cost neednt be a restriction

MARKETING

3 1

however.

Production costs have fallen

significantly and you no longer have

to be technologically savvy to create

a video. In fact, some organisations

have created videos using nothing

more than an iPhone.

In 2009 Queensland Tourism ran

the Best Job in the World campaign

advertising for job applicants to

submit online video applications. The

approach allowed users to generate

and showcase their own content while

at the same time tapping into the

power of social media sharing, which

in turn drew worldwide

attention to Queensland.

The approach can easily be

extended to other industries. For

example, food services companies

could easily showcase their product

via the use of video by creating

YouTube channels that allows

consumers to upload them.

3 2 A u g u s t 2 0 1 4

How to maximise the value you get from the video The true value from videos comes

from their multiple potential uses.

A well-produced video will focus

on connecting the brand to the

communication of the product

or service benefit. To maximise a

businesss online marketing video

investment, the marketing team should

aim to showcase and distribute the

video in a variety of ways.

The companys website is a natural

starting point. Ensure the video can be

PRODUCTION COSTS HAVE FALLEN SIGNIFICANTLY AND YOU NO LONGER HAVE TO BE TECHNOLOGICALLY SAVVY TO CREATE A VIDEO.easily seen by placing it somewhere

obvious like the home page. Its also a

good idea to provide written content

around the video to deliver context as

to why the video has been produced.

Link to videos via e-newsletters.

Send the video to existing customers,

MARKETING

3 3

S O U T H A F R I C A N M I N E S T R I K E S

new business targets and also internal

staff members to ensure they are

aware of the video and so they can

also spread the word externally.

Even showcase the video during

events, whether it is part of a

presentation or simply playing in the

background or on an attendee app. A

video can make a presentation much

more visually appealing and can

attract attendees attention.

Good online videos are also great

for social media. Posting a video on

an organisations Facebook page,

on YouTube, Twitter, blog, or on

LinkedIn can inspire conversation

with your target audience. Make sure

appropriate keywords are included

as tags to maximise Search Engine

Optimisation (SEO).

For some strong, high-level,

corporate-type videos, playing them in

your offices reception can be a great

welcome for visitors.

An online marketing video will be

most effective when used as part of an

organisations marketing and pipeline

development plan.

Online videos are undoubtedly part

of the future of marketing. There are

benefits for businesses wanting to

succinctly communicate their brand

to target audiences. For a video to be

effective and worth the investment,

its important to keep videos short,

communicate the brands essence,

and ensure the music, font, design and

colours are all in line with the brand.

Production is also an important

consideration. A video doesnt have

to be expensive but it does need to

catch the viewers eye. Finally, make

sure your video is used as much as

possible, remembering that repetition

via different media is the key.

TO MAXIMISE A BUSINESSS ONLINE MARKETING VIDEO INVESTMENT, THE MARKETING TEAM SHOULD AIM TO SHOWCASE AND DISTRIBUTE THE VIDEO IN A VARIETY OF WAYS.

3 4 A u g u s t 2 0 1 4

To compile this list, Business Review Australia analysed the highest performing business schools in the country.

WRIT TEN BY: L AU R A C LO S E

Australias Best Business Schools

TOP 10

TOP 10

3 5

Australias Best Business Schools

3 6 A u g u s t 2 0 1 4

10 9University of Western AustraliaBusiness School

The University of Western Australia

Business School is the only one

in WA to be nationally accredited

through both EQUIS and AACSB.

Undergraduate degrees include

Accounting, Economics, Finance,

Human Resource Management,

Management, Marketing and Work

and Employment Relations. They

are the winners of the Google Online

Marketing Challenge in 2008 and

2010, and winners of the Enactus

competition in 2008, 2009, 2010 and

2012. Around 85 percent of their

faculty hold a PhD, and half of the

staff has an international background.

Graduates are employed at top

Australian companies like BHP Billiton,

Ernst & Young, Rio Tinto, Reserve

Bank of Australia, and the United

Nations, to name a few.

Curtin UniversityCurtin Business School

The Curtin Business School

serves 14,000 students from more

than 70 countries with programs

in Accounting, Economics and

Finance, Information Systems, Law,

Management and Marketing. They

offer a Master of Business Leadership

and a Master of Science in Mineral

and Energy Economics through the

school; professionals can also get

a graduate certificate of business.

Their Centre for Entrepreneurship,

founded in 1995, is focused on

training established small-to-medium

enterprises. The West Australian

Governments Small Business

Development Corporation selected

the centre as its sole recommended

education partner for SMEs.

TOP 10

3 7

A U S T R A L I A S B E S T B U S I N E S S S C H O O L S S

8The Australian National University College of Business & Economics

The College of Business & Economics is a leader in actuarial studies,

business information systems,

commerce, international business,

marketing and statistics, to name a

few. Recently the college has added a

number of new business disciplines,

including project management and

corporate sustainability. The college

instructs 3,000 students from 50

countries, and boasts realistic fees

for education. In 2012, Excellence in

Research for Australia (ERA) ranked

them with maximum ranking of 5 for

their economics department and

research, which equates to well about

world standard.

University of QueenslandFaculty of Business, Economics and Law

The Faculty of Business, Economics

and Law incorporates the University

of Queensland Business School,

School of Economics, the T C

Beirne School of Law and the

School of Tourism. The schools offer

undergraduate business studies,

honours, postgraduate business

studies, an MBA, PhD and executive

education. They have received a

5-star rating from Australias most

influential rating body, the GMAA, for

nine years in a row. The academic staff

have consulted on projects with the

Asia Development Bank, BHP Billiton,

Proctor and Gamble, Coca Cola, Hong

Kong Shanghai Banking Corporation,

Telecom NZ and the Asian Productivity

Organisation among others.

7

3 8 A u g u s t 2 0 1 4

6 5Macquarie UniversityMacquarie Graduate School of Management

As one of the oldest business schools

in Australia, the Macquarie Graduate

School of Management offers

online interactive classes, a post

MBA extension program and a PHD

program, a Master of Management

and Master of Social Entrepreneurship.

The school focuses on six specific

areas: leadership, strategy and

organisational change; finance

management research; marketing;

reflective practice in management

education; supply chain management;

and sustainable leadership and

organisations. The Association of

Advanced Collegiate Schools of

Business had accredited the school;

less than 5 percent of schools

worldwide hold this accreditation.

Queensland University of Technology (QUT)QUT Business School

The Queensland University of

Technology (QUT) Business School is

accredited by all three of the worlds

leading accreditation bodies the

US-based Association to Advance

Collegiate Schools of Business,

the European Foundation for

Management Development and the

Associations of MBAs. They have

partnerships with 150 universities

worldwide, and offer short-term

programs, international double

degrees and entry into international

business case competitions.

Schools include that of Accountancy,

Management, Economics and

Finance, as well as the QUT Graduate

School of Business. Recently

Professor Peter Little, the Depute

Vice-Chancellor received the Order of

Australia honour.

TOP 10

3 9

4 3A U S T R A L I A S B E S T B U S I N E S S S C H O O L S S

The University of SydneyBusiness School

The Business School at the University

of Sydney is the only business

school in the country to achieve

membership to CEMS, the Global

Alliance in Management Education.

The school has pulled in over $34

million in research grants in the past

10 years, and in the same timeframe

has had over 3,000 DEEWR-audited

research publications. Undergraduate,

postgraduate (including a Graduate

Certificate, Graduate Diploma and

Masters) and postgraduate research

award programs are offered to

interested students; recently, the

schools flagship programs the

Bachelor and Master of Commerce

have been revitalised, offering new

material and opportunities to its

students.

University of New South WalesAustralian School of Business (ASB)

In 2007, the University of New South

Wales Faculty of Commerce and

Economics merged with the Australian

Graduate School of Management

to form the present-day Australian

School of Business. Undergraduate,

postgraduate coursework, research

training and executive programs are

offered in eight disciplinary schools

Accounting, Economics, Banking

& Finance, Information Systems,

Marketing, Management, Risk &

Actuarial and Taxation & Business

Law. The business school offers nine

research centres for over 12,000

current students; the program has over

70,000 alumni around the world.

4 0 A u g u s t 2 0 1 4

2Monash UniversityFaculty of Business and Economics

Monash Universitys wide ride of

internationally accredited bachelors,

masters and PhD degrees in business

and economics rank it in the top one

percent of universities worldwide. The

school offers seven major focuses,

including Accounting, Banking and

Finance, Business Law and Taxation,

Econometrics and Business Statistics,

Economics, Management and

Marketing. Prominent universities

and government organisations from

regions like China, India, Europe,

Asia, the United Kingdom and North

America have partnership agreements

with the university, giving its students

and faculty unique opportunities

worldwide.

TOP 10


4 1

University of MelbourneMelbourne Business School

The Melbourne Business School at the University of Melbourne is

a public-spirited institution that makes distinctive contributions to

society in research, learning, teaching and engagement. The program

has consistently been ranked among the leading universities in the

world, and offers an MBA program, specialist Masters programs,

a doctoral program and executive education programs. The Asia

Pacific Social impact Leadership Centre, established in 2008, has

been supporting development of business capabilities for Indigenous

Australians, and is boosting their capacity in the not-for-profit sector.

1

Petro-King InternationalPetro-King International Increases Value for Oilfield Technology Service Customers while Increasing Global ReachHighly professional and dedicated, Petro-king has design, manufacturing and consultancy professionals specializing in well construction and production enhancement

Written by: Andrew Rossillo Produced by: Wayne Masciotro

4 3

Petro-King InternationalPetro-King International Increases Value for Oilfield Technology Service Customers while Increasing Global ReachHighly professional and dedicated, Petro-king has design, manufacturing and consultancy professionals specializing in well construction and production enhancement

Written by: Andrew Rossillo Produced by: Wayne Masciotro

4 4 A u g u s t 2 0 1 4

PETRO-KING INTERNATIONAL

PETRO-KING OILFIELD Technology Ltd. is a leading independent China-based provider of high-end technology and oilfield services. Its primary oilfield services include technical consultation, project management, well drilling, completions, stimulation, production enhancement, surface equipment, and well testing. It also provides associated technology.

We are a global integrated oilfield technology and service company, says Country Manager Australia, James Tauchnitz. What makes

us unique is our striving for fit-for-purpose solutions. Were not a company that offers a catalog. We look at what our customers value and try to find solutions to meet those value-driven challenges.

Headquartered in Shekou of Shenzhen, the coastal oil town in southern China, Petro-king has established its business presence in China, Indonesia, Russia, Nigeria, Saudi Arabia, Yemen, Algeria, Trinidad and Tobago, Turkmenistan, Kazakhstan and Australia. Among its major clients are Sinopec,

A pre-job safety meeting

S E C T O R

w ww.pet ro -k ing .cn/en/ index .aspx 4 5


PetroChina, CNOOC, Shell, BP, Rosneft, ConocoPhillips, CACT Operators Group, DEVON, Fareast, EOG, and Sunwing Energy. In order to provide their customers with more convenient and more thoughtful services, Petro-king has set up fully fledged service bases in major operation areas.

Were a Chinese-based company, going through a fairly big global expansion into Africa, South East Asia, throughout China, North America, South America, and Australia, explains Tauchnitz.

So my job is to lead the Australian business. Wherever we extend our company, we still make sure we hold on to the vision and mission of the company. The vision being that we aspire to be the leading oilfield technology provider.

We already are global and integrated but we want to be beating the competition every day. Our mission is very simple: to create value for our customers, every day. The day that we stop creating value for our customers is the day we stop creating value for our business.

Star Petrotech is a leading downhole completion equipment manufacturer of South East Asia. Headquartered in Singapore, we offer wide range of products and services design to maximize well production such as packer systems, subsurface safety systems, subsurface flow controls, multi stage fracturing systems and service tools. Star Petrotech committed to provide the highest quality product through our highly skill and well train employees using state of the art manufacturing facility. Our innovative designs had earned good reputation in Middle East, South America, Africa, Russia, Singapore, and China markets.

PACKERS

PACKER ACCESSORIES

LINER HANGER

DOWN HOLE FLOW CONTROL

SAFETY VALVE

MMULTI-STAGE FRAC SYSTEM

Leading Down Hole & Completion Tool Manufacturer

No 27, Tuas Avenue 4, Singapore 639377Tel: (65) 6863 1720 / (65) 6863 2720Fax: (65) 6863 2390 / (65) 6863 2360www.starpetrotech.com

Email: [email protected] US:

Star Petrotech is a leading downhole completion equipment manufacturer of South East Asia. Headquartered in Singapore, we offer wide range of products and services design to maximize well production such as packer systems, subsurface safety systems, subsurface flow controls, multi stage fracturing systems and service tools. Star Petrotech committed to provide the highest quality product through our highly skill and well train employees using state of the art manufacturing facility. Our innovative designs had earned good reputation in Middle East, South America, Africa, Russia, Singapore, and China markets.

PACKERS

PACKER ACCESSORIES

LINER HANGER

DOWN HOLE FLOW CONTROL

SAFETY VALVE

MMULTI-STAGE FRAC SYSTEM

Leading Down Hole & Completion Tool Manufacturer

No 27, Tuas Avenue 4, Singapore 639377Tel: (65) 6863 1720 / (65) 6863 2720Fax: (65) 6863 2390 / (65) 6863 2360www.starpetrotech.com

Email: [email protected] US:

ANEWGENERATIONOFHIGHPOWEREDTURBODRILLS

ReducedLength ReducedConnections ReducedRigTime

IncreasedTorque IncreasedPower IncreasedEfficiency

www.turbodynamics.com

SUPPLIER PROFILE

Star Petrotech is a leading downhole completion equipment manufacturer of South East Asia. Headquartered in Singapore, we offer wide range of products and services design to maximize well production such as packer systems, subsurface safety systems, subsurface flow controls, multi stage fracturing systems and service tools.Qualified with ISO 9001:2008 and API Q1, 6A, 14A, 14L, 11D1, 19G1 quality system.

Star Petrotech completion tools are designed to meet specific wellbore or reservoir conditions. Star Petrotech safety valve design uses innovative rod piston and metal to metal flapper seal and full range of packers of different configurations for single or dual tubing strings, full range of pressure and temperature applications including multistage stimulation systems designed to fracture and stimulate multiple stages in vertical, horizontal and deviated wells.On top this, we offer a competitive price and faster delivery lead time.

Our dedicated expert team will provide fit-for-purpose solutions with know how needed to serve our customers with the highest level of technical knowledge in the industry.

Website: www.starpetrotech.com

STAR PETROTECH

SUPPLIER PROFILE

TURBODYNAMICS

With over 75 years cumulative experience in all aspects of turbodrilling, the TurboDynamics team has designed and built an exciting and innovative new generation of turbodrills.

Currently available in 4-3/4, 6-3/4 & 9-5/8 sizes for either vertical or directional applications, these high powered drilling tools provide several benefits to customers compared to competitor products.

The single section design not only reduces length but also saves valuable rig handling time.

Specialized, dynamic turbomachinery CFD software has been utilized to produce highly efficient turbine blade designs, resulting in increased power per stage and reduced parasitic energy losses.

Every component has been designed to minimize wear in order to maximize operational run life.

In addition to our state of the art technology our focus is concentrated on customer service provision. All potential applications are analyzed in detail with our expert team and advice provided through the planning, execution and post well review stages.

Website: www.turbodynamics.com

Huizhou Global R&D and Manufacturing Base - currently under construction

E N E R G Y



To create value means that we are looking for a solution that doesnt necessarily exist yet. Were not afraid of taking a new trail and testing new ways, processes, technologies, etc., so we can have that competitive advantage, says Tauchnitz. Competitive Advantage A key component of Petro-kings competitive advantage is their international technical team. Highly professional and dedicated, Petro-king has experts in hydrocarbon exploration evaluation, drilling and completion program design, well engineering, who are not only experienced in coping with tough and complicated problems related to HPHT, high sour gas wells, unconventional resources development and deep-water operations, but also capable of serving offshore and onshore projects. Owing to its widely acclaimed professional services, Petro-king has established long-term partnership with many customers.

With customers and applications in mind, Petro-king keeps learning and improving. It has set up a sound mechanism for assimilation of new

technologies and an employee development program, which has laid a solid foundation for its continuous development. More importantly, its customers are assured of sustained and stable technical support.

Petro-king attaches significant importance to safety, the environment and service quality. They have obtained the DNV ISO quality system certification and API Q1 quality system certification to guarantee constant and reliable technical services for its customers. Integrated Businesses Compounding the Companys competitive advantage is the comprehensive integration of Petro-kings business operations. If you were to look at the back of my business card, it reads Plan. Drill. Stimulate. Complete. Operate. Optimise. These are very broad areas, and the value that we deliver comes in helping integrate each of those services, says Tauchnitz.

The flagship businesses that represent significant components of Petro-kings integration are TurboDynamics and Star Petrotech,

5 2 A u g u s t 2 0 1 4


both out of Singapore, both under the Petro-king Group, but they are branded under their own businesses and theyre run as their own entities. I think firstly, theres a lot to be said about experience, says Tauchnitz. In the TurboDynamics business, we likely have more experience in high-speed turbo drills than anybody else globally, including the major oilfield service companies.

TurboDynamics manufactures and provides high-speed turbo drill services primarily for drilling in high temperature or very abrasive drilling environments, but can also prove to be very cost effective in a wide range

of other challenging applications. In this way, TurboDynamics has also established itself in the marketplace as the place to find solutions to time versus depth challenges and problems. In fact, TurboDynamics clients have been known to find it hard to believe the time savings provided which are consistently executed right on schedule, sometimes at a fifth of the time required by standard drilling techniques. For one particular project, when you have a look at the savings for that client alone in just rig time, that was $1.5 million of rig-time savings just based on our

Newly delivered Fracture Stimulation Equipment - Sichuan

E N E R G Y



Global Headquarters - Shenzhen

high-speed turbine technology. A small piece of a large project really can save a whole load of money and deliver a whole lot of value for clients, says Tauchnitz.

Star Petrotech is Petro-kings flagship completion tool shop and manufacturing facility, also headed by very experienced personnel. Their specialty is designing and manufacturing custom tools. Star Petrotech focuses on high-pressure, high-temperature markets. Petro-kings sister facility in China manufactures complementary tools. The beauty of that business [Star Petrotech] is theyre able to do

designs for more low-cost global applications, says Tauchnitz.

The Companys capabilities in concert with its high-performance teams create a powerful combination, touting the flexibility to act quickly and make decisions, be creative and innovative. Experience coupled with flexibility in a global capacity tends be a rare commodity, thus creating an additional competitive edge for the Company.

Integrated Project ManagementIntegrated project management

capabilities represent another very powerful and successful part of Petro-kings business. The

5 4 A u g u s t 2 0 1 4


Company has been delivering turn-key solutions to clients in China, Iran, Nigeria, Sakhalin Island, Syria and Trinidad.

As an example of this turn-key solution, an operator looking to develop a certain field has the

opportunity to approach Petro-king, state their budget, and then have Petro-king hit the ground running, taking care of everything from the geology and geophysics, well planning and design through a fully staged gated process into field

James Tauchnitz - Australian Director, Country Manager

E N E R G Y



execution and production, getting the wells online and handing them back over to the operator; all with a turn-key mentality.

We are continually assisting, providing our expertise and maintaining that production, says Tauchnitz. We have a full turn-key integrated project management team, and were starting to bring those services into Australia now. This is really going to be a game changing mix for the Australian market that really hasnt seen too much of this before.

The Petro-king business started out in the oilfield consulting business and grew from 1 to 70 or 80 oilfield consultants. With successes in consulting, customers naturally began inquiring as to whether the Company would also provide services as well. Catalysed by this interest, the Company then started growing their drilling completions for stimulation services. As a result of this, customers then asked about the integration of these offerings, including overall project management, leading to Petro-king delivering the full experience locally for their clients. We match these teams to organizations, and were starting to bring those capabilities into Australia now, says Tauchnitz.

Looking forward, Petro-king remains committed to creating value for its customers and is determined to grow globally into the leading oilfield service company.

Company Information

I N D U S T RY

Energy

H E A D Q U A RT E R S

China (global

headquarters)

F O U N D E D

2002

E M P L O Y E E S

approximately 900

R E V E N U E

$150 million

P R O D U C T S /

S E R V I C E S

technical consultation,

project management,

drilling services,

completion tools,

stimulation services,

production enhancement,

artificial lift, automation,

well testing

Energyworks Limited:Energyworks Limiteds New Strategic PlansAfter a major stakeholder came on board in January, Energyworks Limited has introduced new strategic plans that will expand the company throughout New Zealand and into Australia.Written by: Laura Close Produced by: Wayne Masciotro

5 7

Energyworks Limited:Energyworks Limiteds New Strategic PlansAfter a major stakeholder came on board in January, Energyworks Limited has introduced new strategic plans that will expand the company throughout New Zealand and into Australia.Written by: Laura Close Produced by: Wayne Masciotro

5 8 A u g u s t 2 0 1 4

ENERGYWORKS L IMITED

ENERGYWORKS LIMITED, ONE of New Zealands leading specialist engineering companies, added a new major shareholder to the business in January of 2014. As a new shareholder, Direct Capital is providing Energyworks with a new direction, new governance and a renewed opportunity for future growth.

For the future, the strategic focus of the company is going to cover three key areas: 1) establishing longer-term maintenance contracts with existing clients, 2) increasing the range of engineering services that Energyworks provides, and 3) expanding into new geographies, namely throughout New Zealand and Australia.

Front view of headquarters New Plymouth, New Zealand

E X P L O R AT I O N

www.energyworks .net .nz 5 9


Growing the Company To accomplish these three major goals for their new strategic plan, Energyworks is focusing on the continual improvement of the companys management system certification. Weve been investing heavily for the last 2-3 years in integrating multiple management systems to optimize our efficiency, said Ian McGrath, CSO Chief Specialist Officer (QHSE/HR).

They have several certifications from the international certification recognition organisation, Bureau Veritas, including ISO 9001

Weve been investing heavily for the last 2-3 years in integrating multiple management systems to optimize our efficiency

Why compromise on outstanding service, quality and innovation at the right price for the equipment you depend on.

Turning Milling Surface Grinding Broaching & Keyway Cutting Welding

CNC Turning CNC Milling CAD Package Toolmaking Form Block / Jig Making

Connett Engineering is a precision machine shop producing high quality CNC & manual components for our clients in the oil, gas and manufacturing industries.

Connett Engineering Limited6 Cygnet Drive, Bell BlockNew Plymouth 4351, New Zealand

Telephone: +64 6755 1371Email: [email protected]

CONTACT US:

[email protected] www.cclscaffolding.co.nz

P.O. Box 325, Taranaki Mail CentreNew Plymouth 4340, New Zealand

+64 6 758-9778

No matter what type of industry we service or how we go about our business, in industry, we need to acknowledge that PEOPLE are the KEY to success and SUCCESS is achieved by KEY PEOPLE.

THE PREMIER SUPPLIER OF SCAFFOLDING AND RIGGING SERVICES TO INDUSTRY

Cunningham Construction Raising Industry To New Heights

ENERGYWORKS L IMITED E X P L O R AT I O N


(Quality) and 4801 (Health & Safety). Energyworks is also in the process of adding ISO 14001, which relates to the environment. In the last 12 to 18 months, the company has also increased their ACC Workplace Safety Management Practices (ACC WSMP) certification to tertiary level.

Our continual improvement commitment does not just include meeting requirements for the certification, but exceeding those requirements and not just for the clients who we work for, but to push us beyond the local and industry competition, shared McGrath. We hope it will enable us to provide not just an internal quality benchmark for the company, but also external recognition in terms of increasing our competitiveness and ability to influence the winning of tenders.

Moving to Australia As part of the strategic plan, Energyworks is looking towards

re-entering the market in Australia and establishing a base in the country. Geographically, the east side of Australia will provide the most opportunities for the company because of the strong Gas Transmission infrastructure and the Coal Seam Gas market.

The infrastructure there has been well established over a period of years and the anticipated need, which we are looking to provide, is the ongoing project contracts and on-going maintenance of those facilities, commented McGrath.

As part of that process we are looking to appoint a general manager in Australia to formally set up and establish the business in Queensland That may include establishing our own infrastructure or an acquisition of an established small business operating in that environment. At the moment, all options are being considered.

We hope it will enable us to provide not just a quality benchmark for the company, but also an external benchmark in terms of increasing our competitiveness and ability to influence the winning of tenders

6 2 A u g u s t 2 0 1 4


Storage Warehouse Facility

The infrastructure there has been well established over a period of years and the anticipated need, which we are looking to provide, is the ongoing maintenance of those facilities now that theyre established




Current and Future Projects Energyworks has just completed the workshop fabrication and site installation of five modules for Todd Energy on the Mangahewa C Development. Those new

facilities are for gas supply to the existing Todd Energy production station. The project was started in November of 2013 and was completed in May 2014.

A pipeline construction project in


AUCKLAND NEW PLYMOUTH CHRISTCHURCH

www.shuk.co.nz

NEW ZEALANDS LARGESTINDUSTRIAL GASKET MANUFACTURER

AutomotiveIndustrialMarineFarmingPlumbing / Drainage

Proud to support and supply Energyworks

Auckland is Energyworks current project. It involves constructing 7.6 kilometres of 6-inch gas distribution for their client, Vector. The pipelines are being installed to support a dairy factory development project, which will create 120 local jobs.

Due to the high quality of work the company completed on the Mangahewa C Development project; Energyworks has also been awarded the Mangahewa D, E, and F well-site development work.

Energyworks also has a project in

Australia with their client Jemena, for the construction of two scraper stations inland from Gladstone in Queensland. Energyworks is building the structural supports and pipework at their New Zealand facility, exporting it to Australia and installing it onsite for the client.

Defining Qualities When asked what he thought defined Energyworks and set it apart from others in the industry, McGrath had several answers.

Most important though, and something that we actively promote inside the business is that our company demonstrates an attitude, ambition and desire for excellence that drives continual improvement within the company, said McGrath. I think that is recognized by the clients we work with and that provides them with a huge amount of assurance in terms of our intent




Our ability to manage and execute a wide-range of project and maintenance work for our clients is really distinguished by the quality, skills and experience of our people. We like to solve our clients problems and provide them with solutions. Our success has been built on key relationships with a range of significant clients within the Energy Exploration

Other important characteristics that Energyworks provides are world class facilities at their New Plymouth site, a quickly scalable work force and a niche expertise in pipeline construction.

Most important though, and something that we actively promote inside the business is that our company demonstrates an attitude, ambition and desire for excellence that drives continual improvement within the company, said McGrath. I think that is recognized by the clients we work with and that provides them with a huge amount of assurance in terms of our intent.

Company Information

I N D U S T RY

Energy, Construction

H E A D Q U A RT E R S

New Plymouth, New

Zealand

F O U N D E D

1972

E M P L O Y E E S

200

R E V E N U E

$50 Million

P R O D U C T S /

S E R V I C E S

Energyworks

provides mechanical

maintenance and

project services to

Dynea including

stainless steal piping

and mechanical work.

Paintshop

Waikato Expressway Project NZ Transport:The Waikato Expressway Project: Collaboration for a Common Goal

The Transport Agency is delivering the 102km Waikato Expressway, one of New Zealands Seven

Roads of National Significance.

Written by: Laura Close Produced by: Bryan Giles

6 7

Waikato Expressway Project NZ Transport:The Waikato Expressway Project: Collaboration for a Common Goal

The Transport Agency is delivering the 102km Waikato Expressway, one of New Zealands Seven

Roads of National Significance.

Written by: Laura Close Produced by: Bryan Giles

6 8 S e p t e m b e r 2 0 1 4

WAIKATO EXPRESSWAY PROJECT NZ TRANSPORT AGENCY

THE WAIKATO EXPRESSWAY is a key highway project the New Zealand Government identified as one of the Roads of National Significance in 2009. The Expressway runs from the top of the Bombay Hills in the north through to just south of Cambridge and will provide a key link for Auckland, Waikato and Bay of Plenty which includes nearly half the countrys population and produces 40 per cent of GDP.

When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker

way to get freight and people through New Zealands upper North Island.

The Expressway is being built in several sections, with some already completed, and will reduce travel times for through traffic by up to 35 minutes.

The New Zealand Transport Agency is responsible for the delivery of the $2.1 billion project, with Peter Simcock, the project services manager, in charge of managing the operations from the Transport Agencys office in Hamilton.

Like any major infrastructure project, challenges have been

The 200m long bridge over the Karapiro Gully has been a challenging

engineering project on the Cambridge section.

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

www.nzta .govt .nz/pro jects /wa ikato-expressway 6 9


Earthworks along Victoria Road on the Cambridge section.

encountered. But with constant, strong collaboration the agency has with contractors, workers, the surrounding community and Maori, the completed sections of the Waikato Expressway have thus far been on time or early, and on or under budget.

A key to that has been our extensive consultation processes, said Simcock. We have a no-surprises policy with our stakeholders and the public, and I believe the project overall enjoys good community support because we have been consulting with them

all the way along.The consultation process has

included a combination of site visits, individual meetings, newsletters and public information days, plus strong website backup.

We have also set up a Visitor Centre at the Cambridge section project site office where people can call in to view graphics, maps, a DVD, posters, pick up an information sheet and ask questions. Its also been popular with group bookings.

Te Rapa section Fulton HoganThe Te Rapa section of the

KEYSTONE KEYSTEEL SYSTEM WAS USED IN THE CONSTRUCTION OF RETAINING WALLS ALONG THE WAIKATO EXPRESSWAY PROJECT.

FIRTH.CO.NZ

This highly effective commercial retaining system from Firth has been designed specifically for use with highway and heavy construction projects. It combines the ease of construction of a segmental block retaining wall system with the performance of traditional large panel MSE retaining.

The semi-flexible MSE system handles seismic events better than more rigid systems. It has a proven seismic record, withstanding seismic events without failure or significant detrimental effects on wall structure.

For this project, Firths Keystone system has resulted in an aesthetically appealing, cost-effective retaining wall structure.

PROJECT SPECS:

Firth supplied approx. 8300 cubic metres of Firth Certified Concrete. Keystone retaining blocks were constructed to a 30Mpa compressive strength with 3 colours in the straight face module. The Firth Keystone Keysteel ladder system was combined with a modified Keysteel (no recess) module. The Keysteel mould was modified to allow tighter radius curves.



Waikato Expressway opened on 3 December, 2012. The 8km stretch of road was constructed by Fulton Hogan, and came in at around $194 million. Harry Wilson, the Transport Agencys Waikato-Bay of Plenty regional director, attributed the ahead-of-schedule delivery to the collaboration within the Te Rapa Alliance, which included the agency, Opus International Consultants and Fulton Hogan.

Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders, said Peter Murphy,

KEYSTONE KEYSTEEL SYSTEM WAS USED IN THE CONSTRUCTION OF RETAINING WALLS ALONG THE WAIKATO EXPRESSWAY PROJECT.

FIRTH.CO.NZ

This highly effective commercial retaining system from Firth has been designed specifically for use with highway and heavy construction projects. It combines the ease of construction of a segmental block retaining wall system with the performance of traditional large panel MSE retaining.

The semi-flexible MSE system handles seismic events better than more rigid systems. It has a proven seismic record, withstanding seismic events without failure or significant detrimental effects on wall structure.

For this project, Firths Keystone system has resulted in an aesthetically appealing, cost-effective retaining wall structure.

PROJECT SPECS:

Firth supplied approx. 8300 cubic metres of Firth Certified Concrete. Keystone retaining blocks were constructed to a 30Mpa compressive strength with 3 colours in the straight face module. The Firth Keystone Keysteel ladder system was combined with a modified Keysteel (no recess) module. The Keysteel mould was modified to allow tighter radius curves.

When complete, this 102km continuous divided four-lane highway will allow for a safer, quicker way to get freight and people through New Zealands upper North Island.

the Transport Agencys project manager for the Te Rapa section.

The Te Rapa Alliance team has been able to successfully manage the scale and complexity of this project

SUPPLIER PROFILE FIRTH INDUSTRIES A DIVISION OF FLETCHER BUILDING LTDEmployees: 564

Established: 1925

Industry: Firth is New Zealands largest national manufacturer and supplier of concrete and

masonry products and systems for commercial and residential building and construction

applications.

Services: Firth offers a complete range of commercial and residential concrete Products:

concrete, concrete slab systems, architectural masonry, paving, retaining systems, dry

bagged concretes and mortars.

Ongoing Projects: Christchurch Earthquake Rebuild, Waterview Tunnel Auckland NZTA

project, Mackays to Peka Peka State Highway 1 NZTA project

Management: Andrew Moss, General Manager, Cameron Lee, Head of Sales & Operations

(Certified Northern), John Johnston, Head of Sales & Operations (Masonry/Dricon)

Hick Bros Civil Construction Ltd provides engineering solutions for all facets of major infrastructure projects and land development works.

We specialize in collaborative projects where time, quality and safety are principle to success.

Email: [email protected] | Website: www.hickbros.co.nz

+64 9 426 3470Call:

WELL BUILT, ON TIME AND ON BUDGET!

Contact the experts today on 0800 478 335 www.steelandtube.co.nz

Steel & Tube are proud to be supply partners to Fulton Hogan and to have supplied a significant tonnage of structural steel and reinforcing for the NZTA Waikato Expressway Project Te Rapa Section.With a wide range of quality steel products and 48 services centres nationwide, we have people locally to provide products and expertise you can reply on, no matter the size of your project or where you are.

When you need steel that you can rely on, theres only one company worth talking to.

CONAUG2014

Structural & Engineering Steel

Plate, Sheet & Coil

Stainless Steel

Reinforcing Bar & Mesh

Steel Purlins

Roofing & Rainwater Goods

Pipe & Pipe Fittings

Valves & Actuation

Fastenings & Anchoring Products

Commercial, Domestic and Rural Fencing Products

Chain & Rigging, Products & Services



while working within the uncertainty of unresolved designation and property procurement matters. The team delivered the project at least 12 months earlier than could have been achieved through more traditional procurement methods.

In total 300,000 square metres of road and six bridges were constructed, including the 150m long curved steel and concrete composite bridge over the North Island Main Trunk railway line. This effort took enormous resources, including 25,000 tonnes of concrete and 2200 tonnes of reinforcing steel to build the bridges, 6000 metres of piles for the bridge

The Rangiriri section, looking from north to south, will see SH1 shift away from

the historic village towards the Waikato River.

Procuring the Te Rapa section through a competitive alliance has delivered a first-class roading project for all stakeholders. Te Rapa section Project Manager Peter Murphy

foundations and 7000 square metres of anti-graffiti paint.

The section starts in the northwest corner of Hamilton City and extends into the Waikato


0800 WE PIPE (93 7473) www.hynds.co.nz

NATIONWIDE NETWORK

MANUFACTURING & SUPPLYING NEW ZEALAND INFRASTRUCTURE FOR OVER 40 YEARS

KIWI OWNED, MADE & SPECIFIED

district. It connects with the completed Ngaruawahia section to the north.

Ngaruawahia section Fletcher ConstructionThe Ngaruawahia section of the Waikato Expressway opened on 16 December, 2013. The 12.3km project cost around $200 million, nearly $50 million under original estimates. Fletcher Construction was responsible for the four-lane road, which runs from Taupiri in the north, crossing flat farmland

and the Waikato River before connecting with the completed Te Rapa section.

The project was delivered using a Design and Construct model, said Mercedes Santos, the Transport Agencys project manager for the section. This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.

The health and safety record was a highlight of the project with very few incidents and those were




of a minor nature. The agency takes health and safety on site very seriously, and so we take great pride when our projects are delivered in safe work environments.

Construction of the Ngaruawahia Section began in September 2011 and included seven bridges, six of which are overbridges and a new 142-metre bridge over the Waikato River.

Santos expressed her gratitude for Fletcher Constructions hard work on the project: With their expertise and willingness to go the extra mile, we have shaved $50 million off the estimated cost and got the road open before Christmas.

Cambridge section HEB ConstructionConstruction began on the Cambridge section of the Waikato Expressway in September 2013 and the 16km stretch has an estimated cost of around $230 million. The project is expected to be completed by the end of 2016.

HEB Construction is the contractor on the project.

Around 300 to 350 staff and subcontractors are on site at peak and to date 650,000 cubic metres of earth has been moved. There are eight bridges to be constructed in this stretch of the Expressway and on completion the Cambridge section will contain about 360,000 newly-planted trees. This section is predicted to reduce traffic through the picturesque rural town of Cambridge by up to 10,000 vehicles a day.

As the longest Expressway section that has been worked on to date, there have been several challenges for HEB Construction and the Transport Agency to overcome. One of the eight bridges is over the Karapiro Gully and is one of the biggest structures built in the region in recent times. The bridge is 200 metres long and 40 metres above the bed of the gully, with piles between 40 and 60 metres deep.

There have also been, and

This model provides greater flexibility to the contractor and enabled innovation and consequent cost savings.

7 6 S e p t e m b e r 2 0 1 4


will continue to be, a number of temporary road closures and diversion routes that change through the course of the project development, said Peter Simcock, Project Services Manager at the Transport Agency.

HEB Constructions contractor representative Gary Budden has said that their good progress thus far wouldnt have been possible without the goodwill of nearby residents and travellers.

Weve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth and right through it all the people have been wonderful, Budden said. I think they really get what we are doing here and what will be achieved.

The Cambridge section of the

Waikato Expressway starts south of the existing Tamahere interchange and runs for 16km, ending just south of Cambridge where it connects with the existing SH1.

Rangiriri section Fletcher Construction The Rangiriri section is also currently under construction. Work on this 4.8km project is scheduled for completion in 2016. The estimated cost of this section is $106 million; Fletcher Construction is the main contractor.

When complete, the section will connect the Longswamp and Ohinewai sections of the Expressway and improve connectivity between Auckland and Huntly and further south. The project is being delivered using an Early Contractor Involvement model

Weve established a haul road along the site, closed some roads, put up temporary traffic signals, created a diversion road, and moved a lot of earth and right through it all the people have been wonderful. Cambridge section HEB Constructions Gary Budden I think they really get what we are doing here and what will be achieved.




(ECI), which allows for the contractor to be involved in the design phase and ensures designs developed are robust, constructible and are appropriately staged.

During the last summer season, more than 75,000 cubic metres of earth was moved each month. Like the other sections of the Waikato Expressway, bridges are a large part of the construction work. Current efforts on the project include stabilised earth-retaining walls at the interchange bridges and structural work at the Rangiriri bridge. The Expressway route is away from the current SH1 alignment which cuts through the historic Rangiriri village scene of a fierce battle between Maori and colonial troops in 1863.

The Rangiriri project has

provided plenty of challenges, said Peter Murphy, the Transport Agencys project manager for this section. We are constructing a new expressway through an area of national historic and cultural significance. Working with a good team and taking the time to thoroughly engage with all our stakeholders will reward us with a project that we can all be proud of.

Other challenges have included poor ground conditions and the quality of natural materials. The project crosses some very low-lying areas near the Waikato River. Significant ground improvement was required in order to support the embankment. The soils are of a very poor nature, and have been quite challenging for the contractors to work with.

Opening day for the Ngaruawahia section in December 2013, with traffic

crossing the Waikato River.

7 8 S e p t e m b e r 2 0 1 4


secondary investigation and specimen design stage, with consenting processes under way. The 21.8km road the longest stretch on the Expressway has a target opening date of 2019 and is estimated at $790 million. It meets with the Ngaruawahia section in the north, runs to the east of Hamilton, and will connect to the

existing Tamahere interchange and Cambridge section just south of Hamilton. Like the Huntly section, the Hamilton section is expected to reduce traffic congestion and improve safety on the local road network by reducing through traffic.

The 5.9km

Business Review Australia - August 2014

Documents

Transcript of Business Review Australia - August 2014