business review australia - may 2015
DESCRIPTION
ÂTRANSCRIPT
WWW.BUSINESSREVIEWAUSTRALIA.COM | May 2015
HOW THE CONSTRUCTION COMPANY’S FAMILY-BASED VALUES AND CUSTOMER-FOCUSED APPROACH HELPED TO SECURE SUCCESS IN A COMPETITIVE INDUSTRY
G.J. GARDNER HOMES NEW ZEALAND MBAS FOR SOCIAL CHANGEMAKING MORE MONEY IS NO LONGER THE PRIMARY BENEFIT OF A HIGHER EDUCATION
SMARTPHONES IN 2015: WHAT’S NEXT?
Hello all! I’m proud to announce that I’ve taken over as head editor of Business Review Australia. My first issue will focus on technology, leadership, and how the two together can create some of the top working environments the world has to offer.
We’ll discuss what type of impact a Masters of Business Administration can have on an individual’s character, even more so than just the monetary value of the degree. Non-profit organizations are often a great place to create social change with an MBA, because those in not-for-profits realize change can be necessary at times. As a result, MBA students often work with non-profits prior to graduating in an effort to develop into potential leaders of a company.
We’ll also dive into the way mobile technology affects communication, e-commerce, mobile marketing and how people view the world around them. It’s all about user experience, with smartphones and other mobile devices continuing to be used in new ways and in new environments. Also, keep an eye out for wearables, which will change the way the game is played before you know it.
Lastly, we’ll look at Australia’s top companies to work for, largely based upon salary, commute, working environment and perks. You may be surprised at which company tops our list: or maybe not.
Enjoy the issue!
Eric HardingEditor
[email protected]: @eharding10
3
E D I T O R ’ S C O M M E N T
CONSTRUCTION 34 G.J. Gardner Homes
New Zealand
52 Colliers International
62 Green Building
Council of Australia
MINING70 New Gold
HEALTHCARE86 Healthe Care
COMPANY PROFILES
FEATURES
CONTENTS
This month we focus on top-to-bottom leadership in companies throughout Australia.
6 LeadershipMBAs for Social Impact, Not More Money
14 Technology What’s Next: Smartphones in 2015
22 TOP 10 Best 10 Companies to Work for in Australia
34G.J. Gardner Homes New
Zealand
4 M a y 2 0 1 5
52Colliers International
70New Gold
5
74
Critical Success Solutions
86Healthe Care
62Green Building Council
How will you use your graduate degree?
W R ITTE N BY: LAU RA C LO S E
MBAs for
LEADERSHIP
Change
How will you use your graduate degree?Change
8 M a y 2 0 1 5
AH, THE MASTER of Business
Administration degree. With a couple
extra years of hard work, tests and late
nights studying, you can earn yourself
a career path that leads straight to the
top: doing hard work, never-ending
projects and late nights working.
Joking aside, MBAs are incredibly
valuable to the people who receive
them. MBA earners make more
money, are often promoted higher
and can, in general, find more
opportunities for job growth. But all
of these factors are personal factors,
affecting the people who receive this
degree. What if pursuers of an MBA
could look beyond the monetary
gains of the degree and instead
see the benefits it could add to the
community at large?
More and more people are getting
their MBA not just to make more
money, but to make a difference. As
the world becomes smaller due to our
hyperconnectivity, its major issues
become more real and relevant to
those of us thousands of miles away—
and that’s where an MBA comes in.
The Not-For-Profit Industry Is Calling Your Name
Not-for-profits are a great place to
make a social impact with an MBA
degree. Why? Many industries are
resistant to change, with companies
stuck in processes and procedures
its employees have been doing
for years, maybe even decades.
However, people in the not-for-profit
space realise that in order for things
to improve or get accomplished,
dynamic and sometimes even
cultural changes are necessary. If
you’ve got big ideas and a big heart,
it’s the perfect fit.
LEADERSHIP
9
It’s also a lot of hard work. If we’re
being honest with ourselves, any
executive job is a lot of hard work and
often, just hard. It can be difficult to
make the decisions to fire or layoff
employees, cut spending, plan
the budget or deliver bad news to
shareholders. It can be even harder
in the not-for-profit sector though, as
bad news or not meeting company
goals can mean decreased funding
for terribly important things, like
cancer research.
But that’s just why someone who
has studied business administration
on a high level is needed. Keeping a
not-for-profit running smoothly means
the people it helps get what they need.
“It’s a significant undertaking to
manage a charity,” David Rose, CEO
of HeartKids NSW said in an interview
with Business Because. “There are
never enough resources to do a job
but I’m surrounded by inspirational
families and people. My role moves
from operations, to promoting our
1 0 M a y 2 0 1 5
from the intrinsic value of your work,”
said Rose. “I am always inspired
when I think of the steps forward we
can achieve and the dynamic and
multifaceted nature of the work.”
Charities Can Help MBA Candidates, Too
It’s very possible many recent MBA
graduates are inspired to join the
not-for-profit sector because of their
experiences and projects in university.
In 2013, for example, a group of
MBA students at the University of
Queensland Business School had
the chance to help a Brisbane charity
through their education.
The school’s Social Economic
cause, to fundraising and strategic
planning to improve processes. I also
focus on increasing awareness and
monitoring community engagement.”
Rose provides more than enough
reasons to MBA candidates to look
for jobs in the not-for-profit sector.
The charitable sector is incredibly
competitive; with business-minded
people at the helm however,
organisations have a better chance
of standing out among the crowd.
The lack of business and strategic
thinking in the sector also means that
potential job opportunities are there
for those with MBA degrees.
“I love working in a not-for-profit
because of the satisfaction you feel
MBA students at the University of Queensland have been working with not-for-profit organizations in an attempt to grow as potential leaders.
LEADERSHIP
1 1
M B A S F O R S O C I A L I M P A C T, N O T M O R E M O N E Y
Engagement Program (also known
as SEEP) allows MBA candidates to
work with not-for-profit organisations
in order to grow as potential leaders.
Students attending the university at
the time were able to provide GIVIT—a
charity that runs an online service to
help people with unwanted goods
donate to those in need—a corporate
funding strategy that helped the
organisation pursue plans for growth.
“The group explored two key
options—a corporate sponsorship
campaign and a grassroots
fundraising campaign,” Associate
Professor Neil Paulsen said. “The
board was extremely impressed
with the work and some of the
recommendations have been
implemented immediately, in
particular employing a fundraising
manager to focus on corporate
fundraising to allow Juliette [Wright,
who runs GIVIT] to focus on her role
as CEO.”
While there will always be an
argument for whether leaders are
born or made, gaining experience
like this while still in university is
invaluable for any MBA candidate. A
Masters in Business Administration
does not guarantee its recipient that
top job either, but is a great tool to use
to get there.
But these students aren’t just
learning about leadership: they are
learning how to change lives. And
the faculty that founded SEEP and
people like David Rose hope that this
experience garnered in university
will convince some MBA candidates
about the importance of turning to the
not-for-profit sectors for employment.
Is the Not-For-Profit Sector Right For You?
Maybe not, and that’s okay. While a
healthy competition for not-for-profit
leadership roles is a good thing, the
rest of the companies of the world
MBA students at the University of Queensland have been working with not-for-profit organizations in an attempt to grow as potential leaders.
1 2 M a y 2 0 1 5
of getting one, also consider other
post graduate options. University
of West Australia Business School,
University of New South Wales
Business School and many others,
for example, offer Post Graduate
Certificates in Social Impact, which
could help you become further
prepared for a role at a not-for-profit.
These certificates are great for
leaders at any company interested in
need effective leaders too. A person
looking for a role with a not-for-
profit will gain entrepreneurship
experience from the role, but will
more likely be taking the position to
fulfil his or her want to contribute to
society in a tangible way. If money is
your main motivator, this may not be
the sector for you.
If you are considering getting your
MBA or are currently in the process
LEADERSHIP
1 3
promoting a strong corporate social
responsibility program.
For those who are inclined to
affect the world as entrepreneurs, an
MBA (and the added social impact
certificate) is a great foundation for
those looking to eventually start
their own charitable organisations.
MBAs earn developed business
skills, a network full of qualified and
like-minded alumni, and the credibility
necessary to be taken seriously in
such an important role as CEO of a
not-for-profit and the potential role of
not-for-profit founder.
Money can’t buy happiness.
Knowing you helped a person, the
community or even the world with
your degree however, instils joy in
yourself and the people you help. To
me, it sounds like a win-win situation.
TECHNOLOGY
WHAT’S NEXT: SMARTPHONES IN 2015
W R ITTE N BY: LAU RA C LO S E
1 6 M a y 2 0 1 5
AS OF A 2013 report from Google
and Ipsos, two thirds of Australians
owned a smartphone—two thirds.
This pervasive mobile technology
has proven itself a game changer
again and again in personal
communication, e-commerce,
mobile marketing, and how we
see the world in general. It has
created a culture hell bent on instant
gratification and high performance
expectations, so the industry—
which was worth between $200 and
$250 billion in 2014—is constantly
churning out new and innovative
technology to keep up with demand.
For something so small to
have carved out such a big part
of our lives is quite a feat. So as
technology continues to evolve and
the smartphone game gets more
competitive, we have our finger
on the pulse of this year’s hottest
smartphone trends.
Expected Trends This Year Smartphones and other mobile
devices allow us to “compute
everywhere,” which is Forbes’
number one strategic technology
trend for this year.
“As smart —phone technology
advances, smart-phones will be used
in new contexts and environments,”
said Forbes’ contributor Peter High.
“Along with wearables, smart-
phones will offer connected screens
in the workplace and in public. User
experience will be key.”
CES in January largely focused
on the Internet of Things, another
pervasive trend in 2015. Smartphones
are a major player in this move
towards convenience, and will allow
third-party designers and coders to
produce apps allowing you to control
the devices in your home (from your
lighting to your dishwasher and air
condition) with a touch of a button on
your smartphone. We also wouldn’t
be surprised if cell phone creators
begin to incorporate this technology
into the design of their phones in the
next few years if the Internet of Things
catches on as many hope it will.
Wearables—a completely
separate yet completely dependent
technology—will also shape the
smartphone market this year.
Smartwatches will be the most talked
about, especially with the launch of
Apple’s Watch this month. And as
wearables join the mobile technology
queue, health applications will be
TECHNOLOGY
1 7
1 8 M a y 2 0 1 5
to pay for products and services with
the touch of the wrist.
Last on the long list of trends this
year is a stronger phone. As screen
size, internal computing and cameras
on phones have gotten astronomically
better, it seems like the screen hasn’t
quite kept up. That’s about to change.
Rumours have Apple’s 2015 iteration of
the iPhone having “sapphire glass,” a
widely awaited smartphone feature.
Phones to Look Forward To
These aren’t necessarily the Apple’s or
the Samsung’s of the year, but they are
pretty damn cool.
Saygus V2
C-level executives are always
travelling—around the office,
building, city and the world. So what
if you could have a smartphone that
had enough storage room to actually
be useful for big file downloads
and other things that laptops are
traditionally used for? Enter the
Saygus V2. The device offers a
maximum of 320GB of storage
(compared to the usual 8, 16, 32 or, if
you’re lucky, 64GB of most phones)
through two microSD card slots that
support up to 128GB each.
upping their game. All of this is only
made possible however, through
smartphones. Many wearables—and
especially the watches—require a
smartphone as the operational hub,
with the watch displaying information
from the applications that are
compatible with both.
Smartphones too have connected
you to something else: your wallet.
Apple Pay started off strong with its
launch at the end of last year, and is
hoping to continue to attract big banks
and big companies to allow customers
to use the service. E-wallets will also
connect to wearables, allowing people
TECHNOLOGY
1 9
W H AT ’ S N E X T: S M A R T P H O N E S I N 2 0 1 5
It’s also waterproof, lined with
Kevlar and has a front fingerprint
scanner, along with an impressive
21-megapixel back camera and a
13-megapixel front camera.
Lenovo Vibe X2 Pro
Bigger screens have been the trend,
as has the slimming down of devices.
The Lenovo Vibe X2 Prop is a svelte
7mm thick, but not too light to seem
fragile. The phone has sandwiched
layers of aluminium that
come in several colours,
adding a unique option
not seen on other
smartphones available.
Dual SIM cards complement
dual 13-megapixel cameras (one
on the front and one on the back).
The industrial design is on par
with many of the other phones
on the market. Now that Lenovo
has bought Motorola, it will be
interesting to see how their future
devices will be different.
2 0 M a y 2 0 1 5
Kodak IM5
For anyone who hates smartphones
but knows they need to carry one,
this is your device. Bullitt, the maker
of Caterpillar’s rugged smartphones,
designed the Kodak IM5 for baby
boomers, seniors and anyone else who
wants a simplified smartphone that
also has a focus on photography—a
fact you probably could have guessed
by the device’s name.
There is a slideshow of images on
the lock screen, a shortcut to print
photos from the home screen, and
a simple to use camera that lets
you approve photos as you take
them before they are stored on
your phone. The home screen is
incredibly simple, making this the
perfect device for that no-frills CEO.
TECHNOLOGY
W H AT ’ S N E X T: S M A R T P H O N E S I N 2 0 1 5
2 1
LG G Flex 2
As you can tell from the design,
aesthetics are a big part of the LG
G Flex 2. This iteration of the Flex
phone has been brought down in
screen size to be more manageable.
There are no buttons on the sides
or front to give it a sleeker look (the
“home” button is on the back under
the camera), and, oh yeah, the
screen is curved.
For creative CEOs, the screen
allows for media to be viewed in
almost a comfortable size. There’s
a dual-window function as well,
letting you split your attention
between two applications.
Tonino Lamborghini 88 Tauri If you have $6,000 and are looking
for a way to get rid of it, this is
definitely one of your options. The
88 Tauri has a five inch screen,
with a decent back camera and an
adequate front camera.
There are no cutting-edge specs,
so it looks like you’ll mostly be paying
for the name. But it would probably
look good with the Lambo you have
parked in your driveway. Maybe.
BEST 10 COMPANIES TO WORK FOR IN AUSTRALIAFrom retail to banking to telecomm, the sweetest places to work
W R ITTE N BY: TO M AS H . LU C E R O
TOP 10
BEST 10 COMPANIES TO WORK FOR IN AUSTRALIA
2 4 M o n t h 2 0 1 4
Vodafone is the #1 companie to work for in Austalia.
Radu Bercan / Shutterstock.com
TOP 10
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
2 5
WHEN IT COMES to work, the
only thing more important than
having a job is having it somewhere
you like. This includes being
employed somewhere where you
are appreciated, where perks
and benefits make life that much
brighter and where remuneration
is competitive. While the perfect
workplace does not exist, there
are always a handful of companies
that take special care of their
employees in a variety of ways. Yet,
sometimes it can be hard to identify
the companies where it’s easy to
arrive and leave with a smile. As a
result, Business Review Australia
has conducted its own investigation
of the 10 best places to work.
Methodology: I used four
criteria to determine this list. The
company’s rank on Job Advisor
Australia, its grade on the social
responsibility index, calculated by
Reputex in 2005, the percentage of
employees who would recommend
the company to a friend and
the CEO’s employee approval
percentage—the latter two criteria
according to Glassdoor. To
determine the company’s rank on
Job Advisor, I divided its score out
of five by the number of reviews
it had. The fewest number of
reviews a company had on this list
was 37 (Suncorp) and the most
was 200 (Woolworths). Reputex
graded a corporation’s social
responsibility index based on the
A-F model, but it also had AA and
AAA ratings. I assigned a value to
each grade—an AAA was worth
seven points, a B two points—and
ranked them accordingly. I only
considered companies who were
on Reputex’s list, by the way. I used
Glassdoor’s data by calculating
the average of the company’s two
variables described previously.
Finally, for each of these three
criteria—the Job Advisor score, the
Reputex grade, and the Glassdoor
average—I scored the companies
from 1 through 10. So, for example,
Suncorp scored highest on the Job
Advisor index, so they received
10 points. Woolworths scored
the lowest, so they garnered 1
point. Finally, I added a company’s
comprehensive points received and
divided it by three—for the number
of criteria—thus arriving at an
average. This average is the score
you’ll see next to each company.
Radu Bercan / Shutterstock.com
2 6 M a y 2 0 1 5
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
10. WOOLWORTHS-2As previously mentioned,
Woolworths had the highest number
of employee reviews on the Job
Advisor website, with 200. Based
on their employee commentary on
Job Advisor, the company succeeds
in creating a sense of community
among its work force. “I like the
shared vision felt amongst the team,
the unity, and the fun environment,”
writes one employee. Also, their
workers appreciate the ability to
move up through the ranks and
the flexibility to create a balance
between work and home. One
worker wrote, “With six divisions,
there are lots of opportunities to
move through the organisation and
develop a skill set. The business
does a lot of hiring within and fast
tracking good employees.” Another
said, “The Company allows me to
be flexible in my working hours,
allowing more time for my family
responsibilities.”
9. TELSTRA-3.3 Telstra is a telecommunications
company with more than 5,000
employees. Despite being a very
large company, Telstra seems to be
making strides towards helping its
employees achieve more balance in
their lives. One worker writes, “Main
reason [to work here] is the work
and life balance. Telstra has recently
implemented a flexible working
policy and have stood behind it. I get
to work regularly from home, and
even got to move to another state
without any negative impact to my
career.” Being a company involved in
high technology—where innovation
is constant—some of its employees
thrive in this kind of challenging
environment. “The variety of work
and opportunities are continuous.
The industry is interesting and
TOP 10
2 7
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
ever-changing, and so therefore is
the company.” The same worker
stated her reason for approving of
the CEO: “Also with the current CEO,
David Thodey, the company is really
on a roll. He understands the value
of people and customers while being
very tech savvy.”
8. COMMBANK-4.6 This company, also known as
Commonwealth Bank, is also a large
employer—5,000-plus workers—and
is involved in finance in addition to
banking. At CommBank, allowing
its employees to feel good about
who they are—whether straight or
gay, disabled or not, and so forth—
is important. In a video on their
website, CEO Ian Narev states that
CommBank fosters diversity by
fostering conversation at the Board
level and the Executive Committee.
The bank won two significant
awards in 2014, “Employer of
Choice for Women” from the
Workplace Gender Equality Agency
and “Top 5 Ideal Employers” from
Universum. One employee says this
about CommBank: “For a massive
organization, CommBank has a
dynamic and agile culture.”
7. QANTAS-5 This airline is in the business of
transportation and logistics, as
it was founded in Queensland
outback in 1920 and employs over
5,000 people. As a large company,
one of its advantages is it has the
resources to offer a great variety
of work and benefits. One of these
benefits is discounted travel fees. As
in telecomm, the airline industry is in
constant flux. One employee writes,
“[Work there] is not stale. It always
needs to change because of the
nature of the industry.” Qantas has an
2 8 M a y 2 0 1 5
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
Reconciliation Action Plan, a policy
to bring more Aboriginal citizens
and Torres Strait Islanders into the
company’s workforce.
apprenticeship program available at
the Sydney, Melbourne and Brisbane
airports. Apprentices learn aircraft
maintenance and other trades, and
are offered a variety of benefits once
employed—including paid training
and a 19-day work month.
6. AUSTRALIAN POST-5.8 Australian Post—which delivers
the mail from Western Australia
to New South Wales, and from
Queensland to Victoria—is the only
government-owned company on
this list because none of the others
eligible were on Reputex’s corporate
social responsibility index. The mail
carrier has a Graduate Program for
students who have completed their
undergraduate or postgraduate
studies in the last 3 years. For
individuals motivated to forge a
career in information and digital
technology, the company offers a
Tertiary Education Hire Program,
which is an opportunity to gain
first-hand IT experience. Finally, its
diversity initiatives include the 2011
5. WESTPAC BANKING-6.3 In 2010, Westpac was on the
Global 100 Most Sustainable
Corporations List, created by the
Corporate Knights. Like Australian
Post, Westpac also has a graduate
program. “We offer structured one
and two-year graduate programs
within various business areas
spanning the full spectrum of
financial services, from day-to-day
retail banking to some of the biggest
commercial deals in the world,”
reads their website. One of their
employees wrote on Glassdoor,
“Depending on the area you work
in, there’s lots of opportunity to get
exposure to a range of products and
functions across the bank. [There’s
a] reasonable work life balance. The
maternity and working arrangements
are very generous if you’re a younger
woman starting a family.”
TOP 10
2 9
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
3.SUNCORP BANK-6.6 Suncorp provides an unparalleled
range of job opportunities across
insurance, banking, wealth
management and corporate
services. In addition to Suncorp,
they own the AAMI, Asteron, GIO,
Vero, Apia and Shannons brands.
With 27 reviews, its CEO approval
rate is 98 per cent. To facilitate a
work and life balance, the company
enables employees access to
flexible work arrangements such as
part-time, job-share, career breaks
and return to work schemes. One
employee writes, “Although a large
organisation, the hierarchy does
not restrict your ability to have a
say and influence the outcomes of
your role. I also like the flexible work
arrangements such as working from
home or working the hours that suit
me provided I get the job done.”
4. COLES-6.5 Coles is a supermarket chain that
has been in service for over 100
years. The company has a dedicated
employee website where they can
access discounts to a variety of
services as well as rosters and
payslips to plan leisure time. In an
attempt to diversify its work force,
the supermarket has an “Aboriginal
and Torres Strait Islander Plan” as
well as specific initiatives to employ
persons with disabilities. In their
reviews, employees of Coles bring
up opportunities for growth within
the company: “Coles has a wide
number of opportunities for team
members to develop themselves
if they choose. The company is
moving to hiring more and more
grads which will encourage more
skilled people to stick with the
job that supports them through
school. There are many areas of the
business to try out, and if you show
potential, you will be encouraged to
take on new challenges.”
3 0 M a y 2 0 1 5
TOP 10
B E S T 1 0 C O M P A N I E S T O W O R K F O R I N A U S T R A L I A
3 1Nils Versemann / Shutterstock.com
2. ANZ BANK-6.8 ANZ was named one of the Global
100 Most Sustainable Corporations
by the Corporate Knights in 2008.
They’ve also been recognized
as a mature age champion by
the Federal Government and an
Employer of Choice for Women by
the Equal Opportunity for Women
in the Workplace Agency. Through
internal policies, they are working
toward reaching significant targets
in the employment of Indigenous
Australians and people with
disabilities. “Disciplined, Organised
and good to work in the company
along with a decent pay. Early
morning shifts are great to work
in. Acceptable work pressure and
challenging job along with useful
training,” writes an employee. Like
most companies on this list, ANZ
provides family-friendly policies
including 12 weeks paid parental
leave, irrespective of length
of service.
3 2 M o n t h 2 0 1 4Joe Dejvice / Shutterstock.com
TOP 10
3 3
1. VODAFONE-7.8 Based on employee testimonials
on its website, there is plenty of
opportunity and support at this
telecommunications giant. Demelza
Anderson, Head of the Vodafone
Foundations writes, “I’m living
proof of what you can achieve
here. In just seven years, I’ve had
four very different roles. Part of the
reason I’ve stayed for so long is
that Vodafone really supports your
interests and you get to work with
people all over the world. It’s fast
paced and can be intense, but we
have fun along the way.” Head of
Postpaid Finance Jenni Taylor says,
“In less than a year, I was promoted
to Commercial Manager looking
after $300 million of back-office cost.
Today, I manage our largest revenue
portfolio worth over $2 billion, in a
head position. All that in just four
years!” The company’s accolades
include being number eight on
the Global 100 Most Sustainable
Corporations List, created by the
Corporate Knights in 2010.
G.J. Gardner Homes NZ:The Team is a Family at G.J. Gardner Homes New ZealandHow one company used continuous improvement to become a nation’s top residential construction business.Written by: Ian Hanner Produced by: Bryan Giles
G.J. Gardner Homes NZ:The Team is a Family at G.J. Gardner Homes New ZealandHow one company used continuous improvement to become a nation’s top residential construction business.Written by: Ian Hanner Produced by: Bryan Giles
3 6 M a y 2 0 1 5
G.J . GARDNER HOMES NZ
There are certain things that one can simply luck through in life, be they winning the
lottery or not catching a cold. However, nowhere is that principle less true than in the solid business that G.J. Gardner Homes NZ (G.J. Gardner) has been shaped into over time.
G.J. Gardner was founded in 1983 by Greg Gardner. According to the G.J. Gardner website,
a young Greg saw a market in desperate need of a better option in the residential construction company sector; an area that he saw as suffering from a lack of quality options at the time.
“Greg commenced his own building company, basing his business around uncompromised quality and value, with homes designed to meet individual customer needs and built to a
Harnessing long summer nights can be achieved through indoor and outdoor flow.
C O N S T R U C T I O N
www.g jgardner.co .nz/ 3 7
G .J . GARDNER HOMES NZ
Harnessing long summer nights can be achieved through indoor and outdoor flow.
committed time frame,” the G.J. Gardner website reads. “The formula was such a success that G.J. Gardner Homes grew to be Queensland’s largest home builder and in 1995 Greg decided to franchise the business with locally owned offices using the same proven formula to build quality homes right across Australia.”
In 1997, a key franchisee inquired about opening a G.J.
Gardner franchise in New Zealand, officially opening the door for what would become the country’s number one residential building group. G.J. Gardner Homes in New Zealand “We started [in New Zealand] as a business that hadn’t operated in this market— we had no brand recognition, no base, nothing,” said
G.J . GARDNER HOMES NZ C O N S T R U C T I O N
www.g jgardner.co .nz/ 3 9
Grant Porteous, co-owner of the G.J. Gardner NZ master franchise company. “The company had a reasonable start, but then the wheels started to get a little wobbly, and I was brought into the business in 2002 to run the New Zealand master franchise company.”
For over a decade GJ Gardner has dominated the New Zealand building industry and Grant is nothing if not humble. Taking a more hands-on approach to management, his attention to detail and quality above all has shaped G.J. Gardner into a major force in New Zealand in a relatively
short amount of time. Throughout this he has worked closely with his partner and wife, Ellie. “[2002] was when we really looked to change the business and the way we operated,” Grant said. “We refined our values and who we were; the things we wanted to be revered or famous for, both with our clients and within our industry. We wanted to set a new direction going forward and that’s the path we’ve remained committed to.”
The journey has not been without challenge but we always remain true to our vision and our ideals. Initially we bought into the
After 50 years and over a billion tiles, Gerard Roofs is Australasia’s largest manufacturer of lightweight steel roofing.
A Gerard roof is made up of individual pressed steel tiles installed using a unique fixing system that effectively locks them together to form a single structural unit; the result is a roof that’s stylish, copes with severe weather and lasts a very long time.
This ingenious roofing system has been embraced in over 120 countries, including places with some of the most extreme climates and environments on the planet. In Queensland, Gerard roofs were among those least affected by the devastating cyclone Yasi.
There are four smart profiles and nineteen contemporary colours and finishes; combinations provide a wide aesthetic choice. A Gerard roof can be specified with a look that works for most architectural styles.
Website: www.gerardroofs.com.au
SUPPLIER PROFILE GERARD ROOFS – THE WORRY-PROOF ROOF
APL® (Architectural Profi les Ltd) are proud to support and work with G.J.Gardner Homes on hundreds of quality projects each year through our window and door brands; ALTHERM®, FIRST® and VANTAGE®
The APL brands have had a long standing relationship with Australasia’s leading home builder and we wish them every success in the years ahead.
aplnz.co.nz
FROM ONE MARKET LEADER TO ANOTHER
vantage.co.nzfirstwindows.co.nzaltherm.co.nz
www.dominator.co.nz | 0800 DOMINATOR (366 462)
GJ Gardner takes home security seriously, which is why they choose Dominator Garage Doors & Openers when building your new home.
The key to your new home
*Source: Independent TNS omnibus surveys - 2005, 2011 & 2014
New Zealand’s most recognised garage door brand*
With the latest 128-bit encryption technology, Dominator is a brand you can trust for years to come.
G.J . GARDNER HOMES NZ C O N S T R U C T I O N
www.g jgardner.co .nz/ 4 2
company as equal shareholders with three other partners. The other partners were totally passive in relation to the business. As of the end of March 2015, Grant and Ellie Porteous secured the remaining 25 percent of Deacon Holdings Ltd; the holding company for G.J. Gardner in New Zealand. This has provided extra stimulus and excitement for the couple to continue to develop the GJ Gardner team in New Zealand. Their desire is to move the group from what they see as a very good business to a great business.
“In comparison to some other
building franchises in New Zealand, we have a long-term focus,” said Ellie. “We are the top building brand in this country, yet to buy one of our franchises is often cheaper than to buy one of our competitors. We do that on purpose because we understand some of the issues around setting up a new business. It is paramount that we choose the best people, not those with the biggest chequebook. Additionally we’d rather not have them cash-strapped in the beginning and prefer they have a long-term focus where they will still be with us in
Creating spaces planned around family needs ensures longevity of design.
Bathrooms and ensuites can be designed perfectly to customer taste.
C O N S T R U C T I O N
www.g jgardner.co .nz/ 4 3
G .J . GARDNER HOMES NZ
five to ten years, rather than us making more income up front but having a franchise that’s not economically viable.”
“Our people, our teams, create our success and bring the vision to reality, so we choose on heart, those with big tickers,” Grant added. “I call them ‘good buggers,’ an old New Zealand colloquialism for real, genuine, hard-working people.”
Part of this success is the focus on an old-fashioned, family orientated approach to doing business, backed by a foundation of professional standards, systems and processes. With all franchises being 100% family owned, this culture works extremely well.
To ensure smooth business operation, both Ellie and Grant
often travel across New Zealand, a country roughly the size of California. They check in with the different franchises and conduct quarterly business performance reviews. When they travel, singularly or together they most often don’t stay at a motel but rather stay with the franchisees, in their homes to get to know their families.
“We’re really a business that has managed to develop a fantastic professional team culture and still have, to a degree, a family culture,” he said. “To give you an idea, I was just visiting franchisees up north recently. I had to stay at their homes, that was just a given, I didn’t want to insult them by staying at a hotel. But the eldest sons and daughters came from living away to have dinner and a catch-up. So when you’ve got a
“We refined our values and who we were; the things we wanted to be revered or famous for, both with our clients and within our industry.”
– Grant PorteousBathrooms and ensuites can be designed perfectly to customer taste.
James Hardie is the world leader in the development
of fibre cement building products and related
building systems. Each year James Hardie invest
over US$30 million worldwide into fibre cement
research and development.
JJames Hardie now offers the most complete and
cost effective rigid underlay system to enhance the
weathertightness and airtightness of your home.
Ask us now about the benefits HomeRAB®
Pre-cladding will bring to your home.
Build tough. Build beautiful. Build with James Hardie.
Quality you can trust.From the trusted name in carpet.
Cavalier Bremworth is proud to be a long-standing supplier of high quality New Zealand-made wool and synthetic carpet to G. J. Gardner Homes.
www.cavbrem.co.nz 0800 808 303
Email: [email protected] | Web: www.athena.co.nz
Trusted manufacturer and
supplier of premium bathroom products
since 1982.
Design. Innovation. Inspiration.
G.J . GARDNER HOMES NZ C O N S T R U C T I O N
www.g jgardner.co .nz/ 4 5
twenty five year old that you used to know as a ten year old dropping by to have dinner with you, it’s kind of special.” Company Culture Whilst many business owners talk about building a company culture that feels like a family, most fall short in actually implementing that. For Grant and Ellie that wasn’t an option. Why, because family look after family, you help each other through the good and tough times and you don’t let family down.
“We want to be revered for being an organization of integrity, and one you can be proud to be part of,” said Grant. “When we walk around in uniform with our brand on our chest we want all our team to be proud to do so. As we travel around New Zealand we frequently have people say to us, ‘Oh, you work for G.J. Gardner. What a fantastic business to work for’ or ‘that’s a great company’ and they tell us a good story about one of our teams building a home for them or their friends.’ That is what we get all the time.
Nothing beats that feeling.”This is a common theme
throughout, with many of their supply relationships over a decade old, secured with only a handshake. Grant prides the business on forming effective supply partnerships which reduce cost to serve and increase efficiencies. This attitude of professionalism and ethics is encouraged throughout the entire network, with joint success paramount. “We try not to have too many rules but integrity in our relationships and in everything we do is of utmost importance. Cross that line in the sand and the right to represent the brand ends”
“Most things in our business are driven back to ‘Does it add value for our franchisee?’ and most importantly ‘Does it add value for our customer?’ Will it help drive our vision of having every customer recommend us to their closest friend? If not, why would we do it?” Grant said. “When I get to do some work with other franchise groups in New Zealand, in the food industry or other sectors, they always tend
13 Stores across the North IslandVisit our large online gallery at:
www.tiledepot.co.nz
New Zealand’s Best Tile Deals Since 1995Proud Supplier to GJ Gardner
www.pinkbatts.co.nz
• Non-combustible
• International certified for indoor air quality
• Lifetime product warranty
Pink® Batts® glass wool insulation has been keeping New Zealand homes warmer in winter and cooler in summer for over 50 years. It’s a high quality product with a long tradition, updated for contemporary conditions.
www.doorworks.com.au+61 2 8798 1924
32 Regent Crescent, MoorebankSydney NSW, Australia
Steel • Cedar • Custom Design • Architectural
GARAGE DOOR RANGE
www.windsordoors.co.nz+64 9 298 8655
347 Great South Road, TakaniniAuckland, New Zealand
GREAT QUALITY GARAGE DOORS FROM COMPANIES YOU CAN TRUST
We are a family business which has been in the New Zealand and Australian garage door market for over 20 years. Our aim is to provide high quality products promptly for reasonable prices.
Branches Nationwide. Freephone 0800 800 686plumbingworld.co.nz
Kieran Read, Plumbing World Brand Ambassador
Your team in black
As a key partner with G.J Gardner, we are proud to be associated with NZ’s largest builder and they can count
on us for bathroom and plumbing requirements and specialist knowledge & expertise. So come in and talk
to our experienced team in black.
PLUMBING WORLD ARE
PROUD TO SUPPORTG.J GARDNER HOMES
AS THEY CELEBRATE BUILDING THEIR 10,000TH HOME IN NZ.
G.J . GARDNER HOMES NZ C O N S T R U C T I O N
www.g jgardner.co .nz/ 4 7
to have a focus on themselves as a franchisor and their income. They seem like they look down on their team. We’ve always looked at it the other way. Our franchisees’ success is ultimately our success and every one of them actually forms the brand. In any market we are only as good as our local franchisee.”
That same consideration is paid to customers through a comprehensive plan that ensures open communication between G.J. Gardner and its clients. The process starts with a speedy response to the customer’s initial inquiry. From there, employees try to estimate the cost for the client as quickly and as accurately as possible, whilst explaining anything the customer is confused about. “We try to answer all questions customers don’t even know to ask, we want to help customers make quick decisions by being well-informed so that when they move into the completed home they have absolutely no regrets, nothing is missed out, and there is nothing they want to change.
“We actually have what we call
our Customer Service Standards Protocols in our business, which was agreed by the team to be the minimum actions that we do for every customer,” Grant said. “’We will contact you at these agreed upon times throughout the build; we will invite you to the site this number of times.’” 10,000 Built The dedication to being known not only as an extremely skilled and efficient company, but also as one that cares about the customer’s experience from commencement to completion, is a trait that has already carried the company extremely far. Earlier this year G.J. Gardner New Zealand completed its ten thousandth build, a major milestone along the path the company has walked down for close to seventeen years. . This has been achieved through four to five years of the worst building recession ever seen in New Zealand where permit numbers for the whole country has been as low as eleven thousand per annum.
Grant is hesitant to assign honour to any one factor but does
PREFERRED SUPPLIER
TO G.J. GARDNER HOMES
7486
_FP
G
We know each new home is unique because each
of us is different. We invent what’s needed and
anticipate what’s next. Whether it’s a washing
machine that responds to what you put in it, an
oven that brings the chef out in you or a drawer
that enjoys doing the dishes. We turn everyday
routines into experiences.
Building or renovating?gib.co.nz/homeowner has interior solutions for every room in your home
CONGRATULATIONS TO GJ GARDNER HOMES ON THEIR SUCCESSFUL PROJECTS TO DATE.
The Aio Collection is now
available from G.J. Gardner
Homes.
methven.com/aurajet
Methven has been a proud supplier to G.J. Gardner Homes for over 10 years.
MIKE HENRY INSURANCE BROKERS LIMITED
We provide insurance and risk based advice to multiple industries across a variety channels throughout New Zealand and globally via our parent Arthur J Gallagher.
• Specific Tailored Insurance Solutions• Risk Management• Claims Management• Administration Services
Kelly Grell: + 64 9 374 [email protected]
Jason Harkness;: + 64 9 374 0627 / 021 383 [email protected] or [email protected]
G.J . GARDNER HOMES NZ C O N S T R U C T I O N
www.g jgardner.co .nz/ 4 9
believe that living the vision and customer service ethos right across the organisation has been critical to that success. He notes you can only deliver on a vision by having great people and that he believes is their leading edge.
“I also think it’s been from doing a myriad of things really well,” he said. “We really did drive ourselves on being a great franchise network throughout the team. We are clearly great marketers of our brand in New Zealand. What would be considered a paltry budget by any corporate [in advertising] managed to make us a household name. We invested heavily in our wonderful testimonial and TV campaigns that have been absolute top quality, showing our full range of skills in the homes that we build.”
He added, “It’s about being a good support office and helping our franchisees be as successful as they can be in their individual markets, which then creates a greater team and a greater good. We generally put ourselves second in the income stream, but
by doing that, we are rewarded in the long-term.” The Future Grant and Ellie both make it very clear that whilst they don’t have a lot of room left to expand in New Zealand, they’re not finished trying to improve.
As part of their standard practices in dealing with customers, surveys are sent out after the completion of every job. These surveys are intended to allow the customer to provide feedback that could help the company improve its practices.
Clients are encouraged to rate the company on everything from overall job satisfaction to the attitude the crew had in dealing with them. Whilst the questionnaires are about 60 questions long and all the information collected is important, according to Grant if you don’t get the key questions answered positively it’s game over “would you build with this franchise again?” and “would you recommend this franchise to a close friend for their build?”
Grant & Ellie
C O N S T R U C T I O N
www.g jgardner.co .nz/ 5 1
Grant & Ellie
“What we do after those key questions, we ask them how they would rank the franchise’s performance overall [on a scale of one to ten],” Grant said. “Research shows that if people do not score you above an eight, they are not truly an advocate, even if they said that they would definitely recommend us. We therefore only count the ‘yes’ scores above this level.”
That sort of feedback is vital to the organisation, allowing it to respond to criticisms along every step of the company’s journey. It helps shape the vision and direction for G.J. Gardner, forcing Grant and Ellie to ask themselves are we still the organisation we set out to be, are we revered for our customer service standards and are we still leading the group effectively.
“We’ve always just had two or three long-term focuses for our brand. For everything we do, we ask ourselves, ‘Who will we be in the next five years?’, ‘How will our business look in the next decade?’ and ‘Will we be able to sit back in our rocking chairs in our 70s or 80s and still see this as New Zealand’s number one building group?’
For now, the company seems to be on track.
Company Information
I N D U S T RY
Construction
H E A D Q U A RT E R S
North Harbour,
New Zealand
F O U N D E D
1983 Australia,
1997 New Zealand
E M P L O Y E E S
300 nationally, 12 in
support office
R E V E N U E
Over $350 Million
P R O D U C T S /
S E R V I C E SG.J. Gardner Homes was founded in 1983 by a young builder, Greg Gardner. With an emphasis on quality, G.J. Gardner grew to be Queensland’s largest residential construction company. By 1995 Greg decided to franchise the business throughout Australia. In 1997 the company responded to significant interest from potential franchisees in New Zealand and made the jump to an international company. In 2002 Grant and Ellie Porteous bought into Deacon Holdings Ltd, the holding company for the G.J. Gardner Homes NZ master franchise. Since then the pair has run the company with the utmost deference to customer satisfaction.
Colliers International:Colliers International Poised for Major Industry OverhaulColliers International provides a sneak peak at the bevy of new and improved service offerings on the horizon.Written by: Ian Hanner Produced by: Bryan Giles
Colliers International:Colliers International Poised for Major Industry OverhaulColliers International provides a sneak peak at the bevy of new and improved service offerings on the horizon.Written by: Ian Hanner Produced by: Bryan Giles
5 4 M a y 2 0 1 5
COLLIERS INTERNATIONAL
From their seat in Australia, Colliers International is looking to change the
property management business landscape in a fundamental way.
Colliers got its start in 1976 in Australia when three of the country’s real estate services firms joined forces. According to the company website, it was only two
short years before the company was expanding internationally.
Today, the organization consists of more than 16,300 employees spread out across 67 countries. Managing thousands of different locations, the company is today known globally as a top 2 services provider in the field. But while Colliers has built a reputation for
We enable our clients to make better, faster, more informed decisions
C O N S T R U C T I O N
www.co l l ie rs .com.au 5 5
COLLIERS INTERNATIONAL
excellence of service, they’re not content to call it a day just yet.
“We’ve really challenged the way we deliver our services— and the market is pretty vanilla, right?” said Andrew Bull, national director of engineering and operations at Colliers International. “Everyone’s got more or less the same offering. So we’ve really
challenged ourselves to come up with something special which really differentiates us from the rest of the competitors [while providing] our clients with a service that exceeds their expectations and helps their bottom line. As a result, we’ve made some changes in our business and are about to make some more which will really set us
Forbes | 2014
New KONE UltraRope™ elevator hoisting technology enables the next big leap in high-rise building design The latest in a long line of technological breakthroughs, KONE UltraRope™ sets a new benchmark for high-rise buildings.
RReleased to the market in June 2013, the super-light KONE UltraRope technology provides unrivalled elevator eco-efficiency, reliability and durability, while also improving elevator performance.
KKONE UltraRope can enable future elevator travel heights up to 1,000 metres– twice as high as what is possible with today’s technology
Smart, flexible elevator, escalator, building doors and access solutions for the buildings of today – and tomorrowQuick, comfortable movement combined with reliable security and access control. Meeting these conflicting demands is no easy task. Our answer? KONE People Flow Solutions – smart, flexible solutions for access and destination control, information communication and equipment monitoring.
www.kone.com.au
KONEPeople Flow
Solutions
Access Elevators
Building DoorsEscalators
Forbes | 2014
COLLIERS INTERNATIONAL C O N S T R U C T I O N
www.co l l ie rs .com.au 5 7
apart from most of the field.”The Revolution to ComeAt face value, it’s difficult to imagine
how a company could stand out in an industry where all companies have relatively small variations on the same service. But Colliers hasn’t grown to the size it is today by lack of imagination. And Bull meant it when he said the company has big plans for differentiation.
“A really good example of that is our call center,” he said. “Traditionally call centres in the industry have have provided a reactive service.”
The way most building management companies handle call centers goes something like this: one of the company’s many tenants will discover that an essential feature of a building is out of commission, such as an elevator being out of order. That tenant would then call the property management company, who would send someone out to remedy the issue.
The process seems simple enough, but Colliers saw a means to improve the process.
“What we’ve done is shifted the call center into an environment
The average tenure of a Colliers International call centre operator far exceeds
the industry norm
COLLIERS INTERNATIONAL
As a market leader in fire safety and property risk compliance, AESC offers peace of mind knowing that you are meeting
statutory obligations and mitigating your risk.
• Fire Safety Compliance Audits
• Full Function Fire Test (FFFT). Manage, witness & report
• Evaluation of Building Fire Integrity
• Property Risk Assessments
•• Asbestos Surveys, Reports and Registers
• Provision of State Speciic Annual Fire Safety Certiicate
• Exclusive Web-based Risk Management System
FOR ALL YOUR PROPERTY RISK & COMPLIANCE REQUIREMENTS. AESC DELIVERVALUE OUTCOMES.
NATIONAL COVERAGE IN AUSTRALIA & NEW ZEALAND1300 237 200 I [email protected] | www.aesc.com.au
Leaders in the Science of Moving People
Whitfield Rose | Elevator Consultants | P +61 3 9411 1600 | W whitrose.com.au
Melbourne | Sydney | Brisbane | Perth | Adelaide
Whitfield Rose are specialist Vertical Transportation Consultants. Experts in energy efficient, optimised elevator system designs for new developments and life cycle upgrading solutions for existing properties. Our vertical transportation consulting services include:
Portfolio ManagementCapital and Strategic PlanningPerformance EvaluationsNew Elevator Design & TenderingElevator Modernisations Project and Contract Administration EElevator and Escalator Maintenance AuditingCustomised Maintenance ContractsExpert WitnessHazard and Risk IdentificationTechnical Advice and Commercial AdviceDue Diligence ReportsEnergy Metering
where they can monitor alarm outputs,” he said. “So now what we are doing is pushing alarm outputs from some of the building management systems into our call center environment.”
In essence, this shifts a very large portion of the building’s maintenance requirements from a situation where someone is sent out after a tenant gets irritated over an issue to one where the company can be proactive. By allowing call center representatives to
monitor alarm outputs in real-time, maintenance professionals can be dispatched long before the tenant even realizes there’s a problem.
“This changes the entire paradigm for the industry— we’re moving from a very reactive approach to actually monitoring the building condition and trying to stop faults before they become tenant-related issues,” Bull said.
This is all made possible by the information that “big data” provides. As the monitoring of
C O N S T R U C T I O N
www.co l l ie rs .com.au 5 9
COLLIERS INTERNATIONAL
systems is increasingly automated, the necessity of an individual to come out to the site for a routine inspection is greatly reduced, allowing for the most seamless tenant experience possible. It also means that tenants aren’t annoyed by essential building services regularly failing, and in the long term, this increases tenant retention for the landlord.
“The key for me is how we present that information to our clients in a way that not only adds value to the process, but enables our clients to make better, faster decisions,” Bull said. “I read a statistic the other day which said that in 1976 the average supermarket or grocery store stocked 9,000 items and now the average store stocks about 40,000 items. But your average shopper only needs about 150, so you think about all of those snap decisions that they have to make, walking around the supermarket. I used that analogy in our market as well. If I know my client needs 150 things then I’m going to try and create an environment where they’re not faced with 40,000 items, they’re
faced with 150 that they do want.”Their call center optimization is
only one of many changes Colliers is making to pass greater value on to their clients. Another is the total redesign of the company’s facilities management software, which governs day-to-day operations throughout the business. It manages a host of factors including workflow, procurement, risk management, contractor management and more.
According to Bull, the change in platform for Colliers will allow them some exciting new capabilities.
“[It] changes how we operate on a day-to-day basis because it’s optimized for use on mobile devices and now frees people up from their desks, enabling them to get out in the buildings in front of tenants and in front of clients,” Bull said. “It adopts things like producing QR codes for assets. So we can apply a QR code to an asset and someone can walk up to it, scan it, text it to a relevant person and straight into our facilities management platform where they can pull up information about that asset.”
6 0 M a y 2 0 1 5
COLLIERS INTERNATIONAL
“So it really does change the way that we interact with the building environment and the users of that environment,” he added.
The Continuing Company Standard of Excellence
When looking at the attention Colliers pays to passing value on to their clients, it’s no wonder the company has a veritable treasure trove of awards to point to.
According to a 2013 Business Review Australia article on the company, Colliers was honored at
the CoreNet Sydney 2008 Summit as a prime example of a company “developing a competitive advantage through a sustainable talent management program.”
The company is also routinely ranked in the Global Outsourcing 100 top businesses and the World’s Best Outsourcing Advisors by the International Association of Outsourcing Professionals. It’s an area Colliers has some experience in.
“We’re going through a
Andrew Bull
C O N S T R U C T I O N
www.co l l ie rs .com.au 6 1
COLLIERS INTERNATIONAL
“We’re moving from a very reactive approach to actually monitoring the building condition and trying to stop faults before they become tenant-related issues.”– Andrew Bull, National Director, Engineering and Operations.
procurement initiative at the moment which is really seeing us leverage our scale in the marketplace to the benefit of our clients, not only in dollar terms, but in terms of exposure to best practices and innovation,” Bull said. “And some of the things I’ve talked about wouldn’t be possible without finding the right partner, like in the call center, for example.
“That’s not in-house. We outsourced that to E-Group and they have been absolutely fantastic. We’ve always outsourced our call center. I was fortunate enough to bring, I think, 75 percent of the call center team from one provider to E-Group. To put that into perspective, the average tenure for that call center team is over 10 years and that’s unheard of in a call center environment.”
So with a host of loyal partners and a range of sophisticated updates coming soon to Colliers’ service offerings, the property management powerhouse looks well positioned for another 40 years of business.
Company Information
I N D U S T RY
Construction
H E A D Q U A RT E R S
Sydney NSW, Australia
F O U N D E D
1976
E M P L O Y E E S
15,800
P R O D U C T S /
S E R V I C E S
Colliers International is one
of the largest commercial
real estate services in the
world. Since its start in
1976, the company has
grown to include 16,300
employees in 67 countries.
With an emphasis on
passing value on to their
tenants while delivering
dependable functionality at
all of their facilities, Colliers
is one of the most trusted
names in the sector today.
Green BuildingCouncil of Australia
Green BuildingCouncil of Australia
6 4 M a y 2 0 1 5
GREEN BUILDING COUNCIL OF AUSTRALIA
The theme for this year’s Green Cities conference, held 17-19 March in Melbourne,
was ‘connect’ – and it proved a chance to connect both physically, through incredible networking opportunities, and intellectually – to new ideas that will help us move beyond business as usual.
We now operate in a borderless world of technological wizardry – a place where people, ideas and capital are unrestricted. This has far-reaching implications for our cities – and for our industry.
As our keynote speaker, acclaimed urbanist Larry Beasley said: “it’s a dog eat dog competition among
C O N S T R U C T I O N
w w w. g b c a . o r g . a u / 6 5
GREEN BUILDING COUNCIL OF AUSTRALIA
modern cities” in which “what your city feels like is a determining factor in its success or failure.”
Melbourne Lord Mayor Robert Doyle told the audience that “making our city more sustainable is directly connected with our future prosperity.”
But creating places that
people love – that they connect to – demands more than a focus on energy efficiency and water sensitive design. We need to, in the words of Larry Beasley, “put the soul back into the city. It’s about “bringing back the human touch”.
Rob Adams fired us up with a reminder that the critical factor in
Romilly Madew
GBC OF AUSTRALIA C O N S T R U C T I O N
www.gbca .org .au/ 6 7
making a dynamic, exciting, liveable city is people. Rob’s spent the last thirty years redesigning the streets of Melbourne so that they are places that people want to be. “None of this is a mystery, none of this is difficult” he said.
We are nevertheless poised at a time of “great opportunity and great obligation”, as Lend Lease’s CEO of Property, Tarun Gupta, so eloquently put it.
The challenges we face are enormous. Rob Whelan, CEO of the Insurance Council of Australia, had us sitting on the edge of our seats when he showed us the graph of what he called the “inexorable climb” in costs of natural catastrophes due to increasing frequency and intensity of extreme weather events. The solution, he said, is more resilient buildings, because “if we are going to live in places that are exposed to extreme weather, we need to build for them.”
The opportunities are just as great. Carnegie Mellon University Professor Vivian Loftness encouraged us to design for ‘environmental surfing’, and Harvey Bernstein shared with us how 77
per cent of global building owners are now willing to pay more for healthier buildings.
Architect and biomimicry expert Michael Pawlyn encouraged us to look to nature for inspiration, challenging us to see “nature as a design sourcebook that has benefited from 3.8 billion years of development process, with all its products withdrawn from the market.”
We heard about how the investment structures are starting to fall into place, with green bonds on the rise. And Michael Salvatico, Vice President of MSCI, pointed out that the US$10 billion spent on green bonds in 2013 is expected to climb to $100 billion in 2015.
One of the great themes of this conference was the need to drive cultural and structural change – within our teams, within our organisations, and with our relationships with governments – that encourages connections over competition.
Entrepreneur and ‘conscious capitalist’ Craig Davis warned us that the future of our industry is deeply connected with our
Romilly Madew
6 8 M a y 2 0 1 5
COMPANY NAME
“awareness and sensitivity” to humanity. “What is the point of having sustainable buildings if the people aren’t?” he asked. He spoke of the need to “shift from a hierarchy to a network.”
Many speakers underscored the need for us to create ‘ecosystems’, with collaborative partnerships at the core. Jillian Broadbent, Chair of the Clean Energy Finance Corporation, predicted a future in which “governments are less directive and more facilitative”. She also talked about the benefits of
connecting disparate groups to foster new ways of thinking – talking about the sustainable solutions to be found from linking old engineers with young data analysts, for instance - the ‘Medici effect’.
Other speakers agreed. Anna Skarbek, during the Women’s Leadership Breakfast, shared the lessons she’d learnt from neuroscientists and novelists. Holly Ransom spoke about how industry leaders are learning to connect with disruptive innovators to create new business opportunities, and
S E C T O R
www.gbca .org .au/ 6 9
COMPANY NAME
about how a burning sustainability problem of GE’s was solved through a competition that was won by a Singaporean dentist.
The message is clear. While our industry is hyper-connected, we will never have all the answers, so we must connect with other industries and other ideas.
One of the most striking thoughts for me over the two days came from Reuben Berg, the founder of Indigenous Architecture and Design Victoria. Reuben pulled out a tape measure to represent
the 68,000 years that indigenous people have lived in deep connection with the land, and then compared it with the tiny 200 years or so since European settlement.
Reuben emphasised that we have much to learn from aboriginal people about connection to place, and connection to the environment. But he also reminds me that we have much to learn from people with other points of view, other ways of living, other ways of working. And it’s only through connecting that we’ll discover what they are.
Green Cities - panel discussions
New Gold Inc.:Maximising Assets at Peak Mines in Australia New Gold’s Peak Mines General Manager Greg Bowkett discusses the company’s unique approach to optimising Peak Gold Mines by maximising opportunities, refining management and company culture, and continuously looking to improve.Written by: Robert Spence Produced by: Nate Zeke
7 1
New Gold Inc.:Maximising Assets at Peak Mines in Australia New Gold’s Peak Mines General Manager Greg Bowkett discusses the company’s unique approach to optimising Peak Gold Mines by maximising opportunities, refining management and company culture, and continuously looking to improve.Written by: Robert Spence Produced by: Nate Zeke
7 2 M a y 2 0 1 5
NEW GOLD INC.
Headquartered in Vancouver, Canada, New Gold Inc. is an intermediate gold
mining company with a focus on environment and social responsibility. The company has a growing portfolio consisting of four producing assets — the New Afton Mine in Canada, the Mesquite Mine in the United States, the Peak Mines in Australia and the Cerro San Pedro Mine in
Mexico — and three development projects in Canada and Chile.
Peak Gold Mines has inspired the Canadian miner to do more with less, which includes integrating new systems to optimise overall production and performance.
Under this formula, Peak Mines has turned strategy into action by harnessing the creativity and passion of its team while introducing business processes
Peak Gold Mine
M I N I N G
www.newgold .com 7 3
NEW GOLD INC.
that are lean and continuously improved. The Peak Mines in Australia has been a shining example of the success that incurs from these processes being put into place. Maximising opportunities Located in the Cobar Gold Field of New South Wales, Peak Mines is a medium-sized gold and copper mining operation,
comprised of five commercially active underground mines and a copper-gold processing plant. The mine produces gold dore for sale at the Perth mint and copper concentrate that is sold to markets in Asia.
Although New Gold has historically been focused on copper and gold, there is potential to maximize new opportunities at Peak Mines, according to
Tel: +61 8 8358 4444Fax: +61 8 8358 4333Email: [email protected]
14 Bowker Street, AdelaideSouth Australia 5044Australia
CONTACT
WE MEET OUR CLIENTS’ EXPECTATIONS WITH LEADING TECHNOLOGY, INTEGRITY, SAFETY AND EFFICIENCY.
Raisebore Australia is a South Australian-based company that provides a specialised service to Australian and international mining industries. It has the dynamic ability to ream raises from 0.6 metres up to 6.0 metres in diameter thanks to a large fleet of raiseboring machines and extensive inventories of consumables.
TTo date, the company has reamed in excess of 125 kilometres of shafts and provided drilling machines to all states of Australia and to international projects (West Africa, New Zealand, Hong Kong, Vietnam and Portugal).
Tel: +61 8 8358 4444Fax: +61 8 8358 4333Email: [email protected]
14 Bowker Street, AdelaideSouth Australia 5044Australia
CONTACT
WE MEET OUR CLIENTS’ EXPECTATIONS WITH LEADING TECHNOLOGY, INTEGRITY, SAFETY AND EFFICIENCY.
Raisebore Australia is a South Australian-based company that provides a specialised service to Australian and international mining industries. It has the dynamic ability to ream raises from 0.6 metres up to 6.0 metres in diameter thanks to a large fleet of raiseboring machines and extensive inventories of consumables.
TTo date, the company has reamed in excess of 125 kilometres of shafts and provided drilling machines to all states of Australia and to international projects (West Africa, New Zealand, Hong Kong, Vietnam and Portugal).
SUPPLIER PROFILE
THE HISTORY OF RAISEBORE AUSTRALIA AND NEW GOLD FROM 1996 TO THE PRESENT
Raisebore Australia Pty Ltd (RBA) is a private company, wholly owned by its founder and Managing Director, Mr Rod Bertram.
The company was registered in March 1995 and excavated its first raise for Peak Gold Mines in February 1996 which was an uphole raise. This was the very first box hole raise excavated in Australia by a raiseborer and followed the innovation of down reaming at Mt Isa a year earlier.
RBA has excavated in excess of 125,000 metres of shafts within Australia, Ghana, Portugal, Vietnam, Hong Kong and New Zealand many of which have been for New Gold and the other mines in the Cobar area where RBA has been the pre-eminent raiseboring Contractor since 1995.
In fact we understand that we have carried out in excess of 99% of all raiseboring requirements of Peak Gold since the initial box hole in 1996. Our fleet of six specialised small diameter raiseborers has the capability to box hole, down ream and excavate conventional slot raises as well as escape ways.
Our fleet of seven mid-range and large diameter raiseborers has excavated numerous underground raises for New Gold as well as a number of surface shafts up to 781 metres in depth which was completed in 2011.
Currently RBA is still servicing Peak’s raiseboring requirements with a low profile raiseborer drilling slot raises whilst a large diameter machine is completing a new ventilation circuit for the mine both from surface and underground locations.
RBA is proud of its achievements and in particular its 19 year association with Peak Gold, which would not have been possible without its dedicated workforce and a loyal client.
Raisebore Australia Pty Ltd will continue to offer unparalleled service to the industry whilst maintaining our responsibility for the safety of personnel, to the environment and act as a responsible corporate citizen.
Website: www.raisebore.com.au/
www.raisebore.com.au
Unparalleled service to the mining industry in metalliferous, hard rock and coal, as well as civil construction.
Pilot Drilling
Conventional Raiseboring
Box-Hole or Up-Reaming
Down-Reaming
Horizontal Raising
CORE BUSINESS:
Atlas CopcoRobbins91RH – 415Vand1000V Units
Atlas CopcoRobbins32R – 415Vand1000V Units
Atlas CopcoRobbins43R
Atlas CopcoRobbins73R
Atlas CopcoRobbins63R
Atlas CopcoRobbins97RL
Atlas CopcoRobbins211M
M I N I N G
www.newgold .com 7 7
NEW GOLD INC.
managing director of Peak Mines, Greg Bowkett.
“We have a couple ore bodies with lead zinc that affect the current concentrate and we have to pay penalties because of this. So one of the things we are exploring is whether we could potentially reconfigure the circuit to produce a saleable lead or zinc product to turn this from a cost to a benefit.”
Though it is early in the evaluation phase this could enable the mine to access new parts of different ore bodies, which aligns with its strategy of maximising opportunities.
“Should this prove viable, this would add to our current operations and would give us the opportunity to maximise the whole asset instead of just the parts of it we are currently focused on,” Bowkett added.
Refining management and culture For Peak Mines, structured communication has been instrumental in changing the company’s management style.
The mine has enlisted the help of Quest Worldwide, a global change management consultancy that works with organisations to improve their business performance. The partnership focuses on three fundamental areas: operational excellence, strategy execution and people management.
“Quest Worldwide is a global change management consultancy,” said CEO Mark Pinchen. “We operate from regional bases in Australia, Europe and the United States. We work with our clients to engage their people in deploying their strategies and realising significant, sustainable improvements to their organisations and cultures, delivering real bottom-line impact.”
“Quest has been vital in getting the different departments of our mine to understand our processes so we can achieve our goal. It’s been monumental for the people management aspect of our business,” Bowkett said. “Quest has helped to engage our people, get them out of their comfort zones and to start thinking at
1800 897 336 [email protected] | www.tyredoctor.com.au
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
• NDT & RIM CERTIFICATIONS• NEW RIMS & REPAIRS• ONSITE FITTING TRUCKS
• NEW TYRES• TYRE REPAIRS• SOLID FILL TYRES
TOTAL TYRE & RIM SOLUTIONS
NEW GOLD INC. M I N I N G
www.newgold .com 7 9
the business level. It boils down to everyone understanding and speaking the same language.”
According to Pinchen, this is exactly what Quest does.
“We help their clients and their people to think innovatively about the business at the business level and to then apply the disciplines to realise the vision, goals and plans that are formed. It takes courage and commitment and forces people outside of their comfort zones, but also builds new awareness and powerful ownership of the solutions and requirements. It’s a challenge to
involve people in this way but it pays dividends.”
The partnership has aided Peak Mines in creating a high-performance culture that is focused on improving customer relations while continuously driving improvements.
“We value integrity, commitment, innovation, employee development and teamwork,” said Bowkett. “We believe our business can be run through these values and we’re committed to implementing a positive change.”
Quest works with project
1800 897 336 [email protected] | www.tyredoctor.com.au
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
ISO 9001:2008
qualitymanagementsystem
ISO 22000:2005
food safetymanagementsystem
ISO 14001:2004
environmentalmanagementsystem
AS 4801:2001
safetymanagementsystem
• NDT & RIM CERTIFICATIONS• NEW RIMS & REPAIRS• ONSITE FITTING TRUCKS
• NEW TYRES• TYRE REPAIRS• SOLID FILL TYRES
TOTAL TYRE & RIM SOLUTIONS
SUPPLIER PROFILE TYRE DOCTORTyre Doctor are proud to have been involved with Peak Gold Mines for over 10 years.
As a total tyre and wheel solution provider, Tyre Doctor provides the following benefits to the mining industry.
New Tyres: Large stock volumes and extensive industry knowledge make Tyre Doctor the ideal tyre supply partner for your mining operation.
Rims: Tyre Doctor has state of the art rim testing equipment and a modern facility for repairing and custom manufacturing rims to ensure your fleet stays safe and mobile.
Tyre Repairs: Hot Vulcanising tyre repairs form the heart of the Tyre Doctor Operations. All sizes of tyres up to 63” repaired in our workshop with guaranteed short leadtimes.
Onsite Services: With a fleet of fitting trucks and conveyor belt repair units, all operated by qualified staff, Tyre Doctor has all onsite requirements covered.
Call 1800 897 336 to discuss how we can reduce your operating costs, reduce your machinery downtime and increase safety at your mining or earthmoving operation.
Website: www.tyredoctor.com.au
Make your processes truly productive!
QuestWorldwide
Quest is a global change management consultancy. Since 1988, operating from our regional bases in Australia, Europe & the USA we have delivered success for our clients around the world in all sectors.
We enable our clients to better
deploy their strategies. Our
approach provides a balanced
framework in which firms can put
their values to effect and engage
their people, mobilising teams at
all levels to deliver on their plans
and achieve the company’s goals.
Focusing strategy
We foster a performance
improvement culture throughout
the business by taking a whole
of business perspective. At the
same time we train and equip
client teams to really challenge
the productivity of their processes
and ultimately build a culture of
continuous improvement.
Driving improvement Engaging people
We work in partnership to
engage people at all levels in
client businesses, creating a
service oriented, high performing
culture that can make a strong
linkage between its values and
behaviours. We design and run
high-energy events to engage
creativity, knowledge and passion
in teams of all sizes.
Australia | New Zealand | Asia +61 (2) 9904 8488
US | Canada | South America +1 (845) 279 5707
UK | Europe | Africa | Middle East +44 (0) 1483 427 031
Ready to work with you
NEW GOLD INC. M I N I N G
www.newgold .com 8 1
leaders to implement a coordinated approach to improve project effectiveness with a two-way communication style.
“Instead of our company only being driven by the general manager or CEO, we actually want it to be integrated,” said Bowkett. “We want our company to be driven by the leadership side and the workforce side so we can produce the best product possible.
Another component to refining the Peak Mines’ commitment to employees and company culture has been the assistance of the Workplace Health and Safety
Committee (WHS), a safety group comprised of key employees, including a member from every department in the organisation. It has been crucial in strengthening the company’s safety culture and getting Peak Mines to look at the bigger issues.
“WHS has helped change the culture of our people to be more proactive in recognising safety issues,” said Bowkett. “The committee really helps to align our focus on the values, teamwork, and development and training of employees to ensure they understand how we view safety
Make your processes truly productive!
QuestWorldwide
Quest is a global change management consultancy. Since 1988, operating from our regional bases in Australia, Europe & the USA we have delivered success for our clients around the world in all sectors.
We enable our clients to better
deploy their strategies. Our
approach provides a balanced
framework in which firms can put
their values to effect and engage
their people, mobilising teams at
all levels to deliver on their plans
and achieve the company’s goals.
Focusing strategy
We foster a performance
improvement culture throughout
the business by taking a whole
of business perspective. At the
same time we train and equip
client teams to really challenge
the productivity of their processes
and ultimately build a culture of
continuous improvement.
Driving improvement Engaging people
We work in partnership to
engage people at all levels in
client businesses, creating a
service oriented, high performing
culture that can make a strong
linkage between its values and
behaviours. We design and run
high-energy events to engage
creativity, knowledge and passion
in teams of all sizes.
Australia | New Zealand | Asia +61 (2) 9904 8488
US | Canada | South America +1 (845) 279 5707
UK | Europe | Africa | Middle East +44 (0) 1483 427 031
Ready to work with you
Established: 1988
Industry: Energy & Resources, Financial Services, Manufacturing, Logistics, Petrochemicals, Health & Life Sciences, Retail & Leisure, Technology, Media & Telecommunications
Services: Business Transformation, Change Management, Human Capital, Leadership, Programme/Project Management, Strategy Deployment, Operational Excellence, High Impact Events & Culture Change
On-Going Projects: Business Improvement Exercises, Lean Manufacturing, Strategic Planning & Deployment; Major Projects Deployment & Communication Management:Steve Smith - ChairmanBret Shaw - Regional Director Asia PacificMichael Hill - Regional Director EMEAJohn Guadagnino - Regional Director Americas
Website: www.quest-worldwide.com
SUPPLIER PROFILEQUEST WORLDWIDE
SINCE 1986
www.inlandpetroleum.com.au
Inland Petroleum focuses on excellence in identifying, qualifying and delivering precise fuel solutions and services that enhance our customers’ bottom line.
Delivery options and capacity flexibilityFuel supply diversificationIntegrated logistics managementOperational efficiencySimplified administrationRRemote site monitoringAutomated technological systems
Specialising and customising solutions in:
NEW GOLD INC. M I N I N G
www.newgold .com 8 3
and what is needed to achieved it as a team.”
Operational excellence With a new approach, Peak Mines has also been able to streamline processes and optimise results. The company’s newly adopted management approach to maintenance, which incorporates the lean manufacturing model, helped Peak Mines cut its maintenance costs by USD $1.3 million in 2014.
“The improved management approach is making a tremendous difference in how we operate and
conduct business,” said Bowkett. “The results speak for themselves. The lean model has given us a goal for our bottom line, which helps us know exactly how many people we need to run this operation successfully, and profitably.”
Peak Mines has reduced its maintenance cost on its loaders from USD $120 per hour to $50 per hour. The company was then able to increase its jumbo uptime from 60 percent to 85 percent. In addition, Peak Mines commissioned the help of Kepner-Tregoe to assist with a wide range of business improvements such
Peak Gold Mine Workers
8 4 M a y 2 0 1 5
NEW GOLD INC.
Peak Gold Mine
M I N I N G
www.newgold .com 8 5
NEW GOLD INC.
as increased operational efficiency and overall equipment effectiveness.
“Kepner has helped us select the best locations for equipment to give us maximum capacity,” said Bowkett. “The company has essentially given us more opportunities with what we have.”
The next chapter Along with additional exploration projects lined up, New Gold will continue to evaluate opportunities associated with the lead and zinc or at Peak.
“Right now we’re focused on mining at the rate that’s optimal for us, while continuing to keep our employees safe,” Bowkett said. “Our Penalty for Profit initiative is another aspect we’re going to focus on moving forward.”
Company Information
I N D U S T RY
Mining
H E A D Q U A RT E R S
Vancouver BC, Canada
F O U N D E D
1980
E M P L O Y E E S
1757
R E V E N U E
N/A
P R O D U C T S /
S E R V I C E SNew Gold is an intermediate gold mining company. The company has a portfolio of four producing assets and three significant development projects. The New Afton Mine in Canada, the Mesquite Mine in the United States, the Peak Mines in Australia and the Cerro San Pedro Mine in Mexico, provide the company with its current production base. In addition, New Gold owns 100% of the Rainy River and Blackwater projects, both in Canada, as well as 30% of the El Morro project located in Chile. New Gold’s objective is to be the leading intermediate gold producer, focused on the environment and social responsibility.
Healthe Care:The Leading Private Hospital Provider for Southeast VictoriaWith The Valley Private Hospital and South Eastern Private Hospital in its portfolio of 16 medical facilities, Healthe Care has transformed this private hospital with state-of-the-art technology, specialist services and a driving vision. Written by: Stephanie C. Ocano Produced by: Rob Benson
Healthe Care:The Leading Private Hospital Provider for Southeast VictoriaWith The Valley Private Hospital and South Eastern Private Hospital in its portfolio of 16 medical facilities, Healthe Care has transformed this private hospital with state-of-the-art technology, specialist services and a driving vision. Written by: Stephanie C. Ocano Produced by: Rob Benson
8 8 M a y 2 0 1 5
HEALTHE CARE
Our vision for The Valley and South Eastern private hospitals is to become the
major private hospital provider for southeastern Melbourne and Victoria.
Formed in 2005 with the intention to lead individuals to health, Healthe Care has become a reputable source across Australia for private healthcare.
With a philosophy rooted in empowerment and well-being, Healthe Care takes pride in delivering premium care to all its valued clients and patients through specialist services,
facilities and innovations.We recently spoke with CEO
of The Valley and South Eastern private hospitals, Neil Henderson, who offered his insight into the success of the company as well as its plans for the future.
A Success Story When Henderson joined Healthe Care there was a lot of room for improvement in The Valley and South Eastern private hospitals. But rather than fearing the challenge, he took it on headfirst.
“I really wanted to contribute to the greater common good and
H E A LT H C A R E
www.hea l thecare .com.au/ 8 9
HEALTHE CARE
develop something that I could sit back on and be proud of in years to come,” said Henderson of the early days. “What contributed [to the recent paramount success] was the recognition that the fundamentals were there for the two hospitals to transform into major players.”
And transform they did. “The basic infrastructure of
the buildings was there,” said Henderson, “but the spark that became the difference between mediocrity and rapid success was vision, leadership and belief.”
“Basically, what I did in 2012
was to determine that these two hospitals could develop and grow rapidly and I needed to build myself a team that would believe and be inspired by the vision to lead and motivate others to follow,” added Henderson.
The “others” Henderson referenced included doctors and staff, as well as stakeholders.
By recruiting and training a team of managers who were committed to said vision and culture, this inspiration was spread to each department where the managers imparted good leadership. In order to continue this spread of positivity,
B U I L D I N G T H E H E A L T H C A R EP R O P E R T I E S O F T H E F U T U R E
Australian Unity Real Estate Investment (AUREI) is proud of its long standing partnership with Healthe Care.
Since 2006, Healthe Care has been a tenant in the Australian Unity Healthcare Property Trust (HPT). The HPT is Australia’s largest and most successful healthcare real estate investment trust and currently owns a portfolio of 27 hospitals, medical centres and healthcare-related properties across Australia.
A Healthe partnership with an experienced capital partner
As the demand for healthcare services increases in line with Australia’s rapidly ageing population there is significant scope to expand, improve and upgrade existing hospitals and medical centres to meet this growing demand. The HPT has undertaken, and continues to work on, a number of developments that provide win-win outcomes for patients, the wider community and investors.
Development Snapshot:
Further Information
The Australian Unity Healthcare Property Trust is issued by Australian Unity Funds Management Limited ABN 60 071 497 115, AFSL 234454. The information here is general information only and does not take into account the financial objectives, situation or needs of any particular investor. Before deciding whether to acquire, hold or dispose of a product, investors should read the Trust’s current Product Disclosure Statement (PDS). A copy of the PDS can be obtained by calling 13 29 39 or visiting australianunityinvestments.com.au.
PROP0008-201504
� $23 million development, delivered 38 new beds, four new operating theatres and an endoscopy room (Stage One).
� $14.6 million development will deliver 60 new beds and a multi-deck car park (Stage Two).
� $15.6 million development to construct additional medical consulting suites (Stage Three).
� Property purchased for $5.5 million in October 2014.
� $7.5 million to be spent converting the property into a 60 bed mental health hospital to cater for increased demand for mental health services in the area.
The Valley Private Hospital, Mulgrave, Victoria
Townsville Private Clinic, Queensland
� $9.1 million re-development completed in May 2012 – delivering 67 new beds for rehabilitation and general medical services.
� Property purchased for $16.2 million in July 2014.
� $5.6 million to be spent on re-furbishing the 78 bed general hospital complex.
Brunswick Private Hospital, Victoria
Brisbane Waters Private Hospital, NSW Central Coast
HEALTHE CARE H E A LT H C A R E
www.hea l thecare .com.au/ 9 1
the “Love Your Work” program was instituted to recognize individuals that were doing something above and beyond their line of duty.
“At the end of the day, if people are being recognized for their hard work, they are likely to be more motivated to do their job,” reiterated Henderson.
Exclusive, World-First Technology There are four aspects of Healthe Care that make it distinct from other private hospital care providers: a strong emphasis on strategic visioning, a strong team with a
strong bond to one another and the hospitals’ vision, a high level of delegation from corporate to local decisions and some high-tech equipment that is rarely seen in competitor hospitals.
Investing $4 million, The Valley Private Hospital built the world’s first fully hybrid operating theatre integrated with a Siemens Zeego 3D imaging system, a Maquet theatre system and a Magnus table. The move was so groundbreaking that teams from both Siemens and Maquet in Germany traveled to the hospital to admire and marvel at the world first.
B U I L D I N G T H E H E A L T H C A R EP R O P E R T I E S O F T H E F U T U R E
Australian Unity Real Estate Investment (AUREI) is proud of its long standing partnership with Healthe Care.
Since 2006, Healthe Care has been a tenant in the Australian Unity Healthcare Property Trust (HPT). The HPT is Australia’s largest and most successful healthcare real estate investment trust and currently owns a portfolio of 27 hospitals, medical centres and healthcare-related properties across Australia.
A Healthe partnership with an experienced capital partner
As the demand for healthcare services increases in line with Australia’s rapidly ageing population there is significant scope to expand, improve and upgrade existing hospitals and medical centres to meet this growing demand. The HPT has undertaken, and continues to work on, a number of developments that provide win-win outcomes for patients, the wider community and investors.
Development Snapshot:
Further Information
The Australian Unity Healthcare Property Trust is issued by Australian Unity Funds Management Limited ABN 60 071 497 115, AFSL 234454. The information here is general information only and does not take into account the financial objectives, situation or needs of any particular investor. Before deciding whether to acquire, hold or dispose of a product, investors should read the Trust’s current Product Disclosure Statement (PDS). A copy of the PDS can be obtained by calling 13 29 39 or visiting australianunityinvestments.com.au.
PROP0008-201504
� $23 million development, delivered 38 new beds, four new operating theatres and an endoscopy room (Stage One).
� $14.6 million development will deliver 60 new beds and a multi-deck car park (Stage Two).
� $15.6 million development to construct additional medical consulting suites (Stage Three).
� Property purchased for $5.5 million in October 2014.
� $7.5 million to be spent converting the property into a 60 bed mental health hospital to cater for increased demand for mental health services in the area.
The Valley Private Hospital, Mulgrave, Victoria
Townsville Private Clinic, Queensland
� $9.1 million re-development completed in May 2012 – delivering 67 new beds for rehabilitation and general medical services.
� Property purchased for $16.2 million in July 2014.
� $5.6 million to be spent on re-furbishing the 78 bed general hospital complex.
Brunswick Private Hospital, Victoria
Brisbane Waters Private Hospital, NSW Central Coast
Australian Unity is a mutual company providing healthcare, financial services, retirement living and aged care
accommodation and services to more than half a million Australians.
From health insurance and preventative health programs through to investments, banking and retirement
solutions, we provide services that maintain the security and dignity of our customers throughout their
changing life stages.
Over the past decade, the Australian Unity Real Estate Investment team has become one of Australia’s
premier unlisted, direct property fund managers. It currently owns and manages more than 50 properties in
the healthcare, retail and commercial sectors across Australia and has more than $1.9 billion in funds under
management.
The Australian Unity Healthcare Property Trust is one of the largest and most highly regarded unlisted
property funds in Australia. It has a diversified tenant base and holds a quality direct portfolio of 27 healthcare
properties across Australia, valued at over $660 million.
Website: www.australianunityinvestments.com.au
SUPPLIER PROFILE AUSTRALIAN UNITY REAL ESTATE INVESTMENT
9 2 M a y 2 0 1 5
COMPANY NAME
Additionally, the hospital also recently built a brand new 10-bed, state-of-the-art intensive care unit with the latest technologies, built a new ward, four new operating theaters, and then added an EOS, Nobel Prize winning, spinal imaging system from France.
Storz in Germany were the first to develop a 3D camera for
laparascopic surgery and The Valley Private Hospital acquired this as well.
When asked what it felt like to own such impactful technology that no one else has yet, Henderson replied with three words full of enthusiasm: “I love it!”
“It (the technology) has enabled us to do a few things,” he added. “For
S E C T O R
www.hea l thecare .com.au/ 9 3
COMPANY NAME
one, it has been critical to change the perception of the hospital from where it was to where it is. It has made people sit up and notice that we are serious and do what we say we will do. It also enables us to attract top specialists in the field because they want to use that technology—which adds to the reputation and prestige.”
Looking to the Year 2020 “We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in,” said Henderson.
Healthe Care’s vision for The Valley and South Eastern private hospitals is to grow overall, but its goal for the year 2020 is to own 50
“We are a vibrant, growing and excited organization with a big future—which creates lots of opportunities to participate in.” – Neil Henderson, CEO
9 4 M a y 2 0 1 5
HEALTHE CARE
“[The technology we use] enables us to attract top specialists in the field.” – Neil Henderson, CEO
H E A LT H C A R E
www.hea l thecare .com.au/ 9 5
HEALTHE CARE
percent of the market of the 1.2 million people living in southeastern Melbourne and Victoria. This exponential growth would require going from the current 260 hospital beds to 560 by said year across 3 campuses.
Currently, 60 beds are being built at The Valley Private Hospital and the following 60 beds will be built at South Eastern Private Hospital—which will take the current total to 380 hospital beds by 2016, well on track to realize the 2020 vision.
Healthe Care has committed significant funds to redevelopment projects. Undertaking extensive refurbishment of patient accommodation and adding additional services, Healthe Care’s aim is to build facilities with strong partnerships and service integration that deliver innovative programs, provide flexible care options and support patients well beyond their hospital stay.
For those after the best private hospital care there is in Australia, the choice is Healthe Care.
Company Information
I N D U S T RY
Healthcare
H E A D Q U A RT E R S
Sydney NSW, Australia
F O U N D E D
2005
E M P L O Y E E S
Healthe Care: 5,000;
Valley / South Eastern:
1,000
P R O D U C T S /
S E R V I C E S
Healthe Care’s philosophy is simple: to make and keep people healthy. By providing the right tools and information alongside a range of health services and solutions, Healthe Care empowers its patients to take control of their health. With a portfolio of 16 hospitals, 5,000 employees and 1,600 hospital beds (for now), Healthe Care is the third largest commercial group in Australia.
“The spark that became the difference between mediocrity and rapid success was vision.” – Neil Henderson, CEO