Australasia Outlook issue 12

australasiaissue 12 | www.AusTRALAsiAouTLook.coM

First it was Rio’s Tom Albanese now BHP’s Marius Kloppers is moving on

also this issue

Hollywood’s new action Hero

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a-changinJai courtney

britaxcHildcare

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New CEOs for Rio, BHP and an interview with Hollywood’s new all action Aussie

First it was Rio Tinto’s Tom Albanese and then BHP’s Marius Kloppers announced his intention to step down.

Albanese left Rio after the firm announced a $US14 billion write-down and was replaced by Sam Walsh, chief executive of the miner’s iron ore business.

Unlike Albanese, Kloppers is not is not being booted out. He is retiring. He will be replaced by Andrew Mackenzie. The news left financial markets stunned.

The changes at Rio and BHP means all five of the world’s biggest miners have different chief executives, in place or lined up, to those that led them through the global financial crisis.

You can read more on page 12.Away from mining, we talk to Hollywood’s new

all action Aussie Jai Courtney and of course we continue to bring you all the other things you have come to expect from one of the region’s leading business titles. We look at Britax’s success, discover why Willis is targeting growth and learn how CMX Global Logistics has continued to prosper despite so many uncertainties in the global economy.

Sadly this is my last edition of Australasia Outlook – it’s been a pleasure. The title has lots lined up in 2013 and there is a lot to look forward to. Watch this space.

Enjoy the magazine

Welcome

Ian ArmitageEditor

EdItORIAl Editor Ian Armitage

Editorial AssistantClare durrant

Writers Alex HarmonHugh Radojev

BusINEssAdvertising salessandra Parr

ACCOuNtsFinancial controller suzanne Welsh

PROduCtION & dEsIgNMagazine design & production lisa Ferron Images: getty, thinkstockNews: AAP

dIgItAl & It Hamit saka

tNt PuBlIsHINg CEO david Alstin

Chairman Kevin Ellis Publisher tNt Multimedia limited

tNt Multimedia limited,126 Abercrombie street,Chippendale, sydney, NsW, 2008

ENquIRIEs & suBsCRIPtIONstelephone: 0061 (0)28 332 [email protected]

www.australasiaoutlook.com

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Contents

Focu

s Min

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Focu

s Film

N e w s

BHP, Rio decide it’s time for a change First it was Tom Albanese, and then Marius Kloppers stepped down

Jai Courtney: A good day to break through: Aussie Jai Courtney is Hollywood’s new action-hero

Cover

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w i l l i s s e e k s A u s t R A l A s i A e x P A N s i o NAustralasia Outlook talks to Willis Australasia CEO Roger Wilkinson

l e A d i N g t H e w A y i N C H i l d s A f e t yBritax manufactures child car seats, strollers, travel systems and nursery products from leading brands Safe-n-Sound and Steelcraft

H e A v y M e t A l CEO of CMX Global Logistics, Grant Seeley, explains how his business has continued to grow and prosper

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6

NewsB u s i N e s s

BHP boss to retire, profits slide

Marius Kloppers, the boss of BHP Billiton is to retire. He will be replaced 56-year-old Scotsman Andrew Mackenzie.

Kloppers will retire as Chief Executive Officer and a Director of the company on 10 May 2013. He will retire from the Group on 1 October 2013.

In making the announcement BHP Billiton Chairman Jac Nasser acknowledged the outstanding contribution Mr Kloppers made to the growth of BHP Billiton: “Marius was appointed Chief Executive just prior to the global financial crisis. Despite an exceptionally difficult economic environment during his tenure, Marius and his team have delivered for shareholders, significantly outperforming our peers in terms of total shareholder returns. He drove new investments into next generation opportunities including US onshore gas and liquids and created one of the most valuable companies in the world.

“He leaves BHP Billiton a safer and stronger company.” The new boss insisted he would not change much about the

world’s biggest miner’s current strategy. “I look forward to working closely with Marius during the

transition and building on his legacy including continuing the focus on our strategy of owning and safely operating large, low cost, long life assets diversified by commodity, geography and market,” Mackenzie said.

Kloppers, however, said BHP could no longer “rely on the tailwind of prices” and he did not think the recent spikes in iron ore prices - which it is already committed to expanding - would be sustained.

BHP also reported a worse-than-expected 58 percent fall in first half profit, driven by lower iron ore, coking coal and oil and gas prices, cost increases and a weak US dollar.

BHP’s net profit fell to $A4.14 billion in the six months to December 31 from $A9.70 billion in the previous corresponding period.

The result included $A1.37 billion in one-off costs from asset sales and write-downs.

Excluding one-off items, the underlying profit was $A5.56 billion, down 43 percent but in line with analysts’ expectations.

M o N e y

RBA could cut cash rate to offset high $A

The Reserve Bank of Australia (RBA) says it has scope to cut interest rates, if needed, to offset the effect of the high Australian dollar.

According to RBA assistant governor Guy Debelle, the central bank has been able to counter the effects of the high value of the Australian dollar on the economy by cutting the cash rate.

And, he says, the RBA could further cut the cash rate, currently at 3.0 percent, if the high dollar continued to have a negative impact.

“To date in Australia, we have been able to counter the effects of the higher Australian dollar with lower interest rates,” he said in a speech to the University of Adelaide Business School.

“We still, obviously, retain scope to lower interest rates further, should the need arise, including to counterbalance the pressures of an elevated exchange rate.”

The Australian dollar is currently trading at around 103 US cents, having traded above the 100 cent mark for most of the past two years, despite a fall in Australia’s terms of trade over that time.

The RBA cut the cash rate a total of 1.75 percentage points between November 2011 and December 2012.

7

s P o R t

del Piero to stay with sydney FC

Sydney FC have announced the re-signing of Italian superstar Alessandro Del Piero for another A-League season.

The 38-year-old had been in talks to extend his stay in Australia and both parties have agreed to activate the second year of his $A2 million-a-season contract.

“With my age, I want to be very honest with me and all of the squad. We have to see year by year,” the World Cup winner said.

“I understand if it’s not possible, then I’m going to pass ... but if we think we can do it, also for next year (2014/15 season), then there will be a new story.”

Del Piero has enjoyed a spectacular first season in the A-League, scoring 11 goals in 18 matches - the highest-ever goal haul by a Sydney FC player in a single season.

Aside from his dazzling skills, the former Juventus striker has been a smash hit off the park, helping generate greatly-increased media interest, crowds, television ratings and merchandise sales.

“He has raised the profile of not only Sydney FC, but the A-League as a whole,” Sydney FC chairman Scott Barlow said.

“It’s incredible to think every week there are football fans across Italy tuning in to watch Sydney FC play live.”

B u s i N e s s

Rio tinto posts first-ever net loss

Global miner Rio Tinto has posted its first-ever net loss - almost $US3 billion for 2012.

The Anglo-Australian mining giant reported the big full-year loss after writing down the value of its coal and aluminium businesses.

New chief executive Sam Walsh said the iron ore miner would now focus on slashing costs and sell poorly performing assets.

Rio plans to cut costs by more than $US5 billion by the end of 2014.

“Today I am setting out how we can build on our strengths and improve this great company,” Walsh said. “Under my leadership, Rio Tinto will have an unrelenting focus on pursuing greater value for shareholders. To do this we need to run the business as owners not managers and my immediate priority is to build more focus, discipline and accountability throughout the organisation. Demonstrating this commitment, we will deliver our capital reduction and cost savings targets and improve performance across our business.”

Plans include reducing capital expenditure on approved and sustaining projects and lowering exploration and evaluation spending.

Last month, the company wrote down its aluminium assets and a coal project in Mozambique to the tune of $US14 billion, leading to chief executive Tom Albanese’s departure.

Mr Walsh said there had been instances of poor judgement in relation to acquisitions which he and the board found unacceptable and disappointing.

“Let me assure you we won’t pursue growth for growth’s sake,” Mr Walsh said.

“Cost reductions are coming across the board in relation to our operations.”

8

NewsB u s i N e s s

Holden boss defends government intervention

Holden boss Mike Devereux (pictured) has called co-investment or government assistance a “fact of life” for the

global car industry as he defended the $A275 million tax-payer bailout the manufacturing giant was given by the federal, South Australian and Victorian governments last year to ensure the future of its local operations until at least 2022.

As part of that deal, Holden has a commitment to develop and build two new vehicles which Mr Devereux said would inject $A4 billion into the Australian economy.

The company is building the new VF Commodore range at its Elizabeth assembly plant for sale both in Australia and overseas.

“Co-investment, government assistance is a fact of life for every automaker in every country in the world,” he told reporters in Adelaide.

“Whether it is a tariff wall, whether it is a central bank systematically weakening its currency or whether it’s co-investment or government assistance to attract billion dollar investments.”

B u s i N e s s

Pacific Brands posts half-year profit

Clothing, footwear and linen company Pacific Brands has posted a net profit of $A38.9 million in the six months to the end of December.

It represents a huge turnaround for the company, which makes brands including Bonds, Hard Yakka, King Gee, Berlei, Clarks, Hush Puppies and Sheridan , and posted a $A362.4 million loss during the same period in 2011.

Chief executive John Pollaers said underwear sales were a “clear operational highlight”, while its workwear labels suffered from a downturn in market conditions.

“There is still plenty of work to be done to stabilise sales performance and return the business to sustainable growth,” he said in a statement. “It is early days, but we are encouraged that the Underwear group returned to growth in the period, with Bonds, Berlei and Jockey all up. It shows that good results can be obtained from strategic focus, discipline and investment in great brands.

“The Workwear group remains a global leader in an attractive industry. While it is clearly not immune to the current cyclical downturn characterised by low business confidence and slow employment growth, it has generally maintained market share and it has opportunity ahead of it when we see a return of business confidence in its markets.

“In HFO, premium footwear was up and Sheridan was marginally down in difficult markets. Outerwear improved but still has further to go. Flooring stabilised after a difficult second half last year. Tontine is dealing with increased private label competition, and the non-premium footwear business is still in the process of being turned around.”

Pollaers said the company’s focus on operating and financial discipline across the business was paying off.

“Restoring the Company to sales growth is a top priority. The strategy, which includes focusing on key brands and diversifying channels to market, is the right one. We are finding the different channels to market complementary. For example, some newer products are being trialled in our own stores and then, once proven, leveraged through our wholesale customers to deliver great results.

“It’s important that we get the balance right between the need for cost containment whilst also investing in the business where it makes sense. That’s why this latest cost outcome is a good one, because it has occurred at a time when we have increased our investment in the direct-to-consumer channels.”

f o o d

Woolworths first half sales up 3.2%

Grocery giant Woolworths has announced it has made $A30.7 billion in first half sales with the retailer saying it had placed a greater focus on its core business.

The company said its sales for the 27 weeks to December 30 were up 3.2 percent on the previous corresponding period.

Chief executive Grant O’Brien said the result was pleasing but more work was needed. “This solid first-half result is a reflection of the sharpened focus on our core businesses and better meeting our customers’ needs,” he said in a statement.

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s P o R t

djokovic wins Australian Open

World number one Novak Djokovic won his fourth Australian Open title beating Brit Andy Murray in four sets to take the Australian Open title in Melbourne.

Murray’s bid to claim back-to-back grand slam titles ended in pain, with the Scot struggling with blisters on his right foot and a hamstring problem.

The Serb was far stronger, completing a 6-7 7-6 6-3 6-2 success.

“I played a good second set,” said Murray. “I created quite a few chances, but didn’t quite get them.

“I’d like to congratulate Novak. His record here is incredible.

“I’d also like to thank my team. They’ve done a great job with me and they help me all the time.”

Djokovic became the first man in 46 years to win for three years running in Melbourne.

s P o R t

spin questions after 1st test loss

Indian captain MS Dhoni has added to Australia’s misery after their eight-wicket defeat in the first Test in Chennai, saying the tourists lost the match at the selection table.

India’s spinners claimed 20 Australian wickets on a turning red-clay pitch to bowl Michael Clarke’s side out for 380 and

then 241 before lunch on day five.

The home side chased down a victory target of just 50 for the loss of two wickets.

Australia’s sole spinner Nathan Lyon had a tough initiation to Indian Test conditions with match figures of four for 244.

“Australian spin took three wickets in the first innings. Fast bowling took a lot more (seven),” Clarke said.

“That doesn’t mean to say that playing three fast bowlers and a medium-pace allrounder, we got that right.

“We need to assess.”

f o o d

domino’s delivers 16% jump in profits

Domino’s Pizza has delivered a solid rise in half-year profit and continued sales growth in 2013.

The Australian-based pizza maker announced a $A14.5 million net profit for the six months to December 30, up 15.7 percent on the corresponding period last year.

Same store sales across its global network grew by 1.5 percent.

Domino’s CEO and MD Don Meij said the results reflected the brand’s focus on innovative retail launches and further enhancements to a number of core offerings, including desserts and the introduction of Cheesy Crust to the menu, combined with the ongoing commitment to digital innovation.

“We have recorded a strong performance for the first half of the Financial Year, particularly in Australia and New Zealand where we were rolling over very strong numbers from this time last year,” Mr Meij said.

Looking ahead, he said the company was on track to boost full-year profits, helped by new menu items, better online

ordering and 80-plus store openings.

“The first half of the year saw 31 new stores open across the network and, with even more growth planned for the second half, things are showing no signs of slowing down. In fact, we are upgrading our predicted store count to over 80 stores for the full year period.

“In addition to this, we are busy investing back into the brand, particularly in Europe where the focus is on refurbishments and upgrades - we are definitely facing the biggest pipeline in Domino’s history.”

10

Newst R A v e l

qantas repeats call for second sydney Airport

Sydney should have a second airport by 2030 and the best location is Badgerys Creek, Qantas Airways chief executive Alan Joyce says.

Speaking at the airline’s first half results presentation, Mr Joyce reiterated that Qantas supported a second airport for Sydney at Badgerys Creek, as recommended by a joint NSW and federal government report.

“It is a very forward thinking document. It explains the case very well and explains the need to do this before 2030,” Mr Joyce said in response to a question.

“We are of the same opinion.“We have been very strong for some time about the

need for a second Sydney airport.”The Western Sydney Regional Organisation of

Councils (WSROC) - a collection of local governments including Parramatta, Blacktown and Penrith councils - is reconsidering its long-held opposition to an airport in the area.

“Although there has been significant community opposition in the past, we suspect that attitudes have changed significantly during the past 20 years,” WSROC president Councillor Tony Hadchiti said in a statement.

w o R l d

Pistorius granted bail

south African athlete Oscar Pistorius, who faces murder charges over the fatal shooting of his girlfriend, has been granted bail after a four-day hearing.

Magistrate desmond Nair said the state had not made a case that he would flee, or that he had a violent character.

the Paralympic champion denies murder, saying he shot Reeva steenkamp thinking she was an intruder at his home.

the next hearing in the case has been set for 4 June.

B u s i N e s s

Clean seas tuna reports $A34m loss

Clean Seas Tuna has reported a $A34.1 million first half loss - dropping further in the red - as the company works to expand its troubled Kingfish business.

The loss in the half year to December 31 follows an $A7.1 million loss in the previous corresponding half and an announcement of almost $A30 million in impairments on December 21.

Substantive feed-related Kingfish health problems have since been resolved.

“The company is confident that with its expertise and experience along with resolution of our fish health problems that

it can build a fish production company centred on Kingfish production,” Clean Seas said.

Clean Seas plans to maintain its tuna broodstock to allow for a potential return to tuna propagation once it establishes a

strong financial base to support the tuna program.

The company on Wednesday said its decision to suspend tuna propagation in the medium term and concentrate on other activities was more likely to deliver profitability in the near term.

“Kingfish has the potential to deliver good returns now that we have identified the major feed-related factor that interfered with the profitable production,” it said in a statement.

Underlying operations improved in the half. Revenue was down 31 percent to $A9.1 million.

11

f o o d

Romania denies blame for horsemeat scandal

Romanian Prime Minister Victor Ponta has angrily denied the country is to blame for the frozen food scandal spreading across Europe. “Romania cannot accept to be the usual suspect,” he told reporters. “I am very angry, to be very honest.”

Both France and Britain have called for the “criminals” who disguised horsemeat as beef to be tracked down.

Britain’s Environment Secretary Owen Paterson said an “extensive” criminal conspiracy could be behind the scandal and said he believed warnings had been sent out to 16 different countries that might be affected.

“I very much hope that these legal processes do flush out the criminals because it is completely unacceptable that British consumers should be sold a product marked as one thing which actually contains something else,” he said.

French President Francois Hollande said there had been “unacceptable behaviour” and called for those responsible to be prosecuted.

Supermarket chains in Britain, France and Sweden have removed from their shelves packs of lasagne, other pasta dishes, shepherd’s pies and moussaka after it emerged that frozen food companies had used horsemeat instead of beef.

B u s i N e s s

Peugeot Citroen post record loss

French car maker Peugeot Citroen has reported a record five billion euro loss for 2012.

The loss was mainly due to asset write-downs which the Paris-based company said “reflects the deteriorated environment in the automotive sector in Europe”.

Group revenues were down 5.2 percent on 2011, at 58.4 billion euros, and income from new car sales fell 12.4 percent to 27.8 billion euros.

Last year, Peugeot announced a program to cut its costs by one billion euros in response to falling sales, including the closure of one factory.

French unions have succeeded in stalling the closure plans in the French courts, but Peugeot said it had succeeded in cutting 1.2 billion euros over the past 12 months despite that.

“The results of the cost reduction and asset disposal plans have exceeded our targets,” said chief executive Philippe Varin, claiming that, “the foundations for our rebound have been laid”.

M o N e y

Barclays to axe 3,700 jobs following strategic review

British banking giant Barclays will cut 3,700 jobs this year following a strategic review.

Chief executive Antony Jenkins, who replaced Bob Diamond in August, is shutting the scandal hit bank’s controversial Structured Capital Markets tax advisory division and said 1800 jobs would go in corporate and investment banking and another 1900 across its European retail and business arm as part of a plan to slash costs by £1.7 billion a year by 2015.

It comes as the bank reported a plunge in pre-tax profit to £246 million in 2012, down from £5.9 billion the previous year.

That was after the bank set aside money for compensating customers mis-sold products and a loss on the value of its own debt.

Barclays has set aside nearly £2.5 billion of cash to cover mis-selling compensation claims.

The job cuts would result in a restructuring charge of close to £500 million in the first quarter of 2013, the bank said.

12

TIMES THEY ARE

13

First it was Tom Albanese, and then Marius Kloppers

stepped down.

Ian Armitage

Although we’re only a few months into 2013, we’ve already seen two heavyweights of the mining industry bow out.

First, it was the unexpected sacking of Rio Tinto’s Tom Albanese after the company announced a $US14 billion write-down.

Albanese stepped down by mutual agreement with the board, Rio Tinto said, and has been replaced by Sam Walsh, chief executive of the miner’s iron ore business.

Rio Tinto chairman Jan du Plessis said the scale of the write-down was “unacceptable”.

“The Rio Tinto board fully acknowledges that a write-down of this scale in relation to the relatively recent Mozambique acquisition is unacceptable,” Mr du Plessis said.

“We are also deeply disappointed to have to take a further substantial write-down in our aluminium businesses, albeit in an industry that continues to experience significant adverse changes globally.”

A few weeks after Albanese’s departure, it was the turn of BHP Billiton Chief Executive Marius Kloppers.

Kloppers however is not is not being booted out.

He is retiring from the giant mining firm, which logged a 58 percent decline in first half profit to $US4.24 billion because of lower commodity prices and weak U.S. currency, in October 2013. The news left financial markets stunned.

Last year, South African-born Kloppers warned that the mining boom would not last forever.

And in announcing his retirement he said BHP could no longer “rely on the tailwind of prices” and he did not think the recent spikes in iron ore prices - which it is already committed to expanding - would be sustained.

To replace Mr Kloppers is Andrew Mckenzie, the 56-year-old chief executive of the non-ferrous division and head of the Olympic Dam project who has been with BHP since November 2008.

Scotsman McKenzie has more than 30 years of experience in oil and gas, petrochemicals and minerals and holds a doctorate in Chemistry and a degree in Geology.

chAnges AT The Top

Focus Mining

14

BHP Chairman Jac Nasser said that Mr Kloppers is leaving the number one miner a safer and stronger company.

“Marius was appointed Chief Executive just prior to the global financial crisis. Despite an exceptionally difficult economic environment during his tenure, Marius and his team have delivered for shareholders, significantly outperforming our peers in terms of total shareholder returns. He drove new investments into next generation opportunities including US onshore gas and liquids and created one of the most valuable companies in the world.

“He leaves BHP Billiton a safer and stronger company.”

Nasser said the appointment of Mr McKenzie, considered the right person to lead BHP in a changing global environment, is proof that the company’s succession planning process has served the miner well for more than a decade.

“In succeeding Marius, Andrew brings a unique combination of deep industry knowledge and global management experience to the CEO role. Andrew held senior positions in BP and Rio Tinto before joining BHP Billiton in 2008. He has led our

Non-Ferrous division for the last five years working across four continents with responsibility for over half of our 100,000 people.

“Our succession planning process has served the company well for over a decade. Today’s announcement is a result of that planned and considered process.

“The Board has decided that Andrew is the right person to lead BHP Billiton in a changing global environment.”

Calls for a change at the top of BHP came after Kloppers failed to execute some big acquisitions, including that of Rio. It grated investors.

So, is Glasgow-born McKenzie the right man for the job? Time will tell.

The new boss stressed he would “sharpen the focus on cost control and capital discipline”, concepts he was familiar with from his time running BP’s low-margin chemicals business.

He insisted he would not change much about the world’s biggest miner’s current strategy.

“I look forward to working closely with Marius during the transition and building on his legacy including

56-year-old Andre Mckenzie, the man who’ll replace Marius kloppers

chAnges AT The Top

15

continuing the focus on our strategy of owning and safely operating large, low cost, long life assets diversified by commodity, geography and market,” Mackenzie said.

The changes at Rio and BHP means all five of the world’s biggest miners have different chief executives, in place or lined up, to those that led them through the global financial crisis.

Focus Mining

tom Albanese’s sacking was something of a surprise

“We are also deeply disappointed to have to take a further substantial write-down in our aluminium businesses, albeit in an industry that continues to experience significant adverse changes globally”

16

JAI COuRtNEy

Hollywood’s new all action Aussie

17

JAI COuRtNEy

Sydney-born actor Jai Courtney is going to be big, and we mean seriously big – an A-lister in the making.

With two high profile roles in the last three months, first opposite Tom Cruise in Jack Reacher and now a lead part as Bruce Willis’s son Jack in A Good Day To Die Hard, he is rocketing towards action stardom.

“He is on his way,” Willis himself proclaimed only last week of his younger co-star. ”That guy is awesome!”

Ask the New South Welshman, though, and he reveals smash-bang-explosion is far from all he is about.

“Things have shifted these days,” he says of Hollywood’s propensity for an all-out action hero.

“There are a few people we could label as straight up and down action guys, but that’s not the path I want to head down.”

He’s not oblivious to the fact, however, that, currently, it’s something he does, and does very well.

“It is interesting that I’ve had the opportunity to work on some action-heavy projects, and if there is a strength for me that I need to play to then that’s great,” he says.

“You have to break in somehow. But I want to diversify.”

Courtney joined Perth’s Western Australia Academy of Performing Arts (WAAPA) in 2004 – an institution that counts Hugh Jackman and the late Heath Ledger among its alumni to make it big across the Pacific – and won a role in swords and sandals TV show Spartacus in 2010.

Shortly after he was cast as sniper villain Charlie in the big screen adaptation of Lee Childs’ impossibly successful military detective Jack Reacher saga, starring Tom Cruise, with whom he tangles in numerous scenes.

No sooner had he finished work on this, he got the call about the Die Hard gig.

“I‘d just wrapped [Reacher] in Pittsburgh and was going home to Sydney, literally,” Courtney remembers.

“I was walking down the jetway to my flight at LAX when my agent called and said don’t leave, they want you to read with Bruce. I went, we did a few scenes.

JAi couRTney

Focus Film

A good day to break through: Aussie Jai Courtney is Hollywood’s new action-hero after lead role with Bruce Willis in A Good Day To Die Hard.

By Alasdair Morton

18

“They’d not found the right guy for the gig as they needed someone who had that chemistry with Bruce.”

A few screen tests and months later Courtney got the part, cast for the chemistry with his on-screen dad along with his rugged good looks and imposing physical presence.

The latter went against what the production team had been looking for initially, but they were convinced to go with the young Aussie purely on the strength of his audition.

Die Hard rewrote the rule book for action heroes back in the Eighties – Willis’s John McClane was a wise-cracking everyman when compared to muscled monsters such as Sly (Rambo) and Arnie (Terminator) – and A Good Day ... continues this against-the-grain approach.

It’s a far cry from a straight forward guns and explosions movie, too. While its McClanes vs the Russians set-up suggests Cold War traditionalism (John goes to Moscow to help his incarcerated son, only to find out he’s not a drug-dealing chump but a CIA operative), the film’s

heart is their father-son dynamic. Despite all the explosions

and director John Moore’s unmistakable passion for action – he “gets off on the gear and vehicles and is very animated, his enthusiasm’s infectious,” Courtney says with a smile – the estranged family relationship delivers some of the film’s finest moments, and some of the series’ best one-liners.

Dad and wayward son teach each other a few things about parenting amidst dodging bullets, leaping from buildings and indulging in a car chase through the interlinked streets of

“He is on his way,” Willis himself proclaimed only last week of his younger co-star. ”that guy is awesome!”

JAi couRTney

19

Focus Film

Moscow’s famous Garden Ring, destroying all in their path.

“There were 108 cars destroyed in that chase alone!” Courtney laughs of what was a memorable few days at the office.

As John and Jack McClane trade barbs there’s a feeling the film could herald the passing of an on- and off-screen torch.

With Willis approaching 60 – he turns 58 in March – and his sidekick a sprightly 31 years his junior, Courtney could take the franchise in to the next era.

“I haven’t given it a lot of thought,” he responds, disappointing our hopes for a McClane franchise anew to smash memory-broken Bourne and MI6’s dapper elder gent 007 into touch.

“If I get the chance to come back and play Jack again then great, but I don’t think Bruce is done with it yet.” Indeed, Willis has since revealed that plans for a Die Hard number six are already afoot.

And yet, while Courtney is in with a good chance of being involved and is obviously at ease with the action aspect of his work – crashing cars through the former USSR, trading blows with Hollywood’s biggest stars or getting his shirt off and revealing a ripped torso in Spartacus – he’s adamant his career will not be made up of these roles alone.

“From this point on I have to be smart and strategic,” he says.

He could take heed from Hugh Jackman, who despite having a number of huge action roles under his belt (Real Steel, Swordfish, Wolverine), is hardly an ‘action star’.

“There are certainly types of films I want to work on and make and I shall have some level of control on that – you can choose the path you want,” Courtney says.

“It would be wrong to go and pick any old thing. Hopefully the exposure and experience [these projects] will bring will help me grow as an actor and aid me in [achieving] that.”

Indeed, between getting the call and filming Die Hard, he made another movie, I Frankenstein, an Underworld-style spin on the horror tale shot in Melbourne with a largely Aussie cast, including Mirando Otto and Yvonne Strahovski (TV’s Chuck) and Sydney-born screenwriter turned director Stuart Beattie (Tomorrow, When The War Began).

Courtney plays the leader of two immortal clans waging an eternal war, with Frankenstein (Aaron Eckhart) right in the middle. So quite a change of pace from contemporary Stateside action flicks.

“I am shooting for a long career,” he says understatedly, his intent on making the most of this moment clear. “It can’t all be about guns and car chases.”

A Good Day To Die Hard will be released in Australia at the end of March.

Courtney and on-screen dad Bruce willis

20

Willisexpansions E E K s A u s t R A l A s I A

21

expansion

New York. London. Paris. Auckland. Melbourne. These are just

a few places you can find representatives of the Willis Group, a world-leading global insurance broker.

Willis has been in Australasia for over 50 years and is “dedicated to supporting clients in the region,” says Chairman and CEO Roger Wilkinson, who was appointed to the role in October 2012.

“Our clients share one common characteristic - exposure to risk - and they turn to us because we provide value by helping them manage and minimise that,” the New Zealander says. “We’re more than someone that just sells insurance. We listen, we learn, we develop an understanding of our clients’ needs, and then we apply our experience and expertise to deliver innovative, creative and effective solutions.”

Mr Wilkinson was formerly the Hong Kong-based Chairman and CEO of Willis Asia-Pacific, Middle East and Africa, and relocated to Sydney for his new role.

After a 31-year career at Marsh where he held a number of senior management roles in the Asia Pacific, Wilkinson joined Willis in 2005.

He initially led the broker’s Asia operations for five years, before being appointed CEO of the Asia-Pacific unit. He is credited with tripling the size of Willis’ Asia business over the past seven years.

Now in Australasia,

wiLLis AusTRALAsiA

Focus Insurance

Australasia Outlook talks to Willis Australasia CEO Roger

Wilkinson, the man tasked with growing the risk management and insurance intermediary’s

presence across Australia and New Zealand.

By Ian Armitage

We exist to make it possibleIn a world of volatility, our ability to manage risk gives business the reassurance it needs to invest and grow, and makes it possible for things to happen.

With a focus on intermediary relationships, QBE offers one of the broadest insurance product ranges available.

Our experts specialise in areas spanning Aviation, Business Insurance and Corporate Travel, to Directors and Officers Liability, Trade Credit and Workers Compensation. We help to turn business ambitions and plans into reality.

QBE AustraliaProudly the National Insurance Brokers Association General Insurer of the Year 2002–2012* * Awarded to a QBE Group company

QBE Insurance (Australia) Limited ABN 78 003 191 035 AFS Licence No 239545

www.qbe.com.au

J3708

24

Wilkinson oversees more than 450 Associates in nine offices across Australia and New Zealand and is recognised by Tim Wright, CEO of Willis International, as being “instrumental” in growing Willis’ business.

Wright says Wilkinson’s Australian appointment “underscores the importance of the region to our business.”

Mr Wilkinson took over from previous CEO Peter Lindhout, who joined Willis from a management position at GE, and left suddenly following Mr Wilkinson’s arrival as Chairman.

Willis decided the job needed the focus of a senior insurance person.

“I was pleased to get to work,” says Wilkinson, who is concentrating on growing Willis’ local “bench strength” at the top end of the market and in specialisations, such as Construction, FINEX (Financial & Executive Risks), Mining, Power, Employee Benefits and Workplace Risks, which each have a dedicated Practice within Willis.

Several highly regarded senior executives have recently returned to Willis to work closely with Wilkinson, including Deputy CEO Tony Barber and Maurice Gatto who, as General Manager of Broking Services, leads the team responsible for dealing with insurer markets on behalf of Willis clients.

The company also recently signalled its intention to form a dedicated Real Estate Practice in Australia following the recruitment of four property specialists from Aon.

The newly appointed

“I’ve been around a long time, and anyone who knows me will tell you I am a ‘builder’...we concentrate on understanding our clients’ needs and providing them with the best insurance options available”

Roger wilkinson, Chairman and Ceo of willis Australasia

J3740

Trade Credit insurance specialistsWe’re in the business of managing risk

As the largest domestic trade credit insurer in the Australian market, QBE make it possible to protect you by providing cover against commercial bad debts.

On average, 40% or more of the current assets of a typical business are represented by outstanding invoices. As economic conditions continue to evolve into 2013, QBE’s Trade Credit insurance is an increasingly important product to protect business profitability and enhance credit management processes.

Risk management modelQBE’s Trade Credit insurance is not a set and forget policy, it is a total risk management solution covering risk assessment, ongoing monitoring, loss mitigation, credit risk management and cash flow preservation.

Product rangeWith a range of products to suit large and small organisations, QBE’s specialist trade credit team work collaboratively with brokers and clients, tailoring solutions and providing support throughout the life of the policy.

From assistance with providing customer credit checks, early warning of potential bad payers, debt collection, legal pursuit of unpaid debts through to cash flow protection. QBE ensures that expertise is readily available to service your ongoing and changing needs, providing a complete credit management service.

Additional informationTo find out more about QBE’s Trade Credit products speak with our specialist trade credit team on 1800 789 091 or contact your QBE representative today.

QBE AustraliaProud to be NIBA General Insurer of the Year 2002–2012*

To learn more about QBE’s latest initiatives, contact your QBE representative or visit www.qbetradecredit.com

QBE Insurance (Australia) Limited ABN 78 003 191 035 AFSL 239545. *Awarded to a QBE Group Company

Risk monitoring –Early warning systems

Risk managment –Loss mitigation processes

Claims bene�t –Cash flow maintenance

Risk assessment –Review & analysis

wiLLis AusTRALAsiA

J3740

Trade Credit insurance specialistsWe’re in the business of managing risk

As the largest domestic trade credit insurer in the Australian market, QBE make it possible to protect you by providing cover against commercial bad debts.

On average, 40% or more of the current assets of a typical business are represented by outstanding invoices. As economic conditions continue to evolve into 2013, QBE’s Trade Credit insurance is an increasingly important product to protect business profitability and enhance credit management processes.

Risk management modelQBE’s Trade Credit insurance is not a set and forget policy, it is a total risk management solution covering risk assessment, ongoing monitoring, loss mitigation, credit risk management and cash flow preservation.

Product rangeWith a range of products to suit large and small organisations, QBE’s specialist trade credit team work collaboratively with brokers and clients, tailoring solutions and providing support throughout the life of the policy.

From assistance with providing customer credit checks, early warning of potential bad payers, debt collection, legal pursuit of unpaid debts through to cash flow protection. QBE ensures that expertise is readily available to service your ongoing and changing needs, providing a complete credit management service.

Additional informationTo find out more about QBE’s Trade Credit products speak with our specialist trade credit team on 1800 789 091 or contact your QBE representative today.

QBE AustraliaProud to be NIBA General Insurer of the Year 2002–2012*

To learn more about QBE’s latest initiatives, contact your QBE representative or visit www.qbetradecredit.com

QBE Insurance (Australia) Limited ABN 78 003 191 035 AFSL 239545. *Awarded to a QBE Group Company

Risk monitoring –Early warning systems

Risk managment –Loss mitigation processes

Claims bene�t –Cash flow maintenance

Risk assessment –Review & analysis

26

staff, which includes former Aon divisional manager Bevan Gillam, are highly professional, experienced individuals and Wilkinson is excited about the opportunities this addition to Willis’ business will generate.

“This move fits in well with the specialist strategy Willis applies not only in Australia, but also globally,” Wilkinson says. “In Australasia, Willis is underweight in comparison with other countries and markets. I was sent here to improve this position so my focus is on building the business in Australia and New Zealand.

“I’ve been around a long time, and anyone who knows me will tell you I am a ‘builder’. To do that we need to achieve a number of things, least of which is

making sure we concentrate on understanding our clients’ needs and providing them with the best insurance options available.

“Have we been successful? Our Workplace Risk Practice, for example, had a very, very good year in 2012. Our New Zealand business, although underweight locally when compared to our global position, has been making very good progress. And given the work we’ve already put in across all areas of the business, we are positioning ourselves well for 2013. We’re dedicated to understanding our clients’ needs, providing quality service, offering the best insurance and risk solutions, getting claims paid quickly and doing it all with integrity. Willis has been a strong advocate of full transparency around what

26

When you work with professionalsyou get an advantage.

Our role is to partner with insurance brokers.

Why ask anyone other than a professional about your insurance needs? An insurance broker will take the time to understand your circumstances and recommend a tailored solution to suit you.That’s why Vero partners with insurance brokers. So if you want expert knowledge and advice to give your business an advantage, speak to a professional insurance broker.

To find a broker or to see how Vero teams with the Qantas Wallabies, go to www.vero.com.au/professionals or scan the QR code.

AAI Limited ABN 48 005 297 807 trading as Vero Insurance

VER0520_Consumer_180x250mm.indd 1 8/02/13 2:36 PM

wiLLis AusTRALAsiA

Vero’s strong relationship with Willis is based on their role as the largest risk carrier for the group. Vero also leads the way in GWP with Willis.

The overall relationship at both a strategic level and operationally around Australia reflects a strong mutual relationship across most sectors. Vero works very closely on new product and placements initiatives, especially in the Willplace, Property, PI, Global and WC arenas.

The two companies share an optimistic view of the future with Vero’s expanded appetite coupled with Willis’s ambitious growth targets under their new CEO; Roger Wilkinson.

Vero continues to support Willis in their marketing, conference and education endeavours nationally.

Vero

The Willis Construction Risk Practice offering includes specialty services such as warranty, surety, environmental liability and risk management

When you work with professionalsyou get an advantage.

Our role is to partner with insurance brokers.

Why ask anyone other than a professional about your insurance needs? An insurance broker will take the time to understand your circumstances and recommend a tailored solution to suit you.That’s why Vero partners with insurance brokers. So if you want expert knowledge and advice to give your business an advantage, speak to a professional insurance broker.

To find a broker or to see how Vero teams with the Qantas Wallabies, go to www.vero.com.au/professionals or scan the QR code.

AAI Limited ABN 48 005 297 807 trading as Vero Insurance

VER0520_Consumer_180x250mm.indd 1 8/02/13 2:36 PM

28

we earn and of not taking contingent commissions. That has been a courageous decision on our part and a demonstration of our integrity. Our defining principle has to be that we act in our client’s best interest and we think about and care about their business just as much as we do our own. We want clients to know that we see ourselves as employed by Willis but working for the client.”

Willis is a global risk management and insurance intermediary and is proud to focus on that and that alone. It channels all its energies into being “the world’s finest insurance broker”.

“What sets us apart from other brokers? Well for one, our people here are focused, motivated and work as a team. We ensure we understand and draw upon the strengths of our people both locally and globally. A difference is also that we have focus – we can’t be all things to all people, and we know that so we specialise.”

Going forward, Wilkinson wants Willis Australasia to be “the preferred partner of choice” in the region.

wiLLis AusTRALAsiA

Focus Insurance

With offices in Auckland (pictured), Wellington and Christchurch, Willis is making very good process in New Zealand, according to Roger Wilkinson

29

30

wiLLis AusTRALAsiA

Lumley Insurance specialises in intermediated insurance, partnering with Australian insurance intermediaries such as Willis Australasia to distribute pragmatic insurance, claims and effective risk management solutions.

Lumley and Willis have a long and established partnership that reflects our commonality and extensive history in Australia. For over 100 years Lumley Insurance has offered flexible, client specific solutions. Lumley’s philosophy is to offer both a local and specialised service. This combination of local relationships and specialised knowledge coupled with effective claims management is what makes Lumley a leading corporate and SME insurer.

Lumley Insurance underwrites a wide variety of risks including commercial motor, heavy motor, property, liability, marine, construction, machinery, commercial, home and private motor, backed by efficient automated options or dedicated underwriting teams.

With over 550 employees across every Australian state and territory, Lumley Insurance has a well-established presence in the insurance market, consistently striving to make life easier for its broker customers.

Lumley Insurance “We have a number

of priorities with equal importance and one of those is that we want to be the preferred partner of choice for the industry sectors in which we specialise. We would like to grow our business in a sustainable manner whilst ensuring we retain our valued clients, and increase our profile and brand throughout Australia.

“We also aim to be the

employer of choice within the industry – we want people to want to work here.

“Finally, we believe in giving back to the community. Our ‘Willis Legacy’ team oversee these activities; we have an obligation to support the communities we serve and work in.”

To learn more visit www.willis.com.au.

Credited with tripling the size of Willis’ Asia business over the past seven years, Roger Wilkinson will now be instrumental in growing

Willis’ business in Australia and New Zealand

30

part of Wesfarmers Insurance

Lumley Insurance is committed to making things easier through market-leading products that provide the flexibility to tailor individual cover for your insurance needs.

Our dedicated risk consultants are conveniently located in offices throughout Australia and can deliver best-practice risk management strategies designed to make life easier for you.

Lumley Insurance is a trading name of Wesfarmers General Insurance Limited ABN 24 000 036 279 AFS Licence No. 241461. The ‘Greater Than’ symbol is a registered trademark of Lumley Insurance. 1300 586 539 | www.lumley.com.au

Contact your insurance broker It’s Easy!

We love making things

part of Wesfarmers Insurance

Lumley Insurance is committed to making things easier through market-leading products that provide the flexibility to tailor individual cover for your insurance needs.

Our dedicated risk consultants are conveniently located in offices throughout Australia and can deliver best-practice risk management strategies designed to make life easier for you.

Lumley Insurance is a trading name of Wesfarmers General Insurance Limited ABN 24 000 036 279 AFS Licence No. 241461. The ‘Greater Than’ symbol is a registered trademark of Lumley Insurance. 1300 586 539 | www.lumley.com.au

Contact your insurance broker It’s Easy!

We love making things

rock andBritax stroll

32

33

When it comes to keeping your children safe and sound, it’s often

the parent who needs the most comfort. As their Asia-Pacific

managing director Maurice McGrath explains, Britax

Childcare keeps this in mind when developing new products

for the ever-changing market.

By Alex Harmon

bRiTAx

Focus Manufacturing

There’s nothing more important to a parent than a child’s safety. This is one of the core philosophies that Britax takes on board in the manufacture of

its products. The company is successful in creating children’s strollers, child seats, travel systems and nursery products and is home to leading nursery brands Safe-n-Sound and Steelcraft. It can also proudly boast that the majority of its range is manufactured in Australia. In a volatile market, Britax maintains its local focus and believes that it is why it’s a successful and trusted business for Australian families.

“Our best indication of performance is that in 2012 we completed our 11th consecutive year of sales growth,” says Maurice McGrath, MD of Britax Asia Pacific. “We have also highly successful in China and after launching there only two years ago. Britax is the fastest growing brand in this territory.”

In addition, its Steelcraft brand, which Britax also exports to New Zealand, is the second most trusted brand in Australia after Apple.

“Britax has been extremely successful in releasing new products into the market; continually innovating and developing best in class new products,” continues McGrath. “Our success has been due to our ability to listen and quickly respond to retailer and consumer needs.”

It is this attention to customer’s’ needs that saw the company just launch a line of high performance jogging strollers - the BOB Range. “We are excited by the initial feedback from consumers appealing to both the fitness elite and parents looking to refresh their fitness routines. The product quality is second to none,” explains McGrath.

Britax’s Australian operations grew out of humble beginnings in 1987 when it took over and merged Steelcraft T.I. Industries Pty Ltd and Safe-n-Sound Pty Ltd. But it is a family philosophy that makes Britax an ideal working environment, encouraging staff to share ideas and experiences that consider the customer. “All of our employees are aware that these values define and characterize our workplace culture,” says McGrath. “There is a belief that ‘we are family and

34

bRiTAx

Arnold Webbing is extremely proud of our association with Britax Childcare, and has been fortunate enough to form a strong business relationship. Both companies have a strong Australian Heritage that combined is worth over 160 years experience.

Both our companies have strong commitment to Australian manufacturing and it’s a perfect example of two Australian companies working together to produce world class quality products. Britax and Arnold webbing are committed to continuous improvement, innovation with safety always being our number one focus.

Arnold Webbing

this is what we do at Britax’. The fundamental difference at Britax stems from this unique culture that underpins the way we manage the business and the way we behave.”

Britax doesn’t just understand its employees, it also recognizes the needs and values of clientele. It believes its success is due to an unrelenting focus on three core factors:Brand• +90 percent global brand awareness in child car safety seats• The leading global premium consumer brand for children• Synonymous with uncompromising safety

engineering & design• Industry leading engineering and testing capabilities• 65 engineers, more than 100 patents• Pioneering product innovation

Consumer and customer relationships• Awards from independent consumer media, including Mother and Baby, Australian Design Awards, Productreview.com.au and Kidspot.com.au

• Long-term customer partnerships

The 2010 revision to the AS/NZ 1754 Australian and New Zealand Child Restraints Standard introduced many significant changes to the design and performance requirements of child car seats and recognised the need to provide better protection for older children. A new category of Booster Seat was introduced called the F Type. McGrath ensures The Encore 10 is the first F Type Booster Seat in the Australian market and “has been designed according to the strict specifications outlined by the Australian Standards and will accommodate an approximate 10 year old child.”

With this in mind Britax created the Safe-n-Sound Encore 10, an Australian-first booster seat that

Maxi Rider AHR easy Adjust

PolyPacific is a leading supplier of reinforced and modified polyolefins in Australia and South East Asia with manufacturing facilities in Dandenong, Victoria and Port Klang, Malaysia. The grade range includes:

For further information on this product range, please see contact details below.

PolyPacific Pty. Ltd. PolyPacific Polymers Sdn. Bhd.www.polypacific.com.au www.polypacific.com.myDandenong South, Vic., Australia Port Klang, MalaysiaEmail: [email protected] Email: [email protected]: +613 9793 6000 Ph: +603 3134 2850

Corton – Mineral Filled Polyolefin Compounds

Epalex – Impact Modified Polyolefin Compounds

Extron – Glass Fibre Reinforced Polyolefins

Improve – Colour & Specialty Masterbatches

Jazz – Recycled Polyolefin Compounds

Optic – Polyolefin Film Masterbatches

Polycomp – Polyolefin Coloured Compounds

Propak – Mineral Filled Polyolefin for Food Contact

Retpol – Flame Retardant Polyolefin Compounds

Seblex – Modified Elastomers

National B2B Deliveries (road and rail)International Onforwarders (air and sea)3PL Warehousing (pick and pack)Home deliveries (e Fulfilment)

Proudly cradling Britax for 25 years

We are your one stop shop for all your logistics needs

www.bluestarlogistics.com.au t: 03 9308 0880

Midway has a long standing reputation for producing high quality full colour printed material for their many and varied clients. Clients trust Midway to deliver their work to the highest standards on time and on budget.

Midway manages the entire print process. It also offers warehouse and distribution through our online ordering systems with Pick & Pack services and distribution of our client material locally, nationally or internationally.

T 03 9311 5533E [email protected] www.midwaycolour.com.au

35

Webbing SupplierS You Can TruST

Arnold Webbing has been in operation in Australia for well over 100 years. We pride ourselves on the fact that we are 100% Australian owned and have dedicated ourselves in helping to retain business with in Australia.

Being in the textile industry for as long as we have, it has allowed us to build a dedicated and highly skilled team. Our team has developed the technical expertise in weaving and dyeing that sets our quality apart.

No team is complete unless they have the tools to get the job done right. With that in mind we have developed a purpose built factory that is over 55,000 square feet; it truly is a state of the art factory, with its own dying facility, Australia’s only NATA accredited laboratory with AS1753.

Having our own in house Thermosol dyeing capability allows us to offer a superior dyeing process that enables us the ability to alter webbing performance based on our individual customer needs. E.g. tensile, elongation etc.

We also have a strict and controlled manufacturing processes were we can track each batch of product made from start to finish. That allows us to make sure the end product will fit our customers individual need.

At Arnold Webbing we are proud of the quality of webbing we produce. We also haven’t lost focus that our customers are our main priority. To better service the needs of our customers we have invested in a fully staffed customer service team that have a wealth of experience to make sure that from the ordering process to dispatch the customer is always given the information they need on, time every time.

We also have a well trained sales department who communicate to our customers the diverse range of stock we can produce. From our wide range of fiber types which includes polyester as well as spun and textured polyester to our cotton and polyprop range. We also offer value added services such as fire retardant, water proofing, UV stabilizers and also cutting and sewing services.

38

will fit a child until they are about 10 years old. It may seem excessive for a 10 year old to be seated in a booster seat, but when you think about it all children grow at different rates. Furthermore, changes to the National Road Rules in 2008 mean that children are required to be secured in car seats for longer. The Encore 10 has been designed to fit approximately 95 percent of 10 year olds and 50 percent of 12 year olds, making it easier for parents.

The Encore 10 design raises the child up to ensure that the lap-sash parts of the seatbelt are more vertical so that downward forces are applied to the child’s thighs. The seatbelt is less likely to ride up on a child’s abdomen and when a child slides under the seatbelt in a car crash it can crush sensitive abdominal organs. As McGrath points out, “studies undertaken in the US found that children using a seatbelt alone are eight times more likely to sustain abdominal injury than children using a Booster Seat.”

It is not just peace of mind that Britax wants to provide customers; it also wants to make the configuration of seats a whole lot less confusing. The Maxi-Rider, for instance, is a much-loved product in the Safe-n-Sound range, but it is never too late to make improvements, McGrath admits. “The recent launch of the Maxi Rider AHR Easy Adjust with its slimmer design has re-invigorated the product,” he says. “It is easier to adjust the harness, easier to configure in your car and therefore easy to for parents to choose!”

It’s incredible to think that seatbelt wearing was only made compulsory by law in 1970, but Safe-n-Sound were there to jump on board, becoming the first to manufacture and gain standards approval in the Australian market.

In 2013 Britax has pledged to continue its investment in research and development and innovation. It understands that marketing is a priority because it educates parents about child safety and they will continue to invest in these programs. But as McGrath explains, Britax’s particular focus is “correct installation, choosing the correct restraint for their child and keeping children in car seats for longer.”

And it’s not just in the car where Britax

“there is a belief that ‘we are family and this is what we do at Britax’. the fundamental difference at Britax stems from this unique culture that underpins the way we manage the business and the way we behave”

the strider Compact

bRiTAx

Focus Manufacturing

has your children covered. It also has a line of strollers including the Agile range that has been designed to ensure infants have all the comforts and safety they need when out and about. “The Agile range of travel system strollers is lightweight and easy to fold,” says McGrath. “We have listened to feedback and have created a (feature-rich) version; the Agile PLUS. It includes adjustable footrest, adjustable handle, child tray and padded insert.”

It really does sound like they’ve thought of it all – it seems like their products contain everything but the kitchen sink. Although, perhaps a stroller that does the dishes is next on the cards for Britax…

To learn more visit www.britax.com.au.

the strider Compact

39

40

Grant Seeley, CMX Global Logistics director, tells

Australasia Outlook about how his business has

continued to grow and prosper despite so many uncertainties in

the global economy.

By Alex Harmon

CMX Global Logistics are a Brisbane based international transportation and logistics company that specialises in heavy machinery and project cargo.

With offices in Australia, the United States, UK, UAE (Dubai) and Holland, CMX Logistics has blossomed into a world leader in its industry and is continuing to expand despite the nervous nature of economies worldwide.

In 2012 it was able to complete a number of important and taxing projects that included: the quarantine cleaning and importation of 9 x 130T fully assembled dump trucks into northern Queensland from northern Scotland; the relocation of 17 x 40T trucks from Papua New Guinea to Houston; and moving 5 x 75T dump trucks from the remote Andes region in Peru back to Australia.

Moving heavy-duty earth moving equipment around Australia and the globe is no mere trifle though, as director Grant Seeley explains. “When you move large, expensive plant and machines around the world, often to

metal

41

and from remote areas, everyday has challenges.”

But for a company that considers itself as a specialist in heavy machinery and project cargo, no challenge is too great. Mr Seeley believes that it’s due to the expertise and hard work of CMX’s staff that the company has been thriving. “The entire team, internationally, know each other. They all go above what is generally expected of staff to find solutions and service our clients. No matter what time of day. It’s amazing how well the entire team work together to accomplish this.”

After a frantically busy first half of 2012, the second half of the year was, by CMX’s standards anyway, very quiet. There were a number of factors that contributed to the slowing in business and many of those came from elements close at home and, frustratingly, out of the company’s control.

For an Australian-based company with offices in both Brisbane and Perth - the capitals of Australia’s two richest states in terms of mineral resources - the implementation of the Federal Government’s Mineral

Resource Rent Tax proved an unsettling influence on the industry as a whole.

When asked to sum up the current state of the mining industry in Australia, Mr Seeley said; “I wouldn’t say turbulent but perhaps a better word would be “hesitant” due to external pressures such as government intervention, taxes and the impending election.”

Despite the much-maligned mining tax becoming something

of a damp squib the strength of the Australian dollar has caused a whole ream of other problems.

The large wages being paid for Australian labor combined with the lower prices being fetched by Australian minerals due to other country’s offering the same product for less has left some in the minerals sector having sleepless nights. Yet for CMX, the future only continues to get brighter.

Having historically always had strong trading tides with the United States of America, CMX’s last financial year saw an exponential growth in its operations in Europe and the United Kingdom. Operations in the mineral rich countries of West Africa also grew to the point where now Grant Seeley and his CMX team are considering opening offices in the region.

“Our upcoming investments and expansions will sort of roll into one this year. We are looking at opening CMX offices in both China and West Africa, to further our global reach and keep up with the current market demand in these areas.”

Despite the slowing down

cMx gLobAL LogisTics

despite the slowing down of the mining sector, CMX have also managed to stay ahead of the curve by diversifying the companies they work with and the areas they work in

Focus logistics

cMx gLobAL LogisTics

42

of the mining sector, CMX have also managed to stay ahead of the curve by diversifying the companies they work with and the areas they work in. While the minerals may be slowing down, other fossil fuel sectors seem to booming.

“We have the Oil and Gas sectors booming,” said Mr Seeley. “Also, a lot of mines sites either cutting back or closing down, means there are a lot more machines being exported.

“There are always a lot of opportunities for a company that has the mindset and ability to adapt. CMX tries to think outside the box and we are ever changing to ensure that we can take advantage of opportunities as and when they arise.”

While the opportunities on offer in China and Africa are hugely exciting ones for a business like CMX, Mr Seeley also realizes the importance of consolidating the gains already made by the company in 2012.

“Now that we have a great team and network in place, our focus is to build the base/core business for all offices to run independently, whist continuing our exceptional service levels that our clients have come to rely on,” said Mr Seeley.

“Our aim for 2013 is to slow down with our expansions as we have grown so much recently”.

CMX Global Logistics have already proven they can survive tough economic times in their industry through creativity and hard work and now Mr Seeley and his international team are looking toward the future, one of consolidation more than expansion, but no less exciting for it.

To learn more visit www.cmxglobal.com

CTS Low Loaders are based in Kelmscott, Western Australia and specialise in heavy haulage of all types of loads throughout Australia.

Some of the items we transport include road graders, cranes, excavators, bulldozers, watercraft, forklifts, front end loaders, rollers, compactors, drainage equipment, farm machinery, structural equipment, flat tops, B trains and road trains.

We provide safe, practical transport solutions to the following industries.• Infrastructure • Construction • Agricultural • Mining

You can contact us using either of the numbers below.Office Hours: 08 9390 1333 After Hours: 0427 778 155

www.ctslowloaders.com.au

FREMANTLE

MELBOURNE

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Contact our Australian Agent Wallenius Wilhelmsen Logistics on 1300 885 995 or email enquiries to [email protected]

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www.armacup.co.nz

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MASAN

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www.armacup.co.nz

Armacup offers 25 years of shipping experience as a dedicated RoRo and Breakbulk carrier serving China, Korea, Japan, Australia, New Zealand, Fiji and New Caledonia.

Armacup’s purpose built vessels specialise in the carriage of passenger vehicles, agricultural, construction and mining equipment as well as static breakbulk and project cargo.

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www.armacup.co.nz

Bi-monthly sailings between North Asia

and Oceania

42

How are you tracking?

Business as usual

• performing today• the starting assumption• familiar territory• consistency• incremental gains

Transformational change

• performing in future• the strategic issues• options and risks• anticipation• step shifts

Both planning processes are critical. Each needs to inform the other.

Let us show you how!

BusinessGeneration

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Australasia Outlook issue 12

Documents

Transcript of Australasia Outlook issue 12