Business

5 steps to foster a safe workplace after trauma

– Brett Ward, Head of Member Safety, Sonder In today’s fast-paced and ever-evolving business landscape, the importance of a safe and supportive workplace cannot be overstated. A positive work environment not only enhances productivity and employee satisfaction but also cultivates creativity and innovation. Companies that prioritise the wellbeing of their employees experience reduced turnover rates, higher employee engagement, and ultimately, improved bottom lines. Sadly, employees are often subjected to violence and abuse, our latest safety report data shows police were involved in 23% of Sonder customers’ critical incidents in the quarter from April-June 2023 – an increase of 35% from the previous quarter. Every week, our technology-enabled, professional care team and on-the-ground responders actively support cases involving physical aggression, harassment, violence, assault, and sexual abuse. The top five categories for police incidents that we see are; assault by a customer, attempted suicide by a customer, attempted suicide by a member, customer death on site and armed robbery. In the workplace context, psychological debriefing immediately after a traumatic event has long been offered by employers but it is no longer best practice. So how can companies support their frontline teams if they experience these situations at work? The latest research shows psychological first aid (PFA) is best practice and a crucial approach for providing initial support to individuals affected by a crisis, disaster, or traumatic event. It aims to promote resilience, reduce distress, and foster coping mechanisms. It’s really simple and can be delivered by anybody in the team. Here are five steps to help implement psychological first aid: Step 1: Ensuring safety Creating a safe and supportive environment is paramount when delivering psychological first aid. Ensure that the physical space is safe and secure, free from immediate threats. When safety is reintroduced following trauma, negative reactions have been shown to […]

Nano-thin ‘liquid-like’ coatings pave the way for a self-cleaning world

A biodegradable alternative to ‘forever chemicals’ with numerous applications. Droplets on a slippery surface [Credit: Isaac Gresham] University of Sydney researchers have observed oil molecules retaining their ‘liquid-like’ properties when they are chemically attached as an extremely thin layer to solid surfaces, opening new possibilities for designing sustainable materials with non-stick characteristics. The findings are published in the leading chemistry journal Angewandte Chemie, led by Dr Isaac Gresham with co-authors Professor Chiara Neto and honours student Seamus Lilley from the School of Chemistry and Sydney Nano, Dr Kaloian Koynov from the Max Planck Institute for Polymer Research and Dr Andrew Nelson from the Australian Centre for Neutron Scattering. The ‘liquid-like’ coatings the team studied, known as slippery covalently-attached liquid surfaces (SCALS), are produced from silicones or polyethylene glycol – both of which break down into harmless byproducts in the environment. SCALS are anti-adhesive without relying on problematic perfluorinated polymers (PFAS), known as ‘forever chemicals’ that are usually used for their low adhesion properties. “These liquid-like layers are extremely slippery to most contaminants: they shed liquid droplets effortlessly, which is great to increase the efficiency of heat transfer and for collecting water, they prevent the buildup of scale, and resist the adhesion of ice and bacteria, bringing us one step closer to a self-cleaning world,” said Professor Neto, who leads the Nano-Interfaces Laboratory at the University of Sydney. “We can correlate the exceptional performance of these layers with their nanostructure – meaning we now know what we’re aiming for when we design slippery surfaces, enabling us to make them even more effective and provide viable alternatives to fluorinated coatings.” The slippery nano-thin layers, between two and five billionths of a metre thick or 10,000 times thinner than a human hair, are made up of oil molecules that are only a hundred atoms long. “A water droplet glides with no friction over a thick […]

Australian Hydrogen Council charts way forward for national hydrogen strategy

The Australian Hydrogen Council (AHC) welcomes the Albanese Government’s review of the National Hydrogen Strategy (NHS), and has today offered a comprehensive position paper with 53 key recommendations and supplementary reports to chart a clear way forward. The paper forms AHC’s response to the consultation paper released by the Department of Climate Change Energy Environment and Water on the Refreshed NHS published on 7 July 2023. Much has changed since the original strategy from 2019. The effects of the pandemic and the war in Ukraine have forced a reassessment of how nations consider the strategic overlaps between decarbonisation, national security, and self-sufficiency. In Australia we have also had a change of government, with a new approach to climate change and net zero. Importantly, and as a fundamental outcome of these factors, the US Inflation Reduction Act (IRA) – also a response to these global issues – requires a form of policy response to ensure Australia can continue to attract capital in a competitive environment. Australia cannot match the IRA in terms of the quantum of support, but a targeted policy and funding approach is needed. “All of this is much larger than the question of hydrogen. However, clean and green hydrogen has a key role to play to decarbonise key sectors of the Australian economy, to support the decarbonisation of our trading partners’ economies, and to support our own fuel self-sufficiency. “The lessons learned since 2019 have only amplified the need to focus our attention on how we can best effect the energy transition for Australia,” AHC’s CEO Dr Fiona Simon says. Overall, our position is that the revised National Hydrogen Strategy must be viewed as a key element of the Australian Government’s net zero strategy. This is logical given that hydrogen is itself the means to decarbonise the parts […]

Rae-Line Product Development Seat Cover Design

Rae-Line saves 20% in quality and time through SYSPRO implementation

The Rae-Line team. Established in 1972 and based in Melbourne, Australia, Rae-Line is a market leader in the design and manufacture of commercial upholstery, sports and safety padding solutions. From humble beginnings, the company has grown steadily and now employs more than 140 staff and supplies its products to some of the biggest names in the automotive, heavy transport, recreational vehicle and sports padding industries. The Business Challenge Rae-Line’s inhouse ERP solution was no longer keeping pace with its growth. The system didn’t include Material Requirements Planning (MRP) and the financial system was separate. Management identified a need for a fully integrated, robust system to meet its changing requirements and support future expansion. The Solution Rae-Line evaluated six ERP suppliers before selecting SYSPRO based on an in-depth presentation, the capabilities of the solution and the responsiveness of the team. “From bulk upload of sales orders to managing those jobs through bills of material, inventory controls, stocktakes, Material Requirements Planning (MRP) and all the way through to the financial processes, SYSPRO is strongly aligned with our business processes.” – Dave Moody, General Manager and SYSPRO Project Leader The Outcome As a single point of entry, SYSPRO supports the 60% growth in staff and orders experienced by Rae-Line over the past two years. In addition, Rae-Line has seen a 20% improvement in quality and time through its ability to feedback information, resulting in fewer mistakes and reworks. Meeting stringent customer demands In recent months, several major customers have increased their demand by around 50%. This, combined with the 60% growth in staff and orders over the past two years, brought with it challenges which required a strong system. Commenting on the increase in orders, Moody says: “Because SYSPRO has a strong front end and can upload bulk sales orders, we’ve been able […]

Problem solver Aaron Bollinger moves up the ranks to take on Hydraulink Mackay branch manager role

Hydraulink Mackay branch manager, Aaron Bollinger, says building relationships and solving customer problems are the keys to success that he has used to grow his career with Hydraulink A man focused on building relationships and solving problems has risen through the ranks to become Mackay branch manager of the national hose, fittings, and hydraulic service organisation, Hydraulink. Aaron Bollinger started as a service technician with Hydraulink, before moving into mobile service, breakdowns, and installations, then service manager, area sales manager, and now the branch manager at Mackay, Queensland. “Hydraulink provided me with outstanding support and a clear pathway to progress my career. Along the way I learnt from different managers and colleagues, all with different styles and ideas, and all of them helped grow my knowledge,” says Aaron. “In Mackay, we service major industries, such as mining, sugar, and agriculture. The customers we work with want to minimise downtime and ensure safety compliance on their sites, so they trust us to get them moving again,” he added. Hydraulink and sister company Hydraulink CCR’s extensive national network includes 14 company-owned sites in Australia, 135 network partners, and 150 service vehicles offering 24/7 onsite and mobile services to the same uniformly high levels of outstanding service, safety, standards compliance, traceability, and diverse machinery and equipment knowledge. As part of his move to branch manager, Aaron undertook leadership training at the Hydraulink Academy, which he says was practical and hands-on. “It didn’t feel like we were in a classroom – it felt like we were working with real examples that we might encounter next week on the job. We were also given homework, to bring real examples back to the group and describe how we applied our new learnings. It gives us a chance to learn where we could have done better, […]

A.H. Beard celebrates a decade of Premium Sleep in China

A H Beard the 123 year old Australian made and owned sleep wellness company, is celebrating its ten year anniversary as it pioneers the meaning and importance of delivering Premium Sleep in China. Premium Sleep is a concept of sleep that rejects the common misconception that ‘sleep is for the weak’, but rather an essential act that replenishes, repairs, and restores. Wellness is a growing priority for consumers and the demand for Premium Sleep is clear, with the global market for sleeping aids projected to reach $168.98 billion within the next decade. With a growing population, a focus on wellness and a preference for premium brands, China was an obvious choice for A.H. Beard to expand its global footprint. As an indication of its success — ten years on, A.H. Beard now has 50 stores across China and with no signs of slowing down, plans to open 50 more. “When we think of sleep aids, for many of us our first thought will be wearables like Fitbits and Oura Rings, which don’t just track our activity but track our sleep too. But the foundation to unlocking Premium Sleep quite literally is the bed we’re lying on, and this is increasingly recognised by shoppers who are investing in quality mattresses,” said Tony Pearson, CEO of A.H. Beard. A.H. Beard’s Shanghai Green partners in China. A.H. Beard is determined to put sleep back on the public health agenda while simultaneously elevating sleep to its highest experience. Sleep is the most critical recovery period, so extensive research and consideration goes into each handcrafted and Australian made bed. The form, function and origin of every material we use is selected for its ability to achieve consistent, restful and rejuvenating sleep. “While Australia has a strong appetite for A.H. Beard mattresses, we are also appealing to the […]

Q&A:Dr Paul Flachskampf, CEO, INFORM Australia

AI – It’s been around for a while now. What is all the fuss about? Dr Paul Flachskampf: AI is indeed not a new concept, INFORM has been leveraging these advanced tools to optimise business process for decades, but the excitement and “fuss” we see today stem from the significant advancements made in recent years. AI has evolved to become more sophisticated, capable, and accessible than ever before. It can potentially revolutionise various industries by offering powerful decision-making tools, data-driven insights, and automation that were previously unimaginable. As a result, businesses now have a new tool to optimise their operations, achieve higher levels of efficiency, and gain a competitive edge in the rapidly evolving landscape. What are the benefits for businesses using AI? Dr Paul Flachskampf: Businesses using AI can reap numerous benefits, particularly in manufacturing processes. AI tools offer serial manufacturers (in industries like food, pharma, cosmetics, etc.) precise demand planning, robust production schedules, and realistic plans. By planning against limited, real-world capacities such as materials, machines, and personnel, AI optimises the process order, leading to shorter lead times, higher on-time delivery rates (crucial for contract manufacturers), and improved customer relationships. Leveraging the power of Operations Research, Business Intelligence, and Artificial Intelligence, INFORM empowers Australian and New Zealand businesses to streamline operations, resulting in increased efficiency, enhanced sustainability, and improved profitability. With data-driven decisions enabled by AI-driven solutions, businesses experience improved resilience, agility, and productivity. Do you understand the doubts that exist around the technology? Dr Paul Flachskampf: Absolutely, it’s entirely understandable that doubts and concerns surround the implementation of AI technology. AI is indeed a transformative force that can lead to job changes rather than outright job displacement as is so often depicted in the media. Many job roles will evolve, while others might undergo modifications. For instance, […]

Global decarbonisation agenda drives Australian copper and lithium opportunities in Argentina

As the demand for critical energy transition minerals continues across the world, Argentina’s copper and lithium projects are taking off. This provides increased opportunities for Australian mining equipment, technology and services providers, especially those with solutions for decarbonising mining operations and cleaner energy alternatives. Argentina is among the world’s top 15 mining exploration investment destinations. Exploration investment hit its highest level in a decade in 2022. Exports are expected to more than double to $8.6 billion by 2025. Argentina currently has 18 operating mines, 95 projects at an advanced stage and more than 200 in the initial stages. By 2030, 8 projects that are under construction are expected to go into operation. The country’s largest potential lies in its lithium and copper reserves, which are critical to the world’s energy transition path. Opportunities for Australian miners in Argentina Australia is one of the leading countries exploring and investing in the extractives sector in Argentina. Over 20 Australian mining companies have invested in the market. Argentina has the world’s second largest lithium reserves, located in the Lithium Triangle, shared with Chile and Bolivia. It is the world’s fourth largest lithium producer. Two major lithium operating mines (Olaroz and Fenix) currently produce 37.5 k tons of LCE. With new projects coming into operation in the next few years, production is expected to grow to 290 k tons by the end of the decade. Argentina shares the same mountain range (the Andes) with Chile, the world’s largest exporter of copper. As demand for copper grows, investors have started to look on the other side of the Andes. This has created an investment boom in Argentina’s copper sector, with several large-scale projects coming into production in the next years. They include Josemaria, Pachon, Taca Taca, Los Azules, Filo del Sol and Valle de Chita. […]

Sevaan Group to relocate to accommodate growth

Sevaan Group is relocating its manufacturing plant to Smeaton Grange in NSW. Sevaan Group is a dedicated, metal component and product manufacturing firm in Australia. Since 1997, it has grown from a small family business into a leading metal engineering, fabrication and finishing firm. The relocation to Smeaton Grange is in response to the Group’s continued growth. According to David Green, CEO, Sevaan Group, the current premises which are located at Minto in NSW are no longer big enough to accommodate the Group’s immediate and projected growth. Drawing of the new Sevaan Group Facility. “We actually require additional physical space to facilitate investment in new equipment to meet the growth we are currently experiencing, as well as that predicted in the future. Unfortunately, however, our two current sites do not have additional space to give. The move to Smeaton Grange will provide us with some 7500m2 just for production, which is a significant amount of space and almost double what we currently occupy,” explained David. The relocation will also allow the company to integrate its two current operations, the main manufacturing plant and the finishing plant, into one to give the company the platform it requires to deliver its ambitious five-year growth plan. Sevaan Group will construct its new purpose-built facility during the remainder of 2023. Apart from a production area, the plant will also feature a designated state-of-the-art concept and prototyping hub. The facility will also include offices, a seminar room, meeting rooms and a boardroom. “We envisage the new plant will be a flagship facility for our contract manufacturing operation, which incorporates component and assembly manufacturing including sheet metal production, precision machining and finishing operations. We also believe it will provide an excellent working and learning environment for staff,” said David. The Group expects to occupy the new […]

Tech-Central-Innovation-District---Sydney

New report maps Australia’s emerging ‘Silicon Valleys’

The report, ‘The geography of Australia’s digital industries’, released by CSIRO and the Technology Council of Australia reveals emerging tech hubs in Australia. Australia’s digital technology clusters have been mapped and analysed on a national scale for the first time as part of a new report released today by Australia’s national science agency, CSIRO, and the Tech Council of Australia. The report, ‘The geography of Australia’s digital industries’, explores how the geographical concentration of innovation – like Silicon Valley in California – boosts growth and productivity. The report brings together rich data from across the nation to map and describe the range of digital technology clusters currently developing. It found there are 96 digital clusters across Australia, located in every state and territory. These clusters are engines of growth, accounting for 63 per cent of all tech job creation in Australia, even though they cover only 4 per cent of Australia’s geographic area. The report also found there are three types of clusters in Australia. Australia has four superclusters, which are mega groupings of multiple clusters in the same city: the Sydney arc, the Melbourne diamond, the Brisbane corridor, and the Canberra triangle. CSIRO’s acting Chief Executive Kirsten Rose said that understanding these patterns was important as international research shows their many benefits. “The experience globally has shown that firms in clusters grow, employ and innovate at a faster rate,” she said. “We know comparatively little about this in Australia, but what this report tells us very clearly is that geography matters and understanding that geography can help us catalyse growth.” An aerial view of the Tech Central Innovation District in Sydney, showing future-planned buildings. Image courtesy of the Greater Cities Commission of the New South Wales Government. Lead report author and CSIRO principal researcher Dr Stefan Hajkowicz said the report identified […]

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