T
olltoday
Toll Group’s quarterly magazine
september – november 2013
Making sense
for Mars
on pages 22 – 23
Life on
Barrow Island
on pages 28 – 31
Special feature:
H
ow we are
living our
continuous
improvement
value
on pages 4 – 11
About Toll Group
C
ontents
Toll is the Asian region’s leading provider of
integrated logistics services, generating revenue
of A$8.7 billion and operating an extensive
network of over 1,200 sites in 55 countries.
Message from
Management
3
Special feature –
Continuous improvement
4
Toll has access to transport and infrastructure
assets including road fleets, warehousing, ships,
air freight capacity, ports and rail rolling stock.
These assets, when combined with operational
expertise and technology solutions, are aimed
at driving supply chain efficiencies to deliver
best practice in supply chain management for
Toll’s diverse customer base.
Toll Group
12
Toll Domestic Forwarding
17
Toll Global Logistics
18
Toll Specialised and
Domestic Freight
24
Toll Global Resources
Toll Global Express
26
32
Toll Global Forwarding
40
Community
44
Wellbeing
54
Employee Milestones
55
Head Office
Level 7, 380 St Kilda Road
Melbourne VIC 3004 Australia
T +61 3 9694 2888
F +61 3 9694 2880
www.tollgroup.com
Editor
Lana Grace
Group Corporate Affairs
E [email protected]
front cover
Members from
our Toll Global
Logistics team in
Chennai, India:
Saravanan V,
Pajani S,
Thyagarajan R,
Anandhan I,
Mukesh K.
2 T
olltoday
Message from management
A culture of continuous
improvement is a sure
path to success
Dear colleagues
In this edition of Toll Today, we introduce
a new special feature section that
focuses on a particular key theme
occurring at Toll.
As a direct result of applying this
continuous improvement mindset, we
are starting to see some significant
benefits to the business, including:
For this edition, we focus on continuous
improvement initiatives taking place
within Toll – one of our five values that
we all endeavor to live at Toll. We hope
you enjoy reading this full feature spread
on pages 4 – 11.
•Improved products and services for
our customers
•Reduced rework time
•Reduced waste through LEAN
production
•Faster response times, giving more
Continuous improvement is an area of
focus and training being promoted in all
that we do, both internally and externally.
We have been working on developing a
culture across Toll to challenge ourselves
to look for better ways of doing things
and where our people feel encouraged
to contribute to making improvements.
Some divisions of the Group are further
along the continuous improvement
journey than others, with some of the
developing Asian operations only just
starting off formally over the past 12
months, starting with the introduction
of the 5S principles.
Where specific Toll businesses have
been heavily involved across the
manufacturing sector for many years,
they are already well progressed towards
a culture of continuous improvement that
challenges ‘the norm’, whether that is
internal or external processes.
Some continuous improvement tasks
might be very simple but others
extremely complex, involving many
stakeholders across all parts of the
supply chains that we support. The
desired outcomes not only focus on
process and cost efficiencies, but
also how we can improve a task to
minimise the risks of accidents within
the workplace.
customers their orders on time
•Becoming more competitive by driving
down costs
•Retaining existing customers and
gaining new customers through
innovative products and services.
Continuous improvement is a journey
that never ends. I trust our employees,
customers and suppliers enjoy
reading this section on continuous
improvement within Toll – an area we
believe makes the difference between
being an OK company and one that is
an industry leading company.
I ask anyone that has yet to embrace the
principles of continuous improvement to
get involved – challenging what we do is
no longer a choice that we have. If we
are to remain relevant to the markets we
serve and to contribute towards global
competitiveness in the countries that we
operate in, then continuous improvement
must become an automatic step in all
that we do.
Wayne Hunt
President/CEO
Toll Global Logistics
september – november 2013 3
special feature – continuous improvement
How we are living
our continuous
improvement value
In this special feature, we explore what continuous
improvement means for Toll as one of our core values.
We spoke to some of our managers around the business who
are at various stages of the continuous improvement journey.
We asked them how this way of thinking is driving more
efficiencies, creating value for customers and tapping into
our employee expertise to become the best we can be.
4 T
olltoday
special feature – continuous improvement
Beginning the journey
Toll Intermodal recently started its journey of continuous improvement and is scoping opportunities to drive
more value out of their operations. We caught up with General Manager, Brett Curtis to see how well it was being
adopted in the business.
What was the decision to adopt continuous improvement
practices within your business?
Can you tell us about one of the major projects that you are
looking to roll out?
Brett: Customers were asking us to provide them with ongoing savings
and benefits to differentiate ourselves from our competitors.
Brett: Rail container utilisation is a major project. We are looking to
improve the use of containers across the national rail network.
Coupled with the fact that Toll Intermodal has come from numerous
mergers of various businesses over the last two years – our systems and
processes were a hybrid depending on what state you were in.
This project is about identifying latent capacity in our container fleet and
how we might be able to reduce the number of containers and do the
same amount of work. This will therefore saving us ownership or rental
costs of the containers.
So those two things together told me that we needed to come up with a
program of work where we could cut out waste in the way we were doing
things, and at the same time identify opportunities with our customers
in order to allow us to grow with them.
When did this process start?
Brett: We had a look at the various methodologies and decided that LEAN
was best suited to our business. We consulted with other parts of Toll
Group who were further along their journey. This included Customised
Solutions and Contract Logistics.
We then had a one-day conference in April for all the Toll Intermodal senior
management as an introductory session on what LEAN was and what
it could deliver. Throughout October we will be piloting one day training
sessions for some of our managers and supervisors across Victoria to
learn about what LEAN means for our business. Over the coming months
we will then roll out a comprehensive training program nationally to our
teams adapted to our business requirements.
As part of this project we are investigating the number of times we are
using the containers and how we can avoid our containers standing
still for too long. The first step is around recording and identifying the
current situation and that will point us in the direction of where we need
to take appropriate actions.
As a General Manager, what does continuous improvement
mean to you?
Brett: Continuous improvement is about taking every opportunity
to initiate, pursue and embrace new opportunities, methods
and processes. To be the best that we can be for all stakeholders, including
employees, shareholders and customers.
Being one of our values, it is something that we encourage all of our
employees to think about – before we just talked about it, but now we
are doing it. We’ve got to be more process orientated, look for the facts
and not the feelings, and really identify by measurement what we have
achieved with anything we have changed. <
We want continuous improvement to be part of our thought processes –
no matter what section of the business you are in, you have got to think
about how we can improve on what we are doing. If we don’t have this
at the front of our minds we will get left behind.
LEAN methodology helps
businesses to identify and
eliminate process waste,
improve efficiency and
reduce process cycle time.
LEAN follows
a set of five
principles
1. Identify value
2. Map the value stream
Specify what is “value”
for the end customer.
Identity value added steps and
eliminate non value steps.
5. Seek perfection
3. Create flow
Continuously improve
and refine process.
Sequence the value
adding steps correctly.
4. Establish pull
Source: Adopted from the Lean Enterprise Institute.
Let customers or end-users
pull value from the process.
september – november 2013 5
special feature – continuous improvement
Taking ownership
to see improvements
In responding to the issue of untidy work spaces
and potential hazards, Toll Global Logistics’
Automotive service in Morningside, Queensland,
has created what they call ‘Adopt an Aisle’.
A
dopt an Aisle is all about team member ownership,
.empowerment, accountability and recognition. Each
team member ‘adopts’ an aisle becoming responsible for the
housekeeping and general presentation of a clearly defined
area. Each day the team member will review a pre-determined
small part of his or her area, fix it up to a prescribed standard
and then have it audited by the Operations Manager.
Audits are completed every day on a rotating basis throughout
that aisle. If the bay or area is deemed acceptable, it’s marked
a ‘pass’ and if not, it’s a ‘fail’. Failed bays are re-audited daily
until they pass. Passed bays are not re-audited until the rest
of that full aisle or area has been audited. In line with the Toll
core beliefs, we acknowledge that when we make mistakes,
we learn from them to progress.
The initiative was started in order to increase safety for our
operators, reduce the risk of damage to product, and to
improve visibility on issues within the warehouse. In exchange,
the team has a sense of ownership and pride, personal
accountability for the appearance of its work area, and an
understanding of the expectation of visual standards, as well
as how each individual contributes to that standard.
The Automotive team at Morningside is also very aware of
the fact that this program would not be as effective if staff
were not included in the lead up and roll out of the initiative.
Also, aisle owners must understand what ‘pass’ and ‘fail’ look
like. The most important thing is that positive feedback is
provided when it is deserved and other team members learn
‘what good looks like.’
Given the success of Adopt an Aisle at Morningside the
team is now looking to roll it out at all TGL Automotive sites.
They are even looking at introducing a new concept, Adopt
a Truck!
If you would like to find out more about how you could
implement a similar initiative in your team, get in touch with
Richard Lockwood at [email protected] <
6 T
olltoday
Above
Each aisle is proudly
claimed by its owner.
left
Clearly displaying
aisle owners and
their achievements
encourages
participation.
special feature – continuous improvement
Striving for Operational Excellence
Customised Solutions embraced continuous improvement thinking into its business a number
of years ago and now it’s the guiding force behind everything they do. Chris Pearce, General
Manager of Customised Solutions talks to us about implementing continuous improvement as
a total business culture change.
What does continuous improvement mean to you?
right
Chris Pearce, General
Manager, Customised
Solutions, Toll Global
Logistics.
Chris: Continuous improvement means constantly striving to
improve the things that are important to us as a business. It is a
‘no debate’. To survive as a business it must be prevalent in your
operating model. It must permeate not just your commercial
outcomes, but your strategy, values and behaviours.
Today, customers, shareholders, employees and other
stakeholders take for granted that it is central to your business
model. It’s the way we work around here.
Is there a specific methodology of continuous
improvement that you use? Why?
Chris: Among other things, we use LEAN, 5S + 1 and Structure
Work Model as a continuous improvement methodology.
It is presently the most proven methodology in the industry.
What has your journey with continuous improvement
been so far?
Chris: We have had an active continuous improvement program
operating for over four years now. Continuous improvement
was introduced initially as part of our values and behaviours
program, and today has grown into a tangible business
philosophy, supported by teams of dedicated, centralised
functional experts.
To date, our continuous improvement journey has underpinned
our significant business growth through adding increased
value to safety, cost reduction and service performance.
It has also resulted in many prestigious industry awards, brand
recognition and customer and employee loyalty.
Today, our continuous improvement program has been
re-named OE for ‘Operational Excellence’. This change
occurred because we no longer aim to continuously improve,
we strive instead to be operationally excellent in everything
we do and continuous improvement is now just assumed.
Can you highlight a specific project that successfully
demonstrates how continuous improvement has
improved the way your business works?
Chris: We recently conducted an OE project using LEAN tools
to increase our inbound receiving capacity for Nike by over 400
per cent. The savings and productivity gains were significant,
but by no means our largest return from a single OE project.
This OE project however, immediately comes to mind because
it was executed without any investment required. The project
occurred at a site that hasn’t had any money invested in it for
over 12 years and their methods hadn’t really changed during
that time as well. It highlights the power of challenging the status
quo, changing learned behaviours and team problem solving
– ideas are free. A core principle of continuous improvement is
that the ideas come from the talents of the existing workforce
and they are part of the development of new ways of doing things.
Do you get any feedback from your customers about
these improvements and how it then translates to
benefits for their output?
Chris: We actually involve our customers in our OE activities.
The most powerful OE outcomes are proven to occur when they
are also customer driven. As a result we receive regular joint
recognition from our customers. We were recently recognised
for our work with Nike, winning the Nike Maxim Award in the
category ‘Simplify and Go’.
Do you have any employee-related continuous
improvement programs to encourage new ideas?
Chris: We operate several tools designed to empower
employees to recognise and resolve issues through
new ideas. We hold regular round tables to encourage
open dialogue between employees and ourselves, and
we also have site-based workshops that look at these
processes to improve the cost, quality or service within
the sites. These programs play a role in our performance
management and incentive tools within the business such as
PARs and R&R programs.
What have you learnt about implementing
continuous improvement practices that would
be of value to other parts of the business just
getting started?
Chris: Implementing continuous improvement cannot occur
without a total business culture change. This change needs to
be driven by the leaders of the organisation and displayed by
the behaviours and values of the leadership team. Continuous
improvement does not get delivered effectively unless it is a
whole of business change where all people in the organisation
are charged to delivering the outcomes. It needs to be ‘lived’
by a business in the same manner that other critical business
principles which rely on the contribution of all employees are
‘lived’, such as safety.
It is important to remember therefore, that continuous
improvement cannot be introduced and rolled out effectively
unless it is linked to the values and behaviours program,
because continuous improvement ultimately becomes the
culture and the way we behave as an organisation. <
september – november 2013 7
special feature – continuous improvement
Reaping the rewards of
continuous improvement
A recent business win for Toll Global Express in Asia has been credited as a
direct result of sharing continuous improvement ideas across One Toll. We had
a chat with the General Manager, Asia, Toll Global Express, Lou Milicevic in
Singapore to get an insight into how an innovative idea from one business unit
can be adapted for success in another.
What does continuous improvement mean to you?
Lou: For me, it is about looking at what we do well and
not so well, so that we can perfect it the next time round.
I believe it’s OK to make a mistake, as long as you learn from it.
Why is continuous improvement important to your
business unit?
Lou: Firstly, from a commercial point of view there is
real strategic value to having a continuous improvement
mindset as we go out into the market place and compete
increasingly with similar technologies and processes.
If there is something that I can do which is a step ahead, be
it from a commercial or a cost perspective, I will certainly
embrace it.
Secondly, our customers love this sort of conversation.
If I can demonstrate what an improved solution means for them
when the rubber hits the road, then it is all the more powerful
to be able to win business and secure ongoing engagement
with our customers.
above
Lou Milicevic, General
Manager, Asia, Toll
Global Express.
Continuous improvement is always on the agenda when we
have our business reviews with customers. They want to know
what we have done that has added value in some way either
to us or to the client.
Do you have any current projects that demonstrates
how continuous improvement has enhanced the way
you work?
Lou: Currently we have one big project which is about adopting
an improved mobility platform. In simple terms this is an SMS
technology where we can communicate with the customer
about a confirmed delivery. This is a technology that Toll Fast
has developed and successfully tested in Australia. So we
are just about to implement the solution here in Singapore.
In Asia, Toll’s express services are less well known – we do
not have the long-standing reputation that we have in Australia
to rely on. And this means we have to aggressively sell the
innovative solutions that we have to offer.
8 T
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special feature – continuous improvement
What are you doing differently from competitors in
the market?
Lou: In short, we are trying to offer a service that people
want to buy. Using the same example, we are able to solve
the problems customers encounter with a combination of
technology, which is the SMS notification to customers, as well
as our shipment solutions. In other words, talk to the customer,
find out when they are available and we’ll organise a delivery.
Our competitors do not offer such services. They don’t confirm
deliveries to residential customers directly and determine that
one size fits all, and customers especially in the business-toconsumer space dislike that. Frankly, most carriers struggle
with business-to-consumer service because it is unprofitable.
They have been struggling for years with how to reduce
unsuccessful delivery attempts and how to get it right the
first time, on-time, hoping to replicate the level they have
in the business-to-business space where delivery success
is up to 98 per cent. But few have been able to figure it out.
This solution that we have come up with enables a fix on
two things. One, increased customer satisfaction because
customers are given more options on their delivery requirement.
And two, options are unobtrusive and they respond when its
convenient to them. We know increased customer satisfaction
levels drive increased share of wallet with our e-tailers. Their
success is our success. Secondly, it reduces our unsuccessful
delivery attempts to levels similar to business-to-business
performances and that has a direct impact on Pick-up and
Delivery (PUD) costs. A real win-win scenario.
After MD Brian Kruger mentioned in a press release that Toll
would work to specialise in the business-to-consumer market
and we’re going to do it better than anyone else, we felt that
we had to deliver on that promise. SMS is one of the solutions
to meet that expectation and so we seized the opportunity.
Do you have any employee-related continuous
improvement programs to encourage new ideas?
Is this incentivised?
Lou: We have recently launched an employee recognition
program called ‘Pat on the Back’ which recognises employees
when they do something right. Toll values are used as the
guiding principles which also include continuous improvement.
I am often telling people, “You’re the innovators here”. Our
employees live and breathe this every day and know intimately
how they can do things better. We encourage employees to
be empowered, to go above and beyond and ask themselves
what can they can do to be different and better.
What have you learnt about implementing continuous
improvement practices into the business that would
be valuable to others?
Lou: There can be a lot of hurdles and you can get slightly
discouraged along the way. But the learning that I have come
away with is don’t give up. It might feel like you are getting
nowhere initially and we don’t get it right all the time, but when
we do, the rewards start to come through. You feel like you
can really enhance or add value to the Toll brand.
It really is a rewarding process. As a manager, when you see
people grow because you have enabled this to happen, you
feel really good. <
“The more that we embrace continuous
improvement as a competency, the more
successful our businesses will become.” – Lou Milicevic, General Manager, Asia, Toll Global Express.
september – november 2013 9
special feature – continuous improvement
New fleet monitoring system
brings improvements to how
we do business
Toll Linehaul and Fleet Services General Manager, Bob Lovf, talks us through how
a strong drive towards continuous improvement brought about a new development
in technology for better managing the linehaul operation.
A
t the beginning of August, Toll Linehaul and Fleet Services
unveiled its new fleet monitoring system, changing the
face of its operational business. After 18 months in planning,
Bob was excited to finally be rolling out this new system
between Melbourne and Adelaide initially while they test the
new system out in practice.
left
Bob Lovf, General
Manager of Toll
Linehaul and Fleet
Services is excited
about the possibilities
of the new fleet
monitoring system.
This Toll-developed solution is unique to the transport industry
in Australia and will provide Toll a strong competitive advantage
in the market place.
What is this new fleet monitoring system that you
and your team have been developing?
Bob: This is a monitoring system that controls four key
parts of our linehaul operations and is a move from reactive
management to a proactive approach to monitoring how our
fleet is doing at all times.
1.Driver performance: Historically we have only been able
to be reactionary in how we operate, but this system allows
us to have real-time active management of the tasks at hand
and increased visibility over all of our drivers. Being able to
manage driver fatigue and compliance is the biggest benefit.
So for example, if a driver goes over their allowable time
or doesn’t have the required rest break, an alert appears
on our monitors back in the office and they turn red. This
allows us to act on it straight away and pull them up.
Whereas previously we would run on a paper-based system
with historical reports and work diaries that were used to
log driver hours in what is a very manual process, now this
system enables us to have 100 per cent of the fleet actively
managed all of the time from a driver point of view.
2.Trip time performance: A ‘trip’ is what we call the truck
and driver combined. This new system allows us to map
out the full layout of the trip, while ensuring it is compliant
with our safe driving plan. So you can lay out a trip based
on the amount of kilometres you can do, speed, timings,
compulsory breaks and a list of the jobs you have to perform
during the trip. Overall, it allows us to measure our trip
performance and the performance of the truck itself.
3.Route performance: We are able set up the routes for
a customer. This means being able to map out what is
an achievable route for the time-out and the time-in, and
this helps to accurately manage the expectations back to
our customer.
4.Customer service performance: With this new system,
we are able to judge our customer’s different service
levels, both with the internal divisions and the customers
themselves. So by having it saved in the system we can
measure how well we are meeting the KPIs and feed this
back to the customer.
So how does this system work?
Bob: This is ultimately a system application that is made up
of in-cab monitoring devices that are used alongside driver
mobile apps. These two aspects of the in-cab monitoring
system in the truck and the mobile apps together form the
total communication back to the system.
Once drivers have downloaded the mobile app, it allows
connectivity between their own phone and Toll’s support. These
apps are for out of truck activities and are not usable while driving.
10 T
olltoday
special feature – continuous improvement
How did this idea for the new technology come about?
Bob: Sometimes weakness can be an opportunity. Previously
the business was being run on a number of spreadsheets
that would be sent up to 50 times a day between people and
continually be modified back and forth. It wasn’t a system
to run a business and it put too much back on our people.
You might think that transporting a load from A to B should be
as simple as a driver just getting in, driving there and jumping
out at the other end. But when you’re trying to manage and
monitor the fact that we work under four different fatigue regimes
around Australia, we provide different service levels to various
customers and many different types of trip formations to suit the
route we are doing, there is just too much to manage manually.
On top of this we often have to face internal problems that
might arise such as, break downs, delays, deviations, driver
sickness, floods or accidents on the road. This coupled with
external factors, not least the reputation of Toll out there on
the road making sure we are doing the right thing; dealing
with the authorities and customers – there are a number
of potential complications. So the expectation that people
can do this manually is just too much to manage effectively.
So that is where a computer system can help by developing
the right algorithms to sort out complicated tasks.
With this system in place, we have been able to leap from
being only focussed on day to day to now being more forward
focused and strategic. The previous system was labour
intensive and was not a productive way of working. Previously
the majority of the execution work was done overnight so
people were being woken up 2 – 3 times a night when issues
came up, or when they had to react to a situation. This was
not good for the health and safety of our staff. So when this
idea was proposed at a senior management meeting, everyone
jumped on board as they could see the sense in operating
from this system.
How will this new system improve the way you run
the business?
Bob: I want to be able to run a far more calm business that is
planned and executed neatly without any unforeseen drama.
The new system is like looking at a dashboard where all of
the details are visible and it is alerting you to the loads that
you have to manage. If it is all green, then you can see that
it is all going well and there are no concerns. Currently we
have worked on the basis that somehow we get wind of an
issue and you can only act on it once there is an issue. A lot
about the system is intervention before anything happens,
providing an opportunity to solve an issue before something
goes drastically wrong.
This is a Toll-developed solution and we own the intellectual
property that was sponsored by Toll Linehaul and Fleet
Services management. It is built with the idea that it can be
usable throughout the Group. One of the prerequisites when
we embarked on this journey was to ensure that the system
we built would have One Toll in mind.
above left
An example of the trip
tracker screen used
in the system. This
screen shows the
tracking of the truck
during a trip and an
alert of a problem that
has occurred.
above right
This is an example
screen shot showing
the configuration of a
trip showing location
with assigned drivers
and equipment.
What sort of material benefits should we be able to
see as part this solution?
Bob: It offers offsets with compliance and safety, operating
costs, improved customer service and the ability to manage
ourselves out of problems at the lowest cost before they
become major issues.
On the upside it provides increased confidence to customers
under chain of responsibility that we are right on top of things,
it also gives confidence to the authorities that we know what
we are doing.
How important is the value of continuous improvement
to you as a manager?
Bob: It is very valuable. I always remember years ago trying
to introduce something and my then line manager said, ‘Don’t
get too fancy, just run it as a good old fashioned transport
business.’ But this no longer exists, the expectations of our
people and our customers have all changed rapidly. <
“So you have to keep moving; sitting
back and watching things go by is not
an option – continuous improvement
has to be part of everything we do.”
– Bob Lovf, General Manager, Toll Linehaul and
Fleet Services
september – november 2013 11
TOLL GROUP
Living our safety value
At Toll we’re passionate about safety, and everyday around the business you can see examples
of the ways in which our people are not only acting safely, but celebrating it.
Here is a sample of some of the activities that have been going on around the business in the last
couple of months.
Special guests from the Toll Board reinforce our
safety message at a toolbox session in Sydney
W
hen it comes to health and safety in the workplace
some employees find themselves asking – ‘Safety? Why
is it so important if I don’t use a forklift or drive a truck?...I just
drive from home to work and climb the stairs to my desk!’ But
hazards are around us all no matter where we work at Toll.
During their visit, the Committee met with over 75 office staff
and 20 warehouse staff where employees had the chance
to talk one-on-one with our MD, Brian Kruger, about their
responsibilities, expectations, ideas and strategies on how
to make TGF in Sydney a safer place to work.
There is no doubt that each of us at Toll have a responsibility
Alicia Sáenz Ibarra, Senior Client Services, TGF who attended
the toolbox said, “It was fantastic to see our most senior
leaders come along to speak to us about safety. It really
demonstrates their genuine commitment to make Toll a great
place to work by taking the time to listen to our ideas and
initiatives. Speaking with Brian on the day made me realise how
much he cares about us and how vital we are in this company.”
to contribute to keeping our working environment safe. Safety
should be at the forefront of our minds as we go about our
daily tasks.
For this reason on 30 July, Toll Global Forwarding (TGF) in
Sydney welcomed members from the Toll Board’s Occupational
Health, Safety and Environmental Committee to attend a
special safety toolbox session. The purpose of their visit was
to not only ensure employees felt they were supported in the
workplace to speak up about safety concerns, but also to
reinforce their commitment to safety as a core for the Group.
Although TGF in Sydney is working to prevent health and safety
hazards by taking the right precautions, by means of training
and creating awareness, there is still work to do. Feedback
that came out of this session from both employees and the
Committee is being taken into consideration to make sure
we continue to improve safety in the TGF workplace, and
around the Group.
Left
L-R: Joe Azzopardi
(NSW State Manager),
Suat Nee Loh
(Program Manager),
Mark Smith (OHSE
Committee Member),
Joanna Pawluczuk
(Global Account
Manager), Ray
Horsburgh (Board
Chairman), Brian
Kruger (Managing
Director), Harry Boon
(OHSE Committee
Member), Nick
Prescott (General
Manager, Environment
and Energy),
Sebastian Albertella
(3PL Team Leader),
Mark Demagry
(Operations Manager),
and Allen Rodrigues
(Warehouse
Supervisor).
12 T
olltoday
TOLL GROUP
Vietnam
Leading Safety
at Toll
Dubai
D
eveloping effective safety leadership at all levels
throughout the organisation is key to Toll’s Global Think
safe. Act safe. Be safe. health and safety strategy.
Through our leaders modelling our safety value, we can build
a positive and proactive safety culture. The Toll approach
to safety is not about ticking boxes, it is about living and
breathing safety in our workplace and making sure that all
of our people go home safe every day. As such, Toll leaders
and managers have been participating in the Group-wide
Leading Safety at Toll training program since the launch late last
year. The program comprises either a two-day or a one-day
leadership workshop.
The program aims to build the necessary skills and knowledge
for leaders and managers to adopt a positive approach to
health and safety in their market place. The content provides
an understanding of our approach to health and safety and
explores how to encourage, reinforce and model the required
safety values and behaviours to drive organisational change.
The program is delivered in partnership with Enhance Solutions
who have assisted with the development of the program
and the provision of first class program facilitators to
deliver it globally.
The Leading Safety at Toll program was launched in September
2012. Between then and June 2013, more than 650 participants
have completed the program within Australia. A further 300
leaders and managers have completed the program in Asia, UK,
the Middle East and the US. It is anticipated that a similar number
of participants will complete the program by the end of 2014. <
Everyone has the right
to go home safely.
What’s your reason?
“My reason for going home safely is
to be able to play with my daughter,
Uditi, on the beach.” – Ganesh Kumar,
National IT Manager, Toll Global
Logistics, India.
Ganesh has been working with Toll Global Logistics
since November 2007 and is based in Chennai, India.
His daughter, Uditi, is three years-old.
Tell us your reason for going
home safely. Email your photo to
[email protected] along
with the following details for a chance
to be profiled in our magazine:
ai
C h en n
Heathrow
•Name
•Division and location
•Job title
•Length of service
•Names of people in your photo
•Your reason for going home safely.
september – november 2013 13
TOLL GROUP
Toll
celebrates
Australian
Indigenous
events
As part of our Reconciliation Action Plan (RAP)
commitment, this year we have celebrated
two events that acknowledge reconciliation
in Australia.
B
oth of these significant annual celebrations aim to put
the focus on Australian Indigenous history, culture and
advancement. By celebrating these events at Toll, we hope
to get our employees talking about reconciliation and what
it means to them personally, as part of Toll and as members
of the wider Australian community.
National Reconciliation Week
For National Reconciliation Week (27 May – 3 June)
many Toll employees in Australia joined in with the
celebrations, got informed and did some creative
work to recognise our Indigenous heritage.
There was indigenous-inspired food served at
toolbox meetings, special morning teas to host
Indigenous guests from local communities and
acknowledgement of country performed at meetings.
Some further highlights included:
•Cultural awareness training sessions
for employees
•A Toll reconciliation banner flown in the
streets of Perth
•Attending the opening of Reconciliation Week
at Parliament House in Western Australia
•Participating in the Long Walk event in Melbourne
•Educational posters being dotted around offices
emphasising the significance of the reconciliation
process in Australia.
14 T
olltoday
Indigenous leaders met with our management
to share the challenges and advancements
experienced by their organisations.
Melbourne head office:
Employees joined
MD Brian Kruger
to experience the
knowledge and
reflections of Aunty
Di Kerr, elder of
the Wurundjeri
tribe. Followed
up with a talk
from Justine Moss
of Reconciliation
Australia.
Proudly flying the flag
on reconciliation
issues in Perth.
TOLL GROUP
Two senior management
lunches hosted in
Melbourne and Sydney:
We invited three
Indigenous leaders,
Shane Phillips
(Australian 2013
Local Hero award
winner), Paul
Briggs OAM
and Fiona Jose,
who spoke
with honesty
and integrity
about their
own personal
experiences as
Indigenous leaders.
Powerful artistic photography
of Indigenous leaders taken
by Wayne Quilliam was
supplied to Toll for the week
by Dreamtime Art.
Events were catered for
by local Indigenous
catering companies to
add to the experience.
Guests challenged their
palates with the likes of
crocodile meatballs and
emu pies.
The Albert Toll meeting
room at St Kilda Road was
transformed into an art
space full of Indigenous
pieces supplied by
Dreamtime Art.
NAIDOC Week
To inspire some ideas on different ways to
celebrate NAIDOC Week (7 – 14 July) in the
workplace, employees had access to a toolkit
as a practical guide to event ideas. You may
have also caught some of the interesting facts
on significant historical information posted on
Yammer as conversation starters around the
topic of reconciliation.
Toll employees selected many different
ways to recognise this event including:
•Didgeridoo playing
•Acknowledgements of country
•Dreamtime stories readings and enjoying
Indigenous music
•Hosting morning teas to showcase the culinary
talent of the Toll Master Chef staff among
us – baking native Australian recipes such as
lemon-myrtle and macadamia nut cheesecake,
and bush honey and fig shortbread.
september – november 2013 15
TOLL GROUP
MySuper is coming –
are you ready?
Important changes to your superannuation for
all Australia-based employees regardless of
your super fund.
I
n a bid to make saving for your retirement simpler, the
Australian government will be launching MySuper – a new
minimum standard approach to superannuation.
What is MySuper?
The MySuper initiative is focused on making super easier to
understand, operate and compare, while being cost-effective
across the industry. MySuper will replace existing member
superannuation accounts for Toll employees that have not
made an active investment choice (but stayed in the default
investment option) within their super fund.
Is MySuper right for me?
MySuper is designed for fund members who aren’t involved
with their super. It is a ‘one-size fits all’, ‘no-frills’ account and
therefore may not be the best solution for everyone.
Importantly though – while the MySuper reforms may help to
better protect the retirement nest of some Australian workers
overall, the best way to look after your own nest egg is to take
an active interest in it.
•Where and how is your superannuation invested? Is it the
best option for you?
•What insurance cover do you have and more importantly,
what do you need?
•What is the level of risk you want?
What you need to know and do:
Now
Make sure your home address is current with your super
fund. If you are unsure please call your super fund and
update your details.
In the coming months
Toll Group/OnePath Super Plan Members
Toll will be keeping you up to date on MySuper
developments. You can keep up to date with the latest
super information by visiting Toll’s intranet at
http://infonet.toll.com.au/Departments/Superannuation
Industry Funds
If you have another super provider, please contact them
for specific information on how MySuper will affect you.
1 January 2014
From 1 January 2014 Toll must pay employer super fund
contributions for all employees who have not actively
nominated their investment option (instead of the default
investment option) within their existing fund, into a
‘MySuper’ product.
These are all questions investors should regularly ask
themselves. An active interest now in your super can lead
to a significantly better retirement outcome down the track.
Other super news
Important: Changes to your insurance and premiums
for all members of Toll Group/One Path super plan.
From 1 January 2013, Toll enhanced the Death and Total and
Permanent Disablement Insurance for members of the Toll
Group/OnePath super plan and also introduced Group Salary
Continuance benefits as a standard benefit for all eligible
members of this plan (please refer to previous correspondence
sent to you in December last year about these enhancements).
Under the new arrangements, the premium deductions for
the enhanced insurance covers were deferred to 30 June
2013. A flyer explaining the premium deductions will be sent
with your 30 June 2013 statement which you should receive
16 T
olltoday
in September to your home address. This flyer will also
be placed on the Toll Intranet at http://infonet.toll.com.au/
Departments/Superannuation. Please consider all your
insurance requirements carefully before you make changes.
New Toll superannuation employee team member
We are pleased to advise that Mark Wall recently joined
Toll’s Superannuation Department at Toll Corporate in
Melbourne. Should you have any queries regarding your
Toll super you may contact either Mark Wall or Cheryl
Barbary, Toll Superannuation Department by email on
[email protected] or [email protected] <
Toll domestic forwarding
The redevelopment of the Toll Intermodal
Moolabin depot in Brisbane has been one of
the business unit’s biggest projects for 2013.
After 26 months of planning and construction,
the site was completed at the end of May and
has been fully operational since the first week
of June 2013.
Moolabin
redevelopment
brings expanded
opportunities
T
he Toll Intermodal Moolabin depot incorporates the merger
of the Toll Intermodal facility from Acacia Ridge in Brisbane
with the existing Toll Intermodal facility at the old Moolabin
rail yards, allowing the full integration of the newly merged
businesses in Brisbane. The redevelopment also includes
an expansion of the rail head (terminus of the railway line)
at the site which will allow us to load more trains onto the
Queensland Rail Network.
This newly upgraded facility has already seen huge
improvements in process efficiencies since it came online,
enabling the Intermodal business to load two more trains per
week (92 TEU twenty-foot equivalent per train) into Central and
North Queensland, taking capacity to 25 services per week.
New features that were added as part of
this redevelopment:
•Over 70,000 m2 (equivalent to 14 football fields)
of new and replacement hardstand (concrete slab)
•Administration building
•Operations building
•Increased capacity in the freight handling shed
•Increased container capacity at the rail head from
1,450 TEU to 1,600 TEU
•Trailer parking for over 20 additional trailing sets on site
•Upgraded and relocated container maintenance shed
•Upgraded and relocated locomotive provisioning shed
•Four new rail lines (replacing the two old ones).
“What was a tired old depot and
rail terminal is now a first class
facility – one that has the capacity
to absorb anticipated future growth
in our business. A big thank you to
the Brisbane team who continued
to operate from the site during the
redevelopment period, this involved
almost daily changes to the traffic
and workflows in both the depot
and the rail terminal. They did an
amazing job to maintain our customer
service levels throughout.”
During the redevelopment, Toll took the opportunity to seek
out ways to incorporate more environmentally sustainable
design as part of the new build. In an attempt to conserve
water, we undertook works on the banks of the creek and run
off areas at the rear of the property and installed a tertiary
water treatment plant and runoff capture pit. The roof of the
freight handling shed was also upgraded to incorporate better
natural lighting during daylight hours and the lights were
upgraded to include dusk sensors.
More than 80 employees from Acacia Ridge moved across to
the site in December 2012, making the total number of staff on
site over 250, operating around the clock covering an almost
24/7 service for our customers. <
– Brett Curtis, General Manager, Toll Intermodal
september – november 2013 17
Toll global LOGISTICS
Contract Logistics’ Control Room solution
has our customers seeing success
As a result of continued investment in technology and business improvement, TGL Contract Logistics
and its customers are starting to reap the benefits from implementing Toll’s Control Room and
mobility solution in distribution centres across Australia.
O
ver the past 12 months, six of our customers have
been upgraded with the Control Room concept
along with more than 200 new mobile handheld devices
deployed to customers such as Coles, Kmart, Coca-Cola
Amatil and Woolworths.
As part of the Control Room solution, the mobile handheld
devices are placed into vehicles and provide more than just
robust mobile phone functions. They also feature easy to use
job management software, allow sign on glass, job updates
and can feed GPS position data to Toll, allowing us to capture
arrival and departure times.
A further innovation that has been launched with the new
handheld devices is the ‘Zello push-to-talk’ service, which
allows drivers to communicate over the devices like a two-way
radio so that drivers can have conversations across the fleet.
Toll is one of the few organisations that has implemented this
technology within Australia.
Toll also worked with the device vendor to develop a unique
push-to-talk button that works as a hands-free solution that
is safe to use when the vehicle is in motion.
Contract Logistics has been the pioneer of the Control Room
project which has already seen huge benefits for the Toll
allocators working in distribution centres. The Control Room
concept aims to provide real time information and visibility
over operations to enable employees to make informed
decisions and to ultimately provide a further improved service
to customers.
18 T
olltoday
Kmart is impressed
Better visibility of the fleet has allowed businesses like Kmart to
achieve greater use of trailers and a reduction in total fleet size.
In addition to the operational improvements, the Control Room
closely integrates Toll with its customers through improved
visibility of warehouse and transport flows.
Jeff Chapman, Kmart Despatch Manager in Western Australia
said, “I find the despatch screen and the vehicle returning
report very useful in being able to manage my loaders around
the returning trailers. It has certainly given my team and I
better visibility of vehicle movements and load progression.”
The Kmart and Toll cooperation will soon be taken even further
with plans to install Control Room information on large screens
in the warehouse itself to help coordinate trailer loading.
Contract Logistics will continue rolling out the Control Room
concept and the new mobility solution in 2013 and 2014. <
Toll global LOGISTICS
Vehicle Returning Report/
Vehicle Despatch Report
These reports ensure returning
drivers can be allocated to the
next priority despatch task.
Trucks and trailers can also
be matched.
Planning Visualiser
Traffic Cam
Shows real time traffic conditions
from over 300 organisational and
government traffic cameras.
Allows Toll allocators to better
plan deliveries to different
resources across the day on
a visual planning view.
GPS Track and Trace
AXIOM TMS
General
Shows real time truck or trailer
location, route and geofences
from up to five GPS vendors.
The Axiom Transport
Management System drives the
core despatch workflow.
This screen provides the user
a desktop for email and the
ability to communicate via the
Zello Push-To-Talk application.
september – november 2013 19
Toll global LOGISTICS
That’s a lot of pipes!
Bedford Weir
EMERALD
BLACK WATER
ROCKHAMPTON
BLACKWATER
PIPELINE
DUARINGA
GLADSTONE
right
Transporting the
pipes to Wacol for
the Woleebee Creek
to Glebe Weir
pipeline project.
Neville Hewitt Weir
ROLLE STON
Comet Rive r
DAWSON VALL EY WSS
THEODORE
Theodore Weir
Orange Creek Weir
Gyranda Weir
Sandy
Ck
ver
Moura Weir
Glebe Weir
Da w
TAROOM
so n Riv e r
Bundaberg
Taroom
WOLEEBEE CREEK TO
GLEBE WEIR PIPELINE
ROMA
YULEBA
Brisbane
MILES
Co
The project involves
construction of a
Balo nnethe
R iver
oo
120km
pipeline. These pipes are approximately
SURAT
oneivemetre
in diameter and lined with mild
r
steel cement.
g
nR
I
n February, Contract Logistics was selected by Pentair,
the global water systems company, as a logistics partner to
provide services to a Central Queensland pipeline project.
This project, otherwise known as the SunWater’s Woleebee
Creek to Glebe Weir pipeline project, will transport thousands
of megalitres of treated water from coal seam gas (CSG) fields
in the Wandoan region of Queensland to the Dawson River
at Glebe Weir.
Once built, this pipeline will transport and distribute treated
CSG water to industrial and irrigation customers along the
pipeline, before discharging the remainder of the water into
the Dawson River at Glebe Weir.
Contract Logistics was tasked with moving over 10,000 pipes
and associated fittings from Wacol, a suburb of Brisbane and
Somerton, in Melbourne to six different laydown areas along
the pipeline, where we were also required to man the laydown
areas. This required the team to unload up to 80 pipes per
day, spark test them for damages, repair any damages and
place them in the appropriate location within the laydown area.
20 T
olltoday
The project required a substantial investment to purchase
precisely manufactured pipe bolsters and load restraints for
the transportation of these pipes, as well as the purchase of
specialised spark testing equipment, plastics welders and
Oa
k e y Ck forklifts were leased
pipe repair equipment. Large Manitou
with specialised attachments designed to unload pipes and
25 tonne cranes made frequent visits to site to assist.
With 12 employees working permanently across the laydown
and loading sites – all appropriately trained and accredited to
undertake the spark testing and pipe repair work – we have
now filled the equivalent of over 10 football stadiums of pipes.
Supporting the on-ground presence in this project is an
additional 25 Toll drivers and contractors who have delivered
in excess of 2,000 loads to the various sites along the pipeline.
Individual pipes can weigh in excess of 5 tonnes and are over
13 metres in length, so care must be taken when transporting
them around the laydown areas which can be uneven and
slippery in the rain.
With only weeks remaining, the project has been very
successful and the relationship that Contract Logistics has
developed with Pentair (and other project partners involved)
will hopefully lead to further opportunities to work together
in the future. <
Toll global LOGISTICS
Transporting steel
for BlueScope
Safe and efficient transport
of more than one million
tonnes of steel annually
across New South Wales.
M
idway through 2012, Toll commenced a long
term contract with BlueScope Steel to transport
over one million tonnes of steel annually from its
Port Kembla production plant in New South Wales,
Australia, to delivery points of up to 250km away.
Toll was already the incumbent carrier to manage
the coordination of export-related volumes,
however the intrastate loads were being completed
by another carrier. When the contract came up for
renewal in early 2011, Toll took the opportunity to bid
for the full transportation services from this plant.
As Toll already had an excellent performance record
across various BlueScope sites in Australia, we
were selected to ultimately provide all services as
part of the contract. Further building on our strong
relationship with the company, we were able to
offer BlueScope an innovative tender response
that provides long term benefits to the company.
Responding to the challenge
The challenge was to develop a single control centre
type operation that would allow the local transfers
(Port Kembla) and intrastate delivery functions
to be completed in the most efficient manner by
maximising resources.
The task was to offer a solution that would provide
benefit to BlueScope in terms of capacity, flexibility
and surety of performance. Also while guaranteeing
the incredibly high safety standards that Toll
provides across other BlueScope business in
Australia as well as internationally.
Developing a solution
The Toll solution allows BlueScope to react
immediately to opportunities for sales locally,
shipping volumes and intrastate. By operating
as one pool of resource, Toll is able to react to
volume trends by reallocating resource to the most
immediate need thus providing a flexible capacity
that BlueScope has never had before.
Toll has been able to dramatically reduce the risk
of wharf penalties due to shipment delays and
respond as required 24 hours a day, seven days
per week. An important addition to our response
was our ability to source Hi-Tensile steel for our
trailing equipment that allowed us to offer an
increase in pay load by reducing the tare weight
of our B-Double trailers by up to 5 per cent, while
incorporating the absolute best fit Prime Movers
for local travel.
All equipment purchased for this contract was
selected based on the safety equipment included
as well as the operational benefits gained.
Throughout the implementation we were able to
use the experience gained through various other
BlueScope operations and have safety training and
processes in place prior to go live.
Successful outcome
Since the contract started, Toll has recorded zero
safety incidents and a Delivered In-Full, On-Time
(DIFOT) rate of 100 per cent. The transition to Toll
was a completely seamless operation.
On numerous occasions Toll has been able to offer
flexibility that BlueScope would not have previously
been able to achieve. <
september – november 2013 21
Toll global LOGISTICS
Making sense for Mars
Last year Mars approached Toll for a customised
solution for their national confectionery
distribution centre in Australia. Seven months
later, Toll was chosen as the preferred supplier
due to our detailed approach and understanding
of Mars requirements, ability to meet Mars’
quality and food standards, and our ability
to demonstrate innovative solutions and
technological expertise.
M
ars is one of the world’s leading chocolate manufactures,
incorporating many global brands including M&M’s®,
Snickers®, Mars® and Twix®. Mars looked for a fit for purpose
facility that meets its current and future supply chain needs.
22 T
olltoday
Tapping into Toll’s extensive experience in the Fast Moving
Consumer Goods (FMCG) industry, Toll proposed a purposebuilt greenfield site for Mars, to be located in Truganina, Victoria.
This site would incorporate Mars’ operational, manufacturing
and customer requirements, and strict quality and food
standards.
The site proposal included semi-automated storage elements
and the flexibility for Mars to expand in the future to meet
growth targets. The 18,500m2 site is both humidity and
temperature controlled for Mars’ varied range of products.
The chosen storage solution will have many benefits for
Mars. In the early stages of the relationship, Toll and Mars
explored various warehousing solutions looking at both new
property or improving the existing space.
Toll global LOGISTICS
The chosen solution incorporating satellite racking will have
many benefits to Mars, including the ability to greatly reduce
storage footprint and increase facility use. The satellite racking
system also enables a high degree of product accessibility
compared to other dense storage systems that enable last in
first out (LIFO), and first in first out (FIFO), a key requirement
for customers in the FMCG industry.
The go live of the warehouse is scheduled for this month,
September 2013. Expected outcomes of the new distribution
centre to Mars’ supply chain include a more efficient operation
and a reduced environmental impact, including minimisation of
carbon emissions in line with Toll’s Smarter Green program. <
What is satellite racking?
•Satellite rack system allows for the most number of
pallets stored in the smallest footprint – generating
a major saving in operational rent costs.
•Provides major improvements in productivity as
the operator only needs to travel a short distance
to the rack to put away the pallet. Once the pallet
is put into position, a self-propelled satellite cart
will move the pallet 40 pallets deep into storage.
•Allows for major tasks such as put-away, storage
and picking to be separated – offering improved
operational safety.
below
Artist impression
of the new Mars
facility to be
completed in
September.
september – november 2013 23
Toll specialised and domestic freight
Toll Transitions’ innovative
solution for key client
Toll Transitions uses a high level of technology to support and
improve the services provided to their clients.
T
hese technologies include real time
business-to-business quoting with
removalists, as well as online document
lodgement for transferees, clients and
suppliers. In addition, they enable Toll
Transitions to deal with a high volume
of interactive data exchange with third
parties. This includes:
Department of Defence to develop
innovative ways to reduce the removals
costs incurred by moving their members
around Australia. With more than 20,000
removals per year, any cost savings
achieved in this area will result in a
significant financial benefit for this
valued client.
•Integrated field data communication
devices (data pens and tablets) to
Improving the way we work
support customer service visits.
•Electronic interfaces to support the
transfer of critical information between
our systems and our suppliers’ systems.
Working with the Department
of Defence
Toll Transitions has been providing
relocation administration management
services to the Department of Defence
since 2010, as well as removals
management services over many years.
Recently Toll Transitions was successful
in having this contract extended for a
further two years securing its position as
the Department of Defence’s preferred
relocations management provider until
July 2017.
In the past 12 months Toll Transitions
has been working closely with the
During the peak period of Defence
relocations in 2012, a Whole of
Relocation Cost (WORC) model was
trialled in Queensland.
This trial required removalists on Toll
Transitions independent removals
panel to quote over a date range
of one week rather than on a single
nominated date. This expanded range
meant that removalists were able to
quote according to their capacity over
the week, and Toll Transitions was able
to demonstrate the associated cost
savings to Defence.
To streamline the process using
its current operating systems, Toll
Transitions is partnering with Oakton,
an Australian consulting and technology
firm, to implement WORC nationally for
all Australian Defence Force domestic
relocations from August 2013 onwards.
“Over the past 10 years, through a
process of continuous improvement,
Toll Transitions has been a forerunner
in introducing smart technologies in
the relocation management area.”
– Mark Kinsley, General Manager
of Relocations
While this initial phase is focused on Defence, Toll Transitions
has the capacity to extend this innovative cost saving model
to other current and future clients.
Ambitious future
Toll Transitions has an even more ambitious strategy in mind
for the benefit of their clients. To ensure that the WORC
model continues to deliver cost savings to the Department
of Defence and other clients, Toll Transitions is looking to
Oakton to replace a number of individual operating systems
with a single new system.
This new system will not only display removals costs across a
one week date range, but will also display travel and temporary
accommodation bookings. The efficiencies will not only be
experienced by our clients, but by Toll Transitions employees
as well.
Many employees have already demonstrated their commitment
to this project, and have been involved in a number of
workshops with Oakton outlining the way they work today.
Toll Transitions values this collaborative approach which
gives its employees the opportunity to provide input into the
new system.
Mark Kingsley said, “The focus of this continuous improvement
has been to improve the overall experience of the person being
relocated, through timely processing, advice and support
throughout the relocation process, while also delivering cost
efficiencies to the client.
“Our open and collaborative process of sharing and integrating
our technologies with other stakeholders in the supply chain
means we can exceed the expectations of both our transferees
and clients. The development of WORC is yet another exciting
step in this process of continuous improvement,” said Mark. <
left
L-R: Toll Transitions Procurement team in Queensland: Carlo Arevalo, Sharon
Cooke, Glenn Renshaw, Juliette Chan, Amie Hudson and David Grinzi.
24 T
olltoday
Toll specialised and domestic freight
Getting to know our customers
Toll NQX’s relationship with its customers goes
well beyond simply delivering freight. From how
the product is made to the type of packaging
they use, Toll NQX is on a mission to truly get
to know its customers through a new customer
care education program.
T
oll NQX is keen to know more about its customers’ wants
and needs, what they see as our strengths and how they
think we can improve. Toll NQX already conducts an extensive
and independent survey of customers every 12 – 18 months
and develops an action plan in response to customer feedback.
But now they are extending the focus on customers to all
employees not just those reading the survey results.
General Manager of Toll NQX, Greg Smith explained,
“The idea behind the customer care program is to help our
people understand more about our customers and the
important role we all play in moving their valuable goods
around the country. We believe the more we know about our
customers, the better we can serve them.”
Posters featuring important information about customers are
being developed and placed across Toll NQX branches around
the country so employees can understand who each of its
key customers are and why they are important to Toll. The
first major customer to be profiled was Bundaberg Brewed
Drinks and was celebrated with free ginger beer all round
from the customer.
below
Educating our
employees about
key customers
through the customer
care program.
Bundaberg Brewed Drinks’ Chief Executive, John McLean
said, “Our family owned business is so proud to be the first
featured company in the Toll NQX customer care program.
Coming from a small country town, it’s hard to believe that
our premium brewed beverages have become so popular that
they are exported to over 33 countries around the world. We
greatly appreciate the support of the Toll NQX team.”
Posters and drinks were delivered to all 24 Toll NQX branches
around Australia. Grant Nelson, Toll NQX Branch Manager of
Biloela said, “The first poster in the customer care program
was very well received here at Toll NQX in Biloela and the
employees enjoyed the drinks provided while learning more
about the company.”
Toll NQX is planning on continuing to feature various customers
in the program throughout the year. <
september – november 2013 25
Toll global resources
Elle Hilton appointed General
Manager of Toll Remote Logistics
Elle Hilton, former General Manager of Toll Marine Logistics
Australia has been appointed as the new General Manager of
Toll Remote Logistics.
left
Elle Hilton is our new
General Manager of
Toll Remote Logistics.
I
n an internal announcement, David Jackson CEO of Toll Global Resources division
said, “Elle has led a significant turnaround in the Toll Marine Logistics business
over the last 18 months and I’m delighted we are in the position to move her into
this important role.”
Elle officially commenced in her new role with Toll Remote Logistics in July and with
a background in ports, shipping, mining and logistics is well placed to develop and
grow the business further. <
left
L-R: Colonel Simon
Tuckerman and Elle
Hilton sign contracts
as the partnership
kicks off.
Toll Remote
T
Logistics awarded
Australian
Defence contract
oll Remote Logistics has been
awarded the contract to provide
multi-modal transport services in
support of the Australian Defence
Force’s (ADF ) withdrawl from
Afghanistan under MMM/001/12-13.
By using various modes of transport for
road, air and sea, Toll Remote Logistics
will manage the movement of all of the
ADF’s vehicles and equipment coming
back to Australia.
Elle Hilton, the General Manager of
Toll Remote Logistics said, “It was a
complex bid to put together and we
are delighted to be supporting the
ADF on this important project. Our
solution pulls together international road
transportation, ocean freight and air
cargo operations which complements
26 T
olltoday
our existing quarantine cleaning and
freight forwarding services being
executed for the ADF from Dubai and
Jebal Ali in the Middle East.”
The contract was officially signed on
2 August 2013 at the Joint Operations
Command Centre in Canberra
between Elle Hilton and Colonel Simon
Tuckerman.
Toll Remote Logistics delivers integrated
logistics solutions in some of the most
isolated and challenging locations in the
world to support defence, government
agencies and the resources sector.
For more information on this
contract, contact Perry Singh at
[email protected] <
Toll global resources
Making sure
our customers
deliver success
left
Jason Harwood
onsite at the
Moranbah plant.
Incitec Pivot Limited recognised Toll’s
contribution to the success of its first year
of delivering ammonium nitrate from its
Moranbah plant.
T
oll has been working with Incitec Pivot Limited (IPL) to
manage the storage and distribution work for its new Dyno
Nobel ammonium nitrate plant at Moranbah, Queensland –
in the heart of Australia’s largest coal region, the Bowen Basin.
During the past 12 months Toll has been working closely with
IPL as they moved into the post-commissioning phase of this
project. After years of planning and construction, 2012 saw
the plant deliver its first ammonium product to its customers.
To ensure the success of the plant’s first year of ammonium
production and beyond, Toll Mining Services’ Project Manager,
Jason Harwood meets with senior management from Dyno
Nobel every day to monitor planning requirements. The primary
focus of this group is to maintain customer supply during the
post-commissioning phase.
Jason Harwood explained, “The challenge was to identify
the production shortfalls that are likely to occur (often on a
day-to-day basis) while the plant continues to move toward
stability. As this is a Major Hazard Facility (MHF) it is crucial
that it is brought online carefully and safely.
“We had to develop strategies to mitigate the risk of supply
gaps. We decided that we had to either redesign ways to
despatch loads from previously stored product, and/or to
divert carriers to alternate loading points,” said Jason.
Work-around loading
Since the plant went live in 2012, Toll has developed and
implemented three new processes to load product from storage
vessels. Jason said, “We have continued to look for ways to
add value and improve our services for the plant and have
since proposed a fourth new process which has recently
been accepted.”
These innovations have been supported by enhancing the
sophisticated IT solution we’ve installed and thousands of
tonnes have been shipped over the past few months using
these improvements.
The solution that Toll supplied involved 500 purpose built 20 foot
containers to support storage and distribution management.
These are all Radio-Frequency Identification (RFID) tagged,
and yard operators use mobile data terminals to scan and
upload information wirelessly via extremely robust Motorola
Access Points (aerials) into Toll’s Warehouse Management
System, MOVE.
MOVE interfaces with Dyno’s weighbridge and its system
to control every movement of every container, and of every
truck that loads-out. The only paperwork produced is the
driver’s manifest.
Diversions
The planning group also implemented alternate loading points
that are 500km from the Moranbah facility.
Jason explained that rescheduling fleets is not something that
can be easily achieved. He said, “Especially at a moment’s
notice, particularly the specialised fleets required for this
product. Security sensitive ammonium nitrate is explosive
material class 5.1 so all vehicles must be specifically certified
to carry this product.”
Developing an understanding of the likely inventory impact of
plant corrections, the carrier’s abilities to respond to change,
and the accuracy of customer demand was vital so that we
could provide the service IPL required. We also had to be
clear about existing and potential supply opportunities from
the other plants and communicating widely to resolve these
often competing priorities. This has enabled Toll to assist
Dyno to distribute tens of thousands of tonnes of ammonium
via diverted loading.
It was the successful implantation of these solutions that led to
Toll receiving special recognition from IPL. Jason Harwood was
presented with the IPL Values Award for his team’s contribution
towards an outstanding result. <
september – november 2013 27
Toll global resources
Life on Barrow Island
Barrow Island is a 202km2 island located around 60km off the northwest
coast of Western Australia. The island is a Class A Nature Reserve
and is also home to one of the world’s largest natural gas projects –
the Chevron-operated Gorgon Project.
28 T
olltoday
Toll global resources
Have you ever wondered what goes on over at
WAPET Landing – the original logistics entry
point for Barrow Island off Western Australia?
Toll Energy is currently working with Chevron on its Gorgon
project on the remote Barrow Island.
One of the biggest challenges working in a place like this
is logistics, and the Toll team now has a wide range of
capabilities, including crane operators, warehousing, semi
drivers, material controllers, riggers and general hands.
Krissy O’Brien, who works on the remote Barrow Island
as Leading Hand at Toll, gave us some insight into
what it is like working on the project. Krissy started
on the project over four years ago at the Perth Supply
Base and accepted a role with Toll Energy in 2010.
In that time, she’s seen a lot of change.
Everything has to be brought onto the island either via WAPET
Landing or the Materials Offloading Facility (MOF), and since
Krissy first arrived, WAPET Landing has expanded and now
processes around 1,000 tonnes of material daily.
A diverse range of material arrives via WAPET Landing,
including food, buildings, general containers and A1 jet fuel,
but WAPET Landing also processes reverse logistics, such as
sending a substantial volume of waste back to the mainland.
Find out more about what Krissy had to say about life
on Barrow Island in an interview over leaf.
september – november 2013 29
Toll global resources
left
Just another days
work for Krissy
O’Brien working on
Barrow Island.
30 T
olltoday
Toll global resources
The Gorgon Project
Toll Energy was awarded the contract for the
Gorgon Project Barrow Island Supply Base
in July 2009 and commenced operations in
August 2009.
The Gorgon Project is developing the
Gorgon and Jansz-Io gas fields, located
within the greater Gorgon area, between
130 and 200km off the northwest coast of
Western Australia.
It includes the construction of a threetrain, 15.6 million tonnes per annum (MTPA)
liquefied natural gas (LNG) facility on Barrow
Island and a domestic gas plant with the
capacity to provide 300 terajoules of gas per
day to Western Australia.
Plant startup is planned for late 2014, leading
to the first LNG cargo in the first quarter of
2015. Domestic gas will be delivered to the
market in 2015.
How has your time on Barrow Island been so far?
Krissy: When I first started with Toll and did some work at
WAPET landing, we were on a 12 seater bus that wasn’t even
full. Then people started rolling in and we went to the 22
seater and now we have two 52 seater buses for employees.
It’s really grown.
Almost everything you see on the island – the crib rooms (where
work groups eat their meals during breaks), the village clusters
– we’ve processed it. It’s pretty cool to see the construction
village now and think we unloaded that!
What do you like best about working on
Barrow Island?
Krissy: The great team and the natural environment, which
keeps the team motivated.
When we’re at WAPET Landing we regularly see sharks,
dolphins and even whales. There’s also a bay out the back of
the offices and often sharks will come in, it’s really beautiful
to watch!
The marine life is just so amazing, and the sunsets are pretty
spectacular too.
What is the hardest thing about living on the island?
Krissy: Well the hardest thing about living on Barrow is
probably knowing you’re stuck on an island in the middle of the
The scope of work that Toll is providing
in this project includes:
•Discharging and back loading of vessels
•Road transport
•Warehousing
•Laydown
•Fuel discharge and distribution
•Waste management
•Material management
•Management of the Quarantine Control
Centre and 77G Licence facility
•Cleaning of staff quarters and base facilities
•Self sufficient in terms of HR/Admin, Health
& Safety and maintenance.
The whole work group on Barrow Island
work a 26 days on and nine days off roster.
Toll has a mix of local Western Australians
and interstate-based employees fly to and
from Barrow Island on a charter service.
ocean! Knowing that you are working
on a Class A Reserve (environmentally
protected land) and not being able to
at least swim whenever you want, or
fish or dive for seafood as we Kiwis do.
Now that’s really hard … especially
working at WAPET Landing right
near the beautiful ocean every day. In
summer it is the worst because all you
want to do is jump in and swim – but
there is work to do.
What do you like most about
your job?
Krissy: Well, that would be leading …
I also really love to operate the
equipment, when I get a chance to hop
on a machine that is! That’s why I like
working nights, because that’s pretty
much the only time I get to operate.
But yeah, the leading and organising
the team to get the job done efficiently,
and of course safely, is pretty much
how I like to roll. And I also get a lot of
respect from all the workers as I respect
them, and we all get on really well. I treat
people how I would like to be treated.
What creature comforts do you
miss the most?
Krissy: Generally just being away from
family and friends for 26 days is the
hardest thing. We have all of our meals
provided as well as a room and clothing
cleaning service free of charge – so
that’s pretty cool.
What do you and your team
mates do for entertainment in
your down time?
Krissy: There are outdoor swimming
pools, basketball courts, tennis
courts, gyms, artificial turf soccer
fields, walking tracks and mountain
bike riding on designated roads – so
there is always lots of things to do
outside of your shift. There is also live
entertainment in from time to time so we
have seen some alright music and get to
let our hair down a bit – it’s not all
hard work. <
september – november 2013 31
Toll global express
Toll Priority’s Smarter Green
initiative sees a 19 per cent
reduction in emissions
W
ith a strong commitment to Toll’s Smarter Green
program, Toll Priority recently embarked on a project
at its Bankstown facility, in Sydney, Australia. The management
team set out to reduce the site’s electricity consumption and
greenhouse emissions, while at the same time generating
considerable financial savings.
“The rising cost of electricity at our sites has meant that we
need to make clever choices to reduce our energy usage,”
said Cameron Cooper, Business Manager, Property and
Assets, Toll Priority.
After an extensive review of market solutions including lighting,
conveyer systems and air conditioning designs, just to name a
few, Toll Priority selected an Ark Energy Saving Unit provided
by Energywise for the 9,500sqm site at Bankstown Airport.
This site is a key facility servicing the Toll network in New
South Wales and across Australia. A strategic factor in the
decision to look at improving energy consumption at this site
was that the building has a long lease. So it made sense to
invest in energy efficiency that could repay itself numerous
times over in the future.
The Ark Energy Saving Unit is a high quality voltage
optimisation device. This unit, which is connected to the
incoming electricity feed, improves the quality of electricity
coming into the building, aligning it more closely to the level
required for efficient operation of site equipment.
Site electricity bills have been monitored since the installation,
confirming the ongoing accuracy and reliability of these energy
and financial savings.
Mark Jones, Energy Programs Manager, Environment &
Energy said, “The project is contributing significantly to the
Smarter Green emission reduction targets for this site. We are
really encouraged by the outcome and are looking to expand
the use of this equipment into other existing Toll facilities.
This really demonstrates Toll Priority’s commitment to our
environment policies.” <
below
The Ark Energy Saving unit in place at our Bankstown facility.
With the unit in place since
September 2012, the results
speak for themselves:
•Energy consumption has reduced across the whole site by 19 per cent
and the electricity supplied to the site has been brought down from 240V
to 250V range into the 220V to 230V range.
•Average maximum demand was reduced by 22.5 per cent and reactive
power (unused energy that flows back and forth in the electrical system)
was reduced by 33.5 per cent.
•The energy savings investment is projected to provide a 1.2 year
payback and a return on investment of 83 per cent. The equipment has
a 10-year warranty period, and so will repay itself more than eight times
during this period.
32 T
olltoday
Toll global express
Going the distance
C
ustomers often remark on Toll Priority’s network capability
across Australia and the ability to deliver packages to its
customers on time and intact day-in and day-out.
Behind the scenes, Toll uses a fleet of our own aircraft which
is subject to constant monitoring to ensure safety, optimum
performance and minimum fuel consumption.
The routine maintenance program for aircraft includes a ‘C’
check which is carried out every four to five years for Toll’s
fleet of ATR aircraft. Preparation for the ‘C’ check commences
around 12 months before it is due and involves reviewing,
auditing and selecting maintenance. It also involves the
appointment of a Check Representative, (Ben Manogue,
Brisbane-based engineer) who was responsible for monitoring
the progress of the check, ensuring man hours are correct and
providing regular reports back to the Aviation team.
The ‘C’ check involves around 268 detailed individual
inspection tasks and removal of 395 access panels, all of
which need to be catalogued prior to the check.
Paul Amos, Airworthiness and Maintenance Control Project
Manager for Aviation at Toll shares a recent experience.
He said, “A check of a Toll ATR aircraft by Fokker Services
Asia, based in Singapore, identified the need to replace a
number of components and parts. We were able to get the
spares into Singapore from Europe in quick time using Toll
Priority’s Global Express service. Full credit goes to Bob
Greaves for this.
“On completion of the check, and extensive testing of the
aircraft and its systems, we were back in the air with the
Aviation crew returning to Brisbane. But then during the flight
the aircraft was struck by lightning, destroying the lower VHF
communication antenna and damaging the transceiver.”
Paul explained that while lightning strikes are not uncommon,
they are avoided wherever possible. The aircraft is equipped
with a weather radar which can identify thunder storms, but
is this case, there were no thunder storms expected on the
Singapore to Darwin sector. The aircraft was grounded in
Darwin where two of our engineers travelled from Brisbane
to inspect the aircraft and promptly replaced the damaged
antenna and transceiver. After a full inspection was done to
ensure that no other damage was done, the aircraft was given
the OK to complete the flight to Brisbane.
Paul said, “It’s all about keeping our aircraft safely in the air
and responding quickly so that we can provide a superior
service to our customers.” <
september – november 2013 33
Toll global express
Recruiting the right
people for Toll’s
major projects
In early 2012 Toll Energy secured the contract to
provide large scale logistics for the Queensland
Curtis LNG project, predominantly moving overdimensional pipe and machinery to Miles, west
of Brisbane.
T
he Toll People branch in Queensland was quick to submit
a full tender to recruit for all of the positions for the project.
Timeframes were very tight, as the first shipment of pipe was
only weeks away – and the pressure was on.
Toll People’s consultants were busy scoping the project
requirements, meeting with Toll Energy management and
developing a network of potential candidates.
They set about screening hundreds of resumes to look for people
who would not only met the required skills, but also to ensure
the cultural fit was right regarding safety and working a 21 day
on, seven days off (21/7) roster in a remote town.
Over the past 12 months, Toll People has interviewed and
inducted almost 100 casuals to work at one of the three sites
across Brisbane or Miles. They have also successfully recruited
48 permanent employees for the project, adding stability to
the project which has seen Toll Energy emerge as a fixture in
the Queensland gas fields.
We spoke to one of the successful candidates, Kevin
Cunningham, who has been working on the project for over
nine months to see how he was finding it.
Kevin started with Toll Energy as a Rigger at the laydown yard
at the Port of Brisbane in May 2012. He was later offered a full
time position in December and started working out at Miles
Supply Base as a Rigger. Kevin soon showed his strong work
ethic and ambition, and has since been promoted to Leading
Hand in the Queensland Curtis LNG project.
What are you responsible for as part of the
LNG project?
What background skills led to you doing this
sort of work?
Kevin: As the Leading Hand on the project, I am responsible
for overseeing the laydown yard and all crane operations.
Kevin: Basically I started out as a head rigger on the pipes in
the Brisbane yard at the port. I wanted a role that would put
me out of my comfort zone and challenge me.
What does a regular day look like for you?
Kevin: On a normal weekday we start work at 6.30am and
finish up by 5pm, but all up we work a 70 hour week. I direct
all of the crane operations and manage the yard to make sure
everything is going to schedule and that staff are carrying out
their jobs safely. I relieve any positions that are short – for
example today I was loading trucks of MPC (Murphy Pipe
and Civil) trunk line pipe.
I move from section to section ensuring crane operations and
forklift operations are running smoothly and if they are not,
I have to do some pretty quick thinking on the spot to work
out how to fix the issue.
I also accept freight that arrives in the yard and arrange
placement and possible onward forwarding of the freight and
loading of it onto trucks.
34 T
olltoday
What are the challenges of working a 21/7 roster
in a remote town on these projects?
Kevin: Being away from your family would be the biggest
challenge. It starts to get tough by the third week as we
haven’t had any days off and you are looking forward to
heading home to see the family. We work fairly long hours
that requires consistent concentration to get the job done
correctly, safely and efficiently.
What helps you overcome these challenges?
Kevin: The team that we have here is great and definitely make
my time here more enjoyable. We all work together to get the
job done – I always ask for their input into various areas of
the project, along with using my own judgement of course.
Toll global express
What sort of personal skills do you need to have
to be able to do this type of work and to cope with
working remotely?
Kevin: You need to be easy going, relaxed, well focussed,
and responsible. Being trustworthy is also important when
you’re living and working with your team. You need to gain
the trust of those around you.
What do you like most about working on this project?
Kevin: The people that I work with – there is a really strong
team culture when you’re working on a project like this. We
are all on the same page dealing with the constant challenges
that arise daily.
Above
Kevin Cunningham
on site at the Miles
Supply Base.
Top left
Kevin loading
trucks with MPC
trunkline pipes.
bottom left
Kevin oversees
crane operations.
I like the challenge of my role – it’s about managing the balance
of how to use the equipment in the most effective way possible
and knowing your team so that you can place staff in the right
roles that brings out the best of their skills. <
september – november 2013 35
Toll global express
An inspirational
message on safety
below
The audience listen to
Kahi as he recounts
how he lost his leg in
a workplace accident.
T
oll People recently organised a very special onsite safety
training message to be delivered to our candidates and
other employees working at one of our client’s sites, Symbion.
“To keep a workplace safe it is important to look out for each
other as a team. If you are communicating openly and watching
out for your mates, injuries shouldn’t happen,” says Kahi.
Like Toll, Symbion is committed to promoting safety in the
workplace and contacted Laura Kennedy, Toll People’s
National Training Manager, to see how Toll People could
assist with training for its employees as well as the labour
hire staff we supply (predominantly warehouse employees,
forklift drivers and general hands).
Kahi believes that accidents can be prevented and had the
attendees think about their safety responsibilities. “I would
really like people out in the community to realise that what
happened to me could also happen to them if they are not
careful,” says Kahi.
Symbion wanted a program that would leave a clear message
about the importance of safety at work and to emphasise how
closely work life and personal lives are connected.
Laura recalled hearing about Kahi Puru, a motivational speaker
who lost his leg in a workplace accident and went back to
Symbion with this idea. After hearing about Kahi’s remarkable
story, they agreed that this would be a great way to get this
important message across to the candidates.
Kahi, who was 29 at the time, was a hardworking man who
worked for a steel company in Newcastle, New South Wales,
Australia. When getting out of his truck, Kahi was swept up
by a forklift and dragged for several metres before the driver
was alerted to what was happening. As a result of his accident
he lost his left leg through to the hip, required major surgery
to his abdomen and suffered head injuries.
Not one to let his accident get him down, Kahi took life head
on and began a vigorous training schedule in powerlifting.
Within only a few years training he had achieved a number
one ranking in Australia and 7th in the world.
36 T
olltoday
“My message is that workplace safety is
something everyone should be concerned
about. I tell people you came here with two
arms and two legs, make sure you leave
that way.” – Kahi Puru
Feedback was positive from the employees, the client and all
that attended the sessions. Many of the candidates felt that
Kahi’s story was not only inspirational but has made them
think twice about safety in the workplace as something like
this could very easily happen to them.
In addition to tailored and regular safety training and courses,
Toll People also conduct regular toolbox talks around various
safety issues and site inspections as a part of our service
offering to all clients.
For more information about learning and development
programs Australia-wide, contact Laura Kennedy at
[email protected] <
Toll global express
Sales excellence
training across Asia
Earlier this year Toll Global
Express in Asia held in-house
sales excellence training
courses for all Sales teams
in Singapore, Hong Kong and
China.
T
he two-day training course focused
on a range of techniques to
communicate value to the customer
through understanding the buying cycle.
In support of the One Toll vision, TGX
also extended an invitation to the sales
team at Toll Global Forwarding and Toll
Global Logistics in China. The feedback
has been positive as participants saw
the benefit of sharing insights across
the divisions.
Gavin An, Assistant General Manager,
TGF Sales in South China said,
“This training has really helped to
reinforce our sales knowledge and will
be beneficial not only to our team’s daily
sales activities, but will help shape our
entire career.
“This is an important step to assist
us in strengthening our Toll sales
standard and to also enable us to be
more confident in the cross selling of
our One Toll services.” <
The training was designed to equip our
sales professionals with necessary sales
tools and techniques to help them to:
•identify and create opportunities
•analyse the importance of
pre-call planning
•conduct a professional sales meeting
•demonstrate capabilities
•negotiate
•secure customer commitment
•advance a sale proposition.
Above
Attending the training session: (L-R) Bob Yang, National Sales Manager, TGX;
Vernon Martin, Regional Sales Manager, TGX; Lily Ding, General Manager,
TGX; Caddie Zhang, Sales Manager, TGX; Steven Wong, Sales and Business
Development Manager, TGF; Strad Hou, TGF.
september – november 2013 37
Toll global express
Celebrating the
launch of The Toll
Way in Singapore
In June, Toll Global Express (TGX) spent some
time team-building at an after-hours event to
get employees on board with what it meant to
be living The Toll Way.
T
he team at TGX in Singapore held a barbeque gathering
for all employees to come together to celebrate our new
values Singapore-style. The event provided a great networking
opportunity – bringing new staff that had transitioned from
DPEX together with the rest of the TGX team for first time.
38 T
olltoday
Concep Rodriguez, Service Manager, TGX (former DPEX
employee) in Singapore spoke highly about the event and
how excited she was to now be part of Toll. Concep said,
“I am proud to now be a Toll employee and to be part of a
truly global organisation with lots of future prospects. I am
excited to be part of Toll’s large global network and the One
Toll vision makes my job much easier to promote our services
to our customers both internally and externally.”
Toll global express
Employees were given full creative license to put together
performances to present to the group as part of the evening’s
entertainment. They expressed their own interpretation of
The Toll Way with some impressive role plays, skits, singing
and even a percussion performance that demonstrated what
the Toll values mean to them. It was also very educational for
those new employees coming on board and created a warm
welcome to the Toll family.
Aside from the presentations, great food, a lucky draw and fun
games, one of the highlights was the celebration of Toll’s 125
year anniversary with a huge, specially-made Toll cake – which
caused quite a bit of commotion as employees scrambled to
get a photo of the impressive cake.
Lou Milicevic, General Manager, Asia, TGX in Singapore said,
“Everyone had lots of fun celebrating the launch of The Toll
Way. It was great for people to be able to put a face to their
colleague’s names and take some time out for bonding. These
are the moments that make us an even stronger team.” <
below
Team bonding time – TGX employees get a closer look at the Toll 125 year
anniversary cake.
september – november 2013 39
Toll global forwarding
Toll Global Forwarding
expands into Zambia
T
oll Global Forwarding (TGF) has
started its African expansion
strategy by opening its own whollyowned operation in Zambia. This new
branch is the first TGF operation in Africa
outside of South Africa.
above
Mark Mould is now
heading up the
Zambia operations.
Mark Mould, Country Manager, Zambia
said, “We understand how important it is
to our customers that Toll has complete
control over our service delivery,
particularly in Zambia where most of
our competitors have to rely on local
agents. Our new operations in Zambia
allows us to manage our supply chain
ourselves and ensure that we deliver on
our promises.”
Since commencing operations earlier
this year, TGF in Zambia has already
established a reputation as “the new
company on the scene that really knows
how to provide efficient service to the
Zambian market.”
“Many Zambia importers and exporters
have become frustrated by poor service
delivery in this market, so it is exciting
to be able to offer something really
special,” said Mark.
Zambia is a strong growth market, so
as one of the leading global forwarding
agents, Toll sees huge potential through
offering Zambian importers and
exporters the advantage of a really
effective worldwide forwarding network.
This is supported by a local and highly
personalised team of logistics experts.
40 T
olltoday
Having worked for Toll in South Africa,
Mark took on the challenge of running
the Zambian operation early this year
and has been joined by his wife Maggie
as Operations Supervisor. Maggie also
has many years’ experience in the
logistics business – together they make
a great team!
“Even though I’ve only been here for
a short period, I’ve spent many years
working in other parts of Africa, and
the one thing that I’ve learnt about
doing business in Zambia is that it’s
about relationships and trust with your
customer,” said Mark. “People rely on
you and if you let them down, bad news
travels fast so you have to be completely
committed to giving great service all
the time!”
TGF has a large office and warehouse
facility in Lusaka, the capital and largest
city of Zambia, and operations at all
the major border posts to control and
manage import and export processes
on behalf of its customers. “Part of our
success is having the right people not
only in Lusaka but also at the border
posts where most of the challenges
occur,” said Mark.
Toll is able to offer the complete suite of
services, from international forwarding,
cross border trucking, warehousing,
local distribution and project work. <
Toll global forwarding
A new and improved iCON –
making track and trace easier
June 2013 has seen the launch of a
refreshed ‘iCON’ – Toll Global Forwarding’s
web-based, real-time visibility system.
T
oll Global Forwarding (TGF) conducted a range of customer
engagement initiatives to understand what our customers
thought of iCON and what they wanted from a track and trace
system. Following customer visits and a number of workshops,
feedback indicated that iCON could be improved.
Eric Pilling, Head of Global Sales, TGF said, “The customer
workshops have guided us in our development strategy. It’s all
about providing the customer with what’s important to them,
not what we think is important.”
The new version of iCON launched globally in early June, with
the system being described as a clean, fresh and simple to
navigate track and trace system, allowing our customers to
use it with ease.
Supporting the new and improved look, there has been great
efforts made to improve the integrity and quality of the data.
A team of users headed by Corey Mahjoubian, Global Airfreight
Director, TGF in Asia Pacific, is in the process of implementing
a number of initiatives and programs which will help us identify
areas of non-compliance and data integrity. A fundamental
driver in the success of iCON is the information we provide
to our customers and trading partners globally.
As businesses are becoming more reliant on information
technology, and as the market begins to change and develop,
TGF is keen to ensure that we are at the forefront of IT solutions.
With this in mind, TGF is developing iCON for use on a range
of platforms such as iPads, smart phones and other handheld
devices which will be available in the near future.
iCON will continue to be adapted with the ever-changing
market conditions, and this launch is one of several to come
over future months. <
september – november 2013 41
Toll global forwarding
Our sea-air capabilities
on show in Munich
SAT Albatros, the sea-air specialists within
Toll Global Forwarding (TGF) recently attended
the Transport and Logistics exhibition in
Munich, Germany.
S
enior management from SAT Albatros including, Peter
Knopf, CEO, Galina Iordanova, Head of Operations and
Robin Knopf, European Director were joined by the SAT
European sales team at the four day event, which attracted
more than 53,000 visitors in June.
SAT Albatros joined TGF in 2011 filling a niche transport in our
portfolio, offering customers an alternative option to expensive
airfreight and longer ocean freight services. Sea-air provides
our customers with more choice over what mode of transport
suits their needs.
So how does it work?
SAT Albatros sea-air service is the smart combination of
seafreight and airfreight in one transport mode. This hybrid
form of transport enables customers to send urgent goods from
Asia to Europe, Africa or the Americas within just two weeks.
SAT Albatros’ main focus at the event was to show a
strong presence as an exhibitor at the world’s largest
Customers who select to use a sea-air service see a noticeable
and most recognised exhibition within the industry. Their
display was located in the ‘aircargo’ part of the exhibition to
maximise our exposure to customers being both forwarders
and direct customers.
reduction in both transit time (compared to seafreight alone)
and cost (compared to airfreight). Sea-air is also more
eco-friendly – as a result our customers save not only time
and money, but also CO2 emissions.
Robin Knopf commented, “We received a fantastic reception
at the event and more contacts than we expected visited us
directly as they heard we were attending. We also generated
a lot of interest from passers-by who were keen on finding
out more about our services. This showed us that the need
for sea-air is not only unfractured in the market, in times of
increasing cost cutting initiatives, there is also an increasing
demand for the product.”
As part of TGF, SAT Albatros is the only carrier for sea-air and
the setup is separate from any TGF setup at origin, Dubai or
at destination. <
Europe
North
America
INC
DXB
Africa
South
America
42 T
olltoday
Asia
SIN
Toll global forwarding
Toll delivers on a tight deadline
from Scotland to Morocco
T
oll Global Forwarding (TGF) was recently
commended on the successful handling of a
complex shipment containing six 20ft and seven
40ft open top containers to Morocco for one of
their major Scottish customers.
Boskalis Rock Fall Company Limited, based in
Ayrshire, Scotland has remained at the forefront of
the marine drilling and rock blasting industry since
1956, and has enjoyed a long standing partnership
with TGF over the past six years. The relationship
between the two companies is one which is built
upon trust, loyalty and the understanding of Rock
Fall’s tight schedules.
Rock Fall recently approached the Glasgow
team with an urgent requirement to transport a
range of drilling rigs and supporting equipment to
Casablanca, Morocco. However, the task proved
to be more challenging than originally anticipated
as the Toll team was required to source seven 40ft
open top containers.
The rigs and equipment were desperately needed
within 19 days at their destination to use in the
creation of one of the largest trenches in the Port
of Casablanca for a sewage outfall.
After the successful booking of the seven 40ft
open top containers, and the arrival of six of Rock
Fall’s own 20ft containers, all 13 were ready to be
shipped as a result of quick planning, the containers
arrived on time, ready for the creation of the trench.
Impressed that Toll was able to once again meet their
deadline, Andy Whiteford, Plant Manager of Rock
Fall said, “Over the six years of working together,
the TGF team in Glasgow has continued to achieve
our shipment deadlines. The communication and
service levels received have been more than we
had hoped. The professionalism of the company
and staff has never let us down.” <
Sri Lanka sales executives
get a boost
below
TGF sales staff
proudly display their
new qualification.
More than 25 of our colleagues in Sri Lanka have
added to their qualifications, having completed
an intensive training course to brush up their
skills in sales and customer service.
E
arlier this year, Toll Global Forwarding in Sri Lanka
organised an in-house six month course for our sales
executives in the Sri Lanka office. The program was conducted
by two well-renowned external training companies, Diventars
Training and The Chartered Institute of Marketing Sri Lanka
region to deliver the training modules.
The program concluded with a lengthy exam to test their
knowledge and was followed by an award ceremony on
18 May where all participants were able to walk away with a
new certificate to add to their professional development. <
The course allowed our sales professionals
to focus on the key challenges faced by
them, such as:
•Develop a thorough understanding and belief of the
services offered
•Fully understand customer needs and competitor
offerings
•Engage in planned prospecting and continual follow-up
•Overcome price barriers by marketing the full set of
features and benefits
•Providing top quality customer service.
september – november 2013 43
COMMUNITY
Our role in promoting road
safety in the community
As the operator of a large fleet of diverse road vehicles, ranging from motorbikes
to giant road trains, road safety is at the heart of what we do. This is the reason
GSEC has decided to make road safety its main focus for corporate responsibility.
44 T
olltoday
COMMUNITY
O
ver the coming months we will be building a program
around road safety as our key community initiative, and
will be inviting your thoughts and participation in the program.
There will be lots of activities for you, your family and the
community to take part in, as well as partnerships with other
organisations who also feel strongly about promoting safety
on our roads.
Safety signage on our trucks
We know our drivers are working every day to be the best
and safest on the roads – our vision is to build awareness of
our approach to road safety in our communities and show
how our knowledge of the roads can help others to become
safer road users.
Over the next few months are going to roll out a series of
trucks that also carry this messaging. Initially these will be in
Australia, but we hope to roll these out globally.
What are some of the things you can expect to see over the
coming months?
Throughout 2013 we have been talking about Think safe.
Act safe. Be safe. and what that means to us as employees
of Toll. We have all heard Brian Kruger and many others
throughout the organisation say that everyone the right to
go home safely and we are all doing our best to ensure this
happens every day.
Brian Kruger was instrumental in leading GSEC to decide on
this initiative and thinks this is an exciting time for Toll. He
said, “This is an important reminder to the communities in
which we work that we take safety seriously here at Toll, and
our drivers are the best in the business.
Supporting the Amy Gillett Foundation in Australia
One of our first partnerships will be with the Amy Gillett
Foundation (AGF) in Australia. Amy was an Australian cyclist
who was training in Europe when she was knocked off her
bike by a car and killed. Her family set up this foundation to
raise awareness of how cyclists and other road users need
to be more considerate to one another and share the road.
As a major road user, we see the value in partnering with
the AGF to promote this important idea that the road is to
be shared by all vehicles. Everyone has the right to go home
safely – whether you are driving a big truck or riding a bike.
We will be supporting the AGF’s ‘A metre matters’ campaign
which promotes the need to keep at least a one metre gap
between a cyclist and your vehicle. Over the coming weeks
and months you will start to see us joining with the AGF’s
advertising across Australia and we will also be rolling out
some trucks with the AGF’s messaging. Keep your eyes on
the roads in Australia, and on Yammer for the rest of you to
see how these turn out.
“But this is not just about our professional drivers. Each and
every one of us needs to live up to this safety value in everything
we do to continue to build and reinforce this idea within the
broader community.”
You will hear more about this campaign and the activities
we are planning in your toolboxes and through our Group
communications. If you have any questions please email
[email protected] <
“We all have an exciting
opportunity to play a part
in promoting safe road use
for our families and friends,
and setting great examples
for the drivers of tomorrow.”
– Brian Kruger, Managing Director
september – november 2013 45
COMMUNITY
Toll employees locked
up to help youth at risk
“My journey through the
Bail Out fundraising event
can certainly be described
as eye-opening. To be able
to experience firsthand
what it’s like to be in
jail, what these troubled
adolescents go through
and the reasons that they
got there, was honestly
quite confronting.”
– Linda Tran, Toll Express
T
oll has once again taken part in the annual Bail Out event,
Whiltelion’s national Australian fundraising and awareness
campaign. Whitelion is an Australian not-for-profit organisation
that supports at-risk young people with a second chance in
life through employment.
This year proved to be our best effort yet with record
participation of 45 Toll employees who came together from
across Australia as one team to brave the experience of being
locked up for a good cause. Not only did we beat our own
record, we also helped Whitelion reach a new milestone as
Toll registered the largest team in the event’s history.
The One Toll team also raised our highest amount ever with
an astonishing A$61,287 raised from workplace barbeques,
trivia nights and donations from colleagues, friends and family.
Left
Ann Murry at
the Tasmania
Bail Out event.
Center Left
Toll Priority team
at the Sydney event.
Center Right
Having too much
fun in prison – at the
Melbourne event.
Right
Toll Tasmania team
behind bars.
46 T
olltoday
Participants in this year’s event also used Yammer (our
internal social network) to collaborate on fundraising ideas
and encourage each other throughout the lead up to the events.
Roger Antochi, National Second Step Program Coordinator,
who organised Toll’s participation in this events said, “It was
fantastic to watch all of the Toll participants work together
as one and support each other with the different fundraising
ideas leading up to the Bail Out events.”
Roger thanked everyone at Toll who supported the Bail Out
event this year. He said, “Toll should be very proud of the
participants this year as they did an amazing job in rallying
together in this campaign. In turn, this has significantly
contributed to making a positive impact on young Australians
who are marginalised and disadvantaged.” <
“Even though I knew I was
being released the following
morning, you still feel a
sense of entrapment once
those gates close shut
behind you. You can only
imagine the trauma a 13-yearold kid’s experiences in a
situation like that.”
– Lindsee Butler, Toll People
COMMUNITY
Total raised
by states
Tasmania
5 participants
A $1,408
Experiencing life
on the inside
new south wales
10 participants
A $16,000
Michelle Smyth from Toll Priority Sydney,
recounts her 24 hour prison experience as a
participant in Bail Out 2013.
victoria
30 participants
A $31,200
walked up to the prison gates on the Friday at 5pm
“ Wewhere
we were yelled at and told to get up against the
wall. We were then stripped of our possessions, put in prison
overalls and immediately locked up in cells.
Within a few minutes we were put in solitary confinement
(where there’s just enough room for one person to stand).
We were then interrogated and the guards made fun of us.
After some time in the cell, we appeared in front of a ‘mock’
courtroom. We rotated in groups throughout the night in
‘break out’ sessions where we heard from different people
involved in the justice system – a barrister, a former inmate,
a psychologist and a community worker. Some of the stories
were quite confronting.
We were then locked up in our cell for the rest of the night –
attempting sleep in a jail cell was not easy.
Just before 6am on the Saturday morning, we were
woken up as the lights were switched on and the guards
yelled for us at to get up. We were then ushered outside to
do some exercises!
Thankfully it was not long before the Attorney General
arrived to officially bail us out … phew!” <
Thank you from Whitelion
The Toll teams’ effort in 2013 has made my ‘top five’ list of the most amazing
displays of generosity I have witnessed – and as CEO of Whitelion for over
14 years, I have seen a lot! To put it into context, the amount you raised
would fund the majority of the amount needed for a small outreach program
such as our Young Men’s Support Service. And you did it all from one team!
The Whitelion Board and staff are truly humbled by the support you have
shown towards our work. On behalf of all of us – and the young people
we work for – thank you for your support. Your contribution means we
can continue to provide grass roots programs that help young people
choose a better future.
Mark Watt
CEO Whitelion
september – november 2013 47
COMMUNITY
Supporting local communities
in Papua New Guinea
below
Welcoming the
kindness – Traditional
dancing was
performed in a
welcoming ceremony
for the new school
furniture.
Toll recognises the importance of being actively involved in contributing to the
communities in which we operate. With a presence in many local and remote
communities around the world, we do what we can to find ways to demonstrate
our support and willingness to get involved in local initiatives and events.
A container
of kindness
Delivering educational supplies
to schools in the Eastern
Highlands, Papua New Guinea.
Late last year Toll was involved in
a charitable project for the benefit
of the Asaro Village Community School
in Goroka in the Eastern Highlands of
Papua New Guinea (PNG). The Asaro
Community School is located in an
isolated mountainous area of PNG. It
has limited educational resources, with
a lack of chairs resulting in students
standing up in class, and often three
students sharing one desk.
48 T
olltoday
A number of catholic schools in
Brisbane, Australia, coordinated their
efforts to donate around 300 chairs,
150 desks, several filing cabinets and
some second hand office furniture.
The donation also included clothing
items and school bags. The donation
was organised by Laura Keating,
costs with the transport and delivery
of the donated furniture from Clairvaux
MacKillop College, Brisbane to the
school in PNG.
the Principal of Clairvaux MacKillop
College in Brisbane, in association with
Loreto College.
included the school board along with
several dignitaries from the provincial
education department.
Toll Transitions General Manager of
Relocations, Mark Kingsley, became
aware of the need for assistance
following a visit to Asaro last year and
had discussions with Todd Crowley
from Toll Remote Logistics (TRL) in
Brisbane about supporting the initiative.
TRL assisted by coordinating the supply
and transport of the container while
Toll Transitions covered all associated
Laura Keating, Principal of Clairvaux
MacKillop College Brisbane said, “The
people of Asaro are most grateful for our
help and recognise the generosity of Toll
for the contribution of the container and
the transportation arrangements. They
would like to thank everyone who was
involved for their kindness.” <
Upon arrival at the Asaro Community
School, there was an official welcoming
of the cargo. The welcoming committee
COMMUNITY
Proudly
sponsoring
PNG’s local
rugby team
Toll in PNG recently agreed to support
Sappers Rugby 7s team with Tollsponsored uniforms. Warren Temo,
our Senior Operations Supervisor in
Lae is a member of the team and has
said, “It is very exciting to see a team
like the Sappers sporting the Toll logo
as they run onto the field. They’re a really
promising team and I am sure they will
do the Toll brand proud!”
Sappers’ Rugby 7s club was formed by
soldiers from the PNG Defence Force
Engineering Battalion, dependants of
soldiers and civilians who are living
in and around Igam Barracks in early
2012. The club was formed purely to
participate in any sevens competition
that is held within PNG.
The club is made up of young and
enthusiastic players who love rugby
and tour the country to compete with
other local teams. They have already
established a solid reputation finishing
second in the first leg of the series last
year in Madang. <
above
The Sappers Rugby
7s team ready to
take on the game
with new Tollsponsored uniforms.
Left
Asaro Community
School celebrating
the arrival of their
newly donated
school goods.
september – november 2013 49
COMMUNITY
Golfing for a good cause:
Convoy for Kids golf day in Thailand
H
ow do you make a day of golf with colleagues, customers
and competitors even more enjoyable? By playing to
support a charitable cause at the same time of course!
This year, Toll Global Logistics (TGL) in Thailand extended
its support to the annual Convoy for Kids charity event, by
participating and sponsoring a hole during its fundraising golf
day. The event took place on 7 June at the Laem Chabang
International Country Club in Chonburi, located about 100km
east of Bangkok.
Toll is a big supporter of the Convoy for Kids organisation
who, with support from the transport industry, raise money
for needy children around the world.
But the real winners of this event are the children that will benefit
from the proceeds of the fundraiser. With more than THB1.3
million (A$45,365) raised, this year the funds will go towards
supporting initiatives to put some fun back into the lives of
the handicapped and under privileged children of the Pakred
school and Sister Joan’s Klong Toey Slums Project under
The Foundation for the Welfare of the Crippled in Thailand.
Convoy for Kids in Thailand was started in 2000 by a few
transport and logistics companies. The main event however
will be in November when Toll and other members of the
industry will run a convoy of commercial transport vehicles
and buses to take the kids for a fun day out. <
TGL put together a team of colleagues and clients to compete
against other logistics companies on the day. The day was a
huge success drawing a record participation with 54 teams
and raised more funds than ever before. This combined with
a magnificent but challenging 27-hole course, a clear and
sunny day, and great sportsmanship among all players made
for a fun day of fundraising.
50 T
olltoday
below
Enthusiastic employees from TGL join in on the golfing fun.
COMMUNITY
Toll Golf Challenge 2013
I
t was a clear and sunny day in Singapore on 16 May when
some 144 golfers descended onto the golf course of Laguna
National Golf & Country Club for Toll Offshore Petroleum
Services’ 14th annual Golf Challenge event.
Registration started at 11am and participants were each
given an exclusive event pack containing Toll branded towels,
golf ball and arm bands. The day kicked off with lunch, as
Toll employees came together with key customers and their
partners to enjoy some networking out of the office. Fueled
up and ready to take on their opponents, the players headed
out to the golf course to take their positions for a shotgun
start with 36 teams made up of four players.
We were lucky enough to have some great prizes donated
including the hole-in-one prize was a Zafira Tourer 1.4 A turbo
seven seater premium MPV, which proudly sponsored by Auto
Germany Pte Ltd. But unfortunately no one was lucky enough
to win the car this year.
After a great day of golfing, the participants were treated to an
international buffet dinner at Eagle Ballroom located at Laguna
Golf Club. Managing Director, Brian Kruger, gave the opening
speech to commence the formal evening event, thanking
participants for another fantastic turn out to what has become
a highly anticipated event on the Toll fundraising calendar.
This was followed by the event sponsorship appreciation
moment as TOPS Director Jacob Tan gave out the appreciation
plaque to all the generous sponsors. But of course the highlight
of the dinner was the prize presentation ceremony as novelty
prizes were presented to the winning golfers for the day by
Toll Global Resources CEO, David Jackson.
Brian presented the S$10,000 cheque to Singapore
Cancer Society (SCS). Toll is pleased to be able to
contribute in such a meaningful way to the charity. The
donation will support SCS’s mission to subsidise cancer
treatment for the less privileged in Singapore. This donation
will also contribute to hospice care services for terminally-ill
cancer patients and support rehabilitation support programs
for recovering cancer patients and cancer survivors. <
left
Brian Kruger
presents a cheque
to the Singapore
Cancer Society.
Toll proudly sponsors the
‘Circus Oz Goes Bush’ tour
T
oll is excited to be one of the key
sponsors of the popular Australian
circus troupe, Circus Oz, as they take
their show on the road for the ‘Circus
Oz Goes Bush’ tour, travelling to remote
Arnhem Land communities in the
Northern Territory for free performances.
Throughout July and August, Toll
supported the troupe as they entertained
adults and children living in Australian
Indigenous communities such as
Gunbalanya, Maningrida, Ramingining,
Gapuwiyak, Yirrkala and Gulkula at the
Garma Festival.
Toll felt a strong alliance with Circus
Oz’s commitment to tour circus works
to remote communities who wouldn’t
otherwise have the opportunity to see
such productions.
Barbara Farrer, who works for Toll
Marine Logistics in Nhulunbuy, attended
the performance in Yirrkala with her
three year old daughter. Barbara said,
“It was fantastic to see my daughter
laughing and the other children enjoying
and experiencing the circus.”
Another employee, Dan Foley, also
took his three children said his kids
“absolutely loved it.” There were many
smiles and laughter at the oval of this
and the many remote communities
visited by Circus Oz. <
Above
Toll support Circus
Oz as they perform
in remote Australian
communities.
Toll supported the entire
movement of the circus into
some of the most remote areas
of East Arnhem Land.
september – november 2013 51
COMMUNITY
Around Australia for charity
right
Andrew Brown and
John Flinn on their
adventure around
Australia for charity.
It is a long way around Australia,
especially on a bike! But that
didn’t hold our Toll colleague,
Andrew Brown, back from
embarking on a ride of a lifetime
to raise funds for charity.
A
John and Andrew covered all the
expenses of the trip and rallied up
donations from colleagues, corporates,
friends and family.
The roundtrip adventure began in his
hometown of Fremantle, Western
Australia and spanned over 16,193km
in only 35 days.
John said, “Even locals that we met
along the way would generously hand
over 10 and 20 dollar notes when they
learnt of our reason for taking on this
trip. We would have had notes handed
over from passing motorists at traffic
lights, at local cafes and service
stations – it was really encouraging!”
ndrew Brown, State Manager of
Western Australia, Toll Intermodal,
joined by friend John Flinn of
Hystandard, have raised over A$22,000
for the Australia Cancer Council from
his epic motorbike tour around Australia.
This journey took them through
Australia’s beautiful and varied
landscape, as they rode around the
circumference of the country, catching
the attention of locals with their message
of hope for cancer research.
52 T
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Andrew said, “There was a genuine
interest in the trip with everyone keen
to understand where we have been
and where we are going.”
Now that he is home again Andrew
reflected on the adventure. He said,
“It’s good to be home but there is
a touch of sadness that it is over.
We met some wonderful people along
the way and both us are better for
the experience.” <
COMMUNITY
Ain’t no mountain
high enough…
W
here there is a good cause to
support, you’ll often find Toll
employees from all corners of the
globe taking part to help raise funds
for charity.
In June, both Ronald van Meijeren,
Finance Manager and Ron Suisse,
Assistant Finance Manager of Toll
Global Forwarding in the Netherlands
joined the well-known Dutch cycling
event Alpe d’HuZes. This popular race
is held annually at the L’Alpe d’Huez ski
resort at 6,000ft above sea level in the
Central French Alps to raise funds and
awareness for the fight against cancer.
Held in the European summer each
year, this charity event aims to
empower people to convert the sense
of powerlessness caused by cancer,
into one of strength.
So what better way to test the strength
of the brave participants but to have
them challenge themselves to cycle up
a 1,860m (6,102 ft) mountain, not once,
but six times in one day to raise money.
This year our very own courageous
colleagues, Ron and Ronald, joined
the 8,000 cyclists in the event to raise
more than €25 million.
Ron showed us the strength of his
will power when he managed to climb
the mountain four times on his bike,
and Ronald a staggering three times.
They both pushed themselves to their
physical limits to show their dedication
to support the fight against cancer.
So what was their motivation?
“Sometimes you don’t know how lucky
you are to be healthy. You take it for
granted that your health doesn’t hold
you back in life,” explained Ron.
Above
Ronald van Meijeren
(left), Ron Suisse
(mid) and a third team
mate cheering their
performance.
Both are married, have children and they
are in very good health. But there are
plenty of people who aren’t so lucky. Of
course Ron and Ronald like a challenge,
but they were also determined to raise
money for those who truly need it.
left
Ronald van Meijeren
and Ron Suisse.
So if Toll ever needs bike couriers to
deliver in the Alps, I think we have found
our men! <
Ron
4 times Ronald
3 times
Alpe-d’Huez
1,860m
The event name, Alpe d’HuZes, is
a combination of the Dutch word for
‘six’ and the name of the mountain.
september – november 2013 53
Wellbeing
Toll Priority and Toll Express
unite for a healthy workplace
I
n an effort to keep the workplace healthy, Toll Priority and
Toll Express in Western Australia have launched several
initiatives to promote health, wellbeing and safety at their sites
to encourage active participation in the issues that matter.
Toll Express has been leading the way in Western Australia
with its healthy lifestyle programs including access to
chiropractors, nurses and nutritionists periodically on site,
as well as massages for those who find themselves suffering
the symptoms of ‘desk-stress’.
Along with the launch of the new on-site, Toll-operated training
facility, each month a new initiative has been launched by Health
and Safety Manager, Tony Chester, and his team to highlight
the importance of safety, healthy eating or physical activity. The
staff have embraced these initiatives with open arms.
By working with Toll Express and sharing a variety of concepts,
Toll Priority has also launched several additional initiatives.
These efforts also inspired Toll Priority to hold a Health and
Safety Awareness Week for the first time this year at the
Redcliffe depot, just outside of Perth. This week included:
•Fresh fruit giveaways for the drivers with the help of the
Sales department, allowing the teams a rare opportunity to
interact and promote healthy snacking.
•Forklift challenge: A chance for licenced forklift operators
to test their skills and knowledge against their peers. First
place was awarded to Simon Taylor.
•The Think safe. Act safe. Be safe. campaign was revisited
with employees receiving promotional reminders including
picture frames for those in the office and water bottles for
drivers – a great reminder for drivers about the importance
of staying hydrated throughout the winter months.
•A Spot the Hazard challenge was launched where employees
were challenged to identify hazards throughout their site and
think of ways that these could be safely avoided in the future.
•To finish off the week the newly relaunched Team Member
of the Month and recognition certificates were awarded to
the winners at an all employee morning tea.
By working together, Toll Express and Toll Priority are
dedicated to promoting wellness in the workplace across
Western Australia and hope to encourage other business units
to do the same. For more information regarding initiatives
contact Anthony Chester at Toll Express on 08 9360 8849 or
Amy Steinhauer at Toll Priority on 08 9262 9244. <
54 T
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top
A reminder hard
to miss.
second top
Marlar Tip gets a
massage from
Matt Hamilton,
Nervana Corporate
Health.
third top
Neil Haigh, Jarrod
Whitcher and Simon
Taylor competed in
the Toll Priority
forklift challenge.
bottom
Mandy Horn gets her
back checked with
Glenn Farrant from
Nervana Corporate
Health.
EMPLOYEE milestones
E mployee milestones
10 years’ service
10 years’ service – continued
20 years’ service – continued
Adrian Lucas – Toll IPEC, Homebush, NSW
Adrienne Young – Toll Freight Forwarding, Hamilton, NZ
Amanda Law – Toll Global Forwarding, Sydney, NSW
Ann McLindin – Toll Global Forwarding, Murarrie, QLD
Anna Demetriou – Toll Priority, Erskineville, NSW
Anthony Legge – Toll Coporate, Berkeley, NSW
Ashley Keene – Toll Priority, Redcliffe, WA
Athena Borromeo – TGL Contract Logistics, Lidcombe, NSW
Ben Duncan – Toll Priority, Bankstown, NSW
Bradley Woods – Toll IPEC, Altona North, VIC
Brendan Van Rensburg – Toll Intermodal, Moolabin, QLD
Bruno Rendina – Toll IPEC, Altona North, VIC
Cameron Jones – Toll IPEC, Maroochydore, QLD
Carmel Bowman – TGL Customised Solutions, Altona North, VIC
Carol Bogg – Toll IPEC, Moorebank, NSW
Chew Ying Wai – Toll Global Logistics, Singapore
Christina Martinez – TGL Customised Solutions, Altona North, VIC
Colin Crane – Toll IPEC, Moorebank, NSW
Craig Campbell – Toll New Zealand, Whangarei, NZ
Dai Mei Chang – Toll Global Logistics, Guangzhou, China
Darren Davies – Toll New Zealand, Tauranga, NZ
David Hood – TGL Contract Logistics, Archerfield, QLD
David Zhang – Toll New Zealand, Auckland, NZ
Deng Wei Li – Toll Global Logistics, Guangzhou, China
Dimitri Veljanoski – TGL Customised Solutions, Altona North, VIC
Dinesh Halder – Toll Global Logistics, India
Ding Feng – Toll Global Logistics, Shanghai, China
Donald Lyness – Toll IPEC, Altona North, VIC
Donald Valentine – Toll Global Forwarding, Townsville, QLD
Du Ying Li – Toll Global Logistics, Shanghai, China
Emma Swain – Toll Global Resources, Kalgoorlie, WA
Frederick Smith – TGL Customised Solutions, Yennora, NSW
Georgina Spiteri – TGL Customised Solutions, Altona North, VIC
Glenn Day – TGL Contract Logistics, Melbourne, VIC
Graeme Savage – Toll IPEC, Brisbane, QLD
Ian Jarvie – Toll Priority, Port Melbourne, VIC
Irena Wasko – TGL Contract Logistics, Lidcombe, NSW
James William Hallows – Toll Intermodal, Rockhampton, QLD
Jenny Hodges – Toll Intermodal, Wagga Wagga, NSW
Jim Kupu – Toll Global Forwarding, Sydney, NSW
Jordan Grant – Toll Priority, Erskineville, NSW
Joseph Mifsud – Toll Priority, Mackay, QLD
Juharman Bin Saadon – Toll Global Logistics, Singapore
Kay Stubbs – Toll Global Forwarding, Murarrie, QLD
Kelly Phillips – Toll Global Resources, Sydney, NSW
Kenneth Rogers – Toll Intermodal, Perth, WA
Kerry Williams – TGL Contract Logistics, Archerfield, QLD
Kevin Trout – TGL Contract Logistics, West Melbourne, VIC
Leanne Ellis – Toll IPEC, Altona North, VIC
Leanne Margaret Gay – Toll Intermodal, Wagga Wagga, NSW
Leong Juan Haw – Toll Global Logistics, Singapore
Lin Jin Fa – Toll Global Logistics, Guangzhou, China
Linda Pedersen – Toll IPEC, Moorebank, NSW
Luke Bohlsen – Toll Intermodal, Townsville, QLD
Maria Leonello – TGL Customised Solutions, Ingeleburn, NSW
Meiander Watts – Toll IPEC, Altona North, VIC
Melissa Muscat – TGL Customised Solutions, Altona North, VIC
Michael Antney – Toll Express, Eastern Creek, NSW
Michael Tucker – Toll IPEC, Moorebank, NSW
Mike Elmer – Toll Global Resources, Brisbane, QLD
Nga Tairea – Toll Priority, Bankstown, NSW
Nick Kypreos – Toll Priority, Bankstown, NSW
Nick Robertshaw – Toll Global Forwarding, Melbourne, VIC
Owen Cowell – TGL Contract Logistics, Parkinson, VIC
Paul Harvey – Toll Fast, Murarrie, QLD
Peter James – TGL Contract Logistics, Lidcombe, NSW
Peter Petri – TGL Customised Solutions, Altona North, VIC
Phil Lambie – Toll Priority, Bankstown, NSW
Qin Liang – Toll Global Logistics, Qingzhou, China
Raymond Dennis – TGL Contract Logistics, Kewdale, WA
Raymond Playle – Toll Priority, Redcliffe, WA
Robert Colhoun – TGL Customised Solutions, Altona North, VIC
Robert Tasev – Toll IPEC, Altona North, VIC
Ronald Olsen – TGL Contract Logistics, Heathwood, QLD
Rose Cerato – Toll Intermodal, West Melbourne, VIC
Ross Mercer – TGL Customised Solutions, Lytton, QLD
Sandra Frost – Toll New Zealand, Auckland, NZ
Sandra Mifsud – Toll Priority, Port Melbourne, VIC
Sarah McKiernan – Toll Priority, Redcliffe, WA
Sharon Arnott – TGL Contract Logistics, Lytton, QLD
Shen Xian Ping – Toll Global Logistics, Shanghai, China
Shirley Wright – Toll People, Murarrie, QLD
Silvia Szurkalo – Toll IPEC, Adelaide, SA
Sione Palu – Toll Priority, Bankstown, NSW
Stephen Hardstaff – Toll IPEC, Altona North, VIC
Stephen Rodgers – Toll Global Resources, Barrow Island, WA
Steven Baker – Toll Priority, Bankstown, NSW
Stuart Crawford – TGL Contract Logistics, Northmead,NSW
Stuart Reid – Toll Priority, Bankstown, NSW
Stuart Treadwell – Toll IPEC, Moorebank, NSW
Sue Nasser – Toll Fast, Banksmeadow, NSW
Sue Pipczak – TGL Customised Solutions, Altona North, VIC Susanne Prill – Toll Express, Regency Park, SA Tania Arnott – Toll Global Forwarding, Melbourne, VIC
Terrence Pollock – Toll IPEC, Brisbane, QLD
Thelma Aked – Toll Intermodal, West Melbourne, VIC
Vicki Christine Bird – Toll Intermodal, Chullora, NSW
Vicki Plessas – Toll Fast, Port Melbourne, VIC
Wang Hong Qi – Toll Global Logistics, Guangzhou, China
Wang Sheng – Toll Global Logistics, Guangzhou, China
Wayne Holmes – Toll Global Resources, Perth, WA Wu Fang Min – Toll Global Logistics, Wuhan, China
Yang Jing – Toll Global Logistics, Wuhan, China
Yang Xiao Kang – Toll Global Logistics, Shanghai, China Yvonne Forde – TGL Customised Solutions, Lytton, QLD
Zhang Yong – Toll Global Logistics, Chengdu, China
Karen Mitchell – Toll New Zealand, Christchurch, NZ
Koh, Nguan Kheng – Toll Global Logistics, Singapore
Kou Teck Kiang – Toll Global Logistics, Singapore
Lim Poh Choo – Toll Global Logistics, Singapore
Lim, Peng Chong – Toll Global Logistics, Singapore
Margaret Harvey – Toll IPEC, Moorebank, NSW
Matthew James Mitchell – Toll Intermodal, Moolabin, QLD
Michael Burgess – Toll IPEC, Moorebank, NSW
Neville Loller – TGL Contract Logistics, Adelaide, SA
Paul McClintock – Toll Intermodal, Moolabin, QLD
Peter Nikic – TGL Contract Logistics, Minchinbury, NSW
Phimoon Tanarak – Toll Global Logistics, Samutprakarn, Thailand
Png, Tiong Huat – Toll Global Logistics, Singapore
Poh, Tze Ping – Toll Global Logistics, Singapore
Richard Shaw – Toll Global Resources, Helidon, QLD
Roslani Bin Supri – Toll Global Logistics, Singapore
Rosnah Binte Jamal – Toll Global Logistics, Singapore
See Yong Siong – Toll Global Logistics, Singapore
Selvathurai s/o Addaikkappan – Toll Global Logistics, Singapore
Siew, Chee Wai – Toll Global Logistics, Singapore
Ronald Moodie – TGL Contract Logistics, Heathwood, QLD
Simon Metcalf – Toll Linehaul & Fleet Services, Dry Creek, SA
Sugumal s/o Ramasamy Dharmalingham – Toll Global Logistics, Singapore
Tan, Thiam Soon – Toll Global Logistics, Singapore
Tay Boon Teck Gregory – Toll Global Logistics, Singapore
Teo Siok Huay Alice – Toll Global Logistics, Singapore
Wayne Taylor – Toll Intermodal, Perth, WA
Wong, Sie Kong – Toll Global Logistics, Singapore
Yak Lam Sing – Toll Global Logistics, Singapore
Yen, Siew Ling – Toll Global Logistics, Singapore
15 years’ service
Agustin Gavino – Toll Intermodal, Morningside, QLD
Andrew Marinakis – Toll Priority, Erskineville, NSW
Angela Zawora – Toll Intermodal, West Melbourne, VIC
Anne Cosgrove – TGL Customised Solutions, Altona North, VIC
Bodri Whiteman – Toll Priority, Brisbane Airport, QLD
Brendan Crilly – Toll Priority, Brisbane Airport, QLD
Brian Hall – Toll Priority, Port Melbourne, VIC
Bryan Cavanagh – TGL Contract Logistics, Canning Vale, WA
Chan Ching Yuen Jenny – Toll Global Logistics, Singapore
Craig Neilson – Toll Express, Melbourne, VIC
Duan Chuan Bao – Toll Global Logistics, Beijing, China
Fan Wei Jun – Toll Global Logistics, Guangzhou, China
Fernando Rendeiro – Toll IPEC, Homebush, NSW
Gilbert Hassing – Toll Priority, Port Melbourne, VIC
lam Sian Kit – Toll Global Logistics, Singapore
Jan Allen – Toll Fast, Murarrie, QLD
Jerzy Kwasnik – Toll IPEC, Homebush, NSW
John Donald – Toll Fast, Port Melbourne, VIC
Julie Feehan – Toll IPEC, Altona North, VIC
Karen Bergan – Toll Priority, Erskineville, NSW
Kazimier Dudek – TGL Contract Logistics, Minchinbury, NSW
Kevin Sandiford – TGL Contract Logistics, Minchinbury, NSW
Lim Kim Heng – Toll Global Logistics, Singapore
Lim Pheng Yan Jane – Toll Global Logistics, Singapore
Low Hock Boon – Toll Global Logistics, Singapore
Mahesh Nivalkar – Toll Global Logistics, India
Mark Thompson – Toll Fast, Hume, ACT
Michael Carlton – Automotive, Campbellfield, VIC
Michael Roach – TGL Contract Logistics, West Melbourne, VIC
Mohamad Sabri Bin Ismail – Toll Global Logistics, Singapore
Nicolas Jones – Toll Priority, Adelaide Airport, SA
Nicole Durre – Toll Corporate, Melbourne, VIC
Nigel Dyer – Toll Priority, Erskineville, NSW
Nor Aishah Md Yusof – Toll Global Logistics, Singapore
Norman Tape – TGL Contract Logistics, Ingleburn, NSW
Patricia Gallagher – Toll Linehaul & Fleet Services, Chullora, NSW
Paul Berkhout – Toll Linehaul & Fleet Services, Chullora, NSW
Paul Berton – Toll Intermodal, West Melbourne, VIC
Paul Watson – Toll Intermodal, Chullora, NSW
Paul Wilson – TGL Contract Logistics, Minchinbury, NSW
Peter Francis – TGL Contract Logistics, Matraville, NSW
Raymond Murray – TGL Customised Solutions, Arndell Park, NSW
Ricky Birchall – TGL Contract Logistics, Minchinbury, NSW
Roy Whiteman – TGL Contract Logistics, Minchinbury, NSW
Scott Fergusson – Toll Global Resources, Kewdale WA
Shaik Chandbasha – Toll Global Logistics, India
Simon McCarthy – TGL Customised Solutions, Altona North, VIC
Stephen Thomson – TGL Contract Logistics, Minchinbury, NSW
Susan Spark – Toll Global Resources, Tomago, NSW
Thi Dang – Toll Fast, Homebush Bay, NSW
Tina Skott – Toll Priority, Brisbane Airport, QLD
Tomislav Grgic – TGL Customised Solutions, Altona North, VIC
Vicki Henderson – Toll Fast, Belmont, WA
Wang Xi Shan – Toll Global Logistics, Beijing, China
Wayne Detoff – TGL Contract Logistics, Ingleburn, NSW
Zhou Huan Er – Toll Global Logistics, Guangzhou, China
20 years’ service
Abdul Latiff s/o Jailani – Toll Global Logistics, Singapore
Adul Tanarak – Toll Global Logistics, Samutprakarn, Thailand
Allen Ang Choon Hiang – Toll Global Logistics, Singapore
Athip Thamwongwat – Toll Global Logistics, Samutprakarn, Thailand
Barry McMahon – Toll Liquids, Wagga Wagga, NSW
Bin Abdul Aziz, Ishat – Toll Global Logistics, Singapore
Bin Karman, Hamzah – Toll Global Logistics, Singapore
Brian Morley – TGL Contract Logistics, Cardiff, NSW
Cham, Tau Thong – Toll Global Logistics, Singapore
Chan Book Keong – Toll Global Logistics, Singapore
Charlie Gatt – TGL Contract Logistics, Minchinbury, NSW
Christine Farrell – Toll Priorty, Mascot, NSW
Darren Newnham – Toll Intermodal, West Melbourne, VIC
Darren Reardon – Toll Priorty, Port Melbourne, VIC
Don McLeod – Toll New Zealand, Timaru, NZ
George Wilson – Toll Priorty, Port Melbourne, VIC
Heng, Aik Fook – Toll Global Logistics, Singapore
James Boland – TGL Contract Logistics, West Footscray, VIC
Jocelyn May Roy – Toll Intermodal, Moolabin, QLD
Karen McPherson – Toll Global Forwarding, Townsville, QLD
25 years’ service
Barrie Robert Walpole – Toll Intermodal, Mackay, QLD
Brian Brookfields – Toll Intermodal, Moolabin, QLD
David Robert Elliott – Toll Intermodal, Regency Park, SA
David Walter Robke – Toll Intermodal, Moolabin, QLD
Dean Rickard – Toll IPEC, Altona North, VIC
Dennis Kelly – Toll Priority, Port Melbourne, VIC
Florendo Madriaga – Toll Linehaul & Fleet Services, Chullora, NSW
George Margaritis – Toll Express, Regency Park, SA
Janet Foster – Toll Priority, Brisbane Airport, QLD
Karen Andersen – Toll Priority, Erskineville, NSW
Kelvin Ramsay – Toll Linehaul & Fleet Services, Wagga Wagga, NSW
Kim Robson – Toll IPEC, Moorebank, NSW
Lei Tevita – Toll New Zealand, Auckland, NZ
Leslie Dunnett – Toll Intermodal, Mackay, QLD
Lynette Weston – Toll IPEC, Moorebank, NSW
Michael John Watts – Toll Intermodal, Moolabin, QLD
Patcharapa Somnet – Toll Global Logistics, Samutprakarn, Thailand
Peter Cullen – Toll Liquids, Wagga Wagga, NSW
Pheakdei OK – TGL Customised Solutions, ACT
Robert McCaffrey – TGL Contract Logistics, Minchinbury, NSW
Ronald Vanoostwaard – TGL Contract Logistics, Minchinbury, NSW
Scott Mitchell McLeod – Toll Intermodal, Moolabin, QLD
Stephen John Barnett – Toll Intermodal, Chullora, NSW
Steven Granland – Toll Corporate, Melbourne, VIC
Tan Teng Teng – Toll Global Logistics, Singapore
Terrence Patchett – Toll IPEC, Brisbane, QLD
Wayne Dyer – Toll Intermodal, Rowland Flats, SA
William Huckle – Toll Global Resources, Kewdale, WA
30 years’ service
Annette Maree Whitchurch – Toll Intermodal, West Melbourne, VIC
Bruce Fisher – Toll IPEC, Brisbane, QLD
Colin Croke – TGL Customised Solutions, Lytton, QLD
Jeffrey McElroy – Toll IPEC, Moorbank, NSW
Mogan s/o Parasuraman – Toll Global Logistics, Singapore
35 years’ service
Anthony Quinn – Toll IPEC, Moorbank, NSW
Peter Hinsley – Toll Fast, Port Melbourne, VIC
Neville Carroll – TGL Contract Logistics, Parkinson, QLD
45 years’ service
Robyn Gail Dwyer – Toll Intermodal, Chullora, NSW
50 years’ service
Bruno Dalsoglio – Toll Linehaul & Fleet Services, Chullora, NSW
William Robertson – Toll Priority, Silverwater, NSW
september – november 2013 55
To mark the achievements made
in health and safety throughout the
2013 financial year, the first ever
Think safe. Act safe. Be safe.
awards have been launched.
The award categories are:
• Innovation
award
• Outstanding
• Safety
contribution award
leadership award
• Outstanding
site award, and
• A
fifth award will be presented for most
improved site. This will be based on safety
outcomes for the year.
Winners to be announced in October.
Individuals will be invited to a special awards dinner in
Melbourne, Australia and will have the chance to visit some
of our key sites, as well as share their safety stories with
the Group.
Keep your eye out for the full winner profile in the next edition
of Toll Today.