DOCSLIB.ORG

Socially Constructing Warships — Emergence, Growth & Senescence

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Socially Constructing Warships — Emergence, Growth & Senescence Socially Constructing Warships — Emergence, growth & senescence of a knowledge-intensive complex adaptive system William P. Hall President Kororoit Institute Proponents and Supporters Assoc., Inc. - http://kororoit.org Documentation & Knowledge Management Systems Analyst (Ret.) Tenix Defence [email protected] http://www.orgs-evolution-knowledge.net Access my research papers from Google Citations Melbourne Emergence, 11 June 2015 Tenix Defence’s $7 BN ANZAC Ship Project was the most successful Defence Project in Australian History Late 1989-2007 built & delivered 10 modern frigates – 8 to the Royal Australian Navy – 2 to the Royal New Zealand Navy – Different customers, different languages, different systems – Plethora of engineering changes affecting everything – Stringently fixed price contract & delivery schedule – Required to achieve 80% Australia/New Zealand content – Fixed acceptance dates, major penalty/warranty clauses How is ANZAC’s success measured? – Every ship on time – No cost overruns – Healthy company profit ! A success by any standard! – Happy customers Tenix auctioned its Defence assets in 2007 because it could not complete a $500 M project for New Zealand 2 – Failing to learn from Australia’s most successful defence project ANZAC Frigates designed for modular construction Modules can be built anywhere appropriate standards and transport arrangements exist Modules are much easier & faster to fit out with kit and components when being fabricated or open 3 Complex processing fabrication & assembly forming completely operational ship from steel plate on 36 acre (14.5 ha) site INTEGRATION STEPS 1. Steel plate stockyard 2. Blast & prime plate 3. NC plate cutting 4. Fabricate panels b 5. Assemble units & blocks 6. Blast/paint units & blocks d 7. Assemble modules & pre- outfit them 8. Erect modules on slipway b 8a. Receive off-site modules 9. Outfit & set to work Engineering 10.Underwater & set to work — a a. Warehouse (components & Admin material receive & store) e b. Bar fabrication c c. Machine shop Staff d. Pipe shop 4 parking e. Kitting Receiving modules, erecting hull Modules built in NZ for NZ ships 5 Erecting modules & launching ship Click main picture for video Note transporter under module to left Note open structure to facilitate installation of 2 6 cruise diesels, LM 2500 gas turbine and main gear box Launching! 7 Emergence & senescence of an ANZAC ship Lifecycle of a major engineering project RFT AND BIDS CONCEPT STUDIES SYSTEM REQUIREMENTS PRELIM DESIGN STUDIES HIGH LEVEL SPECIFICATIONS FUNCTIONAL ANALYSIS SYSTEMS & AND ENG DESIGN REQUIREMENTS ALLOCATION LOWER LEVEL SPECS SYNTHESIS, ANALYSIS, TRADE-OFF STUDIES AND DESIGN OPTIMISATION The product emerges In Service from a complex web SYSTEM TEST AND EVALUATION Support of millions of decisions DESIGN VALIDATION (ISS) CONSTRUCTION / PRODUCTION DEPLOYMENT AND SUPPORT RETIREMENT & PHASEOUT Mfg Resource Planing (MRP) MAINTENANCE MANAGEMENT ​ Points of decision: Kauffman's (2000) "adjacent possible“ Ellis & Rothman's (2010) “crystallizing block universe” Time progresses from left to right Grey area is the unchangeable block past (if it exists) Dashed lines represent undetermined possible futures a particle can reach from present instant (“adjacent possibles”) Ellis & Rothmann suppose that present instant is ‘fuzzy’ with quantum uncertainty until local area collapses or crystallizes into a determined path Hall, W.P. 2011. Physical basis for the emergence of autopoiesis, cognition and 10 knowledge How does a ship come to be? Consider the temporal trajectory of an iron atom through the life of an ANZAC Ship Iron atom produced by nuclear fusion ‖ Weld panels into “unit” in core of star [ Blast & paint unit ] Ejected by supernova as cosmic dust ‖ Weld units into “module” Captured in formation of planet [ ‖ fit & install other components Earth and equipment into module] Precipitated as concentrated ore by ‖ Erect and weld module with geological processes other modules into ship structure Controlled application of energy as [ Complete ship fit out, set to work () to mine and refine ore work] Smelt and forge iron into steel [ Deliver doco packages & train plate by via complex machinery crew] Transport plate from foundry to [ Sea trials & commission ship into steel yard in Williamstown service ] Blast and prime plate following [ In operational service] production design & schedule () Maintain, change & refit cut plate into flat “parts” Entropic senescence, decommission Shape, fit & weld parts into 3D Scrapping & recycling “panel” in parallel (‖) with many 11 other parts Consider the assembly of a bid to build ships (hydrographic vessels?) OVERSIMPLIFIED! 1. Read RFT / individual line items 2. Collect source data/docs 3. Decide response for each line item 4. Assemble required DIDs 5. Author paragraphs responding to each requirement 6. Review/rewrite many times 7. Assemble into documents 8. Review/rewrite many times 9. Assemble documents into system- level Annexes 10.Preliminary design & costing 11. Print files and assemble review volumes 12.Management review & edit 13.Final cross check against RFT and proofing 12 14.Assemble & deliver formal bid Theoretical Framework Mostly from Hall, W.P. 2011. Physical basis for the emergence of autopoiesis, cognition and knowledge. Kororoit Institute Working Papers No. 2: 1-63 Evolutionary epistemology Karl Popper’s “general theory of evolution” – Tentative solutions (trials) – Elimination of errors – What’s left worked at least once – Evolving time-line includes solutions to what worked in past Accounts for evolution of anticipatory systems OBSERVE ORIENT DECIDE ACT Inseparability of (Results of Test) (Hypothesis) (Test) knowledge & life OBSERVATION GUIDANCE AND CONTROL DNA PARADIGM CULTURE PARADIGM EXTERNAL GENETIC INFORMATION PARADIGMS John Boyd’s OODA HERITAGE PROCESSES – Includes choice, decision, and INPUT O ANALYSIS O SYNTHESIS D A wilful action CHANGING CIRCUMSTANCES MEMORY OF HISTORY UNFOLDING UNFOLDING INTERACTION ENVIRONMENTAL WITH EXTERNAL RESULTS OF ENVIRONMENT 14 ACTIONS Non-equilibrium thermodyanmics drives emergence of knowledge-based living systems Eddies in the flux become stabilized & self-sustaining via selected & inherited structural configuration 15 Emergent autopoietic vortexes forming world 2 and world 3 in a flux of exergy to entropy . .. .. Symbolic . knowledge . Embodied . Autonomy . knowledge . Autocatalytic . metabolism Exergy Material source cycles Entropy sink Flux along the focal level Slide 16 Varela et al. (1974) define life as autopoiesis Reliable knowledge makes systems living Six criteria are necessary and sufficient for autopoiesis – Bounded System components self-identifiably demarcated from environment – Complex Separate and functionally different subsystems exist within boundary – Mechanistic System dynamics driven by self-sustainably regulated flows of energy from high to low potential driving dissipative “metabolic” processes – Self-defining System structure and demarcation intrinsically produced Control information/survival knowledge embodied in instantaneous structure – Self-producing (= “auto” + “poiesis”) System intrinsically produces own components – Autonomous self-produced components are necessary and sufficient to produce the system. Autopoiesis is a good definition for life 17 What makes a system living? Autopoiesis (Maturana & Varela 1980; see also Wikipedia) – Reflexively self-regulating, self-sustaining, self-(re)producing dynamic entity – Continuation of autopoiesis depends on the dynamic structure of the state in the previous instant producing an autopoietic structure in the next instant through iterated cycles () – Selective survival builds knowledge into the system one problem solution at a time (Popper 1972, 1994) By surviving a perturbation, the living entity has solved a problem of life Structural knowledge demonstrated by self-producing cellular automata HIGHER LEVEL SYSTEM / ENVIRONMENT emerging in toy universes Constraints and boundaries, regulations determine what is physically allowable The entity's history and present circumstances Energy (exergy) Entropy/Waste Materials Gosper’s Glider Gun Processes Products cycles in 14 steps Component recruitment Departures Gliders – cycle in 4 steps Actions Rule: Observations The entity's imperatives and goals Live cell with 2 or 3 live neighbours lives Dead cell with 3 live neighbours lives "universal" laws governing component interactions determine physical capabilities 18 All other live cells die SUBSYSTEMS / COMPONENTS Autopoiesis may develop at several levels of hierarchical organization 19 Economic organizations may be autopoietic 20 Information transformations in the living entity through time World 2 Living system Cell Multicellular organism Classification Social organisation State World 1 Memory of history Semantic Observations processing to (data) form knowledge Meaning Perturbations Anticipate, predict, propose Intelligence Related Hall, W.P., Else, S., Martin, C., Philp, W. 2011. Time-based information frameworks for valuing knowledge: maintaining strategic Slide 21 knowledge. Kororoit Institute Working Papers No. 1: 1-28. (OASIS Seminar Presentation, Department of Information An "attractor basin" Systems, University of Melbourne, 27 July 2007) Another view World 1 World 2 Medium/ Autopoietic system Environment Observation Memory World State 1 Classification Perturbation Transduction Synthesis Time Evaluation Decide! Processing Paradigm
Load more

Recommended publications
  • Annual Review 2020
    20 ANNUAL 20 REVIEW CONTENTS 05 About Us / About the Mater 06 Chairman’s Report 10 Executive Director’s Report 11 CEO’s Report 13 Our Board 17 Pamela Hession Scholarship 2 0 18 Nurse Education 20 Breast and Surgical Oncology The Mater’s reputation has 22 Melanoma Fellow 2020 23 Grant Funding been built by extraordinary 24 Mater Maternity people providing exceptional 26 Centre of Wellbeing 2 0 28 Supportive Care for Melanoma Patients care on a mission-focused 31 Financial Summary ‘‘ 32 Cocktail Party November 2019 foundation of excellence. 38 Our Donors 43 Thank you to Sponsors ABOUT US / ABOUT THE MATER The Friends of the Mater Foundation is a charitable The Mater is a private hospital, renowned for its trust supporting excellence in healthcare at the quality and compassionate patient care. It is a Mater Hospital Sydney. teaching and research facility of The University In 1997, a successful capital appeal to raise funds to of Sydney and The University of Notre Dame expand the Mater’s Cardiac Services motivated the Australia. fundraising committee to form an ongoing body to Founded by the Sisters of Mercy in 1906 as a provide financial support to the Mater. It marked the hospital for women and children, today the beginning of The Friends of the Mater Foundation. Mater is part of St Vincent’s Health Australia, Since its inception in 1999, the Foundation has been one of Australia’s leading Catholic not-for-profit the principal fundraising arm of the Mater Hospital. healthcare providers. The Mater’s reputation has Major sources of income are donations and bequests.
    [Show full text]
  • Australia's Naval Shipbuilding Enterprise
    AUSTRALIA’S NAVAL SHIPBUILDING ENTERPRISE Preparing for the 21st Century JOHN BIRKLER JOHN F. SCHANK MARK V. ARENA EDWARD G. KEATING JOEL B. PREDD JAMES BLACK IRINA DANESCU DAN JENKINS JAMES G. KALLIMANI GORDON T. LEE ROGER LOUGH ROBERT MURPHY DAVID NICHOLLS GIACOMO PERSI PAOLI DEBORAH PEETZ BRIAN PERKINSON JERRY M. SOLLINGER SHANE TIERNEY OBAID YOUNOSSI C O R P O R A T I O N For more information on this publication, visit www.rand.org/t/RR1093 Library of Congress Cataloging-in-Publication Data is available for this publication. ISBN: 978-0-8330-9029-4 Published by the RAND Corporation, Santa Monica, Calif. © Copyright 2015 RAND Corporation R® is a registered trademark. Limited Print and Electronic Distribution Rights This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited. Permission is given to duplicate this document for personal use only, as long as it is unaltered and complete. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial use. For information on reprint and linking permissions, please visit www.rand.org/pubs/permissions.html. The RAND Corporation is a research organization that develops solutions to public policy challenges to help make communities throughout the world safer and more secure, healthier and more prosperous. RAND is nonprofit, nonpartisan, and committed to the public interest. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org Preface The Australian government will produce a new Defence White Paper in 2015 that will outline Australia’s strategic defense objectives and how those objectives will be achieved.
    [Show full text]
  • Tenix Defence Systems TENIX DEFENCE Et N Otategneig Nieproposal for Engineering)Online Ments Andcontract Major Australian Defence Projects
    TENIX DEFENCE How Melbourne is Tenix Defence Systems Defence Tenix contributing to the contracts standards effort William P. Hall, PhD Strategy and Development Organisation Tenix Defence World Trade Centre Melbourne, Vic. Mailto:[email protected] (25 October 2001) Abstract: This presentation explores the documentation cycle for major Defence contracts, from initial RFQ/RFTs, through bidding, contract negotiation and award, engineering design and support engineering, through to the production and delivery of all product related documentation to the client. All of the documentation leads to or derives from the contract, so how the contractual documentation is designed (as documents) can have a major impact on the authoring and production of the document. A case is made here that contracts should be structured according to SGML/XML standards that semantically tag document content. This offers several advantages (1) automated formatting – greatly reducing the cost of document production, (2) clear definition and easy tracking of contractual requirements, tender responses against requirements, and product delivery against requirements (3) easy establishment of related structural standards for downstream documents. The presentation then reviews that status of the development of a Legal XML standard, and a variety of tools that have been developed or implemented in Melbourne (Australia) that would greatly facilitate implementation and application of the standard for major Australian Defence projects. Finally, the RACE (Requirements and Contract
    [Show full text]
  • Working on Tomorrow Today ANNUAL REPORT 2011 Challenge | Collaboration | Ingenuity | Integrity All Financials Are in Australian Dollars Unless Otherwise Specified
    TRANSFIELD SERVICES ANNUAL REPORT Working on tomorrow today ANNUAL REPORT 2011 Challenge | Collaboration | Ingenuity | Integrity All financials are in Australian dollars unless otherwise specified. The financial figures provided in the front section of the report (pages 1 to 38) have been rounded. In some cases, totals and percentages have been calculated from financial figures that have not been rounded, hence some financials and percentages may not add up exactly. Notice of Annual General Meeting Shareholders are advised that the 2012 Annual General Meeting of Transfield Services will be held on Thursday, 1 November at 10.00am (AEDST), at the AGL Theatre, Museum of Sydney, 37 Philip Street (Corner Bridge Street), Sydney, New South Wales. CONTENTS 004 Business snapshot 006 Financial highlights 008 Chairman’s report 010 Managing Director and CEO’s report 014 Board of Directors 016 Senior executive team 018 Review of operations 020 Australia and New Zealand 024 Americas 026 Middle East and Asia 028 Sustainable business 034 Corporate governance 039 Financial report 140 Index 141 Corporate directory 142 Office locations 2012 TRANSFIELD SERVICES 3 BUSINESS SNAPSHOT MIDDLE EAST AND ASIA • Hydrocarbons • Manufacturing • Power Generation • Facilities Management * • Minerals Processing • Process Industries Our global workforce of 24,000+ • Chemicals • Power FAST FACT Hofincons supports the employees provides operations, generation of power for more than maintenance and construction 33 million people in India per year. services in the Resources, Energy, 6,734 Contract highlights • The region secured more than $37 million in new Industrial, Infrastructure, contracts and $20 million in renewed contracts. • Transfield Mannai Facilities Management Services now provides an end-to-end offering for the provision of heating, ventilation, Property and Defence sectors.
    [Show full text]
  • Adm Announces Women in Defence Awards Finalists #Wida2018 Adm Exclusive from the Source
    ADM ANNOUNCES WOMEN IN DEFENCE AWARDS FINALISTS #WIDA2018 ADM EXCLUSIVE FROM THE SOURCE Print Post Approved 100008807 DMTC CEO Dr Mark Hodge speaks to ADM this month CELEBRATES 25 YEARS JUNE 2018 VOL.26 NO.6 WWW.AUSTRALIANDEFENCE.COM.AU Capability Edge Tracking the JORN journey Tension on Air 7003 Budget 2018 Managing Editor Katherine Ziesing and ASPI’s Dr Marcus Hellyer examine what the Budget means for Defence. SURFACE COMBATANTS SUCCESSFULLY INTEGRATING COMPLEX SYSTEMS Drawing on an unmatched local naval combat systems integration capability and a proven record of success on the Air Warfare Destroyer program, Raytheon Australia is focused on the nation’s surface ship requirements now and in the future. Raytheon.com.au/surfacecombatants @Raytheon Raytheon ©2018 Raytheon Company. All rights reserved. THIS MONTH Contents VOLUME 27 NO 4 | JUNE 2018 6 ON THE COVER: JORN is a great example of long term high technology DST Group partnerships with industry. DEFENCE REGULAR NEWS DEFENCE BUSINESS 28 AND REPORTS Securing society CIVSEC 2018 14 Editorial 4 ADM announced News Review 6 Women in Defence The View from Canberra 48 Awards finalists 16 Events 50 Books 52 BUDGET 2018 From the Source 58 A moderate approach but is moderation NEWS what we need? 26 40 Sub design to move to 2018 Defence Budget: Adelaide in 2022 6 Steady as she goes 28 Hoffman Engineering wins more maritime work 6 CAPABILITY EDGE Defence Industrial JORN: a world leading Capability Plan released: OTHR capability 40 ADM’s executive summary 8 Air 7003: the road Australia joins NATO towards an armed UAV 46 cyber centre as domain heats up 10 Antonov AN-124 deliver 54 first JSF parts 12 Leurssen signs L-3 on OPVs 12 DEFENCE BUSINESS From the Source Here are the finalists forADM’ s CEO of DMTC inaugural woman in Defence Dr Mark Hodge “Collaboration is enshrined in our business model.
    [Show full text]
  • A Profile of the Australian Defence Industry
    A Profi le of the Australian Defence Industry Helping align defence industry, defence industry policy, and defence strategic planning November 2004 COMMISSIONED BY: ■ The Australian Industry Group Defence Council; ■ The Australian Industry Defence Network; ■ The Department of Defence; ■ The Department of Foreign Affairs and Trade; ■ The Department of State and Regional Development (NSW); ■ The Department of State Development and Innovation (QLD); ■ The Defence Unit in the Department of Trade and Economic Development (SA); ■ The Department of Innovation, Industry and Regional Development (VIC); ■ The Department of Industry and Resources (WA) © ACIL Tasman Pty Ltd This work is copyright. The Copyright Act 1968 permits fair dealing for study, research, news reporting, criticism or review. Selected passages, tables or diagrams may be reproduced for such purposes provided acknowledgment of the source is included. Permission for any more extensive reproduction must be obtained from Kelly Milne at ACIL Tasman on (03) 9600 3144. Reliance and Disclaimer The professional analysis and advice in this report has been prepared by ACIL Tasman for the exclusive use of the party or parties to whom it is addressed (the addressee) and for the purposes specified in it. This report is supplied in good faith and reflects the knowledge, expertise and experience of the consultants involved. The report must not be published, quoted or disseminated to any other party without ACIL Tasman’s prior written consent. ACIL Tasman accepts no responsibility whatsoever for any loss occasioned by any person acting or refraining from action as a result of reliance on the report, other than the addressee. In conducting the analysis in this report ACIL Tasman has endeavoured to use what it considers is the best information available at the date of publication, including information supplied by the addressee.
    [Show full text]
  • Results Presentation
    2015 Half Year Results 5 February 2015 Financial overview • Net Profit After Tax (NPAT) $94.7million, down 4.4%1 Earnings • Earnings Before Interest and Tax (EBIT) $141.7 million, down 11.5%1 • Return on Funds Employed (ROFE) 15.0%, down from 16.6%1 Revenue • Total revenue2 $3.6 billion, down 8.8% Cash Flow • Operating cash flow $257.9 million, down 8.0% Work-in-hand • Work-in-hand3 $18.0 billion, down from $19.6 billion (at December 2013) •Net debt4 $252.7 million (post acquisition of Tenix), up from $32.7 million Balance Sheet (at 30 June 2014) • Gearing5 11.2% (17.4% including off-balance sheet debt) Dividend • Interim dividend declared: 12.0 cents per share, 100% franked • Lost Time Injury Frequency Rate (LTIFR) of 0.93 Zero Harm • Total Recordable Injury Frequency Rate (TRIFR) of 4.17 1 Based on statutory numbers. 2 Total revenue is a non-statutory disclosure and includes revenue from joint ventures and other alliances and other income. Note: the Company considers Total Revenue to be an appropriate measure due to an industry trend toward joint venture models to meet the needs of engineering, procurement and construction (EPC) customers with regard to large scale integrated projects. 3 Work-in-hand numbers are unaudited. Excludes >$2.0 billion as per two Letters of Award from Adani Mining for work on Carmichael Coal Mine, announced 19 December 2014. 4 Adjusted for the mark-to-market of derivatives and deferred finance charges. 5 Gearing = Net debt / net debt + equity. Gearing including off-balance sheet debt includes the present value of plant and equipment operating leases discounted at 10% pa: $167.0m (June 2014: $166.8m).
    [Show full text]
  • TAE Aerospace Corporate Profile
    You can rely on us to keep you flying. our FOCUS QUALITY, SAFETY AND SERVICE With operations across the Asia-Pacific and North America, we provide timely and efficient support to customers worldwide. Our focus on quality, technical excellence and customer service has enabled us to form strong partnerships with customers and OEMs. To ensure quality, safety and your peace of mind, we maintain a broad suite of regulatory approvals and long-term partnerships with multiple OEMs. To keep you flying, we are committed to 24/7 response times, efficient parts supply and diligent after-sales service. Defense and Commercial aerospace operators expect the highest standards of quality, safety and service. We aim to surpass these expectations every time we connect. “I have been dealing with companies similar to TAE Aerospace for a long time. Never have I come across one that is as easy to deal with, and knows what they are doing, as much as the team at TAE Aerospace. I give them 10 out of 10 for service and understanding our needs.” 1 Dave Porter, Chief Engineer, Seair our GROWTH In the year 2000 we commenced operation as a Defense contractor, after winning a major F-111 aircraft maintenance contract for the Royal Australian Air Force (RAAF). Successful execution of the first F-111 contract led to In 2014, we moved further into the Defense space, subsequent work on the F404/F414 engines of the crossing over into land platforms to service the Classic Hornet and Super Hornet. We have worked AGT1500 engines of the Australian Army’s Abrams in partnership with GE Aviation on these engines tanks.
    [Show full text]
  • Department of Defence (PDF 578KB)
    AustralianGovernment ~ DepartmentofDefence Defence Science and Technology Organisation THE DEFENCE SCIENCE AND TECHNOLOGY ORGANISATION SUBMISSION TO THE HOUSE OF REPRESENTATIVES STANDING COMMITTEE ON SCIENCE AND INNOVATION INQUIRY INTO PATHWAYS TO TECHNOLOGICAL INNOVATION The Defence Science and Technology Organisation (DSTO), as part ofthe Australian Department ofDefence, works closely with industry to enhance Australia’s defence capabilities and to contribute to national wealth creation, including through the support of exports. DSTO achieves this through a multitude ofinteractions with industry, universities and other research agencies. These interactions aim to exploit the Australian scientific and technological capability forthe benefit ofAustralia’s security. This submission illustrates, through a series ofsuccess stories, the breadth ofDSTO’s industry relationships and how DSTO’s collaboration with Australia’s civil science and technology community has led to technological innovation and commercialisation success. Collaborative arrangements include involvement in Cooperative Research Centres, the Defence Capability and Technology Demonstrator Program, collaborative research agreements and industry alliances. The Department of Defence is a demanding customer with complex technological needs and this provides a powerful force for innovation and improvement. Defence’s need for new technologically driven capability drives new science and innovative applications. DSTO meets these demands, partly through creating a global network ofresearchers
    [Show full text]
  • Fletcher Building Announces Ross Taylor As Chief Executive Officer
    Fletcher Building announces Ross Taylor as Chief Executive Officer Auckland, October 25 2017: Fletcher Building Chairman Sir Ralph Norris today announced the appointment of Ross Taylor as Chief Executive Officer (CEO), effective 22 November 2017. Mr Taylor was most recently CEO of UGL, an international engineering, services, construction and product manufacturing business, operating across the rail, transport and technology systems, power, resources, water and defence sectors, and headquartered in Australia. UGL was acquired by the international construction and contracting company, CIMIC, in early 2017. Prior to this he was Managing Director and CEO of Tenix, a privately held engineering and construction services company, and before that held various senior leadership roles at Lend Lease across a 23 year period. Chairman Sir Ralph Norris said: “Following an extensive search I am pleased to confirm Ross Taylor as the new Chief Executive Officer of Fletcher Building. “Ross has spent an impressive career in the real estate, construction, manufacturing and engineering sectors internationally, with direct experience across much of the sector value chain. He has worked extensively across our core markets of New Zealand and Australia, as well as Europe, Asia and the USA. “He has proven experience leading business turnarounds and improving performance and shareholder returns, and has direct experience across a range of Fletcher Building’s core sectors – including housing, manufacturing and construction. “During his time as CEO and Managing Director of both UGL and Tenix he returned loss-making businesses to profitability, doubling the UGL share price in two years. As Chief Operating Officer and Board Director of Lend Lease he was responsible for all operating businesses globally.
    [Show full text]
  • The Blenheim Report the Numbers
    The Blenheim Report: The Mining Numbers March 2015 Blenheim Partners is an elite international Executive Search and Board Advisory firm. We specialise in senior level Executive Search, Non- Executive Director Search, Board Consulting, Management and Team Appraisals and Leadership Development. We were founded in 2012 by leading figures in Executive Search and Consultancy. Members of the team have advised in Leadership and Succession Planning to over 45 of the ASX 100, 9 FTSE 100, Multinational, Private Family and Mutually Owned Companies. Our philosophy is to develop deep and committed relationships with a small number of clients and help them deliver a superior performance by optimising the composition of their executive teams. We only partner with one to two companies per sector to ensure our clients receive sector expertise and have access to the very best candidates. We do not have “Conflicts of Interest” or “Off Limits” restrictions as a result of our partnering model. We operate as one firm. We staff each assignment with the best people. We support our client’s long term planning capability with Strategic Succession Planning. We provide global reach. Over 90% of our searches are international. We provide an end to end search process, including Assessment and a 90 day On Boarding Programme. We provide a fixed fee of which the final 25% is only payable if our client assesses that expectations have been exceeded. We have “no limitations” in the pursuit of excellence. Confidentiality This report and the information contained in it are confidential and proprietary information belonging to Blenheim Partners. The report contains confidential and proprietary information based on data from public and private sources, including Blenheim Partners’ proprietary database of information.
    [Show full text]
  • Australia's Trade and Investment Relationships with the Countries Of
    SUBMISSION TO SENATE INQUIRY ON AUSTRALIAN TRADE AND INVESTMENT WITH THE COUNTRIES OF AFRICA – August 2017 Author: Margaret O’Callaghan I come from a development background, having worked with AusAID and the UN for nineteen years and am currently a Visiting Fellow at Crawford School, ANU. I worked in Africa for eight years and have subsequently spent the past five years studying the subject of mining and its impact, and incidentally, political development, on the continent. I wish to focus my comments on aspects of Australian mining companies working in African countries. This focus arises from my current research into the socio-economic impact of a mining boom in one country and knowledge of the situation in others in the region, and also from my familiarity with government systems and politics – factors which impinge on the capacity of international companies to do business in African countries. Introduction Inspired by the (generally) very high mineral prices over the past decade and a half there has been much hype raised at mining conferences such as Africa Downunder and the Cape Town Mining Indaba and in government reports, about what exciting opportunities there are for Australian mining companies to do business in African countries. As Minister Bishop said in 2015: ‘Australia’s investment in Africa is thriving. In 2014, total trade with African countries was $10 billion, up from $7 billion in 2009. It is the mining industry that is leading the way.’ … ‘The Australian Government is working to ensure that these partnerships continue to prosper in the years ahead, in large part because of the contribution that Australian mining companies are making to African economies.’ 1 I will provide some evidence that the situation regarding mining (rather than the provision of goods and services per se) may not be as rosy as it first appears and that the difficulties and cost and risk of developing a mine is much higher than in many other places.
    [Show full text]