Not evryone support plastic bag phase out

There’s still some way to go in convincing all Aussies that plastic bags should be phased out according to a poll of DHL Australia customers on ‘going green’ which found that nearly one in five (18 per cent) did not support the phasing out of plastic bags in supermarkets by December 2008.

The poll, which was conducted last week as the company launched an industry first carbon neutral shipping service DHL GOGREEN EXPRESS, also found 100 per cent of respondents were concerned about the environment, 85 per cent have environmentally friendly policies in place, 94 per cent felt protecting the environment was very important both for business and individuals and 84 per cent believe that ‘going green’ helps companies attract and retain good people.

The most popular environmentally friendly initiative in practice in Australia is to recycle office supplies and paper (38 per cent), followed by switching off lights and turning down air conditioning (32 per cent) and adhering to environmentally management standards (22 per cent).

Only 8 per cent of Australian businesses offset their carbon emissions from producing or transporting goods. The DHL GOGREEN EXPRESS has been created to meet the demands of customers who are looking for a more environmentally-responsible shipping option.

A first in the logistics industry, DHL calculates the carbon emissions generated by transporting each specific customer shipment from the country of origin to destination, and offsets these emissions by reinvesting in certified carbon management programs such as alternative vehicle fuel technology, solar panels and reforestation projects.

The carbon management projects have been identified via DHL’s dedicated carbon management fund, with an aim to compensate the emissions generated when transporting customers’ shipments across the globe.

Customers can now choose to send all of their international shipments as part of DHL GOGREEN EXPRESS.

To ensure accountability and transparency, the program is annually verified by an independent certifying body — the Swiss-based Société Générale de Surveillance.

In addition, customers will each receive an annual certificate from DHL stating the total amount of CO2 which was offset on their behalf during the year.

The certificate serves as a useful environmental reporting tool for companies working to reduce their CO2 emissions created during transport.

DHL GOGREEN EXPRESS is part of the GOGREEN range of carbon-neutral and low-carbon shipping options already available to DHL customers in Europe.

The service was first launched in January 2007 at the World Economic Forum in Davos to help the Forum achieved its carbon neutral commitment.

In Asia Pacific, the service will be available in 17 countries across the region over the course of this year.

“Reducing our impact on the environment is a key priority for all businesses,” says Gary Edstein, Senior Vice President DHL Oceania.

“In addition to looking at how we can manage our own environmental footprint at DHL, we want to provide our customers with products and services that allow them address this issue.”

“A first-in-the-industry, DHL GOGREEN EXPRESS is an easy-to-use carbon neutral service that aims to directly address the very real challenges we face today with Climate Change.”

In other recent environmental sustainability initiatives in Asia Pacific, DHL has introduced bio-fuelled or hybrid vehicles in its various markets.

For example, in India, DHL Express is operating over 200 Compressed Natural Gas (CNG) vehicles.

In Japan, DHL Express is actively encouraging “Green Logistics” through a combined use of hybrid vehicles, Fuel-Cell cars and bicycles in its operations network.

DHL’s freight forwarding business also achieved certification for Environmental Management System ISO14001:2004 across its entire operations in Asia Pacific, covering 188 locations across 15 countries.

This makes DHL Global Forwarding the first and only freight forwarder to achieve full umbrella certification for Environment Management System ISO14001: 2004 in Asia Pacific.

FedEx ranked 1st in Air Cargo Survey

FedEx Express, a subsidiary of FedEx Corp and the world’s largest express transportation company, received the highest score in information technology (IT) among all air cargo carriers in this year’s Air Cargo World Air Cargo Excellence Survey.

The survey, conducted by one of the world’s most widely circulated international trade publications for the air cargo industry, ranked the world’s top 50 cargo airlines, including passenger carriers with cargo operations.

“At FedEx, technology innovation is the foundation of our business and a critical factor in facilitating the success of our customers’ business,” says Linda Brigance, vice president and chief information officer, FedEx Express Asia Pacific.

“We invest as much as US$1 billion annually in technology to deliver critical information into the hands of our customers that helps reduce their transportation and inventory costs and improve their competitive edge in the marketplace.”

Innovation at FedEx extends beyond the development and deployment of technology, to innovative solutions and services.

For example, FedEx was the first express transportation company to embrace wireless technology, more than two decades ago.

The company continues to be a leader in innovative wireless solutions that enable customers to have instant visibility into the location of their shipments.

Meanwhile, FedEx newest data collection device for couriers incorporates a micro-radio for hands-free communication with a printer and mobile computer in the courier’s delivery vehicle.

The state-of-the-art, handheld device incorporates Bluetooth technology and revolutionizes the service level by facilitating faster pickups, and delivering near real-time information to customers and employees alike.

Sigtec named 1st IAP service provider

Australian mobile computing solutions firm, Sigtec has announced that it will be the first IAP Service Provider for Australia’s new Intelligent Access Program [IAP].

Sigtec’s expertise in real-time wireless data and GPS location-based solutions for transport, government, public safety and taxi industries enabled it to be the first company to meet the stringent requirements set forth by Transport Certification Australia Limited (TCA), the company administering the IAP.

Founded in 1982, Sigtec has evolved into an intelligent transportation service-oriented company, growing a customer base of Government agencies, blue-chip corporations and Transport Operators.

Based in Melbourne and Brisbane, Sigtec markets its solutions in Australia, New Zealand, the United Kingdom, United Arab Emirates, and South East Asia.

The IAP is a voluntary program which provides heavy vehicles with access, or improved access, to the Australian road network in return for monitoring of compliance with specific access conditions.

Transport Operators can contact Sigtec immediately to discuss their needs, and Sigtec will begin installing IAP technology and providing monitoring services in May.

Sigtec’s Managing Director, John Thompson, says that the company was very proud to make the announcement, and that he is looking forward to bringing real value to transport operators wishing to benefit from the program.

“In the past, Transport Operators have used a range of telematics providers, so we’re keen to point out to the industry that we’ve been providing these sorts of services to mission-critical environments for many years,” Thompson says.

“In all we have more than 50,000 vehicles world wide employing our solutions and this number continues to grow year on year.”

As an IAP Service Provider, Sigtec will monitor heavy vehicles to ensure drivers are complying with conditions transport operators negotiate with road authorities.

The information is only issued to a road authority in the event of a non-compliant activity and the data is collected at an evidentiary standard.

Using vehicle telematics technology, Sigtec will remotely monitor heavy vehicle use through global positioning systems (GPS) and in-vehicle sensors to provide vehicle performance data to a host computer system for downloading and analysis.

Sigtec has launched a new web site which provides detailed information on Sigtec and the IAP services that it offers.

With road freight expected to double by 2020, the IAP was developed to keep Australia’s road network safe and efficient and to help manage the issues of growing transport needs, constrained infrastructure, calls for heavier vehicles to meet demand, and community expectations.

“We’ve already seen a huge number of Transport Operators express interest in the IAP and as they see the benefits no doubt more operators will come online,” Thompson says.

Impact indicators detect product damage early

Impact-O-Graph Impact Indicators from DOMO-TECHNICA are used to detect hidden damage that often occurs as a result of mishandling or during shipping.

This is a low cost solution to expose damage and to protect the manufacturer, supply chain, and end user against false claims and to reduce the time spent in the claims process.

How Impact Indicators work

The distinctive Impactograph overlapping spring and bearing design is admired for its engineering simplicity.

This product can ensure that dangerous impacts are detected from all directions.

When the object being monitored is struck or dropped the steel balls fall out of suspension and into the transparent dome.

The warning is clear and irreversible.

Indicators can be mounted on the object itself, hidden inside the object, or placed so that they are viewable from outside the packaging.

The Protect-A-Pak is one of the world’s most popular shipping monitors.

The single use, omni-directional can be mounted using self-adhesive included on the indicator or embedded in the container using our mounting flange.

A shipping plug guards against impacts before it is installed.

Available in G-levels 5g to 500g.

The Omni-G reusable omni-directional impact indicator with its assembly of springs and bearing is easily reset using special tweezers.

Available in whole G-levels 2g to 500g.

Other equipment available, includes the Impact Recorder which charts the direction, magnitude and time of impact and the Impact Switch Tip Indicator for sensitive equipment.

For further information please


106A Adderley Street Auburn

NSW 2144

Ph: 02 9748 6988


The 3rd Public Sector Procurement Forum

The Rudd Government has placed fiscal restraint near the very top of its priorities in the first year of its term of office.

Centralised procurement contracting has also been given a high priority in this respect, with the Government targetting savings from leveraging off the buying power of the Commonwealth.

Given this trend, CIPSA is once again delighted to present its Public Sector Procurement Forum in conjunction with The Department of Finance and Deregulation and the APCC (Australian Procurement and Construction Council)

The event, in its third year, returns to Canberra on 21st and 22nd May, with a new venue at The National Convention Centre and a significantly expanded programme.

Following last year’s 2nd Public Sector Procurement Forum, CIPSA published a white paper highlighting the “7 Challenges facing public sector procurement”.

These were:

1. The setting of clear objectives at the outset of all projects and for all strategic procurement units.

2. Development of a procurement strategy for every public sector organisation.

3. Focussing strategic procurement on outcomes, not processes.

4. Embracing collaboration as a strategic tool.

5. Recognising that sustainability has become a strategic driver for professional procurement.

6. Positioning the public sector as a customer of choice.

7. Resolving the talent scarcity problem.

With so many challenges, it is an interesting time to be involved with public sector procurement!

Taking all of these challenges into account, we have developed a conference programme that we feel will meet the needs of a broad cross-section of public sector procurement professionals.

The plenary or keynote sessions have been pitched at a strategic level, directly addressing many of the issues mentioned above, while the seminar programme is designed to provide delegates with real, practical, “hands-on” assistance as they go about their day-to-day work.

The seminar programme will run in three streams, allowing delegates the opportunity to select those sessions most relevant to them and their role within their organisation.

As a further enhancement to the event, we will be allowing delegates greater flexibility in terms of which parts of the conference they wish to attend.

Delegates wanting to attend the seminars only, will be able to do so, while there will also be further choice of two-day and oneday tickets including the keynote sessions.

We have senior procurement practitioners from both the private and public sectors, Federal and State, a number of Australia’s leading consultants and training specialists, and expert presentations from leading technology suppliers.

And please join us for the conference dinner on the evening of the 21st May.

The Hon Bob Carr will address the dinner guests on sustainability and the role of procurement in delivering on public policy. We hope you will join us in Canberra for this important event.

Jonathan Dutton Managing Director CIPS Australia and New Zealand

For updates and to register

Exclusive: Achieving ‘Dynamic Alignment’

When Stuart Whiting joined DHL Express Taiwan as General Manager he found an organisation with no standard approach to understanding or aligning with its customers.

“Companies traditionally look at customer segmentation from a transactional point of view,” Whiting explains.

“So the heaviest volume customers will be managed by the major account managers, and the lowest volume customers will be managed by the customer service department.”

“We knew instinctively this wasn’t right,” he says.

Whiting told the 2008 Supply Chain Business Forum panel on aligning enterprise supply chains with customers, suppliers and 3PL providers that while DHL was managing customer demand, processes weren’t systematised.

“We had multiple behaviours and multiple responses within the organisation,” he says.

“But we weren’t optimised. We weren’t providing the best of the organisation or satisfying customer needs.”

Whiting realised that if DHL Taiwan wanted to be number one and continue to stay ahead of its competitors, it was absolutely critical the team accept the need to change —a particularly difficult task given he was the only English speaker in the Mandarin speaking office.

“I was honest,” Whiting recalls. “I said: ‘I don’t know what we’re going to be changing, but let’s go into this with the view that we’ve got to change the status quo.”

“If we can do that, it will mean our eyes are open as we’re finding out what we need to achieve.’”

Whiting took action, adopting supply chain thought leader John Gattorna’s model of ‘Dynamic Alignment’.

Gattorna, whose initiative was behind the invitation-only Forum, and who was chair of the panel, argues that customers’buying behaviours aren’t chaotic. Rather, patterns are always discernible.

“Unless you start with a frame-of-reference, your operations strategy and everything you’re doing in terms of transformation is really just guesswork,” Gattorna says.

“The only absolutely accurate frame-of-reference is a complete understanding of what customers want when they buy your products.”

Gattorna’s Dynamic Alignment model, explained fully in his most recent book Living Supply Chains (FT Prentice Hall, London, 2006), deconstructs customer segmentation according to four main dominant buying behaviours and the associated customer service expectations.

These behaviours are defined as ‘Collaborative’, ‘Efficient’, ‘Demanding’ and ‘ Innovative Solutions’.

‘Collaborative’ behaviour relates to environments with stable, predictable patterns of demand, where mature, sometimes augmented products are delivered regularly.

Customers in this segment are loyal and forgiving, desiring a trusting collaborative partnership.

The ‘Efficient’ buying behaviour also relates to customers with regular or predictable demands, but it involves a more adversarial, transactional relationship.

‘Demanding’ customers require rapid responses to unpredictable supply and demand situations.

They are price-aware, make commercial decisions based on pragmatism and prefer a more impersonal, outcome oriented relationship.

The ‘Innovative Solutions’ customer looks for supplier-led development and the delivery of new ideas, fast.

He or she functions in high risk conditions where demand is extremely volatile, requiring speed, change, innovative solutions and individual decision-making.

This customer will pay no matter what the price. Although the patterns are consistent, Gattorna says organisations can’t set up their supply chain on the assumption that customers will always buy products the same way, even staple ones like milk.

“What you need to do is set up three or four supply chain configurations involving different combinations of standard processes, and hard wire them in to your business,” he says.

“Then if a loyal customer suddenly has a break down and wants you to turn inside-out to solve the problem, you’ve got the capability already embedded.”

“You can then revert to the original, low cost lean supply chain when the crisis settles.”

Gattorna sees supply chains as living networks, driven by human beings, both customers and suppliers.

The key to Dynamic Alignment is the process of successfully matching internal business sub-cultures and leadership styles with the specific ways customers like to buy products and be treated.

“Once you understand the buying patterns for any product or service then it’s not difficult to reverse engineer the organisational design, processes, KPIs and incentives, internal communications – all the things you need to shape the sub-cultures within your business that drive the conveyor belts into the market place,” he explains.

But the proof is in the pudding.

It took Stuart Whiting eight months of intensive customer interviews and market research to really understand the dynamics of DHL’s Taiwan marketplace, including the role customers play in the global supply chain and the resulting strategies the team needed to address.

“We’ve seen a significant increase in profitability from our most important collaborative customer segment,” Whiting says.

“By systematising our response, we also opened up a whole new hitherto untouched customer segment.”

“Looking at our customer satisfaction responses in that very short period of time, we saw a 15 per cent increase across what we call ‘first choice KPIs’”.

“These are the attributes that make DHL the first choice; the qualities that make a customer call 1800 DHL before any of our worthy competitors.”

“The process of developing a systemised model of dominant customer behaviours has also reduced our cost-to-serve from 2.9 to 2.5 per cent of revenue,” Whiting adds.

“With an optimised model, I can see we’re becoming sharper with the new focus.”

“Previously we had the mentality of ‘one-size-fits-all’ at the lowest possible unit cost to DHL,” Whiting says.

“But the new approach allows us to respond to four dominant customer behaviours in the marketplace, and ensures we deliver the appropriate agile or flexible responses in line with customer demand.”

Whiting says understanding customers and the marketplace is the hardest thing for a company to do.

“If you haven’t yet developed that critical understanding, you have no business playing with your supply chain,” he asserts.

At New Zealand based dairy co-operative Fonterra, customer segmentation enabled the misalignment of objectives and processes to be identified.

“With segmentation complete, we intended to meet the requirements of our customers in a phased approach,” says General Manager and panellist Nigel Jones.

“However, when data depicting what customers wanted Fonterra to deliver was compared with what the company planned to supply and what was actually delivered, the differences were marked.

“Our objectives were defined to drive performance at the business unit level and not across the end-to-end supply chain,” Jones explains.

“This ended up causing one business unit’s set of objectives to impact the performance of the others.”

“In addition, our production planning and manufacturing scheduling processes weren’t adequately linked.”

“We were left with a situation where there wasn’t enough time to correct supply plans when deviations arose, which affected the downstream supply chain.”

“Despite our good intentions, visibility was very limited, both in relation to customer requirements and off-take across the supply chain, and impacted negatively on operational performance.”

Often the wrong assumptions were being made for packing and shipping processes.”

With no mechanisms in place to stabilise the ‘must do’ part of the business, constant re-planning of supply was required, and this increased costs.

Once the alignment of Fonterra’s objectives was achieved, the organisation was able to collect better information to drive planning and improve plan stability.

“Visibility of production schedules and material availability dates finally began to increase,” Jones says, “along with increased compliance to plan and a decrease of re-work.”

Panellists agree it’s essential to incorporate strong leadership into the process of developing an organisation’s internal cultural capability.

For panellist and Managing Director of WA company Distinctive Building Products, Brett Rice, the process of understanding customers, recognising internal culture and reforming the associated attitudes and belief systems was a journey of two years at his former company Boral Panel Board (WA).

The process also required enduring a drop in revenue.

“In WA, the demand for labour is very intense,” Rice says.

“With a high level of staff churn it’s difficult to instil strong values around culture and process.”

“Misalignments were exacerbated by the sales people’s tendency to shy away from customers who needed better service, and over-service those who were stable.”

“Once we had segmented our customers, we needed to align what we knew about them with the way we executed internally.”

“It was time to enter the valley and ascend the mountain,” he quips.

“We approached this by embedding the values we were promoting into every meeting and reviewing our alignment strategies with customers regularly,” Rice says.

“We stay close to all our teams and customers, and make a point of investing heavily in development and training, including attending graduations.”

As a result of its focus on customer processes and culture, Boaral panel Board achieved an increase in sales volumes of 52 per cent over three years.

“Revenues increased by 53 per cent and operating profit by 350 per cent,” Rice proudly says.

“There was an enormous improvement in our ability to meet demand as cultural reform took effect.”

“As our track record grew, so did customer expectations which also invigorated our performance.”

According to DHL’s Stuart Whiting, everybody in the organisation should be a leader.

“It doesn’t matter whether you’re a driver, customer service, salesperson, the boss of the organisation; you’ve got to behave like a leader.”

“One of the things I promote heavily is making sure that every employee understands the strategy we are pursuing in the marketplace.”

“This allows them to adopt the mannerisms of leadership and make their own particular contribution.”

“Our team therefore knows what we’ve done as an organisation to align to customers’ buying behaviours, they know all of the attributes that make DHL different to the competition, and as a result the whole organisation is genuinely a lot more customer centric.”

Held at the Sofitel Hotel in Werribee, Victoria, the 2008 Supply Chain Business Forum was hosted jointly by the Institute for Logistics and Supply Chain Management at Victoria University, Melbourne, and Macquarie Graduate School of Management, Sydney.

The next Forum is scheduled for February, 2010 in the Hunter Valley.

SAI Global technology transforming supply agreements

LOGICOM is a complete database of US government and military parts and logistics.

Many US organizations are maximising their negotiating power by viewing the actual price paid for government purchases in previous tenders and locating alternate sources when primary suppliers can’t deliver.

This online annual subscription service provides a comprehensive database of parts and suppliers for US Government procurement and commercial enterprise.

Using the technology, engineers and contractors can track the technical minefield of US Government Federal Logistics Information System (FLIS) data, Naval Allowance Parts List/Approval Equipage List (APL/AEL), and Procurement History.

LOGICOM combines faster, broader, interlinked search technology allowing users to work faster and more efficiently.

Mr Tony Scotton, Chief Executive Officer of SAI Global Ltd, says LOGICOM stands out from competitors applications due to its superior functionality and comprehensive range of searchable data elements.

“LOGIOCM provides a first-class service to industry professionals, offering them a more comprehensive, cost-effective package,” Scotton says.

“Users will see a noticeable increase in speed and will have access to a larger and more up-to-date range of technical information.”

The database, with over 150 million parts, is an easy-to-use, powerful search engine for supply chain management, engineering, and contracting.

For a free trial of the LOGICOM database.

SAI Global is an applied information services company that helps organizations manage risk, achieve compliance and drive business improvement.

New Director of Research and Engineering for Freightscan

FreightScan, LLC, a leader in the development and deployment of innovative technology solutions for the freight and logistics industry, ha announced the appointment of Marek Sekowski to the position of Director of Research and Engineering.

Sekowski will be responsible for mechanical design activities, design and build of segment specific solutions, and the research and development of world class scanning solutions for FreightScan’s suite of cargo scanning and security devices.

Sekowski brings 17 years of extensive experience in the field of technical development to FreightScan, and specializes in developing laser scanners and 3D surface data acquisition hardware for the purpose of quality control and shape documentation.

His work in the fields of laser metrology and 3D metrology, which provide innovative and integrated dimensional measurement, 3D modeling and metrology application development services for industry, are widely recognized.

He most recently served as a mechanical designer and product developer consultant to Basis Software, Inc., where he implemented numerous improvements to its existing scanning product line.

Previously he has worked for Industrial Light & Magic, Frog Design, 3D Systems, Disney Imagineering and Universal Studios Theme Parks, among other companies who specialize in the fields of three dimensional data acquisition.

“Mr. Sekowski brings a tremendous background to our cargo scanning and security applications,” says André Johnson, CEO of FreightScan.

“His experience and leadership will expedite our entry into the next generation of 3D laser and optical scanning and security devices for the cargo and logistics industries we serve.”

FreightScan has already successfully launched its FS100 system, which exceeds all existing standards for static dimming systems in the cargo industry, as well as previewed its FreightScan Automated Security Screening for Transportation (F.A.S.T.) technology for cargo security, which will ultimately provide the most practical solution for cargo screening to all players in the freight logistics supply chain process.

Elders runs Mid-Comp’s Odyssey supply chain software

Agribusiness giant Elders Limited has installed a powerful IBM computer to support its new supply chain management system from Melbourne-based Mid-Comp International Pty Ltd.

The IBM System i 570 has 16 processors, 12 of which are activated, plus 384GB of RAM, more than 30TB of disk storage and support for more than 4,500 users.

Elders CIO Chris Ferguson says Mid-Comp’s Odyssey solution is being rolled out to 430 locations as the backbone of the company’s $1.3 billion Merchandise Division business.

He says the new machine would handle growth for the next five years.

Ferguson also says that Java-rich applications such as Odyssey required a powerful processor to run, but the new System i 570 was well able to handle the workload.

“We needed a decent Java-based supply chain management system to stay competitive, and happily we found a local company in Mid-Comp over the big vendors including SAP and Movex,” Ferguson says

“The new IBM server replaced an existing 750 model with five partitions to give Elders high availability and room for growth.”

As well as Odyssey, all other business applications for financial services, banking, HR, livestock, wool, and grain management systems will be transferred onto the new box.

About Elders Limited

Elders Limited is a progressive agribusiness with a focus on client and customer service, delivered by 430 Australian branches and agencies, as well as overseas offices.

The successful and profitable Elders Rural Bank, plus local and international investments in the wool and red meat production lines, and commitment to building farm merchandise, insurance and real estate businesses, are all examples of how Elders meets the service challenge.

About Mid-Comp International

Founded in 1995, Mid-Comp International Pty Ltd is a Melbourne-based developer and supplier of business solutions software that takes advantage of both current and emerging technologies.

Business solutions encompassing Intelligent Supply Chain, Managed Availability and IBM systems management are the key focus.

Mid-Comp enjoys a strategic relationship with IBM, and supplies products and services to a client list that includes the dominant Australian commercial enterprises.

The company also supplies product to users in 26 countries, including many Fortune 500 companies.

Mid-Comp’s current emphasis is on architectures and mechanisms that facilitate Internet-based business transactions, with a focus on those that can demonstrate a genuine application in the wider business community.

Carbon to be the biggest global commodity market by 2012

The market for carbon is predicted to hit US$100 billion by 2010, making it the world’s largest commodity, says Carbon Planet.

That’s big news for any business that will pay for offsets or sell them – and that’s just about all of us!

One of the first companies certified as Greenhouse Friendly by the Department of Climate Change says adapting to the emerging carbon constrained economy will become vital to business success in the face of increasing regulation and pressure from consumers.

Carbon Planet helps businesses and individuals manage their contribution to global warming and was the first carbon management company with certified Greenhouse Friendly products and services.

Company founder and Executive Director Dave Sag says carbon will be the single biggest commodity market in the world by 2012.

“The carbon market is already in excess of US$30 billion annually and is experiencing unprecedented exponential growth, doubling every eight months.”

“The market size by 2010 is expected to be well in excess of US$100 billion and will continue to grow,” he says.

The wholesale movement of carbon is now an accepted part of the corporate balance sheet and the global panic over climate change is seeing new regulations, new brands, products, services and trading systems to meet the demand for low-emission goods and services.

“The carbon constrained economy is upon us and businesses that don’t start adapting now will face increasing pressure on their operations from clients, staff and suppliers, as well as through domestic and international legislation,” says Sag.

“Remaining ignorant of your place in this new economic order is simply not an option.”

It’s not just about keeping up with regulation — consumers are already making purchasing decisions based on climate change initiatives.

And businesses that embrace carbon management now could be the ones that attract and retain the best employees in the future.

Carbon trading is still an emerging concept for most Australian businesses and Carbon Planet is working to demystify the carbon constrained economy.

The company will show visitors to the Australian Carbon Trading Expo how its tools and services can help individuals and businesses reduce or remove their carbon footprint and stay ahead of increasing regulation surrounding climate change.

Carbon Planet’s Carbon Commerce Director, George Krichauff, said the company is excited to be a major sponsor of the exhibition.

“This event will generate much-needed awareness in the new carbon trading economy and highlight the role of market-based emission reduction solutions in resolving the issues surrounding climate change in Australia,” Mr Krichauff says.

Visitors to the inaugural three-day Expo will have the opportunity to find out more about Carbon Planet’s standards-compliant emissions auditing and carbon credit trading services, as well as the creation and commercialisation of carbon credits.

The company’s base-line audits adhere to both the World Council for Sustainable Business Development’s GHG Protocol Corporate Accounting and Reporting Standard and the ISO 14064-1 and Australian Energy Audits Standard AS/NZ 3598:2000.

Carbon Planet is a sponsor of the Australian Carbon Trading Expo, which will run from April 29 to May 1 2008 at the Melbourne Convention & Exhibition Centre concurrently with the Safety In Action trade show.

For more information, phone Australian Exhibitions & Conferences Pty Ltd on 03 9654 7773, email or visit

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