We work in global partnerships with clients and suppliers to build sustainable organisations, and sustainable local communities.
CBAC’s core business is the international distribution ship of the Australian innovator of Claycrete soil stabilisation, we are able to offer products to stabilise clay-bearing soils that can reduce the capital cost of unsealed roads by up to 50%. We work with governments and local contractors to build stronger, better, and more cost-effective roads.
CBAC also provides consulting services focused on organisational sustainability. This includes Sustainability Reporting Services, Project Management and Engineering services. Sustainability reporting is created to inform internal and external stakeholders about the company’s economic, social & environmental performance. It assists the organisation to monitor and continually improve performance metrics across the Triple Bottom Line. We also provide technical assistance and capacity-building in the engineering design and construction of sealed and unsealed roads for improved durability. Our core business is expressed in our vision, mission, and values.
CBAC aspires to uphold a set of values that lie at the core of our internal culture, and the way we provide products and services:
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Chris is an Assistant Professor at UWA’s Business School, where he teaches International Management and Business Ethics. He has taught on UWA’s MBA programs in Perth, Singapore, Jakarta, Shanghai and Manila, and until 2010 was Academic Director of the Singapore and Manila MBA programs. Chris has also taught on the Business in Asia unit at the Asian Intensive School of Advanced Management in Penang, Malaysia. Prior to joining UWA in 2001 he was a sessional lecturer at Curtin University’s Graduate School of Business, where he completed his MBA. Chris also has a Graduate Certificate in Public Sector Management from Griffith University in Queensland, and Master of Management Research and Doctor of Business Administration degrees from UWA. His doctoral thesis examined the transfer of customer orientation training to the workplace.
Chris has more than twenty years’ experience as a manager in the private and public sectors. He has lived and worked in Australia, Papua New Guinea and the United Kingdom, in a range of industries, prior to becoming an academic in 2001. In addition to his extensive experience teaching in Asia and Australia, Chris has also undertaken numerous consulting projects in the public, private and not for profit sectors in Australia (Australian and Western Australian Public Services, RAC WA, Australian Institute of Management, Australian Centre for Natural Gas Management, CBH Group, Braemar Presbyterian Homes), the Asia-Pacific region (Fiji Employers Federation, Singapore Armed Forces, Colorlux Philippines, International Centre for Leadership in Finance Malaysia, Malaysian Ministry for Higher Education) and Central Asia (KIMEP University in Kazakhstan). These consulting projects have mainly involved providing management development workshops and HRM advice, including providing advice on managing cross-cultural workforces. Chris has also addressed professional audiences in Australia, Singapore and the Philippines on a range of current management topics.
Chris is a founding director of Culture Bridge Australia, a consulting firm specialising in cultural awareness training and relationship building with a focus on Asia, and a non-executive director of BioD Inc, a company in the Philippines building small scale biodiesel manufacturing systems.
Chris is the co-author of two edited books on business in Asia. He has also published some 40 refereed journal articles, book chapters and conference papers on a range of current management issues, and has presented papers on his research at conferences in Asia, Europe, North America and Australia. In line with his teaching interests, much of his current research includes a cross-cultural and comparative management dimension.
Chris is a Fellow of the Asian Forum on Business Education, an Associate Fellow of the Australian Institute of Management, and a Member of the Academy of International Business, the Australian and New Zealand International Business Academy, the Australian and New Zealand Academy of Management, and the Australian Institute of Learning Practitioners. His industry qualifications include workplace trainer and workplace assessor accreditation.
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Victor comes from an engineering background, having worked for many years in engineering design, project management, and risk management on large construction projects in the mineral and chemical processing industries (iron ore, gold, nickel, diamonds, alumina, lithium carbonate, carbon black) in Australia, Africa, and Asia.
His doctoral degree involved research into management practices and processes in engineering companies. Following completion of his PhD, he worked at Curtin University, Western Australia, managing international projects, and lecturing in leadership, strategy, and international management in Perth, South-East Asia, and Africa.
While employed at Curtin University, he was appointed Associate Dean (Projects & Strategic Planning) of the Curtin Business School, where he was responsible for strategic planning, and delivery of major Faculty projects, such as an AusAid project in Africa, international accreditation, executive education, and offshore academic programs in South-east Asia.
As part of the role of Associate Dean, Victor was the Project Manager and Academic Coordinator for an Australian government funded project in Ethiopia, Somalia, Rwanda, Tanzania, and Kenya. The project was designed to help build the capacity of African universities to deliver online degree programs within the context of scarce academic resources. The project was extremely challenging in terms of both deliverables, and logistics of delivery. He regularly visited the countries involved, as well as AusAid in South Africa; African Virtual University, United Nations Development Program (UNDP), and the Australian High Commissioner in Nairobi; partner universities in each of the countries; and, the 300+ African students who were enrolled in the program.
In more recent times, he has provided consulting services on operational excellence and sustainability reporting to a large government entity in the Kingdom of Saudi Arabia. He has also continued his engineering work on unsealed road construction projects in Rwanda.
Victor is currently Fellow and Secretary of the Asian Forum on Business education (AFBE) (http://www.afbe.biz), a not-for-profit entity that is focused on the development of higher education in less developed countries in the broader Asia region.
As one of the Co-Founders of CBAC, Samantha brings more than 15 years experience in strategic Business Development and Marketing. She has a strong background in international marketing, customer relationship management (CRM), business development, and consulting in Australia, China, Japan, South Korea, and South-east Asia. She has also worked in a diverse array of industrial sectors, including mining construction, mining services, chemicals, international trading and export, finance and banking, and real estate. Samantha has a Master of Business Administration degree from Edith Cowan University, Western Australia, and offers considerable experience in the development of cross-cultural relationships and strategic marketing plans for multinational corporations.
Samantha has also had extensive management experience with leading teams with more than 20 staff in both Australia and Asia. She has successfully established B2B networks with importers and distributors through existing and new networks for the largest Australian Crayfish Cooperation in China and Hong Kong.
Samantha’s wide network throughout Australasia regions and Marketing expertise forms CBAC’s market research and analysis, building brand awareness internationally, re-positioning the CBAC company brands, as well as effective business relationship management in the Asian continent.
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Mike is a natural networker with very strong connections across Africa, currently managing CBAC relationships across Africa by initiating contacts with potential clients and partners, local businesses and government officials.
As an African-Australian, Mike is a very strong supporter of initiatives that encourages the transfer of technologies and best practices that contribute towards sustainable development of his country of origin (Rwanda), Africa and all developing economies at large.
With the combination of his networking capabilities, cross-cultural communication and negotiation skills coupled with his professional experience in banking and public sector; Mike is well experienced in identifying business development opportunities, initiating and facilitating discussions between stakeholders while building strong business relationships.
Mike have been part of CBAC since 2012 where he has been providing business development consulting services until his appointment by CBAC Board of directors as a Director and Board Member of CBAC in April 2016.
Our Occupational Health & Safety Management System (OHSMS) describes the processes and procedures that are employed by CBAC and its contractors and subcontractors to implement high quality occupation health and safety standards on project work. The document outlines CBAC’s OHS objectives and targets, together with the processes and procedures to assist in their achievement. The structure of the OHSMS is based on the core elements contained in Australian Standard AS4801 Occupational Health and Safety Management Systems.
Downloadable Occupational Health & Safety Management System PDF
A quality management system (QMS) is a collection of business processes focused on consistently meeting customer requirements, and enhancing their satisfaction. We envisage the QMS as convergent with our sustainability vision, and social accountability initiatives. The CBAC QMS has been formulated in accordance with ISO9001 Quality Management Systems.
Downloadable Quality Management System PDF
CBAC is committed to environmental best practice in projects, operations, and administration. Through a process of continual improvement, CBAC will develop and maintain efficient and effective environmental practices, and will comply with relevant national and international environmental legislation. The Environmental Management System (EMS) has been developed in accordance with ISO14001 Environmental Management Systems, and reinforces our commitments to the United Nations Global Compact (UNGC); the 17 United Nations Sustainable Development Goals (SDGs); and the Sustainability Accounting Standards Board (SASB) standard for Engineering & Construction Services, Standard IF0301.
Downloadable Environmental Management System PDF
CBAC is committed to conducting our business in an ethical and professional way. We will fully support all personnel and colleagues, who carry out their tasks and activities in such a manner. The Business Ethics Policy has been formulated to provide guiding principles for CBAC to ethically engage with stakeholders, and avoid damage to our reputation, and/or threaten our commercial success.
Downloadable Business Ethics Policy PDF
CBAC supports and respects the protection of international human rights within the sphere of our influence, and ensures that we are not complicit in human rights abuses. We will conform to the principles of the international standard Social Accountability 8000. In addition, we will comply with our company policies, national and international legal obligations, and we will respect international instruments and their interpretation on social accountability issues. The Social Accountability Policy has been implemented to provide guiding principles for CBAC to engage with social issues that have capacity to negatively impact on our stakeholders.
Downloadable Social Accountability Policy PDF
Claycrete can be implemented almost anywhere in the world where there is access to fresh water, proper equipment and competent operators.
Its many infrastructure applications include all-weather unsealed roads; sub-base and base course treatment for sealed roads; airstrips; and sub-base and base preparation for structures such as buildings, oil rigs, parking lots, rail beds, miscellaneous hard stand areas and wind towers.
Mines have a critical need for low-cost roads in remote areas. Mines are often not located close to a significant infrastructure network, yet they need to move large quantities of material to a port. In addition, the initial investment required when starting a mine is very onerous, especially prior to the start of revenue generation.
Claycrete roads are a cost-effective and timely solution compared with asphalt roads and rail lines; and Claycrete helps mine sites meet their Health, Safety and Environment goals.
Claycrete is a good road building solution, whether it is used to replace unsurfaced roads or improve the base of existing roads. Even in highly-developed countries, there are considerable lane-miles of unsurfaced (gravel) roads. Using Claycrete on these roads will reduce maintenance and provide an improved all-weather surface. Claycrete improves surfaced roads by creating an improved solid base that is impervious to water damage.
Roads in plantations and logging operations often become impassable during rainy periods, making harvesting impossible. Claycrete can turn these roads into permanent all-weather roads that require little maintenance.
Claycrete products have no negative effect on the soil and do not leach into adjacent areas. Roads can easily be removed by simple ripping, and then the area may be replanted.
Claycrete is a good solution for oil and gas field well-pad construction and service roads. Initially it is necessary to bring expensive, heavy drill rigs to the site. Later, during drilling operations, a pad must be available to the support the rig. In addition, access roads must be maintained to allow 24/7 service in case of failures or injuries. Currently, roads in this industry are expensive due to required barring capacities, the need for extensive maintenance, and their quick deterioration.
Many types of soils available throughout the world are high in clay content and typically not considered suitable for road construction. Clay is prone to swell and shrink based on the presence or absence of water.
Claycrete resolves these problems by altering the clay particles on a molecular level, permanently changing the clay into an environmentally friendly binder of soil materials and it no longer attracts water.
Claycrete allows the clay particles to permanently break their bond with water. Once this happens, the clay particles can be compacted very tightly, binding all other soil materials.
The Claycrete process follows the following steps:
Experts complete a survey to assess on-site materials, understand conditions and determine issues and infrastructure requirements. This process evaluates a site to determine how Claycrete can successfully be used to improve roads and airstrips. When it is determined how Claycrete can be used with the local soils, the customer receives a proposal that presents a tailored Claycrete solution.
Resources are mobilized for implementation. The site has several options for completion of the work, including using its own personnel and equipment, hiring a local contractor to complete the project, or partnering with Claycrete for personnel and equipment.
Claycrete project managers provide on-site implementation and training.
Claycrete experts are hands-on every time Claycrete Stabilier is implemented to ensure that the soil methodology and implementation process is followed and adjusted for local weather conditions so that the benefits are delivered.
Claycrete project managers offer auditing services 3 to 6 months after the construction of the road to ascertain the effectiveness of the treatment and to identify areas of improvement.
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CBAC provides consulting services focused on organisational sustainability, from Engineering services and comprehensive Project Management for soil stabilisation and chip seal road construction, to Sustainability reporting to achieve Operational Excellence for large corporation.
CBAC provides engineering services in the design and construction of unsealed roads. Our services focus on:
We design roads at minimum capital cost, and that will perform the following functions with an acceptable level of maintenance:
We achieve the above criteria in our design with proper road profiling to facilitate drainage, and with the use of Claycrete ionic soil stabiliser. It is essential to recognise that soil stabilisation does not override the necessity for well-designed roads with proper drainage. Such road profiling typically takes the form of that shown below:
Our design and construction process takes account of subgrade properties, soil compaction requirements, and optimum moisture content (OMC) of the subgrade to be stabilised (usually 15-20% for maximum dry density). We conduct California Bearing Ratio (CBR) tests before and after the application of Claycrete, with the following results expected:
In line with our philosophy and principle of ‘operational excellence’, we provide project management services for road construction. We apply our knowledge, skills, and techniques to project activities to meet the project performance objectives focused on quality, schedule, and budget. We will work with contractors to design a project schedule, and then apply our Quality Management System, Environmental Management System, and Occupational Health & Safety Management System to achieve optimum project outcomes.
We have engineers and project managers experienced in the use of design reviews and project risk identification techniques. Each risk identified is scored on a set of impact/consequence conditions, and probability conditions with the overall risk found using a typical risk matrix. Each project risk above a threshold is then mitigated and re-assessed to determine the success of the particular mitigation strategy.
At all times, we seek to achieve project outcomes by working in cooperative partnerships with clients and contractors.
The term ‘sustainability’ is simply defined as the capacity of systems and processes to endure over time. Stakeholders now demand that organisational sustainability be built on a Triple Bottom-Line, each of which must be in harmony for organisational systems to prosper into the future:
In dealing with sustainability in the 21st century, and a context characterised as complex, dynamic, and hyper-competitive, just having a strategy or business plan is not enough – ‘operational excellence’ is the critical component, which should link to, and emerge from, the strategic intent of the organisation.
While the definition may appear simple, contextualisation and implementation is complex, and dependent on a number of basic criteria:
Operational excellence, as measured by Triple Bottom-Line performance metrics, leads to efficiency and effectiveness, and fosters sustainability into the future. But how does an organisation monitor and report to stakeholders on such positive outcomes?
The answer is by way of a Sustainability Report, created to inform internal and external stakeholders about the company’s economic, social & environmental performance. It assists the organisation to monitor and continually improve performance metrics across the Triple Bottom Line.
Indeed, sustainability reporting is valuable to an organisation for a number of reasons:
The most common framework for sustainability reporting is the Global Reporting Initiative (GRI). GRI is a non-profit organisation founded in 1997. It assures sustainability reporting standards, and contributes to building a sustainable world. GRI improves those guidelines every few year with revised standards. In May 2013, the GRI published its G4 guidelines.
CBAC operates its projects and consulting services in accordance with the principles of operational excellence, sustainability, and GRI reporting. We can provide consulting services to help your organisation, whether private sector, non-government, or government entity, to also achieve such aspirations.
In addition, for organisations wishing to expand globally, we help build and maintain effective cross-cultural business relationships, which are critical to the achievement of strategic objectives. We are specialists in the fields of international business facilitation and cross-cultural coaching across a broad range of industrial sectors.
Our people have substantial international experience and qualifications in related fields with a focus on developed and emerging markets in Asia and Africa. We partner with our clients to bridge cultural and business contexts by providing bespoke services that enable: