Annual Report 2013 - Mainfreight

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Our people We have no widgets or gadgets to sell. It is our people’s passion, energy, and belief in the Mainfreight culture and our global aspirations, that power this company. Once again, we have proudly recorded within the pages of this document the name of each current team member in our Mainfreight family around the world. Why? Because they are who we are; without each and every single team member we could not provide the level of service that we do for our customers. It is their passion, energy and belief in our Mainfreight culture and our global aspirations that power this Company. There are no widgets or gadgets to sell. What we have to offer our customers is the superior performance of our people to deliver on their expectations for their supply chain requirements. The culture embedded within Mainfreight makes us unique. Why do people choose to work at Mainfreight? They choose Mainfreight because we consistently invest in the development of our people, as evidenced by our dedicated training centres in New Zealand, Australia, the United States, Europe and our training projects in China. This investment starts on the first day on the operational floor in a pair of steel caps and their uniform, or “Blues”. It is here our team learns about who we are, what we do, and most importantly ‘why’ we do things. It is here our team is given the opportunity to shape our systems, to challenge our current way of doing things and to create a better way for the future. It is here where Mainfreight evolves and improves into a better, and smarter, business. Why do we choose them? We choose people in whom we see the potential to become Branch Managers and leaders within our business. By asking ourselves this basic question it forces us to look beyond the person we see today and towards the person they may become. It forces us to strive for a higher standard of person and a higher standard of quality in who we are and in what we do. The growth of Mainfreight continues at an unrelenting pace. The challenge before our teams is to look beyond our current backyards and into new frontiers. These frontiers will require a global approach to identifying and securing new business and a global approach to developing our team and leadership capabilities. Most importantly these frontiers will only be realised by forcing ourselves to look beyond our current achievements and towards those yet to be attained. 26 Mainfreight | Annual Report 2013
on any given day We’re investing in and nurturing the next generation of our global family. Watch Australian graduate, Martin Wierzbicki’s story here Our People 27
Page 1 and 2: Mainfreight Annual Report 2013 Recr
Page 3 and 4: The Mainfreight business has become
Page 5 and 6: Facts & Figures Our operations are
Page 7 and 8: Wherever we are in the world, all o
Page 9: on any given day We're tackling our
Page 12 and 13: Group Managing Director's report As
Page 14 and 15: Continued investment in facilities
Page 16 and 17: once again working to provide Austr
Page 18 and 19: We continue to work hard to further
Page 20 and 21: We have increased our trans-border
Page 22 and 23: Margin levels have been impacted as
Page 24 and 25: Laurie McMahon, Mainfreight Christc
Page 26 and 27: Environment Mainfreight has always
Page 30 and 31: 28 Mainfreight | Annual Report 2013
Page 32 and 33: Kelvin Teasdale, Lee Tuhura, Chris
Page 34 and 35: Wim Bosman Genk Steven Bleys, Rosol
Page 36 and 37: on any given day Behind the scenes
Page 38 and 39: Marcel ter Heerdt, Driver in Domest
Page 40 and 41: on any given day Mainfreight has he
Page 42 and 43: Executive Team Carl George National
Page 44 and 45: Executive Team continued Carl Howar
Page 46 and 47: Targets & Achievements Recent Curre
Page 48 and 49: Capital Expenditure This year’s f
Page 50 and 51: Corporate Governance THE ROLE OF TH
Page 52 and 53: on any given day Wherever we are in
Page 54 and 55: on any given day Whatever we do, wh
Page 56 and 57: Board of directors Emmet Hobbs Inde
Page 58 and 59: 60 As we drive ourselves hard in th
Page 60 and 61: Operating Statistics How we measure
Page 62 and 63: Financial Contents 65 Income Statem
Page 64 and 65: Balance Sheet as at 31 March 2013 N
Page 66 and 67: Statement of Changes in Equity for
Page 68 and 69: Cash Flow Statement for the Year En
Page 70 and 71: 2 Summary of Significant Accounting
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2 Summary of Significant Accounting
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2 Summary of Significant Accounting
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3 Financial Risk Management Objecti
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3 Financial Risk Management Objecti
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5 Segmental Reporting The Group ope
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6 Expenses and Other Income The Pro
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7 Income Tax (continued) Recognised
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9 Earnings Per Share The following
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13 Investment in Subsidiary Compani
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14 Non-current Assets - Property, P
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15 Non-current Assets - Intangible
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15 Non-current Assets - Intangible
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20 Leases At balance date the Group
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21 Contributed Equity (continued) C
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23 Related Parties (continued) Tran
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25 Share-based Payment Plans (conti
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30 Abnormal Items During the year t
Page 112 and 113:
of Directors’ financial Responsib
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Donations and Auditors’ Fees Dona
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Interests Register The following en
Page 118:
Glossary Air & Ocean C&F EBIT EBITA
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