SA Businesses that are ready to take on the future

South Australian companies are doing it tough in the wake of COVID-19 – but, with restrictions lifting, their focus is now firmly focused on getting back to business

South Australian companies are doing it tough in the wake of COVID-19 – but, with restrictions lifting, their focus is now firmly focused on getting back to business

In any business, large or small, the people behind the scenes or on the front line determine the overall customer experience. They become the custodians of the brand for which they work. That is why many businesses understand the value of quality employees and work hard to support them – because through respect comes positive growth, not just for individuals but for the organisations they represent.

Today, we take a look at South Australian companies that share this philosophy, leading to financial growth and respect on a local, national and global level.

REDARC ELECTRONICS

REDARC may have seen a demand for business drop by 30 per cent since the coronavirus hit but, rather than sitting back and waiting for things to improve, the company has been using the time to plan for the future.

The Lonsdale-based business specialises in the research, design, development and manufacture of advanced electronic solutions for vehicles, servicing both domestic and international markets. With much of its trade coming from the travel and new car industries, it has been a challenging time.

“The lockdown of the borders, which prevented people from going caravanning and camping, has certainly created a decrease in demand,” REDARC CEO Anthony Kittel says. “The other significant factor is April’s new car sales were down 50 per cent year-on- year and, because our products accessorise new vehicles, that’s had an impact as well.”

As a family owned business, Kittel’s priority has been to protect his more than 200 staff during these trying times. “We haven’t stood down any of our workforce,” he says

Holding that workforce together has helped REDARC to focus on strategies for growth. “We have some new products we will be launching in the next couple of months,” Kittel says. “That hopefully will give us a real edge in the market.”

REDARC is also investing in new employees to help develop its presence in the global market. “Prior to COVID-19, we were gaining really good momentum in our export markets,” Kittel says. “We were in the middle of hiring sales people in the US and we had to put that on hold, but we’ve decided to push on and hire those people so we can continue to drive demand there.”

AHRENS MANAGING DIRECTOR, STEFAN AHRENS

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AHRENS

Laying foundations in business and the community has been at the heart of Ahrens’ success for four generations – and the reason the company has continued to endure during these toughest of times.

What began as a local blacksmiths in 1906 is today one of South Australia’s most successful family owned businesses, operating across four main divisions: industrial, commercial and mining infrastructure, utilities infrastructure, rural infrastructure, and property and investment.

In Australia, Ahrens has been behind projects at the Queen Elizabeth Hospital and the Olympic Dam and Pilbarra mines. Globally, the company is making its international mark with infrastructure contracts in the Middle East, Ethiopia and the US.

Those rural and mining-based divisions mean Ahrens is well-placed to deal with the economic fallout from the coronavirus pandemic. “We’re used to droughts and mining downturns so, for us, coronavirus is just another cycle,” managing director Stefan Ahrens says. “It’s a matter of weathering out the storm; then things will get back to normal and the longer-term plan should be all right.

“We see the agricultural market being strong for the next few years, and we’re seeing positive signs in the mining industry as well. We’re going to try to target markets that aren’t going to be as affected by the coronavirus. Our aim is to make every opportunity a winner.”

Key to that success is the company’s investment in its workforce. “We have a fantastic team and everyone is putting their shoulder to the wheel. Our key focus for the next two years is about maintaining our good team and keeping them together for the future,” Ahrens says.

ALMONDCO EMPLOYEES FEEL THE SUPPORT

ALMONDCO

For more than seven decades, Almondco has been looking after the land, the local community – and each other. The co-operative was established in 1944 by a small group of growers in the Adelaide Southern Vales who, recognising the value of strength in numbers, banded together to compete in the premium almond market. Today, that partnership incorporates 140 growers across four districts, employing about 170 people across three sites in NSW and South Australia.

This unique partnership has helped Almondco cope with the challenges of surviving as a domestic and international supplier during COVID-19 lockdowns.

“The domestic market was very strong from demand coming from the supermarket sector but it started to taper off at the end of April,” says Brenton Woolston, AlmondCo managing director. “The wholesale sector has stayed pretty strong, but food service and hospitality have been severely impacted.

“Internationally, we’ve still been able to maintain reasonable exports but a lot more energy goes into getting that supply chain to work efficiently.”

Looking after the health and safety of its workforce has also been high on Almondco’s agenda. “In early March we formed a situations and response team,” Woolston says. “One of the most rewarding things was the introduction of paid pandemic leave entitlement, giving permanent staff members 10 days’ paid if they need to stay home for a period of time through the pandemic.”

Product demand may have dropped but Woolston has every faith in the future. “We have invested quite heavily for 2020, including a $27 million expansion at our Renmark site, so I feel our business is in a pretty good position,” he says.

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POST-PANDEMIC OPPORTUNITY TO SUPPORT EMPLOYEES

Nick Reade Chief Executive BankSA

The historic measures provided by financial institutions and the federal and state governments are aimed at supporting businesses to weather the economic impact of COVID-19 and help to keep employees in jobs.

As we emerge from restrictions, it will be more important than ever for businesses to retain their best people to navigate through the economic rebuilding phase.

However, the challenge for many will be how to keep employees engaged and be more open to the various new ways of working that people have benefited from during restrictions, such as greater work-life balance and more flexible working.

Not surprisingly, data suggests that the most sought-after benefits employees seek are nearly always focused around upskilling and development, the ability to work flexibly, better work-life balance and having meaningful work.

In a study by SEEK of more than 4800 Australian workers, 33 per cent cited work-life balance as the most important factor when choosing a company to work for, with only 2 per cent attracted by more material “perks”.

It’s clear that care for employees and feeling supported as part of a work family is important in attracting and keeping great people. We can see that through the success stories of South Australian companies, such as REDARC Electronics, Ahrens and Almondco.

At BankSA, and the broader Westpac Group, we have been managing significantly increased demand for support for impacted customers during COVID-19, while also balancing the need to look after our employees and their families.

When we needed extra help during this time of increased demand, and learning that many of our employees had family and friends who were no longer in work as a result of the COVID-19 restrictions, we asked them to contact us. This has seen us employ 249 of our employees’ family and friends and welcome them as part of our extended work family during this time.

We’ve also extended our annual flu vaccination program to include our employees’ immediate families this winter.

During challenging times like these, it’s more important than ever that we show genuine care for our people and their families. It will pay dividends for businesses as we get back on our feet.