ON TRACKJuly 2011

Inside:• Pray for Japan Day SA• Komatsu strengthens relationship with Kumba• Xtrata’s Rhovan Mine expands its existing Komatsu fleet I N D E X

Message from Komatsu Southern Africa’s Managing Director 1

New position for John Calnan 2

Komatsu strengthens relationship with Kumba’s Thabazimbi Mine 3

Pray for Japan Day 4

Komatsu’s remote fleet monitoring system 6

On Track talks to the KSAP team 8

Komatsu’s apprenticeship programme 10

Xtrata’s Rhovan Mine expands its existing Komatsu fleet 12

Komatsu enters the forestry market 13

Inside

The Komatsu PC5500 Super Shovel, with a 25m3 bucket, has been certified against the international benchmark standards ISO 9001 (quality management) and ISO 14001 (environmental management). Powerful digging forces and a robust structural design, developed from field experience and finite element analysis, make this machine ideally suited to Namibian hard rock mining conditions.

It has been some time since we last published an edition of Komatsu Southern Africa’s On Track magazine. I am extremely pleased that we have now re-launched the publication, with a new look and improved content. The magazine is intended to keep our stakeholders informed of exciting developments in the company and to share stories with our customers about our products and services.

With this being the first edition of our new magazine I would like to reflect on some of the events of the past year and to outline Komatsu Southern Africa’s strategy for the year ahead, including an update on some of our key projects and programmes.

Japanese disasterOn 11 March 2011, Japan suffered a catastrophic earthquake, followed by a devastating tsunami, which resulted in massive loss of life and caused enormous damage to national infrastructure, many homes and a large number of businesses. Miraculously, Komatsu Limited suffered no loss of life or serious injury but several Komatsu factories were damaged as a result of this natural disaster. However, with the full support of Komatsu management, these factories were back in production after only a short period of time and I am pleased to report that there was limited impact on our business in Southern Africa, with only a small increase in the lead time on certain models of equipment from our factories. I would like to thank all our employees and customers who made generous donations to the relief fund in support of the victims of this terrible disaster.

Recovering from a global recessionThe business environment experienced by Komatsu SA over the last two years was probably the most challenging in recent history. As with many other industries, the economic recession of 2009 and 2010 had a significant impact on our business. We saw a notable reduction in demand for equipment, particularly in the construction sector, whilst the mining industry experienced lower activity in certain commodity sectors. We were able to maintain a steady ship through these turbulent times and we are pleased to see that we are now returning to some normality. We were committed to not reducing any of our headcount through retrenchment and we were successful in achieving this objective.

We are starting to see small signs of recovery in the construction sector but these are by no means noteworthy in comparison to the significant downturn of 2010. The mining industry, on the other hand, continues to grow and the increase in the number of mining projects over the last year has had a positive impact on our overall business. As growth in this sector is expected

to continue, we have refocused our business model for this year to ensure that we can meet equipment demands and offer the highest levels of product support to our new and existing customers.

Business improvement projectAs you are well aware, the company decided to implement a new ERP (enterprise resource planning) system. The project, of which SAP implementation was one part, is intended to transform and align all business processes to achieve significantly higher efficiencies. This was definitely the single biggest project undertaken by Komatsu Southern Africa and was not without its challenges.

Our people had to learn a new way of doing business on a complex system and this placed significant pressure on operations during the implementation phase. After 18 months we believe we are through the worst of it and now look forward to reaping the real benefits of improved performance, effective reporting and the ability to manage business processes focused on enhanced customer service. Joe Ferreira and his team share some of this experience with you in the magazine.

Improving customer serviceThe challenges of the last two years have brought about a number of necessary changes in the company, not least of which was the new ERP system. Unfortunately, these have to some extent impacted on our ability to maintain the high level of support which our customers expect.

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Message from Komatsu Southern Africa’s Managing Director

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Mike Blom

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The cornerstone of Komatsu’s management lies in its absolute commitment to quality and reliability. This is defined in the principles of The KOMATSU Way, a group-wide philosophy which defines the way we do business. This commitment is not only to the quality and reliability of our product but extends to the service we provide to our customers.

Our efforts in 2011 are therefore unquestionably focused on regaining our position as a quality and reliable product support company. According to The KOMATSU Way, we are looking at how we can provide support as close to the ‘genba’ (place of work) as possible and we have already started reinforcing product support in some of the key mining areas to meet customer expectations.

Human resourcesIt is just as important, though, to ensure that our human resources are equipped to achieve the business objectives. To this end we are expanding the training and development of employees, particularly in the technical areas.

A number of our employees, from mechanics to branch managers, are being sent on experiential technical training to the Komatsu factories in Japan. This offers a unique opportunity to learn first hand about the various products and to experience The KOMATSU Way where it originated.

Also, we have increased our intake of apprentices to achieve an improved artisan to apprentice ratio. Read more in the pages that follow about Lucky Mokoena, who is an apprentice auto electrician, and Emmy Mfisa who is the first female apprentice to qualify at Komatsu Southern Africa.

Komatsu Japan have also kindly provided additional support in the form of highly skilled management who will spend an extended time period in South Africa to effect improvements in the Reman Centre and the Parts Operation and I want to warmly welcome Hiro Higashide and Shinsaku Fujita to our company.

As part of our restructuring and in an effort to consolidate all operations under one divisional manager, we have appointed John Calnan as General Manager Operations responsible for all operations within South Africa and Namibia. I am totally confident that John will make a significant impact on our operations in his new position and look forward to improved efficiencies brought about through this consolidation.

In closing, let me reaffirm my commitment – and that of my management team and all Komatsu Southern Africa employees – to an unwavering focus in 2011 on continuous business improvement and enhanced communication with all our stakeholders.

Mike Blom

New position for John CalnanHe does not have a new designation but John Calnan has taken on added responsibility as part of the reorganisation of Komatsu Southern Africa aimed at making the company more efficient and customer focused.

As General Manager Operations, John’s portfolio now extends beyond the management of the various branches to include the company’s mining business in South Africa and Namibia.

“The benefits of consolidating the operations under one leadership will be many,” says John, “but mostly the efficiencies will come from standardisation of processes, optimising synergies that exist between different parts of the business and continuity in our management approach.”

Previously, branches that were mainly focused on the mining industry had two reporting lines which created confusion. Now, all operations – whether working in the construction sector or the mining industry – report into one

centralised area making it easier to build a strong team sharply focused on high quality and reliable customer support.

“With the implementation of SAP, aligning business processes across the organisation has become easier, while The KOMATSU Way defines how we do business,” adds John.

John says the main focus for his team this year is ensuring greater customer satisfaction, based on building sustainable relationships rather than relying on the strength of Komatsu’s products only. “I am working towards making Komatsu the best after-market service provider in Southern Africa. When we achieve that we will be everybody’s first choice.”

John, who started with Komatsu as the branch manager in Witbank over 20 years ago, has a passion for classic cars. He re-built his own car – a Triumph TR6 1971 model – four years ago and spends some of his free time working on the upkeep of the car.

John Calnan

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Komatsu strengthens relationship with Kumba’s Thabazimbi Mine

Komatsu has recently delivered three 730E electric drive haul trucks and two HD785-7 mechanical haul trucks to Thabazimbi Mine, a Kumba Iron Ore operation in the Limpopo province of South Africa.

The machines, which are part of a larger order, were handed over by Komatsu SA Managing Director, Mike Blom, and director, Koji Horie, on 12 April 2011. The balance of the vehicles – a further six 730Es and another three HD785-7s - will be delivered to the mine during the course of the year.

“This is the first new fleet of trucks for Thabazimbi Mine in more than a decade, and we are proud that they have chosen Komatsu as their earthmoving equipment partner,” said Frikkie Booyens, Manager Mining Business Division at Komatsu Southern Africa.

Kumba invited tenders for the supply of the equipment according to the company’s rigorous supply chain process. Proposals are evaluated against a set of stringent criteria, including legal requirements, safety and environmental standards, BEE compliance, life cycle cost of the equipment, backup service

provided by the supplier and level of innovation and growth within the particular supplier’s product range.

Thabazimbi Mine is an open-pit operation using trucks and shovels. The 730Es will replace a fleet of Wabco 170Ds, some of which are over 30 years old and which have an average of 180 000 hours on the clock.

“The decision to replace the fleet was in line with Anglo American’s global fleet strategy,” says Gerhard Theron, Manager Engineering at Thabazimbi Mine. “Our mine has operated Komatsu equipment since 1956 when it was still sold under the Dresser name and we have a healthy relationship with Komatsu based on supplier and product performance.”

The new 730Es have a big foot conversion which means that the haul capacity has been extended to 192 metric tonnes as opposed to the standard 181 tonnes. On mine, the larger capacity 730Es will be deployed to haul overburden from the pit to the dumps while the fleet of 785s will transport the extracted ore from the pit to the crusher. One of the HD-785 trucks is to be used as a water tanker.

Mike Blom hands the new Komatsu equipment to Cornelia Holtzhausen, General Manager, Thabazimbi Mine

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Pray for Japan Day

The 2011 Tōhoku earthquake, as it is known, occurred off the East coast of Japan on Friday, 11 March 2011. With a magnitude of almost 9, it was the most powerful recorded earthquake ever to hit Japan, and one of the five most powerful earthquakes in the world overall. The earthquake triggered extremely destructive tsunami waves of close to 40m high that struck the coast of Japan and, in some cases, traveled up to 10km inland.

Over 20 000 people lost their lives and 125 000 buildings were damaged or destroyed. The earthquake and tsunami caused extensive structural damage in Japan, including heavy damage to roads and railways and a dam collapse, as well as causing fires in many areas. Around 4.4 million households in north-eastern Japan were left without electricity and 1.5 million without water.

In addition to massive loss of life and destruction of infrastructure, the earthquake and tsunami caused a number of nuclear accidents. The overall cost could exceed US$300 billion, making it the most expensive natural disaster on record.

Fortunately, our parent company Komatsu Limited, with its roots in Japan, suffered no loss of life or serious injury, however, a number of the Komatsu factories in Japan were damaged by the earthquake and tsunami.

It was only natural that employees in the Southern African region wanted to show empathy and support for colleagues in Japan and others still reeling in the aftermath of devastation caused by the natural disaster.

Komatsu Southern Africa chose to support a campaign called Pray for Japan from South Africa (PJSA), the proceeds of which have gone to a relief fund in the country. Junko Mabuchi is a Japanese citizen who has been living in South Africa for the past two years and works for the Chamber of Commerce of Industries of Japan (CCIJ). She came up with the idea to design and produce a T-shirt which would not only raise money from sales but would also be a visible sign of support for those suffering in her home country.

Komatsu Southern Africa purchased over R150 000 worth of T-shirts for its employees and, on 15 April 2011, the company encouraged all staff to don their shirts and observe a moment’s silence for the victims of the disaster. Employees and customers were also given the opportunity to make additional donations to the fund-raising effort. Komatsu Southern Africa contributed a total of R209 647 to the PJSA initiative. Of this, a staggering R53 647 was pledges made by employees and customers.

The classical African concept of Ubuntu speaks of humans being connected and not being able to exist in isolation. When you have this quality you are known for your generosity. Komatsu Southern Africa has clearly demonstrated the Ubuntu spirit!

Bellville

Bloemfontein

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East London

Port Elizabeth

Isando Field Service/Workshop/Costing

Kimberley

Witbank

Isando Head Office and Branch

White River

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On Track talks to the KSAP teamThe Komatsu Southern Africa Strategy and Process workstream (K-SAP) was launched in September 2008 to facilitate the implementation of SAP across the southern African business units. After SAP go-live in June 2009, the project resources have been redirected to ensure adequate support and stabilisation of the system.

The KSAP team is now ready to embark on the next part of its journey. Re-branded to reflect its evolving role, KSAP (now the acronym for Komatsu Strategy Action Performance) brings together people, processes and technology through the effective and strategic management of business processes, using best business practices and based on continuous improvement principles of the KOMATSU Way.

On Track magazine spoke to Joe Ferreira, Head of KSAP; Peter Malherbe, ICT Manager; and Arthur Penberthy, Programme Manager.

For the laymen amongst us, please explain what SAP is and why Komatsu chose to implement it?

SAP is a German software company whose products allow businesses to track and manage internal and external business interactions. SAP is especially well known for its enterprise resource planning (ERP) and data management programmes.

The SAP system was one of two short-listed options considered by the company to manage all business activities centrally. The decision to go with SAP was based largely on the fact that our parent company in Japan uses the system, as do many of our major clients.

What did implementing SAP involve?

It was important firstly to ensure that the solution we selected meets the business requirements. SAP has over 65 000 potential transactions, many of which have been included in preconfigured systems, or suites, designed according to the needs of specific industries. The business requirements of Komatsu Southern Africa were more than 95% covered by the suite designed for the automotive industry. The internal subject matter experts (SMEs) – of which there are eight in the company – were then each paired with a consultant from SAP to develop a blueprint system which would adequately address the needs of their specific business units. The KSAP team tried to minimise the number of changes made to the basic suite while still ensuring optimal performance and, out of this process, only 133 customised solutions were developed.

A big part of the SAP implementation was the change management process. The infrastructure was put in place, including change agents at the highest level in the organisation and the SAP experts (SMEs) from every sector of the business to ensure absolute support and total coverage.

People in the business needed to understand the reasons for the shift and, very importantly, had to be trained on the system, including those who may not previously even have had access to computers.

The project team was also required to take on additional work which was outside of the original scope and to assist with enhancements to the functionality along the way.

Our Managing Director, Mike Blom, described the implementation of SAP as “doing open heart surgery while the person is still awake” because we had to operate and keep the business alive at the same time. It is a delicate process which impacts on all stakeholders.

Share some of the highlights or achievements to date

A big plus for the KSAP team was that the project was completed on time and within budget, with all the major milestones on the implementation schedule achieved.

Two significant parts of the implementation process are ensuring that the existing computer hardware is adequate or is appropriately upgraded to accommodate the new application, and effective data migration.

The whole wide area network (WAN) had to be redesigned, including the server, and computers had to be installed where there had not been any before.

From a business perspective, ensuring that information is not lost in the shift from one system to the next is critical and is often an area where companies encounter the most problems. We are proud to say that we achieved data transfer with no considerable losses or impacts on access.

The Human Capital Management and payroll systems went live three months before the actual SAP system to align with the tax year. Under the leadership of Rajen Govender, the HR team was committed to a successful implementation and, because it is a centralised function, it was easy to train members of the team.

Similarly, we were able to quickly implement a vehicle management system which replaced the manual process used in the past.

A project of this size is bound to encounter a few challenges. Can you tell us what some of these have been?

The availability of parts for customers and financial reporting were two of the biggest issues.

We under-estimated the complexity of the system. Data migration from the various legacy systems was challenging, as was training. It was a steep learning curve for those who would use SAP, especially people who were moving from legacy systems to the new technology. Our approach to change management had been to inform people first and then train but, in

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hindsight, we should have started the training right at the outset to create a better understanding of the system and what was involved.

Unfortunately, this did impact on our customer service, mostly in ordering stock and getting parts to our clients quickly.

The reporting function on the SAP system created a challenge because, for the first time, there were two different sets of reports. Understanding the mapping of certain modules into the system created delayed financial reporting to our parent company. Unfortunately, we did not have a senior person from the Finance department on the project team from the beginning which was an oversight.

What did you do to fix these problems?

On customer service we implemented a “sprint phase” which was a three-month period of intensive support focused on assisting the branches to meet clients’ requirements. A project team from consultant, Deloittes was brought in specifically to address the issue of parts being ordered from a central warehouse and handling processes were redesigned to ensure that dispatching to the branches was much more efficient. Our implementation partner and SAP host, T-Systems, sent experts from Germany to assist with the difficulties experienced on the financial reporting. eKomatsu, a division of Komatsu Limited in Japan, also offered support in the form of senior managers who are experienced in SAP to direct the Finance team.

In line with the principle of continuous business improvement, KSAP has established a helpdesk manned by consultants and in-house personnel to respond swiftly to user queries.

We have also created mini-teams to assist with the roll-out of the training because the system we initially had in place – developing “super users” to implement training in their own work areas – was not effective and we needed to accelerate the training.

So where to from here for the SAP team?

SAP is a programme that evolves with the needs of the business. It is never “over”; SAP implementation was merely the foundation and that is why the KSAP division was created. There will always be a need for enhancements to the system in an effort to continuously improve our business processes. Very often, with those enhancements there will be a need for further training and development and ongoing support.

The effective use of SAP in the company can definitely give us a competitive edge because we will be better placed to respond to the needs of our customers and shifting trends in the marketplace. Not only will management decisions be properly informed by real-time company and market data but cross-functional processes will eliminate silos in the organisation and allow for improved productivity and better customer service. We have established a KSAP Centre of Excellence (COE) which provides business and application expertise to the organisation. This will involve designing new processes, optimising current ones, managing complex implementation projects, providing user support and training and keeping the complex SAP system landscape up and running.

Our motto is “delivery is reality” and we are committed to ensuring that KSAP is an integral part of Komatsu Southern Africa’s success in the future.

The KSAP team, from left to right, Antoinette Ferreira, Arthur Penberthy, Corlia Hoogendoorn, Joe Ferreira and Peter Malherbe

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There are three people that have been instrumental in Lucky’s career progression and personal development at Komatsu and he wants all of them to get a special mention. Jeffrey Dulaza, the Chairman of the Shop Steward Committee for NUMSA at Komatsu SA, supported Lucky’s application to become an apprentice. Coen Myburgh, an Apprentice Training Officer at Komatsu, has mentored Lucky through the decisions he has had to make over the years. “I have learnt a lot from him,” says Lucky. Thirdly, Lucky says that General Manager: HR, Rajen Govender, has brought about a change in Komatsu with regard to the training and development of employees. “The doors are open for us in Komatsu since Rajen is here,” he explains.

Lucky hopes that he can set an example for his colleagues in the workshops. “If they see that I have qualified and am doing better in the company they will be encouraged to approach HR for assistance with skills development,” he says.

Not content with just one qualification, Lucky already has his sights set on doing a management course through UNISA next year to further broaden his horizons.

Focused on the future in memory of the pastLucky Mokoena is a man with a vision. The aspirant apprentice auto electrician who practices his trade in the Komatsu workshops in Isando wrote his trade test in June to complete his three year apprenticeship. But he is already thinking about the next course that he can do.

Born and schooled in Daveyton in Gauteng, Lucky started with the company in 1991 as a casual, working in the equipment washbay. In 1994 he got a permanent position with Komatsu as an assistant mechanic and then went on to become a tool storeman. It was his father’s dream, and Lucky’s ambition, to qualify in a trade.

Unfortunately, Lucky’s father, Daniel Mokoena, who worked in the finance department at Komatsu for 29 years, passed away before Lucky made that dream a reality. “I am very sad that he is not here to see me qualify,” says Lucky. “He would have been very proud.”

Lucky says Komatsu was very good to the family when his father was ill and took a personal interest in his health. The company arranged grief counselling for him when his father died, and when his wife tragically passed away last year, leaving him to support two school-going sons.

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First female apprentice does Komatsu Southern Africa proud

Petite and pretty, Emmie Mfisa does not look like your average earthmoving equipment mechanic. But since May 2011 that’s exactly what Komatsu Southern Africa’s first female apprentice is qualified to do.

It seems this is a field that has always interested 29-year-old Emmie. She studied diesel mechanics in college and when she was completing her N5 she started applying at various companies for an apprenticeship.

Emmie says she really wasn’t sure what to expect when she joined Komatsu in 2008. When she discovered that she would be learning her trade in the workshop she decided to give it a try and, after six months, she found she really enjoyed what she was doing.

“At first I didn’t know if I was going to make it in this man’s field,” says Emmie. “But now I am proud of myself for what I have achieved.”

More than that, Emmie says she wants to be an example to other women. “I did it,” she says proudly. “It is not impossible.”

Komatsu provides you with the opportunities to study; they give you the tools and the materials, but you have to make it work, explains Emmie. “Your future is in your hands.”

Emmie does not have a role model or one person that has inspired her. Instead, she has reached her goals through her own determination. “I made a lot of mistakes when I was younger,” shares Emmie. “I even wasted my parents’ money by starting courses that I did not complete. But when I decided that it was time to do something with my life, I moved ahead.”

And she is still setting goals for her future. Emmie is keen to specialise in this field and will focus on components which will involve further study. Make us proud Emmie!

When Coen Myburgh was appointed as the Apprentice Training Officer at Komatsu in 2005, there were only seven learners spread across South Africa.

In 2011, Komatsu Southern Africa’s Apprentice Programme has grown to 60 apprenticeships in South Africa and another four in Namibia.

The company sets aside just over R4 million per annum for the programme and provides support to the participants through on-the-job training, coaching and mentorship.

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Xstrata’s Rhovan Mine expands its existing Komatsu fleetRhovan, an open-pit vanadium mine near Brits in the North West province, recently acquired five Komatsu machines. The Xstrata operation purchased three HM400-2 articulated dump trucks (ADTs) (to replace high-hour Komatsu HM400-1 ADTs currently working on a slimes dam) and one PC850-8 hydraulic excavator at the end of March 2011; and a 25t WA480-6 wheel loader the end of May 2011.

Komatsu’s relationship with Rhovan Mine began in 2007 when the mine decided to take on the stripping of the overburden itself, which has proven over the past three years to be more cost effective than outsourcing to a contractor. Komatsu Southern Africa supplied a total of 19 machines, between August 2007 and November 2008, comprising 16 x 36.5t payload HM400-1 ADTs, two 76t PC800SE-7 hydraulic excavators and a 22t WA470-5 wheel loader.

“The proven track record of our existing fleet is what influenced our decision to once again consider Komatsu equipment when we needed to buy additional machines,” said Rhovan’s Manager Mining, Charl Botes. “The Komatsu product has been reliable, which is reflected in minimal downtime recorded for the HM400-1 ADTs in operation on the mine for the last three years.”

“The HM400-2, with the new ecot3 engine, offers all round maximum productivity and a number of features that enhance engine efficiency while reducing maintenance costs,” explains Komatsu sales manager Mark Peterson. The result is a new generation of high performance and environmentally

friendly machines that meet the North American EPA Tier 3 and European Union Stage 3A emission regulations.

The fully hydraulic articulated steering system makes the vehicle light and easy to operate while the durable high strength body is constructed of wear-resistant steel, making the HM400-2s perfect for the conditions at Rhovan.

The machine’s monitoring system has allowed the mine to identify areas where the equipment can be handled more effectively and additional cost saving can be achieved.

Just as important as the features of the new equipment is the ability of the company to provide dependable after-sales service and support.

“The backup parts and service are a key consideration for the mine and it is important to us that Komatsu has a depot in Brits which can provide regular and reliable service ensuring that we minimise any disruption to production,” says Botes.

Komatsu prides itself on the relationships it has with its customers, contributing to a greater understanding of the customer’s needs and the company’s ability to meet those requirements in the most effective and cost-efficient way.

Botes adds “We have developed an open and transparent relationship with Komatsu since 2007 which has enabled us to constantly improve our material handling capacity on mine.”

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Komatsu SA enters the forestry marketKomatsu Southern Africa’s Forestry division has sold its first dedicated item of forestry equipment into the South African market.

The 860.3 Komatsu forwarder has been sold to a large forestry contractor and joins their existing fleet of other similar capacity forwarders. The 14t-capacity forwarder went into operation at the beginning of February 2011.

The range of Komatsu forestry equipment, originally designed in Sweden, has been marketed in the South African industry since the beginning of this year.

“This sale represents an important breakthrough for us. It has been quite a challenge to win acceptance in the local market for the forestry equipment, despite the fact that it stems from one of the three leading forestry brands in the market worldwide,” commented James Cox, Manager of Komatsu’s Forestry division.

“However, now that we have a dedicated Komatsu machine in the field for the first time we expect to start making a real impact on sales,” adds James.

Cox said that an important offering from Komatsu SA to its forestry customers is solid back-up from the company, which includes the supply of parts; training of customers’ service technicians and operators; and full after-market service support by suitably qualified personnel.

The range of Komatsu forwarders on offer to the local market covers the entire spectrum of requirements in this field, from thinning operations through to final logging, with advantages that can bring about optimised profitability with every shift.

The versatile middle-of-the-range model, the 860.4 unit (which is the successor to the 860.3), is wellsuited for both thinning andheavier forwarder operations.

“This machine addresses users’ requirements with regard to loading and transportation because it caters best to the average size range of trees cultivated and harvested locally, while at the same time having the versatility to also perform some of the operations at either end of the scale specifically provided by the smaller and larger models,” explains Cox.

All in all, the Komatsu 860.4 forwarder is the new name for maximum productivity in the forestry industry.

Noteworthy features of the Komatsu 860.4 include:• Exceptional stability and superior crane

strength and reach.• The powerful environmentally friendly Tier

III engine delivers high torque at low rpm’s, providing exceptional fuel economy.

• A new refined bogie design with superb handling characteristics and excellent manoeuvrability on steep and soft/wet terrain. The new bogie improves climbing ability and maintains ride comfort when driving over obstacles.

• The high performance operator environment affords plenty of room, ergonomically positioned controls and excellent visibility.

• A multi-functional computerised control and monitoring system.

• Centralised lubrication points for more efficient routine service.

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