How Norman Emanouel Rebuilt Century Batteries
A true story of determination, strategy, and the art of turning a business around
An Unlikely Beginning
In 1970, Norman Emanouel arrived in Australia. He was 29 years old, he spoke no English, and he had everything to prove.
What followed was 18 years of disciplined corporate experience — building his skills across some of Australia’s most respected companies, including BF Goodrich, Pacific Dunlop, and Repco. With each role, Norman sharpened a distinctive approach to business: strip away the noise, find the core of the problem, and work relentlessly until it is solved.
By the time Repco appointed him as General Manager of Century Batteries, he had the experience, the instincts, and the resolve to take on the greatest challenge of his career.
A Company in Trouble
Century Batteries had been struggling for years. Profit performance was poor, market share was slipping, and morale within the organisation reflected those realities. Previous attempts to reverse the trajectory had failed. The business, it seemed, had forgotten what it was for.
I could see that inside Century's structure there was a good company trying to get out. It was a challenge I recognised — nothing had worked until then, and the company was on the down and out unless a major change was implemented.
Norman’s diagnosis was clear. His prescription was decisive. Within eight months of taking the helm, turnover had increased by $10 million and Century had climbed to second position in the Australian market — its first meaningful profitability in years.
The Method Behind the Results
When asked how he does it, Norman’s answer is disarmingly simple:
My accounting background helps, but my secret is simple. I strip away everything until I get to the core of the business — its reason for existence. Once I get there, I can see what needs to be done, and I work until it happens.
The same approach was applied when his responsibilities expanded to include a struggling muffler company in Adelaide. Within six months, output had increased by 40 percent, losses had been reduced to breakeven, and the business was successfully sold to a US exhaust manufacturer. Different industry, different problems — same result.
Wherever I am, I see that things could be done better and faster. I apply common sense and give people strong leadership.
The Greatest Coup — 1988
In 1988, Norman achieved what many considered impossible. He successfully negotiated the sale of Century Batteries to a powerful consortium: Yuasa Batteries — the largest battery company in the world — and Gemala, an Indonesian conglomerate with global ambitions.
The terms reflected the trust that had been earned: Norman was granted a 20 percent shareholding and a three-year contract as Managing Director of the combined entity. The company he had inherited as a failing also-ran was now the centrepiece of an international transaction.
Anything can be achieved. I enjoy the seemingly impossible tasks — because it is much more satisfying when you finally break through and watch your vision become reality.
Expanding the Vision — Exide UK & Indonesia
During his tenure as Managing Director, Norman helped the Gemala consortium acquire Exide — the largest battery company in the United Kingdom. He served as a company director for three years, overseeing a complete operational transformation that returned the business to profitability.
Simultaneously, he led the construction of a large battery manufacturing plant in Indonesia — extending the group’s production capability and laying the foundations for long-term regional growth.
When his three-year contract concluded, Norman departed as he had always operated: with order and intention. He appointed a new Managing Director, handed over a business that was now profitable, growing, and positioned to become the number one battery company in Australia — and he moved on to his next challenge.
A Farewell From Century — In Their Own Words
Upon his departure, the Century team presented Norman with a tribute that captured — better than any resume ever could — the mark he had left on the organisation:
Is Your Business the Next Turnaround Story?
The same instincts that rebuilt Century Batteries, revived the Adelaide muffler company, and transformed Exide UK now sit at the heart of Oakshield’s advisory practice.
Norman brings to every engagement what he has always brought: the ability to see clearly what others have missed, the experience to know what needs to change, and the determination to see it through — however long it takes.
If something is not right with your business, the answer is simpler than you might think. Norman has spent over five decades proving that almost any business can be turned around — if you are willing to face the truth and do the work.
Pick up the phone. It may be the most valuable call you ever make.
