Directions Autumn/Winter 2012 - Thiess

AN ENGINEERING MARVEL AIRPORT LINK NEARS COMPLETION • 8 PROMINENT HILL WORKFORCE STANDS OUT • 19 BIOCELL BREAKTHROUGH • 24

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DIRECTIONS | AUTUMN/WINTER 2012

Thiess has enjoyed a very strong quarter of growth with the successful conversion of more than $2 billion of key projects across Australia in our construction, mining and services sectors. These wins, in an especially buoyant market, have contributed to record work-in-hand of $23.8 billion and 88 per cent secured order book for 2012 – results that augur well for our much-anticipated return to profitability. Our business growth is based on three strategic imperatives – working in partnership with our clients, being innovative and flexible in our approach, and delivering excellence on our projects. We continue to develop industryleading practices and are investing in innovative processes, methodologies and technologies. We are reshaping our offer to better meet peak demand into the future, as our Thiess Services Energy business demonstrates. And we are excited to be at the forefront of providing critical infrastructure for the rapidly growing CSG and LNG, and mining industries. Let me assure you, irrespective of a project’s size, scale or complexity, we are intent on delivering to the highest quality, on time and on budget…and we are rightly judged on these results. We are focused on servicing our clients’ needs across multiple growing markets and geographies, while giving our team the necessary skills and opportunities to grow their careers. To meet project and broader industry requirements, the availability of semi-skilled and skilled resources is fundamental. We are using all of the strategies at our disposal to ensure the provision of a reliable and quality workforce.

Our multi-pronged recruitment and development approach includes: • international and national recruitment drives • flexible and attractive fly-in fly-out (FIFO) and drive-in drive-out (DIDO) rosters • upskilling via professional development programs and on-the-job training • advancing our diversity agenda, and • encouraging the development of unskilled labour through a range of training initiatives. With regard to safety, reinforcing ‘everyone safe every day’ continues to be a core focus. While Thiess measures well against our peers in Australian industry standards, we can and must improve and pursue international best-practice. Our recent Safety Summit, for more than 150 leaders across the business, has accelerated the necessary stepchange in our performance. Market relevance is firmly linked to change and as the year of the dragon, 2012 represents a great opportunity for Thiess. We see this as having the drive to shape our future, the confidence to take the lead and the energy to see it through. However, this is not a journey Thiess can or should take alone. I look forward to working with you, our clients and partners, in managing and creating the change needed to advance our industries and communities.

Bruce munro Managing Director, Thiess Pty Ltd

directions • AUTUMN/WINTER 2012

Construction 13 Innovative technique saves heritage site 14 Croc catchers shore up construction 15 Townsville Hospital work ramps up

mining 18 Striking the right employee balance 19 Prominent Hill workforce stands out 21 Indonesian training facility celebrates milestone

services 24 BIOCELL breakthrough 26 Water expertise flows to clients 28 Thiess Services re-energises offer

think piece above

LNG DEMAND TO SOAR By Jim Aquino, Thiess Executive Manager Business Development LNG Page 16

Thiess built the 188,000m³ LNG tank as part of the Darwin LNG Tank Project QR CODES Throughout this magazine you will find QR codes that allow you to view web-based videos and information. To access these, use a QR codereading application on your smart phone.

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Australia’s largest road project Airport Link is an engineering marvel

opposite

Airport Link’s “Living Green Wall” spans 155 metres along both sides of the tunnel and is 4.5 metres at its highest point.

Directions is published by Thiess Pty Ltd. It is published with due care and attention to accuracy. If you do find information that is inaccurate, incomplete or out of date, please contact us.

Head Office Level 5, 179 Grey Street South Bank Queensland 4101 T: +61 7 3002 9000 F: +61 7 3002 9689

Contact [email protected]

Copyright Thiess Pty Ltd 2012. All rights reserved.

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Desal power cable live POWER from Melbourne’s grid is now flowing to the Victorian Desalination Plant thanks to the energisation of an 87 kilometre underground power cable. Construction crews connected the first of the 29 buildings on the plant site to the grid recently and will progressively connect more buildings over the coming months. Thiess Degrémont spokesperson Serena Middleton said energisation was the final step in power cable construction.

1987 Waste & Recycling Remediation

“Building and energising the longest 220kV HVAC underground power cable in the world to the satisfaction of stakeholders and safety regulators is a major achievement for the construction team,” she said. “It’s also important because it means that another part of the commissioning jigsaw is now in place. “As more and more parts of the site are connected to grid power, we will be able to start commissioning the many high-pressure pumps in place throughout the plant.”

Celebrating 25 years

Wastewater Treatment Water Utilities Hydrographics Telecommunications Gas Utilities Electrical Utilities Energy infrastructure services

2012

THIS year marks the 25th anniversary of Thiess Services – testament to visionary leadership, team dedication and a client-focused attitude. From its early days in waste, the business has expanded into remediation, water, infrastructure, energy and telecommunications. Thiess Services Executive General Manager Richard Kelleway said his predecessors set the foundation for accelerated growth into the future.

“We’ve had constructive, sustainable growth for 25 years,” he said. “Building on this success means mirroring your business to the society in which you operate and clients you work with. “We are focused on extending our offer throughout the services life cycle – particularly in utilities and operations and maintenance – to ensure our offer suits the market.”

DIRECTIONS | AUTUMN/WINTER 2012 | IN BRIEF

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Thiess targets NZ growth

THIESS and Thiess Services are ramping up their profile in New Zealand to take on major infrastructure projects.

Thiess Services has been working in Auckland since 2007.

While this contract has been confined to Thiess Services, the time is right for the broader Thiess business to increase activity in New Zealand.

Thiess is set to push its ‘whole-of-life’ credentials based on its expertise in designing and constructing infrastructure to operations and maintenance through Thiess Services. The higher New Zealand profile for Thiess follows the tremendous success of the Thiess Services water contract in Auckland.

The company has refined the whole-of-life approach in Australia on a diverse range of projects. Thiess is constructing the Royal North Shore Hospital in Sydney and Thiess Services is operating and maintaining building services.

RAP ensures ‘a fair go’ THIESS is formalising support for Indigenous Australians through the development of a Reconciliation Action Plan (RAP). The RAP will be launched in the middle of the year and builds on the practical actions already undertaken to support Aboriginal communities. This includes creating timeliness and measurable targets for enhancing Indigenous relationships, building respect and developing opportunities. In a statement of commitment, Australian Mining General Manager People and Capability

Mark Vining said: “Indigenous Australians are an important part of our workforce throughout the country and we want to do more to ensure they receive a fair go.” A working group is consulting across the business, including with Aboriginal and Torres Strait Islander staff, to foster pathways for full economic participation and employment; leverage our supply chain to grow and promote Indigenous businesses; and support Indigenous enterprises.

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Thiess has launched a new social responsibility program which centres on making a difference in our communities. The Care program is about building on the company’s already strong and generous culture of giving back. Managing Director Bruce Munro said it includes a community grants program; disaster relief funding, workplace giving and staff volunteer leave. “Care provides a framework for companywide community investments and provides opportunities for team and individual participation,” he said. “Most importantly, it ensures that our communities continue to get long-lasting value from our support and contribution.

“Our new programs will give our staff more opportunities to make a real and meaningful contribution in their local regions.” In line with the program, Thiess has announced its support of three corporate charities, one for each of its three focus areas – the Royal Flying Doctor Service (health), International RiverFoundation (environment) and The Engineering Link Group (education). These corporate charities are in addition to long-term partnerships the company’s business units have with charities in their local regions.

Thiess’ new grants program has provided funding for initiatives including a family fun day for mothers of children with cancer and vacation care materials for teenagers with cerebral palsy. The company’s inaugural Community Grants Program has been trialled in Townsville and attracted more than 50 applications.

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AIRPORT LINK AN ENGINEERING MARVEL 8


Airport link A n engineering marvel Brisbane is set for long-awaited traffic congestion relief when Australia’slargest privately-funded road infrastructure project, Airport Link, opens later this year.

AIRPORT LINK AN ENGINEERING MARVEL DIRECTIONS | AUTUMN/WINTER 2012

CONSTRUCTION More than

95% COMPLETE

More than

$4 BILLION SPENT

MORE THAN

10,000

VISITORS TO THE Information CENTRE

MORE THAN

7 KILOMETRES

OF NEW ROADS IN INNER-CITY AND NORTHERN SUBURBS

LARGEST

JACKED BOX OPERATION IN AUSTRALIA

More than

25 million hours worked

MORE THAN

1 MILLION

COMMUNITY NOTIFICATIONS DISTRIBUTED

3.5 HECTARES

OF NEW PARKLAND AND 13KM OF NEW CYCLE AND PATHWAYS

25 BRIDGES

12 BUILT IN BOWEN HILLS

15 Kilometres OF CONCRETE-LINED TUNNELS

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AIRPORT LINK AN ENGINEERING MARVEL 10


Traffic transformation begins THE Thiess John Holland Joint Venture has been building the $4.8 billion motorway for BrisConnections since July 2008. Airport Link connects the city to the northern suburbs and airport precinct, enabling motorists to avoid up to 18 sets of traffic lights. Primarily underground, the 6.7 kilometre toll road will transform the city’s road network, linking seamlessly with the CLEM7 Tunnel, Inner City Bypass and local road networks to create an integrated system north of the Brisbane River. Those connections, and the delivery of a reliable, efficient and fast route between the airport, Australia TradeCoast and Brisbane’s CBD, are the missing links in the city’s existing road system. The latest independent study confirms that northside motorists will benefit from reduced traffic congestion and greater certainty of travel times. The study, conducted by traffic and transport consulting firm TTM Group, has found Airport Link will save up to 20 minutes’

Travel on Airport Link will be reliable and convenient, providing a better trip for visitors and commuters; and with no stopping and starting you can arrive at your destination relaxed and on time, every time. Dr Ray Wilson, BrisConnections CEO

travel time in peak hour on some journeys and will reduce travel times by as much as 88 per cent for individual trips. The Airport Link tunnel will service an area accommodating more than 60 per cent of the Brisbane population and will also make local networks safer and quieter. With the project set to open later this year, anticipation is building for the launch

of Brisbane’s new road network. BrisConnections is preparing a series of launch events, including a toll-free period where motorists can travel Airport Link free of charge. Dr Wilson wants to ensure the people of Brisbane understand how to use the tunnel to obtain the most benefit. “People need to be confident of how to get on and off – of what to expect from the journey – and the web simulation www.airportlinkm7.com.au is great for building that confidence,” he said. As construction nears completion, landscaping is reinvigorating areas along the route from construction zones to public recreation spaces. “Residents from Bowen Hills to Toombul will soon enjoy more than three hectares of new parkland and the addition of approximately 1 million plants, 5,000 trees, cycle paths and walkways,” Dr Wilson said.

AIRPORT LINK AN ENGINEERING MARVEL DIRECTIONS | AUTUMN/WINTER 2012

Benefits boost airport precinct BRISBANE Airport Corporation (BAC) is forecasting a steep increase in annual passenger numbers from 20 to 43 million by 2028. The airport-based workforce is expected to grow from 19,000 to 50,000 by 2029 as BAC delivers its master plan to transform more than 1,000 hectares of available land through significant commercial, retail and industrial development. That ambition relies on the ease of travel to the CBD and northern suburbs that Airport Link provides. General Manager of Australia TradeCoast, Dane McCracken, said the network’s

enhanced connectivity between Brisbane’s two major employment centres was a major win for the precinct’s 1,500 businesses. “We recently surveyed the businesses at Australia TradeCoast, and the importance of road networks and accessibility was clearly a priority, which is not surprising, given the large number operating in the logistics and transport industries,” Mr McCracken said. “Seventy per cent of our businesses are anticipating growth over the next three years and Airport Link represents a vital piece of infrastructure to accommodate the increased traffic movements in and out of the precinct.”

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BRIDGE BREAKTHROUGH Work on the Hunter Expressway road project in New South Wales has reached a new milestone. The first cantilever and back span for the viaduct (high bridge) over Blue Gum Creek in the Sugarloaf Range has been completed. The Hunter Expressway Alliance is constructing three viaducts over the steep gullies in the environmentally sensitive area. The $1.7 billion Hunter Expressway project is jointly funded, with the Australian Government providing $1.5 billion and the NSW Government contributing up to $200 million. Thiess is part of an alliance with Roads and Maritime Services, Parsons Brinckerhoff and Hyder, that is constructing the 13-kilometre eastern section of the project from the F3 Freeway to Kurri Kurri. Currently, a launching gantry, 165 metres long and weighing about 1,000 tonnes, is being used to erect the deck segments to 75-metre long bridge spans. “This is complex and challenging work, but strong foundations have been laid and the project is tracking well,” Alliance Project Director Peter Chatburn said.

FAST FACTS

All the grout-filling of the disused mines in the viaduct construction area was completed in January after 15 months of work.

• 13km freeway

The long-awaited 40-kilometre Hunter Expressway project is scheduled to open to traffic in 2013.

• $50 million of mine subsidence foundation treatment • 2 million cubic metres of earthworks • Three viaduct bridges (800m long, up to 45m high) • 23 other bridges

DIRECTIONS | AUTUMN/WINTER 2012 | CONSTRUCTION

INNOVATIVE technique saves heritage site An innovative bridge construction method has ensured successful delivery of the Jordan River Bridge – part of the Brighton Bypass project in Tasmania. The VEC Thiess Joint Venture adopted the launch method of bridge construction after ancient buried artefacts were discovered in late 2009 and the Jordan River Levee was identified as a significant Aboriginal heritage site. The innovative method ensured the site, which was placed on the National Heritage List in December 2011, would be preserved for future generations. At 165 metres long, the bridge includes a 70-metre-long main span over the levee, making it the longest single bridge span ever launched in Australia. This complex method required two key phases – the launching process and the lifting process – with each managed by a dedicated, specialist team.

Lifting girders into their final position on their bearings was achieved by using a 350-tonne Liebherr 1350 crawler crane on one side of the levee and a 450-tonne Grove mobile hydraulic crane positioned on the opposite side. Thiess’ Regional General Manager Rod Heale commended the team on its meticulous planning. “Due to confined conditions, the project team was required to satisfy stringent safety controls and approvals in the planning of an engineered lift to place the four 220-tonne girders across the levee,” he said. “Everyone worked together to the highest of standards and with the one goal. It’s a credit to all involved.” The Brighton Bypass project is scheduled for completion in late 2012.

HOW IT WORKS The launch method involved attaching a 50–metre-long temporary launching nose to the first bridge girder and then rolling the assembly out from the bridge abutment over the protected heritage area until it connected with the pier on the opposite side. Using 10 tonnes of counter weight on the rear of the girder, along with a complex series of hydraulics, the launch nose and girder assembly was slowly advanced out across and above the levee, leaving the heritage site completely untouched. Once in place on the other side, the nose was dismantled and the girder was lifted onto bearings and then used as a platform to slide the remaining three girders over the levee, one by one, until each was installed. All four of the 220-tonne steel box girders were successfully positioned across the Jordan River Levee in January this year.

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Hybrid excavators deliver smarts A dynamic fuel efficiency trial has been underway at the Hunter Expressway Alliance (HEA) road project in New South Wales. The initiative is evaluating the performance effectiveness and potential fuel savings of two 22-tonne Komatsu hybrid excavators, compared to their conventional counterparts.

HEA Environmental Manager Tracey Doczy said the trial is looking at whether these machines, owned by EA Hire, are comparable to a standard excavator in general earthworks operations while delivering the claimed 25 to 40 per cent fuel savings. “The Komatsu HB 205 Hybrid Excavator uses an ultracapacitor bank to store energy generated by the swing movement of the excavator’s upper structure,” she said. Fuel consumption data was obtained from standard and hybrid excavators that were performing similar activities including pulling batters, cleaning foundations and loading from stockpiles.

The fuel consumption rate of 11 litres per hour for the hybrid excavator achieved a 30 per cent reduction in fuel. The total fuel saved on the project to date using these two hybrid excavators has topped 4,500 litres – equivalent to a reduction of approximately 10 tonnes of greenhouse gas emissions. “With the great results achieved, HEA will continue to use this type of machinery for the duration of earthworks on the project,” Ms Doczy said.

below

Local divers were recruited to be on the lookout for crocodiles.

above

The team had to be wary of crocodiles while building a pumping station on the banks of a lake at Sorowako.

Croc catchers shore up construction WORKING in a crocodile infested lake was just one of the many challenges the team at Thiess Contractors Indonesia (TCI) had to overcome to successfully complete a water project for client PT Vale Indonesia TBK. The team was constructing a pumping station on the banks of Towuti Lake at Sorowako, south of Sulawesi, to support Vale’s nearby nickel plant, when they became aware of the menacing problem. TCI Manager Construction Andy Thomas said the company was contracted to build a pumping station in late 2010, along with two large intake pipelines, to provide cooling water to a new section of the plant. “We had to sink the 200-metre-long pipelines and anchors to the bottom of the lake and strap them down, with a team of divers assisting and checking the pipes once they were in place,” he said. “Early in the project, the site team reported sightings of one particularly large crocodile that casually drifted past the site at the same time

each day – around 300 metres offshore. We immediately launched additional risk management precautions for the pump house works.”

We were told the lake was well known for its population of large crocodiles that periodically have menaced both livestock and children at the water’s edge. Mr Thomas said nearby villagers were consulted and the elders and fishermen confirmed there had been crocodile attacks on bathers in the past and some of the reptiles had been trapped and caught. “They agreed to assist us with their intimate knowledge of the lake and its dangers. We also recruited local divers who knew how these crocodiles behaved,” Mr Thomas said.

“The pipeline method statement we developed included strict controls on the time of day, where and how the divers entered the water; the use of local boats and teams for patrolling while the divers were in the water; and the presence of emergency support throughout the dive operations. “Crocodiles were certainly in the area – there were plenty of sightings and the occasional fresh claw prints found in the morning by the rather edgy security guards were a reminder against complacency.” The works were completed without incident thanks to a disciplined team effort, thorough planning and strong local community support. TCI has been working in Sorowako, at one of the largest nickel mines in the world for the past 14 years constructing various projects in and around the plant. That work continues today in a productive and positive alliance between PT Vale, the local community and TCI.


Townsville Hospital work ramps up Construction is underway on a new Central Energy Facility, loading ramp and dock area in preparation for the Stage 3 Redevelopment works at Townsville Hospital. The early works package comes on the back of Thiess’ successful completion of the Hospital’s North Block. It currently houses the largest emergency department in Queensland, an expanded medical imaging area, a 34-bed maternity ward and the Intensive Care Unit. Project Director Carmelo Di Bella said undertaking redevelopment works in an operating hospital environment brought its own set of challenges that were overcome through some innovative thinking. “For the past two years, we’ve planned our work around the operational needs of the hospital without losing sight of our program schedule,” he said. “At times this has required us to think outside the square and offer creative solutions that minimise disruption and disturbance.”

To reduce vibrations to the adjoining hospital, concrete saws were used instead of jack hammers to maintain 24/7 operations for the emergency department and operating theatres. The project team also used a single tower crane with a 70-metre jib, enabling access to all parts of the building and eliminating the road closures and interruptions associated with mobile cranes on the roads. CEO of the Townsville Health Service District Dr Andrew Johnson praised the efforts of the Thiess team. “Our staff members greatly appreciate the accessibility and expertise of Thiess employees and we look forward to working together to see the redevelopment to completion.” Thiess recently completed and submitted developed designs and associated costings for the Clinical Services Support Building – the third of a four-stage redevelopment.

I’ve been delighted with the efficiency, professionalism and collaborative spirit of Thiess during the important redevelopment of the Townsville Hospital. Dr Andrew johnson, CEO TOWNSVILLE HEALTH SERVICE DISTRICT

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Fast facts

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Million tonnes

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In the LNG sector, Thiess is delivering for:

35 30 25 20 15 10 5 0

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08

09

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Year

Source: BREE; Macromonitor

Export

Chevron’s Gorgon LNG project:

BG Group’s QCLNG project:

Chevron’s Wheatstone LNG project:

• 4,000 worker accommodation village

• site preparation • upstream early works

• condensate and LNG tanks

• site preparation and temporary facilities for the LNG plant

• compression facilities

• breakwater and MOF

• Materials Offloading Facility (MOF)

• 1.2km shore crossing micro-tunnel • bulk and final-finish earthworks, storm water drainage system and access roads


LNG demand to soar

Specialist, international, global – these words describe the LNG sector.

By Jim Aquino, Thiess Executive Manager Business Development LNG

AS a cleaner source of energy, natural gas is rapidly becoming the favoured fuel on an international stage, second only to oil. It is the fastest growing major energy source with global demand tipped to rise by 65 per cent by 2040. Unconventional sources, such as coal seam gas (CSG) and shale gas, are expected to play an increasing role in meeting this demand. Australia has been blessed with an abundance of these non-conventional sources – predominantly in the resource rich states of Queensland and Western Australia (WA). Currently, the majority of our natural gas is converted into Liquefied Natural Gas (LNG) and exported to Japan, Korea, Taiwan and China from Australia’s two operating LNG facilities: WA’s North West Shelf and the Darwin LNG projects. The country’s production is set to skyrocket with nine LNG plants at various stages of front end engineering and design (FEED) and construction: four in WA, one in the Northern Territory and four in Queensland. Over the next seven years, Australia will become second to Qatar as the world’s largest exporter of LNG, and may even overtake it.

Contractors must demonstrate a superior safety culture that meets world’s best practice and have the capability, credibility and track record of success in the sector. Our clients are the hydrocarbon super majors with iconic names such as Shell, Exxonmobil, Chevron, BP, BHP Petroleum, TOTAL and Conoco Phillips – sometimes known as the seven sisters. Headquartered in London, Houston, Paris and The Hague, their capital spend at times is larger than the GDP of many countries of the world. Thiess launched into the LNG sector almost 30 years ago when it participated in Woodside’s North West Shelf LNG project. Since then, we have been involved in Darwin LNG, Gorgon LNG, QGC LNG and recently Chevron’s Wheatstone LNG project. Experience and performance have also led Thiess into the front end of LNG projects, participating in the FEED on the Browse and Arrow LNG projects as a partner to some of the world’s most experienced LNG technology providers. Over this time, Thiess has diversified its LNG capability and is now participating not only in its traditional civil work but also in specialised construction on LNG and condensate tanks,

product loading jetties and marine works, and shortly on process train construction. With energy demand on the rise, Australia will experience at least five to 10 years of LNG expansion, provided we can resource and contain construction costs. Our challenge is staying competitive against new market entrants who are more cost effective and do not have the same constraints such as tax, resources and industrial pressures, or the recent uncertainties created by legislation. With investors looking at 20 to 40 year projects, worth $30 to $40 billion each, certainty and sovereign risk are paramount considerations.

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STRIKING THE RIGHT EMPLOYMENT BALANCE

FIFO/DIDO Parliamentary Inquiry

Australian Mining’s Michael Wright and Mark Vining gave evidence to the House of Representatives Parliamentary Inquiry in Brisbane recently.

THIESS has given evidence in support of its submission to the House of Representatives Parliamentary Inquiry examining the impacts of FIFO/DIDO. Executive General Manager Australian Mining Michael Wright told the inquiry workforce diversity was the key to maximising local employment. Mr Wright said while the company does invest in community improvements, only mine owners were in the position to build new worker accommodation. “As a contractor, we can do all that we can to employ locally and one way of enhancing that is to tap into Indigenous communities and of course, local communities. We then go to regional catchments and only as a last resort will we fly people in from distant centres,” Mr Wright said.

“Ideally we would have a workforce made up of 100 per cent locals who could live at home every night, but that’s unrealistic. “We are seeing an increasing migration of the skilled engineering workforce to big cities. Mine owners are flying people in and out of major centres, and we’re under pressure to do the same.” Aside from consequences for local communities, other major issues with FIFO/DIDO are the impact on families and problems with fatigue. Mr Wright said Thiess was currently focused on designing family-friendly shifts that also addressed fatigue. “We’re planning to become leaders in the development of our people and at projects this clearly includes a focus on rosters,” he said.

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Prominent Hill

workforce stands out

AMID the turbulence surrounding the fly-in-fly-out (FIFO) and drive-in-drive-out (DIDO) issue, one mining project is emerging as a shining example of how to strike the right employment balance. The Prominent Hill copper and gold mine in South Australia’s north is as remote as they come. The iconic outback town of Coober Pedy is two hours drive way, but that hasn’t stopped Thiess, with the enthusiastic backing of mine owner OZ Minerals, achieving remarkable goals in local employment.

“About nine months ago when we started discussing the ramp-up, Indigenous people made up around 4 per cent of our workforce, so to get to 15 per cent in that time is exciting and our intention is to keep it there or improve on it,” Thiess’ Executive General Manager of Australian Mining Michael Wright said. Striving for diversity also applies to gender with women also now making up 15 per cent of the team at Prominent Hill.

The remote nature of the project means a large As Thiess negotiated its new contract extension proportion of fly-in-fly-out workers is inevitable, with OZ Minerals at Prominent Hill earlier this year, but here again Thiess and OZ Minerals are both were clearly aligned on the employment committed to goals. philosophy. The number one achievement so far is in local Indigenous employment, with this “Ninety percent of our FIFO workforce is from group now representing 15 per cent of the South Australia to keep the economic benefit Prominent Hill workforce. in that State,” Mr Wright explains.

Executive General Manager Michael Wright seals the deal with OZ Minerals CEO Terry Burgess.

“We have a significant number of people driving in and out from Coober Pedy; some local Indigenous people fly in by light aircraft from a nearby remote community. “At Thiess, our goal is to have the workforce as local as it can be and one of our key strategies to achieving that is diversity. “Across the entire Thiess Australian Mining workforce, we aspire to have 20 per cent women and significantly increase our Indigenous employment over the next three years.”

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DIRECTIONS | AUTUMN/WINTER 2012 | MINING

above, left

Indian women are encouraged to undertake handicrafts training to boost the rural cottage industry. Two doctors work at the Community Health Centre on site at the Pakri Barwadih Coal Mine.

above, right

Pakri programs take shape A major milestone has been reached with the start of site works on the landmark Pakri Barwadih coal mining project in India. Thiess was awarded the project in late 2010 to develop and operate the greenfield Pakri Barwadih coal mine for NTPC Ltd, a Government of India enterprise and the nation’s largest electricity generator.

Health initiatives

Income generation

They have launched a Community Health Centre on site, offering free health services for all ages, alongside an income generation scheme for women.

The Thiess team has also partnered with Jharkraft, a Government of Jharkhand program to develop the rural cottage industry, to deliver micro enterprise training.

Mr Kunar said that working with villagers was critical to establishing a positive foundation for the project.

Thiess funds women through two months of training in handicrafts.

With the mine planning and preliminary design of the mine infrastructure facilities completed, work has now started on site preparation and mine infrastructure construction.

“Where there has been resistance to projects like Pakri in the past, we have made vital inroads by being transparent about our work and providing practical support to the community,” Mr Kunar said.

“Arhara was the first village we went to and the response has been very positive – 35 participants have gone through the training in that village alone,” Mr Kunar said.

Led by Pakri General Manager Mr Dilip Kunar, the team is also taking a hands-on approach to supporting the local community, situated in one of the poorest states in the country.

“Our program is meeting real needs for health care facilities and employment opportunities in the area.”

“It empowers women in a male-dominated community to create new income sources for their families.”

The Community Health Centre has two doctors, midwives, a 24-hour ambulance service, and a pathological lab, supported by medical camps held in local villages. More than 1,085 patients have already benefited from the program.

The program is being extended to other villages on the back of this successful pilot.


Training facility celebrates milestone Thiess Indonesia’s apprenticeship training program at the Balikpapan Support Facility is celebrating 20 years of producing highly skilled graduates for the mining industry. More than a thousand young Indonesians have graduated since the first intake of just eight trainees back in 1992. Now there are around 400 trainees in the four-year program in East Kalimantan which delivers qualifications in heavy diesel fitting, auto-electrical and heavy fabrication. Thiess Indonesia’s Executive Manager Regional Development Bob Davis says the program has evolved significantly over time and continues to develop. “When we first started, there was no training accreditation and we were pretty much on our own,” Bob explains. “Now we have an apprenticeship program fully audited and certified by Central Queensland Institute of TAFE. “We’re even going one step further and exporting locally developed aspects of the training back to Australia.” Local interest in the program is so great that applicants outnumber available places by around five to one. The appeal to locals is inspired not only by the trade skills on offer, but also the additional training in English language, safety and computer skills.

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The exercise was very intense and involved a large number of stakeholders and I was proud of how the teams supported each other.

Training exercise

Australian Mining Executive General Manager Michael Wright

Emergency services and government departments have taken valuable lessons from a large Thiessorganised CRISIS training exercise in South East Queensland recently.

Thiess staged a simulated emergency called ‘Exercise Bravo’ at its Meandu mine operations which supplies up to 5 million tonnes of coal each year to the Tarong and Tarong North Power Stations near Kingaroy in the South Burnett.

to test their plans and procedures in responding to an incident involving multiple fatalities and injuries. The exercise scenario was a two-vehicle incident involving an explosion, fire and rollover and was designed to be as realistic as possible.

The simulation involved around 60 people including police, local emergency services, the AGL rescue helicopter, mine authorities, members of the community, Thiess employees and mine owner Stanwell Corporation.

Mines Inspector Jay Maharagé who was an observer from the Department of Employment, Economic Development and Innovation said it was a well organised and worthwhile exercise and a good training exercise for all parties. The issues highlighted and the lessons from it would help to refine the emergency plans at the mine.

The purpose was to create a learning environment for all participants and

The Queensland Ambulance Service (QAS) said it was valuable because it posed a very difficult scenario to manage in terms of communication and patient care. It highlighted concerns including delays in response times, general communications and issues with triage tags. But the exercise also highlighted some good practices including preparation of the landing zone for the helicopter, extrication of trapped victims and the first aid provided by the Mine Emergency Response Team members.


The issues highlighted and the lessons from it would help to refine the emergency plans at the mine.

HITS THE MARK ‘Exercise Bravo’ was the first practical field test of the updated Thiess Crisis Management Plan and was closely observed from Thiess corporate headquarters in Brisbane. Owner of Thiess, Leighton Holdings Limited, also monitored the exercise from Sydney. Australian Mining Executive General Manager Michael Wright said the exercise demonstrated the skill and commitment of the mine’s on-scene response team. He extended his thanks to all the participants, in particular the members of the Ambulance Service.

“The exercise was very intense and involved a large number of stakeholders and I was proud of how the teams supported each other,” he said. The Queensland Police Service acknowledged the value of the exercise and expressed interest in being involved in any future training operations. Queensland Fire and Rescue and the Queensland Ambulance Service concurred, in particular QAS Paramedics who found the realism of the scenario and the cooperation with on-site response teams to be extremely valuable.

‘Bravo’ was managed by Thiess’ Group Crisis Specialist Troy Edward who described the exercise as one of the most rewarding he has coordinated in many years. “To have such a high rate of participation from the mine site, emergency services and our executives clearly demonstrates our commitment to crisis and emergency preparedness and management.”

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BIOCELL Breakthrough Thiess Services has launched its ground-breaking process for the treatment of municipal waste BIOCELL to the commercial market. BIOCELL, which has been the secret behind the success of the Rochedale and Swanbank Landfills in Queensland, minimises the release of greenhouse gases, maximises gas capture for electricity generation and reduces the amount of waste going to landfill. Waste management is one of the greatest challenges facing local councils and BIOCELL now offers a solution to divert up to 40 per cent of the waste currently being disposed of in landfill. The technology has been developed by Thiess Services in conjunction with the University of Queensland and is currently being patented.

Market Development Manager for Thiess Services Frank Klostermann said the technology has widespread application in Australia. “BIOCELL effectively brings the traditional opposites of landfill and recycling together and in doing so, prolongs the life of a landfill while providing a more cost effective recycling effort,” Mr Klostermann explained. The anaerobic digestion of typical organic municipal waste within a lined earth vessel produces biogas, 99 per cent of which is captured for use in electricity generation. The University of Queensland’s Professor William Clarke who co-developed BIOCELL believes it has a worldwide market.

“The BIOCELL technology requires minimal infrastructure and therefore offers small townships and cities alike the potential to achieve waste diversion, reduce greenhouse emissions and produce sustainable energy,” Professor Clarke said. When the process is completed, the treated waste is removed and the vessel is re-used. The treated waste is then naturally composted and can then be used as an alternate daily cover for landfill, mine site rehabilitation, forestry or non-contact agriculture.

BIOCELL allows gas to be captured for electricity generation.

DIRECTIONS | AUTUMN/WINTER 2012 | SERVICES

What attracted you to taking the reins of Thiess Services?

How does your business strategy balance short versus long-term market realities?

How can a business take sustainability and innovation beyond simply buzzwords?

The world’s moving at a rapid pace and Thiess Services needs to move with it. We are taking a proactive approach to where we expand our business and are basing our decision-making on the best use of capital and finances for shareholders. We are reviewing our markets because we can’t be all things to all people – we have to mirror our business to the society in which we live and the clients we work with.

Very simply it’s about ‘walking the talk’. Sustainability is a culture for everyone in the business. We are determined to advance world-leading environmental solutions that produce the best outcomes for our clients and communities. From one of Australia’s largest single remediation projects, to maintaining the health and vitality of waterways, embedding environmental best practice is central to our operations.

What sectors and regions will offer the best opportunities in the next few years?

Given your passion for diversity in the workplace, what strategies are you exploring?

In this 25th anniversary year for Thiess Services, what does its future look like?

Every region and business unit faces unique opportunities. Water, for instance, has some great prospects in our head office state of Queensland. The Energy business has growth potential in Western Australia, Victoria and New South Wales. And of course the National Broadband Network (NBN) has played a massive role in boosting the communications business.

There’s no question – we need to have greater diversity. Our business needs to reflect the diversity of our clients and the geographic regions in which we work. My strategies are about education – understanding and ensuring all new hire ‘slates’ have a diverse range of candidates. I’m not saying we should hire people because they tick a ‘diversity’ box, but if you do not have a diverse slate you will never have a diverse team. When you embrace a team from different walks of life you get better ideas and outcomes. It’s as simple as that.

We have a great number of skilled people and a significant number of market opportunities. It’s my responsibility, with the help of my leadership team, to ensure we lead and steer the business toward the most attractive of these prospects – especially those that build on our existing skills.

Thiess Services works across a diverse range of business sectors including water, waste management, energy, infrastructure and remediation. Our ongoing challenge is to ensure the business continually adapts and responds to market opportunities. It’s that dynamic which attracted me to the company along with the chance to work for a large Australian-based construction organisation.

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Thiess is introducing innovation and leading Australia’s most diverse and complex water projects.

The Vermeer Axis Laser Guided Boring System in action.

Drilling technology boosts productivity Investing in new technology is paying off for Thiess Services’ water business, boosting accuracy and productivity for pipeline installation. Its Civil Services Group has recently taken hold of a new cutting-edge drilling machine, the Vermeer Axis Laser Guided Boring System, which gives the business a performance advantage. Manager Civil Services Marcus Wade said the system used a pit-launched trenchless water or sewerage pipe installation method designed to achieve pinpoint accuracy while eliminating some of the difficult steps associated with other installation techniques. “It’s designed for the installation of pipes ranging from 150 to 600 millimetres, at lengths up to 150 metres, which is ideal for manhole-to-manhole installations,” he said.

“This means we can continue to offer our clients the latest in innovative trenchless technology.” The combined use of a laser guided system and state-of-the-art steering heads makes it possible to steer and bore at the same time. This accommodates any deviations or changes in ground conditions. Using a specialist tri-cone drill head and vacuum extraction system, the axis steering head boosts rock drilling productivity. The system works well below groundwater tables and along with its vacuum capabilities is an environmentally-friendly approach compared to traditional open cut methods.


OLD PLANT GIVEN NEW TREATMENT Fast Facts

‘BACKYARD BLITZ’ TRANSFORMS CONVENT

• The plant will cater for 90,000 people in the Goodna catchment, which includes the rapidly expanding suburbs in and around Springfield •T he new treatment process will provide nutrient removal to three milligrams per litre of nitrogen and one milligram per litre of phosphorus, discharging into the Brisbane River • The plant has a 60-year life cycle and can be further upgraded

Utilising existing plant and equipment, and the latest in membrane plant technology has fast-tracked the upgrade of the Goodna Sewage Treatment Plant in South East Queensland.

At a depth of seven metres the new biological reactor maximises aeration efficiency within a small footprint and gives operators the ability to better manage peak flows during wet weather events.

Thiess is undertaking the complete turnkey “This increasingly popular membrane technology has a comparative net design, procurement, construction, commissioning and handover of the plant present value to conventional process for client Queensland Urban Utilities as while delivering a higher water quality part of the Critical Portfolio Works Program. output that meets state government environmental requirements,” Mr Victor said. Thiess Mechanical Manager Tony Victor said the on-site works for the plant’s upgrade To further optimise the construction started in October 2010 but was disrupted footprint and duration, the project team by record flooding in January 2011. will re-use the existing reactor on site by converting it to an aerobic digester. Since then, the team has pulled out all stops to get the project back on track, Power has now been switched on at the and supply high quality effluent from the plant and commissioning work is being new plant using membrane technology. accelerated to introduce raw sewerage into the system early to meet revised “The existing plant had to be upgraded client requirements. within a tight geographical footprint as well as producing effluent to a new high The upgraded plant is on track to quality standard. These requirements be operational by late October 2012. led to the use of membrane plant technology, dispensing the need for conventional clarifiers,” Mr Victor said.

The ACE Alliance – a partnership between Thiess Services and Melbourne Water – has completed a small miracle at the Abbotsford Convent in Melbourne. The former Convent of the Good Shepherd, spread over a sprawling 6.8 hectares near the Yarra River, has become the non-profit, community run Abbotsford Convent, which today is a thriving cultural hub of artists, practitioners and creative organisations. The Convent was the worthy recipient of a recent ACE Alliance ‘Backyard Blitz’ which included tree felling, tiling, painting, carpentry, paving, concrete repairs, irrigation and more. Held as one of the Alliance’s annual ‘One Team Days’, the initiative strengthened internal relationships and provided team members with the opportunity to give something back to the community. Abbottsford Convent Chief Executive Officer Maggie Maguire said the group did a fantastic job. “Despite some rain, there is now much evidence across the Abbotsford Convent’s gardens and buildings of the colossal amount of work that was achieved,” she said. Around 170 members of the ACE Alliance were divided into teams to carry out packages of work around the convent. “A remarkable amount of work was carried out in a short space of time and that’s a testament to the passion and commitment of the people from the ACE Alliance,” Contract Manager Andrew Lawrie said.

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THIESS SERVICES RE-ENERGISES OFFER The Thiess Services Energy business is transforming to create a new offering to clients nationally, with divisions in network services, projects and engineering services.

The business is also delivering priority projects to the mining industry, such as high voltage electricity and gas transmission line connections, relocations and maintenance works.

The Energy business was formed in July 2011 providing network services to electricity, gas and water customers across Australia and New Zealand.

General Manager Russell Ash said the business will maintain and expand its delivery model using local workforces, alongside a continued focus on long-term relationships with utility network clients and those in the private sector.

The re-energised structure is currently building capability for planning, designing and constructing electricity and gas networks; constructing transmission lines, substations and underground cable projects; and providing related engineering services.

“Currently throughout Queensland, Victoria and Western Australia, Thiess Services is in a strong position as a trusted partner to some of the country’s largest electricity and gas network owners,” he said.

Mr Ash said the business also has a role in managing a 50 per cent interest in the joint venture with Silcar to deliver the NBN roll-out in Queensland and New South Wales. “Thiess Services is providing value-added services to those energy network clients who are embracing new smart technologies,” Mr Ash said. “Technologies with integrated telecommunications will enable greater remote monitoring and control of energy networks, provide more customer choice and enable more options for managing network supply and demand.”


Engineers set for rewarding careers Thiess is appealing to school students to consider studying engineering at university as a crucial first step to a lucrative career building the nation.

Thiess currently recruits around 140 people a year in its highly popular graduates program, but it’s the experienced engineers across all sectors that are most in demand.

Appearing at ‘The Big Meet’ careers expo targeting graduates and undergraduates in Brisbane recently, Managing Director Bruce Munro said demand for engineers across mining and construction, in particular, means an engineering degree is a firstclass ticket to a rewarding career.

Thiess is currently recruiting to fill a total of 1,700 vacancies across all Australian operations.

“Thiess currently has vacancies for around 200 experienced engineers across our Australian business and that demand will continue to grow as we grow,” Mr Munro said.

The company is looking at ways of increasing its involvement in the training sphere with a number of options under consideration including vocational training partnerships with selected schools and the possibility of partnering with training organisations to develop skills institutes.

The latest intake of participants in the Indigenous Pre-Employment Program have taken part in ‘Development Week’.

Indigenous program attracts interstate interest The Thiess Indigenous Pre-Employment Program is underway for a third consecutive year with 12 participants from around Australia.

The 20-week program is part Thiess’ commitment to help ‘close the gap’ between Indigenous and non-Indigenous communities.

“It’s great to see that we can now attract people from throughout Australia who would like to kickstart their career with Thiess,” Ms Frawley said.

‘Development Week’ has been held at the Salvation Army Riverview Farm where the 10 men and two women took part in a number of team building activities including a hike, ropes courses, MasterChef challenge and importantly, learnt about our safety culture.

Plant Apprentice Coordinator Stacey Frawley said for the first time some of the participants have come from interstate capitals such as Darwin and Adelaide.

“We also have participants from major Queensland cities including Mt Isa, Townsville, Cairns and Brisbane.” Last year, of the 12 participants who graduated, four were offered positions at Hastings Deering, while the other eight accepted a position with Thiess.

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DIRECTIONS | AUTUMN/WINTER 2012 | PROJECT MAP

PROJECT MAP

Australia Australian Capital Territory

6

Shellharbour Collection

18

Ergon Distribution Network Maintenance

1

Canberra Bulklift

4

Singleton Recycling

12

1

Canberra Materials Recycling Facility

3

Thornton Materials Recycling Facility

Goodna STP Upgrade (Critical Portfolio Works Program)

1

Mitchell Transfer Station

2

TraCa Alliance

8

King George Central

1

Mugga Lane Landfill

4

Westside Open Cut Mine

11

Lake Vermont CHPP Expansion

5

Wilpinjong Coal Project

11

Lake Vermont Coal Project

6

Wollondilly Collection & Recycling

12

Logan Hospital Redevelopment

6

Wollondilly Commercial Waste Collection

13

Lotus Glen Correctional Centre - Stage 1

6

Wollongong Collection & Recycling

10

Mackay Transfer Station & Landfill

8

Northgate Transfer Station

8

Petrie Materials Recycling Facility

8

Pine Rivers Waste & Recycling Collection

14

QGC Upstream Early Works

8

Rocklea Transfer Station

11

South Walker Creek Coal Project

13

Springmount Landfill

12

Swanbank Renewable Energy & Waste Management Facility

14

Tarong Coal Project

15

Toowoomba Neil Street

16

Townsville Hospital - Stages 1 & 2

16

Townsville Hospital - Stages 2 & 3

12

TrackStar Alliance (Richlands to Springfield)

12

Woogaroo Sewer Trunk Main (Critical Portfolio Works Program) Woree Transfer Station

new south wales 5

Bengalla CHPP Expansion

2

Blaxland

3

Blaxland Landfill

2

City East Cable Tunnel

2

Gosford City & Wyong Shire Waste Services

4

Hunter Bulklift

4

Hunter Expressway Alliance

Queensland

4

Hunter Frontlift

8

Airport Link Operations & Maintenance

4

Hunter Industrial Liquid

8

6

Illawarra Frontlift

Airport Link, Northern Busway (Windsor to Kedron) & Airport Roundabout Upgrade

4

Integrated Services

8

Brisbane Biosolids - Beneficial Reuse Contract

3

Liebherr Crane Facility

8

Brisbane Waste Innovations Alliance (BWIA)

6

Macarthur Bulklift

10

Burton Coal Operations

6

Macarthur Frontlift

9

Caloundra Waste & Recycling Collection

5

Mt Owen Extension

10

Caval Ridge Project (Bulk Earthworks North)

4

Newcastle Recycling Collection

10

Codrilla Coal CHPP

2

Orica Car Park Waste Encapsulation

17

Collinsville Mine Operations

2

Royal North Shore Hospital Facilities Management

11

Curragh North Extension

13

2

Royal North Shore Hospital

8

Energex Distribution Network Maintenance

SEQ Linkwater

Northern territory 7

Darwin East Arm Remedial Works

SEQ Queensland Urban Utilities

DIRECTIONS | AUTUMN/WINTER 2012 | PROJECT MAP

International

South Australia 19

Prominent Hill

20

Seaford Rail Extension

TASMANIA 21

Brighton Bypass Project

Victoria 22

Bayside Domestic & Green Waste Collection

22

Cardinia Domestic Waste, Recycling & Green Waste Collection

22

Regional Rail Link: Footscray to Deer Park

23

Victorian Desalination Operations & Maintenance

23

Victorian Desalination Project

22

Whitehorse Domestic & Green Waste Collection

24

Yallourn Mine - Telecommunication (Silcar)

24

Yallourn Mine Alliance

25

outh East Water 'us' - Utiity Services Alliance, S Capital Works & Maintenance

SEV SP AusNet Bushfire Mitigation Western Australia 26

Cape Lambert Landfill Relocation (Garlanja JV)

26

Gorgon LNG Plant - Construction Village

26

Gorgon LNG Plant - Site Preparation & Temporary Facilities

Multi-State & Australia-wide Broadband & Access Services (SIMBA) National Broadband Network (STSJV) Telepower - Telstra (SIMBA) Telstra Network Intergrity Wideband Silcar Power & Industry (Bluescope Steel) INDIA 33

Chitarpur Coal Mine - On Hold

33

Pakri Barwadih Coal Mine

22

Dandenong Domestic Waste & Recycling Collection

22

Darebin Recycling Collection

38

INCO Construction Services

22

Glen Eira Domestic Waste, Recycling & Green Waste Collection

27

Jimblebar Enabling Works

34

Kaltim Prima Coal Mine Project

28

Kwinana Remedial Works

35

Melak Coal Mine Project

Knox Domestic Waste, Recycling & Green Waste Collection

27

Ore Body 24, Bulk Earthworks & Roadworks

36

Satui Coal Mine Project

29

RGP5B, Finucane Island (Earthworks)

37

Senakin Coal Mine Project

22

M80 Ring Road Upgrade

27

Solomon Phase 1

22

Melbourne Bulklift

28

22

Melbourne Frontlift

22

Melbourne Water, ACE Alliance, Capital Works, Operations & Maintenance

Western Power - Distribution Network, Construction, Maintenance & Management Services

30

Wheatstone LNG Tanks

Moonee Valley Domestic, Recycling & Green Waste Collection

30

Wheatstone Marine Offloading Facility (MOF)

30

Wheatstone Shore Crossing

22

Mordialloc Creek

30

Wheatstone Site Preparation

22

Newport Train Stabling Project

31

Worsley Multi Fuel Cogeneration Project (MFC)

22

22

indonesia

New zealand 32

WaterCare Network Services Alliance

31

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