leighton mag issue 04

8/3/2019 Leighton Mag Issue 04

http://slidepdf.com/reader/full/leighton-mag-issue-04 1/31

A LEIGHTON CONTRACTORS PUBLICATION ISSUE 04

attitudeschanging

Towards 2020Employee engagement mattersIncentives for clean energy generation Australia’s most secure building



LEIGHTON MAGAZINE ISSUE 4 ISSUE 4 LEIGHTON MA

The transormation oLeighton Contractors overthe past ve years has laida solid oundation or ouruture. Today, every part oour business is perormingexceptionally well and wenished the 2008 nancial

year with record work-in-hando over $9.6bn, with a goodspread o work across allsectors where we operate.This achievement is theculmination o years ocommitment, planning andhard work rom every oneo our people.

But, looking beyond theundamentals, how does theglobal business environmentaect us? We are all hearing alot in the news about the creditcrisis and the volatility o theinternational nancial markets.What do these developmentsmean or our ongoing success?

While we can’t pretend to beimmune to these economicconditions, the core o ourbusiness is in growing markets.The demand or iron ore andcoal, or example, areexpected to remain strong orthe oreseeable uture, as isthe demand or inrastructurein Australia.

All governments in Australiaare looking to invest in criticalinrastructure in roads and

rail; transport andcommunications; education;and health and hospitals todrive economic growth.

Factors like these give mecondence that LeightonContractors will continue to

grow and remain protable– but it’s our continuedocus on strategic businessdiversication that reallyexcites me. Our strategy odiversity isn’t about becomingbigger or the sake oexpansion, it is to add valueto the existing products andservices we deliver, whilehelping insulate our corebusiness rom the uncertaintieso economic cycles.

To achieve this, we havesystematically built a diverserange o operating divisions,underpinned by long termrelationships with key clients.Our journey towards becominga values based organisation isresulting in better inormationfows across business units,with core expertise beingapplied in non-traditionalsectors to generate someexciting prospects. In theimmediate uture, we areapplying our expertise in newways to explore opportunitiesin the emerging, ast growingsectors o green energy andhealth care. To support theseinitiatives, we continue to

grow our team o speWe look at our ‘know-combined with suretydelivery, as the basis ocompetitive advantagmarketplace credibilit

None o our success w

be possible without oteams who work so cwith valued partners aclients. The depth o tknowledge and enthuor continuous improvunderpins what I am is our very bright utur

Peter McMorrow

Managing Director

OUr StratEgy Of dIvErSIty ISn’tabOUt bEcOmIng bIggEr fOr tHE

SaKE Of EXPanSIOn, It IS tO addvalUE tO tHE EXIStIng PrOdUctSand SErvIcES wE dElIvEr.

Managing a complex business through both econodownturns and upswings is what distinguishes grecompanies rom good ones. There’s no doubt the kto delivering sustainable growth is all about havingright undamentals in place.




Employee engagement matters

Australia’s most secure building

Talking health with Menette

Eective leadership in the 21st century

Brisbane’s brand new busway

Changing attitudes

Nextgen emerges as major broadband carrier

Towards 2020

Putting saety in the drivers seat

Investing in the health o your people

Incentives or clean energy generation

Applying green ratings to inrastructure

Alluvion tower is born

Leading the way

Mayield ramps up switch room manuacturing

Industrial and Services Whyalla bound

Alliance improves Auckland roads

Northern Hume Alliance innovation

workshop boosts saety

A cause worth trekking or

Delivering the promise

lEIgHtOn magaZInEISSUE #4

Printed on HannoArt Silk. Manuactured using low environmental impact pulps.ISO 14001 EMS, EMAS and OHSAS 18001 accredited.

Published by Leighton Contractors Pty LimitedLevel 8, Tower 1, 495 Victoria Avenue Chatswood, NSW

No part o this publication may be reproduced or copied in any orm without writtenpermission rom Leighton Contractors Pty Limited.

LEIGHTON is a trade mark o Leighton Contractors Pty Limited.© Leighton Contractors Pty Limited 2007. (All rights reserved)

DISCLAIMERThe opinions expressed in this publication do not necessarily represent the viewso Leighton Contractors Pty Limited or its related companies. (“we” or “us”).We make no representation or warranty as to the reliablity, accuracy or completenesso the inormation contained in this publication which should not be relied upon orcommercial purposes.

cOntEntS

16

06

18Talking health with Menette

Feature: Employee engagement matters

Eective leadership inthe 21st century

22Changing attitudes

36Investing in the healtho your people

20Brisbane’s brand new busw

28Towards 2020

38Incentives or cleanenergy generation

44Leading the way

42 Applying green ratingsto inrastructure




Employeeengagementmatters

Employee engagement has gone beyond waand uy to become a key perormance drivEmployee research expert David Crostonlooks at the engagement strategies leadersteams are using to reduce turnover, buildcommitment and lit the bottom line.




esearch shows engaged employees areore satisfed, loyal and productive’ thaneir disengaged colleagues.

a tightening labour market, and withontinual pressure to deliver growth,is makes employee engagement an

mportant new area o ocus oradership teams.

Yet, although leadership teams are amiliar with the challengeo competing or capital and customers, the attraction andretention o talented employees is a battle that demands adierent set o skills.

The old solution was to throw money at the problem. However,in this new world order, management cannot expect to buytheir workorce’s loyalty and commitment. Instead, they needto look at creating a workplace that encourages people to beand do their best.

This can sound incredibly ‘sot and fuy’, but the reality is verydierent. A well-designed engagement program sets out toliberate a workorce, to create an environment where theemphasis is on trust, purpose, passion and perormance.

This begs the question, ‘what is employee engagement?’ Putsimply, it is a measure o what people are thinking and eelingwhen they arrive at work and their standard o behaviour onthe job. The mood and mindset o each worker determines howmuch eort they are prepared to invest in their job.

So, or example, engaged employees typically turn up or workull o energy and enthusiasm. They know what they have todo and they’re keen to get on and do it. They require little or nosupervision, and are highly productive and protable.

Conversely, disengaged employees wander into work stifing a

yawn. As soon as they arrive they start counting the hours untilthey can leave. They require constant supervision, but this closemonitoring o their work does little to elevate their disappointinglylow productivity levels. Oten, people with this attitude canpresent a signicant saety risk to business.

These descriptions may suggest the problem lies with the individualemployee, but this is rarely the case. More oten than not, theproblem lies with the employee’s workplace environment.

Top-down, command-and-control cultures – identied by poorinter-personal working relationships – commonly generatelow levels o employee satisaction, loyalty and commitment.Unsurprisingly, problems in these areas have a negative eect ona company’s nancial perormance.

mPlOyEE EngagEmEnt

tHE mOOd and mIndSEt Of EacH wOrKErdEtErmInES HOw mUcH EffOrt tHEy arEPrEParEd tO InvESt In tHEIr jOb.

In act, the dierence in the results delivered by companies withhigh and low employee engagement is startling.

One post-survey research study ound three key nancialindicators – operating income, net income and earnings pershare (EPS) – rose when engagement was high and ell whenengagement was low. It revealed high employee engagementdelivered a 52 per cent dierence in op erating income g rowthand a 39 per cent dierence in EPS.1

But how do you know what to improve to achieve these results? A robust employee engagement survey oers a place to start,painting a precise picture o where senior teams should ocustheir eorts. Its ndings translate into an engagement strategy toaddress specic workplace issues preventing employees romintellectually and emotionally committing to their work.

That strategy will be dierent in every company. For example,one large nancial institution ound it needed to improveworkplace relationships. The company ran two-day workshopsto help employees understand the impact their actions had onothers. The workshops created a surge in workplace satisaction,as employees altered their approach and began to treat eachother with trust and respect.

In another instance, a global IT rm ocused on engaging andaligning its workorce around management’s new vision andstrategy. The leadership team invested substantial time andresources helping employees develop a deep understanding otheir role in executing the strategy. The results were impressive,with sta engagement, client satisaction and bottom lineperormance all soaring.

Finally, a large telco took decisive action to improve theexperience employees had while they were at work, lookingat every employee touchpoint. The resulting comprehensiveinitiative addressed reward and recognition, health and wellbeing,learning and development, and workplace volunteering.

The payback: employee engagement, customer satisactionand nancial perormance all improved.

The results rom these programs and many others makelink between employee engagement, perormance and Leadership teams that manage to shit even a small pero their workorce up the engagement curve can expect dramatic improvement across their key perormance ind

It is this promise that ensures employee engagement withe top o management’s agenda or some time to come

David Croston is a director o Inside Research, and the aEmployee Engagement: The ‘People-rst’ Approach To

A Business.

Establish the links between people,perormance and proft

Take into account the deep and comp

roots o employee motivation

Address higher order needs, such asbelonging, recognition and achieveme

Engage employees around achieving corporate vision and strategy

Build commitment around a set o shacompany values

1

2345

Successul engagementprograms

Dierence betweencompanies with high or low

Metric employee engagement

perating income 52.0%

et income growth 17.5%

arnings per share 39.0%

The top and bottom lineo employee engagement

1 Towers Perrin-ISR: Engaged Employees Help

Boost The Bottom Line, June 2006.




mPlOyEE EngagEmEnt

rUlES OfngagEmEnt

mployee engagement is at the heartLeighton Contractors’ our-year

ansormation rom a company witho dedicated HR department to oneth a values-based culture

upported at every level.

Employee engagement impacts fnancial perormance

Basedona mediansplitothe50 companies,HighEngagementMean= 79%,LowEngagementMean= 66%,overa 12mothperiod.Source:TowersPerrinISR

40

20

0

-20

-40Change InTotal AssetsEPSGrowth RateNet IncomeGrowth RateChange inOperating Income

19.2

-32.7

13.7

-3.8

27.8

-11.2 -5.9

17.1

Low Employee EngagementHigh Employee Engagement

“In 2005 two things happened,” says Organisational DevelopmentManager, Mick Duy. “First, we realised the skills squeeze meantwe had to attract and retain good people in order to grow.Second, we adopted a values-based leadership approach becauseour leadership team saw the business benets it would bring.”

The company also introduced an employee engagement modeldesigned to make people eel so proud, valued and attached toLeighton Contractors, they would think twice about leaving. Whilethe strategy is consistent across the company, divisional managers

can adapt it to their needs.

From principles to practice

For Ray Sputore, General Manager, Western RegionConstruction, good engagement starts with goodcommunication.

“The importance o employee engagement and what itmeans, varies rom person to person, so we tailor theinormation we provide and how we provide i t, to caterto dierent needs,” he says.

Bob Bennetto

Ray Sputore

“We use every medium rom toolbox talks and group orums tothe intranet, emails and ace-to-ace perormance developmentreviews, and constantly assess the value we get rom each one.We want employees to be proud o being part o the team, to beable to see and eel their aspirations can be satised workingat Leighton Contractors.”

Ray uses his locally-adapted business updates at projectsites to reinorce the Company’s values and stay in touch withlocal sentiment.

“Ater a recent orum someone told me they had just turneddown a job oer with a competitor because o the eort we putinto our values. Any company can oer more money, but notmany are matching our investment in creating a culture wherevalues are lived.”

With sta rom dierent backgrounds spread countrywide and abusiness model that relies on teamwork, Industrial and ServicesDivision General Manager, Bob Bennetto, uses communication tobreak down traditional silos and engage people as he buildsa new capability.

“We want to create a substantial, viable, sustainable business andhaving a unied team o quality people is essential,” he explains.

“Our communications strategy is helping to unite our peopleunder a clear business direction, that is consistent with the rest oLeighton Contractors and our values and clearly signals to ourcustomers who we are and what we stand or.”

As well as newsletters, an intranet page and email updates,Bennetto uses video conerencing to involve remote-basedemployees in group meetings. Soon to commence is a trial oremote communication technologies so that sites such as AlcanGove (NT) can eel par t o the team.

“Nowadays people expect to have several career changesin their lietime. We want them all to be with LeightonContractors,” says Bob.

“I you get good people and invest in them, it makes goodbusiness sense to retain them and provide opportunities orthem to develop careers within the company.”

any cOmPany can OffEr mOrE mOnEy,bUt nOt many arE matcHIng OUr InvEStmEntIn crEatIng a cUltUrE wHErE valUES arE lIvEd.




“It’s changed how employees act, how clients and communitiesthink about us, and made us more sustainable,” he says.

“Our employee engagement strategy relies on the EMT’s ability tocommunicate our values and model the associated behaviours toas many people as possible. We seize every opportunity todo so and I am constantly amazed at the degree ointerest at every level.”

This commitment is why you will see Peter at the annual GroupCompany Update or sta and their partners rom Adelaide

to Auckland, and the Leighton Excellence Awards, whichrecognise achievement across the business. Visiting projectsites, addressing leadership programs, speaking at the LeadersSummit… employee engagement is time-consuming, but Peterbelieves it is clearly linked to improved business perormance.

With the employee survey and perormance review anddevelopment processes now values-ocused and eedinginto business planning, Peter acknowledges that values arermly embedded into Leighton Contractors but still eels morework is needed.

“We are a dynamic, growing organisation,” he points out.“Engaging employees around being a value-based cultureis a continuous journey – we can never say there isnothing more to do.”

walKIngtHE talK

PUttIngEmPlOyEEEngagEmEntOn tHEagEnda

When HWE Mining became part oLeighton Contractors in early 2006,Craig Laslett, Executive GeneralManager or Leighton Contractors’Resources Division knew thatengaging employees through thistransitional period was a key parto the successul acquisition.

“Our people have always been our most important asset was clear rom the outset that engaging our employees tthis period o change was critical to ensuring we maintaistrong workorce with a consistent, harmonious culture,”

“We started with grass roots communication and engagetechniques such as reaching employees through Uneartemployee newspaper, holding regular Group Updates at sites and exploring new and dierent ways, such as Radto engage our hard-to-reach employees.

“As the company has grown and evolved, so too has outhinking and our resourcing around employee engagemOur Employee Services team has taken the step o empdedicated employee engagement specialists to buildrom our existing initiatives.”

Organisational Development Manager or HWE Mining, Cecich notes how the ocus on engagement co ntinuesenergise the business.

“One o the activities this team had success with was a PManager orum, where taking a targeted, strategic approretention was discussed as a key issue. Held in Perth in Auorum also addressed impending changes to industrial reand what that may mean or our workorce. The orum bea platorm or developing managers’ awareness o emplengagement, sharing ideas and empowering them to act lo

“We ocused on key development areas arising rom last company wide employee engagement survey – Your Saythe managers are prioritising all the ideas or inclusion inengagement ramework we are developing.”

Other engagement activities that have been rolled out acResources Division are the awards nights, on-site ocus and increasing participation in Leighton Contractors’ cardevelopment programs.

“The orum demystied employee engagement by helpinmanagers realise that they are already doing it, and that a more strategic and integrated approach, we will suppoto do even more,” says Miranda.

hen investing in values was frstuggested, Chie Financial Ofcer andxecutive Management Team (EMT)ember Peter Pollard was sceptical.e elt Leighton Contractors alreadyad strong values and articulatingem would do nothing but make

onsultants rich.oday, he is one o the loudestdvocates or the benefts o beingvalues-based culture.

mPlOyEE EngagEmEnt

EngagIng EmPlOyEESarOUnd bEIng avalUE-baSEd cUltUrE ISa cOntInUOUS jOUrnEy– wE can nEvEr Say tHErEIS nOtHIng mOrE tO dO.

r Pollard




It’s Australia’s most securebuilding: a single installationcovering approximately28,000sqm that, or the rsttime, will house under one roo750 strategic and operationalsta rom the army, navy, airorce and special services.

The $300 million HeadquartersJoint Operational Command(HQJOC) became ullyoperational on November 14,ater a 16 month constructionphase completed by thePraeco Consortium, jointly sponsored by LeightonContractors and ABN AMRO.

“It’s not only the most securebuilding in Australia, it’s oneo the rst Commonwealthprojects to attain a ve star

Australian Building Greenstarrating,” says InrastructureInvestment Project Manager,Peter Robertson.

“It’s an extremely ecientbuilding even though it’sprobably one o the mostcomplex services relatedbuildings in the country.”

HQJOC is totally sel-sucient in water, collectingrun-o, drawing supplies roma water bore and containingits own water and seweragetreatment systems.

The project was inherentlychallenging. The entire HQJOChas a top security classication,

the rst or Deence on thisscale. That meant morethan 300 project sta andcontractors had to obtainDeence Department securityclearance during the designand construction phase.

“Security becomes even moreo a priority now the project hasentered its operations phase,”says NSW/ACT BuildingProject Manager, Tom Ussia.

The acility has an extlevel o reliability andredundancy, so it cansel-sucient without operational ability beicompromised.

The 220ha rural site isBungendore, approxi40km rom Canberra,requiring project staextended periods awahome. Frequent sociaactivities ostered a teduring the constructio

The new headquartersenhance the eectiveo joint planning and tallocation o resourcemilitary operations, asas supporting peacetneeds such as co-ordaid delivery and responatural disasters.

It was the rst inrastrPublic Private Partnerentered into by theCommonwealth Gove

aStrUctUrE InvEStmEnt

The Australian Deence Force takes the keys to Austrfrst joint operations command centre: the state-o-th$300 million Bungendore acility.

Australia’s mosecure building




talKIng HEaltHwItH mEnEttE

hen Leighton Contractors acquired Menette Pty Ltd in mid-2008,created a one stop service provider or healthcare acilities, with theility to advise, design, construct, project manage and maintain

wide range o social inrastructure projects.

LTHCARE

Designing and maintaininghospitals is a highlyspecialised eld, requiring high

perormance o critical buildingsystems in a tightly regulatedenvironment. With as manyas 85,000 assets per project,a hospital requires ailsaebreakdown maintenance,preventative maintenance andliecycle replacement.

That’s where Menette comesin. Melbourne-based Menettehas been providing acilitiesmanagement or over 15 years,and oers a host o servicesthat complement LeightonContractors’ experience inhospital construction andreurbishment to provide thehealth sector with a wholeo lie service.

“With its extensive experienceacross more than 70hospitals Australia-wide, theacquisition will enable LeightonContractors to both provideand manage hard and sotservices in hospitals,” says

John Hesketh, who runsLeighton Contractors’ FacilitiesManagement Business.

“Doctors have a very stronginfuence in the quality anddesign o acilities, andthereore need serviceproviders who can talk theirlanguage, understand whatthey require and translate thatto an actual acility,” he says.

Menette’s credentialsinclude developing strategic

rameworks or: acilitiesand biomedical engineeringmanagement delivery;

re-engineering existing servicedelivery models; preventivemaintenance programs;capital project management;health asset risk assessmentsand lie cycle costings; assetmanagement planning; andimplementing recommendedservice delivery models.

It has also developed in-house sotware systems tosupport its specialised work.One, PRisM (Property RiskManagement), objectivelymeasures property-based risksand manages them throughthe remediation process. Another, Total FMS, automatesmaintenance management,helping healthcare acilitiesmanage their day-to-dayactivities such as correctiveand preventative maintenanceworks, assets, contractors andquality activities.

Although Menette’s

processes and systems arespecically tailored or thehealthcare sector, they arereadily adaptable to otherindustries where there is astrong regulatory regime orhigh dependence on buildingservices systems. Thus, theywill also be highly suitable ordata centres, research acilities,high tech manuacturing,pharmaceutical plants andood processing acilities.




tHE abSEncE Of StrOng lEadErSHIP anda gOOd managEr IS tHE nUmbEr OnErEaSOn many lEavE OrganISatIOnS.

Australian employees are letwith no eedback at all! This isunacceptable to GenerationsX and Y, who not only expecteedback, but will demand it.They want to know when theyare doing well so they cancontinue to do it. They alsowant to know when they are notdoing well, what they need todo to improve and what theirleader or manager is willing todo to help them improve.

The Hewitt Associatessurveys about Best AustralianEmployers ound that leaders inthose organisations are strong

communicators who are goodlisteners and are open andhonest in their communicationstyle. One o the qualities ohighly eective leaders is thatthey don’t believe they have allthe answers themselves. Theyrecognise that the answersto many workplace issuesmay be ound within theorganisation and oten at levelsbelow management. They

ask questions o employeesat all levels, and then willinglylisten to their contributions.This earns respect or theleader, but simultaneouslydemonstrates respect by theleader or the employees.To engage the employees,the leader must help themunderstand “why” they mustollow, rather than assume theywill ollow. They need to bemore open to being challengedand questioned.

Finally, or a leader to be trulycredible, he or she needs tolead by example, exhibiting the

above behaviours in their ownlives. In the words o FatherChris Riley, CEO o YouthO The Streets: “Leading byexample is how leaders makevision and values tangible. It ishow they provide evidence thatthey’re personally committed.

And that evidence is whatpeople look or and admirein leaders – people whosedirection they willingly ollow.”

PlE

To move towards a morecollaborative and inclusiveleadership style, leadersneed to ocus on:• Learning how to give and receive constructive feedback

about both good and poor performance

• Building learning cultures within the organisation, enablthe development of the management and leadership skof all employees responsible for leading others

• Creating positive work environments, where employeesencouraged to be the best they can be

• Adopting more inclusive approaches to problem solving by seeking input from a broader range of employees, where possible

• Moving from command and control leadership to morecollaborative, inclusive leadership

nO.1 mOtIvatOr fOrgEn X and gEn y

er Drucker, in a book titledLeader of the Future

96), observed that “therey be born leaders, butre surely are too ew topend on them. Leadershipst be learned and canearned.” My personale, ater working in Human

sources or 14 years, ist leadership is a set ornable behaviours, whichn be adopted and modelledobserving leaders whoibit ethical behaviours and

ong values – qualities thatowers” admire and respect.

ortunately, or decades inny Australian organisations,have not invested in

veloping management anddership capability, believingt these are “sot skills” andreore not as importantechnical skills andrk experience.

t skills” have long beenen as an unnecessaryerhead. Oten organisationstheir training and

development budgets duringthe annual budgeting cyclewhen urther cost reductionsare needed. Ironically, strongleadership is the number onemotivator or the two youngestgenerations in the workorce,namely Generation X (born1965 – 1979) and GenerationY (born 1980 – 1995), whocomprise approximately 50per cent - 59 per cent o

Australian workplaces. Theirprincipal loyalty is not to theorganisation, rather to theircareers and a good manager.The absence o strong

leadership and a goodmanager is the numberone reason many leaveorganisations. Whenchallenged on what goodleadership means, GenerationX say “Leaders who dowhat they say they will do”;with Generation Y, whoare impatient by nature,extending this to include

“ … when they say they willdo it!” This strong desire by

Australian employees or good

leadership is urther supportedby the Best AustralianEmployers surveys conductedby Hewitt Associates overthe last seven years, whichhave identied the numberone actor (setting suchorganisations apart rom allothers), as strong leadershipand a commitment to thepeople inside the organisation.

Currently, approximately 80per cent o board positions,senior and executive positionsin Australia are occupied byVeterans (born prior to 1946)and Baby Boomers (born 1946

– 1964), who have a dierentunderstanding o the keymotivators o the twoyounger generations.

In broad terms, Australianleaders ail in the ollowingkey areas:

• Managing poor perormancein the workplace

• Giving regular, constructiveeedback

• Are poor listeners

• Exhibit command andcontrol leadership styles.

Australian managers andleaders do not like givingeedback, but are even moreuncomortable receivingeedback on their ownperormance rom theirsubordinates. They do notlike giving eedback onpoor perormance becauseit “upsets people”. Studiesby Human SynergisticsInternational have ound

Australian leaders to have

one o the highest levels o“avoidance leadership” globally.This is characterised by earo engagement, withdrawalrom taking responsibility anda preerence to deer decisionmaking. At the other end othe eedback scale, we nd

Australian leaders promotingthe “tall poppy syndrome”;that is “we can’t tell peoplewhen they are doing a good job, otherwise they mightget up themselves.” So

Avril Henry is an executive coach, public speaker, author Managing Director of Avril Henry Pty Ltd, a leadership an resources consulting business. More information is availawww.avrilhenry.com.au.

vril Henry shared these insights and

ore with Leighton Contractors’ uture

aders at a recent Leaders summit.

ErSHIP

EffEctIvE lEadErSHIPn tHE 21St cEntUry




Brisbane’s new Inner NorthernBusway (Queen Street toUpper Roma Street) will notonly substantially reducecongestion – it’s also ashining example o communityco-operation, excellence inproject management and highstandards in ecological andsustainable design.

By taking around 700 busesa day o the roads, the$333 million project lopsan average 20 minutes ocommuters’ journeys.

“The successul culture o theproject team meant that therewas shared vision or theproject’s outcomes and thisensured we kept on target,”says Iain Ward, the project’s

Alliance Manager.

The 1.2km Busway links QueenStreet to Upper Roma Street,with a 500m tunnel connecting

the Queen Street bus stationto the Roma Street Forum.

It goes on to link up with theRoma Street Rail Station,with one platorm sharingbus and train services, beoreconnecting with the existingbusway at Countess Street.

The route meant constructiontook place alongside morethan 39 neighbouringbusinesses, next to City Hall,beneath major CBD streets

and close to major hesites including the AlbUniting Church.

The complexity in the was managed throughextensive monitoring which saw 150 monitoplaced throughout theto measure vertical anhorizontal movementand vibration.

A high level o commuconsultation with stakensured the project mthe impact on the citysnared the team the iLeighton Excellence ACommunity Relations

The project also boasthigh level o environmstandards, including alighting – which is usewhen people are in thcollecting rainwater tofushing toilets, and ex

natural ventilation.

The busway was openMay by Queensland P

Anna Bligh. As well asamily un day that attover 12,000 people, a charity ball was held ithe tunnel to showcasproject and raise $160the Australian Red CroWesley Mission Brisb

LEIGHTON ISSUE 4

aStrUctUrE

Deep under some o the most importantbuildings in Brisbane’s CBD, the Inner NoBusway opened six months early, with thepromise o signifcantly reducing congestitaking up to 700 buses o the roads every

brISbanE’Sbrand nEwbUSway

Infra




Seven years ago there might have been a ewboriginal workers in a workorce o 500 at a

Pilbara mine. Thanks to Ngarda Civil & Mining,

ow there are likely to be more than 200.

ChangingAttitudes

ngIng attItUdES




ngIng attItUdES

OUr tracK rEcOrdPrOvES tHat IndIgEnOUOrganISatIOnS canbE cOmmErcIallySUccESSfUl, can wOrKcOllabOratIvEly wItHmajOr cOmPanIES...and can KEEP majOrclIEntS HaPPy

Pioneertraining

Ngarda’s indigenousprogram is helping to

local unemploymentby matching indigentraining with industrySo ar, 50 trainees hagraduated rom the eheavy plant operatoprogram, which recrindigenous people wor no prior mining exThe trainees will be eat various Ngarda sit

ing has created wealth inPilbara region o Western

stralia or 125 years. Yetl recently, the traditional

original custodians oland beneted little. Theely-held view was thatgenous people lackedskills, training and

mperament to be successuling employees.

arda Civil & Mining hasrked hard to change thistude, achieving social and

ancial success along they. With projected revenuesmore than $200 million in09, the Port Hedland basedmpany has approximately0 employees – 50 per centhem indigenous.

They provide mining,earthworks, road constructionand other contract services toindustry leaders such as BHPBilliton Iron Ore, Rio Tinto,Pilbara Iron, Newcrestand Woodside.

It’s a success story that ishelping indigenous people toplay an active role in the West

Australian mining industry.

Established in 2001, NgardaCivil & Mining got together withits shareholders – IndigenousBusiness Australia, the NgardaNgarli Yarndu Foundation andHenry Walker Eltin (HWE) – toorm a joint venture. In 2006,Leighton Contractors acquiredHWE to become a 50 per centshareholder in NgardaCivil & Mining.

“Leighton Contractors hasassisted us with expandingour capabilities and ourbusiness,” says NgardaCivil & Mining’s ExecutiveChairman, Barry Taylor. “SinceLeighton Contractors becamea shareholder, business hasmore than doubled becausenow we have the added

support to resourceany project.”

“While we are bothcommercially ocused,Leighton Contractors iskeen to support Ngarda’sgoal to ensure indigenouspeople participate in the localworkorce in greater numbersand at higher levels.”

Recent contracts include amajor project or Woodside

and a $300 million contract tomanage BHP Billiton Iron Ore’sYarrie mine. Barry believes theLeighton relationship helpedwith these wins.

“Contracts like this meanmillions o dollars owages will fow into Pilbaracommunities, which will helplocal communities become

sustainable,” he says.

Born in the Pilbara, Barry hasseen long term unemploymentaect riends and amilymembers.

“I grew up with one guy whogot into trouble with drugs anddrink, couldn’t get a job. I toldhim to clean himsel up then I’demploy him,” he recalled.

“He did, and now he’s one oour most reliable workers. Hisamily has a liestyle they couldnever have imagined and he’sa terric role model.”

While a large number ocompanies use electronicrecruiting systems thatautomatically exclude

applicants with a limitedwork history, job interviewsor Ngarda Civil & Mining areconducted ace to ace.

“We can probe more andsee where we can utiliseindividuals,” Barry explains.“We have low turnover andabsentee rates because weoer ‘saety in numbers’ anda supportive environment toindigenous workers.”

While the recruitment processis empathetic, perormanceis never compromised.Quality control systemsensure adherence to industrystandards in areas such assaety and productivity.

“Everyone used to watchus, waiting or us to ail,”

remembers Barry. “We hadto do everything twice as wellas other contractors. But nowour track record proves thatindigenous organisations canbe commercially successul,can work collaboratively withmajor companies like LeightonContractors and can keepmajor clients happy.”

The uture includes diversiyinginto oil and gas and improving

the skills pool. With peopleshortages across the industry,more investment in trainingand recruitment is crucial,and planned activities includeoering university cadetshipsand taking on moreindentured apprentices.

“We’ve lost many employees

to larger clients, but I see thisas a backhanded compliment;we skill them up and give themthe abilities and the condenceto compete in the generalmarketplace,” said Barry.

“Our ultimate vision is acompany where everyemployee at every level isindigenous. That would meanwe were truly successul.”




Perth

Kalgoorlie

Adelaide

Melbourne

Port Augusta

Sydney

Newcas

Coffs

CanberraShepparton

Dubbo

Parkes

Moree

Brisba

With its well established bre network into the CBDs and urbanareas o Perth, Melbourne and Adelaide, Silk Telecom, a providero next generation telecommunication and data services, was anattractive proposition to Nextgen Networks.

The acquisition o Silk signicantly increases Nextgen’s total bre,adding 1,200km o bre network and oering it the opportunity tobuild a mini national broadband network.

Already owning and operating the third largest national brenetwork in Australia, ater Telstra and Optus, with over 8,500 kmo subterranean bre and with the latest generation o opticaltransmission technology, Nextgen is now well established in theinter-capital market.

According to Nextgen Managing Director, Phil Sykes, in additionto the increased bre reach, the June acquisition o Silk hasprovided Nextgen with strategic bre access to many Telstraexchanges and mobile phone towers.

“Over the last our years, and accelerated by the Silk acquisition,Nextgen has successully expanded and diversied its originalbusiness model o selling point to point inter-capitaltransmission services.”

Nextgen emerges asmajor broadband carrier

e acquisition o fbre network operator Silklecom positions Nextgen Networks as arious contender in the national broadbandarketplace, marrying its existing extensiveter-capital fbre network with an establishedetro and regional fbre ootprint.

cOmmUnIcatIOnS

In an interesting development, Silk was recently contractedto connect a number o Vodaone towers in Adelaide.

Along with Nextgen’s existing services to Vodaone towers,the combined company now carries a substantial volume o

Australia’s mobile phone and data calls.

The acquisition means Nextgen can address new, highgrowth markets in DSL exchange backhaul, as well as mobilephone tower backhaul driven by 3G mobile data and substantialgrowth in corporate and government high capacity privatedata networks.

Phil Sykes says the integration o Silk with Nextgen isprogressing well, driven by a ocus on delivering consistentcustomer outcomes, maintaining sales momentum andrationalising business processes, operations and technology.

“We are now one company selling services under the Nextgenbrand to a market that continues to demand ever higherbandwidths as everybody and every smart device needs tobe ully interconnected.”




InSPIrEd by a nEw wOrld EcOnOmfOrUm rEPOrt, andrEw tOd(gEnEral managEr, StratEgIcdEvElOPmEnt, cOnStrUctIOn and

rESOUrcES) and PEtEr HIcKS(gEnEral managEr, InfraStrUctUrEInvEStmEnt) dIScUSS tHE fUtUrE OfEngInEErIng and cOnStrUctIOn.

tOwa




toOwardS 2020

e report outlines possiblesiness scenarios in 2020.his kind o hypothesising

pul?

drew

enario planning is anellent planning tool - we

e a similar process toate our own scenarios. It

mulates strategic thinking,pports a culture o longerm awareness and hasctical outcomes thate led to new business

portunities. The newghton Future Thinkingbsite, which monitors trendsour business environment,se rom scenario planning.

e can predict where ourrkets are heading, we canrect our business strategyng the way, instead o beingctive. That’s happening nowh climate change. We haveen monitoring its potentialpact or a while. Now it isanging government policy,are well prepared.

Peter

The WEF’s work providesuseul global context or ourown planning and remindsus that we are all aected byglobal trends and uncertainties;any organisation thinkingit can stay the same hasgot it very wrong. There aremany variables, but we cancontrol how they aect us iwe plan ahead and adapt ascircumstances change. Thetrick is not to get so involvedin long term planning that youlose short term ocus.

How hard is it to plan

ahead in E&C?

Andrew

Traditionally orward planningin E&C means three to veyears. At Leighton we arelooking out to 10 years,beyond what we knowand might be comortablewith. The pace o change israntic but, by projecting thisar ahead and monitoringchanging trends, we can seewhat we need to do today to

If wE can PrEdIct wHErEOUr marKEtS arE HEadIng, wE can cOrrEct OUr bUSInESStratEgy alOng tHE way

be prepared or potentiallydierent utures such asthose described in the WEFscenarios in 2020. E&C iscomplex, so it is important tomonitor the right trends andnot waste time on things thatmatter in a wider contextbut make little dierence toyour business.

Peter

Historically, short term thinkinghas dominated the E&C sector;by planning or 2020 we aretaking a huge but necessaryleap. We have to think longerterm because we are acingchallenges that cannot bemet overnight; they requirecollaborative solutions andnew technologies with longlead times. We must addressthem now because the cost odoing nothing is too high.

What will be the key driversin the local E&C environmentover the next 12 years?

Andrew

Skills shortages, increasedcommodity prices, climate

change initiatives, changingsocial needs and globalcompetition present themost challenges and alsoopportunities. They willincrease input costs, impacthow we work and changeclient expectations. They willalso make us work moreclosely with clients to developnew solutions and approaches,which we can leverage orother projects and use ascompetitive advantage.The pace o change in thebusiness environment is rapid.Opportunities are opening upto us that, two to three yearsago, we would not have

considered. As climate change aectsthe Australian coastline, wewill take on more mitigationprojects, reconsider our designand construction approachesand alter our health andsaety planning to cope withmore heat stress, waterbornediseases and regionalcyclones. With an increaseddemand on water because o

all Or nOtHIng: an EXtrEmE fUtUrEe Wrl Ecmic Frm’s (WEF) Egieerig a

strcti (E&C) Cmmit a Ceter r Strategic

ght’s Engineering & Construction – Scenarios to 2020 aims t

mlate a lg term, mlti-stakehler, istr-wie

prach t market challeges b presetig r extreme

re bsiess scearis r E&C:

e Race: The global economy grows but security concernsder relationships, BRIC countries are commercially strong andestors have a short term mindset; E&C is ercely competitive.

e Collaborative Leap: Regulatory harmony andironmental awareness mean governments, researchers

and specialist companies combine to tackle ambitious,novel, sustainable projects.

The Zero-Sum Game: Wars, shortages and recession result inslumping demand, cost-conscious clients and dicult internationalworking conditions, spelling tough times or E&C.

The Aspirational Communities:As globalisation stalls, societiesbecome more aspirational and inward-looking, seekingcollaborative, innovative solutions to local inrastructure needs.

For more inormation, visit: http://www.weorum.org/en/initiatives/ Scenarios/EngineeringConstruction/index.htm




growing population andng climate, we will think up

w ideas or water treatmentd recycling. It will be ailar situation or electricity,

h carbon trading adding tocing pressures.

er

t o local E&C will be drivenglobal actors. An agingpulation means we will buildre health acilities and aged

commodation choices.ill also reduce our workorce.blic expectations aroundironmental issues will

ange the kind o projectswork on and how we workthem; we may have tod a wind arm to supply

wer to a project insteadsing grid electricity.

mmunity expectationsalso orce governments

make inrastructure aority or suer the politicalnsequences.

ls shortages, oil and waterortages, climate changed carbon markets will have

a big impact. Fuel, waterand electricity will cost more,with a fow on eect to thepricing o other key inputs.The environmental impacto materials will infuenceour supply chain decisions,leading to the emergenceo new materials andtechnologies.

How will workorce pressures

impact E&C planning?

Andrew

Skills shortages will drive morecross-industry collaborationand joint ventures – enablingus to share skills pools – and

more long term planning,especially on mega-projects. Aew years ago, we invested ininternational recruitment andtraining programs because wepredicted a people shortageand wanted to stay competitive,ahead o the pack. Now, we notonly have enough people, wehave imported skills in areasthat will ramp up soon, such asrailway projects. So, throughour planning, we have strengths

in specialist areas that wewouldn’t otherwise have.

Peter

We must take a long termapproach to people resources;it takes time to put togethera bid or construction team iyou want people with the rightskills at the right price. To haveenough skilled workers or abig project in ve years, youmust start training them now.The workorce is sel-correcting and I’m not tooconcerned about shortages inthe long term.

Environmental drivers will

create new opportunities too.For example, i a coal-redpower station closes, jobswill go, but the alternativepower source will create jobs requiring dierent skills.Our whole industry mustassist with the necessaryskills changes.

We are already talkingto TAFE about trainingtrades apprentices to think

sustainably on the job, sothey automatically considerwater conservation andrecycling, energy eciencyand smart design. In general, Ibelieve the situation is makingus more ecient andorward-looking.

How will client-supplier

relationships change?

Andrew

Our client relationships arecloser than they have everbeen and will continue toevolve. We will work evenharder to build strongerrelationships with our clients

to better understand theirbusinesses and developsolutions together. Withprojects getting bigger andresources tighter, our clientsneed to plan more ecientlyand so do we.

I we know when they want tobuild something, we can planahead or the necessary skills,equipment and materials.Locking these in early willprotect clients rom paying

higher prices or scarceresources urther downthe track.

Peter

Governments will have todeliver better inrastructure,so they will be more willingto engage with the privatesector on involvement inpublic projects; we will entera new phase o public privatepartnerships, with dierenttypes o previously publicprojects looking or privatemoney, such as train lines androad maintenance.

Ensuring our inrastructure

addresses, sustainabilityconcerns, as well as keepingup with population growth, alsopresents major challenges,requiring long term governmentplanning. We hope tobecome more involved in theconceptual phase o projects,so we can share expertise andinfuence decision making.

tHE racE IS OnEdward bUtlEr, SEnIOr analySt, IbISwOrld

The most likely scenario is The Race, where global markets continue expanding andnew players, especially rom BRIC countries, ramp up domestic and internationalcompetition. Major Australian and New Zealand E&C concerns will be directly aecteas they are highly exposed to the impact o global trends, with a trickle down eect tosmaller companies.

By 2020, huge inrastructure projects will uel tremendous E&C growth here andabroad. The Australian population will be around 26 million, causing majorinrastructure pressures. In new economies like China and India the demand orresources and inrastructure will keep growing or 10-15 years. China, in particular,cannot build good quality inrastructure ast enough. They are bullish about theireconomic uture and see inrastructure as a long term investment that will paydividends later.

To meet demand, it will become the norm or large companies to pool complementastrengths and bid as consortia or very big projects. Small companies will also bandtogether to get the critical mass required or larger projects. In such a competitivemarket, these will be short term alliances, lasting as long as the project. Australian aoverseas E&C concerns, especially in Asian countries, will orm regional alliances sothey can draw on each other’s personnel, giving both parties a local presence in newmarkets and undercutting companies rom outside the region.

With everyone rushing to get multiple projects completed quickly and most bids likelyto be within the same price band, the important dierentiator will not be price, it will bthe ability to hit promised deadlines.

tOwa

OUr clIEnt rElatIOnSHIPS arEclOSEr tHan tHEy HavE EvEr bEEn




Putting saetyn the drivers seat

PrOgram

e innovative Youth Driveae Initiative has given 500outh East Queensland highhool students ve hoursch o ree driving lessonsth RACQ recommendedving schools, in custom-ed Toyota Corollas,rchased and maintained byighton Contractors.

arren Weir, General Manager,orthern Region Construction,id the Youth Drive Saetiative positioned thempany as one that takesbusiness and community

sponsibilities seriously.

eighton Contractors isell known or building roads,t we also want to be known

r creating saer roads,’’arren said.

e initiative evolved in

e 2006 when Strategicevelopment Manager,enaye Peters suggestedeating and unding aogram that would notly meet Corporate Social

esponsibility objectives butgn with their core businessbuilding roads as wellone o the company’s

core values ‘respect orthe community and theenvironment’.

“As a construction companywe are aware road saetyis one o the nation’s mostserious public health issues,”Renaye said.

“Developing a CSR programaligned with our values andrepresented our approachto doing business. Weare continually looking oropportunities to providepositive community outcomes.”

Over the next 12 months,Renaye and her teamundertook extensiveconsultation into roadsaety issues with keyrepresentatives romQueensland Governmentdepartments including

Queensland Transport,Queensland Police Service,Education Queensland androad saety specialists likethe Queensland Universityo Technology’s road saetyresearch group (CARRS-Q)and RACQ.

During the research phase,there were a number o key

issues and areas identiedthat had relevance, but onewhich really hit home was thatroad atality rates or youngdrivers were two-and-a-haltimes greater than the rest oQueensland’s population.

“We had a strong belie therewas an opportunity to bereally innovative and createa program which could helpaddress this problem in thecommunity,’’ added Darren.

The Leighton ContractorsYouth Drive Sae Initiativeocuses on educating younglearner drivers and equippingthem with essential drivingskills and training as a wayto help reduce the road tollamong young drivers.

In 2008, secondary schoolstudents were invited to

participate in the programrom schools in GreaterBrisbane, Ipswich andCaboolture regions, in closeproximity to some o LeightonContractors largest road projects.

The Northern Region team islooking orward to expandingthe Youth Drive Sae Initiativeurther in 2009.

was a great day when the Queensland Minister or Education and

aining and Minister or the Arts Rod Welord launched theeighton Contractors Youth Drive Sae Initiative at Ferny Grove

ate High School, Brisbane.




This is particularly importantor the health conscious anddemanding Gen Y, whosemantra is getting organisationsto ‘walk their talk’. What betterway to demonstrate you careabout an individual than byproactively supporting theirhealth with health checks,diet and exercise programs,skin cancer screens and fuvaccinations?

I you’re seeking to increasean employee’s sense obelonging to the team, ensurethey eel personally engagedand supported to be the bestthey can be, workplace healthinterventions tick every box.

At the other end o thegenerational spectrum, with

the rst baby boomers turning60, health is also high on theagenda. Many o this ‘push theenvelope’ generation are beingorced to pay attention to theirhealth or the rst time.The health choices they makenow – regular exercise, gooddiet – won’t just make thedierence between vigorousold age and the pain anddisability o chronic disease.It will also decide how longthey stay in the workorce.

‘On average an unhealthy worker will have up to ninetimes more sick leave thantheir healthy colleagues, and healthy employees are nearly three times more productive.’ 1

Given Australia’s skillsshortages and agingpopulation, this is a criticalissue. As a nation, we needour mature-aged workers toput o retirement. As skilled-starved organisations, weneed our intellectual property,deep knowledge and yearso experience to stay in ourcompanies as long as possibleand coach the next generation.

Even without our demographicchallenges, investing in ahealth workorce has a great

rate o return in terms orisk mitigation.

A neglected body is opento injury; a malnourished oratigued mind is proneto error, inconsistent and likelyto make poor decisions. Putthe two together and you’reasking or a long work coverpayout and high sta turnover/ training budget.

Tanya Wigg is a dietici health consultant.

1 Medibank Private Survey, 2006.

The argument or investing in the health o your people is the or business as it is or government: it’s an economic no-brain

Healthy people are cheaper to sustain and substantially moreproductive. Plus, businesses get an added bonus – people wholooked ater, stay with you longer.

Leight Ctractrs

Fr Health t mit

crprate health prg

a statistics; seeki

imprve them sig a

health iitiatives at

ieret lcatis, ic

• Vltar emplee

f vacciatis

• Mii health checks

• Ski cacer scree

• Tlbx/lch ’

lear sessis

• Grp base team

activities sch as ctailre Walkig

Challeges

Health intervenaround the GroLeighton Contra

Investingin the healtho your people




The Garnaut Review’s recommendation toincentivise low emission technologies will helpdrive demand or clean energy inrastructure.

Ernst & Young’s Dr Marc Newson assesses thescope o what Garnaut is suggesting and how itis likely to be unded.

clEan EnErgy

IncEntIvES fOr

gEnEratIOn

EwablE EnErgy




EwablE EnErgy

tHIS rEcOmmEndatIOn wIll SUPPOrt PrOjEctS InarEaS rIcH In rEnEwablE rESOUrcES (InclUdIng wInd,gEOtHErmal, SOlar and OtHErS) and dIStant frOmEStablISHEd tranSmISSIOn cOrrIdOrS.

The Federal Government’starget o achieving 20 per cento renewable energy by 2020will require massive growthrom Australia’s fedglingenergy generation industry.

The task o reducingemissions by 10 per centrom 2000 levels by 2020(a 34 per cent drop romthe status quo) is daunting.With the electricity sectoraccounting or 34.5 per cento total national emissions,meeting the targets involvesintroducing 16-18 gigawattso new generating capacity by2020, split between gas andrenewable energies.

Executive General Manager,Phil Cooper, says the scale othe task is unprecedented:

“I we are going to ollow thereduction trajectories,it means there’s going to bewell in excess o $20 billiono renewable capacity thatneeds to be built in a veryshort time rame.”

There will also be numerousobstacles, ranging romobtaining planning approvalsto undertaking constructionon a massive scale in someo Australia’s remotest areas.

And then there’s the challengeo the constraints that sorto addition will put on thetransmission grid.

Phil says Australia willalso need to expand itsexpertise in renewableenergy technologies.

“Wind power is currently thelowest cost renewable energysource. In act, LeightonContractors already hasexperience in the deploymento wind arms, havingcompleted three projects inSouth Australia and Victoria.

“But, to meet the targets,6,000 megawatts, orapproximately 3000 turbines,will need to be installedin the next 10 years. Andthis deployment is likely tobe hindered by a supplyshortage o turbines, with atwo-year wait in some cases.”

“Clearly, the solution will

not just be in wind power, Australia will need toinvestigate every alternativeenergy option. Multipletechnologies need to bedeployed i we have any hopeo achieving the emissionreduction targets.”

He says, to supportthis process, LeightonContractors is alreadydeveloping other eective

partnerships across range o renewable etechnologies.

“We are taking a portview o the renewableenergy market, devecompetence in a ranrenewable technolog

To this end, the compis currently in discusswith an overseas parwith extensive experiin building concentrasolar plants in Europealso co-operating witparties who have woleading expertise in ccapture and carbon s

technologies.

Cooper says these e just the beginning.

“We are also looking a range o emergingtechnologies, such asenergy and geothermwhen they become ceective we will haveand expertise ready t

bUIldIng aSUStaInablE fUtUrE

Leighton Contractors is gearing up to support the emerging renewenergy sector – developing a range o alliances and capabilities toits role in Australia’s race to meet its renewable energy target.

International Low EmissionsTechnology Commitment.Under this commitment, theywould commit to a speciedunding level, but wouldretain fexibility in how theyuse unds, which could bespent domestically or abroad,through national orcollaborative ventures.

At a local level, the Reviewstrongly recommendssubstantial governmentnancial support ordeveloping low emissiontechnologies. Specically,it proposes governmentallocates 20 per cent o permitrevenue, up to $3 billion perannum, to this purpose.

However, this unding wouldbe restricted to supportinginnovative technologies.Garnaut argues projectsthat can be deemed to bepilot, demonstration or rstcommercial-scale projectsshould qualiy. Alternatively,he suggests a second methodor identiying early movers:a scalar measure o quantity,and an associated cut-o point

or the rst feet o early moverso 1,000 megawatts.

He recommends providing thissupport on a matched undingbasis rather than through taxbreaks, competitive tenderingor mandated targets.

Dr Marc Newson is Ernst &Young Australia’s CleantechLeader in their StrategicGrowth Markets team.

EnEwablEnErgy fUndInge Government has committed to introducing a

newable Energy Target to ensure that 20% o

stralia’s electricity supply is generated rom

newable sources by 2020. Measures to modernise

e economy or the uture and help reduce Australia’s

eenhouse gas emissions within the building and

nstruction industry include:

40 million over four years to support business in

king the transition to a low-carbon economy through

Clean Business Australia program. This program will

ovide support to industry to implement cost-saving

ergy efciency measures, reduce greenhouse gas

issions and develop products for market that save

ergy and water.

00 million over six years for a Renewable Energy Fund

accelerate the development and commercialisation of

newable technologies in Australia and support the new

newable Energy Target.

50 million over four years for an Energy Innovation

nd to support the development of clean energy

hnologies in Australia including the establishment

the Australian Solar Institute.

The Garnaut ClimateChange Review’s DratReport pronounced a graveverdict on the impacts ounmitigated climate changeon the Australian economy,environment and humansociety generally. It alsomade a number o keyrecommendations or Australiato mitigate the eect o climatechange, including introducingan Australian EmissionsTrading Scheme and mandatedenergy eciency ratings.

Many o theserecommendations will placeonerous tracking and reportingburdens on industry, otherswill undamentally changeindustry cost structures.However, as in any period osignicant change, there willbe winners as well as losers.

For example, in theconstruction and engineeringindustries, there are likelyto be major opportunitiesarising rom one o Garnaut’skey recommendations: thatthe Government providesincentives or clean energy

generation.

Transmissioninrastructure

The Review suggestsadjusting the regulatoryregime governing electricitytransmission inrastructure toprovide a substantial incentiveor clean energy developersto build new capacity aheado demand.

This recommendation willsupport projects in areasrich in renewable resources(including wind, geothermal,solar and others) and distantrom established transmissioncorridors. It suggests that, orappropriate projects, earlymovers and the nationaltransmission planner shouldshare the initial upront capitalcosts o the inrastructureproject. Thus, public undsmanaged by the planner couldbe used to pay or the portiono capacity expected to betaken up by latermarket entrants.

Garnaut proposes undsor this purpose come romInrastructure Australia and itsnewly established $20 billionBuilding Australia Fund.

Garnaut also suggestsgovernment could initiallysupport establishing carbondioxide transmission pipelines,with this nancial contributionrecovered through chargingusers o the inrastructure.

Innovations in low

emission technologyGarnaut believes we needa global agreement onminimum commitments toinvest in low emission newtechnologies to ensure anadequate level o unding orresearch, development andcommercialisation.

To this end, the Reviewproposes high incomecountries support an




To support this process, the Australian Green InrastructureCouncil (AGIC), a coalition oleaders rom the Australianinrastructure industry, isdeveloping tools, includinga sustainability ratingscheme, that will drive moresustainable outcomes romour inrastructure.

Organisations and businessesassociated with inrastructureprojects will be invited to usethe rating tool to maximisesustainability initiatives andassure the community andstakeholders that appropriatemeasures are taken to delivermore sustainable outcomes ontheir projects.

The scheme will includecarbon ootprint evaluation andother sustainability initiativesto reduce green house gasemissions rom inrastructureprojects. The rating systemwill be the driving orce behinddeveloping and operatingmore sustainable inrastructurein Australia – rom roads andtunnels, railways and bridges,to airports or marinas, watercollection grids, or other civilengineering works.

The AGIC scheme will benot unlike the successulGreen Star rating schemeor buildings, which isadministered by the GreenBuilding Council o Australia.It will be entirely voluntaryand will include a ratingtool, a practical checklist

o sustainability risks, anda program o educationand training. There will beopportunities and obligationsor all parties involved in all

stages o an inrastructureproject including: nancial,design, procurement, tender,construction and operation.

Under the scheme,inrastructure sustainabilitywill be assessed across aseries o categories including:biodiversity, people andplace, project managementand governance, economicperormance, resources,emissions, pollution andwaste and the workorce.

The scheme is beingdeveloped by senior privateand public sector inrastructureproessionals rom a range odisciplines across Australiaincluding project management,engineering, environmentalscience, social planning,design, nancial investmentand community engagement.

The initial work is beindone voluntarily, withunding being provideoundation AGIC memor the establishment

a sound governance administration structu

In the next phase, catauthors will be soughtan Expression o Inteprocess to acilitate cdevelopment o the rascheme requiring consupport rom governmand other sponsors. Tscheme will then be trreal projects over 200should be released tothe market in late 200

David Hood is the Chof the Australian GreeInfrastructure Counci

Infra

aPPlyInggrEEn ratIngStO InfraStrUctUrE

According to the ederal government’sprincipal advisor on Climate Change,Proessor Ross Garnaut, the design andconstruction o inrastructure projects

will play a signiicant role in how Australiamitigates and adapts to climate change.

Taking responsibility or inrastructure sustainability

Recognising the importance o the AGIC initiative, Leighton Contrachas taken a leadership position as a oundation member o the organi

Leighton Contractors’ Group Sustainability Manager, Tony Stapledohas also been invited onto the AGIC Board. The company is an activ

participant in working with AGIC to develop the rating scheme and tthat will assist the industry to deliver more sustainable inrastructur




With its 22 levels overlookingthe panoramic views o theSwan River and Kings Park, Alluvion, Mounts Bay Road’snewest commercial tower,was always set to impress.

Construction began inFebruary with a historic12-hour non-stop concretepour, in which 2,250 cubicmetres o concrete werepoured in the largestundertaking o this type thatPerth has seen or decades.

“We tied up hal o Perth’sconcrete supply acilities inone day, with more than 60

concrete trucks pouring rom7am until 8pm,” says Broad’sGeneral Manager or WA,Nick Cater.

Ten months later, work iswell progressed on level six,with the end o constructionscheduled or April 2010.

Alluvion will meet 4 star GreenStar and 4.5 Australian BuildingGreenhouse Rating, with itshigh level o energy eciency

and low environmental impact,including proximityto local transport, servicesor walking and cycling towork, and extensive use osustainable materials.

Broad’s fagship project, Alluvion will include 36,000sqmo gross foor area, two levelso car parking, a caé, rooterrace and landscapedgardens.

The $110 million project is a joint venture by developersCape Bouvard Investmentsand Charter Hall. Broad,a subsidiary o Leighton

Contractors, completed theorward works package on Alluvion in December 2007.

“For Broad as a companyit’s a milestone and urtherestablishes us as one o themajor building contractors inWA and across Australia,”says Nick Cater.

Broad Construction Services’ biggestproject, the construction o Alluvion, a22-storey commercial tower in Perth, hasalready stopped trafc with a historicconcrete pour. Now, the state o the artbuilding has another show-stopper – itsgreen credentials.

Alluvion

cOn

tower is born

allUvIOn wIll mEEt 4 StargrEEn Star and 4.5 abgrratIngS, wItH ItS HIgH lEvOf EnErgy EffIcIEncy andlOw EnvIrOnmEntal ImPa




EXcEllEn

In 2008, the Leighton Excellence Awardsexpanded to recognise the individualcontributions o our people.

Leighton Contractors’ Managing DIrector,Peter McMorrow, who helped judged theawards, explains what it takes to standout in a company o more than 9,000.

When Managing Director, PeterMcMorrow, started reviewingthe 150 entries or LeightonContractors’ 2008 Excellence

Awards, he knew exactly whathe was looking or.

“The Awards mirror ourexpectations or the uturedirection o our company. Sothis is about looking beyondwhat we have already achievedand demonstrating excellenceand leadership on abroader scale.

“In other words, when it cameto the People awards we’relooking or individuals who arerole models or our company– the benchmark againstwhich we will measure ouremployees in uture.”

The act that LeightonContractors has introducednew categories orTrainees and Apprentices,Leading Hands and Graduates,

as well as Achievementthrough teamwork, is revealing.Peter acknowledges this ocuson the younger generation is adeparture or a constructioncompany.

“In traditional constructioncompanies, the youngergeneration had to ‘do its time’.Recognition came through ageand experience. By ocusingon our younger employeeswe are acknowledging theimportance o new ideas,

youthul energy and innovation.

“This doesn’t mean we don’tvalue the experience o ourindustry veterans. Far rom it –these people are currently thelie blood o our organisationand vital mentors to all theaward winners. But we have torealise that our uture will beshaped by the creativity o thenext generations – and we needto ensure we listen to them.”

lEadIngtHE way

by fOcUSIng On OUryOUngEr EmPlOyEES wEarE acKnOwlEdgIngtHE ImPOrtancE Of nEwIdEaS, yOUtHfUl EnErgyand InnOvatIOn




EllEncE awardS EXcEllEn

He says that LeightonContractors’ youngeremployees will also be keyplayers in developinga sustainable company.

“Proessor Garnaut and theother climate change expertsare talking about targets or2050. For many o us, thatcould well be a date outsideour lie times, but or theyounger generation, it’s adierent story. They have a

huge vested interest in makingsure the planet addressessustainability issues – andit shows.”

So what is he looking or in anaward winner?

“People who stand out asexceptional, who – by beingproactive and seeking newapproaches – have taken aleadership role, and who’veproven that anything ispossible. Their submissionsdemonstrate what can beachieved when we think andact in a way that refects thebest o who we are.

“I’m looking or passionand initiative to seize an

opportunity to make adierence; a drive to be thebest they can be; and anunwavering commitment toact in a way that’s true to ourvalues, as this underpins ourcontinued success anduture growth.

“More than anything,I’m looking or people whomake a real dierence tothe experience o others.

“The point is, by constantlylooking or new ways toimprove our perormance insome o the most challengingareas o our business, wetransorm more than the liveso our workmates. We arechanging industry practices orthe better – and to me, that’s

truly inspiring.”

Managing Director’s Award

JoHn AdAMou

Visionstream Pty Ltd, new south waLes

John Adamou, Field Saety Ocer in the NSW Region oVisionstream is recognised by management and colleaguesor his exceptional commitment to OHS&E extending thiscommitment to outside o work. He has driven many initiatives,consistently exceeds expectations with the extent o his workand is passionate about a sae workplace.

Apprentice or Trainee o the Year

JoHn TIddy

aPPrentice, northern territory

John has been with HWE Mining or over seven years and hasrecently completed his Heavy Duty Diesel Mechanic trade.

During his time as an apprentice he served at numerous minesites where his maturity, reliability and leadership skills shinethrough in the many work teams he has been part o. He is highlyregarded by his peers and supervisors and achieved outstandingresults rom his study.

John was the winner o HWE’s Apprentice o the Year 2008award. He then entered the WA Apprentice o the Year Awardscompetition (which covers apprentices o all disciplines) and, atthe time o nominating or these People Awards, he had alreadyadvanced to the semi-nals. John’s ambition now is to embracehis new career ull on and to seek to advance his study towardsattaining a Diploma o Mechanical Engineering.

tHE PEOPlEaward wInnErS

Graduate o the Year

ELLy RISHWoRTHsite engineer, new ZeaLand

A born and bred Kiwi, Elly studied civil engineering at AuUniversity beore joining Leighton Contractors as a GradEngineer in 2007.

Working on the Manukau Motorway Extension, Elly dispenthusiasm, good nature and willingness to get involved all construction activities. Alongside her boundless energoptimism, all are impressed by her maturity and project

In addition to her work on the Eastern Region o the motoearthworks, Elly has also managed the stormwater drainsubcontract worth NZ $6.5m and has been involved in wwith the site environmental management crew to establismaintain the erosion and sediment controls and the procand award o the landscaping subcontract or the projecRecently Elly changed roles on the project and joined theproject’s bridge construction team. Outside o work Elly reader and has a passion or running and mountain bikin

Our People: Leading Hand o the Year

ALAn MCdonALd

Leading hand, Victoria

Alan is a long term employee o Leighton Contractors, cuthe Deer Park Bypass project in Melbourne. Alan is one special people who is committed to doing the role that hehe can always do well, remaining happy going rom proje

project as a leading hand.

He displays a willingness to venture beyond what is askehim in the pursuit o accomplishment, both personally anor his team. Alan inspires his team members and embraopportunities to make a dierence in line with our values

He is aectionately known as ‘The General’, a clear sign tis seen by his team as a leader and trainer in every sensehas trained three new leading hands on Deer Park and isto admit that now “they are nearly as smart as me”. His moperandi is: “do it once, do it right and do it saely, and myou tackle the hard bits as you go.”

OUr fUtUrE wIll bE SHaPEdby tHE crEatIvIty Of tHEnEXt gEnEratIOnS

– and wE nEEd tO EnSUrEwE lIStEn tO tHEm.

ISSUE 4 LEIGHTON MA



ISSUE 4 LEIGHTON MA

At the crossroads to Olympic Dam and Roxby Downthe Whyalla manuacturing acility oers engineeringmanuacturing and machining services to customersthe Whyalla, Upper Spencer Gul and Iron Triangle re

Leveraging o its existing mechanical, electrical andinstrumentation capability in the region, Industrial andServices will now be able to oer a total on site caparom browneld, upgrades and installation work thromaintenance services.

With 14 years operating in the region, the plant hascompleted numerous projects or customers in theresources, power, water and steel sectors. With its ato oer long term service contracts, the acquisition bto Leighton Contractors an operating oundation to bsupport continuing growth in the mining sector.

Whyalla’s acilities include an extensive workshop,substantial storage and a skilled workorce spanningrange o mechanical and electrical trades.

IndUStrIa

Industrialand Services

Whyalla bou

The recent acquisition o a majormanuacturing and machining abricatioacility at Whyalla oers a one stop shomechanical and electrical trades.

ISSUE 4 LEIGHTON

A major new custom built manuacturingacility at Wingfeld in Adelaide will enableLeighton Contractors’ subsidiary Mayfeld toexpand its operations and deliver a broader,quicker response to the customer.

Acquired by Leighton Contractors our years ago, Mayeldis a manuacturer o low voltage electrical switchboards andtransportable switch rooms.

The business was recently relocated rom its Sturt St operationin the Adelaide CBD to Wingeld, a 12,000 sq km purpose builtmanuacturing acility to design and manuacture custom andmodular low voltage switchboards and motor control centres.

The move oers more space and better logistical support orMayeld’s expanding business operations.

Mayeld’s transportable switch rooms comprise both low andmedium voltage switch gear and associated control systemsthat can be transported to the client ully tted out without theneed or site installation work. Its applications span the resourceand mining sectors.

“We are addressing the demands o the market by expandingour capability through a purpose built designed abricationacility utilising lean manuacturing philosophy,” says AlanSteele, Manager or Services, Industrial and Services Divisionwithin Leighton Contractors.

“From that we bring shortened delivery periods, with an eye toa customer satisaction ocused culture.”

Mayfeld rampsup switch roommanuacturing

IndUStrIal & SErvIcES

nsidering how your actionsn aect the experiencesothers is key to buildingg term positive change.an Egan, Founder o Aussiepers, is testament to what

n be achieved when youdetermined to makeerence.

aring his inspiring storyhe Awards Dinner, Brianounted a personal journeyough war service, drought,pression and hard timesch led him and his wierida to establish the charityndation Aussie Helpers.

ssie Helpers exists to helpht poverty by deliveringctical assistance as well as

unselling services, liting therits o those severly aected

drought in rural Australia.

other highlight o this year’sards was the opportunity to

ar rom Country Music Artist,ron to Aussie Helpers and

08 Australian o the Year,e Kernaghan.

r more inormation, ormake a donation, visit

ww.aussiehelpers.org.au

maKIng adIffErEncE

EllEncE awardS

LEIGHTON MAGAZINE ISSUE 4




eighton Contractors is a key member oe Auckland Road Maintenance Alliance,hich has started a fve year contractmaintain a third o the city’s roadrastructure. Alliance Project Managerawrence Butcher explains why an allianceontract model can make a dierence.

Research has repeatedly shown that alliances are eectivevehicles or providing better collaboration and a less adversarialapproach to running an inrastructure project. They ocus aunited team to improve perormance and enhance thenal outcome.

That’s why Leighton Contractors has joined with Auckland CityCouncil, Blacktop Construction Limited and MWH New ZealandLimited to jointly undertake works previously conducted under anumber o individual contracts.

“Alliances can be a better value or money proposition as theyprovide greater eciencies,” says Auckland Road Maintenance Alliance Manager, Lawrence Butcher.

Under the ve year contract, which commenced on July 1,the Alliance will provide maintenance services or a third o Auckland’s roads, including the busy central business district.

The rst year involves assessing the condition o the networkand developing eective plans based on need. This willinclude identiying areas that require more investment inwhat has traditionally been one o Auckland’s most poorlymaintained localities.

The Alliance is responsible or all physical on-road maintenanceas well as renewal programmes, design saety improvementsand all proessional services. It will also help Council obtainexternal unding and manage stakeholders.

Initially the Alliance has been kept busy responding to issuesthat require immediate maintenance – in July and Augustalone, heavy rain in Auckland saw about 1,700 jobs registered,o which 350 involved emergencies such as potholes orlocalised fooding.

Lawrence Butcher says it’s a challenge bringing togetherindividuals rom our independent organisations into one teamand building its own culture on a best-or-project rather than abest-or-company basis. But he believes he has the right team.

“We handpicked the team or their intellectual currencyand experience. We need people who use brain instead obrawn, who’ll nd clever solutions so we can really make adierence,” he says.

ASTRUCTURE

Northern Hume Allianceinnovation workshopboosts saetyWith more than 2,000 reinorced box culvertunits to install beneath 35km o the upgradedHume Highway, the Northern Hume Allianceheld an innovation workshop that dramaticallyimproved worker saety.

Traditionally, box culvertconstruction has been arisky business.

Workers have to unload andplace the units at height,manually handle base slabreinorcing steel in tight,trench-like conditions, andwork at heights o up to ourmetres to orm and pour insituconcrete headwalls.

The units, weighing up to 12tonnes, are usually handled via‘switlit’ anchors cast into theroo. Dogmen must climb ontothe top o the units and standthere to attach the anchors – otenat heights o up to 3.6 metres.

The switlit anchors have alsobeen known to tear out o theunit roo under the weight.

Beore the Northern Hume Alliance (NHA) team –consisting o the Roadsand Trac Authority (NSW),

Leighton Contractors, Maunsell AECOM, Coey Geotechnicsand Snowy MountainsEngineering Corporation –embarked on installing morethan 2,000 reinorced boxculvert units, it conducted aninnovation workshop in WaggaWagga to come up witha saer approach.

The outcome was a new litingunit that could be positionedinto the box culvert with acrane, without the need ormanual assistance. Developedby the NHA team, the deviceswere manuactured by alocal abricator.

Further saety measures wereintroduced, using “Bamtec” toreinorce the culvert base slab.This enabled the reinorcementto be craned onto the slab andsimply rolled out, rather thanbeing handled manually incramped conditions.

To achieve this, the baseslabs were redesigned to becontinuously reinorced, thusdeleting the expansion andcontraction joints. This wasshown to actually increase thedurability o the end productby eliminating dowelled joints.

The NHA is duplicating35km o the Hume Highwaybetween the Sturt Highwayand Holbrook to bring it up toreeway standard with dividedtwo lane carriageways, saeraccess or adjoining propertiesand improved line markingand signage.

Alliance improvesAuckland roads

LEIGHTON MAGAZINE ISSUE 4




It’s one thing to put your hand in your pocket to help the mostvulnerable in our society; it’s quite another to put your body on the line.

With a passion or trekking and a desire to help communities inneed, Patrick Ellis, Business Development Manager, Resources,set about encouraging teams o employees rom LeightonContractors to do more than donate.

“I elt it was important to ensure everyone had an opportunity to beinvolved in the cause. I have oten ound that colleagues want to beinvolved in causes where they eel they’ve succeeded in making adierence – there just needs to be that opportunity,” Patrick said.

Despite the act that the ‘opportunity’ required walking 100kmin 48 hours, Patrick managed to sign up ve teams in a mattero hours, rom across Leighton Contractors’ Resources,Construction and Inrastructure Investment Divisions.

“This is the second time I’ve participated in the Oxam Trailwalkerand I’ve never had a problem recruiting people, even when I tellthem about the challenge ahead o us.”

The 100km trek certainly is a challenge, involving a gruellingmountainous track which ollows the Hawkesbury throughKu-ring-gai National Park in New South Wales.

ow ar will you go to help communities ined? Twenty Leighton Contractors employees

alked 100km in 48 hours to raise $30,000the Oxam Trailwalker.

walKIngtHE talK

The way we behave says everything

about who we are. At Leighton Contractors we are proud o ouremployees’ commitment and determination toenhance the lives o people in need.

Congratulations to the teams or taking on the enorphysical and mental challenge o the 100km OxamTrailwalker, or devoting so much personal time topreparing and or their tireless undraising eorts.

And thank you to everyone who sponsored our OxTrailwalkers, including the teams’ major sponsors:

Boral Resources (QLD)

Broad Group Holdings

Compass Group (Australia) Pty Ltd

Clayton Utz

Digital Pulse

Gavin Anderson & Company

Hastings Deering

Intersae

KM Splatt & Associates

Le Tourneau

Liebherr Australia Pty Ltd

Macarthur Coal

Mineconsult

OneSteel Rod, Bar & Wire

Paragon Associates

Reade Communication

Shac Public Relations

Soild Energy

Stevenson Group Ltd

The Cox Group Pty Ltd

Tinkler Group

Takra

UGM Mining Solutions

Wagners Global Services

Westrac

Despite this, ellow Oxam Trailwalker participant Jules Dawson, Administrative Assistant or Inrastructure Investment, insists the‘high’ o completing the trek eclipsed the pain.

“It’s amazing that even with all the pain rom the trek you eelthis sense o personal achievement. It’s a eeling that remindsyou that you’ve done something worthwhile not only or yourselbut or someone else.”

“The trek was denitely a test o your mental and physicalstrength. The key to succeeding was never losing sight o

the cause we were all trekking or.”The teams raised more than $30,000 or Oxam programs, thanksto the generosity o their many sponsors, which ranged rom largebusinesses, suppliers, colleagues, amily members and riends.

I you would like to donate to Oxam Australia and help assistcommunities around the world who are in need, includingindigenous Australians whose lie expectancy is almost twodecades less than the rest o the Australian population,go to www.oxam.org.au

A cause worthtrekking or




rthern Access Road

e Northern Access Roadect will provide additional

nsport capacity to Brisbaneport and surroundinginesses. The projectudes 6km o multi-lanedway with our bridges,ew roundabout, thegrade o the roundabout

Lomandra Drive to analised intersection andew link road connectinghe International Terminalndabout.

e One One Eagle Street

s $330m plus design construction contractdeliver The GPT Group

dmark One One Onegle Street development.e impressive high-riseding, located in the hearthe Brisbane CBD’s Goldenngle precinct, involves the

ign and construction oproximately 62,000m2 oce space over 44 levels, 100parking spaces over sixement levels, ground foor

ail space and a businesstre. The multi-storyding design will achieveremium Grade Rating

ough the Property CouncilAustralia and will target a Sixr, Green Star Rating throughGreen Building CouncilAustralia.

Carborough Downs

Located in the BowenBasin about 170km romMackay,this $44m projectprovides underground minedevelopment services orCarborough Downs CoalManagement. Led by LeightonMining, the two-year contractprovides or the development

o underground roadwayincluding main headings andbord and pillar development.

Ballina Bypass Alliance

Working in alliance, LeightonContractors’ design andconstruct expertise will provideapproximately 12.4km odual carriageway as part othe Pacic Highway upgradeprogram. The Ballina Bypassproject will stretch rom SouthBallina at the intersection o theBruxner and Pacic Highwaysto just north o Ross Lane,Tintenbar, bypassing a 19kmsection o the Pacic Highwayand delivering signicantsaety improvements and timesavings or trac.

Area C

Managing the total contractmining operations and otherrelated services, HWE Mininghas recently been awardedsignicant contract extensionsand is working to achievemajor goals or owner, BHPBilliton, that include expansiono production targets to over42m tonnes o iron oreper annum.

Visionstream

Delivering nationally basedtelecommunicationsconstruction, maintenanceand engineering services toCarriers, Government, ChannelPartners and Enterpriseindustry segments across Australia and New Zealandterritories. Visionstreamdierentiates itsel throughits ability to deliver complexnetwork solutions inchallenging environments.

Inrastructure Investment

Inrastructure Investment isa specialist division withinLeighton Contractors, withexpertise in irastructureinvestment, development andmanagement. InrastructureInvestment takes a partnershipapproach in seeking tooptimise and deliver the best

overall project outcomes. Theteam works in conjunctionwith other divisions, as well asexternal technical partners andadvisors, to provide clientswith comprehensive andinnovative tools.

i

Kingsgrove to RevesbyQuadruplication

Upgrading rail lines betweenKingsgrove and Revesbystations, this package ourban rail works will involvethe construction o twoaddtional tracks betweenthe two stations, upgradesto rail bridges along the line,installation o new overheadwiring and a new overheadconcourse and lit atRevesby Station.

Mesa A

This $344m project providesmine development servicesat Rio Tinto’s Mesa A ironore operation, located 50kmrom Pannawonica in WA’sPilbara region. Led by HWEMining, the project utilises themulti-disciplinary expertiseo Leighton Contractors’resources, constructionand industrial divisions. Thecontract provides or designand construction o the orehandling and train loadingplant, as well as associatedmine inrastructure. In addition,

pre-strip work will be carriedout to establish the Mesa Aoperation by late 2009.

Northern Hume Alliance

Between the Sturt Highwayand Holbrook in southernNSW, the project is due orcompletion by the end o

December 2009.

Dynon Port Rail Link

The Dynon Port Rail Link willprovide a direct, uninterruptedrail link into the Port oMelbourne. Works on the$116m design and constructproject include an elevatedsection o Footscray Road,over the rail track connectioninto the port precinct, andan elevated section over Appleton Dock Road andEnterprize Road, integratedwith the existing FootscrayRoad overpass.

Dalby Bio Refnery

The $110m Dalby Bio-reneryproject will use a uniqueprocess to generate ethanolusing a plentiul local supplyo sorghum grain as sourcematerial. Australia’s rstsorghum to ethanol acility, theproject is due to be completedin December 2008.

ONE30 Stirling Street

Broad Construction ServicesWA, was recently awardeda our star Green StarOce Design Version Twoperormance rating.

The modern ‘A’ grade ocebuilding incorporates ourfoors o commercial space,three ground foor retaintenancies and car parking or500 cars over our levels.

ONE30 Stirling Street is onlythe th oce building inWA to reach the Green Starmilestone, the rst or BroadWA and the second orBroad nationally.

dElIvErIngtHE PrOmISE

This ree lw tll prject is a critical piece

Brisbae’s irastrctre, cmprisig 6.8km

rawa (iclig 4.8km al, twi lae te

a assciate wrks. Whe cmplete, it will be

Astralia’s lgest ra tel.

PrOjEcEct OvErvIEw

QUEENSLAND

Clem Jones Tunnel

wItH OvEr $9bn Of fOrward wOrK In PrOjEctS andSErvIcES acrOSS tHE cOUntry, lEIgHtOn cOntractOrSIS gOIng fUll StEam aHEad tO dElIvEr fOr OUr clIEntS.

Area C, WA

Dynon Port Rail Link, VICNorthern Hume Alliance, NSW

hern Access Road, QLD



ISSUE 4 LEIGHTON MA

cOrPOratEdIrEctOry

[ b r a n d

a d ]

Ect OvErvIEw

Corporate Ofce

Level 8, Tower 1495 Victoria AvenueChatswood NSW 2067Telephone +61 2 8668 6000Facsimile +61 2 8668 66

Construction,

Engineering andInrastructure

nsw & act

Level 4, Tower A799 Pacic HighwayChatswood NSW 2067Telephone +61 2 9414 3333Facsimile +61 2 9414 3500

northern region

Level 3, 143 Coronation DriveMilton QLD 4064Telephone +61 7 3215 4400Facsimile +61 7 3215 4480

southern region

5 Queens RoadMelbourne VIC 3004Telephone +61 3 9228 7700Facsimile +61 3 9228 3000

13 Greenhill RoadWayville SA 5034Telephone +61 8 8291 5300Facsimile +61 8 8291 5399

Level 13, 29 Albert Street

Auckland NEW ZEALANDTelephone +64 9362 1800Facsimile +64 9362 1899

western region

Level 2, 18-32 Parliament PlaceWest Perth WA 6005Telephone +61 8 9324 1166Facsimile +61 8 9481 2449

Resources

Leighton mining

Level 4, South Tower339 Coronation DriveMilton QLD 4064Telephone +61 7 3215 4100Facsimile +61 7 3215 4199

hwe mining

55 BroadwayNedlands WA 6009Telephone +61 8 9389 4777Facsimile +61 8 9389 969

Telecommunications

Visionstream

2 North Drive, Virginia Park236 East Boundary RoadBentleigh East VIC 3165Telephone +61 3 9258 5700Facsimile +61 3 9563 7481

neXtgen networKs

Level 6, 333 Collins StMelbourne VIC 3000Telephone +61 3 8613 3333Facsimile +61 3 8613 3388

Lse

Level 6, 486 Pacic HighwaySt Leonards NSW 2065Telephone +61 2 9434 3444Facsimile +61 2 9434 3499

Broad ConstructionServices

Level 1, 18-32 Parliament PlaceWest Perth WA 6005Telephone +61 8 9228 7777Facsimile +61 8 9228 7700

InrastructureInvestment


Level 5, 52 Phillip Street

Sydney NSW 2000Telephone + 61 2 8668 6674Facsimile + 61 2 8668 6674

Level 1, 148a Brunswick StreetFortitude Valley QLD 4006Telephone + 61 7 3845 2684Facsimile + 61 7 3845 2777

Level 1, 5 Queens RoadMelbourne VIC 3004Telephone + 61 3 9228 7240Facsimile + 61 3 9228 3000

Industrial and Services

5 Queens RoadMelbourne VIC 3004Telephone +61 3 9228 7700Facsimile +61 3 9228 3000


13 Greenhill Road

Wayville SA 5034Telephone +61 8 8238 5000Facsimile +61 8 8238 5001

Level 3, 50 McDougall StreetMilton QLD 4064Telephone +61 7 3510 9200Facsimile +61 7 3367 2318

www.leightoncontractors.com.au

We’re proud o what we deliver but nothing matters moreus than our people.

eighton Contractors. More than you’d imagine.ww.leightoncontractors.com.au

We’re big on our people.All 9,000 in act).

More thanbig projects...

leighton mag issue 04

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