thiess-directions winter 2013

TUNNELLING TEAM DIGS DEEP FOR SUCCESS • 12

TOTAL MINING SOLUTIONS IN ACTION AT MT OWEN • 30

SERVICES MOVES INTO CSG-LNG SECTOR • 38

DE L I V E R I N G QCLNG targets

DIREctIoNsW

inter 2013

THIESS • DIRECTIONS WINTER 20132

“In these challenging times, smarter engineering solutions and innovative work practices will drive greater productivities and reduce costs.”

The upgrade of the Goodna Sewage Treatment Plant in South East Queensland was completed on time and on budget late last year. Thiess undertook the complete turnkey design, procurement, construction, commissioning and handover of the plant for client Queensland Urban Utilities as part of the Critical Portfolio Works Program.

THIESS • DIRECTIONS WINTER 2013 3

MD’s

MEssAG E

We are living in changing times.At all levels of government, funding for critical infrastructure projects is scarce.

In mining, the high Australian dollar and low commodity prices have seen projects mothballed, scaled back or shut down. The impact on our markets has been substantial.

With 65 per cent of Australia’s export earnings coming from the resources and energy sectors, it’s vital that industry and government work together to ensure the right policies, frameworks and regulations are in place so that investment continues to flow and operations remain viable.

It’s not all doom and gloom – there’s good news on the horizon with government recognising that spending on infrastructure is vital. Both sides of politics have pledged billions of dollars to get the ball rolling on major road and rail projects.

The outlook for the LNG and CSG industries remains strong with investment continuing across the country. The Wheatstone Project in Western Australia, Ichthys Project in the Northern Territory and various CSG projects in Queensland are creating jobs and opportunities for contractors and suppliers, locally and nationally.

Thiess’ services business is also positioning to capitalise on this growth, as spending becomes focused on operations and maintenance activities. We are uniquely placed to leverage our whole-of-life capability and draw on the expertise of our services specialists.

Additionally, we’re starting to see new opportunities emerge in the services sector as asset owners reassess their current contracts and begin to outsource their operations and maintenance to the private sector in an effort to improve costs and efficiencies. This trend is opening up markets that were previously not accessible to operators such as Thiess, particularly road maintenance work in New South Wales.

In these challenging times, smarter engineering solutions and innovative work practices will drive greater productivities and reduce costs. There is no question that to be successful in today’s world, collaboration, innovation and flexibility are central to delivering excellence for our clients and remaining best-in-class across our sectors.

From our award-winning work on Royal North Shore Hospital to achieving new safety standards on the complex brownfield Regional Rail Link Project (Footscray to Deer Park), our teams are stepping up to deliver high quality outcomes that meet the needs of end-users today while enabling future growth tomorrow.

Our values of trust, innovation, passion and excellence are the measure to which we hold ourselves accountable. We look forward to working with our stakeholders to set new industry benchmarks as we deliver on our vision of ‘Creating a brighter future, together’.

CONSTRUCTIONMINING

SERVICES

10

16

Alumina refinery receives power boost

JV brings the BEST

Leading edge technology is providing the Worsley

Alumina Refinery’s expanded facilities with the

additional steam and electricity required to boost

annual production

Thiess has partnered with one of the world’s top

five marine contractors, BESIX

34 Remediation project ‘remarkable’Thiess has completed one of

the most technically-complex

remediation projects ever

undertaken in Australia

26 Keys to production arrive at Lake VermontNew plant will help double

production from 4 to 8 million

tonnes of product coal per year

at Lake Vermont

coNt

ENts

08

39

Reconciliation Action Plan to help

close the gap

Innovative partnership giving special needs

kids a voice

Thiess has launched an ambitious agenda to boost

Indigenous participation in the workforce and

encourage Indigenous business ventures

A unique and innovative partnership between

Thiess and the Mackay District Special School

is yielding remarkable dividends

24

23 PPP investment takes on new focus

Complex rail project on track

The Regional Rail Link (RRL) project is setting

new standards in a complicated brownfield rail

environment

38 Q&A: CSG Sector Expertise

Directions talks to Thiess’ Coal Seam Gas Services

Manager Mike Jericevich about the expertise the

company brings to the sector

Thiess’ new EGM Construction, John Barraclough,

brings a rare 360° perspective on infrastructure

development in Australia

32 Biogas powers community

A memorandum of understanding (MOU) between

Thiess in Indonesia and the Balikpapan Government

is delivering sustainable outcomes for the Batakan

community in East Balikpapan

37

37

Services embraces diversity agenda

Lining up with the best

A Diversity Council has been formed within Thiess’

services business to champion change and support

workplace reform

Recently-employed apprentice linesperson Tracey

Anderson believes she has been given an opportunity

of a lifetime

28

30

Increasing value through optimal fleet performance

Showcasing Mt Owen

Technological solutions enhance plant availability

and reliability across all Thiess-owned plant

Total mining solutions overcome complex

challenges at Mt Owen

20 Lotus Glen makes historyQueensland’s Community

Safety Minister has officially

opened the Thiess-led

redevelopment of the Lotus

Glen Correctional Centre near

Mareeba in the State’s far north

Throughout Directions you

will find QR codes that offer

access to videos and further

information related to stories.

Use a QR code reader app on

your smart phone to access

this rich content.


South Australian Premier Jay Weatherill and Liebherr-Australia Managing Director Greg Graham helped turn a sod on the Liebherr Crane Facility project in April.

Thiess is building the facility, which includes a three-storey office building, servicing warehouse, workshops and a new national distribution centre.

The facility at the Para Hills West site is expected to be completed by July next year.

Thiess Project Manager Simon Ballard and Liebherr-Australia Managing Director Greg Graham at the sod turning ceremony

IN BRIEF

soD t uRN I NG c ER EMoNyat Liebherr SA

Work-in-hand figure as at February 28 2013. $21.2

bILLION

Thiess’ position as a market leader in water services has been reaffirmed with the award of a five-year Sydney Water operation and facilities maintenance services contract valued at $175 million.

Our services business will work collaboratively with Australia’s largest water utility to provide mechanical and electrical services for water and wastewater treatment plants and networks, and facilities management services for more than 2,000 sites and buildings across the greater Sydney region.

Western Power has awarded Thiess a contract to upgrade and maintain its electrical distribution network throughout metropolitan Perth and WA’s south-west and mid north-west regions.

The new performance-based contract has an estimated value of $125 million over a two-year term with options for further extensions.

As a national leader in the Transmission and Distribution sector, Thiess’ services business has delivered HV electrical upgrades and construction projects for Western Power’s overhead and underground south west interconnected network since 2005.

Thiess has signed a new contract to deliver further civil works on the Chevron-operated Gorgon Project in Western Australia.

Under the agreement, the company will deliver miscellaneous civil works up to the value of $212 million over the next two years.

The miscellaneous works covered under the new contract may include earthworks, underground services, concrete works and temporary building works.

RecentcoNtRAc t w I N s

SYDNEY WATER OPERATION AND FACILITIES MAINTENANCE

WESTERN POWER NETWORK UPGRADE AND MAINTENANCE

CHEVRON GORGON PROJECT CIVIL WORKS

$175M$125M

$212MAn Advisory Board has been established to provide strategic advice and guidance to Thiess.

The Leighton Holdings Limited (LHL) Board appointed individuals with deep industry, commercial or business experience to the Thiess Advisory Board as part of Leighton’s role as a Strategic Management Company.

The Board’s responsibilities include providing advice to Managing Director Bruce Munro and the wider Executive Team on wide-ranging issues including strategy, operational matters and business improvement.

Thiess Advisory Board members include:

• experienced non-executive board director forSunWater Ltd and previously Dart Energy and Queensland Rugby Union, Kirstin Ferguson (Chair)

• LHL Director, and Chief Executive Officer andDirector of HOCHTIEF AG, Marcelino Fernández Verdes

• former Northern Territory Chief Minister andcurrently Chairman of Energex in Queensland, and board director of public and private companies in Australia and the UK, the Hon Shane Stone AC PGDK QC

• ProfessorofInnovationManagementandDirectorof the Technology and Innovation Management Centre at the University of Queensland Business School, Professor Mark Dodgson

• FormerWallabiescaptain,SportsAustraliaHallofFame, International Rugby Board Hall of Fame and Australia Institute of Sport Best of the Best inductee, Australian Sports Medal award winner, Member of the Order of Australia (AM) and leading business figure John Eales.

ADV I s oRy BoARD appointed


Thiess has won the prestigious Infrastructure Partnerships Australia (IPA) Contractor Excellence Award for its redevelopment of Sydney’s Royal North Shore Hospital (RNSH).

Delivered under a Public Private Partnership arrangement, the $1.1 billion project is the largest hospital redevelopment in the State’s history and consolidates more than 53 outdated buildings into an integrated, modern health campus.

The innovative design includes a new eight-level Community Health Facility and nine-level Acute Services Building which was delivered on-budget and ahead of schedule last year.

Thiess’ redevelopment of the Lotus Glen Correctional Centre in Far North Queensland was also a finalist in the Contractor Excellence Award category.

Airport Link, built by the Thiess John Holland Joint Venture has taken out the 2013 Ground Engineering Award for International Project of the Year. The $4.8 billion project has transformed Brisbane’s road network. It included Australia’s largest jacked box operation, 25 bridges and 15 kilometres of concrete-lined tunnels.

The award recognises projects that have delivered geotechnical innovation that stands out on the international stage for credentials in sustainability, health and safety and value engineering.

And the Victorian Desalination Plant, built by the Thiess Degrémont Joint Venture took out the Global Water Award for Desalination Plant of the Year.

It’s the largest seawater reverse osmosis plant in operation globally and the water sector’s largest build own transfer in the world today.

AwardsREcoGN I s E E Xc E L L ENc E

IN BRIEF

SERVICESMelissa Kimlin has joined the services business’ Executive Team in the role of General Manager, People and Capability. Melissa has extensive experience in HR, IR and training for large organisations in the oil, gas and mining industries, and started her career as an industrial chemist before moving into HR management. Melissa is based in Brisbane.

Meanwhile Nan-Maree Schoerie has been appointed General Manager Asset and Infrastructure Services. Over the past five years, she has held executive level roles within several industry-related manufacturing and distribution companies. She also held executive and operational management roles within GE Water where she was responsible for the development, management and performance of O&M, FM and PPP contracts. Nan-Maree is based in Melbourne.

MININGCharles Easton has been appointed General Manager Business Innovation and Excellence in the mining business. He has spent the past seven years with New Hope Coal as General Manager Business Improvement, where he led strategic process and production improvement. He has also been responsible for business improvement at BMA, and has held senior roles with Comalco and Hamersley Iron. Charles is based in Brisbane.

CONSTRUCTIONGordon Ralph has joined Thiess as Executive General Manager Projects. Gordon’s career spans more than 41 years, the majority with the Leighton Group. He worked with Leighton Contractors for 20 years as New South Wales Civil Manager before being appointed National Infrastructure Manager. He was Project Director on the Leighton Contractors Eastern Distributor Project in Sydney.

He was also Project Director on two Thiess John Holland Joint Ventures, EastLink in Melbourne and Airport Link in Brisbane.

CORPORATEPatrick McGurk joins Thiess as the Group Manager HR bringing more than 33 years’ experience to the role. Patrick has worked extensively in Australia and overseas with companies including Adani Mining, Murphy Pipe and Civil, AngloGold Ashanti and Rio Tinto Alcan. Patrick was also the HR Manager for Thiess’ GVK Hancock Alpha Coal bid in 2012.

NE w APPo I N tMENts

Photo: Brett Boardman Photography


Pre-Employment Program participants

(from left) Emma Jenkins, Daniel Kabay and Damian Pryor with

Premier Campbell Newman

Thelma Plum, singer-songwriter

“The RAP formally recognises our role and responsibility to do even more for Indigenous Australians and in so doing,

deliver tangible benefits to Australian society as a whole.”

THIESS•DIRECTIONSWINTER20138

Celebrating the launch of the Thiess RAP (from left) HR Advisor

– Construction Becky Hounsell and Managing Director Bruce Munro

Indigenous Affairs Manager John Lochowiak addresses participants

at the launch of the Thiess RAP


THIESS HAS LAUNCHED AN AMbITIOUS AGENDA TO bOOST INDIGENOUS PARTICIPATION IN THE WORKFORCE AND ENCOURAGE INDIGENOUS bUSINESS VENTURES.

The Thiess Reconciliation Action Plan (RAP) commits the company to target definitive outcomes which include achieving 2.5 per cent Indigenous employment across the company by 2015.

Queensland Premier Campbell Newman officially launched the RAP and stressed the importance his government places on increasing Indigenous opportunities and the vital role private enterprise has to play in ‘Closing the Gap’.

“We want a real economy in Aboriginal and Torres Strait Islander communities across this State where people can have real jobs and real opportunities for advancement and personal development, while being conscious of who they are and where they’ve come from. That’s the secret of success,” the Premier said.

“I meet so many young Aboriginal people who know who they are and where they’ve come from and they’re exceedingly proud of their culture and their heritage, and that bodes very well for the future.”

Thiess Managing Director Bruce Munro said in today’s society, the foundation of human dignity is having an opportunity to contribute and gain respect.

“Meaningful employment is central to achieving this and it’s critical to ‘Closing the Gap’, an objective to which Thiess is fully committed,” he said.

“Providing Aboriginal and Torres Strait Islander people with opportunities to gain employment, build life-long careers or do business with us are central to our vision for sustainable community development.

“The RAP formally recognises our role and responsibility to do even more for Indigenous Australians and in so doing, deliver tangible benefits to Australian society as a whole.”

Also addressing the launch was NRL legend and founder of the National Aboriginal Sporting Chance Academy, David Liddiard and Aboriginal Elder and Thiess Manager of Indigenous Affairs, John Lochowiak.

Thiess apprentice fitter Emma Jenkins gave a deeply personal perspective about her journey with the Thiess Indigenous Pre-Employment Training Program.

“Making the decision to leave school at the age of 16 was the hardest decision of my life,” Emma explained.

“Being a troubled teenager, I didn’t always believe I could do more in life, but when I got invited into the Thiess program, I couldn’t believe I was given a chance to change my life. It gave me the chance to prove to those around me and to myself that I could do more.

“The opportunity I was given with Thiess has changed my life greatly.”

Reconciliation Action Plan to help

c Los E t h E G AP

THIESS•DIRECTIONSWINTER2013 9

12 TUNNELLING ON TRACK TO MEET LNG TIMEFRAME

TUNNELLERS NAVIGATE UNDERGROUND WEB

14 DIGGING DEEP FOR SUCCESS

16 JV BRINGS THE BEST

17 THIESS RAMPING UP WORK ON WHEATSTONE PROJECT

18 COMPLEX PROJECT MEETS QGC SCHEDULE

20 LOTUS GLEN MAKES HISTORY

22 ARTEFACTS REBURIED IN TRADITIONAL CEREMONY

23 PPP INVESTMENT TAKES ON NEW FOCUS

24 RAIL PROJECT SETS NEW STANDARDS

25 ENCORE PERFORMANCE GETS TRAINS BACK ON TRACK


Alumina refinery receives

POWER Boost

A MULTI-FUEL COGENERATION PLANT INCORPORATING LEADING EDGE TECHNOLOGY HAS bOOSTED ANNUAL PRODUCTION AT THE WORSLEY ALUMINA REFINERY IN WESTERN AUSTRALIA. THE ExPANSION PROVIDED THE ADDITIONAL STEAM AND ELECTRICITY

REqUIRED TO TAkE ANNUAL PRODUCTION FROM 3.1 TO 4.7 MILLION TONNES.

Thiess, in alliance with CH2M Hill, joined the Worsley Multi-Fuel Cogeneration Project (MFCG) in 2010, following the completion of the civil work foundations.

The scope included providing structural, mechanical and piping resources, and assume overall cons-truction management responsibilities.

Thiess’ Manager Power Mark Feebrey said the project’s successful completion was testament to the team’s ability to work collaboratively in an open book arrangement with the owner.

“We overcame the challenges associated with assuming responsibilities for the partially-completed project by developing and strengthening on-site relationships,” Mark said.

“This collaborative working relationship was vital when working within the live operating environment and coordinating multiple and complex interfaces.”

In an Australian first, the team constructed and commissioned two AE&E dual fuel circulating

fluidised bed (CFB) boilers capable of producing 550 tonnes of steam per hour, and associated coal and biomass feeding systems. Each boiler was coupled with a 57MW back pressure steam turbine and balance of plant.

In another first for fuel-fired boiler plants used in industrial applications in this country, a re-heat steam cycle was installed to supply the main steam at 160 bar and 540°C to the boiler and steam turbines, further boosting power generation efficiency.

Thiess’ scope also included installing an air system that staged the release of oxygen into the combustion chamber to keep combustion temp-erature low and limit NOx emissions. The boilers were fitted with limestone injection systems to ensure low SOx emissions.

During 2010/2011, the Worsley MFCG project was the largest power project under construction in Australia, with job numbers peaking at 940.

3.1 4.7bOOST TO ANNUAL PRODUCTION (MILLION TONNES OF ALUMINA)

PEOPLE EMPLOYED AT PEAK (LARGEST POWER PROJECT IN AUSTRALIA AT THE TIME)

940

tuNNE L L I NG oN t R Ack to meet LNG timeframe

Bu I LD ING oN 55 yE ARs o f tuNNELL ING L E ADERsh IP

THIESS’ ExPERTISE DEVELOPED ON SOME OF AUSTRALIA’S MOST COMPLEx INFRASTRUCTURE PROJECTS IS bENEFITING THE LNG INDUSTRY.

The project, which includes a pedestrian tunnel, entry building and bridge, will allow people to travel from the Wynyard transport hub in Sydney’s CBD to the Barangaroo waterfront in approximately six minutes.

While it involves tunnelling 2.5 metres under existing buildings, including a 21-storey tower, it will go even deeper, taking the project team back to the early 1800s as they navigate the footings of heritage buildings long buried underground.

Tunnelling project manager Paul Anthony says the project combines several challenges rarely faced on one tunnelling project.

“For part of the project work, we’ll replace 30 tonne excavators with paint brushes and trowels and a team of archaeologists who’ll collect and document the artefacts we find,” Paul said.

“We’ve been able to pull together historical data to map potential outlines of those heritage footings so we know where we can and can’t dig quickly.”

ThIESS’ WORk ON ThE $154 MILLION TRANSPORT FOR NEW SOUTH WALES WYNYARD WALK PROJECT IS SET TO DELIVER A CRITICAL PEDESTRIAN LINK IN THE HEART OF SYDNEY VIA A UNIqUELY COMPLEx TUNNEL SOLUTION.

Tunnellers navigate u ND ERGRouND w EB

EXPERIENcED

Expertise and innovation

across more than 50

of Australia’s largest

tunnelling projects

EXPERtIsE

Tunnelling leaders with

more than 200 years

of combined

experience

INtEGRAtED

Smart planning

and integrated

design delivering

fit-for-purpose

solutions

whoLE-of-LIfE

Expert construction

through to operation

and maintenance

woRLD-cLAss

Proven relationships with

leading international

technology partners

12

Bu I LD ING oN 55 yE ARs o f tuNNELL ING L E ADERsh IP

Tunnelling works for Saipem Australia, the principal contractor on the multi-billion-dollar Santos GLNG Gas Transmission Pipeline Project, commenced on schedule in Gladstone, Queensland.

Thiess is constructing a 4.3 kilometre tunnel under-neath the Narrows Crossing in Gladstone Harbour, providing a vital link in the 420 kilometre under-ground pipeline route transporting coal seam natural gas from the Surat Basin.

The tunnel’s 3.4 metre internal concrete diameter will encase the transmission pipeline en route from the mainland to the Santos GLNG LNG facility on Curtis Island, where the gas will be converted into liquefied natural gas for export.

Awarded the contract by Saipem Australia in September 2012, Thiess was able to mobilise quickly

to get a high quality team and a Tunnel Boring Machine (TBM) on site within a matter of weeks.

“With time being a critical factor, our strong relationship with Herrenknecht AG enabled us to deliver a TBM from Brisbane to Gladstone within a very short timeframe,” Construction Manager Gavin Bradford said.

“Our specialist team of around 20 people worked for six weeks on site to assemble a 100 metre-long and 277-tonne TBM in readiness for tunnelling to start on time in April,” he said.

“Recruiting and mobilising an appropriately-skilled workforce was made easy by transferring experienced resources from Airport Link directly onto the Santos GLNG project.”

The TBM is a precision tool which requires a highly skilled team to guide it with pin-point accuracy to its destination as it cuts and removes the soil and rock, then lines the tunnel with pre-cast concrete segments in a remarkably seamless operation.

“Our team is scheduled to complete construction of the tunnel by March 2014,” Gavin said.

“Saipem Australia will then be charged with pulling the pipeline through.”

The Santos GLNG project is a joint venture between one of Australia’s leading gas producers and three of the world’s largest energy companies, PETRONAS, Total and KOGAS.

The team is also contending with a complex web of heritage and contemporary services.

“It’s like threading through the eye of a needle. We have to drill and install canopy tubes to support the tunnel within 300 mm of 11kV high voltage cables,” he said.

“It’s not often a tunnelling project has to deliver to that precision.”

Measuring 110 metres, the tunnel is small compared to many, yet it is considered one of the most technically challenging and complicated tunnels being delivered in Australia today.

“Out of 110 metres, only 20 per cent is standard. For the other 80 per cent, everything is one off,” Paul said.

“It’s more like an underground construction job rather than a standard tunnelling job.

“Only that 20 per cent can be delivered off the same drawings. For the rest, we’ll be working off unique

drawings metre by metre to ensure we get everything right.

Set in one of Australia’s busiest precincts, the project team will be navigating a complex range of

‘above ground’ stakeholders as well, including local businesses, residents and pedestrians.

To manage the intricacies of such a high profile brownfield site, Wynyard Walk demonstrates the

‘One Thiess’ advantage, drawing on the diverse capabilities of our building, tunnelling and civil teams.

“It’s all about communications and planning – and we have to do that as one,” Paul said.

Working in partnership with Transport for New South Wales, Barangaroo Delivery Authority, RailCorp and the local community, the team will deliver an iconic urban precinct that will benefit as many as 20,000 people each hour at its peak.


D I G G I N G D E E P

TUNNELLING LEADERSHIP

The 132kV tunnel currently being built for Australia’s largest electricity distributor, Ausgrid, will link the existing City South Cable Tunnel and City West Cable Tunnel (CWCT) to complete the ‘ring main’ for the Sydney CBD.

Following the successful delivery of the CWCT in 2010, Ausgrid’s CBD Grid and Special Projects Project Director Con Hindi said Thiess’ performance had exceeded expectations.

Fourteen months on, the CECT project is running to schedule with zero lost time injuries and Thiess continues to achieve all client performance benchmarks for safety, productivity and community.

“The excavation of such a technically-demanding tunnel presents substantial risks,” Con said.

“Thiess’ detailed planning prior to construction is once again minimising community impacts and delivering safety excellence, which is helping keep the project on schedule.”

Project Manager Christian D’Hondt attributes the team’s outstanding safety record to innovations that are delivering a safer and more efficient working environment.

“We’ve laid out the worksite in a way that maximises plant and people separation,” Christian said.

“Overhead pedestrian bridges and elevated walkways allow the team to navigate between site amen-ities, offices and change rooms while remaining at all times above heavily trafficked ground areas.

“Our results reflect our unyielding commitment to a safety culture that is embedded through daily engagement with our workforce.”

The project’s location in Sydney’s CBD means navigation of the site also presents potential risks for city traffic and pedestrians. Again, Christian said plant and people separation within a well contained site was key to minimising community impact.

“Community satisfaction is critical to our productivity on site because it means we haven’t had to change, delay or suspend any works because of unplanned impacts,” Christian said.

“Smart ideas, such as loading vehicles inside acoustic sheds to provide a physical barrier to minimise noise and dust are examples of how we are preventing issues before they arise.

“Every aspect is proceeding as planned, and our innovations are enabling us to deliver the project with as little impact on the community and our surrounding enviro-nment as possible.”

bUILDING ON A HIGHLY SUCCESSFUL TRACK RECORD, THIESS’ TUNNELLING TEAM CONTINUES TO ATTRACT ACCOLADES FOR ITS ExCELLENT SAFETY RECORD AND COMMUNITy PERFORMANCE ON ThE $140 MILLION CITY EAST CAbLE TUNNEL (CECT).

F O R succ E ss


TUNNELLING LEADERSHIP

Purpose-built to Thiess’ specifications to deliver increased

productivity and safety, the final phase of the Tunnel

boring Machine launch is now complete and the team is

achieving full production rates.

The CECT project includes the construction of two concrete-

lined connectors and a 150-metre extension to the City South

Cable Tunnel (CSCT-E), as well as the installation and

commissioning of all tunnel mechanical and electrical services.

Waterproof lining of the CSCT-E is complete and arch pours

have commenced, ensuring the team is on track to deliver the

complex tunnelling project in 2015.

TUNNEl BORING MaChINE

4.05m DIAMETER

115m LENGTH

bORE RATE 85m

PER WEEK


BESIX has delivered projects around the globe for more than 90 years, so when it comes to leveraging opportunities in a foreign country it understands the need for a strong, like-minded partner.

Following initial discussions with leading Australian contractors, Thiess was the standout choice to help BESIX navigate the challenges, complement its capability and help take a formidable new offer to the Australian market.

The BEST Joint Venture (BESIX and Thiess) was formed in 2008 and five years on the two companies have signed an exclusive ongoing Memorandum of Understanding to partner on marine contracts throughout Australia.

Deputy General Manager, BESIX International, Carlo Schreurs said a trusted reputation, safety culture and accomplished history of success delivering civil engineering projects throughout Australia made Thiess the right fit for BESIX.

“Thiess and BESIX come together as two similar sized companies who are strongly aligned in values, vision and their commitment to delivering excellence for clients – I have always seen us as two equal brothers,” Carlo said.

“Thiess brings to the relationship proven local knowledge and a record of compliance with Australian standards and regulations, a thorough understanding of industrial relations and an out-standing record for health and safety.

“We bring international marine expertise and specialist knowledge of the unique constraints on marine sector projects as well as our in-house design department and specialised marine equipment.”

Thiess Executive General Manager Construction Ric Buratto said the partnership builds on its extensive expertise in the LNG sector.

“Thiess’ local capabilities, paired with BESIX’s international marine expertise, allow the joint venture to focus on Australia’s growing demand for first-class port infrastructure,” he said.

WITH WORLD-CLASS PORT FACILITIES AND A GROWING COMMODITIES ExPORT MARKET, IT IS LITTLE WONDER ONE OF THE WORLD’S TOP FIVE MARINE CONTRACTORS, bRUSSELS-bASED bESIx, HAS AUSTRALIA SET FIRMLY IN ITS SIGHTS.

J V B R I N G S T h E B Est


THE DEVELOPMENT AND IMPLEMENTATION OF SAFETY SYSTEMS AND AN ALL-ENCOMPASSING SAFETY CULTURE HAVE bEEN AT THE FOREFRONT AS THIESS ESCALATES WORK ON ITS SITE PREPARATION CONTRACT WITH bECHTEL FOR THE

CHEVRON-OPERATED WHEATSTONE PROJECT NEAR ONSLOW IN WESTERN AUSTRALIA.

With establishment works now complete, work on site is quickly ramping up. The project team was set to climb to around 450 by the end of May.

The Wheatstone Site Preparation project involves the major earthworks for the project and includes preparation for three other contracts involving Thiess - the shore crossing microtunnel (Thiess), the breakwater and materials offloading facility (Thiess Besix - BEST JV) and the LNG storage and condensate tanks (Entrepose Vinci Thiess - EVT JV).

Growing the Wheatstone Project Zero Accidents Plus safety culture has been a major aspect of the ramp up. Project Manager Richard Walford says his team is fully supportive of the focus.

“We have good traffic management practices in place and good safety systems, but having the right culture is critical,” Richard explains.

“The safety messages aren’t just there in the background, we vocalise them every day to ensure everyone is engaged with the Thiess mantra of Everyone Safe Every Day.”

Central to the Wheatstone Project is the objective of bringing economic and employment benefits to the region.

Operations Manager Simon Welfare says Thiess and Bechtel are working with the local Thalanyji people to help them maximise the opportunities on offer.

“We already have a good relationship with the Thalanyji community after working closely with them during clearing operations and we’re looking forward to further developing that relationship with training and employment of their people,” Simon said.

The project has just passed an early milestone with the completion of a causeway to the project’s first major source of fill material. This, along with the subsequent causeway to the larger second major fill source, will allow for the transfer of around 9 million cubic metres of fill required to complete the site preparation works.

A large volume of quarry products is being produced at a local quarry under a supply arrangement between Thiess and local WA company, RJV which will employ a further 50 people.

Recently the Site Preparation team handed over the first earthworks pads to Bechtel, who will then allow the Thiess microtunnel team and BEST JV to commence their works on the project. The Site Preparation Contract is due to be completed by late 2014.

Thiess ramping up work on whE AtstoNE PRoJ Ec t

THIESS ExECUTIVE GENERAL MANAGER CONSTRUCTION, RIC bURATTO

DEPUTY GENERAL MANAGER, bESIx INTERNATIONAL, CARLO SCHREURS


coMPL E X PRoJ Ec t M E E T S q G C S C h E D U l E

THE SCALE AND COMPLExITY OF THIESS’ SCOPE OF WORK ON THE qUEENSLAND CURTIS LNG (qCLNG) PROJECT CONTINUES TO GROW AS qGC INCREASES ACTIVITY IN THE SURAT bASIN REGION.


Thiess has been delivering vital upstream infrastructure for the project since January 2011, in line with QGC’s schedule to supply first LNG cargoes from Curtis Island in 2014.

Detailed planning, logistics management and flexible construction programs saw the successful completion of Thiess’ early works contract in 2012. This led to further packages being awarded to build field compression stations and central processing plants between the centres of Dalby and Chinchilla.

Project Director Craig Morrison said the work was contributing to Thiess’ long-term future as a major contractor within the Australian oil and gas industry.

“We have seen some significant gains in productivity and program as we improve the sequencing of works for new compression facilities that come on line,” he said.

“As a testament to our commitment, we have secured civil works packages for an additional four field compression stations and one central processing plant, as well as being appointed QGC’s electrical works partner of choice.”

Craig said the team’s HSE safety culture framework has played an important part in achieving QGC’s project targets.

“Our focus ensures the team does not compromise their personal accountability for safety and the quality of our works,” he said.

“Our experience gained from early upstream works combined with the team’s professional dedication, has enabled us to safely and consistently deliver projects in line with QGC’s expectations, even in the most challenging of project environments.”

Thiess’ current scope of work, valued at almost $1 billion, involves the construction of field com-pression stations and central processing plants at 12 sites. This includes works on a number of intermediate high pressure gas trunklines, electrical substations and delivering bulk earthworks for water storage ponds.

“To date we have handed over both the Argyle and Bellevue Field Compression Stations and trunklines which will help supply gas and generated electricity to the domestic market,” Craig said.

“In addition to the compression facilities a number of water storage ponds have been completed at various sites.”

Over the coming months, the team will ramp up its activities, in line with the critical timing of QGC’s schedule.


Lotus Glen M a K E S h I stoRy

396 696CELL CAPACITY INCREASED

BEDS

ExPANSION AND REDEVELOPMENT OF AN OCCUPIED CORRECTIONAL CENTRE

IN AUSTRALIAN HISTORY

laRGEST

RELOCATED

MaSTER CONTROlFUNCTIONS

INSTALLED NEW

DIGITal MONITORINGSECURITY SYSTEM

HIGH SECURITY CELL bLOCKS

bUILT

3 X 100-BED


KITCHEN, LAUNDRY, SPORTS HALL AND STAFF DINING AREAS

WORKER ACCOMMODATION CAMP

FILLED bY LOCALS

INVESTED IN TRAINING, INCLUDING 46,000 INDIGENOUS TRAINING hOURS

$178,500

FaCIlITIES

200 PERSON

80% OF 1,000 JOBS

INJECTED INTO THE REGION

$200 MILLIoN

REDEVElOPED EXISTINGqUEENSLAND’S COMMUNITY

SAFETY MINISTER JACK DEMPSEY HAS OFFICIALLY OPENED THE THIESS-LED

REDEVELOPMENT OF THE LOTUS GLEN CORRECTIONAL CENTRE NEAR MAREEbA

IN THE STATE’S FAR NORTH.

AS MANAGING CONTRACTOR FOR THE $375 MILLION PROjECT, WhICh WAS COMPLETED

ON TIME AND ON bUDGET IN DECEMbER 2012, THIESS WAS RESPONSIbLE FOR THE LARGEST

ExPANSION AND REDEVELOPMENT OF AN OCCUPIED CORRECTIONAL CENTRE IN AUSTRALIAN HISTORY.

The Alliance, a partnership between VicRoads, Thiess, Parsons Brinckerhoff and Hyder, recently completed the upgrade of a section of the M80 Ring Road between the Calder Freeway and Sydney Road.

During the three and a half years of the project, TSA personnel worked closely with Wurundjeri, the traditional Aboriginal owners in the area, to understand the extent of existing heritage sites and develop and implement eight Cultural Heritage Management Plans (CHMPs). In some locations, new sites of significance were identified.

As part of the process, about 300 artefacts that would have been impacted by construction were salvaged by a specialist heritage consultant and Wurundjeri Elders. They included flaked stone tools Wurundjeri ancestors used for everyday tasks such as shaping objects made of wood, bark and bone, spear-tips for hunting weapons and knives. They were also used to scrape and prepare animal skins for making cloaks, containers and decorative items.

Through consultation with Wurundjeri and VicRoads as the landowner, three locations were selected for the reburial. Most of the artefacts had been salvaged

near creeks adjacent to the M80 Ring Road and the Elders requested they be placed as close as possible to where they were discovered.

TSA team members, Wurundjeri Elders, arch-aeologists and VicRoads staff were present for the smoking ceremony.

“Cultural heritage places and objects are a significant part of the heritage of all Australians and a fundamental part of the Victorian Aboriginal community’s life and cultural identity,” Bill Nicholson, a Wurundjeri Elder, who runs cultural awareness training for VicRoads, said.

Native grasses and eucalyptus branches were placed over flames in the smoking ceremony, an ancient custom to ward off bad spirits. After the ceremony, artefacts were placed in a box in the ground for burial.

The Wurundjeri people have worked on the M80 Ring Road Upgrade for more than four years, with Elders taking part in a number of cultural awareness training sessions for Alliance site crews and engineers, as well as community planting days.

ARt E fAc ts R EBuR I E D in traditional ceremony

AbORIGINAL ARTEFACTS SALVAGED ON THE M80 RING ROAD UPGRADE IN VICTORIA bY TULLA SYDNEY ALLIANCE (TSA) HAVE bEEN REbURIED AT A TRADITIONAL WURUNDJERI SMOKING CEREMONY.

A smoking ceremony was held to comemmorate the reburial of the artefacts

A large piece of silcrete, the stone that was quarried along Steele Creek and made in to tools by the Wurundjeri people, constituted the majority of artefacts that were reburied.



PPP I N V E stMENt T a K E S O N N E W F O C U SWHILE PUbLIC PRIVATE PARTNERSHIPS (PPPs) HAVE COME UNDER SIGNIFICANT SCRUTINY IN RECENT YEARS, THEY WILL STILL FORM A SIGNIFICANT PART OF STATE AND FEDERAL GOVERNMENT CAPITAL ExPENDITURE.

That’s the view of Thiess’ recently appointed Executive General Manager – Construction John Barraclough, who brings a rare 360° perspective on infrastructure.

John understands the issues currently facing governments, having worked for the NSW Government in various roles including Executive Director for the Olympic Coordination Authority, founding CEO of the former Transport Infrastructure Development Corporation and Project Director of the NSW Government’s Infrastructure Unit.

He has also held a number of senior industry roles in Abigroup and John Holland during his career which has spanned more than 40 years.

“The focus of governments in the future is likely to emphasise social infrastructure, such as hospitals and prisons, rather than traditional road projects,” John said.

“Over the next decade, governments will also be looking at more brownfields projects, including exploring ways of outsourcing functions like road maintenance and incorporating the use of the PPP model.

“Governments need PPP-style arrangements as part of their funding mix. As a general statement the majority of governments would be looking for PPPs to provide between 15 and 25 per cent of their annual capital spend.

“We need closer and more meaningful conversations between industry and government in order to better align project delivery with the broader social and financial agenda of governments.”

Looking overseas, John says, offers valuable insights.

“State governments are actively engaging with European and UK governments to identify new models for delivering infrastructure in a complex financial global climate,” he said.

The most effective PPPs include a significant change to the way infrastructure is maintained and operated - not just a mechanism to provide an alternative funding source.

“International best-practice, combined with an industry commitment to looking at new solutions, will help drive new thinking,” John said.

Royal North Shore Hospital Redevelopment, Sydney

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THE REGIONAL RAIL LINK (RRL) PROJECT IN MELbOURNE IS SETTING NEW STANDARDS IN SAFETY, SUbCONTRACTOR RELATIONS AND RAIL OCCUPATION MANAGEMENT IN

A COMPLICATED bROWNFIELD RAIL ENVIRONMENT.

The Footscray-Deer Park Alliance, of which Thiess is a member, is delivering an $835 million section of the RRL project in Melbourne’s inner west, involving a myriad of stakeholders with an interest in this landmark project, says Alliance Manager Steve Cornish.

“Establishing relationships and strong lines of communication with stakeholders is essential to the overall planning and subsequent success of the project.

“We work closely with rail operators, councils and community groups, as well as residents and businesses that are metres away from the works, scheduling construction to minimise the impact on the overall community,” Steve said.

The project has significant challenges including limited access to the rail corridor and the safety implications of working in a confined work environment for condensed periods of time with a large subcontractor workforce.

“By integrating subcontractors into our team we’ve been able to align our safety culture and systems with their workforce. We have instigated quarterly subcontractor safety forums and a monthly safety newsletter - an industry first which has stimulated discussion among our team and our subcontractors on safety matters,” Steve said.

“This has minimised issues associated with adopting a large temporary transient workforce during peak occupation periods.”

Since December last year, the team has achieved a number of major milestones including successfully completing major occupations over the Christmas and New Year holiday period and the Easter long weekend.

During these occupations more than 1,000 people worked in excess of 200,000 hours without a recordable incident in a constrained 7.5 kilometre rail corridor. Working around the clock, the project team undertook major rail corridor widening, piling, station and bridge construction, track installation

and turnouts, overhead and signal work, demolition, conduit and pit installation and services relocation.

“Planning is the key to delivering occupations on program, along with the dedication and commitment of our team,” Steve said.

“Our team spends months planning in the lead up to an occupation to ensure on time delivery, including planning every piece of plant on an hour by hour basis so that it doesn’t inhibit other works progressing in a narrow corridor.

“The team’s passion and its success over the challenging Christmas and Easter occupations were applauded by the client and the Minister.”

The project is near 40 per cent complete and is well on track to reach stretch program targets that have been set.

On completion, RRL will remove major bottlenecks in Victoria’s rail network and provide passengers on regional lines with a more streamlined journey through the metropolitan system.

Rail project sets N E w stANDARD s

RRL is jointly funded by the Australian and Victorian governments with the Australian Government contributing

$3.225 billion towards the project.

The Footscray-Deer Park Alliance is a partnership between the Regional Rail Link Authority, Thiess, Balfour Beatty, Parsons Brinckerhoff, Sinclair Knight

Merz, Metro Trains Melbourne and V/Line

The Alliance is constructing 7.5km of track, 5.5 km of retaining wall, two grade separations, substantial service relations, improvements at four stations including a

new station at West Footscray and new train control systems for the metropolitan lines.


TOOWOOMbA RANGE TRAIN SERVICES WERE REINSTATED IN RECORD TIME AFTER THIESS’ RAIL SPECIALISTS RALLIED TO REPAIR LAND SLIP DAMAGE CAUSED bY FLOODWATERS IN EARLY FEbRUARY.

It was the second time Queensland Rail called on Thiess, together with Golder Associates, to provide rapid support for this vital freight connection.

Queensland Rail Executive General Manager, Access and Business Strategy Tim Ripper said completing the task just 21 days after the event, and ahead of schedule, was testament to the team’s ability to develop smart, workable solutions under pressure.

“The team’s 2011 repairs performed impressively during the most recent flood event,” Tim said.

“That gave us absolute confidence that Thiess would again mobilise the right people and plant to get the job done safely, and to the highest standard.

“They worked closely with our people to design a solution that would give us immediate results and future value – working around the clock to support our rail network.”

Thiess’ engineering experts developed an innovative redesign of the rail alignment that reduced the volume of repair fill, widened an existing cutting to provide a fill source, and created a future opportunity to straighten the alignment.

Thiess Engineering Manager Jeremy Kruger, who took the initial call, said it was a classic example of the skill and responsiveness needed to design in the field, with no survey references available other than the rail line itself.

“When you’re dealing with a landslip, you have to stabilise the area while working out the most practical way to rebuild tracks around a lot of unknowns,” Jeremy said.

“That’s where the Thiess advantage comes to the fore. Our engineers knew the area’s constraints and worked with Queensland Rail to develop a constructible solution – effectively there and then.

“We could draw on the 2011 team’s knowledge and put together a specialist team from Queensland and interstate that was fully mobilised within the week.”

Thiess Project Manager Bruce Hateley said the work was delivered under budget despite the major logistics challenges associated with working in a narrow rail corridor on a cliff edge in an area with limited mobile reception.

“Getting heavy trucks to the site was a feat in itself so, after the repair work, we upgraded the access road to make it safer and easier to deploy larger equipment in the future,” Bruce said.

“We were able to accelerate the program using innovative construction techniques like a culvert method that reduced a four-day task to 24 hours.

“Even in the short timeframe, we delivered the job quickly and safely, in a controlled manner, because that’s our method of work.”

Queensland Rail, Thiess and Golder won an Engineering Excellence Award for the rapid repair to the Toowoomba Range Railway after the 2011 Queensland Floods.

EN coR E P ER foRMANcE gets trains back on track

“They worked closely with our people to design a solution that would give us immediate results and future value – working around the clock to support our rail network.”

TIM RIPPER QUEENSLAND RAIL EXECUTIVE GENERAL MANAGER, ACCESS AND BUSINESS STRATEGY

kE ys to P Ro Duct I oN

Arrive at Lake VermontbY Nadia Farha

28 INCREASING VALUE THROUGH OPTIMAL FLEET PERFORMANCE

29 BLUE HARD HATS BOLSTER SAFETY TRAINEE GUIDE DOG JOINS THIESS

30 DRIVING FORMULA ONE EFFICIENCY

31 SOFTWARE OVERCOMES CRITICAL CHALLENGE REHABILITATION ENCOURAGES QUOLL RETURN

32 MINING OPS ATTRACT MORE WOMEN BIOGAS POWERS COMMUNITY

33 COMMITTED FOR THE LONG HAUL


The move to double production at Jellinbah Group’s Lake Vermont Coal Mine in Central Queensland has reached a symbolic milestone with an official ceremony to celebrate the expansion.

Under the new contract, Thiess will double production from 4 to 8 million tonnes of product coal per year.

Thiess Managing Director Bruce Munro and Jellinbah Chairman Stephen Lonie officiated at the ceremony by cutting the ribbon on one of Lake Vermont’s 12 new Liebherr T282 Ultra Class haul trucks.

Lake Vermont’s expansion includes an increase in the number of employees from 300 to around 550, a doubling of the coal handling and preparation plant capacity, and a new maintenance workshop, but the stars of the expansion are the new trucks and diggers.

The 800 tonne Liebherr 9800 excavator and T282 haul trucks are the biggest of their type available and have dramatically improved efficiency in safely gaining access to the coal seam.

Lake Vermont Project General Manager Colin Mulligan says the new equipment is a mark of Thiess’

commitment to innovation and applying the best technology available.

“At Lake Vermont, we’re passionate about what we do and continual innovation is central to our culture.

“We now have some of the biggest mining equipment in the world, which puts us way out in front when it comes to technology, both in terms of efficiency and reducing greenhouse gas emissions. And we are certainly getting some of the best performance globally out of this equipment,” Colin said.

Thiess will continue to undertake all mining operations at the mine through to 2018.

MINING

LIEbhERR T282 ULTRA CLASS


Group Plant Manager Mark Rough said Thiess is not satisfied with offering clients “out of the box equipment”.

“The size and scale of our operations provides a rich history of data and insights into what works and what’s needed to improve and reach maximum performance on a machine,” he said.

“We don’t just manage and maintain our equipment effectively – we take it one step further by addressing any application issues we identify on the job and rolling out the modification across our fleet to deliver value to our clients, beyond those of our competitors.”

Innovations to Thiess’ $2.7 billion fleet are generated through an in-house engineering capability focused on the continual uptime of critical plant.

Thiess’ response to an industry-wide concern with electrical fires is one such innovation. In addition to Thiess’ Fire Protection Standards, the company

developed the Isolation and Starter Protection Electrical Upgrade (ISPU), effectively a collection of modifications for large Liebherr excavators. The application of this system simplifies the isolation process, and assists in the prevention of electrical component damage as a result of improper machine operation by automatically isolating the starter circuits during operation and the entire machine after a period of inactivity. As a result, the ISPU reduces the potential for electrical faults, and improves operator safety and equipment protection.

All large excavators in the Thiess fleet, from Liebherr 9250s to 9800s, are being fitted with the IPSU, which Liebherr supports and will specify similar isolation hardware for future excavator and shovel models.

Mark said as a contractor, Thiess is always looking to do things differently.

“If you’re not committed to improving then you will be left behind. Our team simply doesn’t accept the

status quo and is focused on keeping that competitive advantage over the longer term,” he said.

“Many of the Caterpillar and Liebherr machines have concepts developed by Thiess’ engineers. When we implement modifications to either safeguard a machine or improve its performance, we move from being reactive – or at best preventative – to predictive mode where we maintain the asset based on a set of pre-determined conditions.”

Other examples include Thiess’ hydraulic cylinder and on-board live oil monitoring programs. Both aim to identify potential issues and help avoid long periods of downtime to ensure minimal impact on operations.

“Innovations such as these enable us to schedule proactive maintenance in a way that delivers greater, continuous uptime,” Mark said.

INNOVATION beNefIT

Main batteries automatically disconnected when the ignition is switched off for a set period.

+ Reduces risk of electrical faults occurring while the machine is unmanned.

Machine is automatically shut down and isolated in the event a starter motor remains engaged after starting an engine.

+ Reduces the risk of fire hazard

+ Helps prevent damage to related components.

Both engines are prevented from starting simultaneously.

+ Restricts the potential peak current draw on the main batteries

+ Extends electrical component life

+ Reduces the chance of catastrophic battery failure.

Starter motors cannot be engaged for longer than a set period of time without a sufficient rest period.

+ Prevents over-work of main batteries and allows electrical components time to dissipate heat

+ Prevents extended cranking of the starter motors leading to cable, device contacts and batteries burning out.

Switched ‘jump-start’ connection between the auxiliary and main battery bank.

+ Auxiliary systems can be safely run off the main batteries without possibility of an engine being started with the auxiliary batteries connected

+ Prevents overload of main batteries if the auxiliary batteries have run flat.

Operators and maintenance personnel are provided feedback on the ‘health’ of the starter circuits and ISPU system.

+ Operators can more effectively communicate issues to maintenance personnel

+ Helps maintenance personnel quickly identify, troubleshoot and rectify issues.

I N c R E A s I N G V A L u E T h R O U G h O P T I M a l F l E E T P E R F O R M a N C E

THIESS IS DRIVING TECHNOLOGICAL SOLUTIONS TO IMPROVE PLANT AVAILAbILITY AND RELIAbILITY, DELIVERING GREATER PRODUCTIVITY AND VALUE FOR MINING CLIENTS.


B Lu E h ARD h Ats bolster safety

VISIT ANY THIESS-OPERATED MINE SITE TODAY AND YOU WILL LIKELY SEE SOME OF THE TEAM IN bLUE HARD HATS.

It’s a proactive step to reduce the risk of injury to apprentices, a group whose injury rate is over-represented compared to the rest of the workforce across the sector.

Launched this year, the blue hard hats make apprentices immediately identifiable and more visible, in contrast to the standard white-issue hard hats. It is part of a practical, team-led initiative designed to create safer workplaces. Apprentices in off-site workshops not requiring hard hats are now wearing yellow, rather than orange, high-vis shirts.

Thiess Apprenticeship and Trainee Manager Stacey Frawley said the benefits to safety and supervision are already paying dividends.

“We’ve invested in creating more opportunities for mature apprentices and were conscious they may be mistakenly identified as qualified trades-persons,” Stacey said.

“Our Mt Owen site started using blue hard hats last year and our Plant & Asset Management

Department took the initiative one step further by rolling it out to all mining sites. It’s a practical way to ensure our apprentices are supervised correctly and given tasks that match their skills and experience”.

The initiative also applies to visiting apprentices from other sites, subcontractors or owners and has gained positive early feedback.

“Now, whether you’re a team member or visitor, people can engage more readily with our apprentices.”

Thiess currently has 120 apprentices across its Australian mining operations, supported by the Apprentice Development Team, tasked with continually improving the Apprenticeship Program.

“Today, all of our new apprentices are issued with blue hard hats at their induction and we plan to create a white hard hat ceremony to celebrate the end of their apprenticeships,” Stacey said.

The Thiess team at the Burton Coal Mine have treated Guide Dogs Queensland’s pin-up promo-pooch Ivy to some VIP treatment to celebrate the team’s decision to support this vital cause.

Ivy wore Thiess personal protection equipment to check out some of the monster gear at Burton as a preview to a new sponsorship arrangement.

Funding from the Thiess team at Burton will cover the care and training of a new puppy recruit, which they hope to give the appropriate name of Burton.

An initial cheque for $3,000, plus a personal donation of $500 from Thiess’ Burton Project Director Tod Mathews, kicked off the Thiess contribution which is expected to easily exceed $30,000.

Guide Dogs Queensland says it costs $30,000 to breed, train and place a guide dog to give the ultimate gift of independence, freedom and safety to someone who is vision impaired.

Trainee Gu I D E DoG joins Thiess

Guide dog in training, Ivy, with Skye Diamant on-site at Burton Coal Mine

TOP Apprentices such as (from left) Sam Beckingham, Kiamha Saunders and Dave Davies are immediately identified on site with their blue hard hats



A Formula One pit crew’s ability to work at lightning pace and in complete unison can be the critical factor in determining the winner. It’s the perfect analogy for describing what happens when the mine’s fleet shuts down for rostered maintenance.

Thiess’ Maintenance Superintendent Robert Munro said when a machine comes in for service everything needs to happen at once.

“Our job is to get the machine back in the pit as quickly as possible,” he said.

“On a 600-tonne Liebherr 996 excavator for example, a team of six carry out defect checks and servicing simultaneously, with the objective of ensuring the machine is ready to go again at the end of the 11-hour shift.”

Working to a tight timeframe takes careful planning and the maintenance crew’s activities are carefully orchestrated to maximise efficiencies.

“Everything is calculated based on inspections undertaken prior to machine shutdown and all parts are pre-ordered and ready to go,” Robert said.

“When it’s time to execute the plan, everyone understands the jobs they need to do, what order they’ll do them in and how long they’ve got to complete their tasks.”

It’s an approach that sees the team continually push to deliver greater reliability and better utilisation of the fleet.

“The goal of a Formula One team is to always come first,” Robert said.

“Our philosophy is the same – we want to be the number one mining contractor and that requires full team participation.”

Driving fo RMuLA oN E E f f I c I E Nc y

THE MAINTENANCE CREW AT THE MT OWEN MINE MAY NOT bE IN FORMULA ONE RACING, bUT THEIR PERFORMANCE DURING ROUTINE FLEET MAINTENANCE DEMONSTRATES SIMILAR EFFICIENCY, SPEED AND TEAMWORK.

MT OWEN COAL MINE

totA L M I N I NG E Xc E L L ENc E c R E At E s VA Lu E At Mt owENNegotiating a highly complex mine context, our total mining services continue to create value through excellence, innovation and a willingness to challenge convention.


Launched in 2012, the study is testing anecdotal evidence that the Tiger quoll is returning home to the 350-hectare rehabilitated area where mine activity has ceased.

Senior Environmental Advisor at Mt Owen Mine Peter York said the research supports the implementation of best-practice rehabilitation.

“Successful rehabilitation is central to the legacy we leave to the community,” Mr York said.

“Mt Owen has been at the fore-front of native forest rehabilitation since 1996, when we began trialling new techniques for recreating habitats on mine overburden dumps,” he said.

“However, while industry success has traditionally been measured in terms of re-establishing flora, not a lot of research has been done on the ecology or behaviour of native fauna.”

Specific data from the study, which uses GPS tracking and monitoring to identify the location and nature of den sites and daytime resting sites, will

inform future rehabilitation decisions at the mine. With a better understanding of the quoll’s movements in and around the rehabilitated area, Thiess can provide long-term-sustainable solutions such as artificial habitat structures and feeding sites that will continue to exist long after the mine has closed.

Mr York said the success achieved at Mt Owen is providing stakeholders with a level of confidence that rehabilitation has taken place to a satisfactory level.

It also exemplifies the innovative methods used by industry to ensure strong environmental outcomes following mining or construction activities.

The research program’s final findings will be presented at the NSW Minerals Council conference in September, with the hope the approach adopted at Mt Owen can contribute to the industry’s conservation of native species across the country.

REhAB I L I tAt I o N encourages quoll return

A THIESS-FUNDED, INDUSTRY-FIRST STUDY TRACKING THE MOVEMENT OF THE SPOTTED TAIL (TIGER) qUOLL IS SHOWING PROMISING EVIDENCE THAT FAUNA CAN RE-COLONISE REHAbILITATED MINE SITES.

MT OWEN COAL MINE

Ranging in size from 35–76cm in length with its characteristic spotted tail being 34–55cm long, the Tiger quolls are found in forest habitats where suitable den sites such as log hollows, rock crevices and tree hollows are present.

Developed by Thiess mining engineers on site, the software, known as ‘Dump Planner’, enables the team to develop a mine plan that optimises plant hours and scheduling.

Located 25 kilometres north-west of Singleton in the Hunter Valley, Thiess operates the Mt Owen Mine on behalf of client Xstrata. As Thiess’ largest coal mining operation in New South Wales, it currently produces 7.8 million tonnes run of mine coal per annum.

Technical Services Manager Wayne Bartlett said mine planning is critical to Mt Owen’s performance.

“The deposit consists of multiple seams of coal dipping up to 45 degrees, with mined thicknesses between 0.4 and 11 metres,” Wayne said.

“We mine to a depth of 270 metres below the surface – similar to mining an ore body rather than a typical strip mine.

“Our challenge is to minimise truck hours and maintain ‘mass balance’ on site – that is to ensure there is enough available dump space for the amount of overburden produced.”

With conventional mine design software providing only part of the answer, Mt Owen’s mining engineers have overcome the challenge by creating their own mine planning program.

“Dump Planner enables engineers to run a range of scenarios to develop a mine plan that ensures mass balance is achieved,” Wayne said.

“The program allows the engineer to select digger and truck combinations, taking into account the performance metrics of the different diggers and truck types at Mt Owen.”

By selecting dump locations, the software determines the dump volume available and uses simulated truck hauls to calculate the hours required to haul the overburden. This enables the engineer to

assess the number of trucks and hours required, and flatten out the peaks and troughs.

“This knowledge enables the team to build the right dumps in the right order to suit the production schedule, and gives us the opportunity to improve the plan to reduce truck hours,” Wayne said.

Whereas once a mine plan may have taken the team weeks to produce, an engineer can now run these scenarios quickly over a matter of days, producing a forecast for several years in advance.

“This means we now have the ability to make changes, run new scenarios, and continually ensure we are improving our performance and reducing costs,” he said.

“Without this ability, productivity and performance at the mine would suffer over time.”

Software overcomes c R I t I c A L c h A L L E NG E

SPECIALISED THIESS MINE PLANNING SOFTWARE HAS PROVIDED A SOLUTION TO THE UNIqUE CHALLENGES OF MINING COMPLEx COAL SEAMS AT MT OWEN.


Despite economic pressures, Thiess’ mining business has remained committed to increasing the number of women in non-traditional roles.

The business has experienced a significant increase in female participation rates across its operations in the past year.

General Manager Mining Danny McCarthy said the cyclical nature of the resources sector often forced companies to review programs and initiatives in response to the drop in commodity prices and cost cutting measures.

“The results achieved across our operations reflect Thiess’ unwavering commitment to affirmative action programs such as the ‘Women In Mining (WIM) Working Group’, ‘Leading My Career program’ and ‘WIM Focus Groups’,” he said.

Danny said the results reflect a commitment to diversity which is at the foundation of Thiess’ overall business strategy.

“We know we must constantly challenge and self-assess our business – both the physical and cultural environments – to identify and resolve concerns in order to successfully attract, support and promote women,” he said.

“We have put in place very clear strategic goals and targets which are communicated across our operations so that our people understand what we are working towards.

“Initiatives such as the WIM Working Group are helping to ‘switch on’ the internal spotlight so we can openly discuss the issues and opportunities affecting and influencing women in the mining workplace.”

Danny believes Thiess’ continued commitment and progress puts the mining business on track to exceed the Queensland Resource Council’s 20 per cent participation target for women by 2020.

A memorandum of understanding (MOU) between Thiess in Indonesia and the Balikpapan Government is delivering sustainable outcomes for the Batakan community in East Balikpapan.

As part of the Methane Piping Cooperation MOU, Thiess is installing piping to distribute biogas from a landfill site to around 40 homes in the community.

Executive Manager Business Services Thiess Contractors Indonesia Ridwan Malawi said the biogas will reduce the community’s reliance on LPG and kerosene.

“The biogas power produced from landfill can be used in domestic cooking,” Ridwan said.

“Currently only a few homes in the area have access to biogas.

“It’s our hope other corporations operating in Balikpapan will contribute to the program and over time we can help install piping to reach everyone in the area.”

Balikpapan is a hub city which supports the mining and oil and gas industries in Kalimantan, Borneo.

There’s been an increase in the female participation rate across Thiess mine sites:

Project 2011 2012

Burton Coal Mine 3% 11%

Collinsville Coal Operations 3% 8%

Curragh North Coal Project 3% 10%

Lake Vermont Coal Mine 2% 10%

Prominent Hill Mine 7% 14%

Mt Owen Complex 4% 8%

B I o G As powers community

M IN I NG o Ps attract more women

Executive Manager Business Services Ridwan Malawi (second from left) and the Mayor of Balikpapan Rizal Effendi (third from left) celebrate the signing of the MOU with Batakan community members



Today, more than ever, we are experiencing firsthand the impacts of our volatile market. An inflated Australian dollar, a high cost base, onerous industrial relations and tax regimes, unseasonable wet weather and low productivity, are significantly affecting Australia’s competitiveness on a world stage.

And as a result, we are seeing mine developments put on hold, operations scaled back and marginal mines shutdown. We see many mine owners deciding once again to operate their own mines in a bid to improve their competitiveness and returns, as they weigh up the risk and reward of insourcing versus outsourcing. Both are relevant in their own right, influenced by the capacity and skills of the client, the nature of the mine, the market cycle and the broader industrial landscape.

It is abundantly clear that Australia’s mining industry needs to reset and re-establish itself as a global leader in mining excellence. No longer can we afford to rest on our laurels accepting past success as an indicator of future performance. It’s time for both government and industry to make investment more attractive and industry more competitive.

And as a service provider to the mining industry, Thiess again must challenge industry norms, looking

at ways to deliver a world class service, providing differentiation to our clients, in productivities and efficiencies, and the value that we offer.

In an outsourced model, clients have greater certainty of costs and outcomes, with many of the labour, productivity and operational risks being held by the contracting partner. This clearly frees up the mine owner’s team to focus on resource and mine development,

and trading the commodities. At Thiess, our value is added through scalable and flexible mining solutions, and tailoring commercial models to meet individual client needs. From mine planning, to operations and maintenance, we bring extensive experience, skills and expertise, delivering high performance even in the most complex geological mines.

Most importantly, we are taking innovation to another level. Our technical engineering team, a ‘centre of excellence’ in its own right, is bringing industry leading technology and best practice to the forefront. Additionally, we are leveraging our operational experience and collaborating with OEMs to enhance plant performance, boosting productivity and safety.

From large ultra-class fleet to dozer push operations, mine planning and mine rehabilitation to main-tenance and asset management solutions, Thiess’ expertise has resulted in the creation of substantial value for our clients.

We’re here for the long haul – and even during these uncertain times, we remain committed to working in partnership with mine owners to optimise their operations and achieve mutual success.

Looking forward, the outlook for Australia’s resources remains strong. The Australian Government’s Resources & Energy Economics 2013 Report forecasts that resource export earnings is expected to reach a record $225 billion in 2018. Asia’s growing urbanisation and energy demand, together with Australia’s coal, iron ore and minerals reserves, makes us an ideal place for investment.

With a commitment to improving efficiencies and productivities, and our investment in technology, innovation and people, Thiess remains positioned to provide great value and certainty to clients.

coMM I t t E DF O R T h E l O N G h a U l

Since the 1940s, Thiess has played a vital role in Australia’s mining industry. With our experience in mine ownership, development, engineering and operations, Thiess has a thorough understanding of the current challenges facing mine owners, and is working to deliver cost effective and customised solutions for existing and new clients.

bY Michael Wright, Executive General Manager Mining

The Orica Botany Car Park Waste Encapsulation (CPWE) Project in Sydney drew on the world-leading expertise of the Environmental and Engineering Services team.

Over two-and-a-half-years, the team processed 93,000 tonnes of contaminated soils and waste, all of which was recovered from a purpose built 13,000m2 excavation soil building, using directly-heated thermal desorption (DTD) technology.

Team General Manager Doug Moss said continual underpinning of a structure of that size, while excavating beneath it, had not been previously attempted on this scale in Australia.

“It was a remarkable achievement by Project Manager Joshua Van Der Heiden and his team,” Doug said.

“A unique health and hygiene monitoring process was also developed to manage exposures to particular contaminants of concern which had never before been dealt with anywhere in the world.

“Thiess liaised with leading industrial hygiene specialists and WorkCover NSW to ensure that international best practices were in place to ensure worker safety.

“The processing of CPWE soils through the DTD plant was particularly challenging with the team negotiating with the Environment Protection Authority to progress a robust commissioning and permitting process which was completed in April last year.”

The project drew praise from Orica Project Manager Peter O’Dea who said the team was extremely resourceful and flexible in dealing with unexpected issues.

“Their positive approach and rapid deployment of practical solutions were highly valued and critical to successful project delivery,” he said.

The project was environmentally significant and important from a community perspective taking place within the Botany Industrial Park close to workshops, office buildings, a sporting field and housing.

With stringent monitoring processes in place, Thiess demonstrated to the local community and to other stakeholders that a complex remediation project could be successfully delivered in a suburban environment.

The previously contaminated land is now fit for commercial development.

THIESS HAS COMPLETED ONE OF THE MOST TECHNICALLY-COMPLEx REMEDIATION PROJECTS

EVER UNDERTAKEN IN AUSTRALIA.

Remediation project ‘ R EMARk AB L E ’

37 SERVICES EMBRACES DIVERSITY AGENDA LINING UP WITH THE BEST

38 SERvICES BUSINESS ExTENdS ExpERTISE TO CSG-LNG SECTOR


SERVICES

Treatment Milestone Reached

With the completion of the Orica

CPWE project, Thiess has now

passed the 500,000 tonne

milestone for thermal desorption

projects – a world class

achievement by any measure.

PROJECT TONNES

Halifax Street, SA 9,000

Penny’s Bay, Hong Kong 85,000

Highett Gasworks, Vic 68,000

Seven Hills, Sydney 540

Allied Feeds, Rhodes 185,000

Homebush Bay 12,000

Lednez, Rhodes 70,000

Orica CPWE, Botany 93,000

(THERMALLY TREATED WASTE)



DETERMINED TO LEVERAGE THE VALUE THAT COMES FROM A DIVERSE WORKFORCE, A DIVERSITY COUNCIL FORMED WITHIN THIESS’ SERVICES bUSINESS WILL CHAMPION CHANGE AND SUPPORT WORKPLACE REFORM.

Created in August 2012, the Council comprises nine volunteers from each area of the business. One of the Council’s aspirational goals is to have 30 per cent female representation in the workforce by 2015.

Executive General Manager Services Richard Kelleway concedes the target is ambitious but necessary to reinforce the importance of the diversity agenda.

“We need critical mass to bring about change, and I’m determined to promote affirmative action and break down barriers preventing us from meeting our diversity objectives,” Richard said.

Two women have recently been appointed to general manager roles in the business which means there are now three women sitting on services’ nine-member leadership team.

“It’s not just about gender diversity – high performing teams are typically made up of a diverse group of people who share the necessary skills, but don’t necessarily look or act the same,” Richard said.

“I believe we can create real competitive advantage by recognising, valuing and leveraging the unique styles, perspectives and abilities that come from having a diverse workforce.”

Richard said the Council had set in motion a number of initiatives to help advance the diversity agenda.

“Our new General Manager, People and Capability, Melissa Kimlin is reviewing our recruitment processes, preparing to implement a leadership capability framework and reviewing our exit interview processes so we can better understand why people leave the business,” Richard said.

Other early successes include the water business unit’s appointment of its first female civil trainee worker. In another first, the Queensland energy business hired its first female linesperson. The company is also working closely with recruitment agencies specialising in placing people with intellectual and physical disabilities.

Lining up with the bestRecently-employed apprentice linesperson Tracey Anderson (pictured) believes she has been given an opportunity of a lifetime. After applying for more than 45 apprenticeships, she joined the Thiess group and was offered a trade assistant role in services’ energy division. An apprenticeship followed soon after.

The division’s Operations Manager Brent Brown said while Tracey showed great promise as a trade assistant, she was still required to compete for her position, which included an interview and medical and fitness assessments.

“Tracey displayed a real passion and tenacity to succeed, but she had to prove she was capable of doing the work,” Brent said.

“She passed with flying colours and the enthusiasm she displayed in her interview is clearly evident in the field.”

Brent believes Tracey’s enthusiasm and approach to her work will bring a different perspective – and therefore value – to site work.

“There will be instances where Tracey will need to find a different way to complete some tasks because of her physical stature, but that presents us with enormous opportunity to continually improve our processes,” he said.

“Having Tracey’s perspective on how we go about our business is moving us away from ‘that’s the way we’ve always done it’ to ‘how can we do this safer, smarter and more efficiently’.

“Her appointment has been well received by services’ management team through to the field crews and trainers, who all recognise her passion and effort to be the best that she can be.”

Services EMB R Ac E s D I V E Rs I t y AG ENDA

LEFT The services business’ first female water industry worker, Steff Gall, in action

THE FOCUS OF THE CSG-LNG SECTOR WILL SOON SWITCH TO THE PROVISION OF SERVICES AS INFRASTRUCTURE DEVELOPMENT STARTS TO TAKE SHAPE. DIRECTIONS TALKS TO THIESS’ COAL SEAM GAS SERVICES MANAGER MIKE JERICEVICH

AbOUT THE ExPERTISE THE COMPANY bRINGS TO THE SECTOR.

q. Why has the services business decided to enter the CSG-LNG sector?

A. Our experience in operating and maintaining some of Australia’s largest water, electricity and gas distribution networks, and associated infrastructure, is ideally matched to the requirements of the sector.

Thiess’ services business has historically been focused on providing integrated water, energy, environmental and infrastructure management services to government authorities, commercial and industrial clients. This rich legacy of providing industry-leading, whole-of-life solutions is why, today, we offer a unique mix of capabilities and core competences that are well-suited to the assets currently being built for CSG projects.

q. Why now?

A. We already have an enviable track record in the construction of CSG and LNG assets throughout the country. This move into operations and maintenance (O&M) is the next logical step. As a rapidly developing sector, it also shows significant growth potential – we’re going to see the multi-billion dollar investment in building infrastructure reduce as the focus shifts to operations. A robust O&M offer will be central to maximising value into the foreseeable future.

q. How will CSG and LNG clients benefit?

A. Our whole-of-life approach integrates the client’s operational needs and our O&M expertise into our design and construction offer. The end-to-end value

that creates is unique in the market and, importantly, maximises long-term value by delivering quality assets geared for optimal O&M efficiencies.

The sector also draws considerably on water and energy technology. Thiess has the full O&M capability for large water treatment plants, ultrafiltration, ion exchange, reverse osmosis and brine concentration equipment as well as for the numerous pump stations required to treat CSG water and redistribute this treated water for beneficial use.

It’s the same with our energy sector skills where we are able to construct and maintain substations, switchyards, and underground and overhead transmission lines required to power CSG-related infrastructure and LNG plant equipment.

q. Are there other opportunities in the sector?

A. We’re Australia’s leading and longest-serving remediation specialist and our newly created Environmental and Engineering Services business unit connects clients with expert solutions to ensure their assets meet strict compliance and monitoring standards.

We also offer comprehensive facilities and asset management services that are directly transferrable to the CSG-LNG sector. With cost reduction more vital than ever in a global, highly-competitive market, our relentless focus on innovation and efficiency delivers optimal solutions and affordable, best-in-class outcomes for our clients.

Services business E X t EN D s E XP ERt I s E to c sG - LNG s Ec toR

Q & A



In an Australian first, the school has introduced eye-gaze technology and a device called Tobi-i which opens up a whole new world for profoundly challenged special-needs children.

Purchased with funding from Thiess and its team at the Burton Coal Mine, Tobi-i allows children to effectively perform the mouse functions of a computer simply by using their eyes.

The technology is extraordinary enough, but the innovative application to special education is producing spectacular quality-of-life dividends. Children once trapped in a world without clear means of communication are now able to express their will with clarity once thought impossible.

School Principal Sheina Treuel believes it’s the biggest leap in the history of special education.

“Now our kids have an opportunity to make a choice in their environment. It’s about quality of life, suddenly our kids have an opportunity to say what they want and what they don’t want, and if they want people to back off.”

Ten-year-old Stephany Johns has been silenced and profoundly disabled by Rett Syndrome, but through the wonders of Tobi-i, she can now clearly express herself and make choices.

Her father Jason can’t believe what it’s done for her.

“The system is brilliant, absolutely brilliant. One of the main things of independence is communication and to have that is just awesome.”

More awesome still is the way this new technology is changing what we know about the ability of special needs children to learn and develop.

Assistant Principal Kathryn Ritchie says teachers are seeing amazing changes in their students.

“We’ve learnt things that we never thought our students were capable of at all, it’s very exciting.”

Ms Treuel believes it’s ground breaking.

“We are only just scratching the surface of what we understand about what is going on cognitively for these children.

“I would love to be able to work with a university that could do some really deep research around just how important this technology is,” she said.

Thiess and the team at Burton Coal are enormously proud to be backing such a significant development.

Thiess Operations Manager in Mackay Chris Bourke says he knew the Mackay District Special School was a great cause, but the outcome has far surpassed his expectations.

“It has been truly eye-opening for us all to realise what’s been achieved.”

Innovative partnership giving special needs kids A Vo I c E

AS THE RESOURCE-RICH bOWEN bASIN CONTINUES TO DRIVE GROWTH IN THE THRIVING CENTRAL qUEENSLAND CITY OF MACKAY, A UNIqUE AND INNOVATIVE PARTNERSHIP bETWEEN THIESS AND THE MACKAY DISTRICT SPECIAL SCHOOL IS YIELDING REMARKAbLE DIVIDENDS OF ITS OWN.

Tobi-i is opening up a whole new world for students like Stephany at Mackay District Special School


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.

[email protected]

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thiess.comPublished by Thiess Pty Ltd

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