quarterlynews
VOLUME 1 I 2005
4
Focus on continuous
improvement
10
New $15 million contract
for Synchrotron Project
18
THIESS
THIESS l quarterly news l VOLUME 1 l 2005
Caltex Project
receives
safety award
1
Contents
4
10
14
18
Continuous Improvement
Thiess’ commitment to
continuously improving
performance
$15M Synchrotron
Contract
Thiess has won an
additional $15 million of
work for the Synchrotron
Project
Morwell River Diversion
The extension to Yallourn
Mine is almost complete
Caltex Project safety
award
The Caltex Team has
worked more than 200 days
LTI free
Published by Thiess Pty Ltd,
ABN 87 010 221 486,
Marketing and Communications.
Editor: Diana Jordan
Phone, fax or email your
comments to:
Ph: (07) 3002 9663
Fax: (07) 3002 9690
Email: [email protected]
Visit our homepage:
www.thiess.com.au
2
Inside: Geraldton Southern Transport Corridor (GSTC) Construction Manager Peter Hopfmueller
and Community Relations Manager Carolyn Nixon examine limestone. Material from the GSTC
Rail Alignment is being used to fill the eastern breakwater on the Geraldton Port.
THIESS l quarterly news l VOLUME 1 l 2005
Front cover: Aerial shot of the opening of the Brand Highway Interchange – part of the GSTC.
Building on our
Behind
thecapabilities
scenes
Welcome to the first issue
of Thiess quarterly news
for 2005 and to a new year,
which is already shaping
up as another busy and
exciting period for the
company.
In today’s fast paced
and changing business
environment, maintaining a
competitive position to ensure
we continue to deliver value
to our clients requires an
ongoing focus on developing
our people, along with the
company’s systems and
processes.
In this and subsequent issues,
I would like to share with you
some of the work going on
“behind the scenes” to help
ensure Thiess stays at the
leading edge in providing
services to the many industries
in which we operate – starting
with some of the HR programs
we are implementing to
develop our people; our
greatest asset.
Developing our people
As we continue to meet
complex business challenges,
it is intended that our overall
HR strategy provides us with
consistency in recruitment,
development and recognition
across the organisation to
help ensure high standard
commercial outcomes. To
support this strategy, a number
of initiatives and programs
are being developed and
delivered , including all staff
from Graduate intake through
to Senior Management.
Underpinning our outcomefocused human resource
strategies is the Thiess
Competency Model. This
model was developed in
consultation with our people
to identify key competencies
that define and guide high
performance to assist us in
cultivating and sustaining
strong technical, managerial
and leadership capability.
Late last year we conducted
our inaugural Senior
Management Development
Program. The aim of this
initiative is to reinforce the
Thiess Competency Model,
challenge our senior leaders
and emphasise the importance
of values, culture and business
strategy. This emphasis on
building shared understanding
is also being harnessed
through our Graduate
Development Program,
through which we have
welcomed 85 new graduates
to Thiess over the last two
years. This program introduces
our future managers to the key
drivers in the business and
begins building their skills and
competencies as they assume
greater responsibilities.
Leveraging skills and
experience
Fundamental to Thiess’
competitive edge is our
ability to leverage skills
and experience across the
organisation. The diversity of
our business sees our people
regularly faced with new
opportunities and challenges
requiring a collaborative
and innovative approach, as
exampled by the start-up of
major projects such as the
Lane Cove Tunnel in Sydney
and the Mitcham Frankston
Project in Melbourne.
The benefits of some
refinements last year to
our organisational structure
are now being realised.
Single point accountability
for Process, a national
co-ordination group for
Building and the establishment
of the Resources Development
Group are all good examples
of leveraging our skills and
knowledge to consistently
provide high value services.
By further investing in our
human and intellectual capital,
we will continue to build the
capability of the organisation
and maintain our forward
momentum and industry
leadership position.
assembled in Melbourne and
site establishment works are
well under way.
Thiess Services was recently
successful in securing two
major contract extensions,
namely South East Water
and Alinta, both in Victoria.
These contract renewals
are testament to the strong
relationships and the quality
of service provided by our
Services Business.
“ Fundamental
to Thiess’
Asian Tsunami
It was with great sadness that
we learnt of the devastation
and loss of life caused by the
Boxing Day Tsunami. While
the impact of this natural
disaster continues to unfold,
it is heartening to see the
incredible support being
rallied from Government,
Corporations and the
Australian public.
competitive
edge is our
ability to
leverage skills
and experience
across the
organisation.
”
In addition to the funds and
in-kind support being provided
by Thiess, our people have
pledged more than $75,000
in donations through the
Thiess Group Appeal, which
will be matched in value by
the company, to help our
neighbours to rebuild their
lives and their communities.
Across our more than 150
current projects, the Thiess
Team is working hard to deliver
great outcomes. With our
work in hand at record levels
and strong market conditions
expected to continue, we
look forward to a busy and
successful 2005 working
closely with our valued clients
and business partners.
Business update
We were delighted to
achieve financial close on the
$2.5 billion Mitcham Frankston
Project late last year. Our joint
venture team is currently being
Managing Director
Roger Trundle
THIESS l quarterly news l VOLUME 1 l 2005
3
Committed to continuous
Improvement
improvement
A commitment to
continuously improving
performance throughout the
company assists Thiess to
make a difference as a
leading service provider.
Thiess quarterly news profiles three examples of
how this commitment is improving Thiess’ systems,
client service and the development of our people
and the engineering industry as a whole.
Project Focus
– giving focus to Thiess’
management system needs
Having the right systems
in place to assist employees
in adding value for our clients
is critical for fostering and
delivering continued
future growth.
A recent Group-wide user
review of the existing Thiess
Management System (TMS)
reinforced the importance
of the TMS for the company.
It also highlighted
opportunities to improve
its full effectiveness.
In recognition of this, the
Project Focus Team has been
established with the key aim
of delivering an enhanced
management system to meet
Thiess’ needs for at least the
next 10 years.
“To achieve this”, says Matt
O’Brien – Project Manager of
Project Focus –“it is important
the enhanced system:
Thiess Services’ National Systems Manager David Wooldridge
(far left) and Project Focus Systems Engineer Erick Santosa
(second from right) discuss the new look TMS with Thiess
Executive General Manager Infrastructure and Corporate Services
Ray Wilson (second from the left) and Acting Executive General
Manager Qld/NT/Pacific Bevan Campain (far right).
•
Is easy to use
•
Meets the requirements
of all areas of our
diverse operations
•
Is flexible to accommodate
future growth
•
Provides an efficient
information architecture,
and
•
Captures and allows
sharing of the extensive
knowledge and
experience of our
diverse workforce.”
In establishing this enhanced
system, key activities to date
have included benchmarking
the current TMS against other
4
THIESS l quarterly news l VOLUME 1 l 2005
organisations, conducting
workshops with operational
staff and researching software
options best suited to hosting
the new look system.
One key outcome is the
restructure of information
into ‘focused’ content areas.
For example, there will be a
Project and Services Delivery
section, along with a Support
Services area for information
such as Accounting and
HR procedures. This will
ensure the information is both
targeted and easily accessible
to the appropriate audience.
Activities will continue to ramp
up during the next few months
and will involve drawing on
expertise from across the
business to redefine and
transform the procedures
currently in the TMS. At
the same time, the Project
Focus Team will be leading
moves to streamline access
to the majority of Thiess’
knowledge capture systems
– including the Knowledge
Database, Intranet and Thiess
Services’ Online Workplace
Management System.
The functional needs of
the Indonesian operations
and Australian subsidiary
companies are key
considerations for the Project
Team. The resulting product
should therefore represent an
integrated system that truly
reflects the diversity of the
Thiess Group.
A roll-out of the new system,
including training for staff
will be complete by the end
of 2005.
market research consultants
to meet with and interview a
cross section of Thiess’ key
clients. The interviews are
currently being held.
“During the next few years,
the two key areas of focus
will be education and training
programs and joint research
and development projects.
We will examine providing
support to specific actual
projects that will be of benefit
to Thiess. We aim to also
broaden this concept to other
universities in Australia.”
The Thiess UQ Strategic Partnership provides opportunities for Thiess
to set future directions for the engineering industry.
Thiess UQ Strategic
Partnership – fostering
excellence in education
and development
The Thiess UQ Strategic
Learning Partnership,
established in 2000, aims
to utilise the facilities and
expertise of Thiess and the
University of Queensland
to develop innovative
engineering leaders through
education and technology.
UQ Professor David Radcliffe
said the partnership has
achieved many important
results during the past
four years including
fostering increased learning
opportunities for university
students and providing a
forum for Thiess to contribute
to curriculum development
and help set future directions
for the engineering industry.
Some of the key achievements
have included:
•
Jointly establishing
an undergraduate
site learning program
through which final year
engineering students
spend a semester on sites
doing projects for the
site while simultaneously
gaining full academic
credit for the time.
(Over 90 students have
completed this program;
nearly half on Thiess Sites)
•
•
•
Providing opportunities
for graduate students to
work on Thiess Projects
and Thiess Staff to
participate both as learners
and as presenters in
university programs
Creating a Master in
Professional Studies in
Engineering that allows
working engineers to
develop their project
skills including integrated
design and construction,
value engineering and
knowledge management
using the principles of work
– integrated learning, and
Developing various
research and development
projects with external
funding. This has included
conducting rapid anaerobic
digestion of municipal
solid waste trials at the
Thiess Swanbank Landfill,
measuring the costs
and benefits of virtual
design and construction
technology in major
projects and completing
a socio-technical study
of design management
culture in the company.
“In recognition of the
partnership benefits for both
organisations, a decision was
made last year to re-launch
and further commit to the
partnership until 2009,”
David said.
Findings from the survey
will assist Thiess in gaining
a better understanding of:
Thiess Technical Services
Executive Manager Tony
Coyle said the partnership is
important for Thiess in both
providing a critical link with
current educational trends
and in enabling the company
to be involved with research
and development initiatives,
which may assist in improving
future performance on Thiess
Projects and within the
broader industry.
Requirements for
key services
•
Customer satisfaction
and performance
improvement priorities
•
Challenges to service
delivery in the years ahead
and changing priorities,
and
•
Currency and positioning
of Thiess branding.
The feedback received from
this process will be presented
to the Thiess Executive,
and business units, who will
then have the opportunity to
incorporate key findings into
corporate strategic plans
and in individual business
unit plans.
Client Research
Development Program
– ensuring ongoing client
service
In a highly competitive market,
Thiess understands the
importance of fostering its
relationships with clients.
The Client Research
Development Program is part
of an ongoing commitment
to continuously improving
services and responsiveness
to customer needs. As a
component of this program,
Thiess has engaged external
•
Ray Wilson Thiess’
Executive General Manager
Infrastructure and Corporate
Services said the survey adds
considerable value to Thiess’
business planning process
and will now be conducted
on an ongoing basis.
“The results will provide
the Executive with important
information to guide our
future performance.”
Market research consultant Deborah Wilson and Thiess Director,
Finance and Administration Don Argent discuss the Client Research
Program currently under way.
THIESS l quarterly news l VOLUME 1 l 2005
5
Geraldton set
for early
Project
update
Revisions to the traffic management plan and construction
schedule means the Geraldton Southern Transport Corridor
(GSTC) is now due to finish by end 2005.
The original completion
date for the $88 million
project, which involves the
creation of 4.9km of new
road, 13km of rail, four
bridges, and two tunnels,
was forecast for April 2006
when Thiess was awarded
the contract in 2003.
But a revision of the traffic
management plan and
construction schedule in
February 2004 saw the
project leap ahead with
roadwork now due for
completion by mid 2005 and
the railway to be installed
before the end of 2005.
Fast tracking the project
Construction Manager
Peter Hopfmueller said the
scheduled early completion
is a great result for the
community and our client.
“The construction team
reviewed the original program
and came up with a new
construction sequence that
we thought would be the best
way to minimise disruption to
the community,” he said.
“This involved building the
Brand Highway Interchange
first, and with the support of
the City of Geraldton,
we have been able to follow
that sequence through.
“The interchange is a key
feature of the project and has
involved replacing the existing
Brand Highway Roundabout
to assist with the traffic flow
for vehicles entering the
central business district.
“Originally we were going
to concentrate on building
the Waverley Street Bridge
first. However, building the
Interchange first has caused
slightly more disruption but
over a shorter period of time.
“More importantly, changing
the construction sequence
allowed us to maximise our
resources in the first part of
2004 and get the project to
the stage that it currently is.”
Thiess meets client
expectations
According to Main Roads’
Community Relations
Representative Tammy
Mitchell, the Thiess Team
worked hard to allow the
interchange bridges to be
opened to traffic before
Christmas.
The first car to travel over the
Brand Highway Interchange.
6
THIESS l quarterly news l VOLUME 1 l 2005
“I would like to congratulate
the Thiess Team for its ongoing
commitment to delivering the
GSTC in an environmentally
sensitive manner and with the
least possible impact on the
Geraldton community,”
she said.
“It is a pleasure to work with
Thiess to ensure the works
are effectively managed, and
environmental standards not
compromised.”
Future works
In finalising the project, future
works involve completing
finishing works at the
interchange including the
eastern side of the southern
ramp and sealing of the
pedestrian and cyclist path.
Following the recent opening
of the Waverly Street Bridge,
Geraldton road users can also
look forward to the opening
of the Marine Terrace near
Pages Beach in March 2005,
which will allow traffic to travel
in an east-west route again,
and the Highbury Street
Bridge opening in June 2005.
For more information about
the project, please visit the
project website – http://
geraldton.thiess.com.au.
WA Premier Geoff Gallop at
the launch.
finish
Interchange opens to huge crowds
The much anticipated Brand
Highway Interchange, part
of the Geraldton Southern
Transport Corridor (GSTC),
officially opened to a crowd of
approximately 1,000 people
who were keen to be the
first to walk over the newly
constructed bridge on
21 December 2004.
Thiess, Main Roads and
local group Move Motivate
Midwest, invited the
Geraldton community to join
in this once-only opportunity
to enjoy the panoramic views,
meet the people who made it
happen and then join them for
breakfast on the bridge.
This was followed at 12pm by
the very first cars travelling
across the two bridges and
the interchange with traffic
flowing smoothly.
According to Thiess
Construction Manager
Peter Hopfmueller the
support shown by the
Geraldton community
has been overwhelming.
“It’s very rewarding for Thiess
and all the team that’s worked
together. It’s a really good
feeling and we are pretty
happy,” he said.
“We were only expecting 200
or 300 but the support has
been fantastic and exceeded
all our expectations.
“It’s great for the team to
see first hand what they’ve
been working on over the
past months and to hand it
over to such an enthusiastic
community.”
Members of the GSTC Project Team.
L to R: Niels Asche, Mark O’Reilly, Carolyn Nixon, Brendon Deshon,
Peter Hopfmueller, Brenton Pike, Adrian Matthews and Peter Schmidt.
The opening of the interchange
means less traffic disruption
and improved access to
pedestrian and cyclist facilities.
Move Motivate Midwest
escorted groups of walkers
from the Geraldton Surf
Lifesaving Club and
Maitland Park.
Committee Member for the
group Jo Blayney said the
event was important because
it highlighted facilities for
pedestrians and cyclists
at the interchange.
The opening of the
interchange on the GSTC
is a significant step forward
in the overall project. For
many in the Geraldton
community it will mean an
easier commute to work,
less traffic disruption near
their homes and improved
access to pedestrian and
cyclist facilities. However the
benefits do not stop there.
While the road is an integral
part of the project, the railway
to be installed before the
end of 2005, will continue
to deliver benefits to the
Geraldton community in
terms of access, safety and
efficiency for the transport
industry and for the
Geraldton community.
Approximately 1000 people took the opportunity to walk on the
Brand Interchange before it was officially opened.
THIESS l quarterly news l VOLUME 1 l 2005
7
Awards
New contract awards
Geothermal power
station award
TWMS Schweppes
on sweet deal
Site works for
the Durajat
Unit III Project
are under way.
On 29 October 2004
PT Thiess Indonesia,
in consortium with
Kanematsu Corporation,
was awarded a US$85
million contract for
engineering, procurement
and construction of the
Darajat Unit III Project
by Chevron Texaco
Engineering Indonesia.
Thiess is leading the
consortium and is responsible
for managing the total
contract while Kanematsu
is responsible for design,
supply and commissioning
of the MHI Steam Turbine
Generator Package.
Thiess Project Manager
Bruce Weber said the project
includes the development of
a 110 MW geothermal power
plant at Darajat and is the third
stage of Chevron Texaco’s
development of its Darajat
Geothermal Resource.
“The resource, located near
Mt Kendang in West Java
approximately 150 km southeast of Jakarta, is within a
volcanic range containing
centres of relatively recent
activity and vigorous surface
displays of geothermal activity,”
Bruce said.
8
“This means the power station
can produce geothermal
power by collecting naturally
generated steam from the
underground volcanic regions,”
Bruce said.
“The Darajat Geothermal Field
is a substantial high quality
resource producing dry steam
at the wellhead and includes
some very large wells including
one well which has 40 MW
capacity. The world-wide
average is 5–10 MW per well.”
Unit III will be installed on
a common site as an extension
to Chevron Texaco’s existing
Darajat Unit II Geothermal
Power Station and the two
units will share common
facilities including the steam
gathering system.
In addition to constructing the
new geothermal power plant,
the scope of works will include
extending the existing Unit II
Turbine Hall to house the Unit III
Plant and completing steamfield
works involving procurement,
construction, testing and
commissioning of the
expanded design for the
existing geothermal steam
gathering system.
The project is expected
to be completed by
September 2006.
THIESS l quarterly news l VOLUME 1 l 2005
TWMS Environmental Consultant Nathan Radley (Left)
with Cadbury Schweppes personnel during a site audit.
Thiess Waste Management
System (TWMS), a division
of Thiess Services, has
negotiated an initial
12-month contract with
Cadbury Schweppes
Australia and Cadbury
Schweppes New Zealand
for the implementation
of an Integrated Waste
Management System.
This contract, which has the
potential to be extended for
an additional two years, is
to increase and implement
new recycling systems
and to manage all general,
hazardous and liquid wastes.
Other services that may come
under this agreement in the
future are sanitary, bathroom
and pest control services.
Cadbury Schweppes
Australia has 19 sites across
all states and the New
Zealand Division has two
sites, one in Auckland and
one in the south in Dunedin.
TWMS Sales and Marketing
Manager Julian Ryan said
the expansion into New
Zealand is exciting as it gives
an opportunity for TWMS
to cross the Tasman with
its unique Integrated Waste
Management System.
“Cadbury Schweppes has
corporate targets for diverting
waste from landfill and
reducing overall waste costs,”
he said.
“TWMS is able to reduce
waste volumes and costs
and achieve regimented
client set KPIs through
a holistic approach
of professional client
management, comprehensive
site auditing, competent
contractor negotiations /
management, implementation
of new waste diversion
options and, in some
instances, new process
design.”
Curragh North
strikes coal
Thiess Qld/NT/Pacific’s
new Curragh North Mining
Operation has achieved an
important project milestone
with the first coal exposed
less than two months after
work began on the site.
More than two million m3
of overburden have been
removed from the site
exposing the first signs
of quality coking coal
approximately 20m
beneath the earth’s surface.
Thiess was awarded the
contract in October 2004 by
client – Wesfarmers Curragh
Pty. Ltd. – for the construction
of infrastructure and initial
mining and pre-strip activities
at the site.
Work under way on
Five Islands Road
haulroad and water storage
dam construction.
Excavation of the first
boxcut began at the site on
20 November last year, with
an initial project milestone
to expose 100,000 tonnes of
coal by 1 March 2005.
After some initial challenges
in getting the equipment
established on the site,
the project is now ahead
of schedule in terms of
the amount of overburden
excavated to date.
Curragh North Mining Project
Manager Andrew Boyd said
he is confident the team
will achieve the first coal
exposure milestone.
Located 20km north of
Wesfarmer’s existing Curragh
Mine in Queensland’s
Bowen Basin, the Curragh
North Project will involve the
construction of a range of site
support facilities, including
a mine industrial area, water
management, power supply,
an access road from Curragh
North to the existing mine at
Curragh and an extensive
levee bank adjacent to the
Mackenzie River.
“We have a dedicated and
experienced team working on
the site and I’m very confident
we will achieve the first
coal exposure target by the
beginning of March,”
Andrew said.
Initial mining activities consist
mainly of the excavation of
100 million m3 of overburden
during the four-year term
of the contract, as well as
“The challenge for the team
now is to maintain this level of
performance as we increase
the number of people and
equipment on site.”
“I have been really impressed
with the way everyone in
the team has helped out in
getting the project up and
running. We’ve had no injuries
and are ahead of schedule.
Members of the Curragh
North Project Team.
Back Row L to R:
Andrew Boyd, Col Hatton,
Peter Kelly, Dana Popovski
and Derek Wilson.
Front Row L to R:
Jacqui Sheppard,
Rua Hau, Cherie Harris,
Karl Telford, Nigel Dalley,
Kevin Kelly and
Kelven Lawson.
Thiess has begun work on upgrading Five Islands Road, South-West
of Newcastle, NSW.
Work has commenced
on the upgrading of 1.7km
of Five Islands Road on
the western side of
Lake Macquarie, around
15km south-west of
Newcastle in NSW. The
project is being undertaken
for the NSW Roads and
Traffic Authority.
Thiess’ work involves
widening the existing single
carriageway between the
Speers Point and Booragul
Roundabouts to a dual
carriageway, constructing two
176m eight-span bridges and
completing remedial work on
the existing bridges, together
with the upgrade of the
Speers Point and Booragul
Roundabouts to improve
the alignment.
“Our team is very enthusiastic
about the project due to the
variety of activities and the
fact that we’re working in an
urban environment alongside
a lake,” said Project Manager
Ian Currey.
limited access points and
working within a protected
wetland, we’re confident that
we have the right solutions
and people for the task.”
Environmental protection is
a key consideration as Five
Islands Road runs alongside
Lake Macquarie and through
protected wetland areas.
Additional wetlands will be
created to compensate for
the loss of wetland area
resulting from construction
of the upgrade works. The
compensatory wetland in
Tulkaba Park will consist of
a network of channels where
mangroves will establish and
the wetland south west of the
southern bridge will consist
of saltmarsh vegetation.
Scheduled for completion
in early 2007, the Five
Islands Road Upgrade will
benefit local and regional
communities through
improved accessibility,
travel times and road safety.
“While it has some unique
challenges such as very
heavy peak traffic flows,
THIESS l quarterly news l VOLUME 1 l 2005
9
Win
Thiess wins additional
$15 million synchroton
contract
Thiess has successfully
secured an additional
$15 million of work for the
Synchrotron Project after
completing the design
and construction of
Australia’s first dedicated
Synchrotron Facility,
one month ahead of the
contractual date.
The initial contract
involved designing and
constructing a 116m
diameter building with
a height of 12.4m at its
highest point and an
internal area of more than
15,000m² to accommodate
the synchrotron machine
and associated equipment.
Project Manager Mike Rogers
said winning an additional
$15 million contract is
recognition of the team’s
hard work to ensure Thiess
delivered the required project
outcomes for the client.
“We are very pleased the
client has negotiated a further
$15 million worth of variations
and has appointed Thiess to
the construction management
services for the machine
installation,” he said.
“We look forward to
continuing to work in
partnership with Major
Projects Victoria.”
The additional contract
means Thiess will continue
to contribute to one of the
most exciting and significant
science infrastructure
investments in Australia
for decades.
The Synchrotron Project Team has worked hard to deliver
the client’s requirements.
10
THIESS l quarterly news l VOLUME 1 l 2005
According to Mike, Thiess
has a long and proud history
of playing a pivotal role in the
development of the nation’s
essential infrastructure.
New contract
The scope of works for the
$15 million contract will
involve installation of the:
•
Electrical distribution for
the machine and magnet
power supplies
•
Low conductivity water
plant for cooling the
beam line
•
Lead shielding, and
•
Compressed air and air
skates to the tunnel doors.
To ensure these works are
completed, key priorities for
the project team over the next
few months include:
•
Completing power
supplies and low
conductivity water to
enable the commissioning
of the linear accelerator
•
Co-ordinating and
supervising the
installation of the linear
accelerator and magnets,
and
•
Providing facility
management.
The expected completion
date for the new contract
is March 2006.
New era
NQGP supports
regional NQ growth
The Moranbah Compressor Station – helping to facilitate commercial and
industrial growth in North Queensland.
A strategic link between
the north Bowen Basin
Coalfields and Townsville,
the pipeline will deliver
competitively priced
coal seam gas to the
region, facilitating new
opportunities for new and
existing commercial and
industrial growth.
Delivered by the NQGP
Alliance, consisting of
Enertrade (the owner),
GHD (the engineer) and the
Thiess Nacap Joint Venture
(constructor) - the project
involved the construction of
the Moranbah Compressor
Station and 392km of pipeline
across 25 major roads, rails
or water bodies.
Thiess Civil Manager (Qld/NT/
Pacific) Peter Lyons said an
alliance approach was critical
to ensure the efficient delivery
of the project.
The alliance team modified its
original Horizontal Directional
Drilling Technique to minimise
any potential damage to pipes.
“Generally with pipeline
projects, achieving timely
approvals is a major frontend challenge, and the
NQGP Project was no
exception to the rule. With 65
individual landowners, major
environmental considerations
and a tight work schedule, an
open, robust approval system
was needed,” Peter said.
Completed in September
2004, the North Queensland
Gas Pipeline Project (NQGP)
has significantly enhanced
the coal seam gas industry
and launched a new era of
economic activity in regional
North Queensland.
“Alliancing ensured a ‘no
blame’ culture that allowed
people to collaborate,
discuss options and agree on
best-for-project solutions to
provide a focus on outcomes.
“For example, as part of
the project we needed to
drill under bodies of water,
which was a major challenge,
and found that the original
Horizontal Directional Drilling
Technique damaged the
pipes’ coating as a result of
the cobbly strata.
“As with other project issues
as they arose, the alliance
approach ensured the
engineering, operations and
construction personnel were
brought together into the
value engineering, design
development and review
process, which facilitated the
efficient identification and
implementation of a solution
without severe impact on the
critical project end date.
“Alliancing was the most
effective delivery method
for this project as it
encouraged involvement of
all people with an opinion
in robust discussions, a
common focus, no claims
and ultimately, smoother
and more efficient project
delivery, which were integral
for the project’s successful
completion.”
The project provides scope
for a future connection to
central Queensland markets
such as Gladstone and
Rockhampton.
THIESS l quarterly news l VOLUME 1 l 2005
11
Outstanding
Thiess completes
a first of its kind
Thiess has
recently
completed major
construction
works for
Rio Tinto’s
$400 million
HIsmelt* Project
in Kwinana,
Western Australia.
HIsmelt Project Team Members.
L to R: Will Telfer, Michael Bourguignon and
Andrew Giammo.
Awarded in August 2003,
the project has involved
the design, construction
and operation of a first
of its kind project. One
of the Thiess Project
Managers Andrew Giammo
expressed Thiess’ pride
in being part of such a
ground breaking project.
Working in partnership
with Rio Tinto, Thiess has
formed part of a project,
which represents a
significant step forward in
the development of new
generation technology for the
world steel making industry.
The HIsmelt Project has involved
the design, construction and
operation of a first of its kind
project.
The HIsmelt Project has
comprised three separate
contracts:
•
This new technology can
be considered both as a
potential replacement for the
blast furnace and as a new
source of low cost iron units
for the Electric Arc
Steel Making Industry.
While the project has been
technically challenging as
much of the construction
has been first generation
technology, Thiess’ integrated
approach has ensured the
project will be completed
successfully.
According to Andrew,
12
given the significant
requirement to ensure the
correct sequencing of the
work and the substantial
number of heavy multi crane
lifts involved, the project
has allowed Thiess to
demonstrate its mechanical
and piping installation
capability and high level
project management skills.
THIESS l quarterly news l VOLUME 1 l 2005
The Central Iron Making
Unit (CIU) Fabrication
and Erection Contract,
which involved erection
of the smelt reduction
vessel where the HIsmelt
process takes place, and
supply, fabrication and
erection of metal and
slag runners, process
piping, insulation, gas
cleaning plant vessels
and associated services
•
The Pipe Racks and Civil
Contract, which was
divided between civil and
mechanical engineering,
and
•
The Pre-heater and Lock
Hopper Contract, which
involved construction
of two towers - the preheater which is the tallest
tower on site at 75m, and
the lock hopper.
Outstanding safety record
Importantly the HIsmelt
Project has maintained an
outstanding safety record.
According to Operations
Manager Tim Webster a key
focus of all workers has been
maintaining a very high safety
standard. From its inception
this project has recorded
385 days free of Lost
Time Injuries with a Thiess
combined workforce peaking
at 390 personnel.
Thiess completed the
remaining works including the
last of the process pipe work
and the hot ore conveying
pipe from the ore pre-heaters
in February 2005.
*What is HIsmelt?
HIsmelt is a direct iron
making process in which
iron ore fines and/or other
iron containing materials
and coals are injected into a
vertical smelt reduction vessel
to produce a quality pig iron.
Upgrades
Lane Cove
Tunnel –
heading for full
production in
2005
Out with the old and in with
the new
Following a smooth start to
construction last year, work on
the $1.1 billion Lane Cove Tunnel
Project will reach full production
early in 2005, with tunnelling and
major road works in full swing.
Member for Lara (Right)
Peter Loney inspects the
installation of a turnout with
Thiess ALSTOM Joint Venture
Project Manager Jason Spears.
Another major milestone
has been achieved on
the Regional Fast Rail
Project with the successful
completion of two weeks
of upgrade works that will
modernise infrastructure
on the Geelong Rail Line.
The Geelong Regional Fast
Rail Project is the largest-ever
upgrade of rail infrastructure
on the line, and forms part of
the Victorian Government’s
Regional Fast Rail Project,
which will link the regional
centres of Ballarat, Geelong,
Latrobe Valley and Bendigo
to Melbourne with faster,
more frequent rail services.
For a two-week period in
January 2005, the Thiess
ALSTOM Joint Venture
performed major upgrades
on five crossovers and three
turnouts, replacing the old
timber structures with more
than 1,000 concrete bearers
weighing up to three tonnes
each.
Construction during this
period also involved the
upgrade of level crossings
and surface reconditioning of
numerous roads, installation of
concrete sleepers in selected
sections of track, crossover
and turnout installation and
minor signalling works.
While these upgrades
required the total closure of
the Geelong Rail Line, the
improvements will deliver
significant long-term benefits
providing both rail and road
users with smoother travelling
conditions.
Upgrade works completed
on schedule
An intense construction
program was implemented to
ensure works were completed
on time.
Thiess ALSTOM Joint Venture
Project Manager Jason
Spears said the team was
committed to completing
the works on time and
did everything possible to
minimise inconvenience.
“We are very appreciative
of the support and patience
we have received from local
residents and businesses,”
he said.
“We thank them for their
warm reception and will seek
to continue these strong
relationships throughout
the project.”
Future focus
The recent closure of the
Geelong Line to passenger
services also enabled the
Thiess ALSTOM Joint Venture
Team to perform preparatory
works for the installation of
the new signalling system.
The state-of-the-art signalling
system will improve train
reliability and enhance safety
measures at level crossings
and pedestrian cribs. The
new signalling system will
be installed during 2005.
Timber sleepers from the old
crossovers from the Geelong
Rail Line.
As well as twin 3.6km road
tunnels beneath Lane Cove in
Sydney’s Lower North Shore, the
project also includes widening
of the Gore Hill Freeway, new
ramps linking the Warringah
Freeway and Falcon Street at
North Sydney, plus widening of
the Lane Cove River Bridge and
Epping Road at North Ryde.
Since site establishment
commenced in April 2004, three
tunnelling work sites have been
established and tunnelling in the
mainline tunnels is underway. A
good start has also been made
on the surface, with work under
way on the Pacific Highway, Gore
Hill Freeway and Epping Road.
The Falcon Street works will
commence early in 2005.
When completed, the project
will deliver reduced travel
times between the city and
the fast-growing north-western
suburbs, reduced traffic
congestion on surface roads
and better facilities for
pedestrians, cyclists and public
transport. The project will form
part of Sydney’s orbital network
of high-quality motorways.
Design and construction of
the project is being undertaken
by the Thiess John Holland
Joint Venture and is due for
completion in 2007. By then,
some 5,000 people including
project staff, sub-contractors
and suppliers will have been
inducted into the project.
THIESS l quarterly news l VOLUME 1 l 2005
13
Project update
Morwell River Diversion nears completion
Project scope of works
The scope of works
for the Morwell River
Diversion has included:
•
Placing approximately
12.5 million m3 of
engineered fill to form
a 3.5km river diversion
embankment across
the existing mine pit
•
Constructing four
tunnels under the
river diversion, with a
combined length of
approximately 1.3km
for the conveyors to
transport coal from
the existing and
new coalfields
•
Completing
associated works
such as road
construction,
installation of
drainage systems,
instrumentation and
other miscellaneous
civil work, and
•
The project, being undertaken by the Roche Thiess
Linfox Joint Venture, under an Alliance contract with
Yallourn Energy, is designed to extend the life of
Yallourn’s Mine to 2032 and ensure a sustainable
coal supply for the long-term operation of the
Yallourn W Power Station, which provides
20% of Victoria’s power needs.
Project Manager Laurice
Temple said the team
has built the 3.5km river
diversion embankment,
which will raise the river
60m above the floor of
the mine, and is working
hard to complete all final
aspects of the project.
“Throughout the project,
the team has remained
committed to delivering
to our client’s needs and
expectations,” Laurice said.
“This plan has provided a
central point of focus for all
parties involved to regularly
monitor progress and ensure
the project remains on track.”
“This has included being
proactive in developing a
Completion Action Plan in
September 2004.
As part of these final
arrangements, in the past few
months, the team has been
busy completing:
Relocating services.
The Morwell River Diversion Vehicle Crossing.
When completed, the Diversion will extend the life
of Yallourn’s Mine to 2032.
14
THIESS l quarterly news l VOLUME 1 l 2005
•
Bulk earthworks
•
Relocation of all services
including fire, ash and
sewer mains
•
Topsoiling and vegetation
of the embankments and
wetlands (40,000 plants),
and
•
Construction of the Low
Flow Channel.
Laurice said she is very
proud of everyone who has
worked on the job for their
achievements and dedication
in delivering such a highquality product within the
stipulated timeframe
and budget.
Roof raise
Darwin LNG Project raises the roof
Imagine lifting the roof of the
world’s largest LNG Storage
Tank with air.
Recently the tank roof that
measures 92m in diameter
and weighs approximately
1200 tonnes was raised
using four fans. The lift
was undertaken in a
period of 10 hours.
Internal workings on the Darwin LNG Storage Tank after the recent
roof raising.
The domed roof for the
LNG Storage Tank was
constructed at ground
level concurrently with the
construction of the steel
lined concrete secondary
containment walls. A flexible
seal was then installed
between the steel lining and
the roof to maintain pressure
during the roof raising.
To ensure the roof was
maintained level during
the roof raising, a system
of cables was installed to
balance the structure.
Thiess Construction Manger
Peter Halpin said reaching
the roof raise milestone
was integral to the project’s
timely delivery.
“The roof lift had to be
completed before the
wet season began. With
unpredictable and severe
storms heading our way, we
will now be able to construct
the inner 9% nickel alloy
product containment tank
under the roof without any
interruption from the weather.”
The 47m high tank is
expected to be completed
by January 2006. The tank
stores 188,000m3 of Liquefied
Natural Gas at a temperature
of -167 degrees celsius. The
LNG shall be exported to end
users in Japan.
Maintaining the roof level
was essential to ensure the
seals between the wall liner
and the roof remained in
contact to minimise air loss
at this interface. The fans
used for the raising operation
were kept running until
sufficient welding between
the roof and the adjacent
walls was completed for
structural adequacy.
THIESS l quarterly news l VOLUME 1 l 2005
15
Opportunity
Wilpinjong Coal Project – new coal
resource opportunity
Located 40km
north-west of Mudgee and
approximately 110km west of
Muswellbrook, the Wilpinjong
Project represents a major
opportunity to develop a
new coal resource on
a greenfield site in the
western coal field of NSW.
In early 2003 Thiess made
a strategic decision to
align with Excel Coal
Limited, who had studied
the site for several years
and now own 90% of the
land. Excel’s exploration
licence covers some 4,222
hectares and the site has
an in situ resource of
some 523 million tonnes
of thermal coal. Its large
reserves have a very low
strip ratio compared with
typical Hunter Valley mines
and the overall project has
a potential life of more
than 20 years.
Thiess’ expertise will be
used to deliver the
development, infrastructure
and operational phases
of the project. The mine
infrastructure will include
a rail loop, access roads,
workshop, offices and bath
house facilities. Design
and construction of a Coal
Handling Plant for raw coal
crushing, stockpiling and
associated train loading
facilities are also part of
Thiess’ contract.
16
THIESS l quarterly news l VOLUME 1 l 2005
A 50:50 Joint Venture
between Thiess Services
and Sedgman will undertake
the design and construction
of the coal handling, crushing,
washing and rail loading
facilities.
Final exploration drilling of the
site to fine-tune the geological
model is virtually complete
and Excel is currently
finalising EIS documentation
together with a Development
Application for submission in
early 2005.
Community consultation
is continuing while Thiess
moves into the project
definition phase for the mine
infrastructure and establishes
relationships with local
service providers. Scott
Winter from the South Walker
Creek Project in Queensland
has been appointed as
Project Manager and has
recently established a
permanent site office.
The target is to commence
construction in late 2005 and
mining in mid-2006.
Consolidated
STCJV and Silcar form one cohesive
organisation
Siemens Thiess Communications
Joint Venture (STCJV) and Silcar, two
separate unincorporated joint ventures
formed by Siemens and Thiess
Services, have combined forces under
one management structure with a plan
to form what will eventually be
an incorporated business.
By integrating the two joint
ventures, Siemens and
Thiess Services are able
to take advantage of the
synergies that exist in the
current activities of parts
of both joint ventures.
What will be the benefits?
With combined revenue of
approximately $300 million,
the opportunities available
to the larger organisation
of STCJV and Silcar will be
significantly enhanced thanks
to the increased diversity of
operations and the potential
to leverage both joint
venture’s resources, markets
and expertise.
CEO of Silcar Bernie Cooper,
who has assumed overall
leadership and responsibility
for the new organisation, said
bringing the resources and
capabilities of the two joint
ventures into one organisation
will also positively address
a number of legal and
commercial issues and
provide a stronger vehicle
for further growth.
“Under the integration,
STCJV and Silcar have been
consolidated into a single
management reporting to
a single board. This will
assist both joint ventures to
improve their businesses by
maximising their potential
synergies and simplifying
the management process,”
he said.
Previously, both STCJV and
Silcar operated as separate
joint venture entities, each
reporting to two separate
Boards made up of members
from both companies. Under
the integrated structure, the
two joint ventures have been
consolidated, with one single
management team reporting
to one single Board.
While STCJV and Silcar
Head of Silcar Network Assets Division Allan Bradford (left)
with General Manager STCJV Michael Wright.
will continue reporting
independently until further
notice, the initial changes,
which became effective from
1 December 2004, included:
•
Replacing the two Boards
with one single Board
•
Announcing Board
Members
•
CEO of Silcar,
Bernie Cooper assuming
overall leadership and
responsibility for all
operations, and
•
STCJV newly appointed
General Manager Michael
Wright reporting to the
Silcar Networks Assets
Division, alongside
Telepower and High
Voltage and Electrical
Services, headed up by
Allan Bradford.
STCJV commenced in
June 2000 with a business
focus on pursuing future
telecommunications work
in Australia and nearby
regions. STCJV has extensive
experience in the planning,
design, construction
and ongoing operations
and maintenance of
communications networks
and has delivered quality
results by consistently meeting
targets for cost, quality and
timely delivery.
Silcar was established
in 1993 to provide
maintenance services
for power industry clients in
the Latrobe Valley. Since
then the business has
expanded into asset
management and
maintenance services
for technically complex
assets. This includes thermal
power generation, pulp and
paper, steel manufacturing,
telecommunication energy
systems and the mining
and mineral processing
industries.
THIESS l quarterly news l VOLUME 1 l 2005
17
Art prize
Thiess Art Prize
2004
December 1 2004 marked
the official opening of the
third annual Thiess Art Prize.
Thiess is proud to continue its
association with the Griffith University
- Queensland College of Art (QCA)
through the prize, which encourages
and rewards artistic excellence.
The entries this year were diverse and
ranged from sculpture to painting and
metal work, with the winning work
destined to be proudly displayed
on Level 10 of the Thiess Centre
at South Bank.
This piece will join the growing
collection of winning art in the Thiess
Centre, on display as a result of the
Thiess Art Prize.
Caltex Project receives
safety award
On November 30 2004, Thiess Managing Director Roger Trundle
made an important award presentation to the Caltex Project
Team in Indonesia in recognition of the team’s achievements
for working more than 200 days Lost Time Injury free.
In his presentation, Roger
members with a momento
In addition to the Caltex site
congratulated Construction
of their achievement.
tour, during his recent visit
Supervisor Tanda Harapan
The team is still continuing to
to Indonesia Roger also
and his team on their
perform well and has recently
visited the Suban II Project
outstanding safety efforts and
worked more than 300 days
in Sumatra and the Darajat III
presented each of the team
LTI free.
Site in Java.
The prize is gaining popularity every
year, both with art lovers and among
QCA art students as an opportunity
to showcase their artistic talent
and achievements.
Over 2000 people visited the
exhibition this year, making it an
excellent opportunity not just for
Thiess to demonstrate its support and
commitment to the Arts, but for staff
to be part of a great community event.
Special thanks to our Chairman
Martin Albrecht who judged the
entrants this year alongside Philip
Bacon AM and the Director of
the QCA Mostyn Bramley-Moore.
Congratulations to this year’s winners
– Shena Collins, Karla Marchesi, and
Suzanne Danaher.
Roger Trundle congratulates
Construction Supervisor Tanda Harapan
on the safety achievement.
The Caltex Project Team.
STOP PRESS
Mitcham Frankston Project Office opened
The exhibition at the Dell Gallery
South Bank was open to the public
throughout December and January.
The crowd gathering on the opening night of
the Thiess Art Prize Exhibition.
18
THIESS l quarterly news l VOLUME 1 l 2005
The Thiess John Holland Mitcham Frankston Project Office was officially
opened by Premier of Victoria The Hon. Steve Bracks MP on 16 February 2005.
Site establishment works for the project are currently under way.
Health
A step in the
right direction
Thiess Qld/NT/Pacific (QNP) is trialling
a new employee health program aimed
at improving employees’ health through
encouraging regular exercise.
More than half of QNP’s
head office – based
employees are
participating in the
program, known as Step
Change, which involves
two comprehensive health
assessments held at the
start and conclusion of
the three-month long
exercise program.
The health assessments
consist of a five-point health
check specifically looking
at cholesterol levels, body
composition (such as Body
Mass Index and Waist to Hip
Ratio), cardiovascular fitness,
blood pressure and
goal setting.
The Step Change philosophy
Finance and Administration Manager QNP Ken Kerr has his blood
pressure checked as part of the Step Change Program.
is based on research that
indicates taking 10,000 steps
each day improves the health
and well-being of the general
population. Following their
initial assessment, employees
form teams and are issued
with a pedometer to record
the number of steps taken
each day. During a threemonth period a team of six
participants, each completing
10,000 steps per day, will walk
the equivalent of Brisbane
to Darwin via the region’s
project sites. Positive peer
pressure generated by the
team approach will be a key
motivator, with teams able to
track their progress on a map
and compare their performance
to other teams.
A second assessment is then
conducted with each individual
at the end of the three-month
period to measure any
improvements made since the
initial check up.
of a healthy workforce
There is likely to be some
recognition offered along the
way for teams that reach the
nominated milestones (project
locations) first, but the major
prize will go to the team that
collectively achieves the
greatest health improvements.
“Although the Healthy Heart
Thiess Workers Compensation
and Rehabilitation Manager
QNP, Gavin Milich said
the program reflected the
company’s strong focus on
employee health and safety.
Gavin said.
“We recognise the importance
program in the future.
David
McAdam
drives QNP
commercial
focus
In his role David will lead
the team responsible for the
Region’s commercial support
functions, covering such
areas as Legal and Contracts,
Estimating, Finance,
Administration and IT.
David said he is looking
forward to developing Thiess’
commercial systems, with
a particular focus on the
implementation of disciplined
governance processes.
David McAdam.
David McAdam has
recently been appointed
Commercial Manager
Thiess Qld/NT/Pacific
(QNP).
and we want to encourage
our employees to look after
themselves and incorporate
regular exercise into
their lifestyles.
Program showed we are a
relatively healthy group, we
wanted to develop a program
that got employees actively
involved in understanding
their health and provide some
motivation for regular exercise,”
Step Change’s success
will be evaluated at the
conclusion of the QNP trial,
with the possibility of a
company wide roll-out of the
David has held senior
management positions at
engineering and construction
organisations in both Australia
and South East Asia and is
a member of the Australian
Institute of Company
Directors. David has a degree
in Chemical Engineering,
and is currently completing
postgraduate studies
in business.
“Our long term goal is to
equip QNP with efficient
system practices and
competencies that will take us
to the next level commercially
and ultimately make us more
competitive in the market.
“Through strengthening our
support systems we can
improve the company’s ability
to deliver quality service to
our clients,” David said.
THIESS l quarterly news l VOLUME 1 l 2005
19
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