Australasian Business Coverage
Featuring Tassal, Mighty River Power, Meridian Energy... 1
BUILDING THE PLATFORM OF CUTTING EDGE MOBILITY
Bombardier Transportation, a global leader in rail technology, offers the broadest portfolio in the rail industry that covers the full spectrum of rail solutions from the manufacture of passenger rail vehicles, to the provision of complete rail transportation systems & system integration, signalling, propulsion & control technology, asset management and through life support with local engineering and manufacturing. Bombardier Transportation, a division of Bombardier Inc, has an installed base of over 100,000 vehicles worldwide and with over 60 systems in operation around the globe; Bombardier is highly proven to deliver turnkey transportation systems.
Australasian Business Coverage Issue 14
Bombardier Transportation is highly active & thrives in the areas of: đƫ Passenger Rolling Stock đƫ Railway Signalling Equipment & Installation đƫ Turnkey Transportation Systems đƫ Propulsion & Train Control đƫ Bogies đƫ Asset Management
Looking far ahead while delivering today, Bombardier is evolving mobility worldwide by answering the call for more efficient, sustainable and enjoyable transportation everywhere. Our vehicles, services and, most of all, our employees are what make us a global leader in transportation.
Some of our current high profile projects in Australia include but are not limited to: đƫ Melbourne E Class Trams đƫ Adelaide A-City EMU Trains đƫ Adelaide DMU & EMU Fleet Maintenance đƫ Adelaide Light Rail Vehicle (Trams) đƫ VLocity DMU Trains đƫ V/Line Fleet Maintenance đƫ Queensland Next Generation Rollingstock (QNGR) đƫ Gold Coast Rapid Transit System đƫ Perth “B” Series Trains đƫ Perth A & B Series Fleet Maintenance
As one of the worldâ€™s top providers of telecommunications equipment, network solutions and mobile devices, ZTE is committed to technology innovation to keep the company at the forefront of the global ICT industry, delivering superior products, solutions and services to clients in more than 160 countries, generating value for shareholders and business partners.
DYNAMIC ORGANIZATION To create a higher-performance operational structure optimized for the evolving industry landscape, ZTE reorganized into three primary business groups and divisions: Operator Solutions, Mobile Devices and Enterprise Business. The new corporate structure will sharpen the companyâ€™s strategic focus and channel increased investment to grow the three primary operations.
Headquarter Office No. 55, Hi-tech Road South, ShenZhen, P.R.China Postcode 518057 Tel +86-755-26770000 Australasian Business Coverage Issue 14
Welcome to Issue 16 of Australasian Business Coverage. We are proud to focus on a range of organisations. Top energy companies Mighty River Power, Meridian Energy, TransGrid and Energyworks are all featured this month as we find out how Australia and New Zealand is powered. We also look at the transformation of the City of Gold Coast, one of Australia’s most popular tourist destinations which had worked hard to turn around its reputation. We check in as the region prepares for the Commonwealth Games in two years’ time and the success of its combined efforts to attract new business, investment and skilled people. We find out how salmon producer Tassal has grown from a privately-owned operation to a major public company and leaders in producing Atlantic salmon in Australia. Enjoy the issue Andrew Williamson Editor
Contents ISSUE 16
CITY OF GOLD COAST
MIGHTY RIVER POWER
ABB WINS PRELUDE FLNG CONTRACT ABB has won a five-year contract to deliver equipment and services for Shell’s Prelude FLNG, the world’s first floating liquefied natural gas (FLNG) facility, the largest floating facility ever built. ABB’s equipment will minimize downtime and optimize the efficiency of the facility. The order includes the delivery of motors, generators, variable speed drives and lowvoltage switchgear and guarantees service and lifecycle management of the electrical equipment as well as service and support for motors from third-party vendors. ABB will build up a spare parts inventory, workshop repairs, training and provide round-theclock technical support both over the phone and on-site. Spare parts and replacement systems are being procured this year, with training to begin soon after. Prelude is 488 meters long, 74 meters wide, with a loaded displacement of 600,000 tons with the facility’s deck longer than 4 football fields laid end to end. Once towed to its location off the northwest coast of Australia, it will be attached to the underwater infrastructure in the Browse basin. It
is scheduled to remain there for up to 25 years without uncoupling for overhaul, or to take shelter from cyclones. “A reliable service network is crucial for the facility’s productivity. Prelude will be equipped with ABB’s integrated marine solutions for optimal reliability, flexibility and energy efficiency to assure higher profitability,” said Pekka Tiitinen, president of ABB’s Discrete Automation and Motion division. “In line with our Next Level strategy of business-led collaboration various ABB businesses will work together to mobilize the strength and experience of our entire global service organization.” The electrical system will power 14 gas plant modules, allowing the facility to produce 5.3 million tons per annum of liquids. The agility of FLNG allows oil and gas companies to develop fields that would otherwise be uneconomical and their environmental impact is minimal compared with conventional production platforms and pipelines.
CIRRUS APPOINT IT ENTREPRENEUR MATT SULLIVAN AS NEW MANAGING DIRECTOR Cirrus Networks Holdings have announced that Non-Executive Director Matt Sullivan has joined the business on a full time basis and transition to the role as Managing Director. Current Managing Director and major shareholder, Frank Richmond, will remain an Executive Director with the mandate to drive growth and business development opportunities. As a founding parter and Managing Director of L7 Solutions, Sullivan oversaw the profitable growth of one of WAâ€™s most successful IT services businesses over a 7 year period. L7 was acquired by Amcom Telecommunications in 2011, and subsequently acquired again by Cirrus in December 2015.
“Matt’s proved track record in this sector and intimate knowledge of the L7 business make I’m the obvious choice to helm Cirrus through its next stage of growth” said Managing Director Frank Richmond. “ Matt brings a level of industry experience with him that will be critical to our our success as the Cirrus business matures and becomes more complex. I am looking forward to working with Matt during the transition and beyond. This move will enable me to focus more on sales and business development opportunities as we seek to continue the rapid growth of Cirrus” Mr Sullivan added, “Frank has built an impressive business in an incredible short period of time. I’m excited to be working with him and the rest of the team we consolidate our achievements to date and position Cirrus for future growth.”
BGC CONTRACTING LAUNCHES INTO NSW INFRASTRUCTURE Leading Australian mining and civil construction firm BGC Contracting Pty Ltd has launched its expansion into NSW by winning a contract to complete a major upgrade to a section of Princes Highway, the most important transport corridor along the south coast of NSW. The contract, awarded by Roads and Maritime Services, a NSW Government agency, is for the replacement of the existing Burrill Lake Bridge, on Princes Highway about 230km south of Sydney. BGC Contracting expects to employ 50 people from the region during the project. In announcing the tender, Member for South Coast Shelley Hancock said: “I am delighted to announce the tender for work to replace the Burrill Lake Bridge on the Princes Highway just south of Ulladulla with work to be undertaken by BGC Contracting Pty Ltd. “It’s also great that this important project will bring with it a boost to employment opportunities for local people,” Mrs Hancock said. “A new 290-metre bridge will be built across Burrill Lake on a new alignment to the east of the existing crossing,” Mrs Hancock said. “A number of businesses tendered for the project, which also includes roundabouts at either end of the
new bridge to improve local road connectivity and a pedestrian and cycle path across the bridge which will link to the Ulladulla cycleway.“BGC Contracting will also remove the existing crossing once the new bridge is open to traffic and build a southern foreshore park. The entire project is expected to cost about $58 million and will provide significant benefits to the community. “The new bridge will have a higher elevation to reduce the impact of flooding on the road and the new intersections will meet modern safety standards.” BGC Contracting CEO Greg Heylen said that the Burrill Lake success was part of the company’s renewed strategic focus on public infrastructure projects and other opportunities in resources on the east coast, particularly in NSW and Queensland. “The turn in the commodity cycle has required us to refine our growth strategy by diversifying revenue streams through a broader geographic and commodities mix,” Mr Heylen said. “BGC Contracting has a proved track record in project delivery and in this case was able to develop an innovative approach that delivered to the NSW Government a more cost effective outcome that could be completed sooner than originally requested. “BGC Contracting’s scope of work includes temporary road diversions, demolition, utility relocation, management of environmental issues, construction of the road formation, piling and bridge substructure, remediation and landscaping. When completed, the 16-span pre-cast girder bridge will raise this section of the Princes Highway above the one in 100-year flood levels.”
SCEE AWARDED JIMBLEBAR MINE CONTRACT Southern Cross Electrical Engineering Limited (‘SCEE’) has been awarded over $10m of work by the Sedgman Civmec Joint Venture (‘SCJV’) for the performance of Electrical & Instrumentation services at the Jimblebar mine located 41km east of Newman in Western Australia. The scope also includes the design, supply and installation of an overhead powerline. SCEE’sActivity in sustaining capital projects in the resources sector remains strong and in the first six weeks of 2016 they have been awarded a number of new contracts and contract extensions totalling in the order of $10m from various clients. Commenting on the news, SCEE’s CEO Graeme Dunn said “I am pleased to be able to announce these awards and look forward to working with SCJV at Jimblebar. Additionally we remain well placed to continue our long standing exposure to the sustaining capital and maintenance activities within the resources sector as demonstrated by our recent wins.”
SALINI IMPREGILO NRW JV AWARDED FORRESTFIELD LINK PROJECT CONTRACT The Salini Impregilo NRW Joint Venture has been selected by Public Transport Authority of Western Australaia as the preferred contractor for the design, construction and maintenance of the Forrestfield Link Project. Forrestfield-Airport Link is a new train line that will connect Forrestfield to the city, opening up Perthâ€™s eastern suburbs to the rail network for the first, giving Perth Airport users a travel option that is faster than travelling by car. The rail link will connect with the existing Midland line near Bayswater Station and will run to Forrestfield through underground tunnels, to ensure minimal impact on the existing land and road network. The $2billion State Government-funded ForrestfieldAirport Link is the transport solution to improve connections to and from Perth Airport, the eastern suburbs and regional centres. Construction will begin in 2016 with the first trains running on the line in 2020.
AWE APPOINTS DAVID BIGGS AS NEW CEO Australian Energy company AWE Limited (ASX: AWE) has announced the appointment of David Biggs as its new CEO and Managing Director. Biggs is currently CEO of Cue Energy Limited, a position he has held for the last 3 years. Prior to that he spent almost 20 years with BHP Billiton Petroleum, rising to the positions of Vice President, Commercial and Vice President, Land and Upstream Agreements, based in Houston. Part of his responsibilities included membership of the exploration leadership team. Prior to BHPB, he worked with the Natural Gas Corporation and the Petroleum Corporation of New Zealand. Commenting on the appointment, AWEâ€™s Chairman, Mr Bruce Phillips, said: â€œDavid is a proven CEO with a good track
record of delivering profitable outcomes for his companies. The AWE board believes his leadership skills, very strong gas marketing background, and deep knowledge of the energy industry in Australia, New Zealand and Indonesia will be beneficial in delivering AWE’s future strategy.” David Biggs said: “I am delighted to take up this exciting opportunity. AWE has a quality, robust suite of assets, and there are significant opportunities to enhance and add further value to those assets going forward for the benefit of shareholders.” David Biggs will succeed current CEO, Mr Bruce Clement, who wishes to ensure a smooth transition in leadership of the Company.
AUSTAL WINS $564M US NAVY SHIP CONTRACT Austal has announced that construction of one additional Littoral Combat Ship has been funded by the U.S. Navy. LCS 26 will be the eleventh Independencevariant Littoral Combat Ships built by Austal as prime contractor, with the U.S. Navy exercising an option in addition to Austal’s existing 10-vessel block- buy contract. Funding for LCS 26 has been confirmed by the US Navy as not to exceed the congressional cost cap of US$564 million increasing Austal’s order book to approximately A$3 billion. Austal Chief Executive Officer Andrew Bellamy said: “It is pleasing to see the Navy’s ongoing confidence in Austal’s ability to produce these high quality vessels. “We are working hard to increase production efficiencies and reduce costs as the program matures and look forward to constructing the
newly funded ship, which secures work at our US shipyard through to CY2021.â€? Austal has seven LCS at various stages of construction at its shipyard in Mobile, Alabama, under a 10 vessel, US$3.5 billion contract the U.S. Navy awarded to Austal in 2010. With the U.S. Navy also exercising its option to fund LCS 26, the total Independence-variant LCS constructed by Austal will be 13 ships; 2 as subcontractor (LCS 2 and LCS 4) and 11 as the prime contractor (LCS 6 onwards). Three LCS have been delivered. Meanwhile, Austal is also progressing well under its $1.6 billion contract to construct ten 103-metre Expeditionary Fast Transport (EPF) vessels for the U.S. Navy. Six EPF have been delivered, with the remaining vessels under construction at Austalâ€™s US shipyard. Austal is also procuring long-lead materials for EPF 11 under an additional contract with the U.S. Navy.
JOHN HOLLAND AWARDED FIRST CONTRACT FOR NORTHLINK WA John Holland has been awarded the contract to deliver the first section of NorthLink WA. The Southern Section from Guildford Road to Reid Highway will deliver new bridges and interchanges at the intersections of Collier Road and Morley Drive, a flyover to take Benara Road over Tonkin Highway and upgrades to Tonkin Highway north of Guildford Road. Chief Executive Officer, Glenn Palin, said John Holland had industry leading expertise in highway upgrade projects and was proud to be partnering with Main Roads in delivering this important infrastructure for the local community. â€œThis project will deliver key benefits for the
community by increasing road capacity to reduce congestion on local roads and improve journey times. It will also provide significant safety and productivity benefits for Perth,” he said. “Tonkin Highway carries more than 70,000 vehicles per day and the upgrade from signalised intersections to freeway style interchanges will improve traffic flows.” Construction work on Tonkin Highway is scheduled to start in the second quarter of 2016.
City of Gold
Forward-thinking, balanced and conne
he Gold Coast of Australia is renowned for its yearround sunshine, thriving bar and restaurant scene and great shopping. Its world-famous beaches and picturesque golf courses have helped make it among the countryâ€™s most popular tourist hotspots. With hundreds of thousands of domestic and international visitors each year, the area has had to find a balance between being an attractive location for young revellers and a traditional family holiday destination. A study in 2011 showed that the reputation of the Gold Coast had suffered, and the City has worked hard to improve and transform perceptions of the area. The local government area is named the City of Gold Coast and is the second largest in Australia, after the City of Brisbane, in Australia. Its role is to take advantage of a beautiful climate and an amazing natural environment to
continue developing this area of Queensland, ensuring it’s an enviable city to both live in and visit. CITY VISION The council’s City Vision has three distinct themes: that people contribute to a strong community spirit; that prosperity should be built on a strong diverse economy and that the Gold Coast should be the best place to live and visit. This is being implemented through Gold Coast 2020, the City Plan 2015 and key strategies. The tagline of the project is ‘Inspired by lifestyle. Driven by opportunity’. To this end, Gold Coast 2020 lays out a number of initiatives across a range of areas to create more local employment, improve infrastructure, embrace culture and develop sustainability. A highlight during the life of the plan is the city hosting the
Gold Coast Commonwealth Games (GC2018) in 2018 and benefiting from the legacy of GC2018 for generations to come. “City-wide engagement informed the development of Gold Coast 2020,” the council says. “The plan will be used to inform annual planning and budget priorities for the City of Gold Coast, with its progress reviewed on an annual basis.” The City Plan supports this vision by setting out a fresh and innovative approach to managing and supporting long term growth and is a crucial tool in shaping the Gold Coast into a mature, world-class city over the next two decades. S ST IN I ITY Maintaining the Gold Coast’s natural environment with its
Dormway is a market leader in pipeline and infrastructure construction specialising in complex and challenging projects including: • Problematic ground conditions • Constrained sites in local communities • Environmentally sensitive areas We’ve delivered over 1000 complex and unique projects both small and large, helping build the infrastructure of cities and communities across Queensland by developing innovative and cost effective construction solutions. With the breadth of our experience, chances are we’ve delivered a project with similar challenges and can apply our past experience to reduce risk on your project. Phone 07 3718 4777 Fax 07 3879 4348 email@example.com
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spectacular beaches, hinterland ranges, bushland and waterways is imperative. Reducing consumption of non-renewable energy is critical to reducing greenhouse gas emissions and stopping climate change. The City of Gold Coast (City) is committed to reducing its own emissions and have purchased hybrid petrol/electric cars for its fleet, uses ethanol enriched fuel at its depots and is investigating other alternatives for a greener fleet. “We are piloting several projects to generate green renewable energy and is introducing sustainable building design in new and renovated facilities. Through planning measures, we encourage sustainable development,” says City.
Dormway Dormway is proud to partner with the Council of the City of Gold Coast to deliver the Merrimac Sewerage Network Upgrade (Pump Station Package), helping deliver their vision for a better city. The project includes construction of the new 5.8m dia and 11m deep dual well sewer pump station and associated works on existing local pump stations to support the communities of Nerang, Gilston, Mudgeeraba, Carrara and Merrimac to cater for growth, replacement of aging infrastructure and to address environmental risks. Since our founding in 1982, the Dormway team has grown to become a highly sought after delivery partner for both public and private clients on account of our specialist capability in pipeline and infrastructure construction and our reputation for being a stable and reliable strategic partner. We’ve delivered over 1000 complex and unique projects both small and large, helping build the infrastructure of cities around Queensland by developing innovative and cost effective construction solutions. Our local strength and knowledge coupled with our ability to develop creative solutions allow us to meet and exceed our clients’ needs. We have a long history of delivering projects ahead of schedule and within budget without compromising on safety, environmental management and quality. No matter how technically or logistically complex the requirement, Dormway is there when others walk away.
CONO IC V O NT ST T Y The City of Gold Coast Economic Development Strategy 2023 provides the framework for long-term growth and prosperity. There are six key themes for delivering the strategy, as stated by City below: I – foster innovation and entrepreneurial activity. C – build a thriving cultural economy by growing our creative industries. I – increase tourism infrastructure in
areas such as dive, marine and eco-tourism; improve telecommunications infrastructure and links between business hubs; and to create a Central Business District. C – reduce regulation and red tape; and support new business, export and productivity. – increase study and training in the city in line with business needs; grow our skills base; increase employment options and raise the city’s global profile as an education, knowledge and research destination. I – strengthen international partnerships; increase our export base and attract inward investment.
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CO ON T S The Gold Coast is preparing to host the Commonwealth Games in April 2018, when more than 6500 athletes and officials from 71 Commonwealth nations and territories will take part in 11 days of competition. “GC2018 will unite our community, create jobs and kickstart infrastructure projects that will deliver a world-class event and leave a lasting legacy for the communities of the Gold Coast,” says City. “More than 80 per cent of the infrastructure required to host GC2018 is already in place, however delivering an event of this size requires the coordination and cooperation of three
levels of government and multiple agencies. “We’re working with our partners to complete the venues and village, infrastructure and city improvements to deliver long-term benefits for our residents. “When the eyes of the world are on us in 2018, we’ll be ready. The GC2018 partners are planning a city-wide community readiness program to get everyone in the Gold Coast prepared to host our most exciting event ever.” All GC2018 sports events will be held in existing and new or upgraded venues on the Gold Coast, with the exception of track cycling and shooting (Brisbane) and preliminary rounds of basketball (Townsville and Cairns). The Games will also
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feature a comprehensive cultural and festival programme for those wishing to enjoy all the excitement and energy of GC2018. OOST O T O CO ST GC2018 has bolstered the local construction industry, which has led to incredible growth in the job sector, leading the Gold Coast to be labelled ‘the engine room of Queensland’. A report in January 2016 showed that more than 15,000 jobs were created in the past 12 months, while the city’s unemployment rate was slashed from 6 per cent to 5.3 per cent, well below the state’s average of 5.9 percent, according to the latest ABS data. With this encouraging news and preparations for the Games in two years’ time ongoing, the City is benefitting from its combined efforts to attract new business, investment and skilled people.
Connecting the people of NSW with their power
ransGridâ€™s proud history of connecting New South Wales residents to energy stretches back more than six decades, operating one of Australiaâ€™s largest electricity transmission networks. During this time, it has proven its capability in planning, building, operating and maintaining an extensive network that has matured over this time, creating a sustainable business with a highly skilled workforce along the way. TransGrid operates and manages the major high voltage electricity transmission network in NSW and the ACT,with an office at the Sydney Central Business District and operations at various sites around the region including Western Sydney, Orange, Wagga Wagga, Yass, Tamworth and Newcastle. Operating over such a long period of time means TransGrid has had to constantly adapt to changing conditions and demands. It has also had to develop new opportunities for growth outside of its regulated portfolios. Diversifying the business has been a constant consideration, and in 2013 we have branched out with a new business diversification strategy to help strengthen this further.
N In December last year, NSW Electricity Networks became the new lessee of TransGrid. The Australian-led consortium took on the 99 year lease as owner and operator of the NSW electricity network. The consortium, led by Hastings fund management, is made up of a Canadian pension fund, Abu Dhabi and Kuwait investment authorities and Spark Infrastructure, an ASX listed company. The government expects to complete the transaction by mid-2016. “The lease provides new opportunities for the business in terms of service provision and commercialisation of services,” says TransGrid. IV IN O IS TransGrid plays an integral part in providing critical infrastructure to households and businesses in NSW and the ACT. Its first concern and priority is to provide a safe, secure, reliable and economically efficient network. Maintaining a reliable network in a cost efficient manner means delivering capital works projects on time, on budget and as efficiently as possible requires innovative solutions. TransGrid has committed to responding to the changing environment by altering the way it plans, operates and maintains its network. Energy and demand forecasts form a fundamental input in this process. “Planning and development of the network is undertaken on a cyclical and needs basis to ensure transmission service delivery to energy consumers is cost effective, environmentally responsible and responsive to changing requirements,” says the company.
N IN IT T CO NITY TransGrid understands the importance of engaging with the local communities it serves to understand their needs. A major part of this is being able to accurately assess network capabilities and correctly identify the areas of the network where limitations are expected to emerge in the future. Working collaboratively with stakeholders including the community, customers and partners within the electricity industry allows TransGrid to come up with innovative solutions. “We have opened our planning processes and have committed to engaging with the community from the onset of a project,” says TransGrid. “We now start our conversations with the community in the early planning stages, when we identify the need to address an energy supply constraint and involve them in the decision making process.” N N NT N NON N T O SO TIONS When the demand for electricity at peak times approaches the capacity of network infrastructure, TransGrid has to act to maintain reliable electricity supply to consumers. Sometimes the use of standby electricity generators or other embedded electricity generation like solar panels or diesel generators are put in place as short-term solutions. As can willing customers to reduce electricity usage at times of peak demand. Reducing peak demand is in the interests of both the network and consumers. It defers the need to build new transmission lines, cables and substations. Managing demand has the potential to reduce electricity bills in the long term while still ensuring a safe and reliable supply of electricity. Installing upgrades to the network is not always necessary,
and TransGrid assesses non-network options alongside network solutions to address constraints where feasible and cost effective to do so. This open-minded approach can defer or avoid significant capital costs associated with network investment and deliver benefits to consumers through lower transmission prices. These include demand management solutions such as load curtailment or shifting, embedded generation and energy conservation measures wherever these factors reduce load on the network. â€œWe are a proven leader in innovative demand side management, integrating demand response into network planning and development of major projects. We have been recognised for our work, claiming the Best Demand Response category of the Energy Efficiency Council Awards,â€? TransGrid states.
INNOV TIV SO TIONS â€œWe strongly believe that encouraging innovation in engineering, fostering a culture of knowledge sharing, supporting research and encouraging greater diversity across our industry are key to addressing the challenges of the future,â€? says TransGrid. The company appreciates that the energy industry is in a time of transformation. Flexible and scalable, the grid enables TransGrid to accommodate more sustainable solutions as they become more accessible. An important part of this planning and development is to provide connections for proposed new generators, including from the renewable energy sector. TransGrid has invested in constantly looking for new and innovative ways to overcome challenges that may arise.
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Wilson Transformer Company Pty Ltd. Established in 1933 with a proud history, Wilson Transformer Company is a leading specialist in the delivery of transformer solutions. From our manufacturing base in Australia, we deliver solutions to a wide variety of industries and customers around the world including electricity generators, transmission and distribution organisations as well as variety of heavy and light industrial users. Our products range from 16kVA single phase polemount transformers and three phase 100 kVA compact MV substations, right up to three phase 550MVA 400kV transmission transformers. Through collaboration with international organisations and our ongoing focus on innovation, we have pioneered a range of alternative solutions for various sectors that are commercially and technically attractive. Our ideas, experience and commitment to continuous improvement enable us to provide products that minimise our customerâ€™s whole of life cost and operational risks. Within our product range, our state of the art facilities are equal to the best the world has to offer. By using the latest design software, analytical and manufacturing technology, we engineer and manufacture our products in clean work environment incorporating strict quality control measures in all critical processes. We have a dedicated team of people for field operations and support. Our ability to provide cost effective and innovative solutions for transformer life management is proven within the industry and is backed by the resources of our technical teams and manufacturing facilities. We specialise in transformer life optimisation utilising comprehensive transformer audit services to provide accurate condition assessment reports and recommendations for strategic management decisions. We also provide systems for on-line monitoring to ensure asset life is maximised. Through our world-class capabilities, specialist knowledge, proven reliability and partnering with organisations internationally, our customers can be assured of a quality outcome. We are building smart for life solutions and this means performance you can rely on.
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These include iDemand, an electricity demand management system including a battery, solar panels and energy efficient lighting. iDemand is designed to reduce TransGrid’s electricity use at our Sydney West site by almost half at times of peak demand. It facilitates research into and commercial development of demand management opportunities in NSW and funded under TransGrid’s ‘demand management’ allowance for 2009 to 2014. By streamlining the business and working to drive down costs for consumers, TransGrid’s growth strategy is in a good place and the company has a bright future ahead.
NJ Construction -
Professionals in Electrical and Communications Infrastructure Solutions NJ Construction are leading service providers of electrical infrastructure solutions: - Engineering and Design - Construction and Maintenance - Transmission, Distribution and Substations - Utility, Renewable, Mining, Road and Rail NJ Construction self perform the majority of works undertaken and has the capable workforce and modern plant and equipment to ensure efficient and safe performance. NJ Construction was established in 1994 and are known, throughout Australia, for project delivery regardless of complexity using innovative design and construction solutions and a committed team.
Phone: 61 (0)2 6232 9400 Fax: 61 (0)2 6232 9700 Email: firstname.lastname@example.org www.njconstruction.com.au
Specialist Electrical Transmission Line Build and Refurbishment NJC TRANSMISSION AND TRANSGRID With 20 years experience and in excess of 1000 towers refurbished in NSW and Qld, NJ Construction is the foremost transmission line tower refurbishment contractor in Australia. NJ Construction lead the industry with the advancement of work methods to improve safety and increase efficiency. NJ Construction is excited to be a chosen key partner of Transgrid for transmission tower work. NJC is currently undertaking the refurbishment of Steel Lattice Towers at Vales Point Power Station. The scope of work includes the design and replacement of steel members and bolts, replacement of anti-climb devices and the removal of corrosion and contaminated asbestos paint using specialist surface preparation techniques and finally coating with Zinga paint. This work is necessary to extend the life of these critical Transgrid assets that may otherwise need replacement. NJ Construction has the capable workforce and modern plant and equipment to design and construct transmission lines, such as 132kV underground feeders and fibre optic for Endeavour Energy through the streets of Liverpool, or 150km of 132kV concrete pole line from Yass to Wagga Wagga for Transgrid, or the installation of 330kV towers for Transgrid at Ryhope.
NJC RENEWABLE Recent successful delivery of the Moree Solar Farm Electrical Infrastructure (Transmission Line, Substation and Solar Farm) has highlighted NJ Constructionâ€™s renewable capability. NJ Construction has extensive experience with design and installation of overhead and underground Wind Farm collector systems and grid connections having being involved with Emu Downs (WA), Snowtown (SA), Gullen Range (NSW), Capital Hill (NSW) and others.
NJC DISTRIBUTION NJ Construction has grown to be the largest Level 1 service provider in NSW providing design and construction services for rural connections, sub divisions and significant highway conflict area relocations and street lighting. NJ Construction can provide considerable resource throughout the state with established offices in Queanbeyan, Dubbo, Port Macquarie, Alstonville and Sydney. NJ Construction has also established a Brisbane office to support our work as authorised Ergon Energy contractors and as Powerlink Transmission Panel contractors. NJCâ€™s Managing Director, Dion Jones, attributes the success of the business to the competent and motivated team at NJ Construction and the maxim that long lasting relationships with our clients are developed through an honest and open approach to contracting.
Achieving excellence is the norm for A largest salmon producer
assal has made its name in capturing delicious, fresh and healthy salmon from the Tasmanian Atlantic and bringing it to tables across Australasia. In 30 years, Tassal has grown from a privately-owned operation to a major public company and leaders in producing Atlantic salmon in Australia. In 1986, the company built its first home farm for salmon in Doverâ€™s pure waters and developed a hatchery in Tasmaniaâ€™s Central Highlands. Tassalâ€™s priorities have been clear since its inception. To grow premium healthy and tasty salmon in and environmentally and socially responsible way. Achieving this operational excellence, while protecting
its core values around quality, community and the environment, is what Tassal strives for every day. ITY O C Tassal operates three main hatcheries that have the capacity to produce ten million smolt (young salmon) annually. These smolt come from broodstock which are grown from an industry selective breeding programme. Five million smolt are kept at the state-of-the-art Rookwood Road Hatchery, which is undergoing an expansion project close to completion. This will increase capacity to 10-11 million smolt. After 8-12 months at Rookwood Road these smolt are transferred to sea. Tassalâ€™s six marine regions, where the standard pen has a volume of 11,600 cubic metres and holds enough salmon to produce 120 tonnes once harvested. Then, salmon are kept in these large sea cages between 1218 months and continue to grow until they are ready to be harvested at an average weight of 5.0kg live weight. OC SSIN Onto processing, and Tassal has three sites including a smokehouse that produces an average of 15.4kg finished product per minute (or 3,048 tonnes every year). Each of these sites, which are all located in Hobart, Tasmania. Each plays a different role in the post-harvest, value added production of quality Tassal products. With facilities in Dover, Margate and Huonville, the company allow for many jobs in small rural/semi-rural communities.
N S Tassal has a range of products to cater for the consumer market. Its quality Tasmanian salmon is packaged fresh, smoked, canned and frozen for distribution in retail and wholesale channels throughout Australia and export markets. Understanding that customers have differing needs and preferences, Tassal has developed a range of brands, the selfnamed Tassal, Superior Gold and Tasmanian Smokehouse. The Tassal product range is labelled as an everyday protein choice, whatever the occasion, with a range of salmon products in fresh, smoked, canned and frozen categories. Superior Gold is the connoisseur’s choice, says Tassal. It is superiorly fashioned, from the finest curing ingredients and
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sophisticated smoking techniques to the care and passion with which its products are produced. Independent retailers stock Tasmanian Smokehouse, which is cured and traditionally smoked with a subtle smoky flavour. For wholesalers and consumers, De Costi Seafoods provides consumers, food services and wholesalers with a large array of seafood options. O “Zero Harm for Everyone, Everywhere is our focus and we continue to firmly believe that no job is so important that it cannot be done safely,” says Tassal. This approach sees Tassal aspire to be among the global
Nets Tasmania Pty Ltd. One thing, and One thing only, Custom made Aquaculture nets Our claim is that no net making company puts more effort and commitment into delivering the est a uaculture nets to fish farmers worldwide. he uni ue factor in our companies operation is the direct involvement that Don Latham has with each and ever net that leaves his net sheds, in their design, develo ment, supervision and skills training of his staff to achieve just the right net built for the customers’ requirements. he KGrid range of nets eing su lied to assal farms e em lif a fish stoc enclosure s stem which is highl effective in oth redator e clusion and fish stoc handling, and when de lo ed with a com ati le cleaning e ui ment will allow the net to sta in seawater ermanentl he ustralian wa of innovation in the use of materials and understanding the needs of fish farmers from ver ractical long standing e erience, has established our company’s unequalled track record in the specialist business of aquaculture net making.
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best practice companies in health and safety, committed to a safety agenda that delivers on a vision for zero harm. “Building in a tolerance for anything less than zero harm is not acceptable and we are continuously working to identify, eliminate or mitigate risks and hazards that potentially compromise the safety of our employees.” Unfortunately, the Tassal community has experienced the great sorrow associated with a workplace fatality. This, it says, has hardened its resolve to ensure such a tragedy is not repeated. Commitment to Zero Harm from both the company and its members of staff was enshrined in a comprehensive safety partnership agreement devised in 2013 which applies to all staff, contractors and visitors. OO ITY SS NC Tassal uses an Integrated Management System (TIMS) and HACCP framework to help continuously monitor its production process and pro-actively manage risk. “TIMS is an integral part of ensuring that elements such as food safety and quality expectations are achieved in a reliable, productive, safe and environmentally sensitive manner,” states Tassal. “We have extensive policies and procedures in place aimed at the consistent production of high quality, safe food for all customers. Our dedicated quality and production teams work together to ensure that these objectives are achieved. To support this platform we also have our extensive external 3rd party audit reviews that underpin our certifications.” On top of all this, Tassal is committed to the welfare of its salmon throughout its lifecycle. To this end, Tassal has
dedicated fish health professionals on staff, including two fish veterinarians. “To maintain healthy fish populations we work closely with our fish veterinarians and fish researchers to implement proactive fish health practices,” Tassal adds. “We have internal ‘Fish Health Management Plans’ in place and a robust Zero Harm for Fish program based on the UK RSPCA Freedom Food Animal Welfare Standards for Salmon.” O In late 2015, Tassal was named the world’s top seafood company in an international report compiled by seafoodintelligence.com that rates businesses for sustainability reporting and transparency. Tassal was the only Australian company listed in the report and achieved a Corporate, Social and Environmental Responsibility rating of excellent, only one of four companies in the top 100 to do so. This is testament to it ongoing growth and continues success in a thriving industry.
New Zealandâ€™s renewable energy prov
vider for homes and businesses
ighty River Power (MRP) is one of New Zealandâ€™s largest electricity companies, with its core business based on reliable, low fuel-cost electricity generation to homes and businesses. All of this energy generated is from renewable sources, and each year the hydro and geothermal power stations operated by MRP generate enough renewable electricity for around 1 million New Zealand homes. The company is proud of its New Zealand heritage, and operates all of its nine hydro stations on the Waikato River, with its five geothermal power stations in the Central North Island. Electricity is sold through MRPâ€™s multiple channels and retail brands for residential and commercial customers. NI O C Due to the nature of their operations, the companyâ€™s business model is based on a partnership approach, collaborating with communities to achieve positive results. MRP strongly believes this creates long-term sustainable
value from the responsible management of natural resources that are fuel for electricity. “This approach benefits our partners and their communities, our shareholders and our customers,” it states. Working closely with Maori landowners such as Tauhara North No.2 Trust and Tuaropaki Trust have been key to the organisation’s geothermal growth and evolution. “Our results demonstrate the value of a genuine focus on profit with a purpose, in the way we engage with our communities, our focus on sustainable use of resources, and how we deliver product innovation and care for our customers,” says MRP. Its three major geothermal power stations are Kawerau, completed in 2008 which has an output of 100 MW, Nga Awa Purua in 2010 which has 138 MW and Ngatamariki in 2013 which has 82 MW. The combined output of electricity from these stations, which usually run 24/7, provide enough renewable electricity to supply 330,000 New Zealand homes. T I N S Almost one in five New Zealand homes and businesses rely on MRP to supply their energy. The company has created several channels and retail brands to meet the needs of all of its customers. Mercury Energy is by far the company’s largest retail brand, accounting for more than 94% of end-user electricity sales and enjoying a reputation that its one of the longest established major retail electricity brands in the country. Recognising that some residential customers wish to closely monitor the amount of electricity consumed in the home, Globug is a prepay service utilising smart metering to allow
just that. Customers can align their electricity expenditure with their income and manage debt more easily. Customers living in apartments in the Auckland and Wellington central business districts are served by Bosco Connect, while Tiny Mighty Power was launched in 2009 out of the Bosco Connect brand. It retails electricity into some of the country’s smaller regional towns. Another division of the business is Metrix, which provides Advanced Metering Infrastructure and services to New Zealand’s other electricity retailers. SO N Y In January 2016, MRP announced it was to purchase one of New Zealand’s leading solar businesses, What Power Crisis
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(WPC), to branch into the solar energy industry. Although currently a niche renewable energy technology which accounts for less than 1% of generation in the country, the interest in solar energy has grown considerably in recent years. Chief Executive Fraser Whineray explains: “We know a number of Kiwis are looking at solar to complement gridconnected electricity. In the last two years solar installations have increased fourfold up from around 2000 in January 2014 to more than 8000 now. “We are excited to be adding proven solar technology and installation expertise to our business, and be able to introduce a solar offering for our customers through Mercury Energy, our retail brand, in the near future,” he added.
As one of New Zealand’s largest engineering companies, Page Macrae Engineering was proud to partner with Mighty River Power on their recent geothermal power station projects. The journey began in 2007, when Page Macrae Engineering had its first major introduction into geothermal power, and were awarded a contract by Fuji Electric Systems to carry out the pipe fabrication and mechanical installation at Mighty River Power’s Kawerau station. Completed in 2008, it boasted the largest single shaft steam turbine of its type in the world at the time. In 2009 and then again in 2012, Page Macrae was again called upon to undertake the mechanical works and installation for Mighty River Power’s Nga Awa Purua and Ngatamariki geothermal power stations in Taupo. We have a great depth of experience and skill in our team with many long-serving employees - this is just one of the many reasons we have been engineering solutions for our clients for the past 60 years and will continue on for the next 60 years – we are here for the long haul.
New Zealand is a world leader in terms of renewable electricity generation, with 80 percent of its energy coming from renewable sources. Solar power is in line to complement those hydro, geothermal and wind sources. WPC was established in 2005 and carries out residential and commercial solar PV installations throughout New Zealand such as those at the Auckland Museum and Air New Zealand. It also has experience in installations in the Pacific, where its projects included the Fred Hollows Foundation Eye Hospital in the Solomon Islands. CO NITY INVO V NT MRP is not only dedicated to renewable electricity generation, but allowing local communities to get the most out of New Zealandâ€™s incredible natural resources.
HELPING OUR CLIENTS POWER THE WORLD PSC is an independent global provider of solutions and support to the electricity industry. Our mission is to help our clients power the world. We achieve this through our objectivity, unique mix of services, breadth of technology experience and holistic partnerships with our clients. Our unique service mix HVDC Market systems Operational technologies Power networks DER Strategic advisory
Lake Karapiro is one such location, perfect for water sports and recreations and hosting a number of water sports events. Mighty River Domain borders the lake, and is a valued community asset which provides the facilities and space to support the wide range of events held at the lake. In 2009, a sponsorship partnership between MRP and Waipa District Council saw the domain re-named Mighty River Domain. The companyâ€™s sponsorship is supporting significant domain upgrades being undertaken by the council such as new facilities an upgrades to roading and infrastructure. The source of the companyâ€™s power - the river Waikato, is also a popular area for domestic and international tourists alike to visit and appreciate the regionâ€™s natural beauty. The Waikato River Trails is a 100km long cycle and walkway along its banks which showcase the native bush, historic landmarks, geological formations and wetlands along the banks of the Waikato River and Waikato hydro lakes. MRP helps to preserve these resources as a sponsor of the Waikato River Trail Trust, and encourages people to connect with, and appreciate the Waikato River. Staff regularly help on planting days, and the company provides space for equipment storage at sites along the trail too.
ERIDIAN ENERGY New Zealandâ€™s top generator working to create a better energy future
eridian Energy is not just a leading developer of renewable electricity, it is the leading generator of energy in New Zealand. Official figures from 2014 reported that Meridian generated just over 33 percent of the country’s energy, making it the highest among five organisations that do so. Meridian’s reach in both New Zealand and Australia includes multiple channels, from businesses, farms, residential customers and online through electricity retailer Powershop. With head offices in both countries, the company 800 full-timeequivalent employees and has headquarters in New Zealand and offices in Australia. Meridian, which is 51 percent owned by the New Zealand, has an unrivalled commitment to renewable energy and is working hard to achieve the government’s target that 90 of energy is renewable by 2025.
Y O ST TIONS Sustainability is key to Meridian’s operations. It knows the importance of including community, customer and environmental interests in business planning and works within a sustainability framework that focuses on areas where core business activities impact the external world.
Meridian generates energy from renewable energy sources. Most of its electricity is made from falling water collected in hydro stations, which generate enough electricity to power around 1.4 million homes each year. It also owns the hydro asset Manap uri which is located in a world heritage site. Meridian is sensitive to the issues surrounding water use and works closely with iwi and a range of stakeholders to balance the different economic, social, cultural and environmental implications in each of the areas it works in. The process starts with water falling through a pipe called a â€˜penstockâ€™ which is used to spin a turbine. The spokes on these turbines act as blades, and when water hits them they make the turbine spin.The spinning turbine works the generator, which generates the electricity.
HELPING OUR CLIENTS POWER THE WORLD PSC is an independent global provider of solutions and support to the electricity industry. Our mission is to help our clients power the world. We achieve this through our objectivity, unique mix of services, breadth of technology experience and holistic partnerships with our clients. Our unique service mix HVDC Market systems Operational technologies Power networks DER Strategic advisory
As Meridian says, “It’s not possible to store large amounts of electricity. But it is possible to store water in dams.” This sums up the organisation’s philosophy towards energy. It carries a long-term focus on sustainability and working to create a better energy future for everyone. IN S Meridian is fortunate that New Zealand has a climate that helps make it one of the most consistent wind energy resources in the world. Its 10 wind farms in Australia and New Zealand are significantly more productive than international averages, enough to power around 152,000 homes each year.
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Like a hydro station, the energy in the wind spins the turbine blades. They in turn spin a shaft connected to a generator and this makes electricity, with the amount of electricity made depending on wind strength, by a wind turbine generator depends on how hard the wind is blowing. Meridian also operates the Ross Island Wind Farm (RIWF) in Crater Hill, Ross Island, Antarctica. The 0.99MW wind farm is the southern most wind farm in the world and supplies power to and links the electrical grids of both New Zealand’s Scott Base and the US’ McMurdo Station. The project, which was funded by the New Zealand Government, was designed to offset power generation dieselfuel consumption at the two research stations on the island.
Founded in 1948, TLJ Switchgear Limited (as it became known in 1992), is a name synonymous with the highly competitive power and distribution industry in New Zealand. Over the decades, strong customer relationships, based on a continuing commitment to exacting standards in the field of electrical design, programming and manufacture have seen the company gain ‘preferred supplier’ status from clients in the infrastructure, health, industrial and commercial sectors nationwide. With an ability to assess, fulfill and exceed the needs of each customer from concept, through design, manufacture and installation, TLJ Switchgear Limited have ensured their place at the forefront of the industry. Membership of Quality Assurance programmes such as ISO9001, ECANZ and Master Electricians ensure uncompromising standards are upheld and continually improved – the overall goal being a commitment to customer satisfaction and retention. Innovative and progressive electrical engineering and design expertise on tight deadlines – TLJ Switchgear Limited provides performance when it counts.
The three turbines are predicted to save 11 of the fuel used annually to provide electricity on Ross Island. It was built under an alliance between Antarctica New Zealand (AntNZ) and Meridian with support from the US National Science Foundation (NSF). S ST IN I ITY IN T O C Sustainability doesn’t just apply to energy sources. The word is ingrained in Meridian’s ways of working, in community programmes, waste management and supply chain and procurement. Its Wellington Office, 33 Customhouse Quay, is New Zealand’s first purpose-built 5 Green Star rated office. The award-winning design means it uses 60 less energy and 70 less water than comparable office buildings.
Using a solar hot water system which generates 80 of the building’s needs, there is also an integrated building management system to control windows, shutters, blinds, lighting, heating and cooling. The building’s toilets are flushed by rainwater. Each detail was considered, with Meridian entrusted Fletcher Construction with the project, a company which reduced waste to landfill by 60 . The cement, carpet and glass include a high proportion of recycled content and all timber is sourced from sustainable plantations. Meridian has voluntarily calculated the company’s ‘carbon footprint’ since 2001, audited by Deloitte. In addition, it is undergoing a five-year emission reduction plan which has an overall target to reduce corporate GHG emissions per fulltime staff member by 10 .
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T T O N N S N YS Y New Zealand has gone from using 65 to 80 renewable energy in the past decade alone. The country is now in the top four countries in the OECD, thanks in part to Meridianâ€™s $2 billion investment in building wind farms in NZ, Australia and Antarctica. Meridianâ€™s commitment towards meeting the governmentâ€™s 90 percent target remains as strong as ever.
GYWORKS New Zealandâ€™s leading provider of multidisciplined engineering services
he company name Energyworks may only be 11 years old, but the organisationâ€™s roots can be traced back more than 40 years ago when Inglewood Engineering, as it was known in 1972, began working in the energy sector in Tarananki, New Zealand. The multidisciplined engineering company grew to become a leading specialised provider of mechanical services to the onshore oil and gas, power generation and petrochemical industry. Throughout New Zealand and Australia, Energyworks is subcontracted by companies in the civil, electrical and instrumentation disciplines to ensure the important interfaces between all construction disciplines are properly
co-ordinated and prioritised. With more than 200 specialist engineering staff, it is one of the largest service providers to clients across the oil and gas, power generation, and petrochemical industries. Energyworks constructs and maintains all parts of the process, from the Oil & Gas Well Head up to and including Power Stations. This includes Well Head Piping & Equipment, Gathering pipelines, Production Stations, Export Pipelines, Metering Stations, Power Stations and Storage Facilities. INV ST NT IN T N I NNI In 2000, Inglewood General Manager Dallas Chadwick, a former farmer turned welder, bought the company. His plan
was to refocus the company which was then based in the small town of Inglewood and relocate it somewhere bigger. Five years later, with a new property in Bell Block, New Plymouth, the company began to concentrate on mechanical work associated with the oil and gas industry and focused on pulling larger scale projects for clients. In 2007, Chadwick brought Allen Clarke on board initially as General Manager. With decades of experience in the engineering industry in Taranaki, Allen brought a wealth of operational expertise and industry knowledge to the position. Clarke is a man whose career is rooted in the industry. As a qualified Fitter Welder tradesman, he began his career at Fitzroy Engineering, progressing through the ranks to the Engineering Services Manager in 1999.
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Two years ago, Energyworks made the decision to partner with Direct Capital to further boost its growth and investment in oil exploration.The Auckland based equity company bought a 70 percent stake alongside the owners Dallas Chadwick and Allen Clarke, who remain Executive Directors and retain a 15 percent stake in ownership. They are just as involved in the governance and direction for the company’s future. T N I CI ITI S Energyworks is based in Taranaki, New Zealand’s energy province and home to the nation’s oil and natural gas production. It houses 90 percent of the industry’s nationwide employment, generating $NZ2.5 billion in GDP.The country’s harsh coastal environment along with the client and statutory
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requirements around maintenance of plant and equipment means there is a continual need for Energyworksâ€™ services. Operations in Australia (Energyworks Group Australia) focus on Queensland, New South Wales and ACT. Energyworks has two main engineering workshops both 70m long x 20m wide. They are serviced with 4 x 5 tonne remote controlled gantry cranes with 7m hook clearance. The welding bays have fully ducted fume extraction which remove fumes from the source providing a clean work environment. The piping workshop has a purpose built hydro-testing facility for testing pipe spools, valves and equipment. In January 2014, the company expanded its industrial coatings division. A purpose-built 2500 m2 facility for blasting,coating and
storage is located in the main industrial area of New Plymouth, close to the main haul route to Port Taranaki and perfectly positioned to be in close proximity to Taranakiâ€™s major industries. Along with a 1,360m2 paint shop, offices and amenities there is a storage facility for clientsâ€™ materials and equipment which is serviced by a 5 tonne gantry crane. Energyworks knows a company is only as good as its people. Thatâ€™s why it has invested in a dedicated on-site training facility to make it as easy as possible to train staff to the highest standard. Their fully equipped learning centre provides a perfect sound protected learning environment for both internal and external training, along with a conference room for meetings.
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O N TION Energyworks provides mechanical support for the 350MW Taranaki Combined Cycle Power Station (TCC) to Alstom Switzerland and Contact Energy. Several major mechanical maintenance outages and plant upgrades have been carried out. The TCC is produces 377MW of electricity. At the heart of the large, efficient plant is one of the largest gas turbines in the world housed in a single building. Energyworks was also responsible for installing two LMS100 Gas Turbine Generators for both Contact Energyâ€™s Stratford Peaker Project and the Nova Energy Peaker Project Plant. These fast-start gas turbine peaking units supply
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enough electricity for 200,000 average homes and can go from a cold start to full load in just 10 minutes. Energyworks also provides mechanical support to Trust Power on its Hydro Power Stations. T OC IC S The petrochemical industry produces chemicals using oil and natural gas as major raw materials and is a crucial cog in New Zealandâ€™s manufacturing and consuming sectors. Energyworks provides mechanical maintenance and project services to the countryâ€™s only methanol manufacturer, Methanex, Ballance Agri Nutirents and Dynea, which includes stainless steel piping, general mechanical work and Industrial Coatings services.
Methanex owns and operate three plants in Taranaki: two at Motunui and one in the Waitara Valley near the city of New Plymouth. Ballance Agri-Nutrients supply sustainable farm management and operate an Ammonia/Urea Plant in Kapuni, South Taranaki which Energyworks provides mechanical maintenance support. OO N I Y Energyworks manufactures and installs high pressure equipment for spray dryers and filtration equipment as well as service piping, and other piping systems for
application in dairy factories and food manufacturing plants. N While Energyworks is still at the beginning of a new era under its ownership structure, its core values remain the same. The company will strive to continue to provide better solutions for new and existing market requirements. Given the exponential growth it has endured over the past ten years, Energyworks is in a great place to further strengthen its position as the market leader.
Playing a pivotal role in helping to make Auck
kland the worldâ€™s most liveable city
rom roads and footpaths to cycling, parking and public transport. Auckland Transport is responsible for all of the region’s transport services. Auckland Transport was founded in 2010 as a Controlled Organisation (CCO) of Auckland Council. It’s the first organisation an organisation has combined the transport expertise and functions of the eight former local and regional councils and the Auckland Regional Transport Authority (ARTA). The responsibility of running the city’s transport includes designing, building and maintaining Auckland’s roads, ferry wharves, cycleways and walkways. It is responsible for coordinating road safety and community transport initiatives such as school travel, and planning and funding bus, train and ferry services across Auckland.
TIN T NS O T IO ITI S “Our aim is to deliver the transport system required to support the Auckland Plan’s objective to become the world’s most liveable city,” says Auckland Transport. The organisation has set this out in the Integrated Transport Programme, a strategic document which sets out the 30 year investment programme to meet the transport priorities outlined in the Auckland Plan, across modes and covering the responsibilities of all transport agencies. “Achieving the outcomes and priorities of the Auckland Plan is linked with meeting key targets for increasing public and active transport mode share, reduced greenhouse gas emissions, improved accessibility, lower congestion for public transport, delivery of services and freight, travel time savings and the delivery of transport infrastructure priorities over the next three decades.” it adds. IN Y Auckland Transport’s activities are directed and guided at a strategic level by the board of directors, led by Chief Executive Dr David Warburton. Warburton’s background is in leading large organisations in New Zealand and Australia. Most recently he was Chief Executive of CPG (part of Downer EDI), and also the Wanganui District Council. He holds a doctorate in environmental engineering from Massey University where he has also held senior lecturer positions and was an Associate Professor and Research Fellow at the University of Illinois (United States).Dr Warburton has also held a number of other senior management roles in the forestry, packaging, property development and retail sectors. Dr Warburton is a current member of the Whanganui District Health Board.
CITY I IN One of the biggest challenges for Auckland Transport in the coming years will be dealing with an ever increasing population in the city. Auckland will grow by more than 700,000 people in the next 30 years, and significant improvement of the transport network is needed to handle the thousands of extra passengers. In the past decade, the number of trips taken by train in Auckland has doubled, from 2.2 million trips a year to 15 million. However, further growth of the rail system, including increases to train frequency, is constrained by where it ends
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at Britomart, which limits the entire network’s capacity. To combat this, Auckland Transport has developed a City Rail Link (CRL). The CRL will be built in two 3.4km-long, twin tunnels up to 42 metres below the city centre. It will extend the existing rail line underground through Britomart, to Albert, Vincent and Pitt Streets, then cross beneath Karangahape Road and the Central Motorway Junction to Symonds Street before rising to join the western line at Eden Terrace. By joining up the rail network, allowing trains to run both ways through Britomart. This will double the number of trains that can run with trains a lot more often at all Auckland
Higgins is one of New Zealand’s leading civil infrastructure businesses employing over 1500 staﬀ across the country and in Fiji. Higgins has a ‘customer no.1’ focus and delivers a comprehensive range of civil construction services from major road projects to programmed road maintenance services and regional horizontal infrastructure including windfarms, ports and airports. The foundation of the business is the ‘Higgins values’ which shape team behaviours and makes Higgins a great place to work and a great partner to work with.
stations, allowing 30,000 people an hour in peak. In comparison, a single motorway lane can carry only 2,400 people an hour. The CRL has many transport benefits for large parts of Auckland. Making public transport an attractive option not only helps those who travel on it but also road users as congestion is eased. The current phase is to confirm and protect a route to enable future construction. The CRL construction to completion is estimated to take five and a half years at a cost of $2.5 billion when inflated to 2024. N IC T NS O T N T O Auckland Transport is also implementing a new public transport network. It will revolutionise the way Auckland residents get around the city, with many more interconnections to connect places to each other. The New Network is a region-wide public transport network that will include Frequent, Connector, Local and Peak services. The Frequent Network will have buses and trains at least every 15 minutes from 7am to 7pm, seven days a week. Outside of these hours, services will run but just less frequently. “By 2018, you’ll be enjoying more frequent, more connected travel where you just turn up and go at a bus stop, train station or ferry terminal,” says Auckland Transport.
“Offering flexible travel options over large parts of the city, the New Network will make public transport more useful for a range of travel purposes.” The updated network will include an integrated ticket system and integrated fares, so customers pay to get from A to B whether it involves connection by bus or ferry. “It will allow for a greater variety of trips, the ability to travel any time, not just to and from work. It will allow the network to run on a much higher frequency as and when it needs to on major routes, while retaining coverage across the whole city.” S IN T T The work already done to guide future growth in Auckland and identify where major infrastructure will be required is now underway. It is Auckland Transport’s job to ensure Aucklanders will benefit from it as best they can - and that involves input from customers. “We also need to know what people would like their future communities to look like, including the transport options people want, how far they want to travel, safety considerations like speed limits around schools, parks, shopping centres, and what would make businesses want to locate there. “This future network is not just about roads, public transport, walking and cycling will feature strongly. We will need to be able to respond to fast-changing technology, including intelligent transport systems (ITS), and how that influences people’s travel choices and movements as well.”
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