Australasian Business Coverage Issue 19 by Business Coverage

australasian BUSINESS COVERAGE ISSUE

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.

www.bombardier.com

Bombardier Transportation is highly active & thrives in the areas of: • Passenger Rolling Stock • Railway Signalling Equipment & Installation • Turnkey Transportation Systems • Propulsion & Train Control • Bogies • 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: • Melbourne E Class Trams • Adelaide A-City EMU Trains • Adelaide DMU & EMU Fleet Maintenance • Adelaide Light Rail Vehicle (Trams) • VLocity DMU Trains • V/Line Fleet Maintenance • Queensland Next Generation Rollingstock (QNGR) • Gold Coast Rapid Transit System • Perth “B” Series Trains • Perth A & B Series Fleet Maintenance

aBOUt ztE

As one of the worldâ&#x20AC;&#x2122;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&#x20AC;&#x2122;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

EDITOR’S NOTES CONTRIBUTORS Publisher Oliver Moy

okm@aubusinesscoverage.com

Editor Michelle Meehan +61 438 325 303

Research Director Simon Webb

simon.webb@aubusinesscoverage.com

Adam Williams

adamw@aubusinesscoverage.com

Abi Abagun

abi.abagun@aubusinesscoverage.com

Design Sam Wood

sam.wood@aubusinesscoverage.com

Accounts Charlie Daniels

charlie.daniels@aubusinesscoverage.com

elcome to Issue 19 of Australasian Business Coverage. This issue we take a look at some of the essential elements of any modern society – an exceptional healthcare system, reliable energy provision and public transport options you can depend upon. Demand for greater access to modern medical services has led to the development of two major hospital projects in the northern regions of Australia. The $170 million Palmerston Regional Hospital will open its doors to patients next year and is the first new public hospital to be built in the Northern Territory in almost four decades. Over in Queensland, the recently opened $1.8 billion Sunshine Coast University Hospital is Australia’s first major new tertiary teaching hospital in more than 20 years. A stable and reliable energy supply is another crucial element of modern living. In the Newcastle and Hunter Valley regions of NSW, coal mining activities provide the raw fuel needed for electricity generation within Australia, as well as overseas. During the past 40 years, one business in particular has helped Newcastle become the world’s largest coal exporting port – Port Waratah Coal Services. Helping to secure our energy needs closer to home is the Queensland-based Ergon Energy, which supplies electricity to homes and businesses in 97 per cent of the northern state. Ergon manages around 160,000km of power lines and one million power poles, as well as infrastructure including 34 power stations. Rounding out the essential elements of a modern society is public transport, with New Zealand home to a range of efficient, effective and sustainable public transport options. This includes the nationwide passenger services operated by KiwiRail, as well as the range of airline passengers services offered at Nelson Airport, which is undergoing a $32 million redevelopment to cater for growing demand. Michelle Meehan Editor

60 34

CONTENTS 8

news

18 Palmerston Regional Hospital 24 Sunshine Coast University Hospital Program 34 port Waratah coal services 42 ERGON ENERGY 50 KIWIRAIL 60 Nelson Airport

news

THIESS WINS MOUNT PLEASANT CONTRACT T hiess has secured a mining services contract with MACH Energy’s new Mount Pleasant coal mine in Australia’s Hunter Valley region in New South Wales. The new contract will generate total revenue of approximately $500 million. Thiess will undertake total mining operations at Mount Pleasant until 2021, including mine planning and engineering. CIMIC Chief Executive Officer Adolfo Valderas said: “This contract award is a reflection of Thiess’ ability to deliver a tailored, total mine solution to our

clients, and is a valued addition to our expanding mining portfolio.” CIMIC Group Executive Mining and Mineral Processing and Thiess Managing Director Michael Wright said: “We are proud to be developing the world-class Mount Pleasant coal operation focused on achieving successful outcomes for our clients and the community. We are very pleased to continue our long-standing presence in the Hunter Valley.” The Mount Pleasant coal mine has an estimated 474 million tonnes of total marketable coal reserves to be mined.

AUSTRALASIAN BUSINESS COVERAGE

RCR AWARDED MANILDRA SOLAR FARM CONTRACT D

iversified engineering and infrastructure company RCR Tomlinson has been awarded a contract valued at approximately $85 million with Manildra Prop Pty Ltd to design and construct a major utility solar farm located at Manildra in New South Wales known as the Manildra Solar Farm. The Manildra Solar Farm is located one kilometre from Manildra in regional New South Wales and will be constructed with a total capacity of 48.5MW. RCR’s scope of work includes engineering, procurement, construction (“EPC”) and commissioning, of the solar farm, including associated substations and grid connection works. The project will commence immediately, with construction scheduled to commence in June

2017. Completion is expected to in Q2 of 2018. RCR Managing Director & CEO, Dr Paul Dalgleish said “We are very pleased to have been selected as the key partner to deliver this significant large-scale solar energy project at Manildra. There continues to be strong growth in the renewable markets, and in particular solar, where RCR excels by bringing a combination of smart engineering solutions and an understanding of traditional energy projects that often includes high voltage infrastructure and network compliance. The use of our engineering intelligence ensures clients get strong performance guarantees and smart solutions at lower cost”, said Dr Dalgleish.

news

CARNEGIE TO BUILD SOLAR POWER STATION IN WA C

arnegie Clean Energy’s expansion is continuing with plans for a 10MW solar power station in Northam which the Michael Ottaviano-led company will build, own and operate. Carnegie said it would run the plant, which will be “battery-ready”, for at least the next 25 years in what would be a demonstration the company could solve energy problems “from construction through to the sale of clean power”. The station will cost up to $20m and Carnegie said it was currently in discussions with third party providers of both equity and debt. “This is the next step in the evolution

of Carnegie Clean Energy. The tier 1 capabilities of the EMC Lendlease joint venture combined with the design, development and financing capabilities of Carnegie, provide us with a clear point of difference in the rapidly emerging utility solar market in Australia. Carnegie is planning on replicating this approach across Australia,’’ Carnegie’s managing director and chief executive officer, Dr Michael Ottaviano said, “The ability to add utility scale battery storage is a new product offering we will integrate into our own solar farms and also to other developers of utility scale solar farms as the technology costs continue to decline in the coming years.

AUSTRALASIAN BUSINESS COVERAGE

SWIFT SECURES 5-YEAR SHELL PRELUDE LNG SERVICES CONTRACT

eading digital entertainment and communications service provider Swift Networks Group Limited has won a long-term contract to supply design, construction, maintenance and support services to Shell’s Prelude LNG project offshore Western Australia. Through its agreements with Shell and NOKIA, the contract will see Swift deliver a broad suite of entertainment and connectivity services to Prelude for an initial period of five years. At Prelude, Shell is developing the world’s largest offshore floating facility to produce LNG at sea and the facility will include all the necessary accommodation to house its workforce. It is anticipated that through the 5.3 million tonne per annum facility, Shell and its partners will spend at least the next 20 years developing the gas fields approximately 475 kilometres northeast of Broome in

Western Australia. Swift Networks Chief Executive Officer, Xavier Kris, said: “We are excited to support Shell on Prelude, which is one of the world’s most significant LNG projects.” “Shell faced a significant technical challenge in keeping its offshore workers entertained, informed and connected. We are pleased that the recognition of Swift’s technological capabilities has led Shell to invite us to provide a comprehensive telecommunication and digital entertainment solution to the Prelude project.” “This long-term contract reflects Shell’s confidence in the quality of our world-class entertainment and communication systems, and in the reliability of our hardware and support. We are looking forward to commencing work at Prelude as we continue to develop our healthy book of recurring business.”

news

MONADELPHOUS JV LINED UP FOR CONTRACT IN PNG E

ngineering company Monadelphous Group in joint venture with Jacobs Engineering have received a letter of intent from Oil Search Limited to enter into a new proposed five year contract for engineering, procurement and construction (EPC) services on Oil Search’s oil and gas production facilities in the Highlands region of Papua New Guinea (PNG), valued at approximately US$50 million per annum. The Monadelphous Jacobs Joint Venture will provide a wide range of brownfield project services including engineering, procurement, civil, mechanical and electrical works on pipelines, utilities, facilities and supporting infrastructure. Works are scheduled to commence in the second quarter of the 2017 calendar year. The partnership, which combines

Monadelphous’ in-field services expertise with Jacobs’ technical engineering capability, will lead to productivity enhancements and cost savings for Oil Search, through optimised constructability input during design and a streamlined handover to site. Monadelphous Managing Director Rob Velletri said the proposed contract builds on Monadelphous’ decade-long relationship with Oil Search, having provided brownfield project and maintenance services since 2007. “The proposed contract represents a new chapter in our relationship with Oil Search, moving towards the provision of end-to-end brownfield project delivery in joint venture with Jacobs. It also reflects our position as a leading maintenance and brownfield project service provider in PNG with a strong safety record and local content strategy,” he said.

AUSTRALASIAN BUSINESS COVERAGE

GUMA ICRG AWARDED ROY HILL CONTRACT

uma ICRG has been a awarded a contract to carry out the Roy Hill Port Sump Installation Project at the company’s operations south of Port Hedland. The project includes the construction and installation of four concrete evaporation sumps at the port, which will provide greater protection against potential environmental impacts of transported materials. The Scope of Work for the project includes: the redirection of conveyor effluent; excavation works to accommodate the sump; installation of formwork and associated concrete pours; and earthworks to

accommodate permanent drainage. Chief Executive Officer Shane Cable said this project was highly strategic for ICRG and reflected the Company’s refocus on business development. “We believe the nature of this contract demonstrates our adaptability and demonstrates the confidence large resources firms have in ICRG when it comes to our track record of project delivery,” Mr Cable said. “I look forward to further building Guma ICRG’s relationship with Roy Hill, where we have had previous involvement in projects including the upgrade and sealing of the mine access road.”

news

NEW TECH CONTRACTS TO SAVE VICTORIAN TAXPAYERS $129M T

he Andrews Labor Government has refreshed its contracts with telecommunications providers in a move that will save the Victorian taxpayers $129 million. The contracts combine the expertise of the big players in Telstra and Optus with the more agile and competitive niche services offered by NEC, Vocus, MyNetFone, Mitel, and R-Group. The new Telecommunications Purchasing and Management Strategy, known as TPAMS2025, introduces market contestability and will provide a boost to Victoriaâ&#x20AC;&#x2122;s growing telecommunications industries. In addition to the new contracts for voice, data, mobile and internet services, the government is moving towards a new unified communications approach for a range of services.

These include audio, web and video conferencing to make it cheaper and easier for public servants working in regional and rural Victoria stay connected. The five new TPAMS2025 State Purchase Contracts range in duration from three to four years and replace the three Telecommunications Carriage Services contracts established in 2004. The existing contracts cost $160 million per year, with cost of the new contracts dropping to $126 million per year. The new agreements cover services like fixed landlines, internet connection, mobile voice and data services, and videoconferencing for all Victorian Government departments and agencies, with a focus on enhancing coverage across regional and rural Victoria.

AUSTRALASIAN BUSINESS COVERAGE

PACIFIC ENERGY SECURES 5MW POWER STATION CONTRACT WITH WESTGOLD P

acific Energy subsidiary KPS has secured a new electricity supply contract with Aragon Resources a wholly owned subsidiary of Westgold Resources. KPS will build, own and maintain a 5MW diesel fuelled power station at Westgold’s Fortnum Gold Project, located near Meekatharra in Western Australia. The contract runs for an initial term of 5 years, subject to early termination and purchase options, with commissioning scheduled to be completed by the end of February 2017. Pacific Energy’s Managing Director,

James Cullen said “We are grateful for the award of the Fortnum contract to KPS by Westgold. This is now our third operating power station with Westgold and we look forward to continuing the relationship with the delivery of reliable, fuel efficient electricity at all three sites”. Mr Cullen also said that group contracted capacity now exceeded 250MW following the recent re-start of the 4MW Bootu Creek power station and agreements to increase capacity by a total of 9MW at several of the Company’s existing power stations.

news

STAGE 2 CONTRACT AWARDED FOR NORTHLINK WA T

he second of three construction contracts for the $1.12 billion NorthLink WA has been awarded to the Great Northern Connect Team - a joint venture between BGC Contracting Pty Ltd and Laing O’Rourke Australia Construction Pty Ltd. The $417 million construction contract is for Stage 2 of the project and covers construction of the Central Section of the Swan Valley Bypass between the Reid Highway and Ellenbrook. Minister for Urban Infrastructure Paul Fletcher said the new highway will take the majority of heavy traffic away from the Great Northern Highway, providing an efficient alternative freight

route and creating a safer environment for Swan Valley and Ellenbrook residents, businesses and tourists. “NorthLink WA is a vitally important project generating around 1000 jobs and demonstrates the Liberal National Government’s commitment to transport infrastructure and West Australians,” Mr Fletcher said. “The NorthLink WA project once completed will provide a continuous connection from the Perth Airport area through to Muchea, and together with the Gateway WA and Perth Freight Link projects will be a major part of a high standard freight connection to Fremantle Port. “The project is set to provide extra

AUSTRALASIAN BUSINESS COVERAGE

road capacity to Perth’s north-east, which is a priority given the Ellenbrook population is expected to grow to 47,000 by 2031. “NorthLink WA will also improve services for regional traffic movements to commercial and industrial areas such as Malaga, Kewdale, Perth Airport and the Perth Central Business District.” Western Australian Minister for Transport Bill Marmion said work would start with the 17 kilometre link between Benara and Maralla roads, then Reid Highway between Malaga Drive to Altone Road. “Safety is a key focus for the major freeway-to-freeway interchange at Reid

and Tonkin highways; interchanges at Hepburn Avenue, Gnangara Road and The Promenade at Ellenbrook; as well as the flyovers at Beechboro Road North and Marshall Road. “Construction is well underway on Stage 1 of the NorthLink WA project with Tonkin Highway Grade Separations scheduled for completion by early 2018 - Stage 2 of the NorthLink WA project will begin construction early this year and is scheduled for completion in 2019.” The Australian Government is contributing $894 million and the Western Australian Government $223 million towards the NorthLink WA project.

Norther

Palmerston Regional Hospital

rn Territoryâ&#x20AC;&#x2122;s brand new facility providing modern and expansive medical serices

n Australia’s Northern Territory, the Palmerston Regional Hospital is preparing to open its doors to patients in the Top End community in 2018. As a $170 million facility, it is the NT’s first new public hospital in almost four decades. The 116-bed hospital will deliver primary and community health care services to Territorians for generations to come. Employing 340 staff, Palmerston will be the most technologically advanced hospital building in the NT. It is part of the NT Government’s long-term plan for a modern health service for Palmerston

Managing Director: Adam Hay

and Darwin rural residents.The Palmerston Regional Hospital project is jointly funded by the Australian and Northern Territory Governments. Planned to perfection The hospital’s planning process included looking at the specific factors such as remote location, diverse population and the spread of facilities and services over a large distance.It has taken into account trends in population and health into the future for the region as well as community input. The location of the hospital has been

Email: adam@hrcr.com.au

Tel: 0408 089 299

Address: 6 Nebo Road, East Arm NT 0822

Fax: (08) 8947 3728

Website: www.hrcr.com.au

Office: 0417 171 262/ 0417 262 255

Postal: PO Box 734 Karama NT 0813

chosen specifically so the site has potential to grow when needed. The 45 hectare site on the corner of the Stuart Highway and Temple Terrace means hospital services and car parking can expand quickly. It also allows for more businesses to be part of the health precinct around the hospital. One of the unique aspects of the new hospital is that the contractors are all 100 per cent local contacts. This work, worth $101 million, has ensured that Australian companies have benefitted from the development of the hospital site. About 160 people are working on the project, almost doubling to 300 by the middle of this year. Building schedule The Palmerston Regional Hospital build is on track for completion expected in early 2018. The NT Government

has been able to use experience of design and services of other national hospitals to ensure patients receive the best possible care.Â It will also improve Aboriginal health through culturally appropriate service and use environmentally sustainable practices. The hospital is being built to meet the needs of the Top End community and provide flexibility for growth. The new hospital will help to reduce pressure and waiting times at Royal Darwin Hospital (RDH) while delivering health services on time and efficiently. Rehabilitation geriatric evaluation and management will move to the new hospital from RDH and ensure a smooth transition for patients. Palmerston Regional Hospital will also connect with other non-hospital health services, such as disability and GP services, for the benefit of patients.

Emergency department Patient care will also be improved with the opening of the new hospital.It will mean patients with minor traumas in the Palmerston and rural area will no longer have to travel to Royal Darwin Hospital and wait to be seen.Â They can be treated quickly for their injuries - such as fractures and stitches, at Palmerston Regional. The 24/7 emergency department at the hospital will also be in collaboration with the emergency medicine services at RDH. Key links with St John Ambulance are

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critical to the operation of the model, which is premised on the bypass of patients who are critically unwell from Palmerston Regional Hospital to Royal Darwin Hospital. The Emergency Department at Palmerston will receive, assess, stabilise and manage adult and paediatric patients who present with a wide range of conditions of varying degrees of urgency. Following assessment and management patients may be discharged home, transferred to another facility or admitted to the inpatient ward. Designed with patients in mind The hospital has been designed to be functional, practical and aesthetically

pleasing, with every ward looking onto green grass. “It’s a really nice place for patients to be,” said General Manager of operational commissioning Sharon Sykes.“Part of the design had changed in response to the community saying they didn’t want another tower block. “Palmerston is a great opportunity to ease some of the pressure for beds on Royal Darwin Hospital,” she said. “Given the growth of renal disease in the NT, that’s more than likely a service (that will one day be offered).” This brand new hospital will open in March 2018 and, after three months of trial and testing, the hospital’s first patients will be accepted.

Sunshine Coast University Hospital Program Sunshine Coast University Hospital: Exceptional care for a growing region

niversity

he Sunshine Coast Hospital and Health Service (SCHHS) strives to provide exceptional care to the Sunshine Coast and Gympie regions. The area has an exceptional future, with a population that’s predicted to increase by about 30 per cent in the next 10 years. Too many patients have to travel outside the health service to receive the treatment they need, so the Queensland Government has invested in growth to deliver exceptional care into the future. The SCHHS is undertaking exceptional change to transform the organisation. To drive this exceptional change, the SCHHS is investing in: • more than 1000 new staff • state of the art equipment and technology • a unique partnership for education and research • the transformation of our existing facilities at Nambour and Caloundra • developing centres of excellence in our facilities and in the community, and

• in growing services and capacity, enabled by the brand new $1.8bn Sunshine Coast University Hospital that will continue to grow. This change will allow the health service to grow increased capacity, complexity and quality of services, in the areas our community needs most. It will enable further opportunities for our people to thrive, and to develop world-class education and research to further grow exceptional care into the future. The Sunshine Coast University Hospital story Sunshine Coast University Hospital (SCUH) is a new public tertiary teaching hospital being developed by the Queensland Government to meet growing demand for hospital services. Construction of SCUH began with initial earthworks in November 2012, and it will open with about 450 beds in April 2017. It is expected to grow to its fully built

capacity of 738 beds by 2021. Sunshine Coast University Hospital is Australia’s first major new, not replacement tertiary teaching hospital for more than 20 years. An expanded range of public hospital services not currently available on the Sunshine Coast will be provided at the new hospital. These include: • a comprehensive cancer care centre, including radiotherapy and chemotherapy • specialised medical and surgical services, including maxillofacial surgery and major trauma service • an acute rehabilitation service • inpatient child and adolescent mental health services. Sunshine Coast University Hospital will be the largest of the SCHHS’s network of hospitals, which includes Nambour General Hospital, Caloundra Health Service, Gympie Hospital, Maleny Soldiers Memorial Hospital and

a comprehensive range of community health services. The $1.8 billion project is being built as part of the 20-hectare Sunshine Coast Health Campus that will incorporate the Sunshine Coast Health Institute (SCHI) – a state-of-the-art skills, academic and research facility. There is also a collocated private hospital which has been operating since late 2013. SCHI’s dedicated and integrated research and learning spaces will enable health professionals to participate in teaching, research and clinical practice in one convenient location. SCHI will also foster knowledge through research, contributing to improvements in patient care, as well as educating and training all categories of staff. SCHI has been developed in partnership with the University of the Sunshine Coast, TAFE Queensland East Coast and a second university that will deliver medical education.

Queenslandâ&#x20AC;&#x2122;s first public hospital Public Private Partnership Sunshine Coast University Hospital (SCUH) is Queenslandâ&#x20AC;&#x2122;s first public hospital Public Private Partnership (PPP), developed by Exemplar Health, a consortium comprising Lendlease, Siemens, First State Super and Capella Capital, with partners Spotless Facilities Services. Under the PPP, Exemplar Health will design, construct, partially finance, commission and maintain the hospital buildings (including car parks) and grounds

for a period of 25 years from April 2017, when the hospital opens. The contract requires the facilities to be maintained to an agreed standard through the contract term. This will enable clinicians and hospital management to focus on patient care, while Exemplar Health maintains the built environment. The PPP contract does not include the provision of any clinical services. Support services included in the scope of the PPP include security, pest control and car parking services.

Employment boost for locals During construction, the Sunshine Coast University Hospital project has created thousands of work opportunities for local industry. Builder Lend Lease awarded about 123 work packages (worth more than $1.1 billion) for the construction of the facility. Of these 118, or 80 per cent, were won by South East Queensland companies. Staffing the hospital brings further job opportunities, in roles ranging from admin to catering to nursing. SCHHS

currently employs more than 5,580 staff, and an additional 1,000 are currently being recruited to commence in time for the new hospital opening in April 2017. When SCUH opens, it is expected that approximately 3,000 staff will be based on site. This will increase to about 4,600 staff when the fully built capacity is commissioned by 2021. As well as new recruits, the team will comprise existing staff from SCHHS, including those recently recruited as services have grown as part of the planned expansion of Nambour General Hospital as a staging post ahead of SCUH opening.

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Increasing and improving healthcare for the community SCUH will increase the capacity of existing hospital services on the region, and reduce wait times for many patients who require treatment. It will also open up a wider range of services than currently possible in the region. These include acute rehabilitation, inpatient child and adult mental health services, and treatment for major trauma and spinal injuries.

The new services will also greatly reduce travel times for many patients â&#x20AC;&#x201C; which is not only more convenient, but can also reduce stress on patients and their families in times of illness and injury. When fully commissioned, more than 10,000 appointments each year will be able to take place in the region, which would previously have required travel to Brisbane. Staff of the SCHHS are determined that

the new hospital will deliver high quality, safe, patient-centred health care. Design features of Sunshine Coast University Hospital Clinical departments are collocated in the western main hospital building, while the eastern ‘Lakeside’ building houses some of the research and teaching facilities of the SCHI and the Adem Crosby (Cancer Care) Centre, as well as the Intensive Care and Coronary Care units. The mental health unit sits adjacent to the emergency department, which is located so it is easy to find from any point on the campus.

Inpatient units are spacious and lightfilled with views to the surrounding landscape. These units form physical links between the east and west main hospital buildings. There will be about 3,500 car parking spaces. The main multi-storey car park adjacent to Sunshine Coast University Hospital has direct access to the hospital via overhead bridges and will include 180 spaces for people with a disability, up to 180 electric vehicle charging stations and a 100-place childcare centre for staff. There will also be access to public transport, while pedestrian and bicycle

HealthKare Intelligence (HKI) is a leading Major Medical and FF&E Consultancy and Project Management Company. HKI’s broad role on most of the major Healthcare infrastructure projects across Australia ranges from conceptual design through to deployment and commissioning. HKI also assist existing facilities in analysing Biomedical Engineering operational and procurement services, allowing clients to reduce costs and complexity. HKI’s track record and excellent reputation on Healthcare and Bioscience projects is built on their diversity of skills and experiences acquired over decades within these sectors. HKI’s ability to understand the client and the clinical, operational and technical function of the environment ensures clients receive complete and well-rounded solutions.

access will be encouraged with a network of shared pathways, cycle storage and secure end-of-trip facilities including lockers and showers for staff. The buildings are designed to link seamlessly with the outdoors to incorporate the natural healing properties of the coastal environment, reduce the load on building systems and increase the availability of natural light and fresh air. The visual connection to the surrounding landscape will assist orientation and ease of navigation for hospital patients and visitors. Building orientation and passive solar protection to all openings will reduce heat load, reflected heat and glare. The net effect will reduce energy consumption, as well as create a cooler external environment and protect the building facade and internal finishes. This is consistent with creating cooler built environments to counter the urban ‘heat island’ effect. Flexibility is built into the design to enable the hospital buildings to adapt to changes in demand and healthcare innovations, extending the life of the facilities. SCUH has been designed to reduce its impact on the environment, and adapt to future demands. The hospital’s sustainability features include: • rainwater harvesting and water reclamation • solar hot water systems • high performance, maintainable and

durable building fabric and enclosure • energy-efficient lighting in the main hospital building using an Australiandesigned control system (Organic Response) that reduces the amount of cabling required • an environmental management system that meets the benchmark ISO 14001 international standard • a building management system for efficient building operation, monitoring and maintenance • the use of sustainable and environmentally responsible products. • Site resources peaked at about 1800 daily on-site workers in mid-2015 • About 11,000 construction workers have been inducted on site over the life of the project • It is estimated that it will take about 4.15 million man-hours to build Sunshine Coast University Hospital

Construction statistics Sunshine Coast University Hospital fast facts Concrete

117,000m3

Reinforcing steel

14,532 tonnes

Structural steel

660 tonnes

Concrete piles 3000 â&#x20AC;&#x201C; laid end-to-end, these piles would stretch from Nambour to Brisbane (105km) Glass

41,075m2

Doors

6300

Roof and wall sheeting

38,007m2

Plasterboard

499,906m2

Carpet

31,634m2, or enough to cover about five rugby fields

Vinyl

92,171m2, or enough to cover 15 rugby fields

Skirting

79,350m

Grass

28,085m2

Bitumen paving

40,402m2

Concrete kerbing

13km

Total con struction floor spa area / ce when c o m p l e te -

140,000 m2 Equivalen t to 25 offi cial rugby fields or a league 140-store y high-ris e

port Waratah coal services

Major contributors to the worldâ&#x20AC;&#x2122;s largest coal exporting port

h services

oal mining has been a pillar of the Australian economy for more than 200 years. First exported from the Port of Newcastle in 1799 on a ship bound for India, the precious natural resource has provided hundreds of thousands of jobs, billions of dollars in Government royalties and the fuel needed to fire up electricity networks and steelmaking industries across Australia and around the world. While there are many businesses along the Hunter Valleyâ&#x20AC;&#x2122;s bustling coal chain that have contributed to Newcastle becoming the worldâ&#x20AC;&#x2122;s largest coal exporting port, one company in particular has played a major role in this

success during the past 40 years â&#x20AC;&#x201C; Port Waratah Coal Services. The making of a milestone Port Waratah Coal Services was established in 1976 by a group of Hunter Valley coal producers and Japanese coal customers, who stepped in when the company responsible for building a new coal loader at the Port of Newcastle ran into financial difficulties. After completing construction of the project at the Carrington site, Port Waratah officially began commercial operation in October 1976, with a throughput capacity of 16 million tonnes per annum (mtpa). Six years later the company expanded

the Carrington Terminal to its current capacity of 25 mtpa and in the four decades since its establishment, the site has loaded more than 300 million tonnes of coal onto ships bound for international ports – enough to fill 150,000 Olympicsized swimming pools! Of course Port Waratah wasn’t the first coal loader in operation at Newcastle, but it was easily the biggest – and it became even bigger in 1990 when the company purchased Kooragang Coal Loader Limited, located on nearby Kooragang Island. The acquisition brought Port Waratah’s total capacity at its two sites to 46 mtpa – almost three times what it had begun with 14 years earlier.

As international demand for the high quality product coming out of the NSW coalfields grew, so too did the capacity of Port Waratah. A series of expansion projects were undertaken by the company at its Kooragang site over the years, with the most recent in 2013 bringing Port Waratah it to its current total approved capacity of 145 mtpa; 25 mtpa at Carrington and 120 mtpa at Kooragang, which is now the largest standalone coal export terminal in the world. Secrets to success With the company reaching its significant 40-year milestone in 2016, Port Waratah General Manager – Operations, Shaun

Sears, said a commitment to continuous improvement and a history of pioneering through partnerships were crucial to Port Waratah’s success. “For a business to be successful over a 40-year period and continuing to grow in one of the largest cities of Australia, I think that milestone is very significant; for us, for the community and for our employees,” he said. “The fact that we’ve got a continuous improvement ethos and we continue to follow that in a whole range of areas, internally and with external stakeholders including the community, is a critical part of being in operation for 40 years and continuing to evolve. “Pioneering through partnerships has also become a part of our spirit because we’ve always been two things, a pioneer and a partner. I think that neatly sums up what we’ve been all about over the last 40 years.” These partnerships have taken many forms according to Mr Sears, including everything from community relationships to commercial concerns. “In the area of our community partnerships, we’re very conscious that we operate two very large coal export terminals in the CBD of Newcastle,” he said. “We value the local community, we’re part of the local community and we like to contribute and support the local community.” This includes Port Waratah’s Community Investment and Partnership

Program, which contributes $750,000 to a range of community programs and initiatives each year. Port Waratah also has a history of pioneering and collaboration when it comes to more commercial interests, including playing a lead role in creating what is now known as the Hunter Valley Coal Chain Coordinator (HVCCC). Originally established as a trial between Port Waratah and rail haulage provider Pacific National, it was designed to provide centralised planning of the movement of coal in order to improve capacity and efficiencies across the Hunter Valley coal chain. The HVCCC now operates as an independent entity encompassing all Hunter coal producers and service providers, planning and co-ordinating the co-operative daily operation and long term capacity of the coal chain. “We are a large supply chain that is competing in an international market so collaboration in the planning and execution environment is very critical to the success of it,” Mr Sears said. “If you consider the Port of Newcastle last year (2015) exported 164 million tonnes of product and coal was 158 million tonnes of that, or 96.5 per cent of the product, to do that out of a single port with a single entrance and exit you need to collaborate to get the best outcome.” Investing in the future While the HVCCC may be planning for the future of the entire coal chain, Port

Waratah has also been examining what the next 40 years may hold for their Carrington and Kooragang terminals. Central to this planning process in recent years has been consideration of the ageing ship loaders at the Carrington site, which have been maintained and upgraded – but not replaced – since being commissioned in the 1970s. Five years ago Port Waratah made the decision to replace the three original ship loaders with two state-of-the-art modern equivalents as part of a $60 million project. The ship loaders, which were designed in Austria and manufactured in China,

were delivered to the Carrington site by a heavy lift vessel in July, 2016 and were fully operational by December. Careful planning ensured the replacement project had no effect on Port Waratah’s ship loading activities for the year, with the Carrington and Kooragang sites shipping 109.5mt in 2016. This was up on the previous year’s efforts (108.9mt), although not quite as high as Port Waratah’s record year in 2011 when the two sites totalled 111.9mt between them. Mr Sears said the investment in the new ship loaders showed confidence not only in the future of the company, but in the

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Hunter coal mining industry as a whole. “The two new ship loaders that we’ve installed are modern day equivalents of the old ones, they have a capacity of 3000 tonnes per hour each, they have significant improvements in technology, operation, safety aspects and environmental aspects, allowing Carrington to operate at its designed capacity or above with two ship loaders, rather than the three,” he said. “The existing ship loaders have been in operation for 40 years and we expect the new ship loaders to be in operation for that period of time too, which is a great boost of confidence for

the local community, the mining region and industry as well as our Carrington employees and all employees and contractors that work with Port Waratah. “The coal industry has been in operation from more than 200 years, it started from shovels and picks and tall ships and it’s evolved into the highly sophisticated technology and skills that our workforce has got today. “We’re proud of that history of 200 years of mining and proud of the 40 years that Port Waratah has been part of that evolution of the supply chain and we’re hoping to be part of that in the longer term.”

Beavis Electrical is a well-established contracting services company with an excellent reputation for reliability, safety and high quality work in complex, large scale, industrial and commercial operations over the past 40 years. We are specialists in Automation and all aspects of Material Handling facilities. Our flexible labour model provides access to a resource pool of excellent construction skills within our team and coupled with superior plant knowledge and problem solving skills make it very easy to do business with. To Support our Customers Success Beavis Electrical place a high focus on safety, Quality and customer service. Our vision is to support and partner all of our long term Customers such as Port Waratah Coal Services into the future.

ERGON EN Customer-driven electricity suppliers to the people of Queensland

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hether you’re shopping in the heart of Brisbane or living in the outback, there’s a pretty good chance that Ergon Energy would have provided the electricity you needed. That’s because it supplies electricity to homes and businesses across a vast operating area of over one million square kilometres – around 97% of the state of Queensland – from the expanding coastal and rural population centres to remote communities like outback Queensland and the Torres Strait. Ergon’s primary objective is to function as a high-performance, customer-driven business. Its operations are divided down the middle. One side of the business builds and maintains the electricity distribution

network. The retail side sells electricity to residential and business customers. “We are all about delivering on our purpose - to provide safe, reliable, efficient and sustainable energy solutions to support our customers and the Queensland economy,” the company says. Operations Behind the simple flick of a light switch are more than 4,000 dedicated employees and an $11.8 billion asset base. Ergon’s network consists of approximately 160,000 kilometres of power lines and one million power poles, as well as infrastructure such as major substations and power transformers. Ergon owns and operates 33 stand-

alone power stations which supply isolated communities across the state that aren’t connected to the main electricity grid. The Barcaldine gas-fired power station, which supplies to the main grid has also been owned by Ergon for almost 10 years now, along with its associated infrastructure. So where did it all begin? Back in 1999 there were six regional Queensland electricity distributors and a subsidiary retailer. The distribution business, more commonly known as the ‘poles and wires’ – is regulated by the Australian Energy Regulator (AER) which dictates the price set for distribution costs. Ergon Energy’s retailer is only permitted, by legislation, to sell electricity at the Queensland Government’s Notified Prices. The Queensland Competition Authority (QCA) oversees these tariffs. This enables Queenslanders to access the same uniform electricity tariffs, wherever they live, even though the cost to supply may be different. Energy Queensland In July 2016, the Queensland Government formed parent company Energy Queensland. The combined business includes the two electricity distributors, also Ergon Retail, the businesses’ ICT provider SPARQ Solutions, and a new energy services business. This has created the largest electricity distribution business in Australia, with more than $24 billion in assets. The driving

force behind the merger is to make the electricity sector more efficient and to create an energy business ready for the future. Responding to disaster Queensland’s climate means that there is always potential for inclement weather or bushfires that cause significant disruption to power supplies. Being able to respond quickly, safety and efficiently to such incidents has always been a top priority for Ergon to ensure customers aren’t left without essential electricity. The recent Cyclone Debbie caused extensive damage to Ergon’s network from the Burdekin south to Sarina and west to Collinsville and Moranbah. It cut power to 65,000 customers mostly in the Mackay and The Whitsundays areas. Over 900 field staff from Ergon Energy, Energex, Essential Energy (NSW) and contractors on the ground worked tirelessly to restore power. Most were back on line in just over a week, with the help of technological advances in the industry. “In terms of the electricity restoration effort, it’s been one of the most hi-tech responses to a disaster event in Australia’s history, thanks mainly to the help of an unprecedented level of data, geospatial visualisation and aerial surveillance mapping,” states Ergon. “The ground troops have been backed up by an army of technical support staff sitting at computers assisting with the entire end-to-end response from potential impacts, flood modelling, real-time

damage assessments, restorations, data analytics and providing expert advice.” By using real-time data and pictures of the area, crews were able to co-ordinate restoration work and deliver it more efficiently. Spirit Keeping the focus on Ergon Energy, it has always abided by its founding values embodied in the anagram SPIRIT - Safety, Professionalism, Integrity, Respect, Innovation and Teamwork. “Our goal is to embed these values deep into the consciousness of our employees, so that they are clearly apparent in our everyday working lives,”

Ergon says. By adopting this set of values, it means business objectives are not only met but that Ergon’s employees are enriched by working in an enjoyable environment. Ergon Energy has worked hard to create a safety culture for staff that undertake hazardous roles. The aim is to be ‘Always Safe’, and to this end the organisation rolled out its Safety Citizen programme in 2014-15. This was also implemented in the field with designated members of staff being trained as nominated Safety Citizen Coaches. Ergon maintains a strong focus on supporting employee health, wellbeing and fitness for work.

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Spotless is a leading provider of integrated facilities services in Australia and New Zealand. Spotless’ 36,000 people deliver millions of service hours a year across more than 100 services that are essential to our customers. We provide technical and engineering solutions for Utilities Services, Metering Services and Sustainable Buildings that deliver technological superiority, high cost-savings, optimal operational performance and end-to-end technical and life cycle support. In the utilities and metering sectors, you may know us as Utility Asset Management (UAM) and Skilltech. We were awarded the UK Energy Innovation Award for “Best Electricity Network Improvement”. The award recognises technologies or innovations that improve electricity or gas networks, and off shore assets.

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Our specialist utility services and products include: • RFD and patented BRFD™ Pole Reinstatement System • Asset inspection and monitoring • Electrical overhead construction and maintenance • Street lighting upgrade and maintenance • Vegetation management • Terrestrial Laser Scanning • Technical services (survey, design and drafting)BRFDTM (Band-plate ReinForced Design) Pole Reinstatement System is the Our patented safest, most cost-effective, reliable and non-invasive way to restore damaged/decayed • Meter reading, installation, replacement and maintenance electrical and telecommunications poles. Our pole reinstatement system: • Advanced Metering solution (supply-finance-install-maintain-remote data services) • 100% made in Australia • SmartPipe™ portable stand pipe • Uses the highest quality Bluescope galvanised steel • Extends pole durability for at least 20 years

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Sustainability The ways in which energy is used has altered dramatically over the decades. With the Queensland population growing and more reliance on technology in the home and workplace, there has been a sizeable shift towards efficient energy. Ergon is committed to sustainable energy, and strives to constantly improve the way energy is used in its own buildings and infrastructure. This includes installing solar generation, sensor lighting, water saving devices, rain water harvesting, double-glazed windows, energy efficient appliances and use of natural light. The Toowoomba Office, Rockhampton Training Centre and Mackay Depot and Office were all designed to meet aÂ 5 star National Australian Built Environment Rating System (NABERS) through the design of the buildings and the energy efficient work practices of Ergon employees. At the Mackay Depot, sensor lighting is in place, a generator for peak load cropping, rain water storage to service toilets, and irrigation for gardens. There are also movement sensors to manage lighting, air conditioning and security, as well as a solarÂ power system to provide energy. Smart meters ave also been installed at a number of locations throughout Queensland which will help Facilities Managers to target areas of energy wastage in depots and offices. Sustainable energy is just one focus for Ergon Energy as it moves forward under the Energy Queensland umbrella, meeting and adapting to changes and developments in Australiaâ&#x20AC;&#x2122;s rapidly evolving energy market.

KIWIRAIL Supporting the growth of New Zealand sustainable travel

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etting from A to B is a critical part of everyday life, whether the mode of transport is by automobile, on foot or by public transport. KiwiRail serves all of New Zealand, knowing that whether a journey is a short work commute or longer leisure trip, passengers’ comfort, safety and reliability in its services is paramount. It also operates a freight division, which continually invests in capacity for future growth across intermodal wagons, locomotive assets, inland ports and other infrastructure. PASSENGER RAIL KiwiRail’s passenger services come under the KiwiRail Scenic umbrella, and

are broken down into several lines. The Northern Explorer runs from north to south of the North Island. The Coastal Pacific’s route includes Picton, Blenheim and Kaikoura to Christchurch - its unique route affectionately defined as ‘a train journey along the edge of the world.’ New Zealanders are lucky to be able to enjoy the natural beauty the country offers. The TranzAlpine Train travels from Christchurch to Greymouth and is rated one of the world’s great scenic railway journeys! The Capital Connection services commuters between Palmerston North and Wellington from Monday to Friday. KiwiRail also operates the InterIslander - a ferry service over the Cook Strait.

PEOPLE FOCUSED Like every successful business, people are at the very heart of KiwiRail. With close to 4,000 staff in locations across the country, the organisation is one of New Zealand’s largest transport industry employers. “We are committed to ensuring they have the tools, resources and training they need for us to meet our customer promise, we will deliver,” KiwiRail says. That’s the company view, but what do individual members of staff have to say about their employers? David Williamson is a Data Quality Analyst who was attracted to working for an iconic national brand. “Being able to clearly identify something is the first step to making good decisions

to improve our processes. I feel I can help the business reduce costs while preserving our service delivery by linking our business units and helping remove duplication and waste,” he says. “The senior management view of what makes a good workplace is also refreshing. They trust their managers and show commitment to their employees and I see that in the safety messages and values. That’s the kind of place I want to work at.” KiwiRail is on a journey of growth and continuous improvement. It’s a supportive environment where young professionals can thrive and evolve with the company, helping to progress their careers, innovate

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and drive change. From operational roles, engineering, technical specialists, customer service and corporate services positions there are so many diverse roles for growth and development of all of employees. KiwiRail is proud to be an employer which promotes the broadening of skill sets and pathways to senior positions. “While history and tradition is at the heart of our organisation and the expertise of our experienced employees is valuable beyond measure, KiwiRail recognises the importance of bringing a fresh perspective into the organisation to drive change, challenge the status quo and continuously improve to ensure the business is always better tomorrow,” the company says. It’s not just inside the workplace that KiwiRail supports employees. It runs extracurricular activities including networks, sport teams and boot camps. “It is the people and the sense of family and community that makes KiwiRail such a unique place to work,” the company says. This is proven through its survey results which continuously highlight ‘people’ as one of the best things about working at KiwiRail. SUSTAINABILITY Sustainability is a key driver for KiwiRail, which begins with financial sustainability. Providing an accessible and reliable rail service helps reduce the transport industry’s overall impacts on the environment and communities. As a key part of New Zealand’s integrated transport system, KiwiRail provides a fuel

efficient and low carbon means of moving goods and people. NETWORK UPGRADES The organisation is always looking for ways to improve its services. The Wellington Metro Upgrade Project will be the result of an $88.4 million funding package announced in 2011 to continuously transform Wellington’s rail services. This is the latest project to make the network more reliable and modern for the growing number of commuters to the country’s capital. The now completed Wellington Region Rail Programme (WRRP) was the first step in preparing the lines for the introduction of the new Matangi trains. These included double tracking to Waikanae, constructing a third track into Wellington Station and improving the traction overhead to carry more power. This work resulted in increased train speed, improved timekeeping for trains, reduced the number of faults and allowed more train services. KiwiRail is focused on embracing newer technology to refine services. This included the introduction of electric trains not he Auckland network. This mammoth project began in 2011 and involved more than 34,000 construction hours to install 3,500 foundations and masts, carrying 560km of overhead lines across 175km of railway tracks. With its ability to handle multimillion dollar projects, KiwiRail is always growing to support New Zealand’s economical development and putting people first.

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elson Airport has become a key hub for the New Zealand economy. Owned by Nelson City council and Tasman District Council, the airport has the fifth-highest return per passenger for dividends to its local authority in the country. Serving four domestic destinations; Wellington and Christchurch not the South Island and Auckland and Paraparaumu in the North, Nelson Airport is undergoing a major redevelopment to cater for the exponential growth in passenger numbers forecast. “The first time an aircraft visited Nelson on 11 November 1921 marked the beginning of a new transport

development that would markedly reduce Nelson’s isolation,” says Chief Executive Rob Evans. Almost 100 years on, this latest project to both increase capacity and modernise facilities is the biggest investment yet into one of the country’s fastest growing airports. REDEVELOPMENT The $32 million redevelopment project will be fully financed by Nelson Airport Ltd with external funding. The upgrade will not only increase capacity but greatly enhance the customer experience. Nelson Airport’s current terminal was constructed in 1974 and has been modified to keep up with modern

practices. But facilities were becoming stretched, and with ever increasing passenger numbers the cost of the upgrade was more than justifiable ro all concerned. “In the last financial year 865,000 passengers passed through the terminal, which also created a big increase in the number of people meeting and dropping off friends and family at the airport. By 2035, this is forecast to grow to 1.4 million annual customers,” says Evans. “This is a very exciting step in the evolution of Nelson Airport and its role as the gateway to our region. We’ve used the latest industry best practise techniques to determine how this facility works for

passengers and its operators, and as a result have created a plan that will see every element of the airport design improved.” TIMBER DESIGN Instead of using concrete and steel, Nelson Airport has entrusted Nelson Pine Industries with the task of using laminated veneer lumber – or LVL – for the building work. In total, around 440m3 of locallyresourced timber will be utilised in the project’s truly innovative design. The LVL portal legs are cantilevered to provide a lateral bracing system that allows for unobstructed clear open spaces

internally. Twenty-four columns also incorporate a dampening system that can absorb large seismic loads, while the roof is a lightweight stress skin panel that acts as the ceiling diaphragm. Evans admits such an ambitious project seemed a daunting prospect initially. “It took a bit of vision and courage from the architects and the airport to think about that first,” he says. “Building in timber is still not that prevalent in New Zealand so I think the fact we were able to get a functional building working and do it structurally with the timber is pretty neat.”

Evans added that the use of timber in airport terminals was rare in New Zealand, Australia and the Pacific despite its use in Europe and America. The design is especially appropriate given the value of the forestry and wood processing industry in the Nelson region. “In a New Zealand sense particularly it’s very unique and it will set itself apart and it will make a statement about how that industry is so important here.” It also allows for the implementation of many sustainable elements, such as natural ventilation, improved accessibility for cyclists, the use of solar panels and mechanical windows with sensors that

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manage CO2 levels and temperature. The new terminal design was created by Studio Pacific Architecture and is managed by Aesculus Project Management. Dunning Thornton and CGW are the engineers of the project will take about 24 months to complete with an anticipated completion date of late 2018, and its clear Evans is excited about the end result. “Visually it will be magnificent; locally sourced timber products, floor to ceiling windows, a spacious open plan style and a unique roof design will all work in harmony to make this space feel very special and reflect the beauty of the region. “Functionally we will increase car parking by 300 spaces to cater for 900 vehicles and create more room for taxis, buses and rental cars. We’ll have a much more intuitive layout for passengers with an increased check-in area and departure lounge, new retail space, double the

number of toilets and more food and beverage offerings.” Advanced security and surveillance technology will also play a large role in the new terminal design, with the airport company taking a proactive approach to security however and promotes security awareness with all airport operators, tenants and stakeholders. OPERATIONS Nelson Airport staff numbers have doubled in 18 months, with two major airlines servicing the airport - Air New Zealand and Jetstar, which use Q300 and ATR turboprop aircraft. A number of smaller airlines provide services to Wellington and other regional locations using Cessna Caravans, Jetstream 32, or similar aircraft. Air NZ also has a large turboprop maintenance facility based in Nelson which is beginning to attract overseas airlines for servicing of turboprop aircraft. As well as having a strong tourism partnership with Nelson Regional Development Agency, the airport is also a training base, with Nelson Aviation College on-site which is a preferred pilot provider for Air NZ. Helicopter company HNZ Global is also headquartered in Nelson, employing approximately 140 personnel from 8 locations throughout New Zealand, Australia, South East Asia and Antarctica. A FUTURE WORTH INVESTING IN “Nelson Airport has a vital role to play in the success of the Nelson and Tasman regions and we need to ensure that we

plan well for this opportunity,” says Evans. The Master Plan behind the expansion has reviewed growth parameters for the Runway, Apron and Terminal, Landside forecourt, Ground Transport and Landside development, enabling both aeronautical and non-aeronautical development. “Globally, the traditional business model for airports has evolved to include large proportions of non-aeronautical revenues. Similarly, we want to explore how Nelson Airport can expand revenue streams, ensuring an innovative business model for

the future.” Evans is expecting rapid growth over the next 12 months. By 2018, over one million passengers are expected to travel through Nelson Airport, increasing to 1.4 million by the end of 2035. “By Master Planning we mitigate the risk of development conflict and enable ourselves to set up the campus to achieve our strategic objectives. This planning process will benefit our customers as they travel through or work at Nelson Airport, ensuring a well-planned, efficient and friendly airport,” Evans concludes.

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Oliver Moy Publisher For enquiries email okm@aubusinesscoverage.com