March 2017
w w w.businessreviewaustralia.com
LEVEL CROSSINGS AUTHORITY
“IT’S ABOUT LEAVING A
LEGACY” LG
Energising Australia
TALKING
BIZ John Holland WITH:
& Western Water
TOP 10 Sporting arenas in Australia
EDITOR’S COMMENT
SUSTAINABLE
STANDARDS HELLO AND WELCOME to our third 2017 edition of Business Review Australia. Sustainability has become an integral part of many organisations’ long term strategies, with the corporate spotlight well and truly on social and environmental responsibility. I spoke to a leading light in Australia when it comes to sustainable ambition and practice – retail and manufacturing giant IKEA. Sustainability Manager for Australia Richard Wilson discusses the company’s successes to date, along with bold ambitions for the future. Our cover feature this month comes
from Melbourne’s Level Crossing Removal Authority, set up in May to remove 50 dangerous and congested level crossings across the region by 2022. Find out how the organisation is tackling the challenges in our exclusive interview. We also talk to Australia’s premier construction company John Holland, which has made a significant contribution to the Western Sydney University’s Parramatta City Campus. A Q&A with LG Chem and a look at the country’s biggest sporting arenas completes the line-up for this month. As ever, join the debate @BizReviewAU
Tom Wadlow Editor tom.wadlow@bizclikmedia.com 3
CONTENTS
F E AT U R E S INTERVIEW
06
PROFILE
The sustainable guardian
06
TECHNOLOGY
Energising Australia TOP10 LIST
00
Headline for the article
Top 10 sporting arenas in Australia
18
40
Level Crossings Authority
26 60
John Holland
C O M PA N Y PROFILES ENERGY 40 Level Crossings Authority
CONSTRUCTION 60 John Holland
TECHNOLOGY 70 Western Water
70
Western Water
PROFILE
THE
SUSTAINABLE GUARDIAN IKEA Australia is embarking on a hugely diverse range of sustainability projects under its People & Planet Positive programme, not only making its own operations more sustainable but also the lives of Australian Family Members and communities. We speak to Sustainability Manager Richard Wilson
Wr i t t e n by : TO M WA D LOW
PROFILE “WE CAN THINK we’re a step ahead but what next?” asks Richard Wilson, Sustainability Manager at IKEA Australia. “You can spend a lot of time trying to articulate what sustainability is or find a definition, but is a never-ending concept.” A relatively new term sustainability may be, but its basic premise is entrenched in IKEA’s post-war origins. “In that period when there wasn’t very much around people still wanted home furnishings, so doing more with less was really how IKEA was born. Now the world and sustainability is more complex with various different pressures, especially
with resources and population growth, but we still stay true to the essence of doing more with less, only we’re doing things smarter.” And sustainable innovation will never cease. Lifestyles change, manufacturing techniques evolve the goalposts are forever moving. Despite this inevitability, periodic targets can and continue to be hit by IKEA in Australia. Its latest sustainability report, People & Planet Positive 2016, tells a story of a commercial giant acting with a genuine conscience. Yes, IKEA is a massive consumer of resources such as cotton and wood, but crucially it is not shy in recognising and thriving on its responsibility to drive sustainability, not only in its own operations but also its suppliers, customers and surrounding communities. The results so far make for impressive reading. Waste not want not “We’re asking how we can use resources and products again, how we can give them another life,” says Wilson of IKEA’s circular economy concept. “We have a three-pronged attack comprising
8
March 2017
T H E S U S TA I N A B L E G U A R D I A N
new designs of products, waste management and add on services for customers like repairs, parts replacements and product returns.” The first of these target areas is a daunting one given IKEA’s range is made up of more than 9,500 different products. This said, many lines have already been redesigned so that they are made from 100 percent recycled materials. In the coming weeks a new 100 percent-recycled kitchen will be launched, with all components made from revitalised waste such as recycled wood and PVC. Making the most of existing resources feeds naturally into IKEA’s waste management processes, the next key component of its circular
“We’re asking how we can use resources and products again, how we can give them another life”
economy. In 2016 IKEA Australia recycled 73 percent of its waste, and is well on course to hit the 80 percent target set for 2020. “Some big developments for us have come in Queensland where we have installed food waste composters, so all food waste that comes through the store is recycled on site,” Wilson explains. “We couldn’t find an external supplier that would take food waste so we invested $80,000 per store in our own composters, which turns the waste into fertilisers by removing the water content.” These fertilisers are then donated to local orchards and 9
PROFILE
horticulturalists to encourage the adoption of organic growing methods. “This has only been implemented for a few months so what will be interesting to see is how this helps us get closer to our 80 percent target,” Wilson adds. “There are some other challenges with recycling in Australia, namely because the recycling infrastructure here is not as advanced as some European countries where IKEA is present, but we’re working hard to ensure this doesn’t hold us back.” Indeed, IKEA is forming creative partnerships will recyclers and upcyclers to help address the amount of waste being consigned to landfill. Staggeringly, 1.5 million mattresses make their way to Australian landfill sites every year. “It is a mind-blowing statistic,” comments Wilson. “It’s not only in landfill sites, you see a lot of them on the side of the street too.” In a bid to tackle the problem, IKEA has been working with innovative mattress recycler Soft Landing. Wilson explains: “We offer a payback service for any mattress, not just IKEA ones, and take it to Soft Landing to recycle. It is a non-profit enterprise 10
March 2017
and something we are looking to expand. A mattress contains a lot of material that can be re-used, not just for making more bedding.” Sustainable supply chain IKEA has also made some impressive strides at the other end of the product life cycle. Worldwide, around one percent of all harvested wood and cotton is used in IKEA products, and the company is well aware of its responsibility to enhance its supply chain in the most sustainable way possible. Since 2005, IKEA has invested more than AU$6.6 million in sustainable cotton sources and helped around 110,000 farmers learn more about sustainable farming methods through hands-on transfers of knowledge. It has also partnered with WWF and others to create the Better Cotton Initiative. Wilson adds: “As we have grown our farmer network we have talked to them and introduced them to more sustainable practices. It is a very water-intensive crop that is usually grown in water-stressed areas. And it is not just about our cotton, we are helping to transform
the whole industry and are embarking on a similar journey with wood for our furniture. We can’t grow without incorporating more sustainable and recycled wood, and last year we hit 61 percent of what we call more sustainable wood sources, i.e. a mixture of FSC certified forestry wood and also recycled material. We are well on the way to make this 100 percent by 2020, and want to take this further after that.” Ensuring that not only cotton and wood suppliers but suppliers of all materials adhere to IKEA sustainable standards is what Wilson describes as a “small army of IWAY auditors”. On average, IKEA works with a supplier for roughly 12 years, the
focus very much on the long term. “Over that time you can achieve a huge amount in areas from working conditions in factories to sustainable production processes,” Wilson says. “It is about sharing competence and seeing what we can do together.” Solar strength Materials sourced and products made, IKEA is now selling these items in stores that are becoming increasingly energy efficient. Globally, IKEA uses 71 percent renewable energy across all operations. In Australia, somewhere in the region of 20,000 solar panels have been installed on store roofs, saving 13,658 tonnes of carbon 11
PROFILE
11
MILLION Australian customers visit IKEA stores every year
with
40
million online visits IKEA Australia stores generate enough solar energy to power 967 homes for an entire year
In
2016 IKEA sold SIX MILLION
LIGHT years’ worth of LED light bulbs
12
March 2017
13
PROFILE
emissions. This is a reduction of 39 percent, and the 7,030 MWh of energy generated by the solar roofing is equivalent to the annual electricity use of 967 family homes. “But you can’t just rely on solar and renewable energy sources,” insists Wilson. “You also need to be as efficient as possible in terms of usage. Our three new stores that have been built in the past 18 months are ultra-sustainable, going beyond building code basics and double glazing. Simple things like minimising lift operations up and down by having single floor warehouses are making a difference, but the biggest impact has come from retrofitting 14
March 2017
“At the end of the day this all revolves back round to our wider IKES vision, which is to create a better everyday life for the many people” LEDs, which has led to a 30 percent energy saving.” September 2015 saw IKEA achieve its goal of 100 percent LED lighting, with new ranges of affordable bulbs also helping to reduce customers’ energy bills.
Knowledge is power Lowering knowledge and access barriers to sustainability for customers and communities is another central pillar to IKEA’s sustainability strategy. “We have 1.7 million IKEA Family Members in Australia and a very high proportion of them are interested in sustainability and living a sustainable life, but almost half don’t know where to start so we are knocking down the barriers for them,” Wilson says. The company visits more than 500 homes every year to understand how customers live and ensure relevant sustainable products are brought to market. IKEA Family Members can enjoy discounts of up to 40 percent on
certain sustainable ranges on sale in special sustainability shops, located in prominent retail spaces in IKEA stores. Staff, or co-workers, have an equally crucial role to play as sustainability ambassadors. A recent internal survey found that 80 percent of the 2,800 co-workers feel they are actively involved in sustainability at IKEA, whether it be warehouse workers or those selling sustainable products to customers. “We also give our co-workers a day paid each year to volunteer in the community with charities,” Wilson adds. “We are in the third round of this and want to take it further and make a bigger difference. We’ve always been 15
PROFILE
focused on people and communities them, then that is a great thing.” up and down the supply chain, both From working with suppliers around the world and closer to home. and educating its customers on “This is really important to us. We sustainable living to helping the lives help communities and charities those in need in localelaborates, communities, secondclose piece is HPE’sofmanagement McCullough “Accenture Customer at a glance The toolset, especially operations, monitoring, traditionally is an asset light company, to our stores by providing IKEA’s programme andfurnishings automation capabilities. HPE sustainable so we typically do not want to invest in Operations Orchestration “has been significant assets as a part of our and carrying out makeovers, which stretches far beyond the reduction HPE Helion Cloud Solution quite powerful for Accenture as its solutions. What Flexible Capacity • Private Cloud out-of-the-box allows us to do footprint. is to drive these assets greatly helps them with costs and capabilitiesofprovide its own environmental integration with both internal HPE tools into our as-a-service solution without Hardware as well external toolsets.” McCullough th the need to invest heavily gives them a brilliant place to as work It is a sustainability drive with a up front.“ Of adds, “We’ve been leveraging that course, what’s good for Accenture is • HPE ConvergedSystem 700 from. Charities do someextensively amazingin work caring conscience, Wilson several of our solutions to good foras HPE. “The Flexible Capacity • HPE 3PAR Storage help drive automation within the program in itself has triggered and we can make a real difference summaries: “Atparticular the end of the across diierent ooerings and capabilities that momentum • HPE StoreOnce systems we’re delivering to clients.” Accenture for Hewlett Packard to places like shelters by fitting out day this all revolves back round Enterprise,” admits McCullough, “and • HPE ConvergedSystem for SAP The third critical piece to Accenture’s w e’re seeing that grow smart kitchens and living spaces. to our wider IKEA vision, whichsignificantly as HANA (CS500 and CS900) success is the HPE Flexible Capacity we continue to leverage the program.” ooering. Accenture has bought into this If we can make these places more is to create a better everyday capability because it allows the company Software Networking ooer a public cloud-type welcoming and warm fortothose using lifeconsumption for the many people.” looks to • HPE Helion OpenStack • Windows Server 2012 • Redhat Linux Caption
to the image
• Suse Linux HPE services • HPE Flexible Capacity • HPE Datacenter Care (included in Flexible Capacity)
16
March 2017
model around private cloud hardware and software without forcing clients to in invest in large upfront capital purchases. “It literally allows our clients,” says McCullough, “to have on-premise hardware and software that very much looks like a credit card swipe that you see in the public cloud environment.”
Democratization of the cloud While the technology is a critical component of the solution, innovative business and consumption models are equally as important. The HPE Flexible Capacity component of the solution benefits everyone involved—Accenture, its clients, and HPE. According to Eric Br Brown, Managing Director at Accenture, Flexible Capacity helps Accenture bring more capabilities to its clients. “We’ve been able to deliver capabilities that clients, in the past, have not been able to aaord by allowing them to pay only for what they consume.”
the cloud
Moving forward, Accenture is excited about innovative solutions it can bring to clients through its partnership with Hewlett Packard Enterprise. The company is focusing specifically on the networking space—and is creating solutions ar around next-generation software defined networking that, according to McCullough are “absolutely diierentiated in the marketplace.” The HPE Helion private cloud provides the foundation from which to build these solutions. “Underneath the networking is a Helion OpenStack solution running virtually all of the network functions,” Adds McCullough. “We expect nothing but huge growth for us in this networking space with our partnership with HPE over the next couple of years.”
Learn more at hpe.com/helion
For further information please contact your HPE representative, Julie Holland at Phone: +61 82228246 or Email: julie.holland@hpe.com
TECHNOLOGY
Energising
Australia
Jamie Allen, Business Manager for Australia and Pacific at LG Chem, explores the Australian solar and battery storage market Edited by: NYE LONGMAN
TECHNOLOGY will adopt PV systems with added batteries. The broader Pacific region and island nations are now also investing in grid scale solar and storage systems to provide off grid and community power stations.
Jamie Allen Business Manager for Australia and Pacific at LG Chem
1. How much business potential does APAC have for LG Chem? Overall electricity prices are set to remain high in the APAC region and predicted to keep on increasing making solar PV systems with value added batteries the most affordable and economical form of electricity. Renewable energy really is the way of the future. According to a study by the Climate Council, Australia is set to become a world leader in battery storage thanks to high electricity prices and predicts over half of all Australian homes 20
March 2016
2. How suitable is Australia for solar? Australia has some of the highest solar irradiance levels in the world, some of the longest electrical distribution networks and also some of the most expensive electricity costs on consumers and businesses. These are all key drivers of the large uptake of solar downunder. The market is not just residential also, larger multi MW solar projects are rolling out now and the commercial/ grid scale solar market is now the main growth market in Australia with strong investment in solar projects. Australia also has the potential to become one of the biggest energy storage markets residentially and also in combination to assist the growing number of grid scale renewable energy projects with grid smoothing, voltage/frequency regulation and peak load shifting.
ENERGISING AUSTRALIA
3. How do your battery systems offer consumers a better ROI? What makes them different from the competition? The next generation LG Chem RESU batteries are completely redesigned, both technically and aesthetically. At the center there is a newly developed battery cell, produced with a Lamination and Stacking process that lasts longer and provides a higher energy output. The previous model was the most energy dense product available on the market but thanks to the new advancements and design, the next generation RESU series supersedes its predecessor, not just in technology but with smaller dimensions, lower
RESU3.3
RESU7H
weight, higher power and importantly lower cost. The new range also offers more flexibility to install indoors or outdoors and a range of unit capacity solutions from 3.3kWh to 19.6kWh. 4. What does the future hold for battery storage in the region? By 2020, Australia is expected to have installed more than 800MWh of battery storage, worth more than $2.5 billion. As feed-in tariffs (FiT) phases out in Australia by the end of this year, the incentive and return of investment for homeowners will decrease, making ESS more beneficial and appealing than ever. Having experienced success in Germany, USA, and Japan, Australia offered the most potential
RESU6.5
RESU10H
21
TECHNOLOGY
Ochang Plant thanks to the growing dissatisfaction of grid customers due to the phasing out of FiT and the ever sunny climate. It’s a shift not only to green energies but the resulting economies of scale enables a solar renaissance. The lowering of prices and the increasing adoption of ESS, makes more economical sense to homeowners, as it promises a long-term investment into energy solutions. There has also been a large demand from consumers requiring protection from blackouts during emergencies and growing extreme temperature events and the use of solar and batteries can provide this security to consumers.
22
March 2016
HQ_Twin Towers Seoul 5. What are the challenges of rolling out solar in the region? One of the key challenges to energy storage systems is of course cost. Battery prices fell drastically in the past couple of years, and LG Chem as one of the largest li-ion battery manufacturer in the world, is playing a part in this trend. This is easy to see if you compare the price decrease between LG Chem’s new RESU series and the previous RESU6.4EX model. We are constantly making progress, by optimising production, ensuring cost competitive materials as a volume purchase and investing in R&D. Other key challenges for residential solar storage include ensuring that
ENERGISING AUSTRALIA
Battery R&D Center only the safest, highest quality and certified products are allowed to be sold into the region. Such challenges can be overcome by providing more support to installers and distributors throughout the LG ESS Partner Portal program. The program offers material and incentives on LG Chem batteries and provides a central place for questions to be answered. 6. What does technology mean to LG Chem? How do you use technology internally to enhance operations? LG Chem is already leading the market, but it still investing massively, and has completed a new electric
vehicle battery manufacturing plant in China back in 2015 for that market. New manufacturing plants are also underway in Europe. Furthermore LG Chem has completed a new lithium ion battery cell production line in Korea, specifically designed for storage system. LG Chem is an extremely customer and technology oriented company. Our most important goals are satisfying customer’s needs and ensuring state of the art technology. For example LG Chem was the first company to introduce one of the most compact storage systems to the market, the RESU6.4EX. LG Chem has launched a series of innovative 23
The source of value
Procurement executives across the globe continue to see the potential they can unlock throughout the supply chain. They understand that business today is about engaging, collaborating, adapting instantly to evolving needs, and finding new sources of value. Getting that value, however, can prove a challenge.
ENERGISING AUSTRALIA
products in the past years, such as the Hexagon battery, which is considered to be a breakthrough in the mobile and wearable industry. LG Chem has greatly reduced the size of batteries through its state of art li-ion battery technology which allows the formation and the shape of end products, such as smartwatches, to become more flexible and compact. The technological strength of LG Chem was the main driver to leading the global EV market while supplying for the top automakers such as Daimler, Audi, Volvo, Renault, etc. 7. What does innovation mean for the company? How is this achieved? As you might know, our slogan is innovation for a better life. We are all constantly pursuing this goal, one of the main reasons for this is that the team prides itself on making innovation, as well as providing customers with better solutions. It lets us develop new products, such as the new RESU series, quickly and these are recognized within the industry through winning highly known awards such as Intersolar. We believe LG Chem is one of the
few companies who have developed battery cells specifically dedicated to energy storage systems. Many other producers usually use the same battery cell developed and mass produced for electric vehicles. The innovation DNA can be easily seen if we look at the company history as well. LG Chem was founded in 1947 and its main business was and still is the petrochemical business, but it has never stopped innovating by expanding its business in investing into new technology such as IT materials, li-ion batteries and the newly acquired LG Life Science which is also a part of this type of innovation. Large investments into R&D and production have led LG Chem to become one of the main leaders in the ESS business, having installed more than 1GWh since it entered the business. If we count awarded projects, the number goes up to more than 2GWh!
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10 TOP 10
P O T
sporting arenas
in Australia W r i t t e n b y : C AT H E R I N E R O W E L L
Take a look at our top 10 sporting arenas in Australia, which use sophisticated technologies and sustainable initiatives to cater to the everchanging demands of the sporting spectator WITH A LARGE number of national teams in a number of different sports, Australia is a fierce contender within the sporting world. From rugby, football and athletics, the country is known for its large stadiums and arenas to entertain large crowds worldwide, at which many have been cemented as iconic, historical venues.
TOP 10
THE BRISBANE CRICKET GROUND - Brisbane -
10
#
WITH A SEATING capacity of 42,000, the Brisbane Cricket Ground, also known as the Gabba, has been utilised as a cricket ground area since the end of the 19th century, and has hosted a large number of different sports since its establishment. 28
March 2017
SPORTING ARENAS IN AUSTRALIA
SUBIACO OVAL (DOMAIN STADIUM) - Perth -
9
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SITUATED IN PERTH and now known as ‘Domain Stadium’, the stadium has undergone several developments to include additional seating and various tiers since its original completion in 1908. Home to the Subiaco Football Club, the stadium has a capacity of over 43,500.
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TOP 10
ALLIANZ STADIUM - Sydney -
8
#
PREVIOUSLY KNOWN AS the Sydney Football Stadium and situated next to Sydney Cricket Ground, the Allianz Stadium was expanded back in 2007 to accommodate a total capacity 45,000 spectators. Constructed upon a previous sportsground, other developments have included the strengthening of infrastructures surrounding the arena, making it easily accessible to the public and improved lighting during the games.
30
March 2017
SPORTING ARENAS IN AUSTRALIA
7
#
Queensland Sports & Athletic Centre - Brisbane -
PREVIOUSLY KNOWN AS QE2 Stadium, the Queensland Sports & Athletic Centre is easily accessible and is 20k from Brisbane Airport. The arena not only encompasses a stadium seating over 48,000 spectators, but also contains an athletics facility, large volleyball arena and athletic running tracks.
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SYDNEY CRICKET GROUND (SCG) - Sydney
6
-
#
LOCATED NEXT TO the Allianz Stadium, the Sydney Cricket Ground has a rich history as a result of its construction in 1853. The ground has since undergone extensive development and has a seating capacity of 48,000 since construction work completed in 2006. New stands have replaced previous stands which have since been demolished, in addition to the implementation of worldclass technologies. The Sydney Cricket Ground and Allianz Stadium are known to have become the 32
March 2017
first venues to place permanent WLAN within sporting arenas. Throughout the First World War, the ground was utilised for a large number of recreational sports as a result of advanced lighting around the various tracks. Floodlights have since been installed at a total cost of $1.2 million by the SCG, in addition to scoreboards and LED video screens. In order to celebrate its heritage, the Sydney Cricket Ground Museum officially opened in January 1977, documenting the arenas rise to prominence and continued success.
SPORTING ARENAS IN AUSTRALIA
SUNCORP STADIUM (PREVIOUS LANG PARK) - Brisbane -
THROUGH THE PADDINGTON Cemeteries Act (1911), the ground at which the Suncorp Stadium is constructed upon was reopened to accommodate the increased number of developments within Brisbane throughout the early 20th century. Originally finalised in 1914, the rectangular stadium has a capacity to seat 52,500 spectators and has embedded a number of sustainable features which function under sustainability programme AEG 1EARTH. The stadium has been designed to harvest rainwater stored in large tanks through its roofing system, which is then utilised for irrigation, whilst promoting environmental awareness throughout their policies. Redevelopment of the site and current stadium was completed in 2001, at which technological advances have also been embedded within the new, expanded design.
5
#
33
TOP 10
4
#
ADELAIDE OVAL - Adelaide
SIMILAR TO THE Sydney Cricket Ground, the Adelaide Oval has been an iconic sporting venue for a large number of sports since the late 19th century. Although the ground was used for cricketing prior to the build’s construction, official technological innovations, such as scoreboards which were not implemented until the 20th century. 34
March 2017
-
Although original features such as scoreboards still remain as a result of becoming part of the venue’s heritage, the stadium began to adopt modern amenities, demolish past stands and provide further expansion, enabling the stadium to become one of the most attractive arenas within Australia, with a seating capacity of 53,583.
3
#
DOCKLANDS STADIUM (ETIHAD STADIUM) - Melbourne -
OFFICIALLY LAUNCHING IN 2000 at a cost of $460 million, the Docklands Stadium, also known as the Etihad Stadium, in Melbourne has adopted many sustainable initiatives and sophisticated technologies since its completion. With over 15 rainwater tanks to harvest rainwater, the stadium has managed to reduce its water usage by 25 percent, in addition to a retractable roof, ensuring all games can be undertaken as planned. Spectators have the benefit of retractable seating to provide excellent views of the games, with a 56,347-seating capacity, in addition to high definition screens which enable the audience to become part of the experience. 35
TOP 10
2
#
STADIUM AUSTRALIA (ANZ STADIUM) - Sydney -
ALSO KNOWN AS the Olympic Stadium as a result of being home to the 2000 Olympic Games, Stadium Australia can now seat approximately 83,500 spectators. Built by ObayashI Construction and Multiplex Constructions at a cost of $690 million, the stadium incorporates sustainable features, such as a sophisticated ventilation system, in addition to world-class technologies.
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March 2017
The stadium is home to one of the most advanced roofs of any stadium within Australia. Spanning 30,000 square feet and weighing 4,100 tonnes, the roof is able to provide suitable shade and protection from the elements. The polycarbonate material enables optimum sunlight and visibility throughout the games, in addition to incorporating storage tanks which harvest rainwater for
irrigation and maintenance purposes. However, the stadium is set to be re-developed further to become rectangular in order to become home to further sports teams and enhance competition. The cities infrastructure will also be strengthened alongside these developments, with increased accessibility to the stadium through the light rail, metro and road systems.
37
TOP 10
1
#
MELBOURNE CRICKET GROUND - Melbourne -
SINCE ITS COMPLETION in 1853, the Melbourne Cricket Ground has become the largest stadium throughout Australia, with a seating capacity of 100,024 spectators, and has been placed on the Australian
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March 2017
National Heritage List. Situated close to the city within Yarra Park, the ground has been used for both military and sporting purposes, and was famously the main stadium for the 1956 Summer Olympic Games,
SPORTING ARENAS IN AUSTRALIA
2006 Commonwealth Games and Cricket World Cups in 1992 and 2015. The stadium has undergone significant restorations but has become one of the most iconic venues in the country.
39
“IT’S
ABOUT LEAVING A
LEGACY” Written by Niki Waldegrave Produced by Josef Smith
We set Speed Records.
New technological developments provided by Vossloh set standards for the construction and operation of modern rail infrastructure. Vossloh holds the record for high-speed switch crossings – with trains travelling at 560 km/h! The company’s leading position in the field of track fasteners and switch systems is further enhanced by innovative solutions for track and switch maintenance. Our products and services in the fields of rail infrastructure and transportation technology are characterised by safety, low lifecycle costs and environmental compatibility – not only, but also when it comes to high-speed transport.
www.vossloh.com
Global expertise… Local capability Vossloh is the world’s leading supplier of slab track solutions and has over 130 years of experience in manufacturing track components. Slab track is the preferred solution for low maintenance which is necessary today with ever increasing demands on railway networks. Vossloh’s expertise is being recognised in Australia and relied upon for signature projects. Slab track—Urban transport
GCLR with Vossloh System 300 UTS on precast plinth.
The Gold Coast Light Rail project (GCLR) adopted a range of slab track solutions from Vossloh. The 300-series fastening together with Precast Plinth is now widely regarded as the preferred slab track solution for elevated track. It combines the benefits of track accuracy, quick & easy construction and low cost. Where possible Vossloh recommends the use of precast for slab track to minimise on-site works and maximise the quality of track.
System DFF30HH with in-situ plinth slab at Port Botany & Port of Brisbane
Slab track—Heavy haul The demands on the rail infrastructure at container ports are extreme, not only for loading conditions of the cranes but also due to the marine environment exposure and corrosion risk. Vossloh specialises in such extreme conditions and has developed a new heavy-haul generation of a fastening system dedicated to the special requirements of rail-mounted container traffic: the system DFF 30 HH. Now in both Port Brisbane and Sydney‘s Port Botany, these fastening systems are successfully in use.
Newcastle Coal Freight Line and System DFF 304 with IVES precast slab
Vossloh has partnered with Rhomberg Rail to develop a low cost and versatile slab track system that can be fully installed in a matter of days. This provides an innovative slab track construction approach for the most demanding application.
Queensland NGRS project in Wulkuraka and System W 21 with pedestal mounting on slab
Slab track—Suburban & freight rail In Queensland, again the preferred solution on slab track was Vossloh. System W21 is usually found in ballasted track. But with elastomeric rail pads can also be adapted as an economical slab track fastening.
Vossloh is proud to be associated with the Level Crossing Removal Project – Caulfield to Dandenong. This is a world class project relying on Vossloh global expertise and local capability.
Melbourne ‘Skyrail’ project with System 300-1 & precast plinth slab
THIS IS CHISHOLM. THIS IS TAFE.
1498_0117 RTO 0260
We are up-skilling workers and have a dedicated training hub to help deliver Victoria’s Caulfield to Dandenong Level Crossing Removals Project. With over 500 courses delivered on campus, online or in the workplace, we can also train you or your workforce today.
AUSTRALIA
How do you update 72 kilometres of rail track while freeing up 225,000 square metres of green open space? Elevation! Brett Summers, Project Director for the Level Crossing Removal Authority, explains why.
T
he Level Crossing Removal Authority was established in May 2015 when the government pledged $2.4 billion from the 2015-2016 budget to remove 50 dangerous and congested level crossings across Melbourne by 2022. The Authority will ensure all level crossings are removed in a coordinated and efficient manner, and is responsible for all aspects of the project including planning and development, stakeholder engagement, procurement, through to construction and delivery. Project Director Brett Summers, a civil engineer, is heading up the $1.6 billion Caulfield to Dandenong Level Crossing Project to remove nine
Brett Summers project director for the Level Crossing Removal Authority
Brett has extensive leadership and project management skills developed in a range of multi-disciplinary large scale projects over varying industries spanning 18 years in both the private and public sector. With 12 years of rail specific experience he has delivered projects in both green and highly complex brown field environments. Brett previously worked with the Regional Rail Link Authority, Victoria Australia.
w w w. L e v e l c r o s s i n g s . v i c . g o v. a u
LEVEL CROSSINGS AUTHORITY
Cox Architecture is a proud member of the Caulfield to Dandenong Team.
Caulfield to Dandenong Melbourne, Victoria
Gold Coast Airport Gold Coast, Queensland
Barangaroo Ferry Hub Sydney, New South Wales
We pride ourselves on creating architecture for public life across a range of sectors and typologies. In the transport and urban design arena we produce work that enhances both utility and community - whether it be for rail, road, air or water.
Melbourne Jet Base Melbourne, Victoria
South Morang Rail Extension South Morang, Victoria
Jim Stynes Underpass Bridge South Morang, Victoria
Thomastown Station Melbourne, Victoria
Cheltenham Station Sydney, New South Wales
Brisbane Ferry Terminal Brisbane, Queensland
North Melbourne Station Melbourne, Victoria
Helix Bridge Singapore
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AUSTRALIA
of these level crossings, creating more capacity for trains to access the city, which is renowned for its ‘four seasons in one day’ weather. With six kilometres of elevated track involved, this is the first elevated rail project of this scale in Australia. He says: “Being in Victoria we have our own unique challenges with the operational environment. We’ve certainly looked to other projects around the world, to
take lessons from them and adopt them where we can.” What’s particularly interesting is the massive potential for innovation and design presented by the project’s use of an elevated rail option. Raising up three sections of the rail line will open up a linear corridor for the public to use, replacing what would be typically functional, uninspiring transport infrastructure with playgrounds, parks, cycle and pedestrian paths.
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“One of the reasons we were really intrigued by this solution is that of all the areas in Melbourne, this has some of the least amount of green open space,” says Summers. “That kind of set off a light bulb moment for us where we thought, ‘let’s take a nontraditional approach and consider elevating the structure’. Basically, everything we elevate, we open up that space underneath. “Historically, when level crossings have been removed in Victoria, the train line is dropped into a ditch and that’s it. But on
this particular job we’ve flipped that whole concept on its head.” In the end, there were several compelling factors that led to the choice of ‘rail over’ for the project, which is tackling all nine crossings as a package. Putting the rail line down into a trench would require three times the amount of rail closures and a dramatic increase in the number of trucks – particularly excavators - on the road. The innovative plans mean the area opens up to 225,000 square metres – that’s a whopping 11
“It’s actually about leaving a legacy behind that improves everybody’s lives”
RILEY RESERVE ACTIVE SPACE
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Melbourne Cricket Grounds’ worth of green open space. Local involvement But the proposed development of the nine-metre-high elevated rail hasn’t been without controversy. In December 2016, protest group Lower Our Tracks lost a Supreme Court bid to stop the project, claiming the Government failed to properly consult the public and kept the plans secret to avoid a political outcry. Residents opposing it claimed it would lower property values due to being ugly and noisy, but Summers says opinions are slowly changing. “Obviously, the biggest challenge we’ve faced on this job is changing that perception and history that’s come before us,” he says. “Early on, that was a challenge, but over the last 12 to 18 months we have seen the pendulum swing from the broader community that can see the benefits.” Summers stresses the importance of the community having an active role in the future
of the new open space, and has formed an independent expert panel to make sure the right mix of local knowledge and technical expertise feed in to the design. Chaired by the head of the Royal Botanic Gardens, Professor Tim Entwisle, the Community Open Space Expert Panel also includes members of local communities, councils, and organisations such as Bicycle Victoria, Victoria Police and the Office of the Victorian Government Architect. They will present their recommendations to LXRA later in 2017. “A lot of it came back to wanting to leave a legacy behind,” he explains. “This isn’t just about removing level crossings in a transport project. It’s actually about leaving a legacy that improves everybody’s lives there. A dedicated $15 million maintenance fund will be established to make sure the space is well-cared-for long after the project has wrapped up. But getting the community on board early on is just as
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important, says Brett. “If we want it to be nice and green – not graffitied or run down within five years, then we have to build something they’re passionate about. Because if we build something the community doesn’t want or embrace, they’re less likely to use it.” Summers says the Panel has spent the last 10 months brainstorming ideas, which they’re now testing with the broader public via an online portal. The community have also
been given ‘carte blanche’ to submit ideas, which have so far ranged from bike repair stations to activity hubs and markets. “One idea is an open outdoor
51-200
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& 2,000+ jobs created as a result of project
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art gallery,” he reveals. “Taking the structural columns that actually hold up the elevated bridge and putting local community and artist artwork on there - you can wander between the columns and it becomes an open air, outdoor art gallery. So far the response has been overwhelmingly positive. People see it as a real key to those local precincts and it’s trying to change the mindset from it just being a transport corridor to get from point A to point B. “This flips that concept on its head and tries to turn
AU $1.6 BILLION Levels Crossing Removal Authority Annual Revenue some of these precincts into a destination. We see it as a catalyst for broader improvement around those local precincts. It’s no longer about catching a train to go through an area, it’s actually trying to encourage the community to visit, to shop and
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just being a transport corridor to get from point A to point B.
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spend money in that area.” Sustainable He says raising the rail line rather than lowering it has benefits from an environmental sustainability point of view, including not needing to move infrastructure, like gas or water mains, or dig up contaminated material that’s been in the rail corridor for a long time. “All we do is once we actually elevate the train line,” he says, “is strip the surface off, so get rid of any of the nasty stuff, and then reinstate a beautiful linear park. And we can actually improve the natural environment. “One of the key design elements is capturing all of that storm water run off from the elevated structure, so from the bridge up in the air, and
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using it to irrigate the linear park.” It’s a game of many parts involving stakeholders from councils, Vic Track – who own the land asset – and Metro Trains, who run it. Summers believed it will be the local councils who are ultimately responsible for maintaining each element, “because it’s their constituents that will actually be using it”.
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A FRESH PERSPECTIVE. An initial payment of $15 million, funded through the Level Crossing Removal Project, will be set aside exclusively for maintenance. “It’s been hard,” he admits. “Trying to find that balance between green open space, plus car parking and playgrounds to support the rail environment and get the right mix. But another opportunity that comes with this linear park is we can actually replant trees. If you put a ditch in the ground, there’s no opportunity
to really landscape. But we can replant thousands of plants that can grow to a mature height because the train line is now up in the air, which creates an ecological corridor for flora and fauna. “One of the key concerns from residents is there might be a community of birds or wildlife that live in an adjacent park. But by elevating the train line and reinstating a linear park, we’ll actually draw more wildlife to the area.”
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Pride of Sydney
Australia’s premier construction company has made a significant contribution to the Western Sydney University’s Parramatta City Campus. We take a closer look Written by Nye Longman Produced by Tom Venturo
JOHN HOLLAND
T
he brand new 1 Parramatta Square (1PSQ) building stands as a testament to Sydney’s long term commitment to education and architectural excellence. The development is the flagship building in Western Sydney University’s new Parramatta City Campus, and is part of a broader urban renewal project encompassing commercial and residential buildings, a hotel and community facilities. Developed by Charter Hall and built by John Holland, 1PSQ has already achieved key sustainably targets including a 5 Star Green Star Education v1 design rating that was achieved in Q4 2016. We speak to John Holland General Manager NSW/ACT Scott Olsen about how he and his teams delivered one of the most exciting Australian construction projects of the year. 1 Parramatta Square The Parramatta Square project is a $2 billion urban renewal plan
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1PSQ is the first step in the revitalisation of Parramatta’s CBD, creating new public spaces as part of a vibrant city centre – Scott Olsen, John Holland General Manager
centring around the new Western Sydney University Parramatta City Campus. (1PSQ) that was the first stage of the precinct completed in late 2016. The structure consists of 14 levels of A-grade commercial office space covering 26,500 square metres, with floorplates ranging from 1,400 to 2,200 square metres. Perhaps one of the most interesting things about this
CONSTRUCTION
John Holland Year Founded
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JOHN HOLLAND
Our strategy focuses on embedding safe behaviours for everyone, regardless of their role – Scott Olsen, John Holland General Manager 62
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CONSTRUCTION
development is the ease of access afforded throughout the building by integrated inter-floor connectivity, a multi-storey central atrium, and numerous onsite amenities. 1PSQ sports a southern façade which provides visual connectivity and direct access to the occupants of the building into the public spaces in Parramatta Square, alongside a level nine terrace area offering breath-taking views of Northern and Eastern Sydney. With construction works commencing in March 2015, the building design actually came about as the result of an international competition won by Architectural firm Architectus in 2013. Olsen adds: “We are undertaking an integrated fit out for Western Sydney University. We were originally only contracted for the base build D&C, but when the University came on board as a tenant, we were then able to integrate their fit-out into the build. This was beneficial for the customer, as it has allowed
them to open sooner than would normally be the case, under the usual scenario of fitting out once the building is complete.” Sustainability On first glance, 1PSQ has clearly been designed to make use of light, but there is so much more that makes the building worthy of its 5 Star Green Star Education v1 - Design rating. Olsen explains: “The project has demonstrated leadership in materials procurement. All of the loose furniture, joinery, and flooring is environmentally friendly, containing eco-preferred content that is durable, EMS certified, and designed for disassembly. “A green concrete solution delivered a 30 percent reduction in Portland cement content,” he adds. “We utilised mix water that contained at least 50 percent recycled water - and at least 25 percent of the fine aggregate consisted of manufactured sand. Program implications attributed to longer concrete curing times
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were effectively dealt with by the contractor team with no impact to project completion.” He adds that John Holland has also been able to achieve a number of other sustainability milestones, including a 50 percent improvement on minimum outside air ventilation rates, a 50 percent reduction in potable water use against ‘best practice’ benchmark, and a 27 percent reduction in the building’s discharge to sewer system. The project also exceeded a 95 percent benchmark with 100 percent of NLA divided into individually switched lighting zones not exceeding a 100 square metre area. People management “Good sub-contractors are vital on any construction project,” Olsen says. “We have had good team work on site, with subcontractors and consultants collaborating well.” But this just scratches the surface of John Holland’s approach to managing talent – no mean task considering its core team of 30 can be supported by
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as many as 350 subcontractors. “The safety of our people, and the communities we work in, is the foundation for everything we seek to achieve at John Holland,” Olsen adds. “One of John Holland’s safety objectives is that we will make safety personal, always. As part of this commitment we have undertaken a significant program of work to improve safety and encourage this sense of ownership and accountability for each employee.” At John Holland, there is a company-wide commitment to sustained improvement in safety performance, which is underpinned by four strategic pillars – People, Systems, Leadership and Culture. “Our strategy focuses on embedding safe behaviours for everyone, regardless of their role,” Olsen explains. “This allows everyone to understand what is expected of them, and what they can expect of others. This approach is championed by the John Holland Executive Safety Leadership Team, which
CONSTRUCTION
Completion at 1PSQ
Number of employees at John Holland
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includes our Chief Executive Officer and senior executives.” Design excellence With decades of design and build experience, John Holland recognised 1PSQ’s ability to represent the best Western Sydney University has to offer when it comes to attracting the best students. “One design element of particular interest is the teaching studios,” Olsen explains. “There are four advanced learning spaces across the teaching levels. They each feature a lectern with touch screen and camera technology, as well as televisions at each desk. Students sit around the desks and can see and hear what is being discussed. People will also be able to interact remotely via these devices.” John Holland has also utilised the latest technological advances
to deliver the project on time and on budget – perhaps the best example of this is its use of specialist software. By deploying building information modelling (BIM) software, designers involved in the construction project have been able to work concurrently and collaborate in real time. Having the winning combination of talent, technology, and design prowess, John Holland has been able to deliver a truly stunning project that students will marvel at for decades to come – all while ensuring that a building of this size has a positive social and environmental impact. Olsen concludes: “1PSQ is the first step in the revitalisation of Parramatta’s CBD, creating new public spaces as part of a vibrant city centre. It will bring students to the area and create a ‘buzz’ with the associated retail space.”
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T A E R W M O R F
D U O . . L . C O T
Written by Niki Waldegrave Produced by Heather Sabitov
TECHNOLOGY
Western Water has just started its digital transformation to cope with huge forecasted growth in the area. Niki Waldegrave speaks to the man driving it, CIO Peter Cassell
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“In my IT department, I want them to be known as the ‘Yes Department” – Peter Cassell , CIO at Western Water
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eter is the CIO for Western Water. The company has embarked on an IT/digital transformation that includes moving into the cloud (they are using Microsoft Stack and Azure), as well as using SaaS from Microsoft for CRM (key partner). They are also moving their CMS to SharePoint/the cloud, as well as setting up a Business Intelligence system (BI). In his words, they are focused on “Delivering information anywhere, anytime via any device,” and mobile is a huge focus for them, as is working with data. They will have an influx of Big Data within three years due to the fact that they’re in a large growth corridor – the population in their region is forecast to double soon – so it’s imperative to maintain water and sewerage services and use data/analytics in the best way to help them serve their customers. Covering a huge growth corridor with clusters around Melton, Bacchus Marsh, Sunbury and the Macedon Ranges, Western Water is in one of the fastest growing regions of Victoria. Providing water, recycled water and sewerage services to around 63,000 properties over an area of 3,000 square kilometres, it services a population of 163,400 – and recent forecasts indicate the region’s population will more than double over the next 20 years. As a result, the water corporation’s primary focus over the next five years is delivering value to customers by optimising new and existing
TECHNOLOGY
Western Water manages seven water filtration plants, including this one at Rosslynne Reservoir, which treat water to meet stringent guidelines for
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Graham Brock Reservoir in Mt Macedon. Western Water supplies around 14,500 megalitres of drinking water a year to its customers
infrastructure to keep costs down. Big data, including moving to Microsoft Stack and the cloud, will play a role in delivering customer value. This focus will support the organisation’s strategic intent to engage with the community on the provision of water and sewer services to enable regional economic growth and resilience in a climate-changing environment. Heading up the digital ice. transformation is Chief Information Officer and business intelligence erty nce. (BI) expert Peter Cassell, who joined
TS TE
me, ater oud.
Western Water in June 2016. With a varied resume – including a 21-year career in the Royal Australian Air Force and leading global business intelligence at Toyota and Treasury Wine Estates – this top gun certainly ain’t no maverick. Focusing on “Delivering information anywhere, anytime, via any device”, Cassell says the company is predominantly looking at Cloud-based delivery. “There are a couple of reasons for going down that path,” he says. “One is the reduction on the requirement to
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maintain in-house hardware. The other reason is that we have a lot of remote areas, so mobility to us, and delivery of mobile service is essential. “We have a combination at the moment of ADSL and National Broadband Network (NBN) but that’s only beginning to roll out – in some areas, we still need to have our own radio communications.” Cassell presented the digital strategy to the board in December 2016 and the first projects – the document and record management system and the business intelligence solution – kicked off in January. “It’s a very exciting time,” he says. “It’s a bit like a blank canvas. We work on a five-year planning model, which is approved through the Essential Services Commission. The focus is very much on getting our systems online integrated, and making sure we’re ready for the things that are going to happen to us in the future, and we have in place the infrastructure to cater for that.” Taking a staged approach, he says they’re integrating with about nine core systems – and the business intelligence solution is about
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TECHNOLOGY
Western Water Managing Director Neil Brennan and CIO Peter Cassell
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establishing a data warehouse and consolidated reporting and analytics that goes through a single portal to the organisation. “We’ve established a number of principles,” he says. “Cloud first, so as to optimise our systems availability, mobility and flexibility. We look at configuration before customisation, so we maximise the use of technology that we’ve already purchased. “We’ve moved to avoid manual processing through integration and automation. I often liken it to the comment, ‘If you build it, they will come’, from the movie Field of Dreams. We’re adopting that as, ‘When they come, we will build it’ our solutions will be predesigned to meet future needs and demand.” The company also leverages synergies through strategic partnerships with vendors, other water corporations and Victorian Government agencies – a core one is building and retaining talent, “by giving our people opportunities for advancement and skill enhancement and job enrichment”. Cassell says one of Western Water’s
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biggest successes of the past 12 months is formulating the five-year strategic view of where the company is heading in terms of IT support and capability, and how this will have flow-on benefits for customers. A strong focus of this view is looking at a project from all points of view. “I insist that when project managers are preparing a business case, they actually go and sit one-on-one with each member of the Executive Team and take them through it,” he says. “Answer questions and resolve any issues before you take the business case in for approval.” “I want the IT department to be known as the ‘Yes Department’,” he continues. “Yes, we can do that. Yes, we can fix that. Yes, we will make that happen. Anybody who has worked in IT understands how complex that can be – there’s often the temptation to say ‘no’ first, and then think about how to do it later. We’re educating our people to say ‘yes’”. As a result, Cassell says a main priority is looking in-house and offering staff the opportunity to step up. “It gets back to understanding
TECHNOLOGY
“We’re facing quite an interesting future in relation to water. It’s probably one of the only things that people actually, really need;
without it, you can’t survive” – Peter Cassell , CIO at Western Water w w w . w e s t e r n w a t e r. c o m . a u / H o m e
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what it is your people want to do with their life?” he says. “To me, the worst thing to hear from an employee is, ‘The only way I can advance is to leave the company’. If I hear that, it means I’ve failed. “I spend a lot of time talking to my people and working with them, making sure I understand what their current skills and abilities are – and not just on the technical side of it. “One of the organisation’s values is ‘People’ and that is reflected in the culture we are trying to promote, where staff are valued for what they bring to the business.” Cassell says the company’s culture of inclusion and excellence trickles from the top down, thanks to Managing Director Neil Brennan, the Board and the Executive Team. “Having very strong support from your managers is also very important,” he says. “Neil’s support is outstanding, and my general manager, Livia Bonazzi, totally ‘gets’ it. She understands the importance and wants to drive
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it, and that’s critical for us. “The board understands the need and the significance of managing our information. And at the end of the day, that’s what it’s all about – allowing us to deliver these services to our customers, and explain information for a number of reasons. “One, we’re to comply with legislation. We are a highly regulated business with stringent reporting and corporate governance obligations. Another is to allow us to make better decisions and to identify opportunities where we can benefit our customers.” When it comes to challenges, Cassell says the huge population growth will be demanding, but he’s certain having a really strong information base and capability will allow Western Water to be in a position to not only deliver, but to be regarded as an industry leader and innovator. “We’re facing quite an interesting future in relation to water,” he says. “It’s probably one of the only things that people actually, really need; without it, you can’t survive. Very
TECHNOLOGY
few people are in a situation where they can provide their own drinking water source and manage their own sewerage, so the services we provide are absolutely essential. “The concept of having solar panels, where you make your own electricity and sell it back to the electricity companies, doesn’t apply to us. So the demand for water as the area grows is going to be great, and our job is to meet that demand. “So for us to understand not only what the demand for water and sewer services is going to be, but how we’ll actually supply them. What sort of equipment are we going to need? How do we reduce the overall cost of an asset lifecycle? How are we going to provision that, what sizing do we need to have? Understanding where the population growth is. These are all things that come from the use of our information.”
As a governmentowned essential service provider, Western Water has a strong focus on delivering value for customers
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