LOOK AT US NOW - Transfield Worley

THE TRANSFIELD SERVICES BUSINESS MAGAZINE MAY 2012RANSVERSEOUR BIGGESTCHALLENGE10 million hours LTI freeWORKINGTOGETHEROvercoming the resourcescrisis with an integratedservices modelPROFILEDiane Smith-GanderLOOK ATUS NOWOur new brand,our new visionDIGGING ITEasternwell’s Australian advantage

THE TRANSFIELD SERVICES BUSINESS MAGAZINE4transfieldservices.comFEATURELOOK

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE5Over the last 10 years our business has grown so rapidly, and ourservice offerings and geographies have become so diverse that it hascaused confusion around who we are, what we do, and what makesus different from our competitors.It was particularly difficult to explain in a simple way what it was that TransfieldServices did. If you asked 20 different people what we did you would get 20different responses.With so much confusion, there were many mixed messages being communicatedexternally, which was damaging to our corporate identity and industry positioning.There was an obvious need to review our corporate identity and develop clearstatements to define who we are, what we do, what makes us different , and toalso create a fresh new look that would make us stand out from our competitors.We spent a year and a half researching, reviewing and developing a new brandstrategy; a major part of developing our strategy was research conducted with ourpeople and clients. In all we interviewed and received online responses from morethan 1,200 people across the globe.There were two key findings from the research.when asked to describe who we are and what we do, there was a largeamount of confusion and inconsistency from our people and our clients, andour people, their knowledge and our reputation for getting things done is whatdefines our business and sets us apart from our competitors.Based on these two points – the first being the reason why we conducted theproject – we have been able to define who we are, and what sets us apart.If we all understand who we are as a business, and are consistently using the samemessages it will help us build a strong and consistent image and positioning in theindustries and geographies in which we work.AT US NOWMany of you would have noticed that over the lastfew months there has been a change in the wayour business is talking about and presenting itself.There is a reason for this…Corporate Marketing Manager, SACHA ADAIR,explains our new brand.Business Card front.pdf 1 20/01/2012 2:22:26 PMCMYPETER GOODEManaging Director &Chief Executive OfficerBusiness Card back_12_2011.pdf 1 12/12/2011 10:13:14 AMCMMYCYCMYKM +61 499 999 999D +61 2 9464 1000F +61 2 9464 1000goodep@transfieldservices.comTransfield ServicesLevel 10, 111 Pacific Hwy, North Sydney, NSW 2060Locked Bag 917, North Sydney, NSW 2059CMYCMMY1millionchallengeCYCMYKtransfieldservices.com

e globally. Toe/Safety_and_6 07 08 09ncy rate)e)Our business was founded in the Resources andIndustrial sector, and was the platform from whichwe expanded internationally to deliver shutdown,maintenance and brownfield services to global oil and gas leaders including SuncorEnergy in Canada and RasGas in Qatar. Our capability continues to be demonstrated byour homegrown activities:Transfield Worley Services has delivered maintenance and brownfield project servicesto Woodside since 1995 under an Integrated Services Contract (an alliance-basedrelationship). Services include project management, engineering and design, onshoreand offshore field execution, shutdowns, maintenance engineering and execution.We currently manage approximately $1 billion worth of onshore and offshorebrownfield projects for Woodside covering more than 400 projects.This includes a significant program management of works for the North Rankinoffshore platform valued at $860 million covering 13 individual projects. Work includesstructural, mechanical, piping, instrumentation, electrical services and process controlmodifications that supports a major greenfield development.At the same time, we’re improving brownfield safety – our rolling total recordable casefrequency has been halved in the last 12 months to two injuries per million workhours(October 2009). This year to date, our total recordable case frequency is down to 0.8.Transfield Services recently completed a turnaround and inspection on the Reformer,Benzene Hydrogenation Unit and Diesel Hydrotreater at Caltex Lytton that ticked all ofthe boxes:zero lost-time or medically-treated injuries over 90,000 workhoursahead of scheduleunder budget, andzero leaks since the unit commenced start-up in late September.The shutdown covered reactors, furnaces, columns, drums, exchanges, overhauls of reliefand control valves.Transfield Services managed the planning, execution and management ofsubcontractors for the entire scope of work. Transfield Services has delivered minorcapital, maintenance and shutdown services to Caltex Lytton since 1995.With the help of Transfield Services, ExxonMobil at Altona, Victoria was ready tomeet new national standards for cleaner petrol and diesel fuels before the FederalGovernment’s 1 January 2006 national deadline.The new legislation called for all fuel producers to reduce benzene in petrol from fiveper cent to one per cent and for sulphur in diesel to be cut from 500 parts per million(ppm) to 50 ppm.The brownfield upgrade involved the construction of two main units – the CatalyticHydro Desulphurisation unit (CHD) and the Benzene Reduction Unit (BRU) – and otherwork across many other areas of the refinery.The project was delivered well ahead of schedule, under budget and with no impact onthe day-to-day running of the plant.The team’s ability to manage complex capital brownfield projects wasrecognised with the presentation of the 2007 Engineers Australia(Victoria) Engineering Excellence Award for Industrial Development andManufacturing. Transfield Services has worked with ExxonMobil since1995, and delivers structural, mechanical, civil, instrumentation andelectrical maintenance and project works services.Transfield Services deliversshutdown and breakdown servicesto 33 draglines and 8 shovels for BMA, Australia’s largest coal producer.Our five-year rolling alliance covers work at South Walker Creek,Goonyella, Peak Downs, Saraji, Norwich Park, Gregory and Blackwatermine sites.The availability and reliability of BMA’s draglines and shovels is critical tomaintaining its coal production schedule.Transfield Services’ heavy industry capability was recently proven ona dragline shutdown that included service, repair and replacement ofmechanical, electrical and structural components. Transfield Servicesmanaged three rotating shift teams totalling 250 people to deliver the66-day shutdown, three days ahead of schedule.The job was done with zero lost-time or medically-treated injuries.Transfield Services incentivises its employee’s safety milestones bymaking a donation to the charity of their choice. The BMA team donatedtheir $7,000 safety dollars to the Victorian bushfire appeal.Transfield Services is part of theFutureFlow alliance, that is deliveringof program of irrigation upgrade worksfor Goulburn-Murray Water, the scale of which is unprecedented in Australia.The team had 15 weeks to mobilise for the first stage of construction and 13weeks to execute $119 million worth of works.The team successfully delivered the first tranche of works on time, underbudget and safely. The works included:installing new assets on more than 850 sites across a geographyextending 200 kilometres wide and 100 kilometres longinstalling 34 kilometres of channel remodelling, 14 communicationtowers and 1,516 flumegates (a previous project had called for just300 flumegates)Much of this work was completed without disrupting the operation of theirrigation network.Transfield Services is upgrading theParkes to Cootamundra rail line tointerstate freight standard, lifting freight weight and speed restrictions.To be completed by December 2009, Transfield Services will replace300,000 timber and steel sleepers with concrete sleepers over 201kilometres of track.Additional work includes the replacement of work rail, upgrades to levelcrossings, replacement and upgrade of turnouts and the improvementof track drainage.The team will upgrade approximately 10 kilometres of track each weekto meet the project schedule.Since winning the work, we have established and mobilised a teamin the remote New South Wales town of Parkes and established asupportive subcontractor network.From financial close inDecember 2003 to operationsin November 2005, Transfield Services managed the construction ofKemerton Power Station in Western Australia, located approximately180 kilometres south of Perth.The 260 megawatt power station was constructed within budgetand ahead of schedule.Tight management of logistics was critical to the scheduling success.This included the delivery of generators from North Carolina in theUnited States and gas turbines from Berlin in Germany and theinstallation of power control centres, water tanks, transformers andpre-fabricated pipework.Throughout its construction and its four-year operations, KemertonPower Station has had zero lost time injuries. Our company-widegoal is no injuries to anyone, anytime.• Minerals processing • Hydrocarbons• Mining• Power generation• Chemicals• Manufacturing• Maritime• Commercial• Public transport • Education• Telecommunications • Health• Transmission and • Housingdistribution• Rail• Roads• Water• Sustainment• Support• Operations andexercisestransfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE7Transfield Servicesmore than you expect...Our oldcorporatebrochuretransfieldservices.comOur new corporatebrochureincorporating thenew fonts, colours,photography,graphic device andmessaging.ner or• more than 9,000 people across AustraliaTransfield Servicesmore thanyou expect• more than 80,000,000 workhours globally with less than1.88 lost time injuries for every million hours worked• delivering engineering, project management, asset management,brownfield and greenfield projects and Transfield more Services has a long and• working across the oil and gas, mining successful and process, history water as an Australiangrowncompany. Our foundations wereandroads infrastructure, power generation industries and moreestablished in Australia in 1951, on a• bringing together local and global experts contract to to work build in the partnershipcountry’s first steelwith your team to deliver seamless solutions…transmission lines.In June 1956, having established themore than you expected?name, Transfield, the Company won its firstcontract with Australian Iron and Steel atPort Kembla, NSW.In 1995, Transfield Services started its firstmaintenance contract with ExxonMobil – analliance relationship that still flourishes today.Transfield grew rapidly over the years and,in 2001, listed its maintenance servicesdivision, Transfield Services, on the ASX.Today, Transfield Services has more than28,000 people globally delivering services tomore than 150 blue-chip and governmentclients across the oil and gas, mining andprocess, power, water, roads, rail, publictransport, telecommunications, facilitiesmanagement and defence industries.We deliver engineering, operations,maintenance, facilities management andproject management services using asystematic asset management approach.These are someof our storiesWoodsideCaltex••••ExxonMobilOil and Gas••Mining andProcessWaterRailPowerwe see thingsdifferentlyResouRces | eneRgy | IndustRIal | InfRastRuctuRe | PRoPeRty | defenceWe are a global provider of operations,maintenance and construction services to theResources, Energy, Industrial, Infrastructure,Property and Defence sectors.We deliver asset management services acrossall phases of the asset lifecycle, from conceptand creation, to services that sustain, optimiseand enhance our client’s assets.With diverse global experience andexpertise, we share our knowledgeand challenge thinking to develop andimplement innovative solutions that deliverreal value for our clients.Our unique approach enables us todeliver continuous improvements inasset performance and sustain long termrelationships with our clients and partners.sectors and industriesResouRceseneRgyIndustRIalInfRastRuctuRe PRoPeRtydefenceWe have also evolved and simplified our values– in our research we asked our people what theythought of the old values – and if they understoodthem? Did you connect with them? Did they drivethe way you work, think and behave?What stood out:people thought some of the messaging wasimportant – especially around safety and caringfor each otherthey liked them, but there was confusion abouthow they drive the way we workthey were more about what we should do,rather than how we should behave, andthe values were strongly supported by someemployees, but a large percentage didn’tconnect with them.Based on this feedback, we have kept the coremessaging of our old values, but have evolved themin a way that is simplified, easier to understand andwork by.Our new valuesINTEGRITY: Do what’s rightCOLLABORATION: Achieve more togetherCHALLENGE: Drive to succeedINGENUITY: Create better waysTo build a strong corporate image we must ensurethat our new messaging and look are being used,and done so in a consistent way. With a business aslarge as ours we can’t expect to change everythingto the new look overnight – we are looking atabout a three to six month transition periodglobally.This is an exciting time for the business, it signalsa change in the way we see ourselves and willhelp us and our clients define what it is aboutTransfield Services that makes us different fromour competitors.FOR MOREINFORMATION:If you require any furtherinformation please contactyour regional brandambassador.Americas – Nicole FosterAustralia – Sacha AdairMiddle East and Asia –Angela WilliamsNew Zealand – NicolaGoodenoughFor brand tools andtemplates visit brandshopon Transnet.Visit our new websitetransfieldservices.com

THE TRANSFIELD SERVICES BUSINESS MAGAZINE8transfieldservices.comFEATUREWE’VEGOT THEADVANTAGEA series of drilling and well-servicingrigs designed and almost entirelybuilt within Australia for the country’sunique oil and gas market giveEasternwell a distinct competitiveadvantage. By SHELLEY GROFSKI andDAVID JAMIESONThe popular image of an oil or gas well is a deephole in the ground, with some type of extraction rigon top. Outside the industry - most people wouldassume the highly complex and specialised rigtechnology was more than likely designed and engineeredsomewhere in the Northern Hemisphere.Not so in the case of Transfield Services’ subsidiary Easternwell.The Company quite literally has a home grown AustralianAdvantage.Australia’s oil, gas and mining industries are at the forefrontof an economic boom that is rapidly accelerating. The sumsinvolved are huge. Australia’s Bureau of Resources and EnergyEconomics estimates that for 2011–12, the total value ofAustralian exports of energy minerals and metals will exceedA$200 billion, or a 15 per cent increase over 2010–11.Drilling technology is key to realising much of that wealthand value.

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THE TRANSFIELD SERVICES BUSINESS MAGAZINE10transfieldservices.comTypical wellservicing rigWhether it’s exploring for resources, maintaining,overhauling or expanding the production ofexisting mines or wells, or even carefully removingwater, speed, minimal disruption and the ability tooperate reliably in very isolated locations acrossthe island continent are a must.“In 2005 we introduced the Advantage Service rigto the industry,” says Easternwell’s Chief OperatingOfficer, Darren Greer.“It’s now the mostly widely used well-servicingservice rig in the country. Both it and the largermodel Advantage Driller are built in Australia byEasternwell with only equipment such as the topdrive and engines built overseas by specialistmanufacturers. Approximately 70 per cent of theAdvantage Service rig is constructed in Australiawith the remaining 30 per cent built overseas toour specifications.”Automated pipe handlercustom designed and built byEasternwell[left] Warren Willmington,Easternwell CEO – Energyand Darren Greer, ChiefOperating Officer.The Australian on-shore drilling and wellservicing market presents challenges not foundelsewhere - that international entrants oftenstruggle to cope with.Its number of clients, sites and volume of workis smaller than many international markets. Yetthe distances are vast, the terrain is rugged andclimate harsh. Unlike more mature NorthernHemisphere markets, technical support andmaintenance capability are often several hoursflight or many days drive away.In this unique market, Easternwell’s road mobileAdvantage Series Service rigs are able to quicklyand efficiently complete servicing and overhaulat existing well sites with minimal support, at highspeed and with increased safety.“Not only are the Advantage Service rigs moreefficient to rig up and rig down but their designfeatures significantly reduced risks to crews,specifically the introduction of the pipe handlerEasternwell’sAdvantage Driller.Rig layout – an example of theEasternwell Advantage well servicingrig package.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE11reducing manual handling requirements. Thissignificantly improved the safety of crews operatingthe rigs,” says Darren.Outside the industry, most people wouldn’t realisewells need to be serviced, just like any technicallycomplex system. In fact periodic servicing can bevital to keeping an existing oil or gas well, mine ordam maintained or in production.Australia’s minerals and resources industry tendsto be more tightly regulated, licenced and safetycontrolled than many overseas markets. Even so, inany drilling or well servicing operation there is stillpotential for serious injury when crews are handlingheavy sections of tubular drill stem, in a highmechanised environment, that can be slippery withdrilling fluid.Easternwell’s Advantage rigs have a proprietaryautomated pipe-handling system - this technologysignificantly reduces manual handling of tubulars.It also eliminates the significant hazard of crewshaving to work at heights in the rig mast duringoperations such as tripping, where the drill stem islifted out of, or re-inserted into the wellbore.“The automation of previously manual tasks suchas handling pipe and setting up walk ways meansour crews are not at risk of hand and finger injuriesthat typically come with these types of tasks,” saysDarren.He points out that the Advantage Service rigs arealso able to operate quickly with significantly moreefficient rig up and rig down processes through useof hydraulics and automation technology.“The machine control interface on our rigs is alsovery advanced; we’re able to offer clients servicesFAST FACTSAdvantage Service rigsare the most widelyused service rig inAustralia.Easternwell introducedthe first automated pipehandler to services rigsin Australia.The Advantage Drillershave proven ability todrill CSG wells in < 3days. Advantage Seriesrigs have a lifespan ofapproximately 20 years.such as wireless monitoring of drilling data asstandard. We’re significantly more mobile thanconventional rigs of similar capacity to enable easeof movement on Australian outback roads. And theAdvantage rigs have the ability to operate within asmall environmental footprint that’s compliant toAustralian regulation and standards.”“Easternwell is the original equipment manufacturerfor much of our equipment. Our in-houseengineering and manufacturing capabilities allowsus to make improvements to the rig design to betterservice our client’s needs.”Major clients nationwide have embraced the homegrowntechnology.Easternwell now has 17 Advantage Servicesrigs used for well completion and repair andmaintenance operating in Queensland’s Surat andCooper Basins, and Barrow Island off the WestAustralian Coast for QGC, Santos and Chevron.BIGGER BROTHERThe mobile Advantage Service rig also has a biggerhome-grown brother, the Advantage Driller – firstintroduced in 2008. Significantly larger and morecomplex than the smaller Advantage servicing rigs,the Company has three Advantage Drillers operatingin the Surat Basin for Santos.At a time when lack of disruption and minimalenvironmental footprint are key concerns, theAdvantage drillers offer a high capacity rig in arelatively small package. “Few other rig designsoffer the similar hoisting, pump and pipe handlingcapacity in such a small footprint, ”says Darren.Unlike similar capacity mechanical and hydraulicrigs, the Advantage Drillers use state of the artelectric motors providing direct control of torqueon demand, governed by latest computerisedcontrol systems and instrumentation. They are alsosignificantly more fuel efficient than competingtechnologies.One of the most compelling features of theseadvanced rigs however, is the speed atwhich they are able to operate.“The Advantage Drillers areconsistently drilling CSG wellsin less than three days. Werecently drilled a well forSantos including rig up andrig down in 44 hours. Fiveyears ago the same well would have taken seven– 14 days,” says Darren.When combined with parent company TransfieldServices maintenance and overhaul muscle,Easternwell’s market leading technology offersresources and minerals clients a value andcompetitive proposition that is hard to equal.Shelley Grofski is Group Marketing and CommunicationsManager, Easternwell and David Jamieson is TransfieldServices Group General Manager, Media and Communications.

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transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE13FEATUREHow does an introverted girl from Perthend up a director on several Australianboards? Transfield Services first femaleboard member, Diane Smith-Gander,talks about life on the other side ofthe glass ceiling. By TransVerseEditor, FELICITY PONTONI.LOGICALINCREMENTALISTAfter 24 years working in Asia, Europe and the US,Diane Smith-Gander eventually found her way backto her beloved Perth where she was born and raised.A decision to pursue a portfolio career in 2009, ratherthan taking on another executive role, made this possible.Diane is on the boards of Transfield Services, Westfarmers Ltd,National Broadband Network Company and CBH Group, a WestAustralian based cooperative involved in grain handling andmarketing. She is also on the advisory board of the UWA BusinessSchool and is the immediate past chairman of Basketball Australiahaving handed over the reins last December to Kristina Keneally.She has had an impressive career in banking at Westpac in retailbranch management and operational management roles. And itwas here that she learned many valuable lessons.Although never a branch manager, Diane did have the entireQueensland country zone in her remit. This turned out to be one ofthe most important jobs in her career.“It got me out of being a staff person and into a profit and loss(P&L) job where I had lots of people and costs to manage but wasalso responsible for generating revenue, Diane says.”She is adamant that for many women in their careers, the absenceof having to manage P&L is a glaring gap in their armoury.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE14transfieldservices.com[above] Diane as a babywith her mother and father,Betty and John.[right] Diane’s father on theblock where her parentsbuilt their family home inAlfred Cove, Perth.“You often see women managing big cost centres,running the call centre, running the operations centre orthey’re doing big staff roles in HR, legal and strategy, butthe actual gathering of revenue - the strategy againstthe product and the customer market - that’s the gapwomen often have.”“Look around the country and see how many femaleCFOs there are in the ASX 200 – it’s a very lean group.We’re seen as having emotional intelligence and reallygood with details – getting the peas and carrots hot atthe same time – but not with the hard numbers.”Her biggest piece of advice to women wanting acareer like hers: “As early as you can get yourself a rolewhere you’re responsible for ringing the organisation’scash register.”One of the important lessons Diane learned at the bankwas the difference between mentoring and sponsorship.“A lot of women today think they’ve got to get a goodmentor and I don’t disagree that mentoring is importantbut you’re only going to get the next job and beconsidered for promotion if you’ve got someone thatactually sponsors and supports you.”“A mentor is someone you can go to and run issues byand get advice on how you might deal with them orwhat’s the next career move but they’re not the personthat’s actually going to hand that job over and help youprogress through the organisation,” she explains.She has had the benefit of some ‘really wonderful’sponsors including David Morgan, who was a GroupExecutive and Chief Executive at Westpac in the 1990sand 2000s.“David was taking the long view and has been a verystrong supporter of diversity,” she says.During his tenure, Westpac had more female executivesthan at any other time in its history.“He was the one who said I think you’ve got a lot ofpotential so I need to put you in a P&L role and hesponsored me into the position in Queensland.”There were 16 people in similar roles but Diane was theyoungest and the only woman given a zone that had notonly retail branches but also commercial lending.“That role really stretched me, so when a big project rolecame up during the merger integrations that Westpac didin the late 90s, David again sponsored me into that role.”Diversity, she says, is something that in many ways we’restill experimenting with worldwide.“It is a riskier proposition to sponsor a diversitycandidate; someone who looks different to what thenorm is. I don’t think that men in Australia are any morerisk averse than anywhere else in the world but I dothink it takes more of a leap of faith to sponsor a femalecandidate because there’s less track record of womenbeing successful in large CEO roles or board roles todate.”The most disappointing thing in her career was thediscovery that there are two types of women whomanage to break the glass ceiling.“Women climb the ladder, they break the glass ceilingand they all turn around to look down.”“There are two reasons why they look down; there’s thesort of woman who reaches down and helps everybodyelse up the ladder through the glass ceiling. Then there’sthe other woman who reaches down, grabs that ladderand pulls it up behind her.”“You hear it described sometimes as the Queen Beesyndrome – there should only be one Queen Bee in thehive,” Diane explains.“You can see women who’ve had to really fight andstruggle to break though in male dominated areas andthe techniques and skills they use to make that happenpartly rely on being the only woman around.”“I was fortunate that I didn’t have to work in that way;that I was with Westpac at an important time in mycareer and it was very diversity friendly not just forwomen but for all sorts of diversity. I worked with avery vibrant group that included a lot of women so youlearned to cooperate but I think it will take some timebefore we have a completely level playing field.”She has also discovered that being the only woman in aboard room is an interesting place.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE15“I learned quickly that it was all very well for me to beprepared and to try as hard as I could but if I didn’thave a good relationship with the people on my teamand work together for the same goal then I’d haveless success than I personally wanted to have andwanted the team to have.”“You sometimes might be asked to put forward a femaleview or asked how something might work with femalestaff or customers and it puts a bit of pressure on you tohave to represent an entire gender.”But “gender moments” in the boardroom can’t alwaysbe avoided.“I do sometimes find that I come from a differentperspective that I can see is a gender thing so I try tomake sure that it’s something that is really important toinput which will help the company be more successful.”Gender imbalance is one of the big challenges she seesfacing boards and business today.“Women are never going to have the samerepresentation on boards and senior businessroles as they have in the population. We obviouslyhave a different biological capability than our malecounterparts.”“Women will still continue to opt out of business careersin preference for taking a role in family life so unlesswe’re able to improve flexibility and make workingarrangements more dynamic it’s going to be difficult forwomen to make as much progress as fast as they should.”There is one thing she believes is going to help changethis; and that is that men want flexibility too.“The old model where men were happy to spend theirprime years providing great service to their employer,perhaps not having the most fabulous relationship theycould with their family, then retiring and then not livingfor very long is a value proposition that men would lookat now and think why would anyone want to do that.”But if men are demanding more flexibility, how does thatplay to the work/life balance debate?“I don’t call it work/life balance because I think you’vegot life and you want to live it and work is part of thatbut people want to have a better life.”She sees that with technology support these days wecan be more flexible and productive in the time we giveto work.“You can create viable lives that have work components,family, sport or whatever it is that you want to do withthe time you’ve got on the planet. Suggesting that thereis a trade-off is not the right mind set to have.”One of the reasons Diane is attractive as a director isbecause of her breadth of experience.She acquired a strong strategic muscle and that allimportant international experience during an eight-yearstint with McKinsey and Co management consultants inthe US.But it was much closer to home on the basketball courtwhere she learned about leadership.Describing herself as not very tall – “only 5 feet 10 inchesand a little bit” – she played basketball at state levelfor Western Australia and would have loved to play forAustralia but had to make a choice between career versussport. A great opportunity to join Westpac won out.“I’m a very strong introvert; I draw my energy fromconversations with one person or from going home,curling in a ball and being introspective – not a typicalprofile for someone who’s going to be successful inbusiness.”“I learned quickly that it was all very well for me to beprepared and to try as hard as I could but if I didn’thave a good relationship with the people on my teamand work together for the same goal then I’d have lesssuccess than I personally wanted to have and wanted theteam to have.”“Basketball taught me some extrovert coping skills earlyon. It was an important part of my development as aperson.”She also admits to having “a very solid competitive gene”inherited from her father who was a professional runner.Away from the boardroom, Diane has a small commercialvineyard in Western Australia’s Margaret River regionwhere she grows Cabernet, Shiraz, Chardonnay and PetitVerdot grapes for sale to an emerging WA brand.There are plans to build a home on the property withplenty of room for her two Groodles (Poodles crossedwith Golden retrievers) who apparently bark with anAmerican accent; she got them in the US.She is also a keen skier and hiker and inspired by mostoutdoor activities.Now 54, Diane doesn’t have a five-year plan, ratherdescribing herself as a “bit of a logical incrementalist”when it comes to her career.“If I’m enjoying what I’m doing and making acontribution I’m very happy to keep putting one foot infront of the other,” she says.“At the moment I’m very excited with the boards thatI’ve got and I know that things can always change incorporate life so I keep myself up to speed on what’sgoing on to continue to develop as a director.”She does plan to keep adding to the debate arounddiversity.“I hope that I can be helpful to other women but I hope Ican be just as helpful to men moving their career forward.”High five to that!

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transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE17FEATUREWORKINGTOGETHERRethinking the master/servant approachMost strategies and programs addressing our industry’s labour shortages are focusedon increasing the nation’s resource pool and enhancing skills. While these initiativesare critical, strategies aiming to maximise productivity with the resources currentlyavailable are also necessary.To understand what strategies will work, it is worth considering the role that outsourcing plays inthe industry and its working dynamic with operators.The increasing complexity of operating environments, in conjunction with the emergence andrapid growth of the outsourcing services industry over the last 15 years, mean that operatorsrarely work in isolation. These days it is common practice for key activities such as operations andmaintenance to be carried out by a third party service provider.Constructive relationships between operators and service providers are therefore critical tothe industry, and improving these relationships offers potential to improve overall productivitywithout the need for additional people.One strategy, which is being used to drive improvement is an approach known as an IntegratedServices Model (ISM). The model defines a performance based working relationship betweenoperator and service provider to facilitate a more complementary partnering approach that leadsto better planning and scheduling.Transfield ServicesManaging Director andCEO, PETER GOODE, isspeaking at the APPEAOil and Gas Conference inSouth Australia this month.Following is an extendedabstract of his presentationon overcoming theresource crisis using anintegrated services modelfor outsourcing.THE EVOLUTION OF OUTSOURCINGSince 1995, there has been a revolution in the use of outsourced services in the world’s resourcesand energy sector. Not only has there been an exponential growth in the use of outsourcing, butthe reasons why operators utilise this form of resourcing has changed significantly. Traditionalreasons include:STRATEGIC – allows management to focus on core business.FLEXIBILITY OF LABOUR – either displacement or supplementary resources.SOCIAL/CULTURAL CHANGE – often focused on industrial relations.COST SHIFT – reduction of fixed costs, e.g. labour costs.SPECIALIST SERVICES – access to services which are unique or rarely used.EQUIPMENT – access to larger and better utilised equipment pool.In a typical contract, the operator micro managed (and in many cases still does) the service provider,wasting management resources on command and control rather than on the pursuit of strategic,value adding activities. At the same time, service providers were structured into being passiveprice takers. They did only what was asked for in the contract and had no incentive to improveproductivity or efficiency, in fact it was often a disincentive.The adversarial nature of a price-only relationship moderator also drove service providers towithhold innovation and improvement until the next round of price negotiations, where they, andnot the client, would reap the economic benefits of technology or other improvements. The overalloutcome was a failure to fully leverage contractor capabilities and restricted productivity.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE18transfieldservices.com“To work successfully, the onus is on serviceproviders to be discerning about which clientsthey take on. They must focus on quality, ratherthan volume of work.”MOBILWhile these types of contracts still exist, the increasinglyglobal and competitive market has created a new setof paradigms which are changing the operator/serviceprovider relationship, including:Demands of growth on talent – unprecedented globaldemand for resources and management energyare forcing prioritisation and redefinition of whatconstitutes core management responsibility.Better use of capital – increased mobility of capital hasplaced pressure on established assets to free up capitalfor growth. This has led in particular to ‘build, own,operate’ outsourced contracts.Global standardisation by major corporations – majorcorporations are rationalising their supply of goodsand services on a global basis. This facilitates theapplication of consistent high standards in utilisationand significant cost decreases.Increasing capability of service providers – these changeshave been matched by increasing sophistication andcapability by industrial service providers. There is nowrecognition that service providers can add significantvalue to a business that owners themselves would nothave been able to achieve.New technologies – particularly in business systemsand electronic data capture and managementreporting, have enabled ‘core’ managers to delegaterisk and activity to third parties.Located 13 kilometres westof Melbourne and operating24 hours a day, 365 days ayear, Mobil’s Altona refinerysupplies half of Victoria’s fuelneeds. In November 2011 therefinery was shutdown formajor planned upgrade worksto increase its efficiency andimprove its environmentalfootprint. A shutdown toan asset of this scale andimportance is high risk and requires meticulous planning and precise execution.Mobil’s 15-year ISM agreement with its maintenance service provider was criticalto the successful delivery of the shutdown. The model facilitated:Asset life-cycle maintenance scheduling from the outset of the contractallowed for a long project lead time to plan.A collaborative, skilled and flexible on-site workforce significantly reduced theneed for additional one-off hiring demands for the shutdown.Well entrenched safety systems in shutdown workforce.As a result, the shutdown was successfully completed without a recordable injury,at 5 per cent under budget cost and with an incident free start-up.Systems and learnings can be applied across industries– many services providers now work in multipleindustries. This supports knowledge sharing, innovationand more efficient ways of operating.The development, in leading outsource providers, ofsophisticated safety and operational managementsystems that ensure performance is often on par with,or better than their clients.These new paradigms are changing the way operatorsand service providers work together and force a rethinkof the traditional master/servant approach. There is now agreater willingness to share risk, establish mutual businessgoals and to reward performance and distribute the gains.To facilitate this evolved perspective, there has beena dramatic expansion in the range of commercial andcontractual mechanisms. The Integrated Services Model(ISM) is one such mechanism.THE INTEGRATED SERVICESMODEL (ISM)An ISM governs the contractual agreement betweenoperator and service provider to define their workingrelationship. Its aim is to establish a constructive,trusting and mutually beneficial partnership to increaseproductivity and efficiency across multiple sites andprojects. The model is reliant on a mutual commitment toa sophisticated asset management strategy and ensuresthat agreements incorporate the following characteristics:A process by which operators and service providersrespect the core competencies that each party bringsand do all they can to allow each other to identify andfocus on delivering them.Performance based criteria and incentives whichencourage safety, continuous improvement andinnovation.A contract management plan and program of worksusing an integrated and coordinated shutdownand planned work schedule that covers all workrequirements.Site wide resource management and work executionbased on thorough forecasting and delivery strategies.To work successfully, the onus is on service providers tobe discerning about which clients they take on. They mustfocus on quality, rather than volume of work, and in doingso trade-off short-term margin ‘fat’ for long-term securityof revenue. A critical mass of management talent must beavailable, together with business systems and processesthat can match and integrate with those of their clients.Service providers must also understand and endorse theclient’s strategic business objectives, be prepared to sharerisk and invest significant sums to ensure operationalcompatibility.The key benefits of a properly implemented ISM aresignificant:

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE19Reduced labour requirementsThe program of works approach to project managementidentifies and links the skill-sets and resources requiredto complete a planned sequence of work, such asshutdowns. This reduces the stress on the same labourpool by ‘smoothing’ human resource demand peaks andtroughs, while optimising the use of other side-wideresources such as machinery and sub-contractors.SafetyThe rationalisation of sub-contractor use (together withsafety performance incentives) has the important flowoneffect of improving safety performance because acore competence of the lead contractor is the selection,engagement and on-boarding of sub-contractors. Thisensures that all sub-contractors are trained to a high standardand, importantly, key processes applied consistently.ProductivityProductivity and availability improvements are achievedfrom:The operator having more management time freeto focus on strategic asset management (given theservice provider is looking after the detailed planning,scheduling and execution).The service provider implementing ‘root cause’ analysisand other systems to eliminate maintenance induceddefects and repeat failures.The service provider supporting the operator with datamanagement and procurement services.Less unscheduled maintenance as the service providergathers data, builds library files and frees up theoperator to plan preventative maintenance schedulesrather than being caught in the reactive spiral.Financial incentives for the service provider to achieveavailability, safety and innovation targets.CostCost reductions are achieved from:Sub-contractor rationalisation which reducesduplication and overheads.Site wide scheduling which ensures optimisation andefficient use of site wide resources.Performance based contracting which focusessub-contractors on key performance indicators ratherthan man hours.Detailed planning and reporting which contributes toproductivity improvements.Reduction in breakdown/schedule break in work, andincreased focus on achieving planned work schedule.A shift to increased predictive and pro-activemaintenance, allowing greater planning time andresource levelling.The ISM approach to operator/service providerrelationships is proven to increase productivity, reducecosts and improve safety using fewer resources. Morewidespread and coordinated use of the model, bothwith individual operators and across different operators,would make a considerable contribution to overcomingAustralia’s labour resource shortages.SANTOSLast year, Santosconsolidated four majormaintenance servicecontracts into a singlelong-term agreement withone lead contractor for itsoperations across its Cooperand Eromanga Basins. Theregion, which covers a vastexpanse of north-east SouthAustralia and south-westQueensland, is some of themost prolific onshore oil and gas producing regions in Australia.The new agreement uses an integrated services contracting framework. It hasestablished a centralised resource pool of labour, equipment and consumables,together with a program of works approach to schedule maintenance activitiesacross the site.Operator and contractor now collaborate closely. Knowledge and skills arecombined and project risk is shared by linking contractor fees to overall projectperformance outcomes and key performance indicators.While the new model has only been in operation since October 2011, operatingperformance has already improved, using fewer human resources. Significantimprovement is expected over the long term.BLUESCOPEBlueScope Steel’s PortKembla steelworks is thelargest manufacturer andsupplier of flat steel inAustralia by volume. It has anannual production capacityof approximately 5.3 milliontonnes of crude steel and isone of the world’s lowestcostproducers of steelproducts.Throughout the 1990s, BlueScope Steel embarked on major structural reformto improve the steelwork’s efficiency and productivity. In 2000, they hadexhausted traditional improvement initiatives in maintenance productivity andneeded to take a quantum step to deliver savings and improvements in plantmaintenance and shutdown productivity.In 2001, BlueScope formed an alliance style agreement with a service providerusing an integrated services model. The alliance recently celebrated its 10-yearanniversary.As part of the agreement, key performance indicators are reviewed andupdated annually to ensure continual alignment of operator and serviceprovider goals. The service provider also participates in strategic meetingsto ensure maintenance improvements are identified and implemented. Thebenefits included:A 30 per cent reduction in staff levels through more efficient task allocationand scheduling.Multi-million dollar savings through a range of initiatives over the life of thecontract including through the “Better Ways” program and rigorous financialmanagement on overheads. Rigorous financial management, saving $2.8 million on overheads in the2007-08 financial year.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE20transfieldservices.comIMAGES COURTESY TRANSFIELD HOLDINGS ARCHIVEFor more than 14 years, TransfieldServices has been known as themotor behind the Australian DefenceForce – keeping bases running andour soldiers fed, rested and protectedduring training activities. Now we’reusing our broader capabilities tomove into the management of largescale,critical assets for the defenceindustry. By Corporate AffairsManager, LIENE GULBIS.1FEATURE6CRITICAL

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE213 4521. Launch of ANZAC frigate.2. Launch of HMNZS Te Kahaat Williamstown Dockyard,Victoria in 1995.3. Bow of a frigate being liftedat Williamstown Dockyard,Victoria.4. Flight of RAAF’s acrobatic teamover HMAS Anzac in 1994.5. The keel of HMAS Arunta, 1995.6. The stern of HMNZS Te Kaha.Something you may not know about our heritage is that in 1989,Transfield won a $5 billion tender to construct eight ANZACclass frigates for the Royal Australian Navy and two for theRoyal New Zealand Navy. Up to the turn of the century, this wasthe largest ever private contract in Australia’s history. These assets exist toprotect Australia and all 10 frigates are still in service today.Inherent during the construction of such large, critical life and deathassets are the myriad of risks, predominantly safety risks, which must bemitigated with the utmost care.Despite Transfield’s defence business eventually being separated intoanother company – Tenix in 1996, Transfield retained much of its experienceand capability and continued to service the defence industry throughGarrison Support Service and Comprehensive Maintenance Servicecontracts in addition to work with the Australian Submarine Corporation(ASC). This capability and know-how has shaped the company we aretoday. Our strong risk and safety management systems and specialist assetmanagement capabilities are evident in every part of our operations.Our work with Defence underpins our heritage and continues tounderpin our growth year to year. Today we manage significantresponsibilities for defence personnel with our fire fighting, aircraftrefuelling and military firing range services. We provide consistent,efficient and quality delivery of low and high-risk tasks – so Defence canconcentrate on its core jobs.OUR CHANCE TO SHINE… AND GROWToday, even though much of our work for Defence might be considereddomestic – the reality is when we need to; we can call on an enormousdepth of knowledge from the wider organisation.Derek Osborn, General Manager National Operations for the Propertyand Asset Services group, highlights the extent to which the rest of theorganisation’s capabilities can be invaluable when servicing Defence:“When we’re servicing and maintaining fuel farms, the hydrocarbonsbusiness has been able to help us with that aspect of our work. If theyrequire water infrastructure, the water business can help us.”“Our heritage is our real strength and something we can – and shouldleverage more.”“We have the ability to utilise the capabilities of our engineering business,ICD and we regularly engage our APP subsidiary to provide a high level ofproject management. This really sets us apart from our competitors.”Transfield Services now has a real opportunity to leverage and apply ourindustrial maintenance and shutdown capability to the defence industry.“We’ve got capability, the heritage, the right business model and styleto deliver widely dispersed, small groups of specialist maintenance staffworking with the client to deliver a really good outcome,” says Derek.Aside from our willingness to continue to build on our long-term

THE TRANSFIELD SERVICES BUSINESS MAGAZINE22IMAGES COURTESY TRANSFIELD HOLDINGS ARCHIVE.1. Bow of a FFG-7 Classfrigate at WilliamstownDockyard, Victoria.2. Guided missile launchsystem upgrade.3. Testing over overhaulednaval gun.2 31transfieldservices.comrelationship with Defence, one of our key strengths is our scale. We’reable to mobilise and move people around, often at short notice.“We’ve recently proven an ability to provide support for a Defenceoperation at short notice at a RAAF bare base*, which due to its successwas extended for a longer period. This is the first time Defence hasrequested support of this nature from an external commercial provider fora significant operation critical to Australia’s national interests,” Derek says.Andrew Merchant, Operations Manager Garrison Support ServiceWestern Australia, who led the charge on this operation explains: “Wewere able to provide immediate support and within three days hadmobilised all services to the deployed location and 20 to 30 peoplefrom across Australia in support of the activity.”“Over a nine-month period, we deployed in excess of 270 supportstaff from contracts across Australia to provide 24-hour rescue firefighting services, refuelling services, catering, security, cleaning, runwaysweeping and waste management to support the operation.”Derek cites another example: “In the past, Transfield Services played amajor role in an operation called Safe Haven, where we geared up atLeeuwin Barracks in Western Australia to support a number of Kosovoand East Timorese refugees that were evacuated to Australia in 1998.This was noteworthy because it coincided with our transition onto theGarrison Support Services contract.Transfield Services has also provided a range of support during majorbushfires in both the East and the West at short notice and in theresponse to Cyclone Vance in Western Australia in 1999.When asked how Transfield Services has contributed to the success ofDefence today, Derek says; “Over the last two generations of contractswe’ve lowered their cost base. We are an efficient provider – flexible andnimble – and we have a reliable and committed workforce. Our abilityto leverage SAP and systems is a key differentiator for us. We havedeveloped a track record of doing what we say we will do.”To give an impression of the types of contracts we have the technicalcapability, experience and unique offering to bid for – the team is currentlyshowcasing these key strengths in a bid for the Land Material Maintenancecontract with Joint Logistics Command. This involves the maintenance ofmany of Defence’s critical land-based assets across Australia.“This sort of asset management is something we do very well at TransfieldServices. Our naval ship support business is a direct analogy of what wecan do. And we’ve done it on a larger scale in the past. It’s maintenance ofhighly technical equipment with a whole range of critical issues in difficultenvironments – no different to an Easternwell, for example. They’re the1987 – December: TheAustralian Government soldWilliamstown Dockyards inMelbourne to Australian MarineEngineering Consolidated(AMECON), which consisted ofthree partners.1989 – 10 November: Transfieldreceived the order for 10 ANZACfrigates from the Government. Theproject, its cost in today’s valuerevised to $5.8 billion, employed10,300 people in Australia andanother 1,300 in New Zealand.1993 – December:FFG-7 frigateHMAS Newcastlecommissioned.1995 – 22 July:Transfield completedthe first frigatefor the Royal NewZealand Navy,HMNZS Te Kaha.1997: TransfieldServices awardedArmy Logistics andSupport contract inthe Hunter Valley,New South Wales.1988 – August:Transfield made takeoverbids for all three partnersand ultimately gainedcontrol of AMECON.1992 – February:FFG-7 frigateHMAS Melbournecommissioned.1994 –16 September:Transfield completed thefirst frigate for the RoyalAustralian Navy, HMASANZAC.1996 – July: Transfielddefence businessseparated into anothercompany, Tenix, andthe completion of theremaining eight frigateswas handed over.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE23comparisons we want to draw for Defence.”Derek’s passion for leveraging the strengths of the Company becomeeven more evident as he talks through the similarities of very differenttypes of assets and how maintenance practices are transferable – and infact advantageous – across industries.“For too long the defence industry has hired large defence contractorsbecause they think their equipment is special and different – buteveryone’s equipment is special and different. Telstra’s equipment?Guess what? That’s special and different. With the Department ofTransport in Western Australia we maintain navigation aids kilometresoffshore. Look at the maintenance work the Company does for majormining and oil and gas companies. All our clients’ assets are specialand different. It’s your ability to manage these assets in high risksituations that is the key.”INDUSTRY TRENDS – MINING INFLUENCEON THE MAINTENANCE GAMEThe maintenance landscape in Australia has changed and the resourcesboom has fundamentally changed the game.Derek compares the difference in approach of mining companies with thedefence industry: “A mining company won’t stand for a bit of equipmentbeing down for four to six hours due to a failure, whereas defence haslonger downtime periods. For example, they might send a key asset to thenorth, something goes wrong and they bring it on a truck to the south tobe repaired and overhauled, and then send it back up again.”“Mining companies quickly realised the efficiency gained by proactivelymaintaining their equipment as opposed to moving their equipmentwhen it required repair, so they move their workforce to their equipment –whereas Defence will often move their equipment to the workforce.”While financial limitations may be the reason behind why the defenceindustry continues with its current approach, Derek argues that thereis definitely a case for Defence to have a hard look at its standards ofavailability of its equipment and what turnaround time should in fact be– using the mining industry as a starting point. This may enable Defenceto achieve some of the savings and efficiencies they’re currentlyseeking. And this is precisely where Transfield Services can help.* BARE BASE: The Royal Australian Air Force currently maintains three Bare Bases in remoteareas of Northern Australia. These bases were developed in the 1980s and 1990s in line withthe Defence of Australia Policy in order to enhance the RAAF’s ability to conduct combatoperations from the Australian mainland. The bare bases are well provisioned with bunkersand other defensive facilities and have the capability to support the RAAF’s F/A-18 Hornetsduring wartime, exercises and civilian emergencies.OUR DEFENCE MAGNATESDEREK OSBORN joined Transfield Servicesin 2003 on a facilities management contract inWestern Australia. He then moved to Perth andbecame an operations manager which includedthree defence contracts. Prior to this he had noexperience working with the defence industry.“I was quickly immersed in the world of defence. It was a veryacronym-rich environment. I’ll never forget in one of my firstmeetings with a Colonel, I asked him to explain an acronym forme and he couldn’t. He knew what it meant, what it was implying– but he didn’t know what the letters actually stood for. From thatpoint on I knew that I could get by.” says Derek.Derek now heads up national operations for the Property andAsset Services business.“I like the fact that I don’t have a defence background becauseit allows me to ask difficult questions and challenge some of thethings that others take for granted. I think our business benefitsfrom having a balance between a large number of people whowere in Defence for much of their career and people who havenever been in the Defence Force. This is the sort of thing I reallyadmire and enjoy about working with Defence. The ability to havea conversation, even difficult ones when it’s required and still notaffect the relationship,” Derek says.DAVE REYNOLDS joined TransfieldServices in 2006 and has more than 15 yearsof experience providing support services tothe defence industry. He has recently beenappointed as the National Manager – Defence,looking after our defence operations in WesternAustralia, South Australia, Victoria and New South Wales.“Transfield Services and Defence are a great mix. Defencerecognise that we are willing to work with them to establishsustainable outcomes that benefit both organisations. For example,Transfield Services received feedback in 2004 that we shouldestablish an in-house catering solution. Our service was first testedin 2005 with the commencement of the Garrison Support Servicescontract in South Australia. We now provide in excess of two millionmeals per annum for Defence across the country,” Dave says.1999 – October: Inconjunction with theThales Group from France,Transfield purchased ADI,the government’s defencecontractor and Australia’s onlysupplier of military ordnance.2004:TransfieldServices renewsGSS-SA contract.2007: TransfieldServices renewsGSS-WAcontract.2011: Transfield Services awardedComprehensive Maintenance Servicesservicing primarily RAAF Base Williamtownin Newcastle and Singleton Military Area inNew South Wales, as well as bases spreadfrom the Hawkesbury River north of Sydneyto the Queensland border.1998: Transfield Servicesawarded Garrison SupportServices (GSS) contracts inSouth Australia, SouthernVictoria and WesternAustralia (WA).2002: ADI won contractto upgrade command,control and guidedmissile launch systemson the Perry Classfrigates, worth morethan $1 billion.2006: TransfieldServices renewsGSS-SV contract.2009: Transfield Services renewsArmy Logistics and Support contractin the Hunter Valley. TransfieldServices also awarded the AirWarfare Destroyer contract fromASC (formerly Australian SubmarineCorporation).Transfield Services was alsoawarded ComprehensiveMaintenance Servicescontract including BaseSupport Services at DefenceEstablishment Woomera inSouth Australia.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE24transfieldservices.comIn January 2012, we launched a major safetyinitiative across all Transfield Services’ globaloperations called the 10 Million Challenge.By Transverse Editor, FELICITY PONTONI.FEATUREOUR BIGGESTThe goal of the 10 Million Challengeis to achieve 10 million hours, orabout two months, without a losttime injury to any of our people, orpeople for whom we are responsible.The driving force behind this ambitious targetis Transfield Services’ Managing Director andChief Executive Officer, Peter Goode. Hehas been supported by a team comprisingrepresentatives from all parts of the globe andled by Karl Simons, our General Manager HSEQMiddle East and Asia. The team members wereGlen Cowling, Angela Williams, Dave Armstrong,Emmanuel Christou, Carolyn Tapang, HeathAllan, Felicity Pontoni and Debbie Merrin. Theirefforts in pulling together the challenge wereremarkable and their accomplishment should bea source of great satisfaction.Peter Goode says: “We’ve worked hard toimprove our safety performance in recentyears and we’ve made real progress. As aresult of all our efforts, we halved the numberof our colleagues suffering from serious injuriesover the past two years. This is a tremendousachievement, one we should take deep pridein.”“Despite this remarkable improvement, onaverage, every week one of us is injuredso badly that we miss at least one day ofwork. When you think about the pain, sufferingand inconvenience inflicted on the injuredperson and the distress, anxiety and disruptionthat flow to their loved ones, we simply haveto say, something must change. This is notacceptable.”The 10 Million Challenge is the first of its kind inthe Company’s history. And it required someserious tools to engage the hearts and mindsof our people.One of these tools is a Stop Work Authoritycard.Karl Simons explains: “The card has beenspecifically developed and introduced topersonally empower each and every employeeto stop what they are doing should they everfeel unsafe or to stop other people if they seesomething unsafe.”This empowerment is supported by the mostsenior management within the organisation.The card itself carries a personal message andsignature from the Managing Director.“Good leaders encourage their people to worksafely and understand their responsibilitiestowards their employees and especially, thatno job we undertake is more important thanthe safety and welfare of our people,” saysPeter Goode.The Stop Work Authority card can be used inany situation, not just for high risk situations.“The Mandatory Safety Rules deal with a setof specific high risk activities commonly foundthroughout our business, whereas the StopWork card can be used to challenge any risk.”The cards were given to each employee duringthe global launch of the 10 Million Challenge on16 January 2012. Employees signed their cardtogether with their managers in a powerfulsymbol of their commitment to safety.A video was also produced to engage ourpeople in this major safety initiative and tomotivate them to join with their colleagues tobring about a noticeable change to how we goabout our work.The video features Peter Goode explainingthe 10 Million Challenge and our company’scommitment to safety. It also features some ofour people on sites around the world talkingabout what safety means to them.Progress towards the 10 Million hoursmilestone is tracked via an electronic counteron the Company’s intranet homepage. The

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE25CHALLENGE YETcounter displays the hours worked withinTransfield Services since the last lost timeinjury. If an injury is sustained, an alert is issuedto the organisation and the clock is re-set. Aweekly update is issued so that work teamscan discuss our progress during their toolbox,or safety meetings.STOP WORK INTERVENTIONA new safety message appears in a box nextto the counter each time people refreshtheir browser which further reinforces andpromotes our commitment to safety.While we have set a target of 10 million, thereal goal of the challenge is to eliminateserious injuries from our workplaces.“The true value of this sort of campaign isthat it helps move safety to the forefront ofpeople’s minds and prompts people to takethat extra little bit of time to assess the risksof the task they are about to perform,” Petersays.“One of our values is ‘integrity’, which meansdoing the right thing. This is a value that iscentral to the way that Transfield Servicesdoes business; we are simply not the sort oforganisation that would derive satisfactionfrom an achievement not won truly and fairly.There is therefore a very clear expectationthat all injuries and incidents continue to bereported.”According to Karl Simons, achieving thisambitious target will take all of us looking outfor each other.And when we get there?“We’ll celebrate as this will mean we doubledour current best ever period without a losttime injury,” he says.“We’ve asked our clients to support us in the10 Million Challenge and my sincere hopeis that the journey to achieving the goal isone that binds all of us and brings into sharpfocus the importance of taking good care ofourselves and each other.”Following is an example of howsimple intervention using the 10Million Challenge Stop Work Authoritycard can prompt engagement andmake a significant difference.A crew on our TAMS North Project inthe Americas was at the bottom of asloped area adjacent to the shoulderof the road and needed to pull a largetree limb up the slope to the shoulderand onto the truck.One of the employees did not feel theinitial method was safe. He took out hisStop Work Authority card and the jobstopped.A discussion followed between thetechnicians which ultimately led to abetter understanding of how to do thejob safely. The job resumed and wascompleted without incident.This story came from Eric Broughton,Vice President, Health, Safety &Environment, Infrastructure, who says:“ I wanted to share this with you toshow that the program does work andpeople are willing to use the systemand put it to the test.”.“While our 10 Million Challenge clockand calendar may not be where wewant it to be, I hope that we can takesome pride and satisfaction that ourefforts to empower people to stopthe task when the job is not safe toperform is working.”

THE TRANSFIELD SERVICES BUSINESS MAGAZINE26transfieldservices.comDOING MOREWITH LESSThe 2012 Transfield Worley Regional Leading PracticeForum provided our clients with a cornucopia ofideas and innovations they can apply to their ownbusinesses.More than 250 delegates attended the Forum in Melbourne on25 – 27 March.The Forum focused on relevant cross-industry knowledge todevelop tangible outcomes for our clients across the resourcesand energy, infrastructure and asset and property servicessectors.Feedback indicated the mix of presentations from industryleaders, operational delivery papers and networkingopportunities provided delegates with the right mix of leadingpractices and peer-to-peer sharing time.With an overall theme of ‘Transforming business – doingmore with less’, the Forum topics included safety, assetmanagement, operational excellence, sustainability, people,project delivery, management, cost reductions and operationalrisk.Presentation highlights included Transfield Services Chairmanand Business Council of Australia President, Tony Shepherd;Siemens Australia Ltd CEO, Jeff Connolly; and KPMG Partner,Bernard Salt who closed the event.A surprise favourite was nuclear energyexpert, Jack DeVine, whose masterclasssession and presentation proved highlypopular.Melbourne Cricket Ground was the perfectbackdrop for former cricketer, Max Walker(pictured above right) who spoke at thedinner, enthralling the crowd with his personalstories relating to the theme of doing morewith less.Delegates attended from India, Canada, NewZealand and around Australia and included representativesfrom QGC, Origin Energy, Qenos, Shell, Caltex, ExxonMobil,BlueScope Steel, Refining NZ, ARTC, RasGas, Crown Casino,SP AusNet, Sydney Water, Melbourne Water, APLNG and LoyYang Power.To view the presentations, videos and images from theTransfield Worley Regional Leading Practice Forum, go towww.twleadingpractice.com.“Max Walkerenthralled thecrowd withhis personalstories relatingto the themeof doing morewith less.”

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE27DELEGATESHAVE THEIR SAY:“Being in the public sector, thisforum shows that the privatesector has the same issuesand constraints that the publicsector has.”UNIVERSITY OF NEWCASTLE“There was a great diversity ofbusinesses and people.”ALCOA“The forum blended visionaryleadership with operationalexcellence and good examples.TRANSPOWER NZ“Very well organised andprofessionally done, thank you! “GIPPSLAND WATER“An excellent conference thathas given me many ideas toexplore in my business.”REFINING NZ

THE TRANSFIELD SERVICES BUSINESS MAGAZINE28transfieldservices.comworkflow [Around our regions]Sustainable solutions, safety innovation and teamworkEngineering,operations andmaintenance, assetmanagement,constructionmanagement,shutdowns and projectmanagement…we do it all.Seaford Rail TeamAPP audits newrail projectSince 2010 APP Corporation,in conjunction with Hyder, hasbeen providing IndependentVerification services to one ofAustralia’s most eagerly awaitedrail projects currently underwayin South Australia.The $290 million Seaford RailExtension is a 5.7 kilometreextension to the dual rail line fromNoarlunga Centre Railway Stationto the Seaford District Centre inAdelaide. This project is essentialto the development of a moreefficient, urban form of transportfor the city and is expectedto attract about 6,000 publictransport trips each weekday.The new infrastructure includesa 1.2 kilometre elevated viaductover the Onkaparinga valley andriver as well as a railway bridgeover Old Honeypot Road, roadbridges at Seaford Road andLynton Terrace.The viaduct is a complex feat ofengineering. In addition to beingone of the longest rail bridgesin Australia, the viaduct will bethe third longest incrementallylaunched bridge in the world.The 48, 600-tonne bridgesegments are being cast at eachend of the valley abutment,and then pushed progressivelyover 21 piers to hover six storeysabove the valley floor.As Independent Verifier, APP isauditing the Contractor’s systemsfor the delivery of the project.With its technical skills and diverseexperience, APP can add valueto design, program analysis andreview of construction processes.The critical challenge in deliveringsuch a complex engineeringproject within a tight timeframerelies on APP having the rightpeople and Transfield Services hasseconded key rail personnel to theAPP construction phase team.One of the success stories ofthe project has been the cooperationof the Kaurna andRamindjeri Aboriginal elderswhen an unmapped burial groundwas found. A total of 17 lots ofancient Aboriginal remains werediscovered during excavationof the viaduct. The immediatearea was quarantined to permitinvestigation by archaeologists, aforensic pathologist, police and thetribal elders. The Aboriginal groupsconducted appropriate ceremoniesand participated in securing theremains and and burying themadjacent to the new works.The infrastructure is due forcompletion in September 2012and subsequent electrificationto achieve full line services to theSeaford District Centre by late 2013.Zero harm heroTony Pryor, Transfield ServicesBoiler Team Shutdown and DetailPlanner at BlueScope’s PortKembla steel manufacturing site,has won BlueScope’s 2011 SafetyChampion Zero Harm award.The award, one of BlueScope’shighest individual safetyhonours, recognises Tony’sexcellence in health and safetyperformance, leadership andengagement, and improvementinitiatives. The award is open toall employees and contractorsacross BlueScope’s entireAustralia and New Zealand steelmanufacturing operations.Tony was nominated for hisongoing commitment to safetyand specifically for his involvementin a major boiler overhaul project.Tony led safety best practiceduring the project, takingownership of daily Tool Box Talksafety discussions, and created andimplemented procedures aroundsafety induction and training.BlueScope’s Managing Directorand CEO, Paul O’Malley,personally congratulated Tony onhis award, writing:“Your contribution to the excellentsafety results on the 25 Boilermajor overhaul project shows yourpassion and energy for “LivingSafety”. It is clear that your attitudetowards safety goes beyond workboundaries as you take care ofthe well-being of your family andfriends, and this epitomises thevery core of BlueScope’s safetybeliefs and Our Bond. It is withgreat appreciation that I thank youfor your tremendous efforts.”

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE29Starting worksafelyThe Work Safely Centre is atraining centre that provideshands-on and nationallyaccredited training courses sothat new employees start worksafely in the oil and gas, mining,civil and related industries.The Honourable Tom Kenyon,South Australian Minister forEmployment, Higher Educationand Skills, officially opened thelatest Centre in Adelaide on 23February 2012.The Minister, along with clientrepresentatives from Santos andBHP Billiton, had the opportunity totour the training areas provided forconfined space, working at heights,and whitecard Occupational Healthand Safety induction. Guestsalso tried out the motion-basedsimulators that allowed them to‘road-test’ excavators, bulldozersand graders.The Work Safely Centre openinghas been made possible thanksto sponsorships from TransfieldWorley, Santos, Penrice andthe Industrial Foundation forAccident Prevention, and islocated in the South Australianbranch of the Civil ContractorsFederation (CCF SA) inThebarton, Adelaide.Mr Peter Nolan, the ChiefExecutive Officer of the CCFSA, says interactive training isup to four times more effectivethan traditional classroom basedtraining in aiding the retentionof information.“Interactive training helpspeople retain information,which leads to safer workplaces,especially in industries wherepeople work in close proximityto large items of machinery or indangerous situations.”The concept for the Centre wasinspired by collaboration at aTransfield Worley Leading PracticeForum in 2004. Since then,hands-on training centres havebeen opened in Perth, WesternAustralia; Gladstone, Queenslandand now Adelaide, South Australia.WorkCover relyon us for highrisk workThe team on our NSW Schools,TAFE and Whole of GovernmentFacilities Management Contractrecently completed high riskwork for a WorkCover officebuilding in full view of itsinspectors – without a hitch!The team were called upon toexternally clean windows onWorkCover’s six-storey officebuilding in Gosford on the NSWCentral Coast. Thanks to carefulplanning by the Health, Safety,Environment and Quality (HSEQ)team, the job proceeded safelyand smoothly.The Hon Tom Kenyon MP road-tests one of the 26 heavy vehicle simulators,watched on by Safework Australia Chairman Tom Phillips AM.Transfield Services has providedfacility maintenance servicesincluding cleaning to schools, TAFEcolleges and other governmentagency sites across the HunterValley and Central Coast regions inNSW since 1 July 2011.This WorkCover job is just oneexample of the type of work thecontract includes. These servicesare designed to keep a facilityoperating in an optimal mannerand align the performance ofGOODBYE SILOSImagine being able to do your job in exactly the sameway at any site or office or contract within our global business. Forexample, if you are a maintenance supervisor or a procurementmanager or HR administrator you would be able to use one set ofprocesses with perhaps some localisation at the activity level (whererequired by law or by a client). This is the aim of the TransfieldServices Business Process Standardisation Project being led by ourGlobal Quality and Performance Excellence group.The Business Process Standardisation Project willprovide a central repository for all the workalready being done in the standardisationarea such as Centres of Excellence and ProjectQuantum, while facilitating the standardisationof processes across the organisation.The Project will collect andcollate all current TransfieldServices processes and mapthem into a framework.This will allow usto clearly identifyand rectify anyduplication or gapsin the processes we use.the facility with the needs of theresident business.The two-day job was overseen byArea Supervisor, Heath Muscatand HSE Coordinator, OwenLeslie, who were on site ensuringeverything went to plan.The technically difficult job wascompleted by one of our trustedcontractors ‘See Thru Windows’.The design and shape of thewindow shades located on eachwindow of the southern andP. 30 >To assist the organisation in achieving this goal the Project team,consisting of Karen Wlasichuk, Chris Tham and three experiencedBusiness Process Standardisation consultants, will identify andtrain Transfield Services Business Process Owners and developa governance model for business process management. Theteam will also develop agreed methodologies, guidelines, andstandards for business process mapping, design and ongoingmanagement and roll these out across the organisation.The Business Process Standardisation project is the first significantstep in our journey to develop and implement a new GlobalManagement System which will drive operational excellence andallow us to integrate processes, standards, procedures and moreimportantly the right behaviors into our daily operations.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE30transfieldservices.comworkflow [Around our regions]12 years LTI free atGippsland Water.12 YEARS AND COUNTINGOn 2 September 2011, Transfield Services’ Mechanical andElectrical maintenance contract team at Gippsland Waterachieved 12 years without a Lost Time Injury (LTI).The Gippsland Water contract comprises a diverse teamof 55, including electrical, instrumentation and mechanicaltradespeople and supporting engineering, finance, call centreand administration employees.Gippsland Water services a large regional area of Victoria,encompassing a variety of assets from the complexmembrane bioreactor wastewater treatment plant tohundreds of small pump stations spanning a 200 kilometreradius.Our team undertakes a broad range of duties from hazardousconfined space entry tasks in wastewater tanks treatingpaper mill waste, to servicing large saline pump stations fromthe local coal-fired power stations.Transfield Services run a 24/7 emergency response servicefor Gippsland Water often carried out in poor weatherconditions during the night.> P. 29western aspects of the buildingadded additional considerationswhen deciding on hazard controls.It also eliminated more traditionalmethods for cleaning windowson multi-storey buildings. Othersafety considerations includedoperating plant on a suspendedslab, working within closeproximity to power lines andutilising traffic controls in anoperational car park.Heath reported on the day, that:“Despite the facility being forWorkCover, we approached thisjob as if it were for any of theother facilities we maintain.”We aim to build strong,sustainable relationships withour subcontractors and provideongoing support and training,which ensures high standardsof customer service andtechnical expertise. The teamon this contract is committed toimproved HSE outcomes on allits projects. Through monitoringthe effectiveness of procedures,we can develop and implementimprovements at the place of workto assist in identifying hazards.Safety success atAmcorOur facilities management teamrecently achieved 12 months LostTime Injury free on 40 Amcorsites around Australia.Contract Manager, Ben McGaw,says: “This achievement isremarkable considering there are140 subcontractors employednationally across the contract.”“Engagement with subcontractorsis paramount giventhe geographical spread and thediversity of services we provideto our client.”Amcor Facilities ManagementServices HSEQ Coordinator,Shaun Matthews, says: “Apositive reporting culture wasan important contributingfactor in decreasing LTIs whichwe achieved through buildingtrust with sub-contractors andencouraging open and constantcommunication.”A barbecue breakfast washeld at the North Melbourneoffice to celebrate the safetymilestone attended by TransfieldServices Health and Safetyrepresentatives and currentAmcor sub-contractors.Our 10 Million Challenge safetyinitiative was high on the agendaduring the breakfast receivingstrong endorsement and supportfrom the sub-contractors.Six big onesTransfield Services’ SydneyCatchment Authority (SCA)contract achieved six years LostTime Injury free on 1 February 2012.The contract provides civil,mechanical and electricalmaintenance services and minorproject works to SCA across itsbulk water supply system.Celebrating 12 months of safety on the Amcor contract.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE31This significant achievement isa reflection of the commitment,strong culture, continuedsupport and dedication byeveryone to ensure that all workis carried out safely and thateveryone returns home safely totheir families every day.Innovation onthe roadMembers of Infrastructure’sNorth Bay, Ontario project teamin the US recently used lessonslearned from an injury, along withinnovative thinking, to create asolution that will prevent furtherharm to Transfield Servicesemployees.The handrail along a portionof the project’s roadway has aseries of brackets holding it intoplace with fasteners underneaththe railing. Loose or missingfasteners pose a hazard toworkers when refastening therailing to the bracket, as well asto the motoring public, especiallyif the fastener is on an overheadbridge with traffic underneath.Additionally, the handrail holesbecome enlarged over time dueto constant repairs, which requirereplacement of the rail.The injury occurred when theemployee was attempting torotate the handrail into place.The holes in the rail need tobe aligned, and while rotatingthe railing, it came out of thebracket and landed on hisfingers, pinching them betweenthe railing and the cement. Theemployee did not miss any timefrom work due to the incident.The North Bay Yard Team – PaulRussell, Dan Blais, Reg Amyotte,Monty Vaillancourt, Ray Brunetteand Rob Thiffeault – workedtogether to come up with analternative method for repairingthe railing. The team proposeddrilling through the handrail fromthe top and fastening the handrailto the bracket with a carriage bolt,eliminating the need to replacefasteners from underneath therailing and risking injury.This method will also reducerepairs needed in the future, aswell as make repairs easier byallowing the bolt to be passedthrough, therefore holding therailing in place. The North Bayteam, working with the client,installed the carriage bolts in thehandrail as a trial. The OntarioMinistry of Transportationapproved this innovative methodfor replacing fasteners.Iconic bridgecrossingunderwayWork on the construction ofthe $29 million Lower HateaRiver Crossing in New Zealandofficially started last Novemberwith a Maori blessing and sodturning ceremony. The iconicproject is a partnership betweenWhangarei District Council andour Roads ANZ/McConnellRon Stuart, Reliability and Improvement Coordinator [right], andPaul Caron, Torqueing Supervisor, with torque training equipment.TORQUEING TOOLSIn 2010, Suncor Upgrading plants in Fort McMurray, Alberta,Canada, had 13 loss of containment incidents. In 2011 there wasone. Much of this dramatic improvement can be attributed to atorque tool tracking system implemented by Ron Stuart, Reliabilityand Improvement Coordinator for FT Services.Loss of containment is usually the result of a flange gasket failurefrequently due to incorrect torque on flange bolts. Ron recognisedthat part of the problem was the lack of torqueing training as wellas out of calibration torque tools. Torque equipment that is out ofcalibration can give erratic readings which can lead to too much ortoo little torque on the bolts, and this can cause gasket failure andloss of containment.“All torque tools need to be re-calibrated at least once a yearwith the exception of hydraulic pump gauges that must be recalibratedevery six months. The problem was we didn’t knowwhich tools needed to be re-calibrated and which tools were stillgood,” Ron explains.Each torqueing tool is assigned an identification number thatstays with it for the life of the tool. The identification numbersare listed numerically in a shared drive data base that includesinformation such as the date of last calibration and due date ofnext calibration.A Certificate of Calibration accompanies each torqueing tool andis added to the work package at the job site. From the informationstored in the data base, the quality of certain brand names of toolscan be ascertained by the frequency of repairs. Torque tools thatare not feasible to repair or can’t be re-calibrated are scrappedand this is recorded as well.The tool tracking system has been in place since March 2011 andthe results speak for themselves. Ron’s ingenuity has resulted inreduced costs and repair time for the client. Now when a pipefitter,boilermaker, or millwright checks out a piece of torque equipment,they can be assured it is in good working order and will do the jobproperly.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE32transfieldservices.comworkflow [Around our regions]A farewell dinner was held atthe Steamtown Museum inPeterborough, South Australia forour re-railing crew.Dowell Joint Venture team.The bridge design features asleek lifting platform resemblinga bone fish hook and will project26 metres above sea level whenthe tide is full.As one of the region’s largestcivil engineering contractors,our Roads business conformedwith the project’s contractorbrief which will be funded 50/50by Whangarei District Counciland the New Zealand TransportAgency (NZTA).“The client was looking for ateam with a local base as theproject funding from NZTAwas designed to provide localeconomic stimulus to WhangareiDistrict,” explains NorthernRegional Manager MartinHughes.Since the last (and only) roadbascule bridge constructedin New Zealand wascompleted in the 1930s,international expertisewas sought to assistour team with thebridge design.Our JV team’sspecimen designfor the bridge and associatedinfrastructure and costprojections were endorsed byWhangarei District Council inlate October – confirming a$10 million win for our Roadsdivision.Adieu from thecrewAfter six months based inPeterborough, South Australia,our re-railing crew bid a fondfarewell to the local communitybefore moving to Port Pirie lastOctober.The crew forged strongrelationships during their timein Peterborough thanks to thesupport and assistance of thecommunity, local council andbusinesses.To say thank you, the crew puton a special dinner at the localSteamtown Museum where theyupdated local representatives onthe progress of the productivityprojects and gained an insightinto the effects the project hadon the local economy.Peterborough has a significantrail history as the location wherethe broad gage track met withthe narrow gage track, makingthe town the main hub fortransport across the country.Attending the dinner werecouncil representatives and thePeterborough Mayoress, RuthWhittle, local business ownersand service providers.Transfield Services wasrepresented by Program Director,Michael Nops, Senior ProjectManager, David Temby and ProjectManager, Matthew Lloyd. Ourclient, ARTC was represented byProject Engineer Adrian Oorloff.Speaking at the dinner, MayoressRuth Whittle highlighted thefinancial and social benefitsexperienced by the communityduring our time in the area:“It has been a happy association– you have provided new faces,movement in and around thearea, a sense of ‘busyness’ thatis often missing from our streets,cash dollars for businesses andtherefore a resulting rise inemployment. Your presence hasgiven a lot of people purpose,training and hope for a brighterfuture.”“We have all enjoyed having youhere and would have you all backanytime. Thank you for choosingPeterborough.”InterGulf awardInterGulf, our oil and gas servicesbusiness in the United ArabEmirates, achieved one year LostTime Injury free on 10 January2012 for its client ADGAS.Thirty million hours wereworked at two sites on DasIsland located 180 kilometresoff Abu Dhabi to achieve thismilestone. The work includedHVAC, civil, electrical, fire andgas maintenance services.Chief Executive Officerof ADGAS, Fahim Kazim,

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE33is to improve the functionalityand capability of the base whileat the same time upgradingor replacing critical ageinginfrastructure to meet increasinguser requirements.presented a special safety awardto InterGulf’s HSE Manager,S.Rabiq Ali in recognition ofmeeting ADGAS’ safety relatedstrategic goals.All sub-contractors workingunder ADGAS are subjected tothorough assessments and siteaudits every year to ensure HSEsystems are in line with ADGASstandards.RAAF Basedesign on targetDesign for the Royal AustralianAir Force Base (RAAF)Williamtown redevelopment iswell underway. The project isa collaboration between JohnHolland and Transfield Servicesfor the Department of Defenceas managing contractor.Located 30 kilometres north ofNewcastle, RAAF Williamtown isdesignated as a future base forAustralia’s Joint Strike Fighter.The purpose of the contractOne key component of the $275million managing contractorproject is the provision of flexibleworking accommodation for1,000 staff. The multi-storeyoffice building will be the firstof its kind on an operationalstrategic base which allowsfor effective, efficient workingaccommodation and support tolarge HQ populations.Other project works will include:car parking for 600 spacesenhanced security and safetyaccess arrangementsupgrade of agedinfrastructure (engineeringservices)adaptive re-use of buildings(complete internal rebuild)demolition of existingbuildings, andintegration with the NACC(new air combat capability).Progressing additional designoptions:extra 400 person buildingphysical fitness trainingfacilitycar parking for extra 300spaces, andenhanced security and safetyaccess arrangements.4 squadron (hanger and office accommodation) West Side perspectiveBack row left to right: Eric Broughton, Daniel Harris, Greg Free,Jonathan DeBusk, Tim Fowler, Lon Barfield, Eion TurnbullFront row left to right: Scott Carter, Dean Peterson, Brian Parmenter,Eric Butlermanagers.RAISING THE TRAINING BARMore than 700 employees have been through TransfieldServices Infrastructure’s Equipment Qualification Programsince it started in March 2011.At a recent training event, Regional Training and Safety OfficerDean Peterson, along with Lon Barfield, Director of Learningand Development, certified six new trainers in Jacksonville,Florida, for the Train the Trainer Program.The new trainers are Jonathan DeBusk, Escambia County; GregFree, Okaloosa County; Eric Butler, Chipley Five Counties; andTim Fowler, Space Coast, all in Florida; Brian Parmenter, Charlotte,North Carolina; and Daniel Harris, 895/TAMS North, Virginia.Following their certification, the new trainers got somehands-on experience with qualifying several local employeesfrom the Jacksonville Interstates project. This gave them theopportunity to demonstrate their abilities, as well as providefirst-hand experience of being a trainer.Eric Broughton, Vice President of Health, Safety &Environment, and Eion Turnbull, Chief Executive HSEQ Global,were present for the training and spent some time with thetrainers.Eion Turnbull says: “ I was extremely impressed with the Trainthe Trainer Program. The material that was being presentedwas superb, and the presenters brought it alive wonderfully,but the most impressive thing was the enthusiasm and pride ofthe students.”Senior Operations Manager Scott Carter said the team was justbeginning a journey to continue raising the bar for equipmentoperations, which will raise safety awareness and productivityfor our in-house personnel, in addition to developing newskills, increasing knowledge and developing leadershipopportunities.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE34transfieldservices.comsenderreceiver [The latest news]TRANSFIELD SERVICESWINS MAJORINFRASTRUCTURE AWARDTransfield Services, together with its FutureFlow Alliance partners, hasreceived one of the highest accolades in Australia’s infrastructure industry –Infrastructure Partnerships Australia’s award for the leading project in the SmartInfrastructure Project category.The award was for FutureFlow Alliance’s Irrigation Modernisation Project innorthern Victoria, the largest irrigation modernisation project ever delivered inAustralia, integrating more than 4,000 electronic irrigation assets into one ITcontrolledwater distribution network.The project has resulted in more than 90 gigalitres of long-term annual watersavings by converting sections of Goulburn-Murray Water’s (GM-W) manuallyoperated irrigation network to a fully automated IT-based water delivery system.The project was delivered on schedule and under budget, achieving theAlliance’s primary objective of delivering water savings to funders by 2010.Our Managing Director and CEO, Peter Goode, who accepted the award onbehalf of the Alliance, says: “This award is great recognition for the collaborativeand innovative efforts of the Alliance in delivering this critical environmentalproject. We are immensely proud that we contributed our project managementand technical expertise in thisAlliance.”Goulburn-Murray Water“I would also like to recognise andcommend the Federal Departmentof Infrastructure and Transport forits sponsorship of the award, whichrecognises innovative and ‘smart’infrastructure development,”Peter says.The FutureFlow Alliance includedGoulburn-Murray Water, TransfieldServices, Sinclair Knight Merz andComdain Construction.Goulburn-Murray Water (G-MW) is Australia’s largest rural water corporationresponsible for managing water delivery systems across northern Victoria.G-MW manages 70 per cent of Victoria’s stored water across a 68,000 squarekm region – the size of Tasmania. Within this region, G-MW manages a vastgravity irrigation system consisting of dams, weirs, 6,300km of earthen channelsand thousands of channel regulators and customer meters.CSG winTransfield Services has been awarded acontract to provide maintenance servicesat QGC’s Surat Basin coal seam gas wells insouthern and central Queensland.A team of approximately 30 from TransfieldServices will service 191 well-site processingunits, including de-commissioning vessels,pipe work, and electrical and controlinstrumentation. Equipment will be replacedand pre-commissioned as necessary.Transfield Services’ Project Director, CSG,Erroll Rayner says: “This is a foundationcontract for Transfield Services with one ofthe major players in Australia’s burgeoningcoal seam gas industry.”“The contract establishes us as one of thefirst top tier contractors to be involved inongoing field operations and maintenanceactivities.”Transfield Services’ pedigree in Australia’sbrownfield oil and gas industry andrelentless commitment to safety wererecognised by QGC in awarding the work.QGC is one of Australia’s leading CSGexplorers and producers. In 2009, it suppliedapproximately 20 per cent of Queensland’snatural gas. The company is also establishingone of Australia’s largest capital infrastructureprojects to turn the CSG reserves in theSurat and Bowen basins in Queensland, intoliquefied natural gas (LNG)More defenceworkTransfield Services has secured two defenceindustry contracts worth a combined A$130million in South and Western Australia.Under a one-year A$40 million extensionto our five-year contract with the DefenceSupport Group we will continue to provideGarrison Support Services to more than 35sites across Western Australia.We have also secured a new three-yearA$90 million contract with the Departmentof Defence to provide ComprehensiveMaintenance Services, which includes BaseSupport Services at Defence EstablishmentWoomera in the South Australian region.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE35This contract has extension options of upto a further three years, with a value of upto an additional A$75 million, and positionsthe Company well as the Woomeraprohibited area is opened up to mining.Transfield Services Managing Director andCEO, Peter Goode, says: “These contractsreinforce our well established standing asa leading long-term provider of supportservices to the defence industry.”Transfield Services has provided GarrisonSupport Services to the Department ofDefence for more than a decade in Victoria,South Australia and Western Australia. TheCompany also provides ComprehensiveMaintenance Services to the Department ofDefence in Central Northern New South Walesprimarily to RAAF Williamtown in Newcastleand the Singleton Military Area, and to basesspread from the Hawkesbury River north ofSydney through to the Queensland border.Camp servicecontractEasternwell has secured an A$20.8 millioncontract to support Santos’ GLNG Project.The contract is a renewal for the provisionof full camp facility management includingcatering and housekeeping servicesthroughout the Surat and Cooper Basins.The three-year contract commencedin February and includes two one-yearextension options which, if exercised, willtake the total value to A$34.6 million.Easternwell previously managed a numberof camps in the Surat Basin and CooperBasin for Santos and under this newcontract camp numbers will increase.President Santos GLNG Project, MarkMacfarlane, says: “We are proud to have beenworking with Easternwell, a local Queenslandbusiness, for more than 20 years. Thiscontract shows the diverse capabilities ofEasternwell which late last year also secureda $102 million well servicing contract for theSantos GLNG Project. Easternwell is a goodexample of a local company that is continuingto expand its workforce and benefit from theexpanding coal seam gas industry.”Easternwell also manages camps for LucasDrilling and Tom Browne Drilling throughoutthe Surat and Cooper Basins.General Manager for Camp Management,Marco Waanders, says: “I believe we havewon this contract because of our focuson HSE management, our emphasis onhealthy food options and the continualtraining and development of our people.Our clients appreciate that we are alwayslooking for innovative ways we can savemoney while improving the quality of lifefor crews in the field.”NZ powercontractTransfield Services has been awarded aNZ$318 million maintenance and projectservices contract renewal with Transpower,New Zealand’s electricity transmission gridowner and operator.The six-year contract takes effect on 1 July2012. It includes a three-year extensionoption and the potential to secure anadditional NZ$180 million of work duringthe initial six years.The work includes major capital worksprojects and maintenance of the grid’stransmission lines, substations, meters andtransformers.Our Managing Director and CEO, PeterGoode says: “This contract extends our15-year relationship with Transpower andreinforces our position as a leading providerof power and transmission services in NewZealand. Our highly experienced team willcontinue to ensure the reliable performanceof this critical infrastructure.”General Manager Electrical Services Australia& New Zealand, Steve Webster, says: “Thehard work and commitment of our ElectricalServices staff has seen us increase ourpercentage share of Transpower business toaround 47 per cent – a truly impressive resultgiven that at the outset, Transpower was clearthat no service provider would be allocatedmore than a 50 per cent share.”Transfield Services power and transmissionclients in New Zealand also include MeridianEnergy, Contact Energy, Mighty River Power,NZ Steel (BlueScope), Trustpower, Orion andWellington Electricity, and Transend Networks.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE36transfieldservices.comhotjunction [Business highlights]AND THE WINNER IS….The Franco Belgiorno-Nettis (FBN) Award 2011 winnerwas Brisbane Airport Rail Link – Queensland, Australia.The FBN Award is given annually to an operationalbusiness unit, contract or corporate service that hasdemonstrated a commitment to our values.The Award is named after Transfield Founder, the lateFranco Belgiorno-Nettis, who shaped one of Australia’sgreat companies.Since its introduction in 2001, the prestigious awardhas been a much sought after goal across the entireTransfield Services business.The 2011 Awards drew the best response yet from ourglobal business, with submissions received from acrossAustralia, New Zealand and the United States.Submissions were very impressive and the judgingcommittee had a challenging task in selecting only onewinner and separating Values award winners.The 2011 Values Award winners recognised as the best in ourcompany were:Better Neighbour: Garrison Support Services - Western AustraliaBetter Services Provider: Clay and Nassau County - Florida, USABetter Employer: Brisbane Airport Rail Link - QueenslandTransfield Services board member, Guido Belgiorno-Nettis and ourManaging Director and CEO, Peter Goode presented the awardsto the Brisbane Airport Rail Link staff in January at the AirtrainInternational platform.Winner of the 2011 FBN Award, Brisbane Airport Rail Link celebratewith Guido Belgiorno-Nettis and Peter Goode.AWARD IS FIRST FOR THE AMERICASCongratulations to the Infrastructureemployees at Clay County and NassauCounties in Florida on winning aTransfield Services’ Values Award – afirst for the Americas region.TSA President and CEO, Larry Amesand Infrastructure President ScottAdam, presented the Clay and Nassauemployees with their well-deservedaward on 24 January. The entire teamwas on hand to celebrate this majoraccomplishment.“Being recognised for this award was a wonderful boost forour team’s collective spirits,” says Becky Reed, Senior ProjectAdministrator for Clay/Nassau Counties.Since 2007, the Clay and Nassau sites have provided routine andpreventive maintenance for the FloridaDepartment of Transportation’s stateroadways, including its structures,drainage, roadside, and vegetation.They also respond to traffic incidents.Earlier this year, Senior OperationsManager, Scott Carter, encouragedthe two sites to focus on safety andinnovation, as well as self-performancework and improving client relations.The employees took ownership, turningScott’s vision into reality and dedicatingthemselves to becoming a Better Service Provider.Winning the Values Award is a first for the Americas region and ashining example of what can be accomplished when two sites focuson a few key areas.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE37Hec’s highvoltage careerAfter 54 years of service to the company,Hector Sutherland – one of Electrical ServicesNew Zealand’s most respected staff members– was recently honoured by colleagues fromacross the country to mark his retirement andcelebrate a remarkable career.Over the course of five decades, Hec’s highvoltage (HV) experience has taken himvirtually the length and breadth of NewZealand, working in earlier years on theconstruction of major hydro-generationstations in South Island and then steadilynorth to our South Auckland service centrewhere he’s been based since 1980.His HV expertise has been invaluable acrossa wide range of industry sectors fromTekapo, Benmore and Roxburgh hydrostations to pulp and paper mills at Kawerauand Kinleith, to NZ Steel Taharoa MineSite, the Northland Dairy Company plantat Maungataroto and the Portland CementWorks near Whangarei.In an address to Hec, his family andguests, Steve Webster – who heads up theElectrical Services business in New Zealandand Australia – said: “Service to theindustry has defined Hec’s 54-year career;his passion for safety and unreserveddedication to actively improving safeworking practices has impacted and definedNew Zealand’s Electrical Services industryfor the better.”“It has been an enormous privilege for usat Transfield Services to count Hec as oneamong us – a dedicated and generous[left] Hec with his wifeJeanette and son Hamish.[below] Brian Taka wearshis tribute to HectorSutherland.colleague towhom we paytribute notonly for hisprofessionalachievementsand contribution to Transfield Servicesand our nation’s electrical industry; butwhom we also honour as a true gentleman– a courteous man who walks with integrity,discipline, intelligence, and kindness.”Survey’s positiveresultsA recent survey of our Indigenousemployees found that most are satisfiedwith their jobs and the support they receivefrom the company.In 2011, Transfield Services commissioned anexternal research provider to measure theviews and perspectives of our Indigenousemployees.Social Compass conducted the survey of34 Indigenous employees from 15 contractsacross Australia, with representation fromall States and Territories where TransfieldServices operates.The survey participants were interviewed andprovided with an opportunity to give theirviews on employment opportunities and theirknowledge of our Indigenous Participationapproach, including our Reconciliation ActionPlan (RAP).They were also asked abouttheir impressions with regard to respect andrecognition within the workplace.The survey findings showed an overallpositive response with most employeesbeing extremely satisfied with their jobstatus and work support.One-third of the employees rated thebenefits of our corporate strategies thatdrive Indigenous Participation, such as theRAP, as ‘high’ to ‘very high’ and 91 per centbelieved that Transfield Services is dedicatedto employing and engaging Indigenouspeople.In terms of the company recognising andrespecting their cultural needs, over 90per cent of respondents either ‘agreed’ or‘strongly agreed’ that their cultural needswere being met.Our Indigenous Development Manager,Jason Lewin says: “These results have beena positive reflection of our Company’svalues and how we are creating a culturallysafe environment for Indigenous people.”“As an Indigenous person and an employee,I congratulate Transfield Services on thecommitment it has made to engagingour communities, building awareness andunderstanding about our cultures andproviding sustainable career opportunitiesfor our mob.”Our Indigenous employees made severalsuggestions for improvement such asimplementing more cultural awarenesstraining across sites and contracts, enhancingopportunities for Indigenous people to moveinto management positions, improving thementoring program, promoting culturallysensitive HR policies and practices and moreadvertising of Transfield Services as a leadingchoice of employer for Indigenous people.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE38transfieldservices.comhotjunction [Business highlights]Drawsome!The Transfield Services 2012 HSE calendarhas helped put safety under the spotlight atthe Asian Integrated School in Doha, Qatar.Keanne Amomov was runner-up in theseven to nine years age group in our annualcalendar competition with her drawingon the theme of be smart, eat smart, playsmart.Keanne’s picture was chosen from themany entries received from the childrenof Transfield Services’ employees aroundthe world. This is the first time an entryhas been chosen from Transfield MannaiFacilities Management Services (TMFMS).The goal of the competition is to promotehealth, safety and environmental themesthrough the children’s drawings. The 12winning entries are featured in a calendarwhich is distributed to every employee.When Keanne’s school heard abouther success in the competition, theyarranged a special celebration calledKeanne’s Day.TMFMS General Manager, Scott Bethel,Deputy Manager Quality, Julie Smith andFinance Assistant, Randy Deppas joinedKeanne’s uncle, parents, School PrincipalCary Yasir Aragat and School SponsorSheika Ema Qubrosi at the celebration.Scott Bethel gave the children a talk on theimportance of health and safety and thepurpose of the calendar. Keanne was awardedwith a certificate from her school and all thechildren joined in a health and safety game.Setting thestandard incustomer serviceTransfield Services’ commitment toexcellent customer service has beenrecognised with the achievement ofcertification to the International CustomerServices Standard (ICSS) 2011-2014. OurGarrison Support Services – SouthernVictoria (GSS-SV) has achievedrecertification against the revised standardby demonstrating an excellent servicedelivery model.We are also the first servicesbusiness in Australia toaccomplish integratedcertification to the standardacross all five sites of theGSS-SV contract.GSS-SV is a distinctive contractwithin the business because it combines allthe service requirements from the Army,Navy and Air Force bases. We deliver amixture of 20 military specific and baseservice operations service 24-hours a day,A special celebration was held at the Asian Integrated School in Doha, Qatar for Keanne Amomov –a runner-up in our annual HSE calendar competition.seven days a week in support of Defenceactivities.All Transfield Services personnelinterviewed during the certification processdemonstrated a strong commitment to theircustomers, as well as a desire to developefficiency gains for their clients.Customers were interviewed to gatherfeedback and help verify observations andthe scores given for each category. Thecustomers were extremely complimentaryof our attitude to service delivery andimprovement.Lt Col Mackay from US Marines said: “Themeals here are the best we have hadanywhere in the world – better than ourhome base in Okinawa.”Chief Petty Officer, Dave Farrugia, said: “Wehave a wonderful working relationship withTransfield Services.”Transfield Services has a 10-yearrelationship with the Customer ServicesInstitute of Australia. In many instances,our success is measured by the provision ofservices to our Client’s customers.Goode insighthelps NataliaBack in July 2011, our Managing Directorand CEO, Peter Goode, appeared on theAustralian TV channel SBS as a gueston Insight. The show was an hour longnationwide studio debate about themigration boom in Australia.Australia will need 2.4 million more skilledworkers over the next decade as many largeresources and hydrocarbons projects comeon-stream.The discussion debated whether migrationon short-term Australian 457 visas fromcountries such as the Philippines, SouthAfrica, Zimbabwe and the UK is the best wayto address the shortage, or whether demandshould be met from within Australia.The show featured a panel of experts as wellas every day workers trying to get work intheir field of studies. Peter engaged in a livestudio audience debate and met a qualifiedengineer by the name of Natalia Garcia.Natalia is an inaugural committee member

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE39Finding it hard to securework in her chosen field,Natalia worked as a cleaner inbuildings in Melbourne’s CBD.of the Association of Skilled Migrants inAustralia and it was her appearance on theprogram that helped her secure a role atTransfield Services.Natalia grew up in Bogota, Colombia andstudied a Bachelor of Science in IndustrialEngineering and an advanced diploma inIntegral Quality Systems (ISO 9000, ISO14000 & OHSAS 18000).In 2007, she made the decision to leaveColombia due to the difficult situation thecountry was in. Natalia started investigatingwhat countries offered a migration programwhere her skills would be useful. In 2008her research led her to the Australia SkilledMigration Program.Natalia came to Australia in August 2008and studied English as a second language,meanwhile applying for her qualificationsto be recognised by Engineers Australia.Her permanent residency application wasapproved in 2010.When Peter Goode heardNatalia’s qualifications throughthe Insight show, he knew shewould be a good candidatefor the Transfield Servicesgraduate program. Followinga successful interview, Nataliawas offered the position ofQuality Assurance andCompliance Auditorworking with theBusiness ImprovementGroup based in ourMalvern office inMelbourne.“Working in my chosenfield has been great. Ithas definitely improvedmy self-esteem andperception of what I can achieve in thiscountry. What I enjoy most about mywork is being able to contribute to thedevelopment of the business and be part ofa great team,” Natalie says.Graduates onboardOur graduates for 2012 arrived in Januaryand are posted throughout the Australiaand New Zealand business.Before taking up their new positions, thegraduates spent two days at the YMCAPOSTER CHILDStaff on our Melbourne Water contract held acompetition in December 2011 asking their youngfamily members to submit posters highlightingsafety issues at work and at home. Teammembers were also encouraged to talk to theirchildren about safety and why it is important.The competition was very successful andsix designs were selected across three agecategories. The winning entries were madeinto A1 size posters and displayed across thecontract’s operational sites.Our 2012graduates spent twodays participating inteam building andoutdoor activitiesbefore starting onthe job.Yarramundi Camp in NSW participatingin team building and outdoor activitiesdesigned to push them out of their comfortzones and forge new friendships.The group spent the rest of the week at thenew Transfield Services Learning Academyin Sydney’s Macquarie Park going throughan induction program.Our Chief Financial Officer, TiernanO’Rourke outlined the company’s newstrategy, vision, values and architecture andgraduates were also able to meet some ofour Board Members and senior managers.New Zealand Business Manager, DenisOrme led the group through a fun andmotivating learning program includingcommunication skills, time management,role plays, presentations, difficult andassertive conversations and the importanceof networking.Graduate engineer Bill Plarinos says: “I gotto meet a really diverse group of grads’from all over Australia and New Zealand.Everybody was very friendly and supportive- they even helped me conquer my fearof heights! The YMCA camp allowed usto bond and initiate friendships that grewthroughout the week.”Lots of videos and photos were takenduring the week which will be used inmultimedia/social media projects for ourwebsite and Facebook pages, so keep youreyes peeled.

THE TRANSFIELD SERVICES BUSINESS MAGAZINE40transfieldservices.cominterface [In our communities]SCHOOLS TEAM SUPPORTSINDIGENOUS BUSINESSESOur Transfield Services NSW Schools Team has recently committed its supportto the New South Wales Indigenous Chamber of Commerce (NSW ICC), to worktogether in providing better opportunities for the Chamber’s members andIndigenous businesses across the state.The NSW ICC has previously held a successful consultative relationship withour Transfield Services NSW Schools Team. With our commitment to increasingopportunities for Indigenous people and their communities, Transfield Serviceshas offered to support the Chamber and its work in supporting Indigenousbusinesses.The commitment to work together not only helps the Chamber continue tosupport its members, but also assists Transfield Services with Indigenousemployment and procurement objectives by working in partnership on mutualgoals.NSW ICC’s Paul Jamieson says: “We are extremely pleased and grateful for thesupport and sponsorship offered by Transfield Services. It is a clear indication ofthe company’s commitment to engaging with the Indigenous community andthe Indigenous Business Sector.”“Transfield Services have a fantastic team working behind the scenes and wecan see that there will be significant inroads made into Indigenous procurementand employment in the future.”Transfield Services was awarded the Whole of Government Facility ManagementServices contract to provide Asset Maintenance Services (maintenance andcleaning) to the Hunter & Central Coast regions as well as Cleaning Services toSchools, TAFEs and otherGovernment Agency sitesacross the Northern andWestern Sydney regions inJuly, 2011.From left to right: Transfield Services’ Georgina Gillett, NSW ICCDirector Steven Adams, NSW ICC Chairperson Debbie Barwick andTransfield Services’ Leah Gabolinscy seal the deal.Creating partnershipswith organisations thatincrease Indigenousopportunities is directlyin line with TransfieldServices ReconciliationAction Plan.Connecting withcommunitiesEasternwell has helped 14 differentcommunity groups, clubs and associationsthroughout the Surat Basin and Pilbara byawarding over $20,000 in grants as part ofits new Community Grants Program.The program was launched in August 2011to provide financial and social assistanceacross the country through fundingpartnerships with community groups, clubs,associations and committees.The latest round of community grantsattracted over 100 applications. All of theapplications were carefully assessed in linewith the grants criteria. The EasternwellCommunity Grants Committee were verypleased to award grants to a diverse rangeof clubs and associations for projects rangingfrom a community garden, men’s shed, juniorsports equipment, resuscitation mannequinsand educational toys/books to name a few.Easternwell’s Chief Executive Officer, TroyCampbell, says: “Our Community GrantsProgram is one way Easternwell canconnect with its local communities. We arecommitted to helping organisations acrossAustralia, particularly in the Surat Basinand Pilbara regions and hope the fundingprovided to each group will help bring longlasting benefits to the local community.”Roma Community Menshed received $2,000for the purchase of new tools to help engagewith more men from the community. Thegoal of the Menshed is to build capacity andsocial capital in the ‘shedders’ to improvetheir health and to help them feel goodabout themselves. This helps the shedders to

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE41“Our Community Grants Program isone way Easternwell can connect withits local communitiess ”stay connected with or re-engage with theircommunity and in turn, maintain or improvetheir physical well-being.Eligible groups may apply for funding up to$2,000. For more information visitwww.easternwell.com.au/ourcommunity.The board andthe beautifulProject Administrator for Infrastructure’sPolk County project in Florida, BrendaPerdue was recently named Board Memberof the Year for Keep Polk County Beautiful(KPCB), a non-profit organisation focusedon litter prevention and beautificationprojects in Polk County.Since joining KPCB’s Board of Directors in2010, Brenda has volunteered many hoursof her time representing Transfield Servicesat community events. Her efforts includeProject Administrator for Infrastructure’sPolk County project in Florida, [centre]Brenda Perduepreparing, cleaning, setting up and breakingdown events. In July 2011, Brenda acceptedthe position of Secretary of the Board ofDirectors and has also helped secure sponsorsfor fundraisers and other KPCB events.KPCB Executive Director, Katie Glass, says:“Brenda jumped in with both feet. She hasencouraged the company she works for toparticipate and help at our many events andher family-owned business has become aproud event sponsor.”KPCB held its 2010-2011 Annual Awards andFundraiser last November in Lake Wales,Florida. Awards were presented to groups,individuals, businesses, municipalities andcommunities that clean up and improvethe aesthetics of Polk County. TransfieldServices received a certificate for being anenvironmental sponsor.Crunch time forsocial enterpriseOur Garrison Support Services – SouthernVictoria Regional Relationship Manager,Shane Walden, has used his businessmentoring skills to help turn an idea for anew social enterprise into reality.The Crunch is an initiative of Social Traders,a non-profit organisation that supportsand encourages the establishment ofcommercially viable social enterprisesthroughout Australia.The Crunch guides a small number ofselected enterprises through a challengingbusiness planning process. Each enterpriseis paired with a student from MelbourneBusiness School and a business mentorfrom leading Australian corporations.Shane Walden was selected as thebusiness mentor and played a pivotalrole in the business planning and pitchpreparation process by social entrepreneurMark Polsen for the enterprise, Our ShedCommunity Resource Centre.Our Shed uses wood from donated palletsto create kindling which is then sold tooutlets in neighbouring communities. Theorganisation primarily engages with sociallymarginalised and financially disadvantagedmen and women in the local community.Shane Walden says: “Our Shed is very mucha one-man band, and this program allowedMark the opportunity to receive operationadvice, a robust review of his initiativesand presentation of a number of alternateoptions. I enjoyed the opportunity to stepout of my own business and transfer myknowledge into a different scenario andto work with a team that was distinct andunique from my current experience. Mark’senthusiasm and drive provided me a sparkthat I carried back to my own workplace togood affect.”Mark’s business proposal was received withpositive results from the Social Tradersjudging panel and has become a fullyoperational and sustainable business.THE ONE PLACE FOR ALLYOUR MARKETING NEEDSBrandShop is your one-stop shop for anything from case studies to PowerPointtemplates, our global image library to the latest annual report, and merchandise tostandard company statements.Presentation TemplatesStationeryCorporate BrochureCorporate Presentation PackGlobal Capability HandbookStandard Company StatementsIndustry and Service Fact SheetsCompany PublicationsImage LibraryMerchandise and more...Just log on to TransNet and look for BrandShop on the left-hand menu underResources and Tools.QUESTIONS? Contact marketing@transfieldservices.com

THE TRANSFIELD SERVICES BUSINESS MAGAZINE42transfieldservices.comResponsetime[Out and about]ClothingdrivesInfrastructure’s Richmond, Virginia office held a clothing drivein December 2011 to help two local families in need during theholidays. Employees donated new clothes, shoes, and toys foreight children, ranging in ages from two to 16.The Richmond office worked with two local agencies thatprovide essential services for individuals and families in thearea: The Urban League of Greater Richmond, which operatesvarious programs that provide housing, employment andother services geared at helping the community prosper; andAll Family Matters, Inc., which provides individual and familycounselling/therapy, crisis intervention and casemanagement services.“The donations provided by Transfield Services made atremendous impact,” says Jamal Kelly, one of the counsellors atAll Family Matters. “I was there with the family on Christmas Day,and they were ecstatic about the gifts they received.”Meanwhile, Resources and Energy employeesat our Valero Benicia site in northern Californiadonated blankets and jackets during the holidayseason for those in need.What started out as a small donation boxquickly grew into two full barrels of blankets andjackets in one week. Site management originallyplanned to have a friendly competition to driveparticipation, but soon found that employees needed littlemotivation to give back to the community.All donations were taken to the Vacaville Storehouse, adistribution centre for food and clothing to families inneed including a young family who had recently foundthemselves homeless.THE POWER OF DOING GOODBY MARKETING MANAGER, RESOURCES AND ENERGY, LEASA BEASLEYHarnessing the power of our 27,000-strongworkforce is an opportunity not lost on ourexecutive management team. And, they areusing their power for good.SUPPORTING THEHOMELESSOur Managing Director and CEO, PeterGoode, is set to take part in the annualVinnie’s CEO Sleepout for the third time.Last year, thanks to the generous support ofTransfield Services’ employees and clients,Peter was able to donate $35,495 and wasthe 10th largest fundraiser in Australia.Monies raised go towards St Vincent dePaul’s homeless services across the country.PAVING THE WAYFOR WOMEN IN THEWORKFORCEIn 2011, our Chief Financial Officer, TiernanO’Rourke, initiated ‘women in the workforce’presentations, inviting employee’s seniorhigh school daughters to attend the seminar.“Young women need to get avariety of career advice and helpin addition to their school careersadvisors, families and workexperience. That was one of ourkey aims in hosting this forum,”Tiernan says.Presentations to date have beenheld in North Sydney, Adelaideand Melbourne offices, hostedrespectively by Tiernan, formerGeneral Manager, South Australia,Adam Machon and GeneralManager, Victoria, David Videroni.And, with inspirational womenoffering career advice, includingfrom Engineering and ConstructionMarketing Manager, Georgina Chesterfieldand Executive Officer, Sonny McFetridge.FEEDING THE HUNGRYIn February this year, our Chief ExecutiveMarketing and Investments, SteveMacDonald, took part in the CEO CookOff.The event brought together 30 celebritychefs and 132 CEOs from aroundJulie Goodwin simmers with Steve MacDonald and the rest ofthe team.Australia to raise awareness and funds forAustralia’s food rescue charity, OzHarvestand Mission Australia.With the help of the inaugural winner ofthe Masterchef television program, JulieGoodwin, Steve helped feed 1,000 people inneed with a menu of mushroom soup, spicedand sliced beef on flat bread accompaniedby salad and a boat of guacamole, salsa andcream and a tart for dessert.

transfieldservices.comTHE TRANSFIELD SERVICES BUSINESS MAGAZINE43Walking thetalkSeveral projects from Infrastructure in the US recentlyparticipated in charity events in their communities and raisedmore than US$3,500 for medical research.In October, employees from the Space Coast projectparticipated in the Making Strides Against Breast Cancer walkin Viera, Florida and raised $285 to benefit the AmericanCancer Society.Also in October, several employees from the Osceola 192project in Florida took part in the 2011 Pro Am Golf Tournament benefiting people living withmultiple sclerosis. Transfield Services also provided a $1,500 donation in support of the event.In November, seven of Infrastructure’s projects participated in the St Jude Give thanks Walkthat took place in 80 cities across the United States. Employees at the Tampa, Winter Garden,and Miami, Florida; Charlotte, North Carolina; and Richmond, Virginia offices took part in thesewalks and raised US $1,800 for St Jude Children’s Research Hospital, one of the world’s premierpediatric cancer research centres.Employeesfrom our USInfrastructurebusiness tookpart in charityevents toraise moneyfor medicalresearch.Thanks to the generous donations fromTransfield Services employees and theCompany matching all donations, Steveraised $10,720.WALKING FOR ACAMBODIAN SCHOOLOur Chief Risk and Legal Officer, KateMunnings, walked 50 kilometres in October2011 for the Cambodia Schools Project, whichraises money to fund the construction ofschools in Cambodia.Organised by Queenwood School in Sydney,Kate participated in the walk from PalmBeach to Balmoral Beach with her daughter,Meaghan. Kate and Meaghan raised $700,and overall the school raised $8,000. All ofthe money went to building a new classroomand bathroom facilities at a school inCambodia. Twenty of the girls travelled toCambodia in December to assist with theconstruction and help out in classes.We would love to hear from our leadersand employees around the worldabout their sustainability initiativesin the workplace. Please emailcorporateaffairs@transfieldservices.comwith your stories, and we will publishthese in our next issue.Amy goes to“Beautiful Lengths”For as long as Amy Kemp, Senior Staff Accountant at TransfieldServices Americas, can remember, she’s had long hair. But a yearand a half ago, Amy decided to let her hair grow even longer.“My plan was to grow it out as long as I could formy wedding,” Amy says, “and then donate it toBeautiful Lengths.”Pantene Beautiful Lengths, together withHairUWear, works closely with the AmericanCancer Society to produce wigs for womenfaced with hair loss from cancer treatment.The American Cancer Society distributesthe wigs to female cancer patients at nocost. It takes approximately six ponytails tocreate one wig.Two days after returning from herhoneymoon in November 2011, Amy cut off10 inches (25cm) of hair and donated it tothis worthy cause.“It was easy, free and for such a greatcause,” Amy says. “Women sufferingfrom cancer have enough to worry aboutwithout having to think about their hair.”Amy before andafter with her newshorter “do”.

LOCAL KNOWLEDGE.GLOBAL REACH.Transfield Services has a long history of serving thedefence sector. As well as providing catering and firefighting expertise, we manage recreational facilitiessuch as gymnasiums, swimming pools and sportingfields, all of which contribute to enhancing the socialand recreational fabric of the Defence Force.Transfield Services also provides asset managementservices to land equipment as well as highly specialisedmaintenance expertise to a range of sea-going vessels.Our service solutions have significantly reducedmaintenance costs and kept the Defence Forcerunning efficiently.With our understanding of Defence’s unique culture,our global reach and specialist capabilities acrossthe entire asset management spectrum, we are wellplaced – and hungry – to expand on our footprint as atrusted partner to Australia’s defence industry.We employ more than 1,200 Australians to servicethe defence industry. Our expertise in managinglarge, complex projects throughout the world usingboth local and global knowledge makes TransfieldServices a natural fit.To find out more go to transfieldservices.comor phone +61 3 8823 7565RESOURCES | ENERGY | INDUSTRIAL | INFRASTRUCTURE | PROPERTY | DEFENCE

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