2020 1 Contents

CEO’s message...... 6 2020 at a glance...... 8 Our strategy...... 9 Historic projects...... 12 Project highlights...... 18 Projects completed...... 42 Projects won in 2020...... 54 People at the heart of everything we do ...... 62 Keeping our people safe & well...... 64 Creating opportunity: social inclusion...... 66 A sustainable future for all...... 68 Caring for communities...... 70 This magazine is printed in using paper that is sourced from managed Our projects & offices...... 72 forests and manufactured in a facility with ISO14001EMS certification. Our Group Leadership Team...... 74

2 3 Transforming lives

Chairman’s message >

As Chairman of John Holland I would like to express my gratitude and support to the John Holland team for managing through a challenging year. From bushfires to a global pandemic, 2020 has certainly been unprecedented. In my first year as Chairman I have enjoyed getting to know the people of John Holland and understanding the depth, breadth and proud history of this great company. Going forward the business and board are aligned on resolving issues on major projects in Victoria and delivering a strategy of sustainable growth and long term success. CCCC and John Holland have a bright future ahead. John Holland is up for the challenge of transforming lives. Bo Wang | Chairman From humble beginnings 70 years ago, John Holland has been driving positive change in Australia and the region, and is now one of the nation’s leading integrated infrastructure and property companies.

From Parliament House to the Alice to Darwin Rail Link, from the MCG’s Great Southern Stand to Metro, we’ve had a hand in the Australia we all know today.

We are currently involved in delivering many of Australia’s largest infrastructure projects, as well as significant property and transit-oriented development projects.

Whatever we face, the heart of what we do is creating people-centred solutions to complex challenges and opportunities.

We think deeply about what we do and how it affects communities. We push boundaries and innovate, gain trust through our actions and whatever the project, we’re in it for the long, long term.

4 5 CEO’s message > In a year like no other, I’m so proud of the way we all lived up to our purpose. Together, we proved we are well and truly up for the challenge. For more than 70 years, we have helped deliver the projects that define Australia. But it’s safe to say that like many Australian businesses, nothing prepared us for what 2020 would bring. The January bushfires devastated our country and many of our people witnessed the destruction firsthand. I will never forget the way that our teams delivering the Bridge replacement project and Mount Victoria Area Remodelling Project in the Blue Mountains worked with their local communities to lend a hand, and support each other. Then the COVID-19 pandemic hit. It is a testament to everyone that works at John Holland that we were able keep our people safe and keep our projects open through this crisis. The safety of our people and communities is paramount, and I am proud to say we took care, looked after our neighbours and kept people employed at a time of immense social and economic upheaval. At John Holland we are committed to championing flexibility in the workplace, whether a person is office or project based. This year, thanks to the great work undertaken to set up flexibility pilots on our projects, we were able to quickly adapt to have more than 50 per cent of our people on projects working We completed our new Melbourne head office – Flinders Gate for Dexus, from home as the pandemic hit and new restrictions came in. delivered the new Clarence Correctional Centre in northern NSW, and our first Sydney CBD development 275 George, among many others. While the pandemic accelerated our moves towards widespread flexible working within our company, it would not Project teams worked consistently and safely to make massive progress on have been possible without the work of our people who set projects like the Sydney Football Stadium, track and signalling work at Eliwana in up our projects to be nimble and responsive to new ways of WA, and the Bell to Moreland level crossing removal project – where we undertook working. Victoria’s longest ever rail occupation to deliver two new railway stations and make Melbourne roads safer by removing dangerous level crossings. We also saw a greater focus on the mental wellbeing of our people, subcontractors and suppliers this year. I strongly believe The tireless work of our bid teams has also meant that we have a strong pipeline that the construction industry has a responsibility to care for of work over the coming years, and in 2020 we won a number of critical projects the mental wellbeing of our colleagues. We take physical safety including the Sydney Gateway motorway project and the Narrabri to North Star seriously – mental health should be no different. section of the transformational Inland Rail project. We also won our first multi- modal transport operations project in Adelaide – Torrens Connect, which is a I’m proud to say we are moving away from an approach of game changer for our business, and builds upon the great customer service work mere legal compliance, to seeing mental health as an ethical of our operations teams at Sydney Metro, Metro Trains Melbourne and Canberra responsibility. Over the next year you will see mental health Metro. and wellbeing become part of our risk assessment process of planning and delivering projects. To make a real difference, we While this was a year of constant change, I’m confident that we have made the have to address the structural issues in our industry, and I am necessary structural reforms to our business to set us up for a sustainable future. We take physical committed to creating workplaces where our people have a I am so proud of how our people partnered with our industry colleagues, real work/life balance, in an environment that is diverse and suppliers, unions and customers to create jobs and opportunities despite the safety seriously – inclusive. challenges they faced. I am confident and hopeful we will continue to build on mental health should Despite the challenges, our teams continued to deliver this collaboration for the health of our business, our people and the communities be no different. incredible projects this year. where we work. Joe Barr | Chief Executive Officer 6 7 2020 at a glance > Our Must Dos >

$4.82b $13.61b 60 John Holland is progressing on its five-year strategy to create a stronger, smarter and more New Work Won Current Projects Number of sustainable business. To bring this strategy to life and engage employees – from project sites to Current Projects head office – the company launched a new campaign called ‘All for it’ and outlined the four must dos that everyone in the company needs to get behind. Growing sustainably John Holland wants to ensure the business and the industry is around for the long term – and this means leading the way on reforms that prioritise a more sustainable path to growth. The company is focused on working with customers to make sure contracts and risk allocation is fair and sustainable for the industry. There’s an exciting pipeline ahead and we’re being selective on the jobs we bid for. Within John Holland there is a strong priority on making sure bids are robust and we’re leveraging our 5,356 2.7% 3.84 strengths and lessons learnt across the company. Number of Employees Growth in employees Safety TRIFR rate Boosting performance since 2019 Like any business John Holland is always thinking about how we can boost performance and exceed our customer’s expectations. The priority is investing in improved project and business start-ups, continued investment in digital engineering and design management, and putting in the processes, systems, and governance to lift consistency and predictability across the board.

iginal an d with d with or d T pen soc pen Aus Championing our people Ab or S ia S tr h re l e a it s n lia w S t n People are at the heart of John Holland and delivering our strategy means investing in the health, t e d r r e n a p n safety, development, and wellbeing of our people. i r t e t e i I s p r s e p We want to live and breathe a positive safety culture and are looking at ways to empower S l a s r

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s working and creating an inclusive and diverse culture. : Working as one Our success lies in our ability to break down silos and leverage our strengths and capabilities right across John Holland. We are also committed to working collaboratively with our customers, suppliers and partners.

8 9 Building our nation

10 11

Historic Projects > Alice Springs to Darwin Railway Northern Territory

1978 2019 1949 The City Loop, 2004 WestConnex M4 The Woolshed Melbourne Alice - Darwin Underground Railway Tunnels Regional Victoria Melbourne Sydney

1968 The construction of the $1.2B Alice Springs to Darwin railway was2019 Location 2020 1988 1993 Alice Springs/Darwin, NT Snowy Hydro Scheme – undertaken for Asia Pacific Transport Corporation by a JV betweenSydney Metro Parliament House Qantas Jet Test Cell Royal Hobart Hospital Jindabyne John Holland, Barclay Mowlem, McMahons, Brown Root and ADRailNorthwest Canberra JV. Sydney Client Hobart Regional NSW Sydney Asia Pacific Transport The project was the largest railway infrastructure project in Australia for Consortium over 100 years. It involved the laying of 1,420km of railway, including

the construction of bridges, culverts and track formation, through harsh outback semi-arid environments in Alice Springs to sub-tropical areas Contract Value south of Katherine to Darwin. $1.2 billion

The track was constructed from two fronts - from Katherine and from

1976 Tennant Creek. Special purpose track laying machines installed concrete sleepers and long welded1994 rails laid over 2.2km of new track every day. Start/Finish Date 2020 Albury/ Wodonga December 2001 to March Development The project usedABC Southbanknew construction Studios tracklaying machines that utilise 2004 Sunshine Coast Airport Corporation Office simplified concreteand sleeper Centre delivery gantries and that were able to Expansion Building ‘sling’ 357m lengthsMelbourne of pre-welded rails along the outside of the sleeper Marcoola Albury/ Wodonga wagons ready to be placed onto the newly laid sleepers. 1992 Concrete sleepers had pre-assembled Fastclip resilient fasteners 2018 MCG Great Southern Stand attached which can be automatically clipped under the tracklaying Canberra Metro Melbourne machine once the rails are placed onto the sleepers. Canberra Extensive consultation with environmental and Indigenous heritage groups was required to ensure that the sensitive environment was not harmed in any way and that Indigenous land was not entered or encroached upon by the construction activities. 1980 The project was a significant logistical exercise2012 requiring coordination 1964 and integration of work in extremely harsh and remote locations for the Australian Institute of Big Banana management of material supply, resource,Airport projectLink Project camps and depots. Theme Park Sport Brisbane Coffs Harbour Canberra The project was completed seven months ahead of schedule and was awarded the 2004 Australian Construction Achievement Award D&C project of the year. The was an ongoing maintenance component to the contract.

12 13 2020 A year to remember

14 15 2020 highlights >

more than

21 $ 100k 8,072 Projects Completed Raised for Bushfire Relief Australian suppliers worked with 45,000 10,061 1 million

hours of learning Tunnel Boring Machines bank cubic metres of rock Relaunched Global Commenced digital 9,900 road completed- majority online tunnelled metres excavation in Sydney Mandatory Requirements transformation header metres

more than

286 rail vehicles maintained, Operated more than More than 5,000kms of rail +50% 100% 150 serviced and operated across 920,000 passenger construction, maintenance people working flexibly projects continued operating days of hard lockdown Canberra, Melbourne, Sydney services available to more and upgrades including during covid-19 while responding to border conditions endured across the & Adelaide, and 190 buses than 10 million members track, overhead wiring, closures, and health restrictions country over the year operated in Adelaide of the community signalling and turnouts

16 17 Project highlights

18 19 History-making occupation

Bell to Moreland Level Crossing Removal

The North Western Program day occupation, Victoria’s Alliance is one of five longest ever rail occupation. alliances delivering on the This could not have been Level Crossing Removal achieved without clever Program’s commitment planning and implementing to remove 75 of the most a number of innovations dangerous level crossings which are already being across Melbourne by 2025. shared with other Alliances Significant progress was and across John Holland. achieved this year on the The stations opened to the Bell to Moreland Level public on 14 December, with Crossing Removal Project completion of the remaining in Melbourne’s north. The works due in mid 2021. project involved removing four level crossings via Location: Melbourne, VIC construction of an elevated 2.5 kilometre twin viaduct, Customer: Level Crossing as well as constructing two Removal Project new stations at Moreland Project value: $542.5 million and Coburg (while also alliance between Level restoring two heritage Crossing Removal Project stations). (LXRP), John Holland, The majority of the build Kellogg Brown and Root and and commissioning was Metro Trains Melbourne completed during a 97-

20 21 Creating new jobs, empowering local communities

Chisholm Road Prison Project

More than 1,000 jobs are Aboriginal businesses and being created during businesses that support construction of a new workers experiencing maximum security prison barriers to employment. at Chisholm Road. Located Construction is progressing in the vicinity of the existing rapidly, with more than Barwon Prison Precinct, 45,000m3 of concrete Chisholm Road is expected already poured and more to provide $279 million than 300,000 bricks and in economic benefits to blocks laid. Greater Geelong and will be Victoria’s largest public The facility is due for prison upon completion in completion in 2022. 2022. Location: Barwon South In delivering the 1,248-bed West, VIC facility, John Holland will Customer: Community spend $16.3m with social Safety Building Authority and disability enterprises,

22 23 A year of Metro Tunnel milestones

Metro Tunnel Project Victoria’s premier emerging, with concourses, public transport project platforms, passenger celebrated a year of major connections and station milestones, for a project entrances taking shape. that will transform the way After two years of around- Melbourne moves. the-clock manufacturing, The project will create the last tunnel segment was capacity for an extra half poured for the project – a a million passengers on total of 57,628 segments are Melbourne’s train network being used to line the twin during peak periods, 9km tunnels. untangling the City Loop Location: Melbourne, VIC and creating a new end-to- end rail line from Sunbury Customer: Rail Projects in the west to Cranbourne/ Victoria Pakenham in the south east. Project Value: Major progress was • $6.43 billion tunnel and achieved over the year, stations contract as with the project celebrating part of the Cross Yarra seven Tunnel Boring Partnership Machine breakthroughs, • $500 million over-station and roadheaders development on State completing the excavation Library station and 25- of the central cavern at year asset maintenance Town Hall Station and rail contract when complete tunnels at State Library Station. • $1 billion rail infrastructure contract as part of the Rail The five new stations are Infrastructure Alliance 24 25 Critical connections

Bruce Highway Upgrade - Maroochydore Road and Mons Road Interchanges Project

The project includes Nambour Connection the upgrade of both the Road roundabout will Maroochydore Road and be converted to a fully Mons Road interchanges, controlled signalised the construction of interchange and two-way three bridges and new service roads will connect drainage structures, and the Maroochydore Road and delivering new active Mons Road interchanges transport facilities for on the eastern and western cyclists and pedestrians. sides of the Bruce Highway This $301.25 million project to separate local traffic and is jointly funded by the improve access to the Forest Australian and Queensland Glen business precinct. governments on an 80:20 Location: Forest Glen, QLD (federal:state) basis, with the Australian Government Customer: Department of contributing $241 million Transport and Main Roads and the Queensland Project Value: $185 million Government contributing joint venture with Seymour $60.25 million. The existing Whyte Maroochydore Road and

26 27 Kicking goals

Sydney Football Stadium

The new Sydney Football the concourse level, and Stadium will be a modern, concrete pours for the world-class venue, ensuring northern, southern, eastern Sydney has an international- and western stands are well standard sporting and progressed. entertainment precinct. From late 2020, the team The world-class stadium began the installation is progressing to schedule, of structural steel and and is taking shape before precast concrete seating Sydney’s eyes. plats– a total of 870 plats By the end of 2020, the will be installed for the new team completed piling, with stadium, set to open in 2022. nearly 1,500 piles drilled into Location: Sydney, NSW the ground to support the Customer: Infrastructure stadium structure, and all NSW nine cranes were in place on site. Contract: $735 million Progress is continuing on the construction of

28 29 Doubling capacity

Sydney Metro City & Southwest

Sydney Metro City & the way people travel and Southwest tunnelling works will have the capacity to are now complete for move more people across Australia’s biggest public the harbour in the busiest transport project, including hour of the peak than the the first rail tunnels to pass and under Sydney Harbour. Twin 31 kilometres tunnels and 57 combined. cross passages have been John Holland CPB Ghella handed over to the follow- was also thrilled to be on contractor to begin work recognised internationally as on the next stage of Sydney a global leader in tunnelling, Metro. taking home Major Project Five of the six new metro of the Year (over €500M) at station sites and two tunnel the International Tunnelling dive structures have also Association Awards 2020 been handed over including and Tunnelling Project of the massive permanent the Year (over $500M) at concrete structures under the New Civil Engineer the heart of the Sydney and Tunnelling Festival 2020. North Sydney CBDs. Work Location: Sydney, NSW will continue into 2021 for Barangaroo Station box and Customer: Transport for NSW crossover cavern, and the Contract: $2.81 billion, joint Marrickville Stabling Yard. venture partners CPB Sydney Metro will transform Contractors and Ghella

30 31 Urban oasis

Sydney Metro - Waterloo integrated station development

This exciting integrated basement and a public station development will plaza. transform the Waterloo The Waterloo Metro precinct into a unique Quarter will revitalise destination with new the suburb offering a opportunities for work, living mix of commercial, and transport connections residential, social and enhanced by open spaces, affordable housing, student landscaping and public accommodation and art that reflect the area’s retail premises right on the Indigenous connections. doorstep of the new metro John Holland is building the station due to open in 2024. new Waterloo metro station John Holland took over the while joint venture partners Waterloo site in August 2020 John Holland and Mirvac will with major construction deliver the Waterloo Metro work on the station starting Quarter (WMQ), with four in early October. buildings above and next to the station. Location: Sydney, NSW John Holland worked Customer: Sydney Metro, together with Mirvac to Transport for NSW prepare and submit five Contract: $500 million+ development applications - includes design and to the NSW Department construction of Waterloo of Planning, Industry and metro station and WMQ, Environment in November and valuation of over station 2020 to seek approval for development delivered with two high-rise and two mid- joint venture partner Mirvac rise buildings, a two-storey

32 33 Connecting Sydney

WestConnex – Rozelle Interchange

Rozelle Interchange is will create smoother, more Sydney’s missing motorway reliable journeys throughout link. When complete, it will Sydney. provide a new underground The project’s many bridges, network to connect some tunnel portals, buildings and of Sydney’s busiest arterial associated civil works are corridors including the New all continuing and there are M4 and M8 Tunnels and the more than 1,500 people future Western Harbour contributing across the Tunnel. project each day. This complex, Since commencing, the transformational project project has spent $21.5 will also create up to 10 million to support 14 hectares of green space Aboriginal businesses. in the Inner West hub of Rozelle. Location: Sydney, NSW Work is progressing rapidly, Customer: Transport for NSW and 22 roadheaders are Contract: $3.9 billion, joint almost 50% complete venture partner CPB excavating the 22.4 Contractors kilometres of tunnels which

34 35 Regional uplift

Batemans Bay Bridge replacement project

The Batemans Bay Bridge When the project is replacement project complete, the community will deliver improved will benefit from less connectivity in and congestion at key pinch around Batemans Bay points in and around for emergency services, Batemans Bay, and reduced motorists, freight, river users, economic and social pedestrians and cyclists. impacts caused by the This year, the team existing bridge. overcame obstacles such as Location: Batemans Bay, devastating local bushfires NSW to reach major milestones Customer: Transport for NSW such as the installation of 166 concrete segments. Contract: $274 million

36 37 On track

Eliwana Rail Project

John Holland is constructing Hamersley Line to Port more than 140 kilometres of Hedland. railway tracks and signalling The project will help boost in the remote Pilbara on Australia’s resource sector, behalf of Fortescue Metal while delivering around 400 Group. new jobs. Our rail team is managing Location: Pilbara, WA the design, construction and integration of signalling Customer: Fortescue Metal and train control systems Group for the connection of the Contract: $145 million new Eliwana Rail Line to the existing Fortescue

38 39 A smoother ride

North East Rail Line upgrade

The North East Rail Line In less than 12 months upgrade will improve the project delivered an reliability and ride quality accelerated works program, for passengers travelling including 72 level crossing from Melbourne to Albury renewals, 553,000 tonne of on Victoria’s North East rail ballast and 94 bridge deck route. replacements. John Holland is upgrading Location: North Eastern the critical rail line on behalf Victoria of the Australian Rail Track Customer: Australian Rail Corporation, delivering Track Corporation improvements from Tottenham to Albury. Contract: $150 million

40 41 Projects completed in 2020

42 43 Local skills legacy

Clarence Correctional Centre Lavadia, NSW | $700 million

The Clarence Correctional local economy over the next Centre is a state-of-the art 20 years. 1,700 bed facility, designed The 195ha site has 66 to maximise opportunities buildings and focuses for rehabilitation. on the rehabilitation and After almost three years in reintegration for inmates. construction, the facility was The centre is equipped with completed in April 2020, 10 industry areas, covering employing 1,000 people carpentry, woodworking, over the life of the build. joinery, steel fabrication The facility now employs and other trades to prepare 600 local permanent inmates for release. employees and is estimated to contribute $560m to the

44 45 Putting patients first

North West Private Hospital Redevelopment

Everton Park, QLD | $50 million

The redevelopment of increase of 50 per cent to North West Private Hospital overall bed capacity. for Ramsay Health Care The project was delivered delivered a boost for patient ahead of time and under services and significant budget, while also creating capacity upgrades in flexible working options for a sensitive, live hospital people on site. environment. The relationship with The project included new Ramsay Health Care will facilities for critical care/ continue, with the delivery of intensive care, rehabilitation, additional projects at both early parenting, state-of- Greenslopes Private Hospital the-art theatres and an and Pindara Private Hospital.

46 47 Sky’s the limit

Sunshine Coast Airport Expansion

Marcoola, QLD | $264 million

The Sunshine Coast The upgrade included Airport Expansion project a new international- transformed the regional standard runway, a partial transport facility on parallel taxiway, and an Queensland southern coast expanded apron capable into a world-class complex. of accommodating eight The major expansion and Code C aircraft, as well upgrade of the Sunshine as new access roads and Coast Airport was delivered utilities. on behalf of Sunshine Coast Council.

48 49 Royal Dillwynia Hobart Correctional Hospital Centre Hobart, TAS | $350 million Windsor, NSW | $144 million

This state-of-the-art upgrade to The expansion of Dillwynia Tasmanian health facilities was the Correctional Centre added 248 largest capital infrastructure project maximum security beds and delivered in Tasmania. education facilities to the existing women’s correctional facility, The project included the helping keep the community safe construction of 36,000m2 of while reducing recidivism. new space and the upgrading of 11,000m2 of existing clinical The expansion advances the areas including operation theatres, standards of correctional centres endoscopy, paediatrics, maternity in Australia, providing a therapeutic and mental health. environment aimed at reducing reoffending and increase This world-class hospital will relieve rehabilitation opportunities. pressure on the Tasmanian health system, and includes 215 beds, 21 The project was delivered ahead of isolation rooms, six high dependency schedule, despite being impacted beds and the latest medical by bushfires and COVID-19. technology.

275 180 George Flinders Street Street Sydney, NSW | $230 million Melbourne, VIC | $120 million 275 George is Sydney’s newest 180 Flinders is an iconic new premium office tower, featuring development in the heart of 7,300 square metres of office and Melbourne’s CBD, serving as John retail space over 16 floors. Holland’s new Victorian head office. The boutique development is an This building is a mixed-use integrated offering by John Holland, development which includes an located in the heart of Australia’s A-Grade office tower, as well as the financial precinct and is adjacent to restoration and protection of the Ball the Sydney Light Rail. & Welch building’s heritage façade. The building was sold to Japan’s As both anchor tenant and builder, Daibiru Corporation, as its first entry John Holland worked in partnership into the Australian market. with Dexus to realise this landmark The COVID-Safe office tower has project. achieved a 5 Star Green Star Design rating, with a 5 Star NABERS Energy and 5 Star Green Star As Built rating rating targeted during operation.

50 51 The New Intercity Glasshouse Fleet Sydney, NSW | $331.5 million Maintenance The Glasshouse is the first of five The development is one of the most buildings in John Holland’s new technologically advanced Smart Macquarie Square precinct. Buildings in Australia, connecting numerous separate building systems Facility This vibrant and green modern to a cyber-secure, resilient IP workspace brings together world- Kangy Angy, NSW | $265 million backbone and a digital integration class style, underpinned by 5 Star platform that selectively monitors The New Intercity Fleet Maintenance Green Star design and climate- thousands of points from across the Facility is a purpose-built rail centre, resilient building technology. building. designed and constructed by John The Glasshouse includes large Holland on behalf of Transport for Macquarie Square will include a open floorplates filled with natural NSW, to maintain and service a new 7,000 square metre public park at light, creating an optimum health fleet of intercity trains for customers its heart, and a lifestyle precinct with and wellbeing experience for the travelling between Sydney and the retail, dining and a fitness centre. building users. Central Coast, Newcastle, the Blue Mountains and South Coast. Located at Kangy Angy, on the Central Coast, the facility was completed following three years of design and construction, and was at the forefront of sustainable construction practices, while creating around 300 local jobs during Murray Bridge Wastewater construction of the facility. In an Australian first, the project team collaborated with Plastic Police to Network Upgrade recycle project-generated single- use waste for processing into a high Murray Bridge, SA | $52 million performing asphalt for road surfaces onsite. South Australia’s newest wastewater treatment plant located near Murray Bridge, south-east of Adelaide, is now complete.

The state-of-the-art facility is able NSW/ACT Stations Accessibility to process more than four million Upgrade litres of waste per day, delivering Other Airport East- Mascot vital infrastructure to help the region precinct VIC cater for a growing population. projects Dungog and Kurri Kurri Epping Main Sewer The project was recently awarded the highest sustainability wastewater treatment Goulburn Murray Rural design for a water project in upgrade Water Authority Australia, by the Infrastructure complete Sustainability Council (ISCA), Malabar Process and North Western Program and won the Australian Water Reliability/Renewal Alliance- Reservoir Association 2021 Infrastructure Network and Facilities Innovation Award (Regional). NT renewals program While exceeding in technical Shoal Bay Facility brilliance, the project has proudly North Head Biosolids contributed to the sharing and understanding of the Ngarrindjeri QLD people’s culture and connection to water, while improving social and Queensland Rail- environmental outcomes for the Morayfield, Strathpine and surrounding community. Boondall 52 53 Projects won

54 55 Customer-focused transport

Torrens Connect Adelaide, SA | $241 million

Torrens Connect is a customer-focused transport landmark contract with the services, better integration South Australian Government between modes and a to operate bus and tram more reliable experience for services in Adelaide. customers. The joint venture with Transit Torrens Connect employs Systems and UGL covers the more than 170 people in North South contract region Adelaide operating a network of Adelaide Metro’s service of 24 trams and more than area and is John Holland’s first 190 buses, adding to John multi-modal public transport Holland’s extensive transport contract. operations portfolio including Canberra Metro, Sydney As part of the eight-year Metro and Metro Trains contract, Torrens Connect Melbourne. is committed to delivering

56 57 New gateway to Sydney

Sydney Gateway Sydney, NSW | $2.6 billion

This transformative road project also creates better project for Sydney will active transport options reduce travel times by up with a new shared cycling to 40 minutes in the AM and pedestrian path linking peak for motorists travelling Tempe Reserve with the from Parramatta to terminals. Airport using the new Sydney This critical link will provide a motorway network. new flyover for direct access The joint venture between to the domestic terminals. John Holland and Seymour This will separate vehicles Whyte will support more than heading to the airport from 4,000 jobs. Sydney Gateway traffic travelling to will have the capacity to and beyond. It will help to carry 100,000 vehicles a ease congestion and improve day, reducing congestion journey times for all road across the road network. The users in the precinct.

58 59 John Holland has partnered Tablelands region of New Narrabri - with SEE Civil to deliver phase South Wales. one of the next section of Inland Rail will provide a Inland Rail between Narrabri critical fast-freight backbone and North Star on behalf North Star between Melbourne and of the Australian Rail Track Brisbane, improving the Corporation. movement of goods across Phase 1 The newly formed Trans4m Eastern Australia, delivering Moree, NSW | $693 million Rail joint venture is currently significant economic growth upgrading more than opportunities for regional 170 kilometres of existing communities in Victoria, NSW railway track in the Northern and Queensland.

NSW/ACT WA A program to ensure reliable management across Sydney D4C water infrastructure for the Water’s assets in the Southern Other Belmont drought response Avon to Kwinana track southern region of Sydney region. desalination plant upgrade – stage 6 is being delivered by D4C The program aims to meet More Trains More Services Claremont Station Project in partnership with Sydney projects Sydney the future needs of Sydney’s Water for the next 10 years. QLD Eliwana – trackwork, train growing population and will D4C is a John Holland joint control and signalling deliver greater value to Sydney Logan Hospital Expansion venture with Comdain, won Water Water and its customers Project PTA Track maintenance Lendlease Services and WSP. Sydney, NSW | $2 billion through reduced costs and South Queensland Esperance Branch Line The work will maintain the improved efficiency of capital Correctional Precinct Rerailing Avon Valley Rerailing health of Sydney’s waterways and maintenance delivery. including beaches, rivers and Bruce Highway Upgrade – NZ Since commencing the project tributaries as Greater Sydney Maroochydore to Mons Road in July 2020, the joint venture Papakura to Pukekohe grows by an extra 2.71 million has successfully engaged 50 VIC Electrification Project people and 570,000 homes per cent female apprentices. by 2036. North Western Program South East Asia Alliance – Glenroy The joint venture will be J108 Jurong Region line responsible for the delivery North Western Program package of design, construction, Alliance – Preston maintenance and facility Rapid Earth Fault Current Limiter Stage 1 60 61 People at the heart of everything we do > 2,500 people worked from home

Our people – our greatest strength. In a year where the certainty of life and work were turned on their head, our people truly stepped up and adjusted to the COVID 446 pandemic and its implications. Flexibility, which was already promotions a priority, became a more widespread and accepted way of working during 2020. At the height of the COVID crisis, around 2,500 of our people worked from home, connecting through new technologies and ways of working. We took the opportunity to review our structure in 2020, ensuring we were set up to deliver our strategy and be more efficient. As a result, we now have four national operational business units – Building, Infrastructure, Major Projects and Rail – with centralised corporate functions supporting the business units and projects. 45,000 hours of learning opportunities In a project-based business, organisations risk losing their talent during demobilisation, but we focus on successfully transitioning our people into new roles: there were 446 promotions across John Holland in 2020 and 915 people were transitioned into vacant positions. We continued investing in our people and their capabilities, and in 2020, around 3,800 people participated in more than 45,000 hours of learning opportunities. Given COVID restrictions, much of this was run online. 162 Recognising the importance of successful and commercial project managers and project directors projects, our first cohort of 162 project managers and project We introduced a new female sponsorship program, which brings directors wrapped up a specially designed program to ensure together group executives with talented females to increase our leaders of our projects have the skills and capabilities to achieve pipeline of female leaders. There are also 51 people on our female the best outcomes. mentoring program providing women with tools to achieve their career development goals and strengthen their networks. Our We also invested significantly in our future talent through our Celebrate Women in John Holland network raises the visibility of graduate and intern programs. In 2020, the Australian Association women in our company and is active in promoting gender equality. of Graduate Employers ranked our intern program fourth in the Top 40 Intern Programs, and 61st in the Top AFR 100 Graduate Our commitment to transforming lives also extends to the Employers (a solid improvement on previous years). communities we work with and the legacy that remains with each project. So in 2020 we launched our new Reconciliation Action Plan, Diversity and inclusion remain a key priority: creating an inclusive setting out how we’ll work with Traditional Custodians to create better 19.6% and diverse workplace attracts the best employees, regardless pathways for training, jobs and opportunities associated with our female leadership of what their background is, and there are several ways we have projects. addressed this in 2020: We established our Pride Network in 2019, which has since been In terms of gender equity, we closely monitor our people’s pay working hard to implement change to be a more inclusive workplace Most Diversity and levels to identify where genuine gaps exist. As a result, we took for LGBTI+ people. We celebrated the Pride Network’s progress in inclusion remain active steps to address gender pay differences, resulting in a 2020, when John Holland was awarded Bronze Employer in the Improved company-wide gap reduction of 0.8% in 2020. We also saw an Australian Workplace Equality Index (AWEI) and – even better – we increase in female leadership to 19.6% from 18.9% in 2019. employer nationwide, as a key priority were named Most Improved Employer nationwide. awarded by the Australian Workplace Equality Index (AWEI) 62 63 Global Mandatory Keeping our people safe Requirements and well>

2: Excavation and 3: Lifting Operations In a year like no other, our people’s safety and wellbeing were Trenching I will only engage in I will only enter an foremost in our minds. Across our operations and business, there lifting operations if excavation or trench trained and competent was barely a process or a way of working that wasn’t reviewed or with support or to do so re-engineered to ensure it was COVID-safe. A COVID taskforce, controls in place made up of leaders and experts from around the business, guided our response to the pandemic and fortunately all our Australian 1: Traffic, Plant and projects were able to remain open thanks to our people’s careful 4: Electrical Safety People adherence to COVID-safe ways of working. I will protect myself I will protect myself and others from and others from It was well recognised in the community that lockdown and electrical hazards interactions with plant uncertainty had a detrimental impact on many people’s mental health. We therefore put significant effort into supporting people’s mental health through events, educational campaigns and a podcast series. And thankfully, our people agreed with our approach and felt supported: in our 2020 engagement survey, 88% of our people said they have confidence in John Holland’s response to the COVID-19 pandemic; and 86% felt supported by their manager through the pandemic. Protecting Recognising that people leaders play a pivotal role in creating a safe culture, we continued to upskill our people leaders through the Black Dog Institute’s training in mental health and wellbeing. By December 2020, 728 people leaders had been through the training, with excellent feedback, and we also upskilled non- managers with the launch of a new mental health learning module. People & Global Mandatory Requirements, which form our health, safety, 5: Working at Height environment, wellbeing and rail standards, were relaunched I will protect myself in 2020 after extensive engagement with experts across the and others from falling objects and business. With a strong purpose – to protect the lives of the people falls from height we work with and the environment we work in – the GMRs are now available across a range of platforms depending on how Places. people work. Whether accessed by smart phone, on the web or on 6: Wellbeing paper, these standards play a critical role in the way we perform I will take care of our work. The introduction of a wellbeing GMR now sets minimum my own wellbeing expectations for health and wellbeing on all our work sites, an and the wellbeing 10: Work on Rail of others important step forward for the industry. I will only enter and work We also recognised the need to provide workplaces with an in the Rail Danger Zone when all the required improved approach to Occupational Health and Hygiene. After an controls are in place extensive review and engagement process to design and develop 7: Temporary Works a new management process, our workplaces now have much I will support the stronger support to identify occupational hygiene hazards and safe delivery of 9: Environmental temporary works Leaders play a appropriately manage the risks. Management This unforgettable year was wrapped up by successful transition I will protect the environment, prevent pivotal role in to ISO 45001:2018 (Occupational Health and Safety Management pollution, and minimise 8: Isolation System). The transition to this standard helps us provide a safe waste and resource use creating a safe I will protect myself and healthy workplace for our people, proactively improve our and others against performance and fulfil our customers’ expectations. exposure to energy culture. sources 64 65 Creating opportunities: social inclusion > We believe in the power of transforming lives. And by providing jobs for hundreds of Australians via our social inclusion initiatives, we can live this purpose in a very real and practical way. Our social inclusion program seeks to break the cycle of poverty and unemployment by creating jobs and training for people who have traditionally faced barriers to employment, including veterans, asylum seekers and refugees, Indigenous Australians and people with a disability. In 2020, we spent more than $10 million with social enterprise organisation such as Veterans in Construction. This organisation opens the door for veterans to work in construction - an industry well suited to their skills and physical capability. We have had around 20 veterans working on our sites, including the West Gate Tunnel and the Melbourne Metro Tunnel projects, with plans to extend this partnership to other John Holland sites around Australia. Last year we also announced our partnership with CareerSeekers, a program providing refugees and asylum seekers with pathways to employment on our projects. CareerSeekers supports mid-career professionals with tertiary qualifications and professional experience from their country of origin to find 12-week paid internships with Australian companies such as John Holland. They also help find placements for university students with each internship offering invaluable local work experience, networks, and an opportunity to get a foot in the door. Over summer 2020/21 John Holland projects across Australia hosted 18 CareerSeeker university students. Working alongside our employees, the students are able to take what they have learned at university and apply it in on worksites each day. We are also committed to supporting young Indigenous Australians who have interacted with the youth justice system obtain valuable work experience on our sites through our ON TRACK initiative. Our ON TRACK participants learn valuable work and life skills and are given an opportunity to build their networks and connections within construction, opening up a solid path to a long career in our industry. Our rail business has also partnered with the Clontarf Foundation to improve the skills, empowerment and employment outcomes for young Aboriginal and Torres Strait Islander boys. We seek to be industry leaders by influencing our partners, subcontractors and suppliers to make their own significant social inclusion commitments. We empower our projects to use local and Indigenous suppliers. In We believe in 2020, we spent upwards of $50 million with almost 60 Indigenous the power of suppliers across 89 of our projects. By continuing to support people from different backgrounds and transforming nationalities into jobs, we build on our diversity as well as opening new pathways to rewarding careers for all Australians. 66 lives. 67 A sustainable future for all> 33 Infrastructure Sustainability Rating submissions to ISCA

It’s well recognised that our industry impacts our environment, supply chain, people and communities, and so John Holland has a real responsibility to conduct our business sustainably. We have therefore embedded principles of sustainability throughout our business systems, processes, and operations. Our clients, stakeholders, and communities expect us to build assets that are sustainable and resilient, and so we also use 16 relevant sustainability tools and certifications to benchmark our Leading ratings for design projects. In 2020, we continued to successfully achieve leading ratings according to the Infrastructure Sustainability Council of Australia (ISCA) ratings. We registered 33 Infrastructure Sustainability Rating Submissions, and achieved several of ISCA’s highest ratings including 16 Leading ratings for Design (37.5% of total submissions), and 12 Leading ratings for As Built (50% of total submissions). We use Green Star ratings and certification on our buildings and station projects to ensure we’re building assets that are resilient 12 and enhance communities’ health and quality of life. In 2020 we Leading ratings for As Built achieved two Green Star As Built ratings, and achieved 6 Star ratings for the Melbourne Metro Tunnel design and Green Square Library. The 6 Star certification for Green Square Library was John Holland’s first ever and puts the building in a world-leading category for sustainability. Project Name Organisation Award For us, a key part of sustainability is doing the same thing differently so that we have less impact on the environment. Take for instance Social Impact Winner: Outstanding Melbourne Metro our New Intercity Fleet Maintenance Facility project in NSW, which Network of Australia Collaboration in Social Tunnel Project (CYP) was a shining example of trialling new and sustainable materials. It (SIMNA) Impact Measurement used e-mesh, made from 100% recycled plastic fibres, to replace 6 steel reinforcement in nearly 3,000 of footpath on the project. Star Green Star ratings for Gold Winner: Melbourne Metro Tunnel and The initiative diverted the equivalent of 60,000 single-use plastic NWPA - Improve Good Design Architectural Design, Green Square Library bags from landfill, and other John Holland projects are planning or Frankston Station Australia Urban Design And already using e-mesh to replicate this success. Project Public Spaces Another is our Country Regional Network team, which used Panolin John Holland as a substitute biodegradable hydraulic oil for maintenance fleets. The results include 90% reduction of non-biodegradable non- Best In Class: has a real synthetic fluid waste, and because hydraulic oil completely breaks Melbourne Metro Good Design Architectural Design, down in soil in six weeks, it significantly reduces spill impacts from Tunnel Project (CYP) Australia Urban Design And responsibility leaks. This initiative has saved more than 12 tonnes of CO2 on John Public Spaces to conduct Holland’s tamper fleet alone. 60,000 single-use plastic bags External recognition is another important reinforcement of our Australasian Railway Winner: Rail diverted from landfill our business Canberra Metro approach to sustainability, and we were grateful to be recognised Association (ARA) sustainability sustainably. in the industry in 2020.

68 69 Caring for communities >

John Holland is committed to leaving lasting benefits to the communities in which we operate – long after the last truck has left a worksite. Whether it’s partnering with local school children, artists, community groups or businesses, John Holland has left our mark far and wide. Involving the community in our projects This year has been a challenging year and no more than in Greater Melbourne. The Melbourne Metro communications team came across a local artist, Toni Magor, who lives in the CBD between two of the Metro Tunnel work sites and works at the City Baths, next to the third tunnelling site. After discussions with Toni and the Melbourne Metro client, it was agreed that her artwork, entitled Here and Now perfectly encapsulated the mood of a defiant spirit in the city and her paintings were displayed prominently on the hoardings along the CBD North work sites. It was also a great way to involve the community in our work. A similar approach was taken in Marrickville, in Sydney’s inner west, as part of the Sydney Metro project. We partnered with local artists including an Indigenous artist, who depicted the area’s culture on the hoarding of this city changing project. For the students of Moreland Primary School in Melbourne’s north, their take on 2020 was captured and shared as part of a supply of high-grade hand sanitiser. To ensure the North Western collaborative artwork initiative with the North Western Program Program Alliance’s sites and offices remained COVID safe, NWPA Alliance’s (NWPA’s) Bell to Moreland Level Crossing Removal engaged Brunswick Industries to supply them with 2,000 x 50ml Project. hand sanitiser bottles, as well as another 250 litres of bulk sanitiser product to refill sanitiser stations. NWPA has now established an Every day more than eight Australians tragically die from suicide exclusive ongoing relationship with Brunswick Industries for all future and the construction industry is over-represented in this statistic. orders of hand sanitiser. The Sydney Football Stadium Redevelopment team responded to the call by implementing the Caring in Construction program In Sydney, we were proud to complete a wheelchair friendly with special guest speakers like NRL legend Brad ‘Freddy’ Fittler pathway from Bear Cottage – NSW’s only children’s hospice – to and Gus Worland - radio personality, host of the ManUp TV doco the local beach. Bear Cottage children and families now have an series and founder of the Gotcha4Life Foundation. With around accessible path thanks to the Sydney Metro John Holland CPB 300 team members attending the event across two (socially Ghella JV which provided in-kind project construction expertise and distanced) sessions, we focused on mental fitness being just resources to see the project through to completion. The project has as important as our physical fitness and donated $5,000 to the raised or provided work in kind to the value of $800,000 to date. Foundation. To date, the team has donated more than $20,000 to In the NSW south coast town of Batemans Bay, the ‘Love the Bay’ mental health charities, mobilised a team of 20 mental health first campaign has been a successful community partnership between aiders and held five events to support the industry. our Batemans Bay Bridge replacement project and the Batemans Bay Business and Tourism Chamber. This local pride campaign Supporting social enterprise and community galvanised the wider community reeling from the bushfire disaster groups and COVID-19 pandemic. Committed John Holland has a proud tradition of supporting local social The campaign expanded into a “buy local” gift card program to to leaving enterprises. Brunswick Industries is a long-running social enterprise support businesses and sustain local jobs. The Gift Card program in Melbourne that supports more than 100 people living with now has 150 local participating stores, and to date more than long lasting a disability by providing them with training opportunities and $120,000 has been loaded onto the cards. benefits to the meaningful part-time work. Given the economic impacts of As part of our response to the bushfire crisis across Australia, we COVID-19, Brunswick Industries partnered with another local- donated $100,000 to local and regional organisations in affected community. based business to tailor their offering to a new key market - the areas.

70 71 Our projects & offices>

We have more than 55 projects in Australia and New Zealand across the following sectors: Northern Territory Infrastructure: 3 • Major roads and bridges • Tunneling • Water and wastewater treatment solutions Rail: • Rail operations and maintenance • Rail systems delivery and integration Building: • Airports • Corrections 9 • Commercial Queensland • Education • Health

Western Australia 5

1 22 New South Wales South Number of projects Australia

17 Victoria Corporate Offices 2 1 Sydney Melbourne Brisbane Perth Tasmania New Zealand 65 Pirrama Road Level 9, 180 Flinders Street 1000 Ann Street Level 8, Commercial Tower 3 Pyrmont NSW 2009 Melbourne VIC 3000 Fortitude Valley QLD 4006 10 Telethon Avenue, Perth WA 6000 Phone: +61 2 9552 4288 Phone: +61 3 8698 9400 Phone: +61 7 3867 7000 Phone: +61 8 9482 2700

Darwin Hobart New Zealand 110 Coonawarra Rd Level 2, 13-17 Castray Esplanade Level 2, 56 Parnell Road, Parnell Winnellie NT 0820 Battery Point TAS 7004 Auckland 1052, New Zealand Phone: +61 8 8943 1000 Phone: +61 3 6221 8900 Phone: +64 9 525 1743

72 73 Our Group Leadership Team >

From left to right standing row: Martin Webster – Chief Commercial Officer | Steve Butcher - Executive General Manager, Rail Mark Davies - Executive General Manager, Major Projects |Tom Roche – Executive General Manager, Development & Investments The John Holland Board of Directors: David Lehmann - Executive General Manager, Building Bo Wang (Chairman) From left to right seated row: Rod Heale – Chief Operating Officer | Jayne Whitney – Chief Strategy Officer Joe Barr – Chief Executive Officer | Darryn Ray – Chief Financial Officer Guangsheng Peng Absent: Andrew English - Executive General Manager, Infrastructure Jinsong Tang Chun Pong Leung Glenn Palin Martin Hadaway Joe Barr Rod Heale Darryn Ray

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