NEW DIRECTIONS ANNUAL REVIEW 2015 CONTENTS GLOBAL INTRODUCTION Chairman’s Message 04 CEO’s Message 06 Who We Are 08 Board of Directors 10 OPPORTUNITIES Executive Leadership Team 12

HIGHLIGHTS CFO’s Message 14 Highlights 16

BUSINESS GROUPS Market Conditions 20 Infrastructure 22 Building 24 Rail 26 Development & Investments 28 Strategy & International 30

REGIONAL OPERATIONS New South Wales & Australian Capital Territory 36 Victoria, South Australia, Tasmania & New Zealand 40 Queensland & Northern Territory 44 Western Australia 48 South East Asia 52

OPERATIONAL SERVICES Technology & Innovation 58 Operational Risk 60 Our People 62

CORPORATE STRUCTURE & CONTACT DETAILS 66

A COVER IMAGE: URBAN TWILIGHT TRAFFIC

B HONG KONG SKYLINE

2 John Holland Annual Review 2015 3 CHAIRMAN’S MESSAGE

On 20 April 2015, John Holland became a valued member of • Group Strategy & International New Business Group, that the China Communications Construction Company Ltd (CCCC) develops longer term business concepts and positions John “John Holland family of companies, which is the largest listed company in the Holland in a global context, allowing long-term, sustainable stands apart as a international infrastructure and engineering sector with 100,000 business endeavours. employees, a presence in more than 80 countries, and a 165 Guided by our long-term strategy, our efforts generated globally significant, ranking on the Fortune Global 500 in 2015. momentum across all our businesses and gave us greater John Holland is an Australian icon with strong leadership confidence as we seek to extend our performance into 2016 strong and and a proud history of delivering infrastructure projects for and beyond. Our long-term perspective is to invest in the stable company. more than 65 years. New ownership now strengthens John transformation of John Holland through an agile and diversified Holland’s capabilities through its ability to leverage CCCC’s operating model that responds to changing market conditions Proudly, we are global capabilities and expertise, as well as our competitive and and improves our competitiveness. At all times, our focus will financial strengths, to become an even stronger player, both in remain on productivity and customer orientation. amongst the most Australia and internationally. Our experience has reinforced our appreciation for the need to respected and As the Chairman of John Holland, one of my most important continually improve and adapt the way we deliver projects and tasks is to steer the company’s strategy in a manner that will services as well as to continue investing in the infrastructure well recognised ensure the meeting of the long-term economic targets set for necessary to support our businesses now and in the future. the Group and to generate value so that the expectations of At the end of a very challenging year, John Holland stands engineering and our stakeholders and customers are met. apart as a globally significant, strong and stable company. construction The strength of our business model underpinned our Proudly, we are amongst the most respected and well performance and resilience in a difficult contracting recognised engineering and construction firms and remain firms and remain environment in 2015, however with new business objectives, committed to always putting our customers first. Our we are now spurred on to find new ways to be more efficient employees are relentless in pursuing all aspects of our business committed to and productive. We began our transition journey by setting with the best interests of our customers in mind. At every ambitious targets to double the size of the business within five chance, each of our 4,000 employees has focused on helping always putting our years and introduced a new business model to address our our customers be more confident about the delivery of their customers first.” growth aspirations. projects. I thank all of them sincerely for their professionalism, and for their continued commitment to our customers and to Three new business groups were added to the organisational each other. structure to expand John Holland’s services across the whole value chain of originating, financing, designing, engineering, I look forward to working with all of you in achieving our vision, manufacturing and constructing to support the most complex and thank you for supporting John Holland throughout the years. of developments, and the ongoing ownership, operation and maintenance of these facilities. These are: • Development & Investments Business Group, that works in partnership with governments and private customers to generate infrastructure and property developments, and to secure M&A opportunities which align with our business objectives. President Lu Jianzhong • Engineering, Technology & Innovation Business Group, that John Holland Board Chairman ensures that we are able to develop the best engineering solutions at all times, through continuous improvement of our methods, to design, plan, procure and apply leading edge technology and innovations.

4 John Holland Annual Review 2015 5 CEO’S MESSAGE

I am pleased to introduce the 2015 Annual Review. By all A vital element of the business strategy was achieved with the Our challenge was to continue to balance measures, 2015 was a year full of challenges and opportunities introduction of the Development & Investments Business Group the long-term sustainability of the business for John Holland. Despite the pressing demands of external (D&I), which will drive growth independently from the market. D&I’s by aligning the business to market conditions drivers and the changes experienced in the operating primary focus will be: in the short term, whilst implementing environment, 2015 will be remembered as one of the most • Infrastructure: Development (including public private an organisational structure designed to significant years in the company’s history and a watershed in partnerships) and investment in new greenfield and existing accommodate and catalyse sustainable growth the transformation of John Holland. brownfield assets. for decades to come. Due to challenging market conditions, and in particular the • Property Development: Traditional Transport-Oriented Planning for growth whilst maintaining a focus cancellation or delay to major infrastructure projects, our Development (TOD) and Urban Renewal. on our immediate targets required rigorous financial performance was impacted. We achieved revenue of • Mergers and Acquisitions: Investments in adjacent and discipline. We continued to focus on safety, $2.46b, and reported a profit after tax of $114.5m for the year vertical integration opportunities aligned with John Holland’s project delivery, operational performance and ended 31 December 2015. broader breadth of business activities. commercial management, whilst simultaneously • Investment and asset management of new and ensuring that we started to develop a pipeline A NEW DIRECTION DEFINED existing projects. of profitable work for 2016-2017 and to D&I will build on John Holland’s existing relationships and position the company strategically through to In 2014, John Holland’s former parent company, Leighton 2020 and beyond. Holdings Limited, underwent a Strategic Review which resulted develop new strategic partnerships to originate opportunities in each of these areas. In just a few short months towards the in a decision to divest itself of John Holland. The company was The 2015 Annual Review is not only a end of 2015, D&I had identified an impressive list of projects and subsequently acquired by China Communications Construction showcase of the outstanding delivery of some opportunities which we look forward to seeing come to fruition Company International Holding Ltd (CCCI) following the of Australia’s most important infrastructure and from 2016 onwards. finalisation of a Share Sale Agreement on 21 April 2015. engineering projects, but a testimony to the Alongside our business objectives, there were a number of loyalty, resilience, tenacity and dedication of our The acquisition of John Holland by CCCI provided the strategic initiatives implemented to improve our competitive people. It is with enormous pride that I share opportunity to fundamentally redefine John Holland’s advantage and to deliver innovative solutions for our customers. and celebrate our achievements with you. participation in the market with a new business model and Our Engineering, Technology & Innovation Business Group was the implementation of solid growth strategies. In developing established to enable John Holland to harness global knowledge, the new structure, our strategy teams ensured a focus on capability and innovation in pursuit of engineering excellence and flexibility in relation to new business objectives, market to leverage the vast experience and capacity of our new owner fluctuations, business growth and international expansion. and the business operations of the entire CCCC Group. Importantly, our structure creates strong connectivity between Our Group Strategy & International New Business Group focused our regional operations and their customer base, growth on our longer term strategy, planning our participation in the through vertically integrated businesses and further expansion Glenn Palin Australia of the future and global opportunities which would lead in international markets. to the opening of our South East Asia regional office in 2016. Chief Executive Officer

OUR NEW STRATEGIC OBJECTIVES ARE TO:

DOUBLE INTEGRATE GENERATE LEVERAGE GLOBAL BRAND

Double the size of Develop vertically Proactively generate Leverage CCCC Group Engage with the business by integrated businesses business growth capability to promote CCCC Group on 2020. to provide a ‘total through Development engineering excellence, international projects solution service’. & Investment innovation and and develop a global opportunities. competitive solutions. John Holland brand.

6 John Holland Annual Review 2015 7 WHO WE ARE

John Holland is at the forefront of network maintenance and operations Australia’s infrastructure, building and and asset management. rail markets. Operating across Australia, We offer our customers a total service New Zealand and South East Asia, we solution, participating in every link of have been transforming city skylines, the project lifecycle from origination, connecting regional centres and financing and development and providing vital infrastructure for more design and construction to operations, than six decades. maintenance and ownership of Our contracting and services capabilities developed assets. cover the full spectrum of traditional We constantly strive to exceed the building and civil engineering markets expectations of our customers in as well as specialist engineering in the delivering our projects to the highest resources, energy, marine, water and safety standards and by enriching the wastewater and tunnelling sectors. communities in which we work. We know We also have unrivalled capability in that our people are our greatest asset, rail construction, design management, and we are committed to providing an systems engineering and assurance, environment where they can thrive.

C TAMARA CURREY, APPRENTICE CARPENTER & HSR AND SEAN COLLIER, LEADING HAND -1 PARRAMATTA SQUARE PROJECT, NSW

8 John Holland Annual Review 2015 9 BOARD OF DIRECTORS

“Guided by our long-term strategy, our efforts generated momentum across all our businesses and gave us greater confidence as we seek to LU JIANZHONG GLENN PALIN* DARRYN RAY* RUSSELL CUTTLER* GUANGSHENG PENG JINSONG TANG CHUN PONG LEUNG Board Chairman Chief Executive Officer Chief Financial Officer Executive General Manager, Non-Executive Director Non-Executive Director Non-Executive Director extend our Operational Support performance Mr. Jianzhong LU is President Glenn Palin is John Holland’s Darryn Ray is a graduate With over 30 years’ Guangsheng PENG, Senior Jason TANG has more Eddie LEUNG is the General into 2016 and of CCCC International Chief Executive Officer. Glenn of Melbourne University experience in Australia and Accountant, started his than 20 years’ experience Manager – Investment Holding Limited (CCCI), has more than 35 years’ and joined John Holland in overseas, Russell has been career in CCCC since 1995. in project investment, Department at CCCC beyond.” in charge of general experience in the construction 1994 after more than seven involved in some of the largest He was previously the construction and International Holding Limited management of the industry - more than 20 of years with a major chartered projects undertaken both Deputy Head of Finance management in transport (CCCI). In this current role, he company with a focus on the these have been with John accounting firm. In January Department, China Road & is responsible for identifying LU JIANZHONG locally and abroad including infrastructure industry. Having investment business. Mr LU Holland. During this time, 2006, Darryn was appointed EastLink, Land Cove Tunnel Bridge Corporation (CRBC) engaged in international opportunities to invest and Board Chairman graduated from Chang’an Glenn has held various roles Chief Financial Officer. Project and the Channel and Director & Chief Financial market, Jason has been develop, as well overseeing University, majoring in road within the business, including Tunnel. He has held a number Officer of China Road and involved in a number of strategic mergers and Darryn is responsible for all transport and accounting. Chief Operating Officer and of general management and Bridge (H.K.) Limited. milestone projects ever acquisitions on behalf of CCCI. financial and management He also obtained respectively Executive General Manager, executive roles and is now built by Chinese companies Eddie was actively involved in reporting, external and Mr Peng was Vice President & his MBA and PhD in Specialist Businesses. Executive General Manager, overseas including the acquisition of John Holland internal audit, taxation, Head of Finance Department management and engineering People & Policy, where he Sura-Madu Cable-stayed by CCCI in 2015. Glenn has been a driving force treasury and investments, of CCCI from January 2013 in Tianjin University and is responsible for high level bridge in Indonesia, in our people development company secretarial and to January 2015. Mr. Peng Eddie is a CFA charter holder, Tsinghua University. policy and governance Zemun-Borca Bridge in Serbia programs, with a particular governance, information & is currently the Senior Vice holds a civil engineering requirements for Health, and Karakoram Highway He was awarded Senior focus on the development of communication technology President & Chief Financial degree from the University of Safety and Environment, in Pakistan. Accountant and Senior younger employees and our (ICT), remuneration & benefits Officer of CCCI. Hong Kong and a LL.B. from Human Resources and Economist of CCCC. He diversity strategies. Glenn’s and global business services. Jason has spent the first University of London. Before Employee Relations, began his career in 1983, and leadership has concentrated quarter of his career life in joining CCCI in 2013, Eddie Darryn is a Member of along with Corporate held the positions of Deputy on developing and driving the South-East Asia and East held various management the Australian Institute of Communication services, Chief Economist of China First company’s high performance Europe with different roles as roles in a Hong Kong Chartered Accountants, Workers Compensation and Highway Engineering Co. Ltd, culture, aligned with its Vision, engineer, project manager, listed company overseeing the Chartered Institute of Crisis Management. General Manager of Capital Mission and Values and an marketing director and strategic development and Management Accountants, Beltway in Ethiopia, President absolute commitment to safety. Russell is also a member general manager of branch management of its toll road and the Australian Institute of of Shanghai Zhenhua Heavy of the executive team and company. As a member of investment portfolio. Company Directors. Industry Co., Ltd. (ZPMC). a Director of John Holland, the senior management of Mr LU has worked in CCCC as well as a Director of the CCCI and a Director of John and its subsidiaries more than Infrastructure Sustainability Holland, Jason is responsible 32 years. Council of Australia. for business development, mergers and acquisitions, commercial and coordination.

* Director and member of the John Holland Executive Leadership Team

10 John Holland Annual Review 2015 11 EXECUTIVE LEADERSHIP TEAM

“Planning for growth whilst maintaining a focus on our immediate targets required rigorous discipline. We CHRIS EVANS KARL MOCIAK JIM SALMON RICHARD STEWART GREG CAIN DAVID BALMER TREVOR HALL SCOTT OLSEN FRASER RAMSAY continued to Executive General Manager, Executive General Manager, Executive General Manager, Executive General Manager, Executive General Manager, Regional General Manager, Regional General Manager, Regional General Manager, Regional General Manager, Building Group Strategy & Infrastructure Rail Risk Management QLD/NT VIC/SA/TAS/NZ NSW/ACT WA focus on safety, International New Business

project delivery, Chris Evans joined Karl Mociak is Executive As Executive Richard Stewart Greg Cain is Executive David Balmer joined Trevor Hall has Scott Olsen has Fraser Ramsay operational our business in 1991 General Manager, General Manager, is the Executive General Manager, John Holland in more than 25 significant project has broad-based performance and before being Group Strategy and Infrastructure, Jim General Manager of Operational Risk. 1990 and throughout years’ construction delivery and business experience in all of our appointed Executive International New Salmon is responsible John Holland’s Rail In this role, Greg is his career has experience covering management key operating sectors and commercial General Manager of Business. Prior to 2015, for strategic planning, Business Group. responsible for the demonstrated strong a wide range of experience from senior including rail, building management” Infrastructure in 2011, Karl was the Executive growth and the The Rail business coordination of all leadership and a infrastructure projects roles within some of and civil infrastructure, Chris held various General Manager of development of a is responsible for operational aspects practical hands-on including civil, marine, Australia’s leading along with mining roles including Building Transport Services. portfolio of business the delivery of major of commercial, pre- approach in the delivery tunnelling and engineering, building management. GLENN PALIN Operations Manager for activities, with a rail infrastructure contracts, operations of a broad range of telecommunications. and rail infrastructure In this role, Karl Fraser’s 28-year career Chief Executive Officer the Queensland Region particular focus on the projects across risk, HR, learning and public and private companies. is responsible Trevor has worked has provided him and General Manager worldwide emerging Australia & New development and infrastructure projects. for delivering the on the full spectrum With over 20 years’ with the opportunity for Northern Region. infrastructure markets. Zealand as well Employee Relations. framework, analysis David was previously of projects around experience in the to work in both Tier 1 as supporting In 2015, Chris and reporting of Prior to his Greg has more than General Manager for Australia, including construction industry, and smaller boutique our international transitioned into the role Group Strategy along appointment in May 30 years’ experience Minerals & Industrial. as Project Director Scott has significant operations and he interests offshore. of Executive General with developing 2015, Jim served as in the construction David enjoys excellent on the $3b Clem 7 experience in leadership brings a breadth of Manager, Building. and incubating new the Managing Director Richard joined John industry during which relationships with tunnel in Brisbane. roles on major civil and experience to our In this role, Chris is international business of a global contractor Holland in 2005 time he has gained customers and has Trevor has held senior building projects. business. He has a responsible for the and targeted project in India and was and has held roles a deep knowledge a strong personal management roles strong ability to assess Formerly a Board strategy, growth and opportunities for responsible for their including, NSW Major of design, commitment to within Tier 1 potential new markets Member of NSW Civil development of the the business. oil and gas, buildings, Projects Manager, construction and achieving success for infrastructure and address growth Contractors Federation building business across infrastructure and General Manager project management. John Holland. companies and opportunities. Karl joined John Holland as well as a current all market sectors. mining operations National Operations operates with a strong in 2007 and currently board member of Roads comprising over 4000 and General Manager, strategic focus. sits on the board of Australia, Scott has employees. Jim draws Rail. Richard’s Metro Trains Melbourne a real passion for the upon an intensive achievements stem and the Country construction industry. 28 year career in which from more than 20 Regional Network. he has held leadership years’ experience roles in Australia, in the railway & civil India, Asia, and the Infrastructure Industry, Middle East. throughout Australia and overseas.

Refer to Board of Directors for other Executive Leadership Team members.

12 John Holland Annual Review 2015 13 CFO’S MESSAGE

As outlined in the CEO’s message, 2015 John Holland has available a $1b In 2016, two dual priorities endure: represented difficult market conditions syndicated bonding facility to support mobile working practices and across almost all sectors in which we the delivery of current and future dashboarding technologies to be operate. Notwithstanding, John Holland projects. As at June 2016, $772.5m of adopted as the potential of ‘John reported a profit after tax of $114.5m for this facility has been utilised. CCCI will Holland Big Data’ is realised. Innovative the year ended 31 December 2015. provide John Holland with access to practices involving the Internet of capital when tendering for the range of Everything are currently being explored The acquisition by China major projects emerging in Australia and with leading global technology partners. Communications Construction Company internationally across the rail, building International Holding Ltd (CCCI) has It is against our financial strength and and infrastructure sectors, as well as provided opportunities to realise a technological advances that we embrace facilitate investment in engineering, strategic competitive advantage in a the opportunities of today - technology and innovation. number of areas, including financial and tomorrow - with great optimism. strength and resources. Immediately Looking forward, I am pleased to report following completion of the acquisition that the underlying business remains on 21 April 2015, John Holland was strong, with work in hand of $5.6b as recapitalised by CCCI by way of a at 30 June 2016 and a solid pipeline of cash contribution of $390m. Further projects being tendered. agreements were entered into with CCCI to negate the financial impacts of INFORMATION & COMMUNICATION the sale process on John Holland. In TECHNOLOGY (ICT) Darryn Ray aggregate, this financial restructuring resulted in John Holland having, In 2015, implementation of several Chief Financial Officer immediately following completion of the leading cloud applications and the sale transaction, additional cash assets ongoing optimisation of ICT expenditure of $588.5m and additional net current was a key area of focus. The ICT team assets of $390m. continued to prioritise the deployment of innovative technology for those who At 31 December 2015, John Holland had work in the field delivering our complex net cash assets of $578.1m, net assets infrastructure and engineering projects. of $581.0m and net current assets of Highlights include the implementation $343.9m. This evidences the considerable of an infrastructure private cloud and strengthening of John Holland’s Statement the migration from a desk-top database of Financial Position since acquisition system to a mobile, any device project date. As a result, John Holland is very well management application. This means positioned to enable strategic investment that 90% of personnel in the field can activities, including equity interests in now complete 80% of their activities public private partnerships (PPP), mergers anytime, anywhere, providing real and acquisition (M&A) activity, property efficiency gains that translate to better development, geographic diversification delivery outcomes for our customers. and acquisition of plant and equipment, to support the growth objective of doubling the size of the business by 2020.

14 John Holland Annual Review 2015 15 HIGHLIGHTS 2015 Year of Achievement

FINANCIAL DIVERSITY ENVIRONMENT SAFETY

Revenue by Business Group (%) Employee Gender 2015 (%) Safety Statistics 2012 - 2015 Greenhouse Gas Emissions (Tonnes CO2e / $M)

Fuels & Lubricants 2013 : 27.0 2014 : 10.7 2015 : 5.4 37 Infrastructure Workforce Staff 32 Rail Electricity 31 Building 2013 : 3.6 2012 2013 2014 2015 2014 : 2.2 2015 : 1.5 Total Recordable Injury Lost Time Injury Frequency Rate (TRIFR) Frequency Rate (LTIFR) 99.46 Male 73.06 Male 2012 : 13.33 2012 : 1.74 0.54 Female 26.94 Female 2013 : 12.16 2013 : 1.68 Revenue by Geography (%) 2013 2014 2015 2014 : 8.97 2014 : 0.95 2015 : 5.75 2015 : 0.69

Aboriginal & Torres Strait Islander participation 2015 (%) Waste & Recycling (Tonnes / $M) Disposed

93 Australia 2013 : 45.4 COMMUNITY 2014 : 10.6 05 Asia 2015 : 12.5 02 New Zealand & Pacific Current projects with a Community Plan (%) Workforce Staff Recycled / Reused 2013 : 227.0 2014 : 93.4 2015 : 55.9

11.32 1.43 86

Revenue by Market Sector (%) 2013 2014 2015

Female Participation (%)

45 Corporate & Support Water Use (kL / $M) 06 Engineering & Operations Potable 43 Rail 04 Management (%) 2013 : 103.3 Projects with community relations representatives 01 Workforce 09 Social 2014 : 54.9 07 Resources 2015 : 93.6 07 Health Non-Potable 07 Water & Wastewater 2013 : 134.0 05 Oil & Gas 2014 : 484.8 56 05 Education 2015 : 235.8 04 Roads & Bridges 12 Other

2013 2014 2015

16 John Holland Annual Review 2015 17 BUSINESS GROUPS

C MODERN CITY TRAFFIC ROAD JUNCTION, STOCK PHOTO

18 John Holland Annual Review 2015 19 MARKET CONDITIONS EXTERNAL DRIVERS Following some initial declines in 2014, The downturn was not restricted to the The Australian economy is projected to to ambitiously change the structure several factors converged to give rise engineering sector. The total value of grow by 84%, from $1.4t in 2011 to $2.6t of society. These are a different breed MARKET to a difficult operating environment in infrastructure work contracted by 4.9% by 2031, a growth rate of 3.1% per year. of project in terms of their cost, level 2015. The total value of turnover from in 2015 following a 7.6% decline in Australia’s population is expected to grow of aspiration, lead times, complexity construction work declined by 4.3% in 2014. The value of other civil projects from 22.3m in 2011 to 30.5m in 2031. and stakeholder involvement, and CONDITIONS 2015, following a fall of 3.6% in 2014. such as bridges, tunnels and harbour To put that in perspective, Australia’s they demand a specific organisational Within the engineering sector, mining- works declined by 9.3%, while power population growth has been high by capability to deliver. related construction declined by 16.8% and water and waste infrastructure developed world standards. This growth Our Executive Leadership Team as the pipeline of new projects fell away. projects declined by 11.0%. in our population and economy will create responded by redefining the role, Further, reduced resources investment unprecedented infrastructure challenges. Despite the Federal Government’s policy purpose and function of the organisation drove a decline of 3.2% in heavy Nationwide population increases and to ‘Deliver the Infrastructure for the 21st to be less reliant on political and budget industrial resource-based construction. ongoing prosperity will be the big drivers Century’ by funding vital infrastructure cycles, and more reliant on proactively of an increasing need for road space, projects within 12 months, a pause in anticipating our customers’ needs and public transport capacity, freight capacity implementation saw road construction generating our own pipeline of projects. and improved gateways for trade. fall by 2.7% in 2015. Ensuring consistent and reliable returns By extension, demand on many In short, almost every sector in which would need to involve expanding our key urban road and rail corridors is John Holland operates suffered presence in operations and maintenance, projected to significantly exceed current significant market decline, and our concessions and investment and capacity by 2031. The importance performance, as has historically been the ownership of infrastructure assets of managing urban transport is case, largely mirrored the market. – not just within Australia, but in a underscored by the fact that in 2011 global context. In short, a complete the cost of delays on roads in the six transformation of John Holland. largest capital cities was $13.7b. This figure is projected to grow by around 290% to $53.3b in 2031. Strategies to be considered for the future will include integrating land use and transport planning, new road construction, additional public transport investment and the introduction of demand management measures. These pressing forces of change have seen governments rethink the built environment and have spurred billion-dollar ‘megaprojects’ designed

C MELBOURNE CITY

20 John Holland Annual Review 2015 21 Jim Salmon INFRASTRUCTURE EXECUTIVE GENERAL MANAGER INFRASTRUCTURE BUSINESS GROUP

Our proud track record in Infrastructure STRENGTH ACROSS SECTORS FUTURE DIRECTION spans more than 2,500 projects in Transport infrastructure, (including Today’s rapidly changing world means Australia alone, for both public and Transport Oriented Developments) funded that investment in sustainable, integrated private entities across a broad range by both government and the private infrastructure solutions is essential for of sectors. We also have a long history sector, will form a significant component economic prosperity and improving of delivering projects in international of infrastructure market activity over the quality of life. We understand that our markets, most notably across South next five years. John Holland’s track record customers’ objectives are also changing East Asia and New Zealand. of successfully delivering major transport in order to meet the needs of their As a leading player in the infrastructure projects places us in a strong position to customers. The future success of our and public private partnership (PPP) secure further major projects in the next Infrastructure offering is dependent on markets, John Holland and its partners 12-18 months and beyond, including our knowledge and agility in response to market demand and changes, both have delivered projects with a total value Sydney Metro Stage 2, Melbourne Metro, domestically and internationally. in excess of $28b in the past decade the WestConnex M4-M5 Link in Sydney, alone (2005-2015). and Melbourne’s Western Distributor. These opportunities range from John Holland continues to build on Transport Oriented Developments, major its reputation as the leading tunnelling transport projects, utility consolidation, contractor in Australia, while building its ssset expansion, and recycling and international portfolio in South East Asia. services, as well as renewable energy John Holland’s vertically integrated With strong experience in delivering In 2015, we were involved in delivering and agribusiness developments. offering means we are ideally positioned complex power and energy projects, more than $5b of tunnelling projects across to work with utility customers to address including those powered by renewable By adding to our established strengths, Australia, Singapore and Hong Kong and the demand for alternative investment sources such as thermal, wind, hydro- our vertically integrated offering means have a forward program of more than $40b structures and smarter, more sustainable electricity, solar and waste-to-energy we are now able to deliver customers of tunnelling work over the next five years. asset process and operating models. infrastructure, we are well credentialled value across the entire infrastructure asset lifecycle - from origination, Our team has established strong for current opportunities. In the mining and resources sector, John financing and development, to delivery partnerships in the utilities area, particularly Holland is working with asset owners as We are positioning for the rapid pace and operations and maintenance. in water and wastewater, power generation they elect to strengthen their balance of change in the renewables market, and transmission. We are working alongside sheets to explore services opportunities particularly as Government commitments To ensure we remain well positioned to our customers to develop transformational and, where relevant, alternative delivery to the 2030 renewable energy target meet customer and market demands, strategies and service delivery models that we have been firmly focused on building structures for key infrastructure such (RET) begin to impact. enable new ways of implementing asset even greater capability across the as stockyards, ports and railways. capital works programs and projects, all The rapid growth in agribusiness across Infrastructure Group, strengthening Looking further ahead, investment focused on delivering superior outcomes for the Australian and New Zealand markets our key expertise with key focus on in new large scale bulk commodities the end consumer. is expected to continue, driven by the innovation, exploring asset investment assets will be required to replace aging significant demand for high quality food in and service opportunities. All to stock, particularly as the demand cycle Asian markets. There are significant first strengthen our globally recognised brand turns. Other commodity sectors, such mover opportunities for large scale, fully as an end to end infrastructure solutions as metals, that have not undertaken integrated, multi-produce developments, provider of excellence. the same level of recent investment, are and John Holland is exploring investment expected to provide opportunities. and delivery opportunities in this area. G In the ports sector, activity is expected TUNNEL GENERAL WORKER/WELDER, Opportunities for growth also exist to centre on upgrading, modernising and BULBUL MD MAHBUB ALAM, SITE ENGINEER, across key international markets. In SCOTT PALIN AND TUNNEL WORKER, privatising assets, following the recent New Zealand, there is renewed demand MIAH MOHAMMED JHIBON, AT THOMSON EAST high level of activity in Liquid Natural Gas to augment, renew and replace critical COAST LINE SPRINGLEAF CONTRACT T208, (LNG) and bulk commodities facilities. SINGAPORE capital assets across all classes. There are also a number of container Singapore has a number of major water C ports considered for privatisation. We’re projects in the planning phase, while MECHANICAL AND ELECTRICAL WORKS AT THE strongly positioned to meet the industry’s across the broader South East Asia WIGGINS ISLAND COAL EXPORT TERMINAL needs with our expertise in heavy (WICET) STOCKYARD, GLADSTONE, QLD market demand is being driven by the industrial port assets and traditional rapid pace of urbanisation, and the container terminals. A growth in middle class societies. SOUTH ROAD SUPERWAY, SA

22 John Holland Annual Review 2015 23 Chris Evans EXECUTIVE GENERAL MANAGER BUILDING BUILDING BUSINESS GROUP

The landscape of construction The realisation of this goal not DELIVERING VALUE ACROSS THE FUTURE DIRECTION in Australia is changing. State only requires the commitment of ENTIRE DEVELOPMENT LIFECYCLE Together with our customers and Governments are committed to working government at all levels – local, state The shape of our business today enables partners, we are committed to in collaboration with the private sector and federal – but relies on private us to respond to the market in a way we making Australian cities and regions to facilitate the delivery of social sector foresight, innovation and never have before. We are developing the most liveable in the world, infrastructure projects across key investment to make it happen. our capability and growing our capacity with access to housing, vital social sectors including health, education and Going forward, our project to provide a total service solution across infrastructure like hospitals and corrections. These partnerships will be partnerships will extend beyond all sectors of the building market, schools, and green, open spaces even more critical going forward, as government to working with private expanding our offer to customers and that enable long-term, sustainable public funding is simply no longer able to investors and partners in the delivery adding value across the entire project communities to flourish. Furthermore, provide sufficient resources to meet the of projects across the residential, lifecycle. The establishment of strategic our global outlook and partnerships demands of our growing population and commercial, tourism and leisure partnerships along the value chain not only enhances our offering to its shifting demographic profile. sectors. These are the projects that means we can offer enhanced design, customers in Australia, it also will The Federal Government’s recently will create the homes and workplaces procurement and delivery options that enable us to take the experience announced Smart Cities Plan recognises for our future metropolitan and provide positive, tangible cost and time and innovations we develop here to that we cannot continue to develop our regional communities. benefits. Having invested in our business benefit international markets. built environment in the same way we and our people, we are in a position to We will continue to deliver innovative have done in past decades. It offers invest in Australia’s future. new projects for public and private a platform for change that seeks to With the expertise and capacity to customers across a wide range of connect people with places by providing actively participate across all phases of sectors. This includes moving beyond the infrastructure required to enable the projectlifecycle, from initial concept, our traditional markets to new and people to live closer to where they work, to financing, planning, design, costing, emerging areas for the business, such creating sustainable communities across construction, operations, maintenance as residential, aged care, mixed use our urban centres (both capital cities and and property management, we will and transit oriented developments, regional hubs). maximise the opportunity to be an where we can combine our Building This includes the provision of affordable initiator and leader in shaping Australia’s capability with our expertise across housing, with access to transport, built environment. Infrastructure, Rail and Development facilities and services, developed within & Investments. a broader context of amalgamating the Other emerging opportunities natural and built environments to bring include in northern Australia across people together as communities. tourism and hospitality, international education, healthcare, medical Our global perspective and proven Our capability to deliver superior project research and aged care; and driving technical expertise, spanning geo- outcomes across the fundamental technology to further strengthen our technical, foundations, structural metrics of cost, time, quality and proposition to customers. systems, services distribution and safety is assured by the expertise and architectural finishes, puts us at the commitment of our people. forefront of new products and materials Our highly qualified team possess the sourced from across our regional, leadership and management skills to national and international supply chains. meet the specific demands of building G As an industry leader in the application of projects of varying scope and size in GRADUATE ENGINEER, BEN MODRA AND innovative technology, including Building greenfield, brownfield and fully LEADING HAND SEAN COLLIER, 1 PARRAMATTA SQUARE PROJECT, NSW Information Modelling (BIM), we are operational environments. able to design and deliver sustainable C buildings, optimising their ongoing QUEENSLAND UNIVERSITY OF TECHNOLOGY operation and maintenance and ensuring (QUT) - CREATIVE INDUSTRIES PRECINCT, whole-of-life efficiencies are realised. STAGE 2, BRISBANE, QLD

A NEWCASTLE COURTHOUSE, NEWCASTLE, NSW

24 John Holland Annual Review 2015 25 Richard Stewart RAIL EXECUTIVE GENERAL MANAGER BUSINESS GROUP RAIL

John Holland has a proud history in the MARKET CHANGES changing the role that freight haulage FUTURE DIRECTION rail industry dating back to the 1960s. and logistics plays in the rail sector, and Resource scarcity, increasing social The future success of John Holland’s Since 2005, our rail offering has been increasing freight volumes. Substantial consciousness, and access to technology Rail offering is underpinned by transformed through diversification, growth is forecast to occur in the next are driving the need for ‘smart’ our recognition that mobility is and today boasts a vertically integrated five years and beyond, providing an transportation solutions in order to meet fundamental to ensuring a good capability across a wide range of product opportunity for John Holland to utilise the rapidly changing needs of a rising quality of life for our communities, offerings that enables us to participate in its diverse experience in the rail sector number of ‘mega cities’ worldwide. As a and to supporting economic all aspects of the sector lifecycle. to develop innovative solutions that will result, we are experiencing an emerging prosperity. This knowledge continues continue to shape the industry. We are acknowledged for our tier one global trend for integrated transport to guide everything we do. rail construction capability in signalling planning and transport solutions utilising We will continue to meet the systems, overhead line electrification metro, rapid transit and light rail style POSITIONING THE BUSINESS challenges of the rail market by and traction power and have become systems to meet the transportation John Holland has a unique position delivering engineering excellence and a Network Operator (Metro Trains demands as urban density increases. in Australia, with a significant financial innovation. This includes utilising our Melbourne, Metro Trains Sydney, Country This expansion of new rail infrastructure, strength and access to world-wide unique expertise as a leading end-to- Regional Network in NSW) and long- and the privatisation of existing capability and technology in the rail sector end rail transport solutions provider term maintenance provider (Brookfield rail infrastructure, offers significant through our parent company, China to explore opportunities across Rail and Public Transport Authority in operations and maintenance Communications Construction Company domestic and international markets. Western Australia). This offering has opportunities that complement John International Holding Ltd (CCCI). enabled John Holland to provide a unique These opportunities range from Holland’s current portfolio. value proposition for transport orientated Our capability continues to expand, Transit Oriented Developments; to public private partnerships (PPP) such Globally, travellers are increasingly broadening our contribution all along delivering solutions for passenger as Sydney Metro Northwest and Capital demanding more from their transport the value chain in rail infrastructure and freight operations and logistics Metro Light Rail. experience. They seek the application of and services through initiatives which across urban and regional networks; technology to cut down on ‘dead time’, enhance and complement our current construction of new and existing and a smoother experience when using offering, including: infrastructure across metro, light and multiple transportation modes. In some • A joint venture business proposal heavy rail; and forming additional markets there is demand for sustainable, in conjunction with Strukton Rail, strategic relationships with technology environmentally conscious services or that aims to provide high precision partners to further enhance our low-cost, budget options. track measurement, data analysis offering to rail customers. Political, environmental and social By meeting the integrated system impacts, as well as increasing needs of the societies we live globalisation and online purchasing, are in, we will generate growth, while strengthening our globally recognised brand as a provider of and maintenance engineering With a focus on collaboration, smart transport solutions. support. This capability will provide risk management and continuous a supplementary service to existing assurance, this industry-leading asset management skills provided by methodology is uniquely positioned to John Holland. deliver for our customers. • The experience we have gained and Further capacity building in the business the success we have demonstrated will include recruiting global expertise in the G on Sydney Metro Northwest and metro, light rail and freight logistics sectors. CONSTRUCTION OF THE NEW TRACK ON THE LEVEL CROSSINGS REMOVAL PROJECT, the Glenfield to Leppington Rail Adding team members with a proven track MELBOURNE, VIC Link, including safety and financial record in these sectors across diverse improvements, have enabled us geographies, including Australia, North C to map a systems integration and America, Spain and the United Kingdom, METRO TRAINS MELBOURNE FRANCHISE, VIC assurance methodology that is will secure John Holland's positioning as A transferable to other business the premier transport solutions provider CONCORD STATION, NORTH STRATHFIELD RAIL sectors, including road traffic, airports, in Australia, while continuing to grow our UNDERPASS, SYDNEY, NSW hospitals and correctional facilities. presence abroad.

26 John Holland Annual Review 2015 27 Tom Roche DEVELOPMENT EXECUTIVE GENERAL MANAGER & INVESTMENTS DEVELOPMENT & INVESTMENTS

The formation of the Development & These capabilities, coupled with the • We are negotiating a site acquisition FUTURE DIRECTION Investments Group (D&I) in late 2015 financial and technical backing of for a commercial office development Looking forward, D&I will focus on originating was a key milestone in the activation of China Communications Construction in Queensland in joint venture with development, investment, design and construction, John Holland’s new business model. Company Ltd (CCCC), have equipped Charter Hall Prime Office Fund. John and operations and maintenance roles on a range of D&I adds significant project origination, D&I to provide specialist support to the Holland will be both the developer significant, mostly greenfield, infrastructure and real development and investment capabilities Business Groups, enabling them to investor and constructor. estate project opportunities. to our core design and construction, capture growth opportunities unavailable • We are actively pursuing a number In particular, we will concentrate on transport-oriented and operations and maintenance prior to our new ownership. of exciting urban renewal projects, developments where John Holland can fully integrate its capabilities. Through fully integrating including the Old Royal Adelaide infrastructure, building and transport capabilities to deliver these capabilities, John Holland can CHANGES IN MOTION Hospital project in South Australia. customers end-to-end solutions. now proactively provide customers with By late 2015, there were promising signs tailored end-to-end project delivery and In addition, D&I will partner with China Communications as to the opportunities that D&I could help PARTNERSHIPS ARE KEY operational solutions. In markets where Construction Company International Holding Ltd (CCCI) the business to generate. A number of customers’ projects are becoming ever We are committed to developing market and institutional investors to selectively pursue brownfield these opportunities are now being secured more complex, John Holland has a leading solutions with high quality local infrastructure and transport investment opportunities. We by D&I. Work began on a number of fronts unique opportunity to influence its own and international strategic partners. D&I will do this in sectors where we believe we can harness in late 2015 and since then we have had future direction and growth by partnering is working with John Holland Business John Holland’s and the CCCC Group’s development, some impressive results: with customers to deliver their objectives. Groups and our regional teams in technical, and operations and maintenance capabilities to • In the infrastructure sector, Financial conjunction with our partners to provide offer a uniquely competitive proposition. Close has been reached on the Capital advice and assistance in the areas A LEADING TEAM Another key component of D&I’s capability is strong M&A Metro project. John Holland is a joint of design and construction, financial experience. We have been working closely with our owner D&I has built a team with extensive venture partner in both the construction and legal structuring and overall bid to identify opportunities to further deepen John Holland’s experience across the infrastructure, and operations and maintenance, as management of these projects. We see effective strategic partnerships as a key capability to provide customers with fully integrated building, rail and real estate development well as an equity investor. sectors. The D&I Group now has the component of our future success. end-to-end solutions. • We have commenced development key specialist capabilities required to of the Calvary Private Hospital in We believe that over the coming years, D&I will play a proactively conceive solutions that Adelaide, where we are both the significant role in supporting John Holland’s growth by address customers’ needs, including constructor and an investor. enabling partnerships with customers seeking project finance, equity investing, end-to-end project solutions to increasingly more property and infrastructure development technically and commercially complex problems, and by and management, mergers and proactively creating integrated financing, delivery and acquisitions (M&A), as well as critical operational solutions that address the trend towards legal and commercial support expertise. ever more private financing and operation of major infrastructure assets.

G ARTIST’S IMPRESSION OF THE PROPOSED LIGHT RAIL STOP ON HIBBERSON STREET, GUNGAHLIN, CANBERRA LIGHT RAIL, ACT

C ARTIST’S IMPRESSION OF CALVARY PRIVATE HOSPITAL, ADELAIDE, SA

A ARTIST’S IMPRESSION OF A NEW A-GRADE OFFICE TOWER, NEWSTEAD, BRISBANE, QLD

AA ARTIST’S IMPRESSION OF CANBERRA LIGHT RAIL, ACT

28 John Holland Annual Review 2015 29 Karl Mociak EXECUTIVE GENERAL MANAGER STRATEGY & INTERNATIONAL GROUP STRATEGY NEW BUSINESS & INTERNATIONAL NEW BUSINESS

The acquisition of John Holland by China Throughout the year, John Holland To reinforce and implement our strategy, FUTURE DIRECTION Communications and Construction has built capability, credibility and John Holland continues to focus on Company International Holding Ltd international presence with a range of delivering value and cost-effective The global economy is changing as a new middle class (CCCI) provides John Holland with activities, including: solutions to our customers, building our emerges. Enhanced economic power, population growth exciting new pathways to develop our in-house engineering excellence and and urbanisation will increasingly define demand driven • Working with CCCI partner market presence. accessing CCCC’s global capabilities potential. Australia’s population is projected to grow from companies to support rail and resources relating to: 24 million (2016) to 42 million (2056). This growth presents Our strategy and operating model operations and maintenance challenges but also provides opportunities for John Holland focuses on delivering sustainable growth projects in Central Africa • Design expertise: In-house technical to be involved in developing industries and supporting through a portfolio of diversified and • Actively supporting the China design capabilities for road, rail, infrastructure capitalising on this growth. complementary businesses, nationally Communications and Construction bridge and port construction projects The new John Holland business model allows us to and internationally, and delivering Company Ltd (CCCC) Group from the world’s eighth largest design strategically position on long term, ‘Nation Building’ competitive solutions for our customers. in Siingapore and Malaysia company. projects, including: This approach captures our core and successfully pre-qualifying • Technical construction knowledge: values and vision, and recalibrates our for a number of major rail and Access to the world’s leading • Northern Australia: investment in northern Australia focus towards enhancing our services engineering projects. constructor of large scale bridges is integral to John Holland’s long-term growth by funding and developing our own • Executing a Memorandum of and port infrastructure. CCCC is also strategy, initially with opportunities in agribusiness projects, and ultimately owning and Understanding (MoU) with one of a major participant in large scale supported by water, waste, energy and transport operating the assets that we build. the world’s largest rail and logistics global rail and road developments in infrastructure developments. both China and international markets, companies to work on a range of • High Speed Rail (HSR): a connected, vibrant and and is a leading toll road owner/ future opportunities internationally. sustainable alternative to air travel linking capital cities in operator in China. • Procurement: In-house manufacturing and system under three hours and supporting population growth of integration capabilities in steel fabrication, tunnel boring regional centres. machines (TBMs), and the world’s leading supplier of port • Inland Rail: aimed at improving efficiency to support cranes and dredging machinery. around 12m tonnes of freight between Melbourne and • Urban planning and operation: Significant skills and Brisbane each year – more than twice as much as experience in urban development planning for mixed-use there is now. This connection will provide a direct, high city developments. performance freight rail corridor and connect south-east Whilst CCCC operates actively as an infrastructure constructor Queensland by rail with Adelaide and Perth via Parkes. with operations in 135 countries and regions across the world, • Freight and logistics: Australian intermodal freight has John Holland will be utilised to expand international business increased by 65% since 2009 and is forecast to double operations, particularly via its building, rail operations and by 2030 and triple by 2050, requiring increased capacity maintenance, water and wastewater, and power generations freight terminals. and transmission capabilities. • The One Belt One Road: a China Government development strategy that focuses on connectivity and cooperation among countries between Asia and Europe, and consists of the land-based ‘Silk Road Economic Belt’ and the ‘Maritime Silk Road’. Australia’s position at the start of the route provides significant opportunities for future economic growth supplying trade exports towards Asia and Europe.

C ILLUSTRATION OF THE ONE BELT ONE ROAD INITIATIVE TO DEMONSTRATE CONNECTIVITY TO AUSTRALIA: SOURCE GOOGLE

A THE SYDNEY METRO NORTHWEST PROJECT WILL BE THE FIRST FULLY- AUTOMATED METRO RAIL SYSTEM IN AUSTRALIA, SYDNEY, NSW

30 John Holland Annual Review 2015 31 SUSTAINABILITY IN ACTION SUNDROP FARMS

SUSTAINABILITY The agreement of world leaders to the united nations (UN) Sundrop Farms is one of John Holland’s Sustainable Development Goals (SDGs) this year marks most distinctive projects. Located near an historic moment in time. It sets a unifying agenda for Port Augusta in South Australia we have governments, businesses, non-government organisations designed and constructed the first solar (NGOs) and individuals. The new SDGs and the broader powered, climate controlled, greenhouse sustainability agenda aims to address the root causes of facility that will be used to produce poverty and the universal need for development that works approximately 15,000 tonnes of truss for all people. tomatoes a year for metropolitan markets across Australia. Sustainable development in construction includes the management of all aspects of our business and A major component of the project is projects, from day-to-day governance to the reduction the greenhouse’s Solar Energy System of environmental impact, energy use, water use, waste (SES). The SES will comprise a large and increasing social benefits to our workforce and scale ‘solar farm’ comprising thousands communities, as well as returning economic value to our of mirrors calibrated to reflect the sun’s customers. More than ever, we need to find holistic and rays to receiving panels and a steam boiler effective solutions to protect our vital life support systems mounted in the top of a 115m high tower. and meet the needs of a growing human population. This harnessed solar energy will generate steam to drive a turbine and thermal energy Sustainability principles are embedded in all aspects of our storage system and the heat generated business, from how we work through to the contributions will power a desalination plant to distil we make to communities and our future thinking. Our seawater harvested from the Spencer Gulf approach includes a commitment to intelligently balance into freshwater for watering the plants. The economic, environmental, social and governance heat generated will also be used to climate outcomes across our projects. This includes applying control the greenhouse during the cooler innovative delivery processes and methodologies wherever months of the year. practicable to protect the environment from harm, conserve natural resources and avoid waste. To overcome some of the environmental challenges during the construction phase, We are focused on developing enduring relationships a number of measures were implemented with the communities in which we operate. This involves including the use of soil stabiliser supporting local communities through our procurement machines and night shifts to maximise processes and building resilience by delivering lasting dust management controls. In addition to social and economic benefits. Fundamental to this is our this, the seawater pipeline was realigned commitment to local industry participation, training and to minimise damage to trees, preserve supply chains. An example of our commitment to industry stakeholder interests and avoid pre-existing is our role as a founding partner with the Australian Supply contaminated land. Chain Sustainability School. Through this partnership, we are helping to improve knowledge on sustainability The overall aim of the project has been to amongst small to medium enterprises, as they play a minimise construction phase environmental significant role in contributing to the sustainability of the impact and deliver to the customer an projects we deliver. By adopting sustainable practices, operating plant that is able to produce year we build a business platform that creates greater customer round sustainable horticultural products for value, and a brighter future for everyone. Australia’s national grocery market and to do so with minimal fossil fuel usage. G SUNDROP FARMS AERIAL

A HSE MANAGER, RICHARD LEESON & SENIOR PROJECT MANAGER, MARK BURNETT AT SUNDROP FARMS, SA

32 John Holland Annual Report 2015 33 Regional OPERATIONS

C GREAT NORTHERN HIGHWAY REALIGNMENT PROJECT, PORT HEADLAND, WA

34 John Holland Annual Review 2015 35 NEW SOUTH WALES, AUSTRALIAN CAPITAL Scott Olsen REGIONAL GENERAL MANAGER TERRITORY NSW/ACT

A YEAR OF ACHIEVEMENT FUTURE DIRECTION The John Holland team in the New We were also proud to unveil the new 80m-long underground access corridors, New South Wales continues to South Wales/Australian Capital Territory $90m Newcastle Courthouse, the state’s a new underground ramp to remove the lead Australia economically and in (NSW/ACT) region worked tenaciously largest regional courthouse that is also 1,000 vehicle movements per week from infrastructure development. to secure new projects and to deliver the most secure and technologically the public pedestrian area, and six new A major driver of this work is the need current projects to the highest standard advanced. The 12,000sqm, seven-floor back-of-house lift shafts. to meet anticipated growth demands, for our customers. Our performance complex has 10 courtrooms, a 24-hour John Holland was selected by the particularly in Sydney, which will was strong across a variety of sectors, cell complex and two tribunal rooms WestConnex Delivery Authority to design accommodate an additional one including rail, building, water, and for Local, District and Supreme and construct the WestConnex M4 million residents in the next 15 years. infrastructure. It was a significant Court hearings. East Motorway, in a joint venture with Government agencies and the private occasion for our team to see the opening Several significant civil infrastructure CPB Contractors and Samsung C&T. sector are expected to initiate an of the Glenfield to Leppington Rail Link projects were secured during the year to WestConnex is the largest integrated unprecedented level of work over one year ahead of schedule and $300m support our future pipeline of work. transport and urban revitalisation project the next five years. In addition, the under budget due to the hard work and in Australia. It brings together a number of NSW Government is also welcoming dedication of the project team. PROJECT EXCELLENCE important road projects to form a vital link unsolicited proposals. We delivered the new $180m flagship in Sydney’s orbital network. The NSW Government has a plan home for the University of Sydney’s There is no better example of the quality to rebuild the state as outlined in Business School along with $30m of of John Holland’s project delivery than the State Infrastructure Strategy. student accommodation. This enabled on the innovative and complex Vehicle The strategy has a strong pipeline the University to consolidate all Business Access and Pedestrian Safety Project of opportunities, particularly within School operations into one central at the Sydney Opera House which was transport with an unprecedented location, accommodating 4,500 students completed during 2015. Work improved Another significant project win in the an equity investor. The project will be number of road and rail projects and 490 staff, and to provide studio-style vehicle and delivery access, constructing Region was the Parkes Water and transformational for the nation’s capital, to be developed, and also in apartment living spaces, social common an underground loading dock, two Sewage Treatment Plants. This project providing public transport to support a social infrastructure. In the ACT, areas and meeting and study space for will see construction of a new 16 ML/ growing economy and population. infrastructure investment is a key up to 200 students. This was one of the day Water Treatment Plant (WTP) and Other key project wins in the region priority with a planned budget of largest and most complex educational Sewage Treatment Plant (STP) in rural were the 3 Parramatta Square building $2.5b over the next four years to infrastructure projects undertaken by John New South Wales. project, the $75m Stage 1 Equinix revitalise Canberra. Holland in the region due to the complexity In an important development for the Data Centre in Sydney and the Yenda of the structure, numerous stakeholders business, John Holland was part of Bilbul Leeton Combined Modernisation The NSW/ACT Region has a number involved and adverse weather conditions. the successful consortium appointed Project. We worked with our customers of key focal points for the years to deliver the Capital Metro light rail to provide additional support, including a ahead. We will work to maintain our project in Canberra. John Holland $40m integrated fit-out at 1 Parramatta outstanding reputation in the water, is a joint venture partner in both the Square, as well as ongoing maintenance commercial building and rail industry construction phase and ongoing works for BAE Lead-ln Fighter Facilities sectors and further expand within operations and maintenance, as well as at Williamtown Airport, and at the Mid- the health, roads and residential Coast Correctional Facility, Kempsey, for construction sectors. Corrective Services, NSW. We continued to deliver the Sydney Metro Northwest project with our joint venture partners, with tunnelling work now complete. Sydney Metro G TBM BREAKTHROUGH, SYDNEY METRO is Australia’s largest public transport NORTHWEST, NSW infrastructure project, delivering 31 metro stations and more than 65km of new C metro rail. Sydney Metro Northwest is 1 PARRAMATTA SQUARE, SYDNEY, NSW the first stage of Sydney Metro delivering A Australia’s longest railway tunnels – twin EXTERIOR VIEW, EQUINIX DATA CENTRE, 15km tunnels from Bella Vista to Epping. ALEXANDRIA, NSW

36 John Holland Annual Review 2015 37 The Newcastle Courthouse PROJECT PROFILE Development in Newcastle’s CBD was designed to provide the Newcastle justice system with the largest and most technologically advanced court complex NEWCASTLE outside Sydney. Its bold design and striking façade make it an iconic part of Newcastle and a key landmark. The 7-storey development includes 10 COURTHOUSE courtrooms and two tribunal rooms that ensures ‘justice is seen’ through improved opportunities for public access and engagement. The courthouse complex is a podium- like structure that wraps around two street frontages. The building was designed to incorporate environmental features such as solar panels for electricity generation, energy efficient air conditioning systems and smart use of natural light; which contribute to the building’s small carbon footprint. Challenges included a complex design which required close liaison between the design and construction teams. The location of the courthouse in the Newcastle CBD involved working within a small construction footprint. On the ground stakeholder engagement and consultation was required to minimise disruption to key stakeholders including neighbouring businesses and residents.

The building was designed to incorporate environmental Project name features such as solar panels Newcastle Courthouse for electricity generation, energy Customer efficient air conditioning systems New South Wales and smart use of natural light; Department of Justice which contribute to the building’s Contract completion small carbon footprint. February 2016

Contract type Design and Construct

38 John Holland Annual Review 2015 39 VICTORIA, SOUTH AUSTRALIA

TASMANIA, NEW ZEALAND Trevor Hall REGIONAL GENERAL MANAGER VIC/SA/TAS/NZ

A YEAR OF ACHIEVEMENT PROJECT EXCELLENCE FUTURE DIRECTION The market in Victoria (VIC) changed It was an exciting time for the region, We further grew our water business in rapidly during 2015. A new Victorian with a diverse range of projects the region. After successfully completing After coming through a challenging Government meant a change in underway. Construction of the the Barwon Water capital works program time for the industry in the region, priorities for infrastructure projects, Ravenhall Prison in Melbourne’s west and the South Australian Network we are now entering a more buoyant while South Australia (SA) and began in early 2015, and also featured Integration and Ancillary Works in 2014, period for the market. Tasmania (TAS) experienced economic considerable innovation. Our use of our expertise in water continued to be We have geared up for the Victorian constraints. Nevertheless, John Holland pre-fabricated prison cells for this project recognised by our customers, with John Government’s major transport reached a number of milestones during was an Australian first. Holland viewed as a trusted partner projects and are positioned to the year in review. in the delivery of water infrastructure. We also commenced work on four of contest construction as well as We were successful in winning and We completed construction of the State Government’s Level Crossing broader development projects in delivering a diverse range of projects Melbourne’s Ringwood Station and Bus Removal projects at Burke Road, Victoria, South Australia, Tasmania with Melbourne Water, underscoring Interchange Upgrade, serving more than North Road, Mckinnon Road and and New Zealand. our expertise in water projects. We also 5,000 rail commuters and 1,300 bus Centre Road. These were the first of secured the Amaroo Pipeline project for The year ahead provides significant passengers daily. This was achieved the 50 level crossing removals planned Yarra Valley Water. opportunities to support our while maintaining full rail and bus for Victoria. The $530m project will customers, partners and suppliers, operations during construction. reduce congestion, improve safety and In Auckland, New Zealand, we continued to provide value adding solutions and improve public transport with new, more to work with Watercare on our 10th For the first time in Australia, we strengthen our capability to enable accessible stations and connections to consecutive section of work for the installed polycarbonate modular roofing sustainable growth. trams and buses. city’s water and wastewater provider. for the station concourse, delivering Along with our joint venture partner, We will build on our reputation a high quality architectural finish and Work continued on the Melbourne Fulton Hogan, we built a 25km section for innovation and engineering environmental benefits by maximising the Airport Drive and Steele Creek North of pipeline through Auckland city, from excellence, our track record of flow of natural light and minimising the Stormwater Enhancement project. This Manukau to Epsom, to ensure security working within complex, brownfield need for artificial light. involved a 3.3km extension of Airport of future water supply and to cater for and live sites, and strengthen our Drive to deliver a direct route from Despite subdued market conditions, population growth. emphasis on our engagement with Melbourne’s west to Tullamarine Airport, In Tasmania, we were awarded the the year saw a pipeline of work emerge local communities. providing easier access for around Royal Hobart Hospital Redevelopment with the Victorian Government launching 15% of airport road users. It involved Project. This complex project will involve a significant infrastructure program of realigning a 2.3km water main, design construction of a 10-storey inpatient works. This period saw the industry and construction of retarding basins, facility called K-Block, and require compete vigorously for specialist stormwater conveyance piping, recycled the highest level of interface planning, resources and talent. water mains, hard and soft landscaping infection control and safety planning and lighting and shared user paths. This as we work within a busy hospital project re-established John Holland’s environment. It will also require careful credentials as a partner of choice for construction staging as we build new future Melbourne Airport work. areas and move people from existing structures, with minimal disruption to patients, staff and visitors.

We continue to have positive exposure G to the agribusiness sector. Work PROJECT COMMISSIONING MANAGER, STEFAN continued on the expansion of the HULSBOSCH AND SENIOR PROJECT MANAGER, Sundrop Farms arid climate agricultural MARK BURNETT, SUNDROP FARMS, SA operations. With a facility roughly C the size of 40 football fields, the HUNUA NO. 4 WATERMAIN PROJECT, greenhouse will use sunlight reflected NEW ZEALAND from a 30-hectare field of mirrors to produce around 15,000 tonnes of truss A THE NEW GARDINER STATION AT BURKE ROAD, tomatoes for metropolitan markets GLEN IRIS, DELIVERED AS PART OF THE LEVEL across the country. CROSSING REMOVALS PROJECT, VIC

41 An Alliance consisting of John Holland, PROJECT PROFILE KBR, VicRoads, Public Transport Victoria (PTV), Metro Trains Melbourne (Metro) and the Level Crossing Removal Authority is working to remove the level crossings at Burke Road Glen Iris, North Road Ormond, McKinnon Road McKinnon and Centre Road Bentleigh. LEVEL CROSSING These projects are part of the Victorian Government’s $2.4b plan to remove at least 20 level crossings by 2018. These sites form the basis of a long- REMOVALS PROJECT term strategic plan being developed to remove all 50 level crossings by 2022. Our works include removing the level crossings by lowering the rail lines, reconstruction of local stations as well as improvements to the road and public transport connections. These important projects will deliver significant safety improvements for drivers and pedestrians, make it easier to predict travel times and enable more trains to run more often and on time.

A BENTLEIGH STATION PART OF CENTRE ROAD, LEVEL CROSSING REMOVALS PROJECT, VIC

These important projects will deliver significant safety improvements Project name for drivers and Level Crossing Removals pedestrians, make project it easier to predict Customer travel times and Level Crossing Removal enable more trains Authority to run more often Contract completion and on time. Late 2016 (the Burke Road section of work is already complete)

Contract type Alliance

42 John Holland Annual Review 2015 43 QUEENSLAND & David Balmer REGIONAL GENERAL MANAGER NORTHERN TERRITORY QLD/NT

A YEAR OF ACHIEVEMENT PROJECT EXCELLENCE FUTURE FOCUS John Holland’s performance in 2015 Across the region, we are proud Despite these challenges, our region With the strength of our national specialist Business in its Queensland (QLD) and Northern to have assisted our customers to continued to deliver key projects, including: Groups, underpinned by our regional business delivery Territory (NT) Region was steady, with deliver a series of significant projects model, we will continue to provide customers with a strong • The Yeppen South Project; exciting and challenging projects during in the resources, oil and gas sector, offering in northern Australia. a period of slow economic growth and helping to position Queensland and the • Queensland University of Technology Queensland and the Northern Territory are both subdued market conditions. Northern Territory as a key player in the (QUT) Creative Industries Precinct; experiencing a downturn in the number of major projects. burgeoning Asian gas markets. • Dalrymple Bay Coal Export Terminal The region provided projects in the civil, At the same time, competition is increasing from local Offshore Pile Wrapping; energy, resources, marine, building and Our Territoria Civil business continues and international players. Direct public spending on public utilities sectors, undertaken on behalf of to thrive on long-running relationships • Shoal Bay Waste Disposal Facility; infrastructure is giving way to private sector involvement private and public sector customers. with local stakeholders and the • Darwin Marine Supply Base; and through funding structures, such as market-led investment community in the NT, evidenced by and public private partnerships (PPPs). Federal funding Of particular note were the excellent • Lismore Base Hospital our ongoing presence on the Ichthys contributions to State projects remains unclear and public results achieved on the award-winning Redevelopment 3A. Onshore LNG Facilities Plant at Blaydin spending remains conservative as the government works to New Farm Riverwalk Project in Brisbane, Point in Darwin. reduce its debt levels. restoring the Riverwalk after it was torn from its moorings in the devastating Following the successful completion Infrastructure development is receiving renewed focus with 2011 floods. of three earthworks projects for our new major projects and opportunities emerging as part customer, JKC, we are well positioned of the Northern Australia initiative. Although the resource Our team on the Wiggins Island Coal to deliver further packages on this The way we engage with the communities in which we operate and energy sector remains subdued, the region is showing Export Terminal (WICET) Stockyard landmark site development. plays an important role in how we measure success. John signs of growth in infrastructure development associated delivered the greenfield coal terminal Holland strives to leave a positive legacy. Key community with agriculture, tourism and hospitality, health and aged at the Port of Gladstone in Central Softer market conditions created a projects in 2015 included: care, education and water harvesting. Queensland, on-time and on-budget, challenging and complex operating testament to the team’s performance, environment that required flexibility • The Yuleba North to Blythdale Transmission Line project Upgrades to Queensland’s highways, motorways and its safety and work ethic, capability and and adaptability. team in Queensland provided $70,000 of in-kind assistance airports are becoming a major focus and John Holland technical expertise. to the Wallumbilla State School P&C to undertake a facelift to is committed to supporting the Queensland Government key parts of the small regional township; and its project partners. Our aim is to assist customers In North West Surat, we delivered the • The WICET project team held a number of fundraising to further develop infrastructure initiatives and become Eurombah to Fairview Transmission barbeques to provide money and in-kind donations to the a co-creator of value by utilising our financial and Line project ahead of schedule local community, including office equipment for the State operational strengths, including where applicable, our new despite project management and Emergency Service (SES) in Calliope, refurbished computers Development & Investments Business Group. engineering challenges – a credit to all to Nagoorin State School, and a clean-up team for the project partners. The team delivered We aim to aggressively expand our presence in each part Gladstone community during the cyclone season; impressive results in the areas of of this region, and build on John Holland’s solid reputation. safety, environment, quality and • In Brisbane, we were a corporate partner of the Australian This includes a higher focus on our people, our regional stakeholder relations. Red Cross, supporting their humanitarian work, blood bank centres like Darwin, and offering a broader array of services donations, Karma machines and a special Christmas program such as operations and maintenance. to help disadvantaged children and their families; and • We also helped disadvantaged children through our support of YWCA and Anglicare in Darwin, with a range of monetary and in-kind services. G DESIGN MANAGER, DANIEL SCHAEFER & CONTRACTS MANAGER, JOHN ELLEMOR INSPECTING THE HELIPAD AT LISMORE BASE HOSPITAL -STAGE 3A, NSW

C BULK EARTHWORKS AT BLAYDIN POINT, DARWIN, NT

A QUEENSLAND UNIVERSITY OF TECHNOLOGY (QUT) CREATIVE INDUSTRIES PRECINCT- STAGE 2, BRISBANE, QLD

44 John Holland Annual Review 2015 45 The Yeppen South Project involved the PROJECT PROFILE upgrade and duplication of the two-lane Bruce Highway between the Burnett Highway intersection and the Yeppen Roundabout to a dual carriageway four- YEPPEN SOUTH lane highway. The project delivers a Q100 flood level of immunity and minimises the isolation of Rockhampton and Northern Queensland from Southern Queensland through a 1.6km bridge structure west of the existing Bruce Highway alignment and a transitional embankment north of the Bruce Highway / Burnett Highway intersection to enable operation in time of flooding under contraflow conditions. Key project elements include roadworks consisting of earthworks, pavement and asphalt works, drainage, intersection upgrades, road lighting and traffic signals. Two major bridges - Yeppen South Bridge and the Slip Lane Bridge - were also included in the scope of works. An emphasis on quality and An emphasis on quality and self- performance was the defining point of self-performance was the defining difference in the project’s construction methodology. Using John Holland’s point of difference in the project’s own onsite pre-cast concrete plant, construction methodology. the project team was able to carefully balance cost, time and quality in relation to the pre-cast elements of the project. This ensured the delivery of the project six months ahead of program and to the customer’s specifications, resulting in a reduction in future operational and maintenance costs.

Project name Yeppen South Project

Customer Department of Transport & Main Roads, Queensland

Contract completion October 2015

Contract type Construct only

46 John Holland Annual Review 2015 47 WESTERN AUSTRALIA Fraser Ramsay REGIONAL GENERAL MANAGER WA

A YEAR OF ACHIEVEMENT PROJECT EXCELLENCE FUTURE DIRECTION 2015 was a challenging year with a Several key projects were successfully environment that aids the healing process Following several years of a mining major shift in the Western Australian completed during the year, both in by including features such as abundant and construction boom, the result (WA) economy. Despite this we urban and remote areas of WA. In natural light and fresh air and making a of landmark LNG projects in the managed to secure new work in the inner-city Perth, we built Kings Square strong connection to the outdoors. In a north-west and State Government Perth metropolitan area and continue Commercial Tower 1 (KS1), a 21-level first for WA, PCH incorporates support infrastructure projects in the Perth the safe and successful delivery of track tower located on the corner of King facilities for families including parent metropolitan area, there was a maintenance contracts with Brookfield and Wellington Streets within the Perth lounges on every inpatient floor and a 12- significant slowdown in the WA Rail and the Public Transport Authority. City Link precinct. The project delivered room accommodation suite that enables economy and a reduction of major 22,600sqm of A-Grade commercial families to stay close to their sick children. projects on the horizon. Building on the partnership developed office space and a further 770sq.m of with Main Roads WA, through the John Holland has been proactive in This has resulted in a reduced ground-floor retail. The building achieved delivery of the Great Northern Highway optimising the WA State Government’s opportunity pipeline, and a far more a Green Building Council of Australia Realignment project and the Esperance art budget for the project by competitive tendering process (GBCA) 5-Star Green Star – Office Port Access Corridor project, we incorporating functional art into the strongly driven by price. We will face Design v3 Certified Rating, recognising were successful in securing Stage design, as demonstrated by the large, this challenge by identifying new ‘Australian Excellence’ in Environmentally One of NorthLink WA, comprising the colourful aluminium discs on the eastern business opportunities away from Sustainable Design. Southern Section from Guildford Road side of the building. In addition to the traditional government tender to Reid Highway. Progress at the $1.2b Perth Children’s providing sun protection during the day, process and capitalising on our new Hospital (PCH) continued as the the discs will be illuminated at night to ownership structure to investigate Placing our commitment to diversity Sustaining Project, located in the Central completed the construction of project heads towards the last stages provide an animated light show. opportunities to create our own in the spotlight, several project based Pilbara region. This work aligned with trackwork from the Roy Hill mine site of construction. PCH ranks as the work. Key to this is reconnecting female employees were recognised at During 2015, we also completed our strategy of building full service to Port Hedland. The new 390km most complex piece of critical health with our supplier network to ensure the National Association for Women in structural, mechanical and piping works engineering and construction capabilities heavy haul railway line consists of infrastructure that John Holland has we can provide the most competitive Construction awards with a winner in for Rio Tinto in the Junction South- across the energy and resources sector. main line tracks, sidings, marshalling constructed, and features leading-edge tender prices possible. the ‘Outstanding Achievement in Safety’ West and Stockyard areas of the Yandi yard facilities and construction medical technology and state-of-the-art As part of the development of the Roy award, two finalists in the ‘Creating the facilities. The scope of work also Additionally, we will continue to functional design. A key focus of the Hill Iron Ore Project, John Holland Best Project’ award and two finalists in included building a dedicated vertically integrate into operations hospital design has been to create an the ‘Young Achiever’ award. construction flashbutt welding/ and maintenance in the energy and logistics yard and ballast yards. resources sector. The Great Northern Highway Realignment project won the WA Civil Contractors Earth Awards recognising the high standard of project delivery and the overall benefits to the community. The project delivered 8km of new road and improved road safety by separating heavy and light vehicles, reducing road train incidents with local traffic, improving access to port and harbour areas and improving traffic flow between Port G and South Hedland. ROY HILL IRON ORE PROJECT - PACKAGE 2 - TRACKWORKS, PORT HEADLAND, WA

C GREAT NORTHERN HIGHWAY REALIGNMENT PROJECT, PORT HEADLAND, WA

A PERTH CHILDREN'S HOSPITAL, PERTH, WA

48 John Holland Annual Review 2015 49 Kings Square Commercial Tower 1 (KS1) PROJECT PROFILE is a 21-level commercial office tower located within the Perth City Link precinct - one of Australia’s most significant CBD urban renewal developments. The site sits adjacent to Perth’s primary transport hub – the underground train and bus stations and at the junction of four KINGS SQUARE commuter cycle paths. It is also in close proximity to the city’s entertainment and cultural precincts including Perth Arena COMMERCIAL and Perth Cultural Centre. Located on the corner of King and Wellington Streets on a restricted site footprint, this new tower provides TOWER 1 22,600sqm of A Grade commercial office space and a further 770sqm of ground floor retail. Due to the building’s height and location, being offset from the main Perth CBD, unobstructed views to the Western, Northern and Eastern directions are provided on the office floor levels. KS1 was constructed with concurrent building works being undertaken on all site boundaries requiring critical logistical planning of construction activities. For KS1 to be successfully delivered, we could not construct and operate in isolation from the other construction activities occurring in such close proximity. KS1 was the central building and construction site amongst all the other construction activities in the precinct and the relationships that John Holland developed with adjoining builders, authorities and stakeholders was pivotal.

The tower represents one stage of the Kings Square development, which is one of Australia’s most Project name significant CBD urban Kings Square 1 renewal developments. Customer Leighton Properties

Contract completion June 2015

Contract type Design and Construct

50 John Holland Annual Review 2015 51 SOUTH EAST ASIA

A YEAR OF ACHIEVEMENT PROJECT EXCELLENCE FUTURE DIRECTION John Holland has a strong connection to The plant generates its own energy, There were a number of projects Our future view is to strengthen and the South East Asian market with a solid generated by steam turbines, using underway in the region in addition to the expand our brand and during 2015 history of project delivery throughout the steam produced on site by the waste Hong Kong Sludge Treatment Facility. we developed plans to establish a region for more than 20 years. heat boilers. It exports excess power permanent office to service the region In Singapore, our tunnelling business back to the Hong Kong power grid. and create a South East Asian hub. Despite a slowing of economies in the progressed strongly on the multiple The plant is self-sustaining and virtually South East Asian region and subdued award-winning Land Transport Authority South East Asian construction activities self-sufficient, and combines proven market conditions, John Holland’s Contract C935, Downtown Line Stage 3. are continuing to show strong growth. technologies with leading innovations in performance in the region was solid. This project comprises the construction We will continue to focus on Singapore receiving and treating dewatered sewage and completion of Sungei Road Station which is driven by the significant pipeline The region provided infrastructure sludge from sewage treatment works. of identified opportunities in tunnelling, a four-level station box with a platform, projects in the water and tunnelling water and rail. In addition, there will Despite the subdued market conditions, mezzanine, concourse and link-way, sectors undertaken on behalf of public be a concerted effort in Malaysia the year also saw a pipeline of work along with comprehensive civil, structural, sector customers. where the opportunities are largely emerging through the Land Transport architectural, plumbing, drainage, driven by already secured or identified During 2015 John Holland, in a joint Authority expansion program in Singapore landscaping and reinstatement works, opportunities by China Communications venture partnership, completed the and in Malaysia through the MRT and twin bored tunnels and cross passage Construction Company International state-of-the-art $660m Hong Kong LRT expansion plans. Our association We also actively progressed Land Holdings (CCCI). Additional maintenance Sludge Treatment facility, the largest with other China Communications Transport Authority Contract T208 and renewal rail prospect also of its kind in the world. Located in the Construction Company (CCCC) Group Thomson Line for the construction and exist in Malaysia. western part of the New Territories, entities in the region was also firmed up completion of Springleaf Station. This and to be owned by the Hong Kong with a number of joint prospects identified Other Asian countries and markets to involves twin bored tunnels, totalling Government, the facility is critical to the for future collaboration. closely monitor will be Indonesia and 4.4km, substantial earthworks with a the Philippines. Both with significant region’s wastewater treatment capacity cut and cover box midway along the infrastructure development programs, and, at 2,000 metric tonnes capacity per alignment and cut and cover tunnels participation in these countries will be day, this installation is the largest sewage at the north end of the station, and dependent on the procurement model sludge incineration facility in the world. In Hong Kong, works were ongoing on Tendering for the $176m Land Transport associated ancillary works. Tunnel the award-winning MTR Contract SIL904 Authority Contract T209, Thomson Line and funding source. excavation will be carried out by three as part of the South Island Line (East) East Siglap Station in joint venture with Our robust value proposition, built slurry type tunnel boring machines (TBM). Rail project. The South Island Line (East) our CCCC Group related entity Zhen around our rail, tunnelling and water is a medium capacity railway covering Hua, commenced during the year. This operations, means we are well approximately 7km from Admiralty contract provides a fantastic opportunity positioned to grow our business in Station to South Horizons Station on the to continue the positive working these areas as well as leveraging the south side of Aberdeen Harbour, with relationship enjoyed with the Land skills from our building group, when intermediate stations at Ocean Park, Transport Authority. high-end, complex building solutions Wong Chuk Hang and Lei Tung. The are required. John Holland also established an on-the- works included construction of 1.1km of ground presence in Kuala Lumpur and Our rail and infrastructure businesses tunnels using both drill and blast mining Hong Kong to drive our project focus. have identified significant opportunities techniques and cut and cover method throughout South East Asia that will be and two new underground stations Our rail business actively supported supported by the regional hub as we at Lei Tung and South Horizons with CCCC Malaysia during 2015 in the move forward. related plant and ventilation buildings. pursuit of rail related projects including Approximately 1km was constructed MRT2, LRT3 and the Gemas to Johor by drill and blast mining techniques, double tracking project for which G with the remainder using the cut and prequalification has been achieved. SINGAPORE SKYLINE cover method. An innovative deck Ongoing Rail based projects in this C loading blasting technique had been region are seen as a major opportunity in DOWNTOWN LINE 3 CONTRACT 935 TUNNELS, successfully implemented on this project, future years. SINGAPORE which resulted in significant productivity A improvements and reduced impacts on HONG KONG SLUDGE TREATMENT the surrounding environment. FACILITY, HONG KONG

52 John Holland Annual Review 2015 53 The Thomson-East Coast Line (TEL) is a PROJECT PROFILE joint line between the Thomson Line and the Eastern Region Line in Singapore. The 43km TEL will add 31 new stations THOMSON-EAST COAST to the existing rail network, with seven interchange stations, which will link to the East-West Line, North-South Line, North-East Line, Circle Line and the LINE – CONTRACT T208 Downtown Line. The TEL is expected to serve about 500,000 commuters daily in the initial years, rising to one million commuters daily in the longer term. The project is one of many contracts awarded, and was the second tunnelling project in Singapore awarded to the John Holland and Leighton Contractors (Asia) Joint Venture. Contract T208 covers the construction and completion of Springleaf Station, twin bored tunnels, totalling 4.4km, substantial earthworks with a cut and cover box midway along the alignment and cut and cover tunnels at the north end of the station, and associated ancillary works. Tunnel excavation will be carried out by three slurry type tunnel boring machines (TBM), one of which will be recovered and re-launched. Construction works are scheduled for completion in 2020.

Project name Thomson-East Coast Line The line is expected to – Contract T208 benefit approximately Customer 500,000 commuters and Singapore Land Transport reduce travel time by half. Authority

Contract type Construct only (in Joint Venture)

54 John Holland Annual Review 2015 55 Operational SERVICES

C GROUP MANAGER EXTERNAL APPLICATIONS, TIM CRISP; CIO PERSONAL ASSISTANT CARMEN CIPOLLA; NET/SHAREPOINT/DATA DEVELOPER, BRODIE MATHESON; AND FINANCIAL ACCOUNTANT DENISE LEE, CORPORATE OFFICE – MELBOURNE, VIC

56 John Holland Annual Review 2015 57 ENGINEERING Karl Mociak EXECUTIVE GENERAL MANAGER TECHNOLOGY & ENGINEERING TECHNOLOGY & INNOVATION INNOVATION

The Engineering Technology & Innovation During the year, visited a number of IMPORTANCE OF DESIGN BIM IS CHANGING OUR BUSINESS (ETI) Business Group ensures we the projects and operations and other MANAGEMENT Building Information Modelling (BIM), or continuously harness knowledge, CCCC design, manufacturing and The role of design and design digital engineering, is changing the way we capability and innovation to create construction businesses in China. management has never been more do business. John Holland already has an uniqueness and global competitiveness. Of particular interest was the Bridge important than it is now with the range of enviable track record of effectively using National Engineering and Research project opportunities in front of us. The BIM on projects. ETI will look to promote Centre (BNERC) being established by LEVERAGING CCCC three key tools in our design management the adoption of digital engineering across HPDI near Beijing, and a visit to a very all facets of the John Holland business to Leveraging China Communications toolbox are our design partners, our large cable stay bridge currently under maximise the advantages that become Construction Company Ltd (CCCC) design management resources, and our construction in Wuhu. BNERC illustrates available from this technology through a Group capability to promote engineering management processes. the commitment of CCCC to strategic project’s life cycle. excellence, innovation and competitive research and development. ZPMC’s ETI has initiatives underway to help solutions is a key strategic objective for steel fabrication facilities near Shanghai improve the effectiveness of these tools PROCUREMENT AND GLOBAL John Holland. One of the roles of the ETI impressed the John Holland team, as and we are re-engaging with our design SUPPLY CHAIN Business Group is to provide linkages did the TBM manufacturing facilities of partners to understand their capabilities. into the relevant design, manufacturing Tianhe in Changzhou. A new suite of national agreements Becoming part of the CCCC Group of companies opens up strategic and construction entities in the broader will facilitate the engagement of design Discussions with the CCCC design opportunities to develop a global supply CCCC Group. During 2015, ETI hosted partners. We are creating more effective institutes highlighted opportunities for chain for construction and manufactured visits to Australia by a number of CCCC linkages inside John Holland for our collaboration. HPDI team members have products. ETI will establish a robust companies or institutes, including the design management community so worked with John Holland in Australia on procurement model that includes Highway Planning Design Institute (HPDI), that we can collaborate more effectively bids or projects. FHDI and PDI have also manufacturers and suppliers in China as the First Harbour Design Institute (FHDI) within our regional operations and contributed to work by John Holland’s well as other supply opportunities on a and the Planning Design Institute (PDI). business groups. Through 2016, we Infrastructure Business Group on global scale. will review our design management We also hosted visits from Shanghai prospects in the marine sector. processes and ensure that they are best Zenhua Heavy Industries Co Ltd INNOVATION AND TECHNOLOGY (ZPMC) and First Harbour Engineering All of these interactions enable us practice and meet the requirements of Company (FHEC). ZPMC has a large to develop an understanding of the our projects and customers. Further out, ETI will focus on new steel fabrication business and also capability and experience of the technology opportunities and innovation manufactures a wide range of equipment various CCCC entities, which will see made possible by internal connectivity such as container cranes and bulk John Holland leverage this capability in and external linkages and engagement with technical societies, institutions and materials handling machinery. FHDI the future. universities. We will also take advantage carries out a wide range of construction of opportunities to jointly work with CCCC activities including ports and waterways, companies on emerging technologies. airports, civil and industrial buildings and roads and bridges. Through the provision of technical support and innovation leadership across the business, ETI will contribute to John Holland being able to harness knowledge, capability and innovation to create competitive advantage and lead global technical excellence.

C TECHNOLOGY DIAGRAM

AG BIM & IPAD TECHNOLOGY ADOPTION ACROSS JOHN HOLLAND

A A 3D RENDERING OF THE ABERCROMBIE PRECINCT REDEVELOPMENT PROJECT AT THE UNIVERSITY OF SYDNEY, NSW

58 John Holland Annual Review 2015 59 Greg Cain EXECUTIVE GENERAL MANAGER RISK OPERATIONAL RISK MANAGEMENT

In order to maintain the focus on PRE-CONTRACTS AND PLANNING which ensures the setting of clear, effective risk management and to consistent expectations of leadership The pre-contracts and planning teams implement John Holland’s business behaviour at each level of the organisation. focus on three streams - planning, strategy, the business has brought It was instrumental in the implementation 52 estimate reviews and pre-contracts together subject matter experts from ONLINE TRAINING MODULES systems and governance. of John Holland’s business model which across the business into its Operational required a significant program of internal PROCURED AND IMPLEMENTED Risk team. • Planning involves the provision of and external recruiting to fill the key support and guidance to our pre- The team delivers commercial, pre- executive and senior leadership roles. contract and project planners; contract and risk services to the The framework is also critical in ongoing operational areas of the business as • Estimate reviews provide assistance team development, complemented by a significant expansion of tailored and well as ensuring an efficient delivery of and support to bid teams during the innovative online learning. The team operational human resources and health, bid development phase; and designed, procured and implemented safety and environment services. • Pre-contracts systems and more than 52 online learning modules governance produce business- in areas ranging from company and 10,319 wide pre-contracts reports to OPERATIONAL SYSTEMS project specific induction programs to ONLINE LEARNING MODULES oversee pre-contracts systems IMPROVEMENT business conduct and risk management. COMPLETED and processes, and operational The operational systems improvement Team members embraced these learning systems improvement. opportunities with more than 8,103 online team holds responsibility for integrating learning modules completed. These were improvements to business tools to drive RISK MANAGEMENT extended to subcontractor modules, a more effective and efficient delivery resulting in 10,319 online learning environment. Drawing on diverse The John Holland value system is driven modules being completed in 2015. industry and professional backgrounds, by the returns generated from the risks our team is committed to challenging, accepted and managed successfully, An Australia-wide training matrix tool was reviewing and improving John Holland making risk management fundamental to developed and implemented. The matrix systems, tools and processes to support how we conduct our business. makes it easy to ensure team members 18 have the required capabilities and training NATIONAL, REGIONAL AND operational requirements. The risk management team’s purpose levels to work on a variety of projects. PROJECT SPECIFIC ENTERPRISE Applying a project management discipline is to provide John Holland with AGREEMENTS WERE Our increased focus on international to organisational improvement programs, risk management governance and NEGOTIATED OR RENEWED opportunities led to a Global Mobility the team developed and implemented capabilities that are tailored to drive Framework to facilitate the movement an approach to the prioritisation and optimum business performance. The of employees around the world. John consistent management of prioritised team engages with the business to Holland implemented a range of measures improvement programs. ensure that the critical controls of the key risks to our strategic objectives are to ensure our governance requirements With a Governance Committee of managed within the overall corporate for immigration and taxation support our international expansion plans to enable our operational and corporate senior governance framework. leaders, this group drives the analysis teams to travel and work globally. and selection process of proposed PEOPLE PERFORMANCE A key requirement of our ability to multi-disciplinary improvement initiatives tender and deliver work is to ensure with targeted and measured delivery Attracting, retaining and developing the we have competitive, innovative and outcomes. Program leads are supported capability of our people is a core part of flexible enterprise agreements across a G to provide regular tracking and reporting our employment value proposition and range of sectors. A total of 18 national, TUNNELLING ON THE $8.3 BILLION SYDNEY METRO NORTHWEST, NSW of progress to the Executive Leadership is vital in supporting our strategic growth regional and project specific enterprise objectives. The people performance team Team, further strengthening the discipline agreements were negotiated or renewed C and consistency of outcomes. implemented a number of new initiatives within building, civil, engineering, rail SAFETY INDUCTION, DARRA TO SPRINGFIELD in 2015. Our people capability focus construction and maintenance-related TRANSPORT CORRIDOR -STAGE 1, was strengthened with the embedding projects covering 1,457 people in our BRISBANE, QLD of the Leadership Framework across the workforce. This not only provided security A organisation. The framework has been for our workforce but continues to assist incorporated into the annual performance SITE MANAGER, MATT MCCANN AND SITE in providing a platform of industrial ENGINEER, STANLEY JIA, 1 PARRAMATTA management and development process, stability for our customers. SQUARE PROJECT, NSW

60 John Holland Annual Review 2015 61 Russell Cuttler EXECUTIVE GENERAL MANAGER PEOPLE PEOPLE & POLICY & POLICY

John Holland’s success is built on its During 2015, we continued to deliver SAFETY FUTURE DIRECTIONS people, and to better understand the a holistic approach to supporting Safety will always be John Holland’s To support the new business model, needs of our team members we have our employees with their health and number one priority. We have an a rejuvenation of the company developed a customised employee wellbeing. Our programs focus on unwavering commitment to this goal culture and what is required to engagement survey flexible enough to promoting physical and emotional from senior management to everyone on position the business for future be utilised at a project, Region, Business health and wellbeing, providing tools our workforce to ensure everyone returns success in multiple markets is a Group or Group level. Working together and resources for our people and home safely every day. clear focus. Core to the successful with our Information & Communication their families as well as financial and delivery of the company strategy is Technology team, we were able to rehabilitative support. Pleasingly, there was a 22% decrease the capability of our leaders. We are complete the survey and feedback in the number of people injured during Our dedicated team provides working towards implementation of a process in a matter of weeks, providing 2015 in comparison with the previous rehabilitation and return to work formal succession and development valuable insights to drive real actions that year. Injuries requiring medical treatment support for those employees with program to ensure a strong pipeline benefited the team. fell by 40%, while those injuries resulting injuries and illnesses regardless of of future leaders for senior and in alternate duties or lost time were In Australia, our Aboriginal Engagement whether they are work related or not critical roles. down by 54% and 41% respectively. Strategy was renewed in 2015 and in aim of ensuring our workforce is fit In conjunction with the People identifies four strategic pillars to ensure and capable of undertaking their work This significant improvement in 2015 Performance team, we will be that we deliver on the stated aims: safely each day. For our employees represents sustained improvement, developing a more structured cultural education, employment and who are injured or become ill outside of measured by Total Recordable Injury program focused on career training, community engagements/ work, our Employee Financial Support Rate (TRIFR) and Lost Time Injury diversity and opportunities for partnerships and Aboriginal Plan provides income replacement, Frequency Rate (LTIFR), year-on-year people to take ownership of their businesses/contracting. rehabilitation and return to work support. for eight years. We ended the 2015 careers, both through different year better than target for these two These pillars take us beyond We deliver one of the highest levels types of experiences and formal measures by 24% and 14% respectively. employment of people and how the of financial support across Australia development programs. This outstanding improvement has business interacts with the external for our employees who are injured involved a significant body of work, world, to determine how the knowledge or become ill at work, combining the a strong shift in mindset in the way and education of our employees can worker’s compensation coverage with the business approaches safety and be increased to help them understand our Employee Financial Support Plan. constant review of performance. and effectively work with Aboriginal This high level of cover minimises the This includes our Health Safety and communities and businesses. financial burden of injuries and illnesses the Environment (HSE) Behaviours and enables our people to focus on Moving forward into 2016, we will Framework and our award-winning their rehabilitation and return to work. develop John Holland’s Reconciliation Passport to Safety Excellence Program Approximately 93% of our people injured Action Plan (RAP) to further drive and that provides a company-wide vehicle at work in 2015 returned to work at their achieve these outcomes. to embed the behaviours and key safety pre-injury hours within three months of program elements in the way we work. John Holland’s gender diversity strategy the year ending. was also renewed with specific targets Underpinning everything we do to put in place to attract women into manage high risk activities are the senior leadership, engineering and Global Mandatory Requirements graduate roles across the business. (GMRs), which set the minimum safety We are committed to becoming an standards required for workplaces G industry leader and employer of choice and clearly outline expectations and WEST CAMDEN WATER RECYCLING PLANT, NSW in gender diversity through building, most importantly provide guidance on C valuing and promoting gender diversity how we can prevent harm. In 2015, RENUKA SABARATNAM, GROUP MANAGER and inclusiveness, and achieving a as a result of ongoing consultation SUSTAINABILITY; JEREMY PARNELL, FINANCIAL Workplace Gender Equality Agency within the business, three new GMRs PLANNING & PERFORMANCE MANAGER; (WGEA) citation by 2020. around critical environmental activities REBECCA ATKINSON, CULTURAL PROGRAM MANAGER; AND ASHLEY WOOD, GROUP were introduced. Since introducing our FINANCIAL CONTROLLER, MELBOURNE, VIC GMRs, we have trained more than 6,500 employees and undertaken over 2,300 A GMR Assessments across the business. YANDI SUSTAINING PROJECT TEAM, WA

62 John Holland Annual Review 2015 63 PEOPLE & POLICY

SYSTEMS IMPROVEMENT CULTURE ENVIRONMENT COMMUNITY We continue to drive increased focus In looking at behaviours that contribute John Holland has a strong commitment Our commitment to supporting the local communities and application of the Safety, Quality, to safe and unsafe work practices, to operating in a sustainable manner, to in which we work stems from the desire to leave lasting Environment (SQE) Risk Management we developed the HSE Consequence protecting the environment from harm, legacies long after our projects are finished. During 2015, process as the key planning and Management Framework to promote and to conserving natural resources, we provided a range of both financial and in-kind assistance risk management framework across consistency and fairness across the avoiding waste, and applying innovative to various educational, sporting and cultural initiatives for workplaces and project lifecycles so that business. This is a tool that assists delivery processes and methodologies communities around our project sites across Australia. With it’s applied at the tendering, contract managers to identify, reward and wherever practical. many of our projects operating in highly urbanised areas, award, set up, delivery, commissioning encourage positive behaviour and we recognise the importance of open communication and Environmental excellence is underpinned and demobilisation phases of projects. provide guidance for managing understand that it’s key to maintaining effective relationships by our ISO14001-certified EMS and the This has been a critical factor in changing behaviours that fall below expectations. with the community. three Global Mandatory Requirements for the culture and practices to incorporate Leaders across the business are environment, which were implemented We maintain contact with our local communities to safety in how we do business. committed to John Holland’s vision in 2015: site environment management; provide information about our projects through door The safety valuations process to ‘know everyone will return home clearing, water management and knocking campaigns, regular meetings, newsletters and places the same level of importance safely every day’. This is supported by earthworks; and resources, recycling activity advice letters. We are dedicated to local industry on understanding, reviewing and an Executive Safety Leadership Team and waste management. participation and contributing to the economy through discussing safety performance and where a group of senior leaders meet upskilling and labour hire on all of our projects, as well as We recognise that relationships with outcomes as that applied to the regularly to monitor progress against sourcing materials and plant equipment from the region. industry bodies, suppliers, customers business’ financial performance. targets and share lessons learned Our aim is to make a valuable contribution by providing and local communities are key to our across the business. infrastructure and employment opportunities to help create Underpinning everything we do to success. In 2015, we continued our safe, healthy and sustainable communities. manage high risk activities are the Global partnerships with the Infrastructure Mandatory Requirements (GMRs), STRATEGY IMPLEMENTATION Sustainability Council of Australia (ISCA), CASE STUDY: SYDNEY METRO NORTHWEST which set the minimum safety standards John Holland’s 2012–2015 safety Green Building Council of Australia required for workplaces and clearly strategy initiatives are now complete (GBCA), and the Australian Construction The team at Sydney Metro Northwest Tunnels and Station outline expectations and most importantly and the achievements and outputs Association (ACA). Civil Works raised $520,000 for Bear Cottage thanks to the provide guidance on how we can prevent from programs continue to support and John Holland is also a founding partner generosity of staff, workforce, subcontractors and suppliers. harm. In 2015, as a result of ongoing underpin everything we do, making a of the Supply Chain Sustainability Fundraising initiatives included mega raffles, donating a consultation within the business, three significant contribution to critical risk School in Australia, a not-for-profit percentage of sales from vending machines, precast yard new GMRs around critical environmental management and significantly improving initiative established to help small and canteen and polo shirts branded with Bear Cottage logos. activities were introduced. safety standards and collective medium-sized businesses involved in The highlight of the year was a gala dinner for subcontractors Work continued to further embed the behaviours. construction, property and infrastructure and other special guests which raised $220,000. The project was able to grant a special wish to one of Bear Cottage’s GMRs across the business to ensure all During 2016, we will critically review to improve their sustainability knowledge. young residents, hosting him and his carer for a tour of one team members undertake the required what has been achieved and assess of the major construction sites. awareness training. Ongoing compliance effectiveness of the programs in order to assessments and reviews enable us to evolve the strategy for 2017–2020. identify trending associated with high risk activities and effectiveness of the The next three years will see us focus on business’ risk mitigation strategies. driving critical process accountability and discipline and continuing to evolve and Since introducing our GMRs, we have mature the safety culture in support of the trained more than 6,500 employees business’ safety vision. G and undertaken over 2,300 GMR COMMUNITY ENGAGEMENT AT THE SYDNEY OPERA HOUSE VEHICLE AND Assessments across the business. PEDESTRIAN SAFETY (VAPS) PROJECT, NSW C YULEBA NORTH TO BLYTHDALE TRANSMISSION LINE PROJECT TEAM PROVIDING ASSISTANCE TO THE WALLUMBILLA STATE SCHOOL P&C, QLD

A WATER QUALITY TESTING AT THE ICHTHYS ONSHORE LNG FACILITIES PLANT, BLAYDIN POINT, DARWIN, NT

64 John Holland Annual Review 2015 65 CORPORATE STRUCTURE

COMPANY DETAILS

JOHN HOLLAND GROUP PTY LTD CHIEF EXECUTIVE OFFICER CORPORATE HEAD OFFICE Glenn Palin MELBOURNE Level 5, 380 St Kilda Rd, Melbourne, VIC 3004 +61 3 8698 9400 CHIEF OPERATING OFFICER CHIEF FINANCIAL OFFICER Glenn Palin (Acting) Darryn Ray REGIONAL OFFICE EXECUTIVE GENERAL MANAGER OPERATIONAL RISK MELBOURNE Greg Cain 70 Trenerry Cr, •• Commercial INDEPENDENT Abbotsford, VIC 3067 ••Pre-Contracts & Risk PROJECT REVIEWER TBA +61 3 9934 5209 ••People Performance ••HSE Systems & Compliance ••Operational System & REGIONAL & OPERATIONS HEAD Process Improvement ••Knowledge Management OFFICE SYDNEY 65 Pirrama Road, Pyrmont, NSW 2009 EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER EXECUTIVE GENERAL MANAGER FINANCE & GROUP +61 2 9552 4288 INFRASTUCTURE GROUP ENGINEERING, TECHNOLOGY STRATEGY & INTERNATIONAL BUILDING GROUP RAIL GROUP & INNOVATION DEVELOPMENT & INVESTMENTS NEW BUSINESS PEOPLE & POLICY SERVICES Jim Salmon Chris Evans Richard Stewart Tom Roche Russell Cuttler Darryn Ray Karl Mociak Karl Mociak ••PPP Projects NSW/ACT ••Roads, Bridges & ••Health & Aged Care ••Heavy & Light Rail ••CCCC Interaction ••Strategic Plan ••Health, Safety & ••Finance REGIONAL OFFICE REGIONAL GENERAL MANAGER Structures Construction ••SPV Management Environmental Standards ••Education & Research ••Design Consultants & ••Business Planning ••Treasury PERTH Scott Olsen & Controls ••Tunnelling ••Railway Maintenance Design Management ••Project Equity & ••Commercial & High Rise ••Strategic New Business ••Tax Services Investment ••Workers Compensation/ ••Ports & Marine ••Train Operations ••Correctional [Operational Sponsor: ••CCCC Business Self Insurance ••Company Secretarial 67 Walters Drive, ••Resources & Industrial ••Signalling, Communication Jim Salmon] Interaction ••Airports ••HR/ER Strategy, ••Governance & Compliance Osborne Park, WA 6017 QLD/NT & Control Systems •• ••Property Development REGIONAL GENERAL MANAGER ••Water & Enviro Strategic & International ••International Business Governance & Policy ••Tourism & Leisure Procurement & BIM ••Legal +61 8 9482 2700 ••Overhead Wiring & ••Property Management Development •• David Balmer ••Energy, Power & [Operational Sponsor: Talent Management & ••Residential Traction Control Services ••ICT/Systems Agribusiness Chris Evans] ••Brand & Marketing Succession Planning ••System Engineering Strategy •• ••Enterprise Risk ••Technologies & Innovation Diversity ••Rollingstock ••Sustainability REGIONAL OFFICE VIC/SA/TAS & NZ [Operational Sponsor: ••JHG Culture & ••Internal Audit Richard Stewart] REGIONAL GENERAL MANAGER ••Rail Training ••Mergers & Acquisitions ••Development Strategic Engagement BRISBANE Trevor Hall Projects ••Remuneration & Benefits ••Business Continuity & 1000 Ann Street, Crisis Management Fortitude Valley, QLD 4006 WA ••Concessions ••Corporate REGIONAL GENERAL MANAGER +61 7 3867 7000 --Rail Networks Communications Fraser Ramsay --Toll Roads --Freight Handling REGIONAL OFFICE HOBART Level 2, 13-17 Castray Esp. Battery Point, TAS 7004 +61 3 6221 8900

REGIONAL OFFICE DARWIN 170 Coonawarra Rd, Winnellie, NT 0820 +61 8 8943 1000

66 John Holland Annual Review 2015 67 C JOHN HOLLAND CORPORATE HEAD OFFICE, MELBOURNE, VIC THIS DOCUMENT HAS BEEN PRINTED USING ECO-FRIENDLY INKS AND PAPER BY AN FSC ACCREDITED PRINTER.

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