the game changerGame ChanGinG innovation

PuttinG Skin in the Game

MosaicMWH Quarterly Magazine: January 2014

3

CONTENTS

Clients in all our markets want greater value. They want to ensure excellent operational efficiency, obtain the maximum out of supply chains and, overall, achieve greater value for money.

In MWH Global we have reshaped our business in Asia Pacific to meet these needs. Many clients who have traditionally viewed us as a consultant, receiving fees for service, now want us to ‘put skin in the game.’ This means entering design/construction relationships; taking responsibility for successful project delivery and agreeing to have our performance define what financial return we may receive.

This requires us to take a risk and back ourselves. We are.

In the following pages there are award-winning examples of how we are working collaboratively with clients to optimise their assets and deliver maximum value. One of the keys to success is drawing on the experience of our global specialists to assist our local teams in projects throughout Asia Pacific.

We focus on working closely with our clients to support them in creating innovative, effective and efficient solutions. Together, we can produce game changing results.

marshall Davert President of Asia Pacific Government and Infrastructure

Joe adams President of Energy and Industry

Dan mcconville President of Business Solutions

the game changer Across Asia Pacific there is a call for game changing delivery models to help businesses do more for less. The single greatest driver is asset optimisation.

The Game Changer Page 3

Award-winning project transforms Adelaide’s water supply Page 4

Partnership with Buru Energy to manage water resources Page 6

Operational efficiency in Tauranga’s Wastewater Treatment Plants Page 8

Helping Christchurch rebuild after devastating earthquakes Page 10

Fiji hydropower station wins major engineering award Page 14

Water supply for West Australia Roy Hill Iron Ore Mine Page 16

MWH Global knowledge brings innovative drainage solutions to Qatar Page 18

Clearing New Zealand’s largest road landslide in history Page 20

Australian transport industry challenges Page 22

MWH helps deliver light rail system for the Gold Coast Page 26

MWH Delivers Robust Wastewater System Page 28

Meeting the Climate Change Challenge Page 30

Close client collaboration in Coal Seam Gas Project Page 32

Helping rural development and poverty reduction in China Page 34

Master Classes for wastewater sector Page 36

New transport and water specialists join MWH in New Zealand Page 38

To hear moreWatch

this one minute

VIDeO by Marshall Davert.

http://youtu.be/9Nzc1gQVfXk

3

CONTENTS

Clients in all our markets want greater value. They want to ensure excellent operational efficiency, obtain the maximum out of supply chains and, overall, achieve greater value for money.

In MWH Global we have reshaped our business in Asia Pacific to meet these needs. Many clients who have traditionally viewed us as a consultant, receiving fees for service, now want us to ‘put skin in the game.’ This means entering design/construction relationships; taking responsibility for successful project delivery and agreeing to have our performance define what financial return we may receive.

This requires us to take a risk and back ourselves. We are.

In the following pages there are award-winning examples of how we are working collaboratively with clients to optimise their assets and deliver maximum value. One of the keys to success is drawing on the experience of our global specialists to assist our local teams in projects throughout Asia Pacific.

We focus on working closely with our clients to support them in creating innovative, effective and efficient solutions. Together, we can produce game changing results.

marshall Davert President of Asia Pacific Government and Infrastructure

Joe adams President of Energy and Industry

Dan mcconville President of Business Solutions

the game changer Across Asia Pacific there is a call for game changing delivery models to help businesses do more for less. The single greatest driver is asset optimisation.

The Game Changer Page 3

Award-winning project transforms Adelaide’s water supply Page 4

Partnership with Buru Energy to manage water resources Page 6

Operational efficiency in Tauranga’s Wastewater Treatment Plants Page 8

Helping Christchurch rebuild after devastating earthquakes Page 10

Fiji hydropower station wins major engineering award Page 14

Water supply for West Australia Roy Hill Iron Ore Mine Page 16

MWH Global knowledge brings innovative drainage solutions to Qatar Page 18

Clearing New Zealand’s largest road landslide in history Page 20

Australian transport industry challenges Page 22

MWH helps deliver light rail system for the Gold Coast Page 26

MWH Delivers Robust Wastewater System Page 28

Meeting the Climate Change Challenge Page 30

Close client collaboration in Coal Seam Gas Project Page 32

Helping rural development and poverty reduction in China Page 34

Master Classes for wastewater sector Page 36

New transport and water specialists join MWH in New Zealand Page 38

To hear moreWatch

this one minute

VIDeO by Marshall Davert.

http://youtu.be/9Nzc1gQVfXk

4 5

Increasing regulatory pressures, contracting global capital funds, a reduction in operating budgets and global water availability (and quality) challenges are putting significant pressure on our clients to maintain levels of service to their customers. In response to the situation faced by water utilities, MWH Global has been developing a world-first technology solution to allow more efficient operation of water networks, helping water utilities to significantly reduce their operational expenditure.

In 2010, SA Water engaged the Waterlink Joint venture which comprised of MWH, Tonkin and Parsons Brinkerhoff to deliver the interconnection of the Adelaide water supply network. The outcome of this AUS$403 million investment, known as the North South Interconnection System Project (NSISP), improves the flexibility and reliability of supply, improves water security during events such as prolonged drought and increases capacity to allow for demand from population growth until 2050.

SA Water required decision support tools to help make informed choices to get the best out of the new infrastructure and deliver service for its customers.

MWH and its business intelligence service, which provides tools and software to drive efficiencies in operations and asset management, were required to design and develop a suite of sophisticated, ground-breaking decision support tools, to enable the optimal operation of the Adelaide water supply network.

These tools are unique in that they enable real-time operational analytics – what is happening now across the network and how should we respond to it – and also predictive analytics

– what will happen in the future. Combined, these tools give SA Water access to a wealth of information not previously available.

This sophisticated technology has the potential to create significant operational efficiencies, in turn delivering customer service improvements and minimising costs. Other benefits likely to be realised include a reduction in customers impacted by events, improved water quality event detection, improved reliability and transparency in decision making and real time modelling and response to emergency incidents. Added to this, the depth and breadth of data generated by these tools will make regulatory compliance a much easier task for both regulators and utilities – a win-win for efficient water management.

The success of the project has been widely recognised and there has been a high level of interest globally in the solution developed. The MWH team is now undertaking further enhancements to maximise the return from this innovative programme of work.

For more information, please contact: Derek Vogelsang on +61 448 379 120 or at Derek.Vogelsang@mwhglobal.com

aWarD-WInnIng PrOJect transfOrms aDelaIDe’s Water suPPly

“This sophisticated technology has the potential to create significant operational efficiencies.”

Across the globe, our wet infrastructure clients are looking to maximise the efficiencies of their water supply networks.

4 5

Increasing regulatory pressures, contracting global capital funds, a reduction in operating budgets and global water availability (and quality) challenges are putting significant pressure on our clients to maintain levels of service to their customers. In response to the situation faced by water utilities, MWH Global has been developing a world-first technology solution to allow more efficient operation of water networks, helping water utilities to significantly reduce their operational expenditure.

In 2010, SA Water engaged the Waterlink Joint venture which comprised of MWH, Tonkin and Parsons Brinkerhoff to deliver the interconnection of the Adelaide water supply network. The outcome of this AUS$403 million investment, known as the North South Interconnection System Project (NSISP), improves the flexibility and reliability of supply, improves water security during events such as prolonged drought and increases capacity to allow for demand from population growth until 2050.

SA Water required decision support tools to help make informed choices to get the best out of the new infrastructure and deliver service for its customers.

MWH and its business intelligence service, which provides tools and software to drive efficiencies in operations and asset management, were required to design and develop a suite of sophisticated, ground-breaking decision support tools, to enable the optimal operation of the Adelaide water supply network.

These tools are unique in that they enable real-time operational analytics – what is happening now across the network and how should we respond to it – and also predictive analytics

– what will happen in the future. Combined, these tools give SA Water access to a wealth of information not previously available.

This sophisticated technology has the potential to create significant operational efficiencies, in turn delivering customer service improvements and minimising costs. Other benefits likely to be realised include a reduction in customers impacted by events, improved water quality event detection, improved reliability and transparency in decision making and real time modelling and response to emergency incidents. Added to this, the depth and breadth of data generated by these tools will make regulatory compliance a much easier task for both regulators and utilities – a win-win for efficient water management.

The success of the project has been widely recognised and there has been a high level of interest globally in the solution developed. The MWH team is now undertaking further enhancements to maximise the return from this innovative programme of work.

For more information, please contact: Derek Vogelsang on +61 448 379 120 or at Derek.Vogelsang@mwhglobal.com

aWarD-WInnIng PrOJect transfOrms aDelaIDe’s Water suPPly

“This sophisticated technology has the potential to create significant operational efficiencies.”

Across the globe, our wet infrastructure clients are looking to maximise the efficiencies of their water supply networks.

6 7

“MWH will develop a best-in-class water management plan with Buru Energy in the unique environment of the Canning Basin.”

The partnership will ensure world best practices are implemented in managing water resources as part of Buru Energy’s oil and gas exploration and development activities in the Canning Basin, in the north-west of Western Australia.

MWH Global Chairman and Chief Executive Officer Alan Krause, says he is looking forward to the company assisting Buru Energy’s activities, particularly in planning, during this important early proof of concept stage in gas exploration and development.

“MWH will leverage our global experience with our local Western Australian team to develop a best-in-class water management plan with Buru Energy in the unique environment of the Canning Basin,” says Mr Krause.

Buru Energy Managing Director Dr Wulff says the partnership is part of the company’s overall approach to access world-class and internationally experienced companies to support its programme of activities.

“The importance of safeguarding water resources and the communities and ecosystems which depend on them in the Kimberley region cannot be underestimated and for that reason it is pivotal to the company’s future operations,” Dr Wulff said.

“MWH is highly regarded as a world leader in water management within the wet infrastructure sector and we’re pleased MWH will assist us in protecting this precious resource.”

“We will draw on the expertise of MWH in water resource management projects which have synergies with Buru Energy’s activities, particularly those in the successful tight and shale gas sector in the USA and Canada.”

A detailed scope of works, including the development of a long-term integrated and sustainable water management plan for Buru Energy’s potential future operations, will be undertaken by MWH.

Buru Energy and MWH will work collaboratively with key stakeholders including Traditional Owners, pastoralists and local communities during the development of the water management plan, including identifying tangible opportunities to engage with local communities and businesses during implementation and operation. MWH is already undertaking a pilot phase water management strategy, with work progressing well.

PartnershIP WIth Buru energy tO manage Water resOurcesMWH Global recently established a strategic partnership with Buru Energy Limited, a Western Australian oil and gas exploration and production company.

For more information, please contact: Peter Mann, Business Development Leader, Australia. Peter.mann@mwhglobal.com

Perth Adelaide

Melbourne

Canberra

Sydney

BrisbaneRoma

Canning Basin

Weipa

Cairns

Darwin

Broome

Alice Springs

Mount IsaTownsville

6 7

“MWH will develop a best-in-class water management plan with Buru Energy in the unique environment of the Canning Basin.”

The partnership will ensure world best practices are implemented in managing water resources as part of Buru Energy’s oil and gas exploration and development activities in the Canning Basin, in the north-west of Western Australia.

MWH Global Chairman and Chief Executive Officer Alan Krause, says he is looking forward to the company assisting Buru Energy’s activities, particularly in planning, during this important early proof of concept stage in gas exploration and development.

“MWH will leverage our global experience with our local Western Australian team to develop a best-in-class water management plan with Buru Energy in the unique environment of the Canning Basin,” says Mr Krause.

Buru Energy Managing Director Dr Wulff says the partnership is part of the company’s overall approach to access world-class and internationally experienced companies to support its programme of activities.

“The importance of safeguarding water resources and the communities and ecosystems which depend on them in the Kimberley region cannot be underestimated and for that reason it is pivotal to the company’s future operations,” Dr Wulff said.

“MWH is highly regarded as a world leader in water management within the wet infrastructure sector and we’re pleased MWH will assist us in protecting this precious resource.”

“We will draw on the expertise of MWH in water resource management projects which have synergies with Buru Energy’s activities, particularly those in the successful tight and shale gas sector in the USA and Canada.”

A detailed scope of works, including the development of a long-term integrated and sustainable water management plan for Buru Energy’s potential future operations, will be undertaken by MWH.

Buru Energy and MWH will work collaboratively with key stakeholders including Traditional Owners, pastoralists and local communities during the development of the water management plan, including identifying tangible opportunities to engage with local communities and businesses during implementation and operation. MWH is already undertaking a pilot phase water management strategy, with work progressing well.

PartnershIP WIth Buru energy tO manage Water resOurcesMWH Global recently established a strategic partnership with Buru Energy Limited, a Western Australian oil and gas exploration and production company.

For more information, please contact: Peter Mann, Business Development Leader, Australia. Peter.mann@mwhglobal.com

Perth Adelaide

Melbourne

Canberra

Sydney

BrisbaneRoma

Canning Basin

Weipa

Cairns

Darwin

Broome

Alice Springs

Mount IsaTownsville

8 9

Due to projected population increases and capacity limitations, the WWTPs needed increased treatment capacity and improved capability to meet new treated wastewater discharge consents. The over-riding objective for the upgrade of the WWTPs was to optimise the use of existing assets to minimise capital investment.

Treated wastewater from the Chapel Street WWTP is pumped to the Te Maunga Wetlands, while the Te Maunga WWTP treated wastewater gravitates through a separate oxidation pond and wetland. The outflow from both wetlands is combined and pumped to the ocean. At Te Maunga WWTP the composition and variable nature of the influent, due to trade waste discharges, have caused instability and variable performance in the treatment process.

The process optimisation studies and capacity investigations at both WWTPs showed major capital works could be deferred, or cancelled, by optimising existing assets. This was followed by design statements, project management and the detailed design of more than 20 work programmes over 13 years. The implementation plans were staged to

match increasing capacity demand and the introduction of new consent discharge conditions.

The effectiveness of individual plant items was assessed against the required performance, reliability and other specified development outcomes. Options for improvement were considered, including modifications to the item itself or to its “support infrastructure” such as power supply or controls.

‘Bottlenecks’ in the connected system were removed. These included increased pump capacities, replacement of the flow distribution chamber and piping to the primary sedimentation tanks at the Chapel Street WWTP and provision of new, larger influent piping to the oxidation ditch at the Te Maunga WWTP. These improvements enabled the unit processes to operate at their maximum performance levels and helped defer the construction of additional process units to handle the expected plant loads.

Reliability was also improved to ensure operations would continue in the event of process unit failure.

There were significant specific benefits achieved at both WWTPs. These included a 10 to 20 per cent overall site power saving, longer life expectancy of equipment, increased overall treatment capacity, process stability, increased hydraulic capacity provided by the by-pass facilities, increased screenings capture, treatment security and reduced labour and maintenance. The project won an Association of Consulting Engineers New Zealand Award of Merit.

The successful plant optimisation upgrades demonstrate that there are opportunities at existing facilities to improve energy efficiency and optimise treatment and hydraulic capacities. This project is just one example of the work being undertaken by MWH specialists across Asia Pacific to help clients achieve operational efficiency by maximising the use and performance of existing assets and thus reduce capital, operating and maintenance costs.

For more information, please contact: Rainer Hoffmann, Chief Process Engineer, MWH Christchurch. rainer.hoffmann@mwhglobal.com

“The process optimisation studies and capacity investigations at both WWTPs showed major capital works could be deferred, or cancelled, by optimising existing assets.”

OPeratIOnal effIcIency In tauranga’s WasteWater treatment PlantsIn New Zealand, Tauranga City Council’s two Wastewater Treatment Plants (WWTPs), at Chapel Street and Te Maunga, have achieved outstanding operational efficiency and asset optimisation during the implementation of long-term development programmes by MWH Global.

The Te Maunga Wastewater Treatment Plant.

8 9

Due to projected population increases and capacity limitations, the WWTPs needed increased treatment capacity and improved capability to meet new treated wastewater discharge consents. The over-riding objective for the upgrade of the WWTPs was to optimise the use of existing assets to minimise capital investment.

Treated wastewater from the Chapel Street WWTP is pumped to the Te Maunga Wetlands, while the Te Maunga WWTP treated wastewater gravitates through a separate oxidation pond and wetland. The outflow from both wetlands is combined and pumped to the ocean. At Te Maunga WWTP the composition and variable nature of the influent, due to trade waste discharges, have caused instability and variable performance in the treatment process.

The process optimisation studies and capacity investigations at both WWTPs showed major capital works could be deferred, or cancelled, by optimising existing assets. This was followed by design statements, project management and the detailed design of more than 20 work programmes over 13 years. The implementation plans were staged to

match increasing capacity demand and the introduction of new consent discharge conditions.

The effectiveness of individual plant items was assessed against the required performance, reliability and other specified development outcomes. Options for improvement were considered, including modifications to the item itself or to its “support infrastructure” such as power supply or controls.

‘Bottlenecks’ in the connected system were removed. These included increased pump capacities, replacement of the flow distribution chamber and piping to the primary sedimentation tanks at the Chapel Street WWTP and provision of new, larger influent piping to the oxidation ditch at the Te Maunga WWTP. These improvements enabled the unit processes to operate at their maximum performance levels and helped defer the construction of additional process units to handle the expected plant loads.

Reliability was also improved to ensure operations would continue in the event of process unit failure.

There were significant specific benefits achieved at both WWTPs. These included a 10 to 20 per cent overall site power saving, longer life expectancy of equipment, increased overall treatment capacity, process stability, increased hydraulic capacity provided by the by-pass facilities, increased screenings capture, treatment security and reduced labour and maintenance. The project won an Association of Consulting Engineers New Zealand Award of Merit.

The successful plant optimisation upgrades demonstrate that there are opportunities at existing facilities to improve energy efficiency and optimise treatment and hydraulic capacities. This project is just one example of the work being undertaken by MWH specialists across Asia Pacific to help clients achieve operational efficiency by maximising the use and performance of existing assets and thus reduce capital, operating and maintenance costs.

For more information, please contact: Rainer Hoffmann, Chief Process Engineer, MWH Christchurch. rainer.hoffmann@mwhglobal.com

“The process optimisation studies and capacity investigations at both WWTPs showed major capital works could be deferred, or cancelled, by optimising existing assets.”

OPeratIOnal effIcIency In tauranga’s WasteWater treatment PlantsIn New Zealand, Tauranga City Council’s two Wastewater Treatment Plants (WWTPs), at Chapel Street and Te Maunga, have achieved outstanding operational efficiency and asset optimisation during the implementation of long-term development programmes by MWH Global.

The Te Maunga Wastewater Treatment Plant.

10 11

The Canterbury earthquakes of 2010 and 2011 have had a major economic impact on the region and New Zealand. They rank as one of the costliest natural disasters for insurers worldwide since 1950. The Christchurch rebuild will cost the equivalent of around about 10 per cent of Gross Domestic Product (GDP). With continuing aftershocks, damage estimates have increased to NZ$40 billion.

MWH Recovery, a subsidiary of MWH Global, began working with insurance partners Vero Insurance New Zealand and AA Insurance in December 2010 to repair and rebuild homes in Canterbury for their customers following the September 2010 Canterbury earthquake. The insurance partners’ share of the property damage in Canterbury increased enormously to include a significant number of

commercial properties following the devastating February 2011 earthquake, while more than 11,000 aftershocks over the years since have caused delays to repairs. The aftershocks have now diminished in size and frequency but there is still the occasional jolt which rattles homes and commercial buildings.

At March 2013, MWH Recovery was managing almost 15,500 personal and commercial claims for more than 12,000 earthquake damaged properties in Canterbury.

MWH Recovery has assessed thousands of properties, provided detailed scopes of the damage to insurance partners, made emergency repairs to thousands of homes, undertaken hundreds of repairs at properties and provides

helPIng chrIstchurch reBuIlD after DeVastatIng earthquakesOne of the largest project teams MWH Global has operating anywhere in the world is committed to helping Christchurch rebuild after the devastating earthquakes there in 2010 and 2011.

The Christchurch rebuild underway.

“It’s one of the most complex, challenging programmes MWH has been involved in.”

10 11

The Canterbury earthquakes of 2010 and 2011 have had a major economic impact on the region and New Zealand. They rank as one of the costliest natural disasters for insurers worldwide since 1950. The Christchurch rebuild will cost the equivalent of around about 10 per cent of Gross Domestic Product (GDP). With continuing aftershocks, damage estimates have increased to NZ$40 billion.

MWH Recovery, a subsidiary of MWH Global, began working with insurance partners Vero Insurance New Zealand and AA Insurance in December 2010 to repair and rebuild homes in Canterbury for their customers following the September 2010 Canterbury earthquake. The insurance partners’ share of the property damage in Canterbury increased enormously to include a significant number of

commercial properties following the devastating February 2011 earthquake, while more than 11,000 aftershocks over the years since have caused delays to repairs. The aftershocks have now diminished in size and frequency but there is still the occasional jolt which rattles homes and commercial buildings.

At March 2013, MWH Recovery was managing almost 15,500 personal and commercial claims for more than 12,000 earthquake damaged properties in Canterbury.

MWH Recovery has assessed thousands of properties, provided detailed scopes of the damage to insurance partners, made emergency repairs to thousands of homes, undertaken hundreds of repairs at properties and provides

helPIng chrIstchurch reBuIlD after DeVastatIng earthquakesOne of the largest project teams MWH Global has operating anywhere in the world is committed to helping Christchurch rebuild after the devastating earthquakes there in 2010 and 2011.

The Christchurch rebuild underway.

“It’s one of the most complex, challenging programmes MWH has been involved in.”

12 13

a Call Centre which received more than 1,000 enquiries a week at its peak. As well, hundreds of residential property demolitions have been completed and over 2,000 repairs done to driveways, paths, fences and structures external to the home for residential customers. Increasing numbers of commercial and residential properties with significant damage have repair or rebuilding design or construction underway.

The team has grown from a handful of staff to 200 last year and has now settled at approximately 150. Specialists have been recruited from many countries to help meet the requirements of the rebuild.

“It’s one of the most complex, challenging programmes MWH has been involved in,” says MWH Programme Manager Chris Pile. “With so many aftershocks in the years following the first major quake, many areas were unsafe to start repairs. It took a while for the tremors to settle so rebuilding could confidently begin.”

“As well, there were significant developments such as a large part of the city’s badly damaged eastern suburbs being ‘red zoned’ by the government which meant the land was no longer suitable for housing. Thousands of residents in these areas had to permanently leave their properties and settle elsewhere.”

The programme is focused on having all residential claims settled or resolved by February 2015, with commercial reinstatements likely to finish well before this date.

For more information, please contact: Chris Pile MWH Recovery Programme Manager chris.Pile@mwhrecovery.co.nz

A rebuild underway. Top (L) A property in the hillside area of Sumner which was a challenging demolition. (R) Damage to a golf club floor following the February 2011 earthquake. Bottom (L) Preparing to demolish the Sumner property. (R) Part of the interior of a golf clubhouse, since demolished.

helPIng chrIstchurch reBuIlD after DeVastatIng earthquakescont.

12 13

a Call Centre which received more than 1,000 enquiries a week at its peak. As well, hundreds of residential property demolitions have been completed and over 2,000 repairs done to driveways, paths, fences and structures external to the home for residential customers. Increasing numbers of commercial and residential properties with significant damage have repair or rebuilding design or construction underway.

The team has grown from a handful of staff to 200 last year and has now settled at approximately 150. Specialists have been recruited from many countries to help meet the requirements of the rebuild.

“It’s one of the most complex, challenging programmes MWH has been involved in,” says MWH Programme Manager Chris Pile. “With so many aftershocks in the years following the first major quake, many areas were unsafe to start repairs. It took a while for the tremors to settle so rebuilding could confidently begin.”

“As well, there were significant developments such as a large part of the city’s badly damaged eastern suburbs being ‘red zoned’ by the government which meant the land was no longer suitable for housing. Thousands of residents in these areas had to permanently leave their properties and settle elsewhere.”

The programme is focused on having all residential claims settled or resolved by February 2015, with commercial reinstatements likely to finish well before this date.

For more information, please contact: Chris Pile MWH Recovery Programme Manager chris.Pile@mwhrecovery.co.nz

A rebuild underway. Top (L) A property in the hillside area of Sumner which was a challenging demolition. (R) Damage to a golf club floor following the February 2011 earthquake. Bottom (L) Preparing to demolish the Sumner property. (R) Part of the interior of a golf clubhouse, since demolished.

helPIng chrIstchurch reBuIlD after DeVastatIng earthquakescont.

14 15

The 44 megawatt Nadarivatu Hydropower Station on Viti Levu, Fiji’s largest and most populated island, recently won the New Zealand Engineering Excellence Awards 2013 Energy and Resources category.

The US$150 million project brings significant economic benefits to Fiji by reducing the country’s dependence on costly, imported diesel, saving it more than US$20 million a year. The Hydropower Station provides 12 per cent of the Island’s electricity, including remote communities for the first time.

MWH Global in New Zealand designed the project and, working with the Fiji Electricity Authority, supervised construction which started in 2009. The station achieved full power on 20 May 2012, with the two vertical Pelton turbines generating 101 Gigawatt Hours (GWh) of electricity a year.

“Those most directly affected by the construction of the scheme have received further benefits,” said Greg Brown, Major Projects Manager, MWH. “Improvement to the area’s communications means people now have access to a mobile phone network for the first time.

“Accessing this remote site was a challenge. Upgrading 40 kilometres of roads to get to it has also enabled a public bus service to be introduced which serves seven villages and helps to better connect communities.”

There are times when the hydropower station cannot be accessed because of tropical weather conditions which increase the risk of plant outages. One of the design innovations allows the project to be remotely controlled. This prevents a loss of power if an issue occurs affecting the entire island’s power capacity, potentially causing blackouts in major tourist areas.

“This is the largest project undertaken in Fiji since the completion of the Monasavu Scheme in the early 1980s,” said Fatiaki Gibson, Project Director, Fiji Electricity Authority. “The official opening of the Nadarivatu Hydropower Station in September 2012 represented a major milestone in our goal to have 90 per cent of power generation from renewable resources by 2015.”

For more information, please contact: Greg Brown, Major Projects Manager, MWH Global. greg.D.Brown@mwhglobal.com

fIJI hyDrOPOWer statIOn WIns maJOr engIneerIng aWarD

“The project brings significant economic benefits to Fiji by reducing the country’s dependence on imported diesel, saving it more than US$20 million a year.”

14 15

The 44 megawatt Nadarivatu Hydropower Station on Viti Levu, Fiji’s largest and most populated island, recently won the New Zealand Engineering Excellence Awards 2013 Energy and Resources category.

The US$150 million project brings significant economic benefits to Fiji by reducing the country’s dependence on costly, imported diesel, saving it more than US$20 million a year. The Hydropower Station provides 12 per cent of the Island’s electricity, including remote communities for the first time.

MWH Global in New Zealand designed the project and, working with the Fiji Electricity Authority, supervised construction which started in 2009. The station achieved full power on 20 May 2012, with the two vertical Pelton turbines generating 101 Gigawatt Hours (GWh) of electricity a year.

“Those most directly affected by the construction of the scheme have received further benefits,” said Greg Brown, Major Projects Manager, MWH. “Improvement to the area’s communications means people now have access to a mobile phone network for the first time.

“Accessing this remote site was a challenge. Upgrading 40 kilometres of roads to get to it has also enabled a public bus service to be introduced which serves seven villages and helps to better connect communities.”

There are times when the hydropower station cannot be accessed because of tropical weather conditions which increase the risk of plant outages. One of the design innovations allows the project to be remotely controlled. This prevents a loss of power if an issue occurs affecting the entire island’s power capacity, potentially causing blackouts in major tourist areas.

“This is the largest project undertaken in Fiji since the completion of the Monasavu Scheme in the early 1980s,” said Fatiaki Gibson, Project Director, Fiji Electricity Authority. “The official opening of the Nadarivatu Hydropower Station in September 2012 represented a major milestone in our goal to have 90 per cent of power generation from renewable resources by 2015.”

For more information, please contact: Greg Brown, Major Projects Manager, MWH Global. greg.D.Brown@mwhglobal.com

fIJI hyDrOPOWer statIOn WIns maJOr engIneerIng aWarD

“The project brings significant economic benefits to Fiji by reducing the country’s dependence on imported diesel, saving it more than US$20 million a year.”

16 17

As prime contractor for this project, MWH is supporting the local economy by making significant use of local subcontractors and businesses, and we are working closely with aboriginal Traditional Owners in the development of the project.

MWH key activities include:

• Construction of 12 kilometres of access roads and 23 drill pads.

• Dual rotary drilling of water supply bores, casing and bore development and test pumping.

• Hydrogeological modelling and water abstraction licence application.

• Project management, construction management and all aspects of site health and safety management.

• Environmental assessments for ground disturbance permits to preserve native fauna and flora.

The MWH team is supported by the company’s global expertise and local experience as it contributes to the development of one of the largest mining projects in Australia.

The project involves ensuring the supply of water to critical parts of the mine.

This is a part of the AUS$10 billion Roy Hill Iron Ore mine development which also includes construction of a 344 kilometre heavy haul railway from the mine site to new stockyard and port facilities at Port Hedland. From there ore will be shipped to steel mill customers in Japan, Korea and China starting in 2015. Construction of the mine, rail and port is already underway.

MWH Global is responsible for developing a 46 million litres per day groundwater source needed for the mine ore-processing plant.

MWH is the prime contractor managing drilling and earth works. The MWH team is formed from its hydrogeology and project management expertise in Perth. This now also includes the ecology and environment specialists, formerly part of Outback Ecology, acquired by MWH in 2013.

Led by hydrologists Gary Clark and Megan Surrette, MWH has been involved for the last nine years advising on Roy Hill water strategy and developing water supply sources for the port and rail projects. To support the requirements of the mine water supply project, MWH is also supplying civil engineering, environmental science, safety management and site supervision.

Water suPPly fOr West australIa rOy hIll IrOn Ore mIne

Working on the Roy Hill project: Lewis Harlowe (left), driller from subcontractor Connector Drilling and Matej Cervenan (right) MWH field hydrogeologist.

“MWH is responsible for developing a 46 million litres per day groundwater source needed for the mine ore-processing plant.”

The MWH Global team in Perth is leading a water supply project for the Roy Hill Iron Ore mine development in the Pilbara region of Western Australia.

For more information, please contact: Paul Phillips MWH Mining Sector Leader WA Paul.r.Phillips@mwhglobal.com

16 17

As prime contractor for this project, MWH is supporting the local economy by making significant use of local subcontractors and businesses, and we are working closely with aboriginal Traditional Owners in the development of the project.

MWH key activities include:

• Construction of 12 kilometres of access roads and 23 drill pads.

• Dual rotary drilling of water supply bores, casing and bore development and test pumping.

• Hydrogeological modelling and water abstraction licence application.

• Project management, construction management and all aspects of site health and safety management.

• Environmental assessments for ground disturbance permits to preserve native fauna and flora.

The MWH team is supported by the company’s global expertise and local experience as it contributes to the development of one of the largest mining projects in Australia.

The project involves ensuring the supply of water to critical parts of the mine.

This is a part of the AUS$10 billion Roy Hill Iron Ore mine development which also includes construction of a 344 kilometre heavy haul railway from the mine site to new stockyard and port facilities at Port Hedland. From there ore will be shipped to steel mill customers in Japan, Korea and China starting in 2015. Construction of the mine, rail and port is already underway.

MWH Global is responsible for developing a 46 million litres per day groundwater source needed for the mine ore-processing plant.

MWH is the prime contractor managing drilling and earth works. The MWH team is formed from its hydrogeology and project management expertise in Perth. This now also includes the ecology and environment specialists, formerly part of Outback Ecology, acquired by MWH in 2013.

Led by hydrologists Gary Clark and Megan Surrette, MWH has been involved for the last nine years advising on Roy Hill water strategy and developing water supply sources for the port and rail projects. To support the requirements of the mine water supply project, MWH is also supplying civil engineering, environmental science, safety management and site supervision.

Water suPPly fOr West australIa rOy hIll IrOn Ore mIne

Working on the Roy Hill project: Lewis Harlowe (left), driller from subcontractor Connector Drilling and Matej Cervenan (right) MWH field hydrogeologist.

“MWH is responsible for developing a 46 million litres per day groundwater source needed for the mine ore-processing plant.”

The MWH Global team in Perth is leading a water supply project for the Roy Hill Iron Ore mine development in the Pilbara region of Western Australia.

For more information, please contact: Paul Phillips MWH Mining Sector Leader WA Paul.r.Phillips@mwhglobal.com

19

reverse osmosis treatment to remove salinity before being combined with the treated sewage effluent in the recycled water network system.

MWH has drawn on its international experience of best practices to develop these innovative solutions in Qatar. Its experts from the UK, USA, India, the Middle East, Australia and New Zealand provided their specialised skills. Utilising teams remotely, as well as bringing specific expertise to Qatar, allowed project completion on schedule in what was an extremely tight timeframe.

MWH is now moving forward in partnership with Ashghal to carry out implementation of the Master Plan, ensuring full coordination with its other programmes and collaboration with other government stakeholder Ministries.

For more information, please contact: Peter Fraser, Project Manager, MWH Qatar. Peter.a.fraser@mwhglobal.com

The key requirement of the Master Plan was to sustainably integrate the surface water, groundwater, foul water and treated sewage effluent systems in line with the 2030 Qatar National Vision and the National Development Strategy.

The Master Plan also needed to address a wide range of social, economic and environmental issues including rising groundwater levels, under capacity sewers and stormwaters, over reliance on sewage tankers and excess treated sewage effluent. These issues have been experienced in the capital, Doha, and country-wide following the explosive population growth over the last decade. The infrastructure required to solve these problems needs to be in place prior to the 2022 World Cup

MWH worked closely with stakeholders to determine the key issues relating to the water cycle and developed a set of criteria including water security, environmental impact, climate change, social impact, operational impact and life-cycle cost to assess integrated drainage options.

More than 160 options were assessed against these criteria. Innovative water catchment management practices were then used to produce the Integrated Drainage Master Plan.

mWh glOBal knOWleDge BrIngs InnOVatIVe DraInage sOlutIOns tO qatar

The Plan is based on maximum collection, treatment and reuse of foul water (including industrial wastewater), and a high degree of collection, treatment and reuse of ground stormwater as part of the overall management of the water cycle. It reflects the high value placed on water to sustain social and economic development through the creation of a new ‘recycled water’ stream. This stream is the product of mixing the combined, treated stormwater and groundwater streams with the treated sewage effluent stream.

To provide solutions for the rising groundwater and surface water flooding problems, MWH identified the extent of the rising groundwater and surface flooding through research and data review as part of an investigative project.

A solution was created which collected the groundwater, lowering the water table to 4 metres below ground surface.

The collected groundwater was then reused and collected, to provide another much needed source of water in the region.

Based on this strategy, the groundwater collection system and surface water collection system are combined, then transferred to wetlands for preliminary treatment and

“MWH has drawn on its resources around the globe, with expertise coming from the UK, USA, India, the Middle East, Australia and New Zealand to complete the project on schedule in an extremely tight timeframe.”

18

The State of Qatar needed a Master Plan for the next 50 years to make capital investment decisions for its wet infrastructure. MWH Global developed that plan which provides an integrated water solution for the forecast population of 3.7 million by 2060.

19

reverse osmosis treatment to remove salinity before being combined with the treated sewage effluent in the recycled water network system.

MWH has drawn on its international experience of best practices to develop these innovative solutions in Qatar. Its experts from the UK, USA, India, the Middle East, Australia and New Zealand provided their specialised skills. Utilising teams remotely, as well as bringing specific expertise to Qatar, allowed project completion on schedule in what was an extremely tight timeframe.

MWH is now moving forward in partnership with Ashghal to carry out implementation of the Master Plan, ensuring full coordination with its other programmes and collaboration with other government stakeholder Ministries.

For more information, please contact: Peter Fraser, Project Manager, MWH Qatar. Peter.a.fraser@mwhglobal.com

The key requirement of the Master Plan was to sustainably integrate the surface water, groundwater, foul water and treated sewage effluent systems in line with the 2030 Qatar National Vision and the National Development Strategy.

The Master Plan also needed to address a wide range of social, economic and environmental issues including rising groundwater levels, under capacity sewers and stormwaters, over reliance on sewage tankers and excess treated sewage effluent. These issues have been experienced in the capital, Doha, and country-wide following the explosive population growth over the last decade. The infrastructure required to solve these problems needs to be in place prior to the 2022 World Cup

MWH worked closely with stakeholders to determine the key issues relating to the water cycle and developed a set of criteria including water security, environmental impact, climate change, social impact, operational impact and life-cycle cost to assess integrated drainage options.

More than 160 options were assessed against these criteria. Innovative water catchment management practices were then used to produce the Integrated Drainage Master Plan.

mWh glOBal knOWleDge BrIngs InnOVatIVe DraInage sOlutIOns tO qatar

The Plan is based on maximum collection, treatment and reuse of foul water (including industrial wastewater), and a high degree of collection, treatment and reuse of ground stormwater as part of the overall management of the water cycle. It reflects the high value placed on water to sustain social and economic development through the creation of a new ‘recycled water’ stream. This stream is the product of mixing the combined, treated stormwater and groundwater streams with the treated sewage effluent stream.

To provide solutions for the rising groundwater and surface water flooding problems, MWH identified the extent of the rising groundwater and surface flooding through research and data review as part of an investigative project.

A solution was created which collected the groundwater, lowering the water table to 4 metres below ground surface.

The collected groundwater was then reused and collected, to provide another much needed source of water in the region.

Based on this strategy, the groundwater collection system and surface water collection system are combined, then transferred to wetlands for preliminary treatment and

“MWH has drawn on its resources around the globe, with expertise coming from the UK, USA, India, the Middle East, Australia and New Zealand to complete the project on schedule in an extremely tight timeframe.”

18

The State of Qatar needed a Master Plan for the next 50 years to make capital investment decisions for its wet infrastructure. MWH Global developed that plan which provides an integrated water solution for the forecast population of 3.7 million by 2060.

20 21

One of the challenges was the nature of the terrain. The narrow road is well known as one of the most difficult routes in the country to maintain, being cut into a gorge 20 metres above the Manawatu River.

The team worked 24/7 to allow the road to re-open four months ahead of schedule, while ensuring the natural environment was protected. The team removed slip debris, stabilised the slope and finished reinstating the road in November 2012.

In September 2013 the team’s efforts were acknowledged by the Roading New Zealand Excellence Awards for a medium road project. Judges said the team overcame significant uncertainties and complexity, balancing safety and cost with speed of delivery and the needs of the local community. Judges were impressed by the excellent results achieved in a tough, high-risk environment.

For more information, please contact: Mike Skelton MWH NZ Transportation Group Manager. mike.J.skelton@mwhglobal.com

A multi-disciplinary team which included MWH Global, NZTA, Higgins Contractors and Bloxam Burnett & Olliver has won a prestigious Roading New Zealand Excellence Award for its response to clear the largest road landslide in the country’s history.

The emergency response started when a large slip closed the Manawatu Gorge section of State Highway 3 in the North Island on 18 August 2011. Two months later, there was an even larger landslide in the same spot that forced the team to change its management strategy.

This gorge is a vital transport link as it is the main route for imports and exports between the Port of Napier, the Hawke’s Bay region and the Manawatu, Wanganui and Horowhenua areas.

“This project was a great example of collaboration. We worked together to clear the slip and rebuild the road as quickly as possible,” says Mike Skelton MWH Transportation Group Manager. “Our top priority was helping residents and businesses affected by the slip ‘get their lives back’. Traffic was being diverted on a detour that added about 15 minutes to a trip each way.”

During the entire 18 months of the project the team ensured the public was kept well informed about alternative routes and reinstatement progress.

clearIng neW ZealanD’s largest rOaD lanDslIDe In hIstOry

“Our top priority was helping residents and businesses affected by the slip get their lives back.”

The reinstatement completed.The slip which closed the Manawatu Gorge section of State Highway 3.

20 21

One of the challenges was the nature of the terrain. The narrow road is well known as one of the most difficult routes in the country to maintain, being cut into a gorge 20 metres above the Manawatu River.

The team worked 24/7 to allow the road to re-open four months ahead of schedule, while ensuring the natural environment was protected. The team removed slip debris, stabilised the slope and finished reinstating the road in November 2012.

In September 2013 the team’s efforts were acknowledged by the Roading New Zealand Excellence Awards for a medium road project. Judges said the team overcame significant uncertainties and complexity, balancing safety and cost with speed of delivery and the needs of the local community. Judges were impressed by the excellent results achieved in a tough, high-risk environment.

For more information, please contact: Mike Skelton MWH NZ Transportation Group Manager. mike.J.skelton@mwhglobal.com

A multi-disciplinary team which included MWH Global, NZTA, Higgins Contractors and Bloxam Burnett & Olliver has won a prestigious Roading New Zealand Excellence Award for its response to clear the largest road landslide in the country’s history.

The emergency response started when a large slip closed the Manawatu Gorge section of State Highway 3 in the North Island on 18 August 2011. Two months later, there was an even larger landslide in the same spot that forced the team to change its management strategy.

This gorge is a vital transport link as it is the main route for imports and exports between the Port of Napier, the Hawke’s Bay region and the Manawatu, Wanganui and Horowhenua areas.

“This project was a great example of collaboration. We worked together to clear the slip and rebuild the road as quickly as possible,” says Mike Skelton MWH Transportation Group Manager. “Our top priority was helping residents and businesses affected by the slip ‘get their lives back’. Traffic was being diverted on a detour that added about 15 minutes to a trip each way.”

During the entire 18 months of the project the team ensured the public was kept well informed about alternative routes and reinstatement progress.

clearIng neW ZealanD’s largest rOaD lanDslIDe In hIstOry

“Our top priority was helping residents and businesses affected by the slip get their lives back.”

The reinstatement completed.The slip which closed the Manawatu Gorge section of State Highway 3.

22 23

priorities in 2013 and has said sector reform is necessary. It has also identified AUS$100 billion worth of government infrastructure assets which could be transferred to the private sector.

To raise cash for new projects, governments have been selling off assets to the private sector as they are reluctant to borrow and add to the public debt. But there is a case that, given the Commonwealth Government’s strong credit rating, it is well-placed to invest in long-term infrastructure projects which are truly investments in our future and will generate benefits for decades. The new Treasurer, Joe Hockey, has drawn a distinction between “good” and “bad” government debt, with the former represented by borrowing to build infrastructure that provides long-term economic benefits and the latter by propping up recurrent funding or economically destructive projects.

Projects can be shaped according to funding options. The size of a project and the complexity of its delivery will affect how it is paid for. In dense urban environments a mixture of financing options is usually required including Federal and State Government funding, as well as private investment. Sydney’s Westlink M7 road project is a good example of this model.

However, application of private funds is also constrained since the global financial crisis and investors are more risk averse, particularly when it comes to toll roads where decreased traffic flows have led to lower than expected revenues.

There is a backlog of infrastructure projects across Australia and, while governments must take responsibility for delivering a lot of these, it is also up to industry to adapt and find creative ways to ensure this situation does not become worse.

Debates rage about how to prioritise public spending as our cities almost burst with congestion problems. Some transport initiatives that were started decades ago cannot be completed as there is not enough money to implement them. While other crucial projects, such as enhancements to public transport networks and upgrading national freight routes, remain on hold.

The recent Australian federal election campaign saw the coalition make multi-billion dollar promises to road transport initiatives, which are a good start, but are only a fraction of the amount needed to address the backlog. It will also provide a short period of breathing space to unlock funding for the next round of projects that are still urgently needed.

More than half of this promised funding is aimed at inter-city connections along Australia’s eastern seaboard. The next round needs to focus on urban congestion, regeneration, accessibility and safety in our major cities, towns and centres and also rural supply chains. These types of endeavours will support productivity growth, vibrancy, liveability and social equity in our centres and position Australia well for its role in the Asia Pacific region.

Infrastructure Australia, the government advisory body, has identified more than AUS$80 billion of national infrastructure

australIan transPOrt InDustry challengesBy ALEX ILJIN, NATIONAL BUSINESS MANAGER, INFRASTRUCTURE PLANNING, MWH GLOBAL

“In this environment of limited funding, both public and private sector operators need to adapt in order to survive.”

The transport system is facing increasing pressure as demand for infrastructure rises and investment declines over the next few years.

22 23

priorities in 2013 and has said sector reform is necessary. It has also identified AUS$100 billion worth of government infrastructure assets which could be transferred to the private sector.

To raise cash for new projects, governments have been selling off assets to the private sector as they are reluctant to borrow and add to the public debt. But there is a case that, given the Commonwealth Government’s strong credit rating, it is well-placed to invest in long-term infrastructure projects which are truly investments in our future and will generate benefits for decades. The new Treasurer, Joe Hockey, has drawn a distinction between “good” and “bad” government debt, with the former represented by borrowing to build infrastructure that provides long-term economic benefits and the latter by propping up recurrent funding or economically destructive projects.

Projects can be shaped according to funding options. The size of a project and the complexity of its delivery will affect how it is paid for. In dense urban environments a mixture of financing options is usually required including Federal and State Government funding, as well as private investment. Sydney’s Westlink M7 road project is a good example of this model.

However, application of private funds is also constrained since the global financial crisis and investors are more risk averse, particularly when it comes to toll roads where decreased traffic flows have led to lower than expected revenues.

There is a backlog of infrastructure projects across Australia and, while governments must take responsibility for delivering a lot of these, it is also up to industry to adapt and find creative ways to ensure this situation does not become worse.

Debates rage about how to prioritise public spending as our cities almost burst with congestion problems. Some transport initiatives that were started decades ago cannot be completed as there is not enough money to implement them. While other crucial projects, such as enhancements to public transport networks and upgrading national freight routes, remain on hold.

The recent Australian federal election campaign saw the coalition make multi-billion dollar promises to road transport initiatives, which are a good start, but are only a fraction of the amount needed to address the backlog. It will also provide a short period of breathing space to unlock funding for the next round of projects that are still urgently needed.

More than half of this promised funding is aimed at inter-city connections along Australia’s eastern seaboard. The next round needs to focus on urban congestion, regeneration, accessibility and safety in our major cities, towns and centres and also rural supply chains. These types of endeavours will support productivity growth, vibrancy, liveability and social equity in our centres and position Australia well for its role in the Asia Pacific region.

Infrastructure Australia, the government advisory body, has identified more than AUS$80 billion of national infrastructure

australIan transPOrt InDustry challengesBy ALEX ILJIN, NATIONAL BUSINESS MANAGER, INFRASTRUCTURE PLANNING, MWH GLOBAL

“In this environment of limited funding, both public and private sector operators need to adapt in order to survive.”

The transport system is facing increasing pressure as demand for infrastructure rises and investment declines over the next few years.

24 25

Utilising superannuation funds could be an ideal way to pay for transport projects as they are generally long-term investments.

At the same time, more innovative policy is required to leverage private sector investment and this is where the industry can play a strong role.

The pressure on budgets is affecting the types of projects being implemented, the way they are constructed and the delivery models used. Attention is shifting away from growth to efficiency and the industry must respond by finding new ways to operate to ensure it makes the most of infrastructure projects when budgets are tight.

Part of the problem is the complexity involved in transport infrastructure. We need to go back-to-basics and understand what a project is trying to deliver and then develop a solution that meets these objectives. We are trying to build essential building blocks for societies which deliver long-term benefits, not monuments.

When ranking projects for the government to consider for the allocation of funding, Infrastructure Australia looks at how a proposal will contribute to the local, regional and national economy. Industry needs to be able to prove this and demonstrate how they support a strategic vision. It needs to recognise that fiscal constraints are the new reality and devise technical plans to match this. We need to understand the key issues, develop options and undertake rigorous evaluation of projects.

There also needs to be more consultation with contractors and private investors to test the appetite for a project and weigh-up the risks before construction begins. A good example is the Toowoomba Second Range Crossing. MWH Global was brought in by the Queensland Government to review the existing project. By adopting revised design standards we were able to drive down infrastructure costs by up to 30 per cent.

Greater certainty of costs early in the planning phase also avoids the problem of projects becoming “unfundable” down the track. If contingencies are included this ensures there is little chance that further funding will be needed during the construction phase due to over runs.

Governments are thinking more like the private sector when planning projects. Companies understand, expect and accept risk and allow for it and manage it. They will look for a smart solution which is more effective but will still deliver the outcomes needed.

In this environment of limited funding, both public and private sector operators need to adapt in order to survive. Value engineering must be the focus when designing, building and maintaining transport infrastructure to boost operational efficiency and cost effectiveness.

Achieving this will make the most of private sector investment, support government to contribute to the local economy and boost Australia’s productivity.

aBOut alex IlJIn, natIOnal BusIness manager Infrastructure PlannIng

Based at MWH in Melbourne, Alex has more than 25 years’ experience leading Australian and global transport consultancies, and managing complex multi-disciplinary planning projects. He has undertaken major studies such as the Hoddle Street Study, Tulla Calder and M1 Upgrades. Alex has also provided planning and design of passenger and freight

transport infrastructure and services for rail and road.

Alex has been the Consult Australia Deputy Chair and a member of the Victorian Committee and the Australian Institute of Traffic Planning and Management.

For more information, please contact: alex.Iljin@mwhglobal.com

australIan transPOrt InDustry challenges cont.

24 25

Utilising superannuation funds could be an ideal way to pay for transport projects as they are generally long-term investments.

At the same time, more innovative policy is required to leverage private sector investment and this is where the industry can play a strong role.

The pressure on budgets is affecting the types of projects being implemented, the way they are constructed and the delivery models used. Attention is shifting away from growth to efficiency and the industry must respond by finding new ways to operate to ensure it makes the most of infrastructure projects when budgets are tight.

Part of the problem is the complexity involved in transport infrastructure. We need to go back-to-basics and understand what a project is trying to deliver and then develop a solution that meets these objectives. We are trying to build essential building blocks for societies which deliver long-term benefits, not monuments.

When ranking projects for the government to consider for the allocation of funding, Infrastructure Australia looks at how a proposal will contribute to the local, regional and national economy. Industry needs to be able to prove this and demonstrate how they support a strategic vision. It needs to recognise that fiscal constraints are the new reality and devise technical plans to match this. We need to understand the key issues, develop options and undertake rigorous evaluation of projects.

There also needs to be more consultation with contractors and private investors to test the appetite for a project and weigh-up the risks before construction begins. A good example is the Toowoomba Second Range Crossing. MWH Global was brought in by the Queensland Government to review the existing project. By adopting revised design standards we were able to drive down infrastructure costs by up to 30 per cent.

Greater certainty of costs early in the planning phase also avoids the problem of projects becoming “unfundable” down the track. If contingencies are included this ensures there is little chance that further funding will be needed during the construction phase due to over runs.

Governments are thinking more like the private sector when planning projects. Companies understand, expect and accept risk and allow for it and manage it. They will look for a smart solution which is more effective but will still deliver the outcomes needed.

In this environment of limited funding, both public and private sector operators need to adapt in order to survive. Value engineering must be the focus when designing, building and maintaining transport infrastructure to boost operational efficiency and cost effectiveness.

Achieving this will make the most of private sector investment, support government to contribute to the local economy and boost Australia’s productivity.

aBOut alex IlJIn, natIOnal BusIness manager Infrastructure PlannIng

Based at MWH in Melbourne, Alex has more than 25 years’ experience leading Australian and global transport consultancies, and managing complex multi-disciplinary planning projects. He has undertaken major studies such as the Hoddle Street Study, Tulla Calder and M1 Upgrades. Alex has also provided planning and design of passenger and freight

transport infrastructure and services for rail and road.

Alex has been the Consult Australia Deputy Chair and a member of the Victorian Committee and the Australian Institute of Traffic Planning and Management.

For more information, please contact: alex.Iljin@mwhglobal.com

australIan transPOrt InDustry challenges cont.

26 27

and dangers of traffic volumes. The light rail projects often combine other urban renewal projects to make inner cities greener and more pedestrian friendly.

For more information, please contact: alex Iljin, mWh australia national Business manager, Infrastructure Planning. alex.Iljin@mwhglobal.com

The first stage, the 13 kilometre Griffith University to Broadbeach line, starts operating this year. This route includes 16 light rail and bus transfer stations and is expected to be extended 40 kilometres from Helensvale to Coolangatta.

MWH Global worked closely with the Government’s project team in the planning and scoping phases and engaged with stakeholders to meet their needs.

Creating more liveable cities seems to go hand-in-hand with light rail. When comparing light rail to more roads or more congested roads, rail wins every time. The initial outlay may be greater and the assets need to be maintained but, environmentally, rail is better. The critical ‘X factor’ created is one of vibrancy and a sense of place, centred on the stations that create a connected ribbon along a route where people want to live, work and visit.

The Gold Coast is working to ensure the opportunity created by light rail results in a more diverse economy and demographic which will enable the region to rely less heavily on tourism and encourage families back to the coastal strip.

Many major Australian cities are also looking at light rail as a solution for their traffic congestion and transport problems.

In Sydney, test drilling is underway in preparation for the construction of a AUS$1.6 billion light rail running from the CBD Central Station to the south-east. The city is also extending its existing inner west light rail network. Meanwhile, Parramatta wants a light rail network to link it with the business parks and major employment zones of Castle Hill and Macquarie Park. It is predicted this would more than double land values alongside the line of the light rail, create more than 22,000 jobs and generate an extra AUS$3 billion in economic activity.

Canberra, Perth and Newcastle are looking at introducing light rail systems and Hobart has a business case for a route. Also, Adelaide is talking about extending its light rail to its port.

These projects all aim to create a more efficient flow of people into and out of central areas – and, for example, to and from work and shopping. They also help promote more liveable cities without the pollution, noise, congestion

mWh helPs DelIVer lIght raIl system fOr the gOlD cOastMWH Global has had long-term involvement in the planning and construction of Australia’s most recent light rail project which is now nearing completion on the Gold Coast.

Light rail on the Gold Coast – leading the renewed interest in new light rail around Australia.

26 27

and dangers of traffic volumes. The light rail projects often combine other urban renewal projects to make inner cities greener and more pedestrian friendly.

For more information, please contact: alex Iljin, mWh australia national Business manager, Infrastructure Planning. alex.Iljin@mwhglobal.com

The first stage, the 13 kilometre Griffith University to Broadbeach line, starts operating this year. This route includes 16 light rail and bus transfer stations and is expected to be extended 40 kilometres from Helensvale to Coolangatta.

MWH Global worked closely with the Government’s project team in the planning and scoping phases and engaged with stakeholders to meet their needs.

Creating more liveable cities seems to go hand-in-hand with light rail. When comparing light rail to more roads or more congested roads, rail wins every time. The initial outlay may be greater and the assets need to be maintained but, environmentally, rail is better. The critical ‘X factor’ created is one of vibrancy and a sense of place, centred on the stations that create a connected ribbon along a route where people want to live, work and visit.

The Gold Coast is working to ensure the opportunity created by light rail results in a more diverse economy and demographic which will enable the region to rely less heavily on tourism and encourage families back to the coastal strip.

Many major Australian cities are also looking at light rail as a solution for their traffic congestion and transport problems.

In Sydney, test drilling is underway in preparation for the construction of a AUS$1.6 billion light rail running from the CBD Central Station to the south-east. The city is also extending its existing inner west light rail network. Meanwhile, Parramatta wants a light rail network to link it with the business parks and major employment zones of Castle Hill and Macquarie Park. It is predicted this would more than double land values alongside the line of the light rail, create more than 22,000 jobs and generate an extra AUS$3 billion in economic activity.

Canberra, Perth and Newcastle are looking at introducing light rail systems and Hobart has a business case for a route. Also, Adelaide is talking about extending its light rail to its port.

These projects all aim to create a more efficient flow of people into and out of central areas – and, for example, to and from work and shopping. They also help promote more liveable cities without the pollution, noise, congestion

mWh helPs DelIVer lIght raIl system fOr the gOlD cOastMWH Global has had long-term involvement in the planning and construction of Australia’s most recent light rail project which is now nearing completion on the Gold Coast.

Light rail on the Gold Coast – leading the renewed interest in new light rail around Australia.

28 29

Commenting on the success of the project, The New South Wales Treasurer, Mike Baird said “The Northern Beaches Storage Project delivers a more robust wastewater system that will serve the Northern Beaches community for many years to come. This project will have positive impacts on local lagoons, creeks and beaches and is great news for the Northern Beaches community.”

For more information, please contact: Robert Bates robert.J.Bates@mwhglobal.com

Technical innovations included the design of a flushing system using rainwater stored on the roof of the tank. Staff from MWH in New Zealand, the UK and Singapore also provided expertise to assist the alliance in delivering this landmark project.

During the planning phase, the Alliance worked with an architect and a representative group from the community to develop the tank’s original look and design. The community was kept regularly informed throughout the planning and construction of the storage facility and associated works. MWH was instrumental in explaining the key technical features of the project to all external stakeholders. The team also worked with criminologists from the University of Sydney to identify and incorporate features to deter vandalism.

The tank was constructed on a brownfield site within an existing industrial area. This constrained space, together with the proximity of adjacent buildings, presented several challenges for the design and construction teams. For example, the team considered a number of foundation designs to minimise the risk of damage to nearby properties and businesses.

The project involved drilling more than 150 piles into the ground and anchoring these to rock 30 metres below ground. These piles form the foundation of the tank.

The SewerFix Wet Weather Alliance is a partnership between Sydney Water, MWH, Manidis Roberts, Parsons Brinckerhoff and UGL Infrastructure.

Following a design period of approximately 12 months, construction started on 23 September 2011 and finished in the middle of 2013, on schedule and within budget.

The project will reduce the frequency of wastewater overflows into local waterways during heavy rain, further protecting the Northern Beaches unique environment.

The 18 million litre above ground, reinforced concrete tank temporarily stores excess wastewater during heavy rainfall which is diverted from the Narrabeen submain. Flows are transferred into the tank by means of a new pump station. After the rain passes, the excess wastewater is released back into the network under gravity and treated at North Head Wastewater Treatment Plant.

This project, together with local sewer improvements, will reduce the frequency of overflows in the area by two thirds every 10 years.

Within the alliance, MWH staff undertook project management during planning and design phases and specialist technical roles. MWH provided technical expertise in civil and structural engineering, odour control and environmental assessment.

As part of the SewerFix Wet Weather Alliance, MWH Global has successfully delivered Sydney Water’s complex AUS$70 million Northern Beaches Storage Project in Brookvale, Sydney, Australia.

mWh DelIVers rOBust WasteWater system

“This project will have positive impacts on local lagoons, creeks and beaches which is great news for the Northern Beaches community.”

The Northern Beaches Storage Project in Brookvale.

28 29

Commenting on the success of the project, The New South Wales Treasurer, Mike Baird said “The Northern Beaches Storage Project delivers a more robust wastewater system that will serve the Northern Beaches community for many years to come. This project will have positive impacts on local lagoons, creeks and beaches and is great news for the Northern Beaches community.”

For more information, please contact: Robert Bates robert.J.Bates@mwhglobal.com

Technical innovations included the design of a flushing system using rainwater stored on the roof of the tank. Staff from MWH in New Zealand, the UK and Singapore also provided expertise to assist the alliance in delivering this landmark project.

During the planning phase, the Alliance worked with an architect and a representative group from the community to develop the tank’s original look and design. The community was kept regularly informed throughout the planning and construction of the storage facility and associated works. MWH was instrumental in explaining the key technical features of the project to all external stakeholders. The team also worked with criminologists from the University of Sydney to identify and incorporate features to deter vandalism.

The tank was constructed on a brownfield site within an existing industrial area. This constrained space, together with the proximity of adjacent buildings, presented several challenges for the design and construction teams. For example, the team considered a number of foundation designs to minimise the risk of damage to nearby properties and businesses.

The project involved drilling more than 150 piles into the ground and anchoring these to rock 30 metres below ground. These piles form the foundation of the tank.

The SewerFix Wet Weather Alliance is a partnership between Sydney Water, MWH, Manidis Roberts, Parsons Brinckerhoff and UGL Infrastructure.

Following a design period of approximately 12 months, construction started on 23 September 2011 and finished in the middle of 2013, on schedule and within budget.

The project will reduce the frequency of wastewater overflows into local waterways during heavy rain, further protecting the Northern Beaches unique environment.

The 18 million litre above ground, reinforced concrete tank temporarily stores excess wastewater during heavy rainfall which is diverted from the Narrabeen submain. Flows are transferred into the tank by means of a new pump station. After the rain passes, the excess wastewater is released back into the network under gravity and treated at North Head Wastewater Treatment Plant.

This project, together with local sewer improvements, will reduce the frequency of overflows in the area by two thirds every 10 years.

Within the alliance, MWH staff undertook project management during planning and design phases and specialist technical roles. MWH provided technical expertise in civil and structural engineering, odour control and environmental assessment.

As part of the SewerFix Wet Weather Alliance, MWH Global has successfully delivered Sydney Water’s complex AUS$70 million Northern Beaches Storage Project in Brookvale, Sydney, Australia.

mWh DelIVers rOBust WasteWater system

“This project will have positive impacts on local lagoons, creeks and beaches which is great news for the Northern Beaches community.”

The Northern Beaches Storage Project in Brookvale.

30 31

MWH offers an integrated climate change adaptation planning service in the key fields of risk management, disaster recovery, water resources, strategic planning, sustainability and environmental services.

With its ability to bring its global specialists to work with experienced local teams, MWH is uniquely positioned to support both regional government and major infrastructure operators meet the challenge of climate change.

For more information, please contact: michael maclennan, Principal consultant, michael.k.maclennan@mwhglobal.com and Philippa charlton team leader sustainability & environment, Philippa.J.charlton@mwhglobal.com

To help Australia prepare for the climate change challenge, MWH Global has risk assessment tools and adaptation planning processes which are being successfully used by a range of organisations.

One significant tool is the MWH climate change preparedness survey which covers mitigation and adaptation. This was first launched in Singapore at International Water Week in 2012. Water industry clients had the opportunity to undertake the survey and identify their organisation’s readiness to meet climate change challenges and the risks to their business if they were not prepared. The tool is adapted for the different needs of each client.

Using this survey process, a benchmarking and risk assessment climate change adaptation planning process was recently completed for yarra Valley Water (yVW), the largest of Melbourne’s three water corporations providing water supply and sewerage services to more than 1.7 million people and more than 50,000 businesses. The survey and workshop process was a ‘diagnostic traffic light’ helping to lead to planning initiatives to address the challenges ahead.

MWH also supported the Councils of New South Wales (Centroc) in mitigating the increased energy and potential

meetIng the clImate change challenge

climate change impacts of its proposed new water security infrastructure. 29 towns needed substantial water supply security improvements to make their water safe but the improved infrastructure would produce greenhouse gas emissions which would need to be addressed.

MWH worked with Centroc and confirmed climate change impacts, water consumption and natural resource depletion arose from the increased consumption of electricity required to move water around the distribution network. With this knowledge, the project team was able to focus its efforts on identifying solutions to reduce energy requirements or to substitute electricity from low or no-emissions sources.

The key outcomes MWH provided were:

• The development of a scenario and sustainability assessment framework

• Robust forecasts for a broad range of sustainability impacts of the water security scheme

• Identification and prioritisation options for water security, emissions management and improved sustainability outcomes.

“MWH has climate change risk assessment tools and adaptation planning processes to help organisations prepare for the challenges ahead.”

Extreme weather events, particularly droughts and elevated bushfire conditions, are becoming more likely across south-eastern Australia because of climate change according to the Commonwealth Scientific and Industrial Research Organisation (CSIRO).

30 31

MWH offers an integrated climate change adaptation planning service in the key fields of risk management, disaster recovery, water resources, strategic planning, sustainability and environmental services.

With its ability to bring its global specialists to work with experienced local teams, MWH is uniquely positioned to support both regional government and major infrastructure operators meet the challenge of climate change.

For more information, please contact: michael maclennan, Principal consultant, michael.k.maclennan@mwhglobal.com and Philippa charlton team leader sustainability & environment, Philippa.J.charlton@mwhglobal.com

To help Australia prepare for the climate change challenge, MWH Global has risk assessment tools and adaptation planning processes which are being successfully used by a range of organisations.

One significant tool is the MWH climate change preparedness survey which covers mitigation and adaptation. This was first launched in Singapore at International Water Week in 2012. Water industry clients had the opportunity to undertake the survey and identify their organisation’s readiness to meet climate change challenges and the risks to their business if they were not prepared. The tool is adapted for the different needs of each client.

Using this survey process, a benchmarking and risk assessment climate change adaptation planning process was recently completed for yarra Valley Water (yVW), the largest of Melbourne’s three water corporations providing water supply and sewerage services to more than 1.7 million people and more than 50,000 businesses. The survey and workshop process was a ‘diagnostic traffic light’ helping to lead to planning initiatives to address the challenges ahead.

MWH also supported the Councils of New South Wales (Centroc) in mitigating the increased energy and potential

meetIng the clImate change challenge

climate change impacts of its proposed new water security infrastructure. 29 towns needed substantial water supply security improvements to make their water safe but the improved infrastructure would produce greenhouse gas emissions which would need to be addressed.

MWH worked with Centroc and confirmed climate change impacts, water consumption and natural resource depletion arose from the increased consumption of electricity required to move water around the distribution network. With this knowledge, the project team was able to focus its efforts on identifying solutions to reduce energy requirements or to substitute electricity from low or no-emissions sources.

The key outcomes MWH provided were:

• The development of a scenario and sustainability assessment framework

• Robust forecasts for a broad range of sustainability impacts of the water security scheme

• Identification and prioritisation options for water security, emissions management and improved sustainability outcomes.

“MWH has climate change risk assessment tools and adaptation planning processes to help organisations prepare for the challenges ahead.”

Extreme weather events, particularly droughts and elevated bushfire conditions, are becoming more likely across south-eastern Australia because of climate change according to the Commonwealth Scientific and Industrial Research Organisation (CSIRO).

32 33

MWH Global has assisted Australia Pacific Liquefied Natural Gas (APLNG) in the design of two advanced water treatment desalinisation plants, the design of a brine treatment plant for the waste product from desalination and irrigation designs for beneficial water reuse, pumping stations and pipelines.

The MWH team of 20 staff, including specialist experts from MWH in America, and approximately 15 APLNG engineers and planners, worked side-by-side in the MWH Brisbane office for two years developing the detail design for the water treatment plants. This close collaboration provided efficiencies in agreeing and developing the engineering solution as well as significant time saving.

“Working closely and collaboratively in the same office had huge benefits,” said Dermot Greene, MWH Project Manager. “APLNG and MWH developed shared project values to bring team members closer together and share the ownership of the project delivery.”

The success of this collaboration led to further work, with APLNG seeking technical advice assistance on the treatment options for the brine concentrate resulting from the water treatment process. The aim was to dispose of the constituent salts in an economic and safe manner. The team has assisted with the identification of potential treatment equipment, vendor review and appraisal and assistance with the definition of treatment processes to satisfactorily treat the brine steam in preparation for disposal. A pilot scale salt recovery plant has now been established.

While most MWH work in CSG design has been for APLNG, a series of studies has also been undertaken for Golar LNG Limited (GLNG). These studies were for water management for expansion of its first phase gas fields.

“A close, collaborative relationship with a client can be enormously beneficial. In the work we have undertaken with APLNG, the integrated team approach provided excellent risk control, significant efficiencies and resulted in accurate cost management.”

clOse clIent cOllaBOratIOn In cOal seam gas PrOJect

For more information, please contact: Ian Wynnes at Ian.r.Wynnes@mwhglobal.com

Massive development is underway for the commercial production of coal seam gas (CSG) in the Surat Basin, 400 kilometres west of Brisbane. MWH Global is working closely with one of the largest companies operating there in the design of water treatment facilities for its gas field.

“A close, collaborative relationship with a client can be enormously beneficial.”

32 33

MWH Global has assisted Australia Pacific Liquefied Natural Gas (APLNG) in the design of two advanced water treatment desalinisation plants, the design of a brine treatment plant for the waste product from desalination and irrigation designs for beneficial water reuse, pumping stations and pipelines.

The MWH team of 20 staff, including specialist experts from MWH in America, and approximately 15 APLNG engineers and planners, worked side-by-side in the MWH Brisbane office for two years developing the detail design for the water treatment plants. This close collaboration provided efficiencies in agreeing and developing the engineering solution as well as significant time saving.

“Working closely and collaboratively in the same office had huge benefits,” said Dermot Greene, MWH Project Manager. “APLNG and MWH developed shared project values to bring team members closer together and share the ownership of the project delivery.”

The success of this collaboration led to further work, with APLNG seeking technical advice assistance on the treatment options for the brine concentrate resulting from the water treatment process. The aim was to dispose of the constituent salts in an economic and safe manner. The team has assisted with the identification of potential treatment equipment, vendor review and appraisal and assistance with the definition of treatment processes to satisfactorily treat the brine steam in preparation for disposal. A pilot scale salt recovery plant has now been established.

While most MWH work in CSG design has been for APLNG, a series of studies has also been undertaken for Golar LNG Limited (GLNG). These studies were for water management for expansion of its first phase gas fields.

“A close, collaborative relationship with a client can be enormously beneficial. In the work we have undertaken with APLNG, the integrated team approach provided excellent risk control, significant efficiencies and resulted in accurate cost management.”

clOse clIent cOllaBOratIOn In cOal seam gas PrOJect

For more information, please contact: Ian Wynnes at Ian.r.Wynnes@mwhglobal.com

Massive development is underway for the commercial production of coal seam gas (CSG) in the Surat Basin, 400 kilometres west of Brisbane. MWH Global is working closely with one of the largest companies operating there in the design of water treatment facilities for its gas field.

“A close, collaborative relationship with a client can be enormously beneficial.”

34 35

cash crops. There was an immediate improvement in their families’ nutrition and they had surplus rice and higher value cash crops to sell.

“I remember poor rural families I visited in the early 1990s in which the girls couldn’t go to school because the parents couldn’t afford the school fees, which were about NZ$60 per year. The girls were illiterate and because they lacked education they couldn’t get jobs outside the village. Now, rural families can afford the school fees and some parents proudly tell you their daughters are at university. These are parents who had only three years at primary school themselves.”

Bruce travels about once every three months to China as part of his involvement in World Bank projects.

“The World Bank finances only a very small part of the rural development programmes in China but it brings rigor to the process for technical quality, procurement, financial and project management. Its high quality management of programmes is valued by China. Being part of these projects is a unique experience and I am fortunate to be part of a company which supports my involvement. It is also very rewarding to be able to apply my education and knowledge in projects that make such fundamental differences to people’s lives.”

Twenty-one years ago Bruce Trangmar was asked to join a World Bank development project in China to help reduce poverty in Guizhou province.

Since then he’s been Team Leader or Project Manager for more than 30 international projects and has helped the Bank design 14 major loan projects. Bruce has been awarded the China Friendship Medal for contributions to rural development and poverty alleviation and a Certificate of Recognition by the World Bank for his project design and supervision services on major loan projects in China and Vietnam. Bruce balances his aid programme work with his role as MWH Water Resources Sector Leader, based in Christchurch.

He has been involved in loans funded by the World Bank ranging in size from US$150 million to US$500 million and his track record is impressive.

His work has included irrigation and agricultural development projects addressing climate change in six Chinese provinces; involvement in the project design of a US$170 million livestock waste management programme on the yellow River Floodplain in Henan; and in the design and supervision of a US$120 million loan for poverty reduction in rural ethnic minority communities in yunnan, Sichuan and Guangxi provinces.

One of the largest projects Bruce has worked on was the design and supervision of a US$440 million loan project to support the implementation of China’s rural biogas programme in five provinces (see picture). He has also been the only person to work on all of the World Bank’s six major poverty reduction projects in China since 1995.

Bruce has recently returned from reviewing the livestock waste management project in Henan province, one of the largest beef and dairy production regions in China. Cows are kept in barns and this causes a major waste management problem. Before the project, waste from the farms was often discharged at the farm boundary with pollutants entering streams and the groundwater system. These systems are linked hydraulically to the yellow River, an iconic waterway in China. Under the project, farmers are given loans to improve on-farm waste management and treatment infrastructure and to minimise waste.

“I have been fortunate to have seen huge strides made in poverty reduction in China during the two decades I’ve worked there,” Bruce says. “In 1995 there were at least 200 million Chinese living below the poverty line – now there are only 30 million.”

In the 1990s, the poverty reduction focus was on ensuring the people had enough food to eat and enough money to buy clothes. Now the aim is to increase the cash income of households.

“The programmes can make a real difference to the life opportunities for poor rural families. For instance, in one area irrigation provided by the project enabled the farmers to plant rice as their staple food crop to replace lower yielding dry land crops before the project. The irrigation also enabled them to diversify their non-rice crops into higher value

helPIng rural DeVelOPment anD POVerty reDuctIOn In chIna

“I have been fortunate to have seen huge strides made in poverty reduction in China during the two decades I’ve worked there.”

Bruce Trangmar with a farmer in Hunan province who participated in the Ecofarming project. This is a rural energy project in which farmers received small biogas digesters which convert their animal waste into methane which is used for cooking, lighting and water heating. The biogas cooker is in the background on the left. Burning the methane converts it to carbon dioxide which has 21 times less impact as a greenhouse gas than methane, so the project has a significant climate change mitigation impact as well.

Prior to use of the biogas, most project farmers cooked with high sulphur coal and wood cut from nearby hillsides. This resulted in smoky kitchens and a high incidence of bronchial problems among households, especially women. Replacement of coal and wood for cooking has resulted in a significant improvement in health among project farmers. Reduction in wood cut from neighbouring hillsides has also resulted in improved soil and water conservation.

There are approximately 440,000 such farm households (about 1,800,000 people) participating in the project which is spread across five provinces in China.

34 35

cash crops. There was an immediate improvement in their families’ nutrition and they had surplus rice and higher value cash crops to sell.

“I remember poor rural families I visited in the early 1990s in which the girls couldn’t go to school because the parents couldn’t afford the school fees, which were about NZ$60 per year. The girls were illiterate and because they lacked education they couldn’t get jobs outside the village. Now, rural families can afford the school fees and some parents proudly tell you their daughters are at university. These are parents who had only three years at primary school themselves.”

Bruce travels about once every three months to China as part of his involvement in World Bank projects.

“The World Bank finances only a very small part of the rural development programmes in China but it brings rigor to the process for technical quality, procurement, financial and project management. Its high quality management of programmes is valued by China. Being part of these projects is a unique experience and I am fortunate to be part of a company which supports my involvement. It is also very rewarding to be able to apply my education and knowledge in projects that make such fundamental differences to people’s lives.”

Twenty-one years ago Bruce Trangmar was asked to join a World Bank development project in China to help reduce poverty in Guizhou province.

Since then he’s been Team Leader or Project Manager for more than 30 international projects and has helped the Bank design 14 major loan projects. Bruce has been awarded the China Friendship Medal for contributions to rural development and poverty alleviation and a Certificate of Recognition by the World Bank for his project design and supervision services on major loan projects in China and Vietnam. Bruce balances his aid programme work with his role as MWH Water Resources Sector Leader, based in Christchurch.

He has been involved in loans funded by the World Bank ranging in size from US$150 million to US$500 million and his track record is impressive.

His work has included irrigation and agricultural development projects addressing climate change in six Chinese provinces; involvement in the project design of a US$170 million livestock waste management programme on the yellow River Floodplain in Henan; and in the design and supervision of a US$120 million loan for poverty reduction in rural ethnic minority communities in yunnan, Sichuan and Guangxi provinces.

One of the largest projects Bruce has worked on was the design and supervision of a US$440 million loan project to support the implementation of China’s rural biogas programme in five provinces (see picture). He has also been the only person to work on all of the World Bank’s six major poverty reduction projects in China since 1995.

Bruce has recently returned from reviewing the livestock waste management project in Henan province, one of the largest beef and dairy production regions in China. Cows are kept in barns and this causes a major waste management problem. Before the project, waste from the farms was often discharged at the farm boundary with pollutants entering streams and the groundwater system. These systems are linked hydraulically to the yellow River, an iconic waterway in China. Under the project, farmers are given loans to improve on-farm waste management and treatment infrastructure and to minimise waste.

“I have been fortunate to have seen huge strides made in poverty reduction in China during the two decades I’ve worked there,” Bruce says. “In 1995 there were at least 200 million Chinese living below the poverty line – now there are only 30 million.”

In the 1990s, the poverty reduction focus was on ensuring the people had enough food to eat and enough money to buy clothes. Now the aim is to increase the cash income of households.

“The programmes can make a real difference to the life opportunities for poor rural families. For instance, in one area irrigation provided by the project enabled the farmers to plant rice as their staple food crop to replace lower yielding dry land crops before the project. The irrigation also enabled them to diversify their non-rice crops into higher value

helPIng rural DeVelOPment anD POVerty reDuctIOn In chIna

“I have been fortunate to have seen huge strides made in poverty reduction in China during the two decades I’ve worked there.”

Bruce Trangmar with a farmer in Hunan province who participated in the Ecofarming project. This is a rural energy project in which farmers received small biogas digesters which convert their animal waste into methane which is used for cooking, lighting and water heating. The biogas cooker is in the background on the left. Burning the methane converts it to carbon dioxide which has 21 times less impact as a greenhouse gas than methane, so the project has a significant climate change mitigation impact as well.

Prior to use of the biogas, most project farmers cooked with high sulphur coal and wood cut from nearby hillsides. This resulted in smoky kitchens and a high incidence of bronchial problems among households, especially women. Replacement of coal and wood for cooking has resulted in a significant improvement in health among project farmers. Reduction in wood cut from neighbouring hillsides has also resulted in improved soil and water conservation.

There are approximately 440,000 such farm households (about 1,800,000 people) participating in the project which is spread across five provinces in China.

36 37

Many particularly valued the compelling real world examples the experts shared, the insights into trouble shooting and how to achieve the best solutions for issues that may arise.

Following the success of the series, MWH is considering further water sector issue-specific Master Classes this year in both Australia and New Zealand.

For more information, please contact: Kevin Lockyer, MWH Principal Process Engineer Sydney. kevyn.lockyer@mwhglobal.com

To support continuing sector learning development, the Australian Water Association (AWA) approached MWH Global in Sydney to create a Master Class in support of its education programme. The aim was for MWH to share its experience in the field of septicity, corrosion and odour mitigation.

The class launched in February 2103 with 35 representatives from water authorities across Australia. A class was also provided in Tasmania, following the formation of TasWater.

The response in Australia was extremely positive and led to an offering in New Zealand.

The New Zealand classes were held in November last year in Auckland and Christchurch, presented by leading MWH experts in their fields. During the four day classes, 30 representatives from 20 water authorities and councils increased their knowledge of techniques, strategies and methods to eliminate and mitigate the effects of septicity, corrosion and odour in networks and at treatment facilities.Participants reported gaining an enhanced insight into operational issues and left with the confidence they could develop a coherent strategy to resolve problems.

master classes fOr WasteWater sectOr To support continuing sector learning development, the Australian Water Association (AWA) approached MWH Global in Sydney to create a Master Class in support of its education programme. The aim was for MWH to share its experience in the field of septicity, corrosion and odour mitigation.

A New Zealand Master Class in Christchurch with presenter MWH Senior Process Engineer Kevyn Lockyer (at front of class).

36 37

Many particularly valued the compelling real world examples the experts shared, the insights into trouble shooting and how to achieve the best solutions for issues that may arise.

Following the success of the series, MWH is considering further water sector issue-specific Master Classes this year in both Australia and New Zealand.

For more information, please contact: Kevin Lockyer, MWH Principal Process Engineer Sydney. kevyn.lockyer@mwhglobal.com

To support continuing sector learning development, the Australian Water Association (AWA) approached MWH Global in Sydney to create a Master Class in support of its education programme. The aim was for MWH to share its experience in the field of septicity, corrosion and odour mitigation.

The class launched in February 2103 with 35 representatives from water authorities across Australia. A class was also provided in Tasmania, following the formation of TasWater.

The response in Australia was extremely positive and led to an offering in New Zealand.

The New Zealand classes were held in November last year in Auckland and Christchurch, presented by leading MWH experts in their fields. During the four day classes, 30 representatives from 20 water authorities and councils increased their knowledge of techniques, strategies and methods to eliminate and mitigate the effects of septicity, corrosion and odour in networks and at treatment facilities.Participants reported gaining an enhanced insight into operational issues and left with the confidence they could develop a coherent strategy to resolve problems.

master classes fOr WasteWater sectOr To support continuing sector learning development, the Australian Water Association (AWA) approached MWH Global in Sydney to create a Master Class in support of its education programme. The aim was for MWH to share its experience in the field of septicity, corrosion and odour mitigation.

A New Zealand Master Class in Christchurch with presenter MWH Senior Process Engineer Kevyn Lockyer (at front of class).

38 39

neW transPOrt anD Water sectOr sPecIalIsts JOIn mWh In neW ZealanD

mWh asIa PacIfIc technIcal DIrectOr WasteWater Clint Cantrell has joined MWH in New Zealand as Technical Director for Wastewater – Asia Pacific, based in Auckland, New Zealand.

Clint has over 25 years’ experience in master planning, wastewater, storm water, collection systems, wastewater treatment, overflow management and wet weather programmes including storm water flood solutions development. He has previously worked for MWH in the US, UK and New Zealand.

Clint led the consulting team which developed the concept design and consent application for Auckland Central Interceptor, the largest project undertaken by Watercare. The Central Interceptor is a tunnel system designed to capture wastewater overflows and store and convey them to the Mangere Wastewater Treatment Plant. The project has an estimated capital value of approximately NZ$1B.

Clint brings valuable international experience in consulting and public utilities to local clients.

clint.j.cantrell@mwhglobal.com

natIOnal sPecIalIst fOr rOaD safety Dr Shane Turner, who recently joined MWH Global in New Zealand as the National Specialist for Road Safety, has more than 20 years experience in large and complex transport projects. These include state highway scheme assessments, safety management systems, state highway strategy studies, road safety research and auditing, crash reduction studies, development of national transport guidelines, and hearings and environment court proceedings.

Shane will focus on advancing road safety activities and global road safety projects. This will include building on the New Zealand success of KiwiRap which rates the safety of the country’s major highways and assigns them a one star (poor) to five star (excellent) rating. He will support the implementation of Urban-iRAP which has a similar system for safety rating of New Zealand’s urban roads.

Shane is a member of the Australasian College of Road Safety, an international member of the high profile Transportation Research Board (USA) road safety committee and Chair of its pedestrian and cycle safety sub-committee.

shane.a.turner@mwhglobal.com

mWh regIOnal clIent relatIOnshIP managerShaun Hodson has become Regional Client Relationship Manager in New Zealand for MWH Global. Shaun has over 25 years’ experience in laboratory analysis, treatment operations, asset management and strategic planning roles.

Having gained most of his experience with United Utilities in the UK, Shaun moved to New Zealand and joined Hamilton City Council as Water and Waste Services Manager where he was responsible for developing its ten year water services investment and operating plan.

As a member of Water New Zealand’s Senior Executive Forum, Shaun is an active participant in the national strategic think tank for water and environmental aspects which canvasses a wide range of stakeholders on key topic areas. Recently, Shaun has helped form the steering group for the Chartered Institute of Environmental Management in New Zealand.

shaun.hodson@mwhglobal.com

38 39

neW transPOrt anD Water sectOr sPecIalIsts JOIn mWh In neW ZealanD

mWh asIa PacIfIc technIcal DIrectOr WasteWater Clint Cantrell has joined MWH in New Zealand as Technical Director for Wastewater – Asia Pacific, based in Auckland, New Zealand.

Clint has over 25 years’ experience in master planning, wastewater, storm water, collection systems, wastewater treatment, overflow management and wet weather programmes including storm water flood solutions development. He has previously worked for MWH in the US, UK and New Zealand.

Clint led the consulting team which developed the concept design and consent application for Auckland Central Interceptor, the largest project undertaken by Watercare. The Central Interceptor is a tunnel system designed to capture wastewater overflows and store and convey them to the Mangere Wastewater Treatment Plant. The project has an estimated capital value of approximately NZ$1B.

Clint brings valuable international experience in consulting and public utilities to local clients.

clint.j.cantrell@mwhglobal.com

natIOnal sPecIalIst fOr rOaD safety Dr Shane Turner, who recently joined MWH Global in New Zealand as the National Specialist for Road Safety, has more than 20 years experience in large and complex transport projects. These include state highway scheme assessments, safety management systems, state highway strategy studies, road safety research and auditing, crash reduction studies, development of national transport guidelines, and hearings and environment court proceedings.

Shane will focus on advancing road safety activities and global road safety projects. This will include building on the New Zealand success of KiwiRap which rates the safety of the country’s major highways and assigns them a one star (poor) to five star (excellent) rating. He will support the implementation of Urban-iRAP which has a similar system for safety rating of New Zealand’s urban roads.

Shane is a member of the Australasian College of Road Safety, an international member of the high profile Transportation Research Board (USA) road safety committee and Chair of its pedestrian and cycle safety sub-committee.

shane.a.turner@mwhglobal.com

mWh regIOnal clIent relatIOnshIP managerShaun Hodson has become Regional Client Relationship Manager in New Zealand for MWH Global. Shaun has over 25 years’ experience in laboratory analysis, treatment operations, asset management and strategic planning roles.

Having gained most of his experience with United Utilities in the UK, Shaun moved to New Zealand and joined Hamilton City Council as Water and Waste Services Manager where he was responsible for developing its ten year water services investment and operating plan.

As a member of Water New Zealand’s Senior Executive Forum, Shaun is an active participant in the national strategic think tank for water and environmental aspects which canvasses a wide range of stakeholders on key topic areas. Recently, Shaun has helped form the steering group for the Chartered Institute of Environmental Management in New Zealand.

shaun.hodson@mwhglobal.com

PerthAdelaide

Melbourne

CanberraSydney

Gold Coast

Sunshine Coast

Rockhampton

Brisbane

Kalgoorlie

Roma

AucklandWhangarei

HamiltonWanganuiNelson

GreymouthPalmerston North

WellingtonChristchurch

DunedinBalclutha

Invercargill

Queenstown Alexandra

Hastings

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Taiwan

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VadodaraAhmedabad

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Singapore

Brunei

SuvaSavusavu

Nabouwalu Buca Bay

Nadi

www.mwhglobal.com

MWH Offices in AsiA PAcific January 2014