As a valued member of our Best Practice Network, you are able to access the collective knowledge from over 500 industry leaders from 17 countries and 18 diverse industries. The global address book which forms part of the secure member’s area of the website lists the contact details and core specialities of all of our members.

The address book is a resource to help promote the sharing of ideas and networking on a global level.

We are continually striving to develop the Network to a higher level for all of our members; we welcome suggestions on how we can improve the Network to benefit you in increasing profitability and sustainability within your organisation. info@twsbestpractice.com

After the success of our inaugural Regional Forum in New Zealand last year, we will continue to host Regional Forums in both Australia and New Zealand.

The next network event will be the Regional Leading Practices Forum – West Coast which will be held in Fremantle 16^th-18^th November 2008 and targeted towards our clients in WA, SA & NT.

The theme for the Forum is Tackling Regional Challenges – Facilitating the Journey where a selection of industry and government leaders will share leading practice methodologies on how to address the current and emerging challenges within the region.

With the implementation of regional Forums and the collating of leading practices from these events, we will gather the ‘best of best’ to showcase at the TWS Best Practice Forums which will now be held bi-annually.

Information on network events is available in the events calendar on our Best Practice website www.twsbestpractice.com

As we farewell and thank Paul Zeidan, Yukiyo Matsuda and Vanessa Russell for their contribution to the network over the last 12 months, we also welcome three new members to the Best Practice team.

Phil Baker – Manager, Special Projects - WorleyParsons

Born and raised in Adelaide, Phil comes from a 23 year IBM Marketing & Management background, which included specialising in marketing consulting to the legal profession for seven years.

Phil “retired” from corporate life to run a franchise operation for the next 15 years, before being invited to oversee the organisational running of the Best Practice Network and Induction Centres Australia.   

Ian Harris – Best Practice Manager - WorleyParsons

Ian recently joined WorleyParsons as Best Practice Manager, furthering a growing career interest in knowledge sharing within and beyond communities.

Ian’s previous roles included pre-contracts, proposals, estimation and more recently systems development with Aker Solutions Australia. Prior to that, Ian worked in project and plant engineering roles within the chemicals, pulp, paper and metals industries, which began some time ago as a graduate apprentice for Comalco.

Donald Baus – HSE Manager – Transfield Services

Don manages HSE projects and supports HSE activities across the nation and encompasses the co-ordination of TWS HSE Focus Group which seeks to capture, share and develop leading practice activities in the area of Health and Safety.

Don’s previous roles include; an electrical fitter in mining and construction, production management within pharmaceuticals and food manufacturing, and health and safety management within the manufacturing and construction industries.

In addition to his trade and management qualifications Don has completed a Graduate Diploma in OHS, is an accredited QSA Auditor and has gained several other safety related qualifications.

ICA was established in 2004 with the aim of building a national network of workplace training centres offering a safety card which will be universally accepted by participating companies.

The establishment of ICA was the vision of leaders from some of the world’s largest Resource & Energy companies who saw a need to lift the bar on safety awareness within the industry. Foundation support to establish up to [15] centres across Australia was secured from Woodside, BHPB, BP, Mobil, CSBP, Caltex, Shell, WorleyParsons & Transfield Services.

The objectives of ICA are to:

• Significantly improve the effectiveness of induction training for the complex process industry
• Provide a uniform approach to training across the industry, including a recognised qualification system
• Introduce a Complex Process Passport with photo ID Promote and improve health, safety and environmental performance across the complex process industry
• Grow the number of ICA centres in Australia and then globally.

The first centre was opened in Kwinana in 2006, and in 2007 the Kwinana operation relocated to the new centre at Bibra Lake, Western Australia. The next planned site is due to begin construction in Gladstone, Queensland during September 2008, followed by Adelaide, South Australia mid 2009.

We acknowledge the generous financial sponsorship for the Gladstone ICA from Rio Tinto, Queensland Alumina, Boyne Smelters, Alcan Engineering, WorleyParsons and Transfield Services, in conjunction with “blue-card” training facilitators NSS & IFAP.  

Should you wish to open a centre or participate in an induction course, please contact the National Project Co-ordinator, Philip Baker philip.baker@worleyparsons.com  

Preparations for the shutdown went well, however late inclusions of work specifically the Seal Oil Seal Gas scope put the Design & Implementation Teams under pressure to complete their deliverables in line with the Shutdown Group’s requirements. Despite this pressure all personnel responding magnificently and delivered a quality product in time for the start of the shutdown.

One of the main successes of the shutdown was the engagement of Vertical Services to provide rope access to assist in the implementation of the Flare Tower scopes. By using rope access instead of providing a permanent scaffold, both time and costs were saved on the project.

Another significant success during the shutdown was the outstanding performance of the GSSU crew not only did they complete the scheduled scope a couple of days ahead of schedule, but they also managed to complete additional work which has resulted in the cancellation of the unplanned shutdown for October 2008.

Last but certainly not least the safety performance by the Transfield Worley workforce working on the project workscopes during the shutdown was exceptional, with no injuries or first aid cases recorded during the complete 27 days.

As providers of essential services to key industries and infrastructure, sustainability lies at the heart of Transfield Services business.

The Transfield Services 2008 Sustainability Report showcases the efforts of Transfield Services’ employees around the world towards becoming a better service provider, a better employer and a better neighbour.

For Transfield Services, becoming a ‘Better Service Provider’ is about leading the way, managing growth and sustaining the workforce:

• TSI Fund is the second largest provider of wind energy in Australia
• Through the ‘Better Ways’ program, Transfield Services saved clients more than $34 million in 2007 

Becoming a ‘Better Employer’ is about caring for each other, keeping people safe and managing growth:

• Since 1999, the lost time injury frequency rate has more than halved through a focus on safety based training and leadership commitment programs. 

Becoming a ‘Better Neighbour’ means taking responsibility, working closely with local communities and operating in a changing climate:

• Last year Transfield Services launched the Indigenous Participation Program, designed to boost employment and training opportunities for Indigenous Australians, raise awareness of Indigenous culture and expand the team of talented people 

Please see www.transfieldservices.com for the Sustainability Review. The full report will be available early July.

For more information, please contact: Sarah Mathieson-Smith mathiesons@transfieldservices.com

Since 1998, WorleyParsons has been BP’s Alliance partner for the provision of seamless multi-disciplinary engineering services and total project management for BP’s Capital Projects program at the Kwinana Refinery. BP Kwinana’s Capital Projects program is an active project portfolio of approximately 120 projects per annum with annual expenditure in the range of A$65-95 million. The scope includes procurement and project management as well as process, instrument electrical, mechanical, civil and structural disciplines.

One of the key goals of the alliance is to cost effectively deliver solutions which support BP’s short and long term business objectives. 

Key innovations implemented include:

•     Intelligent estimating database which automatically populates both the CTR (Cost, Time, and Resource)   management tool “In Control” and the planning package Primavera

•     Proactive use of FEL, Brisk and other project management tools

•     Benchmarking

•     Secondment of key discipline engineers

BP Kwinana has been acknowledged by IPA as the best BP site globally for the delivery of small and medium projects within all affiliated complex process industries, with a current first quintile industry ranking.  Of recent note has been a significant improvement in ‘micro project delivery’ (projects typically less than AUD 300,000 in value).  This improvement has represented a significant saving to the customer and has transformed an historic problem area for BP into an example of how to execute micro projects efficiently and cost effectively.