Beca Annual Review 2012

FRONT COVER

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2 Beca Annual Review 2012

The year in review

Chairman's Report 4

CEO's Report 5

Hub snapshot – Asia 6

Hub snapshot – Australia 8

Hub snapshot – New Zealand 10

Health & Safety 14

Financial Highlights 16

Market overviews

Buildings 18

Defence and Advisory 20

Industrial 22

Power 24

Transport 26

Water 28

Who we are

Taking care 32

Awards 34

Executive Leadership Team 36

About Beca 38

3Beca Annual Review 2012

Building a leading Asia Pacific professional services company

Trusted by our clients

Respected for our work

Committed to relationships

_Beca House, Auckland


At Beca we have a strong, resilient culture that is the driving force behind the commitment of our people. Our culture is based on the friendships we make, the commitment we have, and the confi dence with which we do our work to provide a valued, professional service to our clients.

This culture is underpinned by our employee shareholding scheme, where every employee feels motivated and empowered to contribute. Together with our clients, we are proud of the successes we’ve achieved together and look forward to future successes.

People

I am particularly pleased to welcome our new Group Chief Executive, Greg Lowe, who assumed the role in April 2012 following several years as Managing Director of our business in Australia. Prior to that Greg was our Wellington Regional Manager in New Zealand.

For many of our people, Christchurch remains a key focus area. The level of support for Christchurch from across our Asia Pacifi c offi ces has really been impressive. We have worked hard with our clients in helping the wider Christchurch community and the rebuild. You can read more about this work in our New Zealand hub and market overview pages.

Recognition

We are proud to have received considerable recognition for our people and our clients’ projects during our reporting period, such as:

NZ Engineering Excellence Awards 2012 – Beca and Fletcher Construction won the Supreme Award for the New Lynn Rail Trench and Station project in Auckland.

Most Reputable Organisation 2012 – Beca was again recognised as one of the most reputable organisations in New Zealand, ranked third after Air New Zealand and Fonterra. The annual survey is carried out by the Hay Group and co-sponsored by New Zealand Management Magazine. This is the third year in a row that we have ranked in the fi rst three positions.

Singapore BCA Awards 2012 – no fewer than seventeen Beca building projects in Singapore were recognised in the June 2012 Building and Construction Authority’s Excellence Awards.

Engineering News Record Top 200 International Design Firms – Beca ranked 75th in ENR’s July 2012 survey of the 200 largest world design fi rms, based on design specifi c export revenue generated from projects outside each fi rm’s home country.

Greg Lowe was recognised as one of Australia’s 100 Most Infl uential Engineers in the Engineers Australia magazine in 2012. During his interview, Greg emphasised the important role that engineers play in envisioning the future, promoting innovative solutions and delivering excellent outcomes to our community.

You can read more in the awards section towards the end of this review.

Outlook

We continue to trade profi tably, despite operating in as tough a market as has been experienced for some years. We are not alone in feeling the competitive pressures of these market conditions, with many of our competitors and our clients also fi nding the environment challenging. We attribute our success to our outstanding staff, excellent clients and, of course, our culture and values. Ultimately, these will provide the building blocks for continued business success in future.

I’d like to thank you, our clients, for your support over the past year and the opportunities you provide for allowing us to work on some of the most exciting and challenging projects in the Asia Pacifi c region.

Chairman’s Report Richard Aitken Executive Chairman


As we grow our global business, we are striving to bring the best of Beca to our clients everywhere – particularly on projects where teams with diverse skills and multinational experience can add real value to our clients’ objectives.

I am delighted to be reporting to you for the fi rst time as Group Chief Executive. With the fi rst year in my role behind me, I continue to be inspired by the technical breadth and geographical diversity of the Beca Group – strong themes you will fi nd throughout this annual review. You will also fi nd examples of the wonderful opportunities that we see across our regions for our clients and for Beca.

One global team

For Beca over the 2012/2013 period, our focus has been on making strong inroads to a seamless Asia Pacifi c business by strengthening our market facing global roles. We have appointed Group Market Directors in Infrastructure (Ian Bull), Industrial (John Boers) and Defence (Thomas Hyde) to lead the integration of our global and local teams to deliver successful projects in a more integrated way. (See their commentary and that of other senior Market Leaders in the market overview pages.)

As we’re heading towards a truly global business, this strategy centres on having a client focus at the heart of everything we do – delivering the best of Beca to all of our clients wherever that may be needed. At the same time, we recently reorganised our New Zealand business into one company, Beca Ltd, which you’ll hear more about from Don Lyon, our Managing Director for New Zealand, in his hub snapshot.

Changing of the guard

Late in 2012 we appointed James Wright as our new Managing Director for Australia. James has over twenty years of senior commercial and project experience, augmenting our client service excellence in this large, exciting and challenging market. You will read his take on our business in Australia in this review.

We also celebrated the appointment of Dr David Carter, well known to many of you, as Chairman of Beca Asia, bidding farewell to former Chairman and Managing Director of Beca Asia, Lee Chuan Seng. Together with Goh Kng Yan, Chuan Seng was one of the founders of Beca’s Singapore business and helped develop the company into one of Singapore’s pre-eminent engineering fi rms.

Highlights

We celebrated a range of signifi cant project milestones, such as the completion of Singapore’s Resorts World Sentosa tourism mecca (see more in the Asia hub snapshot), production of the fi rst reverse osmosis water at the Victoria Desalination Plant in Melbourne and the opening of Christchurch Southern Motorway Stage 1, among many others.

We also secured a number of signifi cant commissions such as the Richmond Terminal Station rebuild in Melbourne, the National University Hospital Centre for Oral Health and Changi Airport Terminal 4 in Singapore, and Burwood Hospital in Christchurch.

We hope you enjoy this review, and we look forward to collaborating with you in the coming year to meet your business and project goals, delivering successful outcomes that enrich our communities.

CEO’s Report Greg Lowe Group Chief Executive


Hub snapshot

Asia

Beca provided consultancy for a wide range of buildings, industrial and infrastructure projects across Asia during our reporting period, in China, Indonesia, Malaysia, Myanmar, Singapore, Thailand and Vietnam.

In the highly active Indonesian building sector, a cross-hub Beca team provided design and consultancy for 18 high-rise developments in Jakarta and two resorts in Bali. Mechanical and electrical (M&E) design for the tallest building in the southern hemisphere, Signature Tower Jakarta, began in 2012, with construction scheduled for completion in 2017.

Industrial clients in the region include General Mills, Swire, Hyfl ux, YTL Cement, Olam and Rolls Royce. Our long-term relationship with PT Vale Indonesia continues at their nickel mine and smelter site with mechanical completion of Phase 1 of the Coal Conversion Project.

High quality, branded consumer foods are heavily in demand across Asia. As a result, food and beverage producers around the region are investing in facilities producing chilled and frozen convenience foods, as well as dairy and nutritional brands. Beca has been working with a number of well-known brands, including Nestle, HEINEKEN, Fonterra, Indolacto, Danone and Coca-Cola. In Vietnam we have been working with Vietnam Breweries on their Tien Giang brewery development.

This year Singapore’s Building and Construction Authority named Beca one of the Leading M&E Consulting Firms in the Green Mark Awards. Beca has won 35 Green Mark awards since 2005, many of them GoldPlus or Platinum ratings. As well as a broad range of quality commercial and residential developments, work was completed on a variety of high profi le projects including several attractions at Resorts World Sentosa, the Giant Panda Forest at River Safari and the new Rolls Royce Campus at Seletar.

Our newly-established Singapore traffi c modelling and transportation team secured a number of assignments in the education sector, as well as the Downtown East theme park complex.

The visit by US President Barack Obama and NZ Prime Minister John Key to Myanmar in 2012 highlighted that country’s return to the world stage. Beca’s team in Yangon was established 20 years ago and plays a key role in our Asia-based operations.

In China, we continue to work with hotel and resort developers by providing M&E engineering services. We have been working on projects in 34 cities across China, with clients ranging from Hilton and MGM to Mapletree and Ascendas.

Resorts World Sentosa tourism mecca complete (Singapore)

One of the world’s largest tourism projects, the S$6.5 billion Resorts World development covers over 40 hectares on Sentosa Island. It includes a beachfront hotel, an exclusive spa facility, the Maritime Experiential Museum and Marine Life Park, the world’s largest oceanarium (pictured). In collaboration with Meinhardt, Beca provided M&E engineering services for a number of the resort’s projects.

Paul is Beca’s Managing Director, Asia. Over more than 30 years with Beca he has played a key role in the company’s transition from a New Zealand business into an international one.

Paul White Managing Director Asia

te g Director

_Resorts World Sentosa


Beauty World Station (Singapore)

Beca is providing Qualifi ed Person (QP) Supervision services for the Singapore Land Transport Authority’s (LTA) C916 MRT Station at Beauty World and Tunnels for Downtown Line 2.

St Regis Jakarta (Indonesia)

Beca is providing M&E for The St Regis development, which comprises a 48 storey Grade A offi ce tower and a 29 storey Starwood hotel on a common fi ve level basement (not pictured).

Changi Airport Terminal 4 (Singapore)

Beca is working on the design and engineering for this prestigious project as part of a consortium including SAA Architects, Benoy Ltd and AECOM (not pictured).

VivoCity Nanhai (China)

Beca and partners are working to provide economical, environmentally friendly and effi cient M&E systems for this four-storey shopping mall in Guangzhou province, Mapletree’s second VivoCity mall in China.

Key members of our Asia leadership team

_Beauty World Station

_VivoCity Nanhai


Bringing a fresh approach and our commitment to great service and quality, we continue to deliver value to our clients in Australia across various markets.

We have not only maintained, but in a number of areas increased our market share in Australia despite challenging conditions. This is a testament to our focus on our most important priority – quality service and enduring relationships. Clients like Melbourne Airport, SP AusNet, Schweppes, Lion and the Department of Defence have been with us for the long haul, and it is thanks to these deep relationships and the support we have been able to provide that we are now providing services for many of these clients beyond the borders of Australia.

We are also fostering our relationships with key contractors as we build on our reputation as a desirable partner in the design and construction space. Leveraging our capabilities from across the whole Group, we bring strong technical innovation to projects as well as local decision

making which makes us a responsive and dynamic partner. Another key benefi t to design and construct teams is the cost advantages of being able to use our skills base in New Zealand. Working in similar time zones and with equivalent capabilities and productivity, we can make our services seamless and the value compelling.

Beca’s Health and Safety record in Australia continues to be something we are proud of, and during the year the company has continued its progress evolving a best practice safety culture.

Key highlights

In the water market, highlights include our involvement in the Water Resources Alliance and being selected to the Sydney Water Facilities panel. We are also undertaking an increasing number of water projects in Queensland for major asset owners including Queensland Urban Utilities, Seqwater, Linkwater and Gold Coast Water, as well as for constructors as part of

One of our main differentiators is that we have access to best practice in New Zealand and around the Asia Pacifi c that is exportable – the kind of high quality technical services in areas that are in demand in Australia. We have also expanded our Australian team with some very talented and industry-recognised individuals.

Hub snapshot

Australia

James joined Beca in November 2012. With over 20 years’ engineering and construction experience, James has held senior leaderships roles – particularly in infrastructure and mining and metals sectors – across the Asia Pacifi c.

James Wright Managing DirectorAustralia

r


design and construct consortia. Through the year we were excited to formally renew our relationship with one of our foundation clients, Coliban Water.

No review would be complete without mentioning our involvement in the Victorian Desalination Project, an asset that has performed very well during its commissioning testing. According to project partner Thiess, this is testament to its design and construction quality. In 2012 the last of Beca’s 300 people working on the project returned to the fold much richer in experience and understanding of the kind of collaboration it takes to get such a signifi cant project completed successfully.

In the transport sector, we continue to play a signifi cant role in the airports sector with runway upgrades and other consulting services work for Melbourne and Brisbane Airports, as well as regional and defence airfi elds across Australia. We have also been privileged to work with clients such as RailCorp, Transport for NSW,

DTMR and VicRoads. The opportunity to work on many tender designs means we have been able to highlight our skills and ability to work collaboratively with contractors and end customers across the board.

As you will see in the Industrial market overview, we are also performing strongly in the food and beverage sector, where our global diversity allows us to support local clients who are expanding their operations into Asia, particularly with changing markets for dairy produce.

Some exciting recent developments include opening an offi ce in Adelaide off the back of successful power projects and the strong relationships we are building with clients such as SA Power Networks. Similarly, we are confi dent our growth in the Queensland market will be well supported as we move our Brisbane team into bigger and better premises in 2013, closer to our key clients.

Client service and quality in action

“ Your ability to use innovative methodologies to clearly articulate our journey, both through clear reporting and unique visualisations, continues to be widely used to communicate the Royal Australian Navy challenge and pathway in this complex environment. With multiple projects all vying for resources, information, stakeholder engagement and executive direction, Beca has been able to provide a willingness and commitment to support us.” Carl Oberg – Commander, Royal Australian Navy

Smart consulting

In Australia we’re fi nding an increasingly valuable service we provide is ‘smart consulting’ – helping our clients in asset intensive industries such as mining, industrial, power and water to make the most of their assets and streamline their processes.

For example, we’ve helped SA Power Networks to identify bottlenecks in their fi eld maintenance scheduling to speed up the process, improving communication along the way. We use tools such as Lean Six Sigma as well as our signifi cant asset management experience to help our clients become more effi cient and productive.

We also seek out opportunities for our clients to access available initiatives where possible. For example, for Lion, we’re capitalising on government energy effi ciency policy by helping the company to gain grants for energy effi ciency upgrades.

We recognise that what we do has to be relevant to our client’s business outcomes, whether it is planning, engineering design, project management or any other fi elds of expertise within Beca. We’re asking ‘What can we do to make you more successful?’ Find more on our work for clients in this area in the Defence and Advisory market overview.

_RAAF Airfi eld inspections, Darwin


Don Lyon Managing DirectorNew Zealand

Don leads our New Zealand operations, bringing his passion for service excellence and business strategy to his leadership role as well as advising key clients. A strategic project director and town planner with 25 years’ experience, he has been involved with many of New Zealand’s largest planning, development, infrastructure and consenting projects.

Simplifying our business

Our New Zealand business is very diverse, employing 1900 people across many disciplines and markets that have grown organically over our 95 year history. This growth has led to some complexity in our structure.

To make it easier and more transparent for our clients to engage with us, we’ve simplifi ed most of our New Zealand operations through a single trading entity, Beca Ltd. From a day-to-day perspective, our clients will still deal with the same Beca people. From a commercial and contractual perspective, we believe that dealing with Beca Ltd will be simpler, providing effi ciencies for both our clients and ourselves.

Operating a single integrated NZ business also enables us to provide a best for project outcome, tapping into the best people wherever they may be across Beca, in a more seamless way. We can offer local solutions for local clients, with the substantial back up of Beca global resources and expertise.

Hub snapshot

New Zealand


While the New Zealand economy remained volatile and relatively tight in the 2012/2013 period, many of our clients have observed some emerging opportunities for growth. From a Beca perspective, parts of our New Zealand business have been very successful while other parts have been challenged. Our large buildings team has particularly shone in the past year, not only through the continued demand for seismic engineering support, but also delivering many projects for major clients across the healthcare, education, government, entertainment and defence sectors.

We are excited to have recently won several signifi cant new commissions that, in time, will also provide a positive forward workload for contractors nationwide. These include the Burwood Hospital in Christchurch, Terrace Tunnel Duplication, Wellington Airport’s southern terminal expansion, Tauranga’s Hairini Link and the University of Auckland Science Centre.

We were also very active internationally, working on projects as diverse as the 2015 Pacifi c Games Village in Papua New Guinea, PT Vale’s Indonesia nickel smelter, the 111-level, Signature Tower Jakarta, Changi Terminal 4 and 18 high-rise developments in Indonesia with total fl oor area greater than the entire Auckland CBD. Our New Zealand business seeks to earn at least a quarter of our revenue from international projects by collaborating with other hubs or getting our people out there – successfully exporting the best of our technical expertise. This also has positive benefi ts for NZ clients as we bring the best of international expertise and experience back and apply it to local projects.

On the operational front, we opened our eighth New Zealand offi ce in Palmerston North in August 2012, led by David Yorke. Already we are seeing great interaction with clients in the Manuwatu region, particularly the Councils, Massey University and the RNZAF base at Ohakea, where we have managed a number of signifi cant development projects in recent years. Our Hamilton offi ce is steadily diversifying its offering to Waikato-based clients, adding power, structural and building services engineering in the past year – we are now 40-strong in the region. These investments mean we are much better placed to service the central regions of the North Island.

We are growing substantial capability in operations and maintenance management support and in asset management and advisory services. Looking forward, Beca is well-placed to assist our clients in servicing the full business life-cycle from business strategy and conception through consenting, design, project and cost management, operations and performance support, maintenance programmes and retirement or disposal of assets.

For example:

We have a number of people embedded in the NZ Steel Glenbrook Engineering Services team, providing long-term engineering support services to maintain an effi cient and productive plant.

We’re part of the Auckland Motorway Alliance (along with NZTA, Fulton Hogan, Opus, Resolve Group and Armitage Systems), which was recognised last year for delivering NZ$23 million of cost savings, while developing innovative approaches to highway management that have been adopted all around the country.

In the infrastructure space, work continued on a number of signifi cant capital projects, including the Waterview Connection, Tauranga Eastern Link, Auckland Manukau Eastern Transport Initiative and Christchurch Southern Motorway. We are proud to lead the way in supporting the full range of project delivery models, with involvement in the country’s fi rst school to be designed, built, fi nanced, and maintained under a public-private partnership (PPP) model at Hobsonville, and as building engineers for the 960-bed men’s prison at Wiri in South Auckland.

In 2012, we saw a renaissance of structural engineering in New Zealand following the Canterbury earthquakes of 2010/2011. For us that meant a proliferation of seismic assessments and reviews, from preliminary assessments for property portfolios to Initial Evaluation Procedures (IEPs) and detailed seismic assessments.

As part of this work our structural teams are pushing the boundaries and looking at other issues and hazards that may affect our clients’ buildings – going beyond traditional structural advice. We provide a ‘one stop shop’ for our clients, with everything from property valuations to retrofi tting advice, alternate uses for buildings and project management. Our team has been strategic advisors for entire property portfolios of a number of high-profi le large corporates, including ANZ, Westpac, NZ Railways, Victoria University of Wellington, Lincoln University and Air New Zealand.

_Waterview Tunnel Boring Machine ceremony

Countrywide, we have been helping clients look after their businesses and become more effi cient. For many it was a case of squeezing more out of their assets rather than signifi cant new capital spend.

Transforming Christchurch Together continues next page


Rising to the challenge

Across Beca, our people have risen to the challenge of transforming Christchurch. Beca’s long-term presence in Christchurch grew extensively post-earthquakes and our team in the region now numbers 250. In response to the need for pulling expertise together across our business, a ‘Christchurch North’ offi ce was established in Auckland, providing dedicated support to those on the ground and enabling clients in Auckland to work directly with a Christchurch-focused team.

Beca teams working closely with Christchurch clients in the past year include geotechnical, project management and architecture – alongside our traditional strengths in structural and infrastructure engineering. Demand for other disciplines such as building services is now growing rapidly.

Creating effective programmes

Due to the nature and scale of the earthquake damage, many of our clients, including insurance companies, are putting Programme

_Christchurch vista from Port Hills

Transforming Christchurch Together

In Christchurch we are presented with opportunities to work on a vast range of exciting and challenging projects, many of which are on a large scale with multiple projects being delivered on parallel programmes. With a genuine commitment to create a city better than before the earthquakes, with resilient infrastructure and buildings providing great facilities and amenity, the projects we are working on with our clients in Christchurch provide the opportunity for creativity and innovation.


Management Offi ces (PMOs) in place to manage the workload. We’ve brought our experience with the Auckland City Stormwater Programme and the 2009 Housing New Zealand Upgrade Programme to Christchurch; working with Deloitte to implement and operate a PMO for CERA’s work programme. This PMO provides structure and monitoring for the overall Canterbury Earthquake Recovery. We also designed and implemented a PMO, together with supporting technical and engineering services, for the Medical Assurance Society’s residential rebuild and repair programme. Our PMOs aim to effectively and effi ciently achieve large or complex undertakings, enabling wide market engagement and providing focus for the participants towards even better outcomes.

Strengthening vital infrastructure

Beca is fi rmly embedded in the Stronger Christchurch Infrastructure Rebuild Team (SCIRT) alliance – a fi ve year programme of works to repair or replace the city’s damaged horizontal infrastructure services. As part of the central

integrated services team (along with 20 other organisations) we are playing a leading role in surveying, planning and asset investigation. We are also one of the four lead design teams.

Beca is also providing engineering services for the Christchurch Wastewater Treatment Plant, where earthquake damage totalling over NZ$100 million has been identifi ed. Major repairs are in progress on large water retaining structures and 15km of oxidation pond embankments. Using a ‘One Beca’ approach, over 300 staff members from 36 different areas of our business around New Zealand are involved. This work has recently expanded to Banks Peninsula water and wastewater assets.

In the seismic engineering space, we’re working directly for a number of corporate clients, the Christchurch City Council, universities and a range of property developers to strengthen their existing structures as well as design new ones.

Celebrating 50 years in

Christchurch

_Cardboard Cathedral Project Manager, Johnny McFarlane

Across Beca, our people have risen to the challenge of transforming Christchurch

Guiding a new icon

The Christchurch Transitional Cathedral, known as the ‘cardboard cathedral’, has been a talking point locally, nationally and even internationally for its innovative use of new materials. The structure is created using one hundred 16m-long cardboard core columns, 600mm in diameter with 8mm wall thickness. Beca is managing the design and construction of the cathedral, which will provide a temporary home for the Anglican Bishop and Diocese, St John’s parish and the local community.


David Carter Group Health, Safety and Risk Manager

Passionate about nurturing a culture of mindfulness, David leads Beca’s drive for improved health and safety practice. His background is in geotechnical engineering and commercial and design management of major projects.

Health & Safety

Fundamental to sound health and safety practices must be a self-belief in the importance of every person’s quality of life. Without this value, it is too easy to accept ‘accidents’ as simply events that ‘just happen’. Even the word ‘accident’ itself implies a certain fait accompli.

By virtue of Beca’s geographic spread, we are privy to a wide variety of health and safety practices, and inevitably some of this will be due to differing values. However, while acceptance may vary at a societal level, the personal impact at individual and family level is just as great, regardless of culture.

As the world becomes smaller and our businesses become more global, there is both the ability and expectation to achieve the world’s best health and safety practices across all markets. This focus is mirrored by governments who are trending towards common standards albeit from different starting points.

For example, in Australia the introduction of the new common federal laws seeks to provide a unifi ed system across all states and imposes a proactive requirement on management to monitor and address health and safety practices. Furthermore, examples of poor practice leading to injury result in reasonably frequent prosecutions.

In New Zealand, the health and safety task force has just reported to the government and many of the changes are expected to more closely mirror the Australian approach. In Singapore, the government has recently introduced the BizSafe accreditation. It is currently considering introducing a SafeMark system for buildings that have been designed to be built, operated, maintained and ultimately demolished safely. The BizSafe system has been welcomed by people across our business.

Culture change is key

Our activity as international consultants ranges from helping to refi ne or reinforce examples of leading practice in certain markets or jurisdictions through to literally helping others to start on the journey. And while the actual behaviours may differ, the one common element is culture, which is inevitably underpinned by a value for life.

Effecting culture change requires a respect and understanding for different cultures plus an understanding that culture change takes time. Forcing international best practice through compliance can be made to work in the short term while high levels of supervision/compliance monitoring are maintained. But is it impractical to watch every action and therefore, as soon as monitoring is reduced, poor practices are likely to return.


Extending this analogy to Beca, we know we will have succeeded when an employee working on a remote site in a remote location, and where health and safety practices are poor, acts in an even safer manner than they would on an exemplar site.

Multiple messaging on multiple fronts

The other signifi cant challenge with effecting a positive culture change is that in most cases people spend less than 50% of their ‘awake’ hours at work. Expecting our people to behave differently at work than at home, by effectively ‘fl icking a switch’ when they walk through the door, is unrealistic. Furthermore ‘casual’ practices tend to creep in with time. So we must continuously reinforce both principles – and even the basics – through ongoing consistent messaging.

As a result of the NZ Royal Commission of Inquiry’s report into the 2010 Pike River coal mining disaster, it seems inevitable that the responsibility of company directors with respect to health and safety will be clarifi ed, no doubt requiring an increased focus – and rightly so. However, to achieve the desired culture change, the added responsibilities placed on companies needs to be matched with parallel efforts to raise health and safety awareness within our communities outside of the workplace.

Safety by design recognition

*A highlight in New Zealand was jointly winning Transpower’s ‘Best Safety by Design for Projects or Maintenance’ award at their annual STAR (safety, thanks and recognition) awards celebrating safety in the electricity

industry. The award, shared with Transpower, AECOM, and Transfi eld Services, recognised the Haywards Synchronous Condenser Refurbishment project team for the best safety by design in the planning stage.

Getting everyone

home safely at the end

of each day remains

our number one goal

_Internal campaign as part of Home Safety Week


$406.5Annual revenue for the year ended

31 March 2013 (NZD millions)

New Zealand* 57%

Australia 29%

Asia 14%

Breakdown of Revenue by Hub

*Includes revenue earned overseas by New Zealand based companies

Buildings 22%

Defense & Advisory 7%

Industrial 24%

Power 10%

Transport 24%

Water 13%

Breakdown of Revenue by MarketBuildings 22%

Defense & Advisory 7%

Industrial 24%Power 10%

Transport 24%

Water 13%

Financial Highlights

The Beca Group delivered a good fi nancial result in 2013 against a backdrop of challenging market conditions. In recent years the business has adapted well to a persistently diffi cult economic environment, focusing on cost control, effi ciencies and conservative fi nancial management to protect profi tability, while continuing to invest in our people, our processes and our client service.

Beca’s strong balance sheet position provides fi nancial fl exibility and leaves the Group well positioned to take advantage of market opportunities as they arise. The future fi nancial performance and long term prospects of the Group remain as always very much dependent on our ability to continue to deliver quality outcomes that serve the needs of our clients.

New Zealand* 57%Australia 29%

Asia 14%

%A


Buildings

Defence and Advisory

Industrial

Power

Transport

Water

Market overviews


Buildings

Across global economies, the buildings construction industry can be a leading or lagging indicator for overall economic direction. A signifi cantly reduced level of activity throughout the Australasian and Asian markets has kept contractors’ margins low, even in the Australasian buildings market’s “middle earth”, the Christchurch rebuild. However, Beca continues to grow in several key markets and in areas where clients seek our technical expertise.

We have seen our clients take a much higher level of interest in risk management of their buildings assets, and also in the care being placed on the safety of the people within them. Our seismic and structural expertise has been particularly sought after. Clients are taking an active interest in Beca’s international expertise in resilience and we are encouraged by their active participation in comparing design options we are presenting. We are delighted to share our fi rst-hand experience and expertise with our Asia Pacifi c clients.

In Christchurch, now with over 70% of central business district buildings demolished and with only a few more to go, local developers are pushing hard to start the rebuild, which we fully support. Central and local governments are exploring ways to fund various anchor projects such as the Convention Centre, Justice Precinct facilities and local council facilities (libraries and

sport facilities). We are delighted to have been awarded the engineering services for the new Burwood Hospital project, and we look forward to contributing to the community health and wellbeing.

While funding option studies delay construction and with the possible elongation of a peak activity, we see local supply chain expertise will be stretched. These construction pressure points are not new to us, with examples over the last 10 years in Singapore, Indonesia and Auckland. The need for clients to appreciate the subtleties of the supply chain risks is a key focus of our project and cost management team, together with the technical perspectives of our engineering group. As with all construction projects, irrespective of geography, using the full extent of the time available for planning will offer better results for our clients.

We are witnessing more internationalisation of investor/developer clients throughout our Asia Pacifi c footprint. From Christchurch to Beijing our clients are expecting the same level of service, modifi ed to suit their local cultural perspectives no matter where they are doing business. In many cases we are operating within multi-country project delivery teams, and sometimes multi-country joint venture clients. Examples include the two largest mixed used developments currently under design in

_University of Auckland Medical School Laboratory Facilities - International research labs continue to require high tech solutions

Natural disasters throughout the world, particularly in the Australasia-Asia region, have been a poignant reminder of the need to manage risk in our built environment. Our clients appreciate that underlying engineering risk management is a serious tool in the fi nancial as well and construction world. Disciplines like hydrology, geotechnical, fi re safety and structural resilience are all areas that we combine to help create a safer built environment.


Singapore (both with Malaysian and Singapore JV clients), several China projects and working with European business owners for Australian projects.

Design management is a core skill we offer throughout our Asia Pacifi c business. The internationalisation of design and production means many of our clients in China, Indonesia, Singapore and Australasia have introduced this service to their projects, be it for ‘mission critical’ facilities like data centres, critical manufacturing plants or in the commercial or institutional sectors. In China in particular, the tourism market remains highly active. The drive to lift the quality of the outcomes has seen design management and commissioning management areas grow in demand. With these front and rear program services, we are delighted to be at the forefront of lifting project quality expectation.

Beca has always promoted sustainability of both environmental and economic perspectives. In recent times, the world attention as well as increased business activity in Myanmar has been profound. Our offi ce in Myanmar has been operating for over 30 years, with dedicated staff at a sustained level of over 50 for many years. Our six-monthly rotational staff training programs in other offi ces in Asia, we expect our long term presence in this exciting country with so much potential to gather momentum.

A focus on…technology

To meet the demand for effi cient, safe and effective buildings, we continue to use advanced technology software design tools and the use of modelling, in providing solutions. The technologies within the buildings themselves also continue to improve, with high performance glazing/façade, damage reducing structural design and various building services utilising environmentally sustainable design techniques and systems. Our clients and stakeholders are showing increasing interest in these advancing technologies, and we are delighted to be part of the market education process.

In Singapore, the use of 3D design tools like Revit is now well embedded, with a change in Building Authority submissions in 2013 now requiring electronic 3D models, from the ‘old system’ of layering convention for automated electronic submissions. In New Zealand, this initiative is also being considered by government in a drive for industry effi ciency. This may force an investment in systems and training within the industry (as we saw in Singapore). However, a cautious approach is needed while decision-makers both within the construction market and government grapple with understanding the full extent of technical utilisation and the resultant cost.

Transferring how we use design techniques and technology across industry sectors is now commonplace – and many clients are benefi ting from this knowledge transfer. We recently employed bridging design expertise on a 50-level high rise building in Singapore, where the challenges of a 'leaning' highly asymmetrical building have offered our engineers the opportunity to think outside the box. From the data management and reporting of large property portfolio projects through to the ICT (information communication technology) component of the new Changi Terminal 4, a pan-Beca team solution is key to successful outcomes for our buildings clients.

Mike Quirk Market Leader Buildings

Mike has operated in the buildings market in a number of locations, including the UK, Australia, New Zealand and Singapore, where he was Managing Director for Beca Asia. He has been involved in leading commercial and master-planning projects in concept and design, with a focus on health, and mission critical facility projects.

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_Signature Tower Jakarta, Indonesia - The Jakarta skyline will soon be dominated by the 111 storey building

_ Breitling boutiques, Australasia - Architectural design for multiple luxury retail zones

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_ Christchurch Temporary Stadium - ‘Full scrum’ from the Beca engineering team for this fast-tracked project

Key contacts

Asia Australia New Zealand

Leong Kok Yeong Michael Warne Chris Dunlop

_AUT Sir Paul Reeves Building, Auckland - Creating environments to facilitate learning and engagement


Across the Asia Pacifi c, our clients in industry, central and local government increasingly need to do more with less. This means they often need to step out of their core fi elds of expertise and into the territory of business improvement for innovative ways to fi nd fi nancial and operational savings – while keeping essential services and assets performing well. These services are particularly relevant for clients with a large asset base.

This is where Beca has been able to help. We’ve been offering advisory services to clients in the defence, industry and wider public sector for quite some time.

In Australia, around 20 people are working in advisory and delivery roles to improve the Navy’s engineering and safety culture. This work includes developing a clearer understanding of seaworthiness through improved ships’ maintenance, a measurable decrease in poor safety practices, and building better engineering management processes.

For other clients such as Coliban Water in Victoria and SA Power Networks we’ve been doing similar work, looking at how changing processes and enhancing accountabilities can help them achieve more within the same timeframes and budgets. And we have worked with Melbourne’s Yarra Trams to review their maintenance practices, resulting in signifi cant operational savings.

In New Zealand, we’ve had affi rmation of our strong relationship with the Defence Force by winning the Ministry of Defence Award for outstanding commitment over a long period of time. We’re also working on a plan to assist the Defence Force with effective utilisation of its land and infrastructure long term to 2050.

Thanks to the business consulting skills of key staff members who have developed excellent relationships with water, defence and power industry clients, we’re now doing the type of work typically associated with the big four management consultancies. At the same time, being part of an engineering consultancy means we really understand asset intensive industries.

For asset intensive clients, an engineering understanding is a core part of their business… and this is what we bring. Beca is unique in that we bring together asset performance and business performance and can leverage technology for better outcomes for our clients.

Defence and Advisory

_Yarra Trams, Melbourne


A focus on…risk and asset management

As a result of the earthquakes in Christchurch, we have seen a lot of hidden risk in businesses that executives need to understand. These include aspects like life safety, business continuity and resilience, as well as identifying capital spending needs to future proof the business.

During 2012 we developed a ‘Healthcheck Framework’ for business resilience. Beca has skills and experience in many of the areas identifi ed, so we have been pulling these together in a way that will make it easier for our clients to understand the risks and work on how to mitigate them. We aim to provide a comprehensive decision support service for our clients.

We also continued to assist the Christchurch Earthquake Recovery Authority (CERA) Operations Team in Canterbury with aspects including multi-agency stakeholder analysis, workshop facilitation and risk analysis.

On the technology front, there were interesting developments to help clients get better use out of existing assets, with Beca software engineers assisting with Bluetooth tracking for transport networks and developing tablet technology to support business process improvements.

We are also helping our clients to use emerging technologies including unifi ed communications, augmented reality and gesture-based interfaces.

Thomas leads the integration of all Defence activity across Beca and is also responsible for developing our business consulting services. He has strong relationships with many of our clients in the advisory markets and a track record in developing innovative solutions for their projects.

Key contacts


Paul White Craig Lee Matt Ensor

Thomas Hyde Group Director Defence and Advisory Markets


Key milestones:

Tasco sawmill completed for Dongwha Timbers: Beca AMEC was the design engineer, construction manager, commissioning manager and overall project manager for a new sawmill in Bombala, New South Wales. Dongwha is an international solid wood products company who has invested strategically in areas where there is market growth.

Wairakei bioreactor a world fi rst: A NZ$30 million tubular-bioreactor system is helping Contact Energy meet new, tighter resource consents for the Wairakei geothermal power station, introduced when studies indicated hydrogen sulphide was damaging nearby aquatic environments. The biological treatment facility has been designed to remove hydrogen sulphide from the cooling water before it is discharged into Waikato River. Beca’s Rob Fullerton has been involved with the bioreactor for the last 10 years, and a large Beca team

has provided process, mechanical, instrument and controls, civil, structural, and construction observation services.

Newcrest mining commission secured in Fiji: Erasito Beca (Beca’s Fiji-based joint venture with Erasito Consultants) secured a signifi cant commission for a prefeasibility study for the proposed Namosi Gold/Copper mine north of Suva. The mine is being developed by Namosi Joint Venture Ltd which includes Australian mining company Newcrest.

Over his 37 year career with Beca, John has worked across our food and beverage, mining and metals, forest industries and oil and gas markets. This gives him an in-depth understanding of the differing client needs across these segments and an enduring commitment to meeting those needs.

John Boers Group Director Industrial Marketsets

Our operating sectors

Sector Clients include

Mining and Metals BlueScope Steel, Cockatoo Coal, Macarthur Coal, Newcrest, Nyrstar, NZ Steel, Ok Tedi, PT Vale Indonesia, Xstrata

Food and Beverage Coles, Fonterra, General Mills, HEINEKEN, Indolacto, Lion, Nestlé, Schweppes, Sugar Australia, Swire

Oil and Gas Ballance, Methanex, OMV, Origin Energy, Refi ning NZ, SANTOS, Todd Energy,

Forest Industries Australian Paper, Carter Holt Harvey, Dongwha Timbers, Norske Skog

Chemicals Ballance Agri-Nutrients Kapuni, Orica

Industrial

_Wairakei bioreactor, Taupo


Key contacts


Callan Lam Matt Kebbell Bryce Whitcher

With increased opportunities in the mining and metals industry across Indonesia, New Caledonia, Papua New Guinea and Australia, we can refl ect on a year that has really expanded Beca’s horizons in delivering sustaining capital services.

This focus on sustaining capital for our clients has meant we’ve been able to bring a consistent approach to Health, Safety and the Environment in remote, diverse locations as well as producing practical, value-adding advice.

In the forest industries area, a decline in newsprint due to changing consumer demands has led to new opportunities. Beca AMEC is involved in two signifi cant projects where our clients are investing in their businesses to meet the market. For these projects, our relationship with leading international companies allows us to offer world class solutions to our clients.

When it comes to infrastructure and brownfi eld engineering, the oil and gas market is providing signifi cant opportunities in Australia, Papua New Guinea and more recently Indonesia.

A focus on…food and beverage

As Beca becomes increasingly globalised (along with many of our key clients in this market), we continue to make changes to the way we are structured and do business, with the ultimate goal of making it easy for our clients to work with us. As we have gained momentum – over the last 12 months in particular – we are already seeing the benefi ts of these changes.

Since Mike Kelly took on the role of Group Market Segment Leader – Food & Beverage last year, he has led our strategy to adopt a global client policy. This policy seeks to offer our clients the highest level of service wherever they are operating, with our best practice delivery approach and most skilled people. For example, we are delivering fi ve projects for HEINEKEN (on an EPCM basis) in four countries (Papua New Guinea, Indonesia, Solomon Islands and Vietnam). Likewise we have worked with Nestlé and Coca-Cola Amatil in four countries and with Fonterra in six.

As a number of our clients are investing substantially in the Asia Pacifi c region, they want to increase the effi ciency and consistency of project delivery across their international hubs. Beca’s strategy answers that need and also enables us to establish a common global dialogue with our key clients.

We remain committed to growing and changing with you, our clients, and nurturing the long term relationships we value.

_Vietnam Brewery_Tasco Sawmill, Bombala


Ian Christmas Market Leader Power

While objectives such as ensuring security of supply, promoting energy effi ciency and increasing renewable electricity generation are still critical, there is a great deal of pressure on our power clients to optimise their cost of supply.

Investing capital to maintain and upgrade assets can impact costs for customers, who may not feel the immediate benefi t or understand long term drivers. At Beca, we are increasingly focusing on working with our clients to fi nd effi ciencies, working with them to extend the life of their assets and optimising maintenance where possible.

Beca’s business is built on strong, enduring relationships with our clients and focusing on quality and timely delivery of projects.

Highlights of 2012/2013 include our expansion in solar generation, our growing partnerships internationally, and growing our client base beyond our traditional borders of Australia and New Zealand.

A focus on…transmission

In Australia, one of the projects we are most proud of is our work on SP AusNet’s Richmond Terminal Station in Melbourne. This project has presented a number of challenges, principally upgrading a large site constrained at its borders and presenting geotechnical challenges. Our ability to bring in not only high voltage engineering but also specialist geotechnical and structural engineering has driven this complex project forward. We have also brought ‘smart consulting’ skills to our work with power clients such as SA Power Networks, using tools like Lean Six Sigma to help improve business outcomes (see the sidebar in our Australia hub section).

In New Zealand, we have had the privilege to work on a number of signifi cant projects for Transpower that have been running for several years. These include the North Island Grid Upgrade project (Beca was involved in both stations at the ends of the 400kV capable line and also on the line itself), HVDC Pole 3, North Auckland and Northland (NAaN) Grid Upgrade and Wairakei Ring (a 220kV double circuit from Whakamaru to Wairakei).

We have also assisted Transpower with several Transmission Tactical Upgrade projects to get more power down the lines.

Power

We have built a reputation around outstanding leaders in their fi eld, supported by strong delivery-focused processes. Our strength lies in understanding the technical drivers and fi nding solutions for our clients that not only suit the project, but also provide fl exible options for the expansion of assets in years to come.

We are particularly proud of our work on the Haywards Synchronous Condenser Refurbishment project. For this project we were joint winners of the 2012 Transpower ‘Best Safety by Design for Projects or Maintenance' STAR Award, as part of the team providing the best safety by design in the planning stage. We shared the award with Transpower, AECOM and Transfi eld Services.

Ian coordinates and leads the group power market activities and is based in our Brisbane offi ce. Having started some 25 years ago, we have grown a large group of power specialists based across Australasia delivering projects to a wide range of clients.

_Bamyan Renewable Energy Programme, Afghanistan

_Norske Skog geothermal upgrade, Kawerau


A focus on… generation

In Australia, wind and solar activity is growing and this is an area we are proud to be involved in. The political environment, and potential changes in renewable energy targets, is creating some uncertainty for the future development of renewables. However, we are busy in this area and pleased to work with our clients to develop a cleaner Australian generation environment.

A good example of our activity in this space is the variety of engineering services we provided to First Solar on Australia’s fi rst large-scale photovoltaic solar project, the Greenough River Solar Farm near Geraldton, Western Australia. The farm will provide power for the Southern Seawater Desalination Plant, which provides drinking water for Perth and the south-west.

Internationally, we are proud of supporting the New Zealand Aid Programme in the delivery of the Bamyan Renewable Energy Programme in Afghanistan. This scheme will install

approximately 1MW of solar power generating equipment, creating a sustainable electricity supply for residential and commercial properties as part of the provincial reconstruction efforts. We are also helping mining clients such as Ok Tedi in Papua New Guinea and PT Vale to optimise their site power supplies.

New Zealand produces a higher proportion of its electricity from renewables (approximately 75%) than most other countries. While there are consented generation projects to meet growth over the next fi ve to ten years, demand for power has fl attened and there is no need at present for new build projects.

In the geothermal area, Beca was part of a team who worked on a ground-breaking, world-fi rst project: Wairakei Power Station's new bioreactor (see more in the Industrial market section).

Another highlight was working on Norske Skog’s 30MW geothermal upgrade project at Kawerau, which was commissioned late

last year. Beca AMEC provided a wide range of services from the pre-feasibility phase to detailed design, including project engineering management, geotechnical, civil, structural, fi re engineering and mechanical and electrical design services.

Looking forward

We have some exciting opportunities to continue to develop our transmission and generation markets and capability; and in particular to do more work with our international clients and partners. Challenging new opportunities brings growth for our team and we look forward to developing even stronger client partnerships as we work on new projects together.

Key contacts


Leong Kok Leong Ian Christmas Peter McCafferty



Transmission ElectraNet, Electrix, Leighton Contractors, Orion, SP AusNet, Transpower, Vector, Zinfra

Generation Contact Energy, Energy Australia, First Solar, Meridian, Mighty River Power, Origin, TrustPower

_SP AusNet




Airports Adelaide Airport, Auckland Airport, Brisbane Airport Corporation, Changi Airport Group, Christchurch International Airport, Hawke’s Bay Airport, Hobart International Airport, Melbourne Airport, Wellington International Airport

Ports & Marine Ports of Auckland, Port of Melbourne, Solomon Islands Ports Authority, Waterfront Auckland,

Rail Land Transport Authority (Singapore), KiwiRail, MacDow, Transport for NSW

Road Auckland Transport, Department of Transport, Government of Belize, NZ Transport Agency, VicRoads

Ian leads our infrastructure markets across all hubs. His background combines successful leadership and growth of the NZ infrastructure business with a long track record in multidisciplinary projects in many of our key markets internationally.

Ian Bull Group Director Infrastructure Markets

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Transport

_Newmarket Viaduct, Auckland


The challenging fi nancial climate doesn’t mean that large new developments aren’t happening, but, particularly in New Zealand, they have slowed down signifi cantly. Clients are looking to fi nd creative ways to unlock funding, such as public-private partnerships (PPPs). We continue to seek out these opportunities to grow our involvement across all phases of this delivery mechanism.

Meanwhile, Beca continues to be involved in a portfolio of major capital projects across New Zealand, while also undertaking feasibility studies for transport solutions in major urban centres.

As our clients continue to seek ways to improve the performance of their assets, our talented team of intelligent transport and traffi c operation specialists are actively involved in supporting them. For example, we are using smart technology solutions such as Bluetooth tracking to measure the performance of transport networks. We also have a team working in the long term Auckland Motorway Alliance to help operate and maintain the Auckland motorway network.

In Australia, we’re increasing the footprint of our road business by building on our success in design and construct and alliancing projects. There is great potential in this area, and during the last year we have focussed on building relationships with clients in a number of major rail and road sectors.

The successful trans-Tasman approach to our airport business over the last six years continues to reap rewards, with Beca achieving a very strong position in this market. The ports team has also signifi cantly ramped up trans-Tasman collaboration in the past year, particularly with involvement in mining related developments.

In Asia, our focus is about building strong foundations. For example, we have been developing our relationship with key clients such as the Singapore Land Transport Authority. We are building on the work we have been doing on the Mass Rapid Transit system in Singapore, which is currently undergoing a series of major expansions. In the Airports space, we recently won work for the Changi airport new landside terminal. Our roading experience across rural and urban roads - particularly in geographically challenging areas – is also standing us in good stead as we pursue new opportunities and expand our skills into Indonesia.

Key contacts


Thomas Sit Martin Kanan Richard Steel

Key milestones:

Crowd modelling for London 2012 Olympics: Beca’s Transportation team modelled crowd behaviour that helped predict crowding patterns and eased congestion at Olympic venues in London.

Australian Defence airfi eld pavement maintenance work: Beca Airports has built a strong relationship with Australian Defence as a design consultant to their National Airfi elds Pavement Maintenance Program over the past four years.

Beauty World Station progresses: The contract began in 2009 and will run through to 2015 (see Asia hub snapshot).

Construction begins on Auckland’s NZ$1.4 billion Waterview Connection project, one of the most signifi cant infrastructure projects to ever be undertaken in New Zealand. Beca is part of the Well-Connected Alliance which includes NZ Transport Agency, Fletcher Construction, McConnell Dowell, Parsons Brinckerhoff, Tonkin and Taylor, and Japanese construction company Obayashi Corporation. We are

providing a range of service including planning, design of various structures and buildings, traffi c modelling, traffi c engineering and tunnel systems design, air quality monitoring and asset performance, among others.

Vuna Wharf opens for cruise ships: HM King Tupou VI opened Tonga’s new NZ$20M Vuna Wharf in December last year – a milestone for the Beca team which provided engineering design and construction observation services to Fletcher Construction (South Pacifi c Division) since 2009.

_Beauty World Station, Singapore

_Crowd modelling, London Olympics_Melbourne Airport various airside projects

Clients across our airports, road, rail and ports market segments are all facing the same constraints – having to cope with increasing numbers of vehicles and passengers with limited infrastructure in a frugal fi nancial climate.


Beca has experienced a recent resurgence in activity in wastewater and water in both municipal and industrial sectors. This is evidenced by a solid forward workload with water authorities, and continuing work with food and beverage industrial clients.

In Australia a number of continuing service agreements came up for review late in 2012 and early 2013, that refl ected a change in the structures of a number of organisations in the water sector.

There is a movement in the delivery models being used by Australian metropolitan water authorities for capital works programmes, from alliances to prequalifi ed panels of design and construct consortia.

Notwithstanding this change, the desire for long term relationships remains strong, as we refl ect on our continuing relationship with Coliban Water in Victoria.

There has been substantial change in the water sector in New Zealand. In Christchurch Beca has a continuing services agreement for all capital works including earthquake repairs at the Bromley Wastewater Treatment Plant.

With earthquake damage valued at over NZ$100 million, Beca mobilised a team to manage short term risks, programme and deliver over 30 repair projects. The plant is without interruption to its operation.

In Auckland we have assisted Watercare with a range of projects within its major capital works programme, particularly in the wake of the highly successful reorganisation of the Auckland territorial authorities in 2011 and the transition period that preceded it.

Two further examples of continuing work for council clients are Horowhenua District Council, with close to 50 completed projects, and Marlborough District Council with whom we have worked for 15 years.

A focus on… asset performance

As global economic conditions impact local government capital expenditure, there has been a renewed focus on extracting value from current assets through performance improvements. Beca has been commissioned by a number of clients to provide consultancy services around process optimisation and more effi cient energy utilisation.

Over the past year Beca provided consultancy and design services to many local bodies for water and wastewater treatment plant upgrades. Beca has increased its internal resources accordingly, expanding its offi ces in centres throughout New Zealand.

A focus on… irrigation

Irrigation investment and irrigation modernisation is a consistent theme across many of our markets. In New Zealand the market for irrigation and water storage continues to grow in association with increased agricultural land-use conversion to higher productive uses.

This activity mirrors the Australian market as investment in irrigation modernisation work continues in the Murray Darling Basin, and Tasmania implements a programme of irrigation schemes funded as public-private partnerships. In partnership with Fulton Hogan, Beca has been involved in the largest of these Tasmanian schemes – the Midlands Scheme which is currently under construction.

Water

_Christchurch Wastewater Treatment Plant


Garry coordinates Beca’s water expertise across our hubs in New Zealand, Australia and Asia.

Garry Macdonald Market LeaderWater

d Key milestones:

AquaSure: Victorian Desalination Project completes all commissioning tests without delay and achieves commercial acceptance.

Watercare: Expansion of the Waikato water treatment plant, the new Hunua 4 trunk water supply, a new digester (No. 8) at the Mangere wastewater treatment plant, and the Puketutu Island Restoration Project.

Tahuna upgrade: Major upgrade to the wastewater treatment plant in Dunedin.

Tasmanian Irrigation: Construction underway on the Arthur’s Supply Pipeline.

Coliban Water: Beca commences a three year engineering services contract with Coliban Water.

Sydney Water: O’Donnell Griffi n and Beca team appointed to the Facilities Renewal panel under Sydney Water’s new Infrastructure Investment Panel.

Key contacts


Keith Wong David Papps Clive Rundle

Water utilities are critical components of any country’s infrastructure, and as global economic conditions impact local government capital expenditure there has been a renewed focus on extracting value from current assets through performance improvements. At the same time, the recent natural disasters in Australia and New Zealand have heightened awareness of the need to address resilience of water infrastructure.

_Bendigo Creek Sewer Duplication, Coliban Water

_Victorian Desalination Project, collecting test water sample

_Hunua 4, Auckland


Who we are

Taking care – our people, our industry, our community

Awards – sharing in our clients’ success

Executive Leadership Team

About Beca


_Over 200 leaders from across our business came together as one global team in May 2013 for the Beca Leadership Conference in Auckland


Taking care of our peopleOur people are our biggest asset. Beca’s core values of partnership, enjoyment, tenacity and care are all refl ected in the commitment we have to our people and their wellbeing. In order to be a successful company we have to have passionate, committed and talented people.

At Beca, we offer a range of technical, leadership and personal development programmes designed to develop our employees’ skills, knowledge and career. This formal training covers a wide range of subjects, from specifi c discipline-related technical information, to management and leadership development relevant to all staff.

A snapshot of our development initiatives from the past year:

One of three graduate development conferences in 2012. The business case presentations at the Beca Leadership Program fi nale.

Taking care of our industry

Beca people continue to be actively involved in the committees, executives and boards of industry bodies, such as the Sustainable Business Council, the Institute of Professional Engineers New Zealand, Engineers Australia, Singapore’s Building and Construction Authority, the Australian Reporting Awards and the Environment Institute of Australia and New Zealand. Beca people have supported, participated in and spoken at many industry conferences in the past year.

Beca Geotechnical’s Lucy Coe addressing the 11th Australian New Zealand Geomechanics Conference in Melbourne in July 2012 on the future for the International Society for Soil Mechanics and Geotechnical Engineering.

Senior Associate Director Irene Yong represented Beca at an annual Green Buildings Seminar in Singapore, jointly held by the Building and Construction Authority (BCA), Real Estate Developers' Association of Singapore (REDAS) and Singapore Green Building Council (SGBC).

Love Your Work

Sustainability is not just about the environment, but about fostering a sense of purpose and passion in your working life. This is particularly true for women who are working in traditionally male-dominated industries.

Beca launched a new client event series in Australia in 2012, aimed at providing an inspirational and neutral forum for developing stronger relationships between our women and our female clients. Jo Cain, Business Director – Sustainability, is championing the event series called “Love Your Work”, which provides an opportunity to hear inspirational speakers, such as Judge Jennifer Coate, Victoria’s fi rst female State Coroner (pictured), pick up some life and career survival strategies and an opportunity to hone networking skills in a friendly, fun environment.

Beca Breakfast Series

Our New Zealand Project and Cost Management team hosted clients in Auckland, Hamilton, Wellington and Christchurch for informative yet informal industry events. The sessions, called the “Beca Breakfast Series”, included topics such as programme management, the changing face of consultancy and construction services procurement, and project procurement strategies for Christchurch.

Taking careCare is a fundamental value underpinning what it means to be part of Beca. We respect each other, our clients, the environment and our community.


Taking care of our community

We make a point of supporting the community initiatives that matter the most to our employees and the people they hold relationships with, facilitating genuine engagement and interaction rather than merely providing sponsorship from a faceless corporate body. Here’s a snapshot of our community and educational initiatives across the group during our reporting period:

Tree planting event in Oriental Land Park, Shanghai – part of our China Buildings team’s charity programme.

Beca and contractor MacDow donated netball equipment to schools on Rarotonga and Mitiaro islands in the Cook Islands, where netball is the major women’s sport.

Five intrepid Beca cyclists from our Sydney offi ce raced the Sydney to Gong ride, raising A$2,150 for the Multiple Sclerosis Society of Australia.

Hosting high school students at our annual Beca Careers Day in Auckland, Tauranga and Wellington – giving students an insight into engineering and related professions.


New Zealand Engineering Excellence Awards

Supreme Award for New Zealand Engineering Excellence – New Lynn Rail Trench and Station (pictured)

Transportation Infrastructure Award – New Lynn Rail Trench and Station

Alliancing Association of Australasia (AAA) Alliancing Excellence Awards

Alliance Team of Excellence Award, Long Term Alliance – Auckland Motorway Alliance

The Minister of Defence Awards of Excellence to Industry

Category C Winner – Outstanding commitment to New Zealand Defence

Singapore Urban Redevelopment Authority (URA) Architectural Heritage Awards

Category B Winner – 77 Bencoolen Street (Space Asia Hub)

The Best Design Awards, Designers Institute of New Zealand

Bronze Award, Retail Environments – Ecoya Auckland Airport Store / Beca Architects

Resource Management Law Association of New Zealand (RMLA) Awards

Project Award – Beca Planning and the Stronger Christchurch Infrastructure Rebuild Team (SCIRT)

Roading New Zealand Excellence Awards

Supreme Award and Best Practice Award for Asset Management – Auckland Motorway Alliance

Z Energy Excellence Award for a Major Road Project and HireQuip Best Practice Award for Environmental Sustainability – Victoria Park Tunnel

Highly Commended – Auckland Harbour Bridge Box Girder Strengthening

Resene Total Colour Awards

Landscape Colour Maestro Award – Max’s Pipe Dream garden

Transpower STAR (safety, thanks and recognition) Awards

Best Safety by Design for Projects or Maintenance – Haywards Synchronous Condenser Refurbishment Project

New Zealand Contractors' Federation / Hirepool Construction Awards

Projects exceeding NZ$20m – Victoria Park Tunnel

Australian Institute of Project Management Achievement Awards

Victoria Award (Construction/Engineering less than A$100m category) – Melbourne Airport Runway Overlay

12d International Innovation Awards

Gold Award – Stronger Christchurch Infrastructure Rebuild Team (SCIRT) and Beca's GIS team

AwardsSharing in our clients’ successBeca is privileged to work with clients, contractors and other consultants on a range of projects that go on to win industry awards. Here is a snapshot of these successes from 2012/2013:


Association of Consulting Engineers New Zealand (ACENZ) Innovate Awards of Excellence

Gold Award of Excellence – Alan MacDiarmid Building

Gold Award of Excellence – P3-K2 Orion Radar Trainer

Silver Award of Excellence – Telecom Place

Silver Award of Excellence – Christchurch Wastewater Treatment Plant Biosolids Drying Plant

Merit Award – Pacifi c Steel Smelting Shed, Advanced CFD Assessment

INGENIUM Excellence Awards

Projects under NZ$2 million – Eden Park Stormwater Project

Property Council New Zealand Rider Levett Bucknall Property Industry Awards

Excellence Award (Holmes Consulting Group Tourism and Leisure Property Award) – SKYCITY Premium Gaming Facility

Excellence Award (Natural Habitats Landscapes Urban Land Developments) – Wynyard Quarter Stage 1

Excellence Award (Hawkins Construction Heritage and Adaptive Reuse) – Xero House/John Chambers Building

Merit Award (Auckland Council Special Purpose Property Award) – Viaduct Events Centre

Merit Award (RCG Retail Property Award) – SKYCITY Federal Street Developments

Merit Award (Coffey Projects Education and Arts Award) – Ko Awatea, Building 54 Middlemore Hospital

Illuminating Engineering Society ANZ Excellence Awards

Lighting Excellence Award – Auckland Airport International Departures Redevelopment

Asia Pacifi c Federation of Project Management Acheivement Awards

Construction/Engineering under A$100 million category – Adelaide Airport Runway and Taxiway Overlay

Ellerslie International Flower Show

Supreme Award – Max's Pipe Dream garden

Association of Consulting Engineers Singapore

Consulting Engineers Enterprise Award 2012 – Beca's Singapore team

The ACES award recognises consulting engineering fi rms who have demonstrated success in engineering, innovation, quality management systems, people development, client relationship, health and safety and fi nancial performance.


Executive Leadership Team

Paul White

Managing Director, Asia30 years with Beca

James Wright

Managing Director, Australia1 year with Beca

Bob Durrant

Group Director Strategic Growth33 years with Beca

Mark Fleming

Group Finance Director14 years with Beca

Thomas Hyde

Group Director Delivery Strategy and Group Director, Defence and Advisory Markets18 years with Beca

Richard Aitken

Chairman44 years with Beca

Greg Lowe

Group CEO9 years with Beca

Chye Heng

Chief Financial Offi cer29 years with Beca


Shaun O’Connor

Group HR Director2 years with Beca

Damian Pedreschi

Group Sales & Marketing Director8 years with Beca

Don Lyon

Managing Director, New Zealand21 years with Beca

David Carter

Group Director Practice Development and Group Health, Safety and Risk25 years with Beca

John Boers

Group Director Industrial Markets37 years with Beca

Ian Bull

Group Director Infrastructure Markets30 years with Beca


About Beca

_Beca's Sydney offi ce

This review relates to Beca Group Limited and work undertaken by its associated companies. Due to the nature of this publication, we have referred to our business sections by discipline, rather than by the Beca company within which they sit. This does not affect which Beca company you have any contract or dealings with. If you are unsure of the Beca company with which you are dealing, please contact us or visit www.beca.com for further information on the Beca Group.


Beca is one of Asia Pacifi c’s largest privately owned multidisciplinary engineering consultancies. Beca was founded in 1918, growing from a small three person practice in Auckland to a multi-national company approaching 3,000 employees in 17 offi ces. Our continued growth after 95 years in business is testament to our talented and committed people: people with a passion for technical excellence and client service.Connect with us www.beca.com www.linkedin.com/company/Beca www.facebook.com/BecaGroup

Editor: Padgett Johnson / Contributing editors: Candice Elgar, Jane Findlay / Design: Craig Cairns / Print and Art Direction: Brigid Cottrell

Beca offi ces are located in:

Australia Adelaide / Brisbane / Melbourne / Sydney

China Beijing / Shanghai

Indonesia Jakarta

Myanmar Yangon

New Zealand Auckland / Christchurch / Dunedin / Hamilton New Plymouth / Palmerston North / Tauranga Wellington

Singapore

www.beca.com

Documents

Beca Annual Review 2012