Rail Market Action Plan 2016cdn-au.mailsnd.com/14135/hWE_dJDG2EKIRs2t-6W_BZ9Qj... · Aurizon Daniel Caldwell Nil $2.5m 1. Project Knight 2. Panel projects ARTC David Foldi $4.5m $0.4m

Rail Market Action Plan 2016

The Rail Market Action Plan is a concise summary of the actions required to be delivered in the Rail Transport business in 2016.

[Insert region here] Transport Market Action Plan 2016 1

Key Results Areas

To achieve the performance necessary to create a sustainable future we will focus our efforts in

the following key results areas:

People & Culture

KPI Measurement method Target 2016

Capability Gaps Roles filled 6

Clients


Trusted adviser

status with our

brand clients

PB Client Survey

Project Debriefs / Client

Feedback

Net promoter score of 38

80% of all tenders / projects have feedback

Other strategic client targets 33% people working in integrated teams in

Brand Client offices

Performance

Culture

Client Feedback - Quality 7.7

Client Feedback - Technical 8.2

Business

performance

Base Project Net Funding $7.75m

Base Project Net ECV 66% of funding

Major Project Net Funding $4.5m

Major Project Net ECV 34% of funding

Pipeline health Rolling 12 mth pipeline of $10m

Delivery Partners No. of partners with a strong

relationship

2 rail consultancies and 4 no. constructors

Business Performance


Business

Development

Efficiency

Strike rate by No. 50%

Strike rate by ECV 35%

Return on Investment 12.5

Growth and

diversification

Funding by sector International Rail = $1m

Capability Diversity Support national targets.

Funding to other Business

Groups

$1m of WSP/PB Buildings and Environment

funding from Rail Brand Clients

Rail Strategic Direction

2016 - 2018

The transport business will be

Recognised a top 2 rail consultancy in all geographies in

ANZ region.

The leading rail specialists in key areas including:

o Light rail

o Systems Integration

o Rail Modelling

o Advanced Train Control Systems

o Metro

o Rail/Road Intermodal Terminal and Rail Facilities

o Automation, and

o Corridor Studies

Seen as being able to provide the complete service

offering.

The rail consultant/designer of choice for key contractors

and owners.

Able to secure a good balance of work between Owner

and delivery roles through the entire asset lifecycle.

Strategic Priorities in Rail

The strategic priorities for Transport in Rail are:

1. Promote the combined WSP/PB benefits to our rail clients

and contractors including non-rail specific services such

as Geotechnical and Environmental Services

2. Ensure WSP/PB are on the panels for each of the Rail

Brand Clients.

3. Enhance rail related service offering, eg Rail Modelling,

Systems Integration, Advanced train Control Systems.

4. Strengthen engagement with all rail brand clients.

5. Develop stronger relationships with key specialist Rail

delivery partners.

6. Create stronger relationships with Tier 1 Contractor

delivery partners.

Investment priorities

To achieve our targets we need to invest in the following:

Tra

nsp

ort

Key recruits in Transport

Principal DM – Underground Stations Detailed

Design

Technical Executive – Track

Technical Executive – Signalling

Senior Rail Operations Engineer

Senior Systems Integration Engineer

Principal Safety Assurance Manager

Internal resources

Principal Signalling Engineer

Develop Requirements Engineer

Develop Rail Operations Modelling Engineers

Training and Development

Systems Engineering Training

Doors Training

ETCS capability

Opentrack and Openpowernet training

Wh

ole

of

Bu

sin

ess

Acquisitions

No rail acquisitions planned.

Whole of business investment priorities

Thought Leadership Campaigns such as

Systems Engineering and Integration

Software and Hardware to support widespread

implementation of BIM / IPD

Market Summary

The Rail Industry in the ANZ region services both freight and passenger tasks. The Freight sector is generally experiencing a downturn in investment. With falling commodity prices, in particular coal and iron ore, and

lower freight volumes, it is expected the this part of the market will see little in the way of major investments as owners concentrate on smaller efficiency improvement projects. The exception to this is the Melbourne

to Brisbane inland rail Project which is being assessed and awaits a funding approval by the Federal government. The passenger sector is experiencing steady growth with major rail projects being procured in

Brisbane, Gold Coast, Sydney, Canberra, and Melbourne. These projects dominate the passenger market with fewer smaller scale projects available to fill the pipeline gaps.

[Insert region here] Transport Market Action Plan 2016 2

Our Vision

PB-AP will be a positive and highly influential force in the development and operation of infrastructure around the world by:

1. service to our clients,

2. collaboration with our colleagues

3. improving the lives of people and communities, and

4. creating a lasting legacy

Client Outcomes and Areas of Focus

Client Name CRM Name 2016 Major

Project

Funding

2016

Baseload

Funding

Areas of focus in 2016 (top 3)

Aurizon Daniel

Caldwell

Nil $2.5m 1. Project Knight

2. Panel projects

ARTC David Foldi $4.5m $0.4m 1. Inland Rail

2. ANCO project

3. Hunter Valley works

Asciano Dan Blake Nil $1.5m 1. Intermodal work

2. Patricks developments

Kiwirail Sean Myers Nil $0.75m 1. Codes and Standards

2. Small projects

MTM Mark Pearse Nil $0.6m 1. Secondments

2. Small projects

QR Will Trevor Nil $1.5m 1. C2H Detailed Design

2. Toowoomba Tunnels

Rail VC Mike Jenkins Nil $0.5m 1. Small Projects

International Mike Jenkins Nil $1m 3. GWEP OHW design

4. Business Case support

Rail Total $4.5m $8.75m

Major Project Pursuits

Rail

1. 201407711 ARTC Inland Rail Program Technical Adviser

2. 201501934 ARTC Inland Rail G2K Technical Adviser

3. 201305388 Queensland Rail Toowoomba Tunnels Harlaxton & Ballard Passing loops

4. 201510088 Aurizon Project Knight Support (Confidential)

5. 201500458 Queensland Rail Beerburrum to Landsborough Duplication

Key Actions for 2016

1. Establish a seamless WSP/PB service offering for our rail

brand clients to increase our market share with these

clients.

2. Achieve Funding target of $12.25m locally and $1m

internationally

3. Develop Systems Integration and Rail Modelling capability

and increase pipeline.

4. Develop a marketing plan to increase the sale of non-rail

specialist services into our rail brand clients, including

business case, geotechnical services, environmental

services, buildings and building services and program and

project management.

5. Re-establish relationships with John Holland and Leighton

Contractors to focus on teaming opportunities on rail

projects.

6. Establish relationships with key Specialist Rail Contractors

eg Alstom, Bombardier, UGL, Seimens.

7. Win significant role on Inland Rail project.

8. Win ongoing automation projects.

Key Actions for 2017 – 2018

1. Grow funding target to $15m locally and $2m

internationally

2. Enhance Rail/Road Intermodal Terminal and Rail Facilities,

Automation, and Corridor Studies capabilities and

increase pipeline in these areas.

3. Team with and win significant projects with both John

Holland and Leighton Contractors.

4. Team with and win significant projects with several

specialist rail contractors

Risks and Opportunities

Ris

ks

Overheating of the rail market resulting in:

o competitors poaching our staff and

o Not being able to recruit sufficient

resources.

Aurizon - Project Knight business case

ARTC – Inland rail project secures Federal

Government funding.

Asciano - Brookfield takeover delays or

reduces expected pipeline.

Kiwirail - Ongoing lack of funding results in

reduced pipeline of small projects.

MTM - Our PTV contract conflicts us out of

much of the MTM pipeline of project

MTM - Franchise review could result in small

franchise extension which will add

uncertainty for long term pipeline.

QR - Toowoomba Tunnel lowering project

fails to be awarded.

International - Ongoing PB Australia work for

Great Western Electrification Project gets

cancelled.

Op

po

rtu

nitie

s

Increase in volumes and margins on existing

international work as the fall in the Australian

dollar makes us more competitive.

Australian signalling resources gain some

pipeline opportunities supporting WSP

Sweden

Leverage international expertise to enable us

to win more work, eg Systems Integration

and ETCS.

Leverage off the combined WSP/PB capability to

market the one stop shop offering.

NSW/ACT Transport Market Action Plan 2016 - 2018 The NSW/ACT Transport Market Action Plan is a concise summary of the actions required to be delivered in the NSW Transport business in 2016 - 2018.

NSW Transport Market Action Plan 2016 1

Key Results Areas To achieve the performance necessary to create a sustainable future we will focus our efforts in the following key results areas:

People & Culture KPI Measurement method Target 2016 Capability Gaps Integration with WSP systems and people

Undertake one integrated bid with NSW Property Group

Clients

KPI Measurement method Target 2016 Trusted adviser status with our brand clients

PB Client Survey Project Debriefs / Client Feedback

Net promoter score of 40 80% of all tenders / projects have feedback

Other strategic client targets People seconded into Brand Clients

Performance Culture



Business performance

Base Project Net Funding $23m


Major Project Net Funding $17m

Major Project Net ECV 32% funding

Pipeline health

Return on Investment 15

Delivery Partners No. of partners with a strong relationship


KPI Measurement method Target 2016 Business Development Efficiency


Strike rate by ECV 30% base, 38% overall

Return on Investment $15:1

Growth and diversification

Funding by sector Roads 60% Rail 40%

Capability Diversity Support national target

Funding to other Business Groups

[$4m target for the Environment and property group

NSW/ACT Strategic Direction 2016 - 2018 The Transport Business Group will be:

A leader in Program management and delivery partner contracts

Top two in road, heavy rail, Metro, light rail and transport planning and top 3 in environment by 2018

Advance the cause of various forms of partnering/ collaborative services delivery with clients

Consultant of choice for key contractors and preferred partner to other consultants

To ensure a balance between client side roles and project delivery roles, we will deliver services across all facets of the market client/contractor/programs and contract types and along all phases of a projects life cycle from strategy to delivery.

Strategic Priorities in NSW/ACT 2016

The strategic priorities for Transport in NSW/ACT are: 1. Promote the combined WSP|PB to our clients and

partners and improve internal coordination 2. Win two major projects in NSW/ACT per year 3. Enhance service offering by promoting and growing

specialist capabilities such as Intelligent Transport Systems/ Smart Motorways, systems engineering, automatic train control systems (ATCS), independent verification/certification (IV/IC) services and program management

4. Increase the strike rate in the $2-5m range 5. Focus on the delivery of project management basics,

including interaction with clients, to improve project, proposal and delivery of services results

6. Develop program delivery strategies to address the RMS and TfNSW project waves

7. Renew engagement at all levels, with a reorganised Transport for NSW and Roads and Maritime Services; review CRM approach accordingly

8. Develop stronger relationships with key delivery partners, facilitate national agreements where appropriate

9. Streamline approach to JV arrangements with consultants.

Investment priorities 2016


Tran

spor

t


Three principals/senior project managers for Transport Infrastructure

Two major projects executives in roads highway Engage capable individuals leaving client

organisations for retirement or career changes to strengthen project teams

Recruit to meet Client secondment needs. PCM resources generally Bid leaders and design managers who can bid,

win and deliver across the transport market

Internal resources

Experienced project managers/proposal managers

Actively monitor resource gaps and timely recruitment

Availability of resources across business groups Offshore design resource strategy


Targeted training for pursuit management, bid and proposal writers to increase bid capability and capacity (to bid, win work and deliver).

Client relationship/BD training Basic contract awareness training

Who

le o

f Bus

ines

s

Acquisitions

Independent Certification/Project Construction Management targets


Consider how transport service offerings can be enhanced through engagement with WSP. Implement shared bid management system to improve communication and ensure WSP and PB both engage consistently with contractors and clients

Market Summary NSW has announced the strongest government investment program in the State’s history with a published pipeline of work across road, metro rail and light rail. Transport for NSW is increasingly looking to engage the private sector in Program and Project management, the first of these being Woolgoolga to Ballina delivery partner. Transport for NSW (TfNSW) has had significant re-organisation and lost many key client figures in both road and rail organisations. This has led to delays and uncertainty in the rollout of the pipeline. A range of initiatives including Sydney Metro is predicated on the sale of electricity assets. A State election in 2015 reinforced the governments focus on Western Sydney, Sydney Metro, WestConnex and freight movements around the State. In addition, the Federal Government has committed to a second Sydney airport, Intermodal terminals and other programs. The ACT government has initiated the first Canberra light rail project to support development with plans for expansion in the future.

NSW Transport Market Action Plan 2016 2


Client Name CRM Name 2016 Major Project Funding

2016 Baseload Funding


Roads and

Maritime

Services

Ray Dallen $8m $12m 1. Western Sydney Infrastructure

program

2. Coffs Harbour Bypass

3. Newcastle and Albion Park D & C

projects

4. Easing Sydney Congestion

Program

TfNSW –

Planning,

freight and

Jansen

Stewart

$0m $4m 1. Strategic in-house secondments

2. New TNSW Transport Plan

TfNSW –

Projects and

Sydney Trains

Jansen

Stewart

$6m $6m 1. Increase contractor pipeline

2. Retain light rail and metro

leadership

3. Parramatta Light Rail

4. Sydney metro growth

NSW/ACT

valued

clients

Jansen

Stewart

$3m $1m 1. Act Light Rail

NSW Total $17m $23m


Road Rail Other

1. Newcastle Inner City

Bypass

2. Albion Park Rail Bypass

3. The Northern Road Stage 3

& 4 (likely D&C)

4. Easing Sydney Congestion

Program

1. Canberra Light Rail

2. Expanded Sydney Metro

Services

3. Sydney Trains Panel work.

4. Parramatta Light Rail

1. Intermodal terminals at,

Moorebank and Enfield

2. Second Sydney Airport

road and rail Infrastructure

works


1. Funding target of $40m with $17m from major projects 2. Target 20% overall billability for NSW Client Director/CRM

team 3. Develop a resource diagram and promote our detailed

design resource availability regardless of Woolgoolga to Ballina (W2B)

4. Re-establish relationships with Leighton Contractors and John Holland

5. Target next round of opportunities with the WestConnex Delivery Authority and delivery partners

6. Win a role on the ACT/Newcastle/Parramatta light rail; Newcastle Inner City Bypass; Western Sydney road infrastructure; Coffs Harbour Bypass projects

7. Negotiate a major ongoing role on Sydney Metro. 8. Develop capability and win one project in Automatic

Train Protection Program (ATP), Transport Access Program (TAP) and Power Supply Upgrade (PSU)

9. Finalise contractor partner for RMS D&C project bids (initially focussing on Lend Lease and Fulton Hogan)

10. Seek an opportunity to bid a rail project with John Holland 11. Build rail relationships with Laing O’Rourke, McConnell

Dowell, Downer and United Group Limited 12. Prioritise relationships with contractors 13. Enable opportunities to develop a comprehensive

delivery proposal for Easing Sydney’s Congestion program with a delivery partner

14. Monitor and track BD spend 15. Develop enhanced IC/IV capability and a strategy to

increase engagements 16. Promotion of program and delivery partner contract

model to other clients 17. Bid another RMS delivery partner contract in either Sydney

or rural NSW


1. Funding target of $55m with $30m from major projects

2. Appoint new Client Director Transport for NSW

3. Partner to win WestConnex Stage 3

4. Partner to win a major TAP project/program

5. Prepare for Airport and intermodal related work


Risk

s

TfNSW client organisation uncertainty and

delay and acceleration continues

Retaining and recruiting staff to win work

and deliver

Maintaining bid quality with available staff

Loss of staff to companies working on Sydney

Metro, WestConnex, W2B and other major

projects

Lack of suitable replacements for key staff

on W2B

Focus on design stifles provision of PCM and

other services

Design focus does not match strategy

Continuing to nominate high level staff for

low level roles on proposals

Opp

ortu

nitie

s

Leverage WSP building development clients

for Transport Services e.g. Urban Growth

Leverage Transport clients for property

building development services

More government projects coming to the

market

Increase use of collaborative delivery

partner models

Leverage international expertise e.g. ATCS,

tunnels and program management

Leverage W2B win into other areas for TfNSW

and RMS

Leverage panel work and secondments to

clients

Queensland Transport Market Action Plan 2016

The Queensland Market Action Plan is a concise summary of the actions required to be delivered in the Queensland Transport business in 2016.

Queensland Transport Market Action Plan 2016 – N:\Transport\Leadership\MGT\A164 - MGT - G Ryan\A164 - WP\A164 CRM-TPT-PLN-001 RevE Final.docx 1

Key Results Areas

To achieve the performance necessary to create a sustainable future we will focus our efforts in the

following key results areas:

People & Culture


Capability Gaps Senior and Principal Engineers

in ITP, TI & Rail to achieve

RPEQ and CPEng

35% achieve RPEQs/CPEng qualification by

end 2016. (50% by 2018)

20% Increase in PM’s that have RPEQ/CPEng

BD Capability/Capacity Reward/recognition set up for Proposal

performance

Clients


Trusted adviser

status with our

brand clients

PB Client Survey

Project Debriefs / Feedback

Net promoter score of 35 (38 for rail)


Other strategic client targets 5 people (average) seconded into Brand

Clients (Rail –1/3 team integrated with clients)

Performance

Culture



Business

performance

Base Project Net Funding $16m

Base Project Net ECV N/A of funding

Major Project Net Funding $11m

Major Project Net ECV 15% funding (soft backlog %)

Pipeline health Rolling 12 month pipeline >$15m


relationship

Current: Lend Lease, Acciona, Ferrovial, BMD,

SWC. Developing: John Holland, Leighton,

LORA, Beilby, Albem, JF Hull



Business

Development

Efficiency

Strike rate by No. 55% (50% for rail)

Strike rate by ECV 38% (35% for rail)

Return on Investment $18.5 : 1 (Rail $12.5:1)

Growth and

diversification

Funding by sector 65% Roads / 35% Rail

Capability Diversity Expand strategic consulting services to TPT

clients


Groups

TPT Key Accounts provide 20% of Environment

funding (>$2m from TPT clients), 5% of Property

funding

Queensland Strategic Direction

2016 - 2018

The Transport Business Group will be:

The No.1 consultant of choice for delivery of 2018

Commonwealth Games Transport projects by managing

all Commonwealth Games opportunities using a CRM

Program Management approach.

Top 3 in delivery of major road and rail projects in SEQ

Top 2 in rail consultancy projects, incl network operations

Leading rail specialist in key areas (refer Rail MAP)

Top 3 consultant of choice for key contractors

Leader in BIM/IPD for rail and road projects

A balanced group that maintains our current client side

and project delivery roles.

We will continue to develop closer relationships with our

key clients through strategic and ongoing secondments

(e.g. NGR, MBRL, Policy and Planning divisions)

Strategic Priorities in Queensland

The strategic priorities for Transport in Queensland are:

1. Promote the combined WSP|PB benefits to our rail and road

clients – government and delivery partners

2. Grow and expand Detailed Design Delivery Capability for Rail

Sector with stronger rail delivery partner relationships

3. Maintain Rail studies market leading status.

4. Enhance our capability - become the best at LRT, Rail Facilities,

Rail Operations, Advanced TCS, Systems Engineering, Integrated

Project Delivery (BIM)

5. Look to grow geographically – North Queensland / Far North

Queensland and Toowoomba with market entry via – ITP studies,

Design for D&C or Acquisition or people and companies.

Leverage LL/SWC/BMD relationships to enter NQ Market

6. Focus on Bruce Highway and Warrego Highway opportunities as

programs of work

7. Less reliance on ECI/D&C delivery projects for Roads Sector

8. Win work in strategic planning and Infrastructure Advisory

services – potentially with a focus on Market Led Proposals

9. Build capability and service offering as Construction

Administrator, Independent Certifier/Verifier.



Tra

nsp

ort


Principal PM/DM for detailed delivery of rail projects

(+Refer to Rail MAP for specific recruits)

X cadets, Graduates, engineers and designers with a

focus on experienced designers

Senior/Professional level Engineering

Geologist/Geotechnical Engineer

Senior PM/Design Engineer (Roads) and Designer

based in North Qld.

Junior to Senior ITP Planning/Engineer/Modeller

resources

Internal resources

Strengthen skill sets in:

Business Case and Economic Assessments

Program Management and scheduling

General Detailed Design capability on large D&C rail

projects

Succession planning for a number of key Tech Execs

Tunnels and Geotech to replace resources that have

transferred to other regions. Also a need to upskill in

HDD and trenchless pipe installation design and

assessment – pipe jacks, pipe ramming etc.


Focus on technical capability training, development

PMs and DMs (internal and external accreditations)

Chartered accreditation for engineers and

associates – active support for RPEQ and CPEng

Pursuit and proposal training – internal training

Wh

ole

of

Bu

sin

ess

Acquisitions

Actively pursue projects in Mackay, Townsville and

Cairns through strategic partnering with local

regional consultants

Actively investigate potential acquisition targets

(people and companies) to enable step change

growth to achieve geographic diversity to NQ/FNQ


Access to Transport economist (with skills and

experience in TMR / Qld projects) via Strategic

Consulting team

Aggressively pursue and invest in software and

hardware for BIM/IPD as the WSP|PB preferred

delivery method for infrastructure projects

Support business wide growth objectives such as

Northern Australia strategy

Support growth of EPSE capability

Market Summary

QLD has released the draft State Infrastructure Plan on 26 October 2015 and it is to be finalised by early 2016. This plan provide a 0-4 year program of committed projects followed by a 5-15year program of opportunities for governments

to consider and prioritise. This plan recognises that the Qld Govt is fiscally challenged in providing additional funding to infrastructure and as such is strongly supporting the development of “market led proposals”. For WSP|PB the focus

is on studies, preliminary evaluation, robust corridor planning and business cases (Building Queensland mandate) and a review of previous government planning and priorities for projects. Strategic focus - Bruce Highway upgrade

program (delivered in small-medium packages locally by each District), Warrego Highway Corridor, 2018 Commonwealth Games, Public Transport Investment – Cross River Rail, LRT, Busway Extensions, Rail operations and logistics,

signalling (Opex spend) and Freight – long distance (Inland Rail) and local congestion (Port of Brisbane). Importantly, TMR is now using the ECS panel extensively for procurement.

Queensland Transport Market Action Plan 2016 – N:\Transport\Leadership\MGT\A164 - MGT - G Ryan\A164 - WP\A164 CRM-TPT-PLN-001 RevE Final.docx 2

Our Vision







Client Name CRM Name 2016 Major

Project

Funding

2016

Baseload

Funding


TMR Other,

PDO

G Ryan,

D Roe

$1,500,000 1. NQ / FNQ

TMR P&P J Northcott

S Latham

$2,400,000 1. Commonwealth Games

2. Studies

TransLink J Northcott $ 1,000,000 1. PTFP, NGR

TMR South

Coast, Metro

& Twoomba

T Taylor

J Northcott

$2,000,000 1. Client side design commissions

2. TSRC

TMR North

Coast

B McDonald $3,300,000 1. MRI

2. Job from job

TMR Wide

Bay Burnett

J Haines $700,000 1. Job from job growth

Local

Government

RTMs $2,000,000 1. BCC, CoGC, TWB, SCRC, MBRC

Value Clients RTMs $1,000,000 1. Bombardier, PoB, GoldOC

Contractors D Blake $11,000,000 $2,000,000 1. GCRT2, Gateway merge, ICB8

Transurban

Qld

D Roe $1,700,000 $200,000 1. Pavement rehabilitation, ITS

2. LEP Delivery

Queensland

Rail

W Trevor $1,500,000 1. Lead role on D&C projects

Aurizon D Caldwell $2,500,000 1. Panel refresh and opps

Asciano TBA

(M Jenkins)

$ 500,000 1. Asset inspections

2. Terminal redevelopments

ARTC D Foldi $3,400,000 3. Inland Rail Planning

Queensland

Total

$12,700,000 $24,000,000


Road Rail Other 1. ICB 8 Lane Project

2. M1/M3/Gateway Merge

3. Sumners Road or Darra

Rocklea

4. Comm Games Program

5. Pacific Mwy – Capacity

Upgrades

6. MRI – Reference Design

1. Cross River Rail (D&C, PPP)

2. GCRT 2 (ECI or IV)

3. Inland Rail – G2K or TA Role

4. Beerburrum to Nambour

5. Mount Isa – Townsville Rail

Corridor Upgrade including

Townsville Eastern Access

Corridor (TEARC)

6. Win ongoing automation

projects

1. Smart Road Infrastructure for

SEQ – Managed Motorways

2. National Land Transport

Network Renewal

3. Logan Enhancement Project

for Transurban


1. Achieve funding target of $36.8 million (Road and Rail) by

winning 1-2 major delivery projects (GCRT2, ICB8, LEP)

2. Pursue and deliver Commonwealth Games projects with

an internal PMO approach.

3. Develop Systems Integration and Rail Modelling capability

4. Maintain focus on Contractor CRM to be consultant of

choice to BMD, Lend Lease, Seymour Whyte and Bielby

Albem JF Hull JV, and build relationship with Acciona,

Ferrovial, John Holland, Laing O’Rourke and Leighton

5. Establish relationship with key specialist rail contractors

6. Leverage former WSP clients in particular for Transport

services (e.g. TPT services to Property Market)

7. Identify a key QLD pursuit and team with John Holland or

Leighton (Q1/2 2016)

8. Identify, pursue and deliver 2 mid-size planning, business

case design projects in NQ/FNQ

9. Identify and pursue next large delivery project in North

QLD/FNQ.

10. Explore potential company acquisition targets in North

QLD.

11. Increase efficiency of Business Development spend.


1. Continuous delivery of projects beyond SEQ (NQ, FNQ,

Toowoomba) - Increased total market share

2. We are the trusted advisor of choice for our Key Account

Clients

3. Designer of choice for our delivery partners

4. Tangible passion and vibrancy in business

5. Enhance Rail/Road Intermodal Terminal and Rail Facilities,

Automation, and Corridor Studies capabilities

6. Greater than 10% of detail design delivery by Manila CRC

7. Establish presence in NQ/FNQ (launch from win and

deliver mid-size planning project and a delivery project)

8. Partner with an Indigenous delivery partner on a D&C for

regional rural road projects


Ris

ks

Poor delivery due to lack of resources across

rail and road – designers, engineers, Lack of

senior, principal drainage engineers

Poor cost outcomes due to staff balance

(not enough middle order batsmen)

Clients perceive WSP|PB have sufficient work

on TSRC

Overheating of the rail market resulting in :

Competitors poaching our staff

Not being able to recruit right

resources

GCRT2, LEP, Darra 2 Rocklea projects are not

funded

Lack of BD focus on ITP projects, in particular

poor bid or project delivery on CommGames

Certainty of State funding commitments

Asciano takeover by Brookfield/other delays

or reduces expected pipeline.

QR – Toowoomba tunnels lowering project

fails to be awarded

Op

po

rtu

nitie

s

Launch WSP | Parsons Brinckerhoff brand to

all clients and leverage the benefits of our

combined capability.

Leverage full WSP|PB services to existing

transport clients, e.g. Mechanical &

Electrical, Acoustics, Contaminated Land

Management

Leverage PB TPT Services to former WSP

Clients, and other Markets e.g.

Geotechnical, Structures, ITP, Civil

Australia signalling resources gain pipeline

opportunities supporting international /

Sweden

Leverage international expertise

Pursue organic and acquisition growth by

selling existing services to new clients and

breadth of existing clients – including

diversifying to NQ/FNQ

Leverage secondment roles to inform CRM

and Pursuit activities

Leverage Panels to best volume and margin

outcomes.

Broaden delivery partner / contractor

relationships

Explore opportunities to participate in Market

Led Proposals

Victoria Transport Market Action Plan 2016

The Victoria Market Action Plan is a concise summary of the actions required to be delivered in the Victorian Transport business in 2016.

Victoria Transport Client Action Plan 2016 1

Key Results Areas

To achieve the performance necessary to create a sustainable future we will focus our

efforts in the following key results areas:

People & Culture


Capability Gaps Source of new starters 30% of our new starters come from

Brand clients

Clients


Trusted adviser

status with our

brand clients

PB Client Survey

Project Debriefs / Client

Feedback

Net promoter score of 34

80% of all tenders / projects have

feedback

Other strategic client targets 5 people seconded into Brand Clients

Performance

Culture



Business

performance





Pipeline health Rolling 12-month pipeline > $25m


relationship

T1 2 (Lend Lease, Leighton); T2 3 (BMD,

Laing O’Rourke, McConnell Dowell)



Business

Development

Efficiency


Strike rate by ECV 35% (by Value - base work)


Growth and

diversification

Funding by sector Roads 60%; Rail/Other 40%

Capability Diversity Transport Planning, Tunnel Consulting,

ITS consulting business plans

implemented. Win at least one project

jointly with WSP.


Groups

25% of environment funding is from TPT

Key Accounts

Victorian Strategic Direction 2016-2018

The Transport Business Group will be;

Recognised for our preeminent reputation for winning and

delivering major road and rail projects

Diversified through growth of our client side roles for our

Brand and Valued Clients

Market leading in roads, rail and integrated transport planning

Growing and improving our profitability and sustainability

A vibrant workplace that is passionate about what we do.

Strategic Priorities in Victoria

The strategic priorities for Transport in Victoria are;

1. Build confidence in our business and people about our future

2. Relentless focus on our Brand Clients (BC) through CRM

fundamentals

a) Primary focus on our BC; VicRoads/PTV/DEDJTR/MTM

b) Secondary focus on Valued Clients; Yarra Trams,

VicTrack, VLine, Transurban and ConnectEast

3. Creating stronger relationships with our delivery partners

through disciplined Contractor CRM. Lend Lease and

Leighton of primary importance as Tier 1; BMD, Laing

O’Rourke and McConnell Dowell as Tier 2.

4. Grow our funding from non-transport clients through

collaboration with other Business Groups

5. Enhance our consulting services offer to our Brand Clients

by strengthening the following service capabilities

a) Integrated transport planning and transport study

leadership

b) Environmental Planning, feasibility study and

stakeholder consultation

c) Tunnel Consulting

d) ITS Consulting

6. Secure at least two major projects each year across road and rail

7. Become geotech consultant of choice for our delivery partners



Tra

nsp

ort

Key Recruits in Transport

Appoint dedicated CRM for DEDJTR

Rail resources to support LXRA and PTV program of work

Hire ex Government Consultant to support CRM and PD

roles and provide high level advice

Transport Economist for Business Case work (VicRoads /

PTV / Strategic consulting clients)

Senior/Principal Strategic Modeller (PTV, ConnectEast, DEDJTR)

A high-calibre VicRoads CRM

A Principal Structural Engineer with a VicRoads and

industry profile

Internal Resources

Principal Tunnel Engineering to support major tunnel

pursuits and projects

Pradeep Vasudev to support Melbourne with systems

integration opportunities.

Access global expertise for Melbourne Metro project


Improve training and implementation of the pursuit

management process and bid writing

Winning work, writing proposals

Business Development, CRM effectiveness

PGN networking 101

Wh

ole

of

Bu

sin

ess

Acquisitions

Explore acquisition opportunities to further support Vic

growth in the roads and rail sectors

Boost to environmental and town planning capability


Building development consultancy

Market Summary

With 12 months since a change of Government, the machinery of Government has largely settled and a strong transport infrastructure agenda remains a focus. The cornerstone $5-$6 billion level crossing removal program is underway, with the LXRA

established and a pipeline of projects increasingly visible. Similarly the Melbourne Metro project continues to gain momentum with a substantial team progressing planning, permitting and the business case. Whilst largely unfunded, there is a more

positive expectation from the newly elected Turnbull PM. Government is also increasingly willing to consider and accept Market Led Proposals where we have potential involvement in two major prospects. Strong population growth underpins the

infrastructure investment agenda, and is forecast to continue. Government agencies continue to need significant outsourced support for which we are reasonably well positioned to provide.

Victoria Transport Client Action Plan 2016 2

Our Vision







Client Name CRM

Name

2016

Major Project

Funding

2016

Baseload

Funding


DEDJTR

Tim

Gosbell

$ 11,500,000 $ 1,000,000 1. Win and deliver Dande-9

2. Bid and win Mernda with Laing O’Rourke

3. Secure Tier 1 delivery partner positions on

Melbourne Metro

4. Build zipper relationships with client

PTV

Peter

Kelly

$ 3,000,000 $ 1,000,000 1. Maximise potential from TA and Systems

Integration roles

VicRoads Ross

Campbell

$ 2,000,000 $ 3,000,000 1. Secure delivery partner to bid every D&C

opportunity

2. Win 20% of funding through consulting

services directly from VicRoads

Valued

Clients

Guy

Wilkinson

$ 1,400,000 $600,000 1. Secure owners engineer role with

ConnectEast

Local

Government

Guy

Wilkinson

$ 0 $ 250,000 1. Melbourne City Council -joint client initiative

with WSP.

Victoria Total $ 17,900,000 $ 5,850,000

Transurban

Guy

Wilkinson

$ 1,000,000 $ 0 1. Bid Western Distributor

2. Secure panel opportunities

MTM J Gutierre $ 0 $ 600,000 1. Build depth and breadth in our client

relationships – back to basics

2. Promote our technical expertise and resource

depth.


Road Rail Other

1. M80 Sunshine to Calder

2. City Tulla Widening

3. Western Distributor

4. ConnectEast – Project Silk

1. Dande-9

2. LXRA Next 3

3. Mernda Rail

4. Melbourne Metro

1. PTV Technical Advisor and

Systems Engineering roles

2. PTV Refranchising support


1. DEDJTR - Diversify funding to include more consulting

services

2. DEDJTR - Secure delivery partner for Melbourne Metro

3. DEDJTR - Focused CRM effort on network planning services

4. PTV - Make sure TA and Systems Integration roles are

successful - these will lead to further opportunities

5. PTV - Leverage of George Pund’s relationship with

Amanda Fairley, initially in the review of the On Road NDP

6. PTV - Use Denis Leviny and others’ relationships for market

intel (particularly Cranbourne duplications, Metro,

refranchising)

7. VicRoads – Diversify funding to include more consulting

services

8. VicRoads - Consolidate team of people focussed on

professional services ie: those that will not move to a MP

site office

9. VicRoads - Transfer and merge CRM efforts between

VicRoads and LXRA

10. Plans to diversify business through services to Brand Clients

has generated 20% of our funding

11. ITS and Tunnel Consulting Services embedded into business


1. We grow our funding target to $35m, with $20m from new

major project wins

2. Plans to diversify business through consulting services to

Brand Clients has generated 40% of our funding

3. We are the trusted advisor of choice for our Brand Clients

4. We are the designer of choice for our preferred delivery

partners

5. Tangible passion and vibrancy in business


Ris

ks

Spreading our talent across

multiple bids and winning them

Port of Melbourne asset sale stalls

or fails and funding not available

for LXRA

Poaching of staff to MTM, LXRA,

MMRA and competitors as market

strengthens

Project demands overrun CRM

and pursuits - perceptions of being

“too busy”

Unable to resource PTV roles to

client satisfaction

Probity limitations from client side

roles on major projects

Op

po

rtu

nitie

s

Infrastructure Victoria as a new

client for review and due diligence

roles, and also better visibility of

pipeline for business planning

Market Led Proposals -

Government more receptive to

offers leading to increased private

sector investment

Federal election in 2016 may yield

new projects or funding for

Melbourne Metro

Support government clients as

they downsize with outsourcing

New delivery partner relationships

as intermediates emerge and

historical limitations fade

Take Tier 1 geotech position from

specialist

South Australia Transport Market Action Plan 2016The SA Market Action Plan is a concise summary of the actions required to be delivered in the SA Transport business in 2016.

South Australia Transport Market Action Plan 2016 1

Key Results AreasTo achieve the performance necessary to create a sustainable future we will focus our efforts inthe following key results areas:

People & CultureKPI Measurement method Target 2016Capability Gaps Ability to resource major

projects AND continue withpanel/direct work

ITS & Rail

Recruits to balance capability andexperience levels

Draw on interstate ITS and Rail capability towin roles

Clients

KPI Measurement method Target 2016Trusted adviserstatus with ourbrand clients

PB Client SurveyProject Debriefs / ClientFeedback

Net promoter score of 3270% of all tenders / projects have feedback

Other strategic client targets 20% of sales from direct work for Brand Clients

PerformanceCulture



Businessperformance

Base Project Net Funding $2,500,000


Major Project Net Funding $2,500,000


Pipeline health Target rolling pipeline of >$5m


Delivery Partners No. of partners with a strongrelationship

Tier 1 Contractors – LL + one other from Fulton,John Holland, MacDowTier 2 Contractors – LEED or BMD

Designers – stay flexible to suit project


KPI Measurement method Target 2016BusinessDevelopmentEfficiency




Growth anddiversification

Funding by sector Roads 60% Light Rai/Rail 40%

Capability Diversity ITS, Rail

Funding to other Business 10% of Environment/CLM/Stakeholder funding

South Australia Strategic Direction2016 - 2018

The Transport Business Group will be

· Preferred supplier of design to key contractors for D&C

and other major transport projects

· A sought after trusted advisor to DPTI for direct advice on

planning and reviewer roles, selected secondments and

via their small project, PM and CM and other panels

· Known for our specialist technical skills, particularly for

geotechnical, structures, transport planning & CLM

· A sustainable size with sufficient resource numbers and

spread of skills & experience to both deliver the baseload

of DPTI direct work as well as ramp up for major projects

· Top 3 consultant of choice for DPTI and contractors

· Be a place that attracts the best in our industry

Strategic Priorities in South AustraliaThe strategic priorities for Transport in SA are:

1. Secure a D&C plus IV/IR major project role

2. Increase proportion of direct DPTI work

3. Secure a role on Light Rail Projects

4. Maintain specialist profile in Geotechnical, ITP, Structures,

Stakeholder Engagement, CLM

5. Seek local council work on Opportunistic basis

6. Strengthen relationship with Tier 1 contractors including

Lend Lease, John Holland and McConnell Dowell and Tier

2 contractors including Leed, BMD and selected others

7. Leadership role in providing civil engineering services to

non-transport clients in SA region



Tran

spor

t

Key recruits in TransportRecruits to balance capability· Principal civil engineer

· Replacements for Gordon & Alex in ITP

· Junior civil & Structural Drafters & engineers

· Senior Design Manager on back of major

projects

Internal resources· Opportunities for our Discipline leads for

retention

· CRM to improve direct work success rates

· Interstate support of key resources (DM, PM and

technical leads) for major projects to boost

local capacity

· Interstate technical support (ITS, Rail) for major

projects


· High level 12D capability

· Small to mid-Project Management skills

· Major Project Design Management skills

Who

leof

Busin

ess

Acquisitions

· Opportunistic - None planned


· ITS

· BIM

· Access to key PM & DM resources for major

projects

Market SummaryThe SA transport market is quite buoyant, with major projects currently/about to be bid for the north-south corridor upgrade, plus the Torrens Junction Grade separation, with hope that the Strzelecki Track Upgradewill proceed soon after 2016. Opportunities to work directly with DPTI in advisor or project management roles are also emerging with the “rejuvenation” of the department. However the transport market is heavilydependent on one client (DPTI) – which makes the opportunities very binary, plus very reliant on federal funding for new projects. With the appointment of Jamie Briggs as Federal Minister for Cities, the state willpush for more public transport projects in line with their policy, especially associated with the Gawler Line Electrification and tram extensions to Outer Harbour, Norwood, Prospect or the inner city loop.

South Australia Transport Market Action Plan 2016 2

[HG1]


Client Name CRM Name 2016 MajorProject

Funding

2016Baseload

Funding


DPTI Scot Coleman $2.5m $2.5m 1. Win a major project

2. Secure direct DPTI work

3. Get involved with tram

extension planning

LocalGovernment

AndrewLeedham

$250k 1.

Valued Clients

Renewal SA

NT

tbc $250k 1.


Road Rail Other

1. Darlington Upgrade

2. Northern Connector IV or IR

3. Next North-South corridor

Planning Study

1. Torrens Junction

2. Light Rail Planning

3. Gawler Electrification

1. South Eastern Freeway

road and ITS

2. Gawler East Bypass

3. Strzelecki Track


1. Win at least one major project - Darlington, Torrens

Junction.

2. Win an IV or IR role on other major project – Darlington,

Northern Connector, Torrens Junction. Identify pursuit

leads early and find key people early.

3. Secure role on light rail project. Build off CBR tender

success (or otherwise).

4. Secure larger share of direct and advisor roles with DPTI

via implementing basics of CRM effort.

5. Secure quality PM and DMs to bid & deliver major projects

(particularly rail) - interstate or recruits.

6. Maintain specialist technical profile – geotechnical, ITP,

Structures, Stakeholder, CLM.

7. Raise ITS profile including by hosting technical seminars.

Key Actions for 2017 – 20181. Develop relationships with tier 1 contractors to provide

.choice on major projects, plus opportunistic projects with

tier 2 contractors for midsize projects.

2. Secure role on next North-South corridor project.

3. Secure role on light rail project.

4. Secure partner for Gawler electrification or other next rail

project.

5. Secure larger share of direct and advisor roles with DPTI,

balanced against major project opportunities.

6. Maintain balanced and sustainable local capability, plus

Design Management capability.


Risk

s

· Tier 1 consultant competition in tight market-KBR, AECOM, Jacobs, GHD, MOTT, Aurecon:maintain relationships for partnering

· Increased profile hence competition fromsmaller competitors – W&G, Fyfe, SMEC, Beca,Tonkin, Opus, Arup: partner where appropriate

· Failure to implement resourcessuccession/recruitment plan – G Benham,Geoff H, Derek A, Stewart G, Design manager,Principal Civil Engineer: plan & implement

· Lack of key interstate support –DM, Rail, ITS:secure via early pursuit plans

· Failure to secure share of direct/client advisorroles with DPTI –W&G and Mott current“favourites”; CRM focus for 2016

· Loss of Darlington will tarnish our reputation asdesigner partner for contractors; Earlyestablishment of pursuit plans

· Perception that PB is expensive limits panelwork: Bid to win based on workloads

Opp

ortu

nitie

s

· Major projects- Darlington, Torrens Junction ,NC, next North-South Corridor project, GawlerElectrification: Prepare pursuit plans for all keyprospects

· Panel projects – traditional smaller roadprojects, PM and CM panel, ITS advisor andfurther panels or direct work opportunitiesassociated with DPTI rejuvenation: CRM focuson panel and direct work opps

· Labour minister commitment to publictransport, so light rail extension opportunities:Use Scott Ney skills to target opps

· DPTI CEO commitment to ITS including viaOperation moving Adelaide, plus AutomatedVehicle push in SA:

· DPTI buildings work on back of WSP skills(although very competitive)

·· Secondments into DPTI to support and

enhance their project teams·· Fill capability gap arising from DTPI downsizing

Western Australia Transport Market Action Plan 2016-18The Western Australia Market Action Plan is a concise summary of the actions required to be delivered in the WA Transport business in 2016.

Western Australia Transport Market Action Plan 2016 1

Key results areasTo achieve the performance necessary to create a sustainable future we will focus our efforts inthe following key results areas:

People & cultureKPI Measurement method Target 2016Capability gaps Number of hires were

strategic (see: key recruits)Three

Clients

KPI Measurement method Target 2016Trusted adviserstatus with ourbrand clients

Project feedback surveyProject debriefs / clientfeedback

Net promoter score of 3885% of all tenders / projects over 20k havefeedback

No. of advisory commissions tokey clients

Three projects

Performanceculture

Client feedback - quality 7.6

Client feedback - technical 8.1

Businessperformance

Base project net funding $5,000,000

Major project net funding $5,000,000

Pipeline health 110% of net funding target

Delivery partners No. of delivery partners witha strong relationship

One - Tier 1 ; One - Tier 2

Business performance

KPI Measurement method Target 2016Businessdevelopmentefficiency

Strike rate by no. 50%


Return on investment $12.30 : 1

Growth anddiversification

Funding by sector 35% roads and bridges / 5% rail / 10% ITP / 50%major projects (contractor)

Capability diversity 85% road and bridges / 5% rail / 10% other

Funding to other businessgroups

10% of transport client funding to beenvironment work

5% of transport client funding to be property(inc. PDS) work

WA strategic direction 2016 - 2018The transport business group will:

· Be a top three service provider in roads and transport

planning

· Be a trusted adviser to Main Roads, Department of

Transport, and Public Transport Authority – influencing

policy and decision making

· Be the designer of choice for Tier 1 & 2 delivery partners

· Deliver sustainable and profitable growth through

increased market share and targeted acquisitions

· Utilise experiences of our diverse workforce to inform

business decisions

Strategic priorities in WA

The strategic priorities for transport in WA are:

1. Develop project management to deliver timely,

accurate and quality outputs irrespective of project size

2. Deliver one major project (>$1m WSP | PB ECV) each

year and bring innovation to the WA market

3. Develop a sustainable critical mass of staff in Perth office

4. Effective mobilisation of national resources onto major

projects

5. Focus on our technical strengths to be a market leader in

the latest technologies

6. Client side positioning for planning and policy work

7. Develop strategic partnerships with key professional

services delivery partners

8. Gain support from within Public Transport Authority to

access services not available through the panel



Tran

spor

t

Key recruits in transport· Senior Transport Engineer

Rail Executive· Network operations and maintenance· Major Projects Executive**· Experienced Project Manager/s**To be available to work in Perth

Internal resources (insourcing)· Major projects· Transport modelling· Tunnelling· ITS and network operations· Rail

Training and development· Major project negotiation and delivery· Commercial skills (inc. project management)· Network operations· Relationship management· Supporting the Chartership of professional staff· Leadership training· BIM

Who

leof

busin

ess

Potential Acquisitions· Geotechnical· Regional presence· Environmental services· Network operations

Whole of business investment priorities· Environmental services – flora & fauna,

stakeholder engagement· Adopting BIM· Durability engineering· Operations and maintenance· Northern Territory opportunities

Market SummaryThe WA economy has entered a new stage – the resources sector has taken a sharp downturn and the Government is now investing heavily in transport infrastructure. The WA Transport Portfolio of Main Roads WA, Department ofTransport and Public Transport Authority will spend $2 billion over 2015-16 to boost WA’s transport network. Significant road projects include NorthLink WA (Perth Darwin National Highway) and Perth Freight Link which will provide a highproductivity road to the port of Fremantle. Other opportunities include the planning associated with Perth’s population growth to 3.5 million, the expansion of the Outer Harbour (Kwinana), the development of ITS for Main Roads, lightrail for Perth City, grade separations, and other heavy rail projects. Forrestfield Airport Link presents some opportunities. Main Roads’ new road maintenance contracts are also up for tender in 2016. The pipeline of transportopportunities is strong – WSP | Parsons Brinckerhoff has the diverse skills necessary to develop a sustainable business.

Western Australia Transport Market Action Plan 2016 2

Client outcomes and areas of focus

Client Name CRMName

2016 MajorProject Funding

2016 BaseloadFunding


Main Roads WA Brian Norris $5,000,000 $4,100,000

- 2016 Forecast -ETS - $2,000,000BDS - $750,000

1. Deliver high quality projectsunder Main Roads panels

2. Bring innovative solutions toimprove the Main Roads network

3. Develop value for moneysolutions for our delivery partnersto win one major D&C project

Department ofTransport WA

Alan Philp - $500,000 1. Deliver high quality projectsunder DoT panel

2. Provide thought leadership andservices in the development ofWA planning and policy

3. Focus services on strategicconsulting

Public Transport

Authority

Phil

Nicholls

- $200,000 1. Deliver high quality projectsunder bus stop panel

2. Position for new Panel

3. Provide services in support of FAL

LocalGovernmentAuthoritiesValued clients

PhilNicholls

-

$200,000

1. City of Perth

2. City of Stirling

3. Perth Airport

4. WA Port Authorities

WA total $5,000,000 $5,000,000

Major project pursuits

Road Rail Other

1. Northlink Stage 3

2. Main Roads New

Maintenance Contracts

3. Kimberley Roads

Improvements (inc.

Kununurra Bypass)

1. FAL IV

2. Light RAIL

3. East Wanneroo Line

1. Heavy vehicle user

charging modelling and

technology

2. New strategic model for

Perth

3. Perth Airport infrastructure

Key actions for 2016

1. Focus on quality outcomes for all projects

2. Ensure active and targeted pursuit plans are in place for

appropriate opportunities

3. Position ourselves as thought-leaders in WA transport.

(working with professional bodies, universities, and

strategic consultants)

4. Prepare compelling case for additional services to be

added to Public Transport Authority Panels

5. Prepare for likely renewal of Max Light Rail project

6. Position for future Outer Harbour Development

7. Identify and win a higher proportion of regional work

8. Grow heavy vehicle user charging experience/capability

9. Focus on key outcomes and implementation of actions

from Staff Engagement Survey

10. Develop staff resourcing plan and succession plans for all

key roles (senior and above)

11. Grow the transport team with a target of 40 employees by

end 2016.

Key actions for 2017 – 2018

1. Position for new Main Roads Panel (released 2018) in the

absence of extensions to current contract

2. Identify pipeline opportunities for 2017/2018 and target

key delivery partners as early as possible

3. Being a key player in the development of the Perth

Strategic Transport Model

4. Deliver road projects in the Kimberley region

5. Support Northern Australia transport infrastructure projects

6. Mainstreaming of BIM into road and bridge projects

7. Developing a local rail team presence

Risks and opportunities

Risk

s

· Poor quality of delivery particularly under

Main Roads Panel

· Lack of local engineering talent available in

WA

· Loss of key staff (without succession plan in

place)

· Slowdown in Government spending on major

projects

· Limited exposure to Public Transport Authority

· Complacency in our market position

· Not being aware of competitor response

· Lack of local rail design capability

· Interface management between local and

interstate resources

· Internal business systems

Opp

ortu

nitie

s

· Competitor performance/capability

· Perth 3.5m population strategy and related

works

· Release of new Public Transport Authority

Panels

· Release of Main Roads new maintenance

contracts

· Road network operations and ITS

· Major rail opportunity – build, own, operate

· Outer Harbour Development ( Kwinana)

· Northern Australia

· Perth Airport expansion and associated

infrastructure

New Zealand Transport Market Action Plan 2016 - 2018 The New Zealand (NZ) Transport Market Action Plan is a concise summary of the actions required to be delivered in the NZ Transport business in 2016 - 2018.

NZ Transport Market Action Plan 2016 1

Key Results Areas To achieve the performance necessary to create a sustainable future we will focus our efforts in the following key results areas:

People & Culture KPI Measurement method Target 2016 Capability gaps Roles filled Recruit 100% of identified key roles into NZ

Integration with WSP systems and people

Working together Undertake one integrated bid with NZ Property Group

Professional development

Memberships and charterships

80% of eligible staff a member of IPENZ or equivalent. 50% enrolled in chartership pathway.

Clients

KPI Measurement method Target 2016 Trusted adviser status with our brand clients

PB client survey Net promoter score of 32

Project debriefs / client feedback


Other strategic client targets Three direct appointments from NZTA and/or AT

Performance culture



Delivery partners No. of partners with a strong (i.e. “top two choice”) relationship

2 Contractors, 1 Designer


KPI Measurement method Target 2016 Funding and pipeline



Pipeline health Rolling 12-month pipeline of $10mill

Business development efficiency


Strike rate by ECV 30% base, 38% overall

Return on Investment $15:1

Growth and diversification

Funding by sector Roads 80% Rail 20%

Capability Diversity Support business group target

Funding to other Business Groups

$250k target for the Property Group

NZ Strategic Direction 2016 - 2018 The Transport Business Group will be:

Delivering major, complex projects with key regional partners

A growing business with a highly regarded reputation in NZ

Delivering sustainable, reliable revenue and profits

A highly desired employer, with a low-turnover workforce of at least 50 permanent NZ TPT people by end of 2018

Delivering a balance between client side roles and project delivery roles, we will deliver services across all facets of the market client/contractor/programs and contract types and along all phases of a projects life cycle from strategy to delivery.

Creating stronger partnerships with clearly defined value propositions for our people, our brand clients and our delivery partners

Strategic Priorities in NZ 2016

The strategic priorities for Transport in NZ are:

1. Recruiting key talent from across the globe in all selected transport disciplines to accelerate our market penetration and brand presence

2. Recruiting a locally based critical mass of transport capability with NZTA and AT experience

3. Recruiting emerging talent from Universities through stronger relationships with key institutions

4. Promoting seller-doer culture within each discipline group

5. Promoting our transport vision to NZ brand clients and building our brand for global reach, technical excellence and innovation

6. Winning and delivering quality services on time and budget by fostering a strong project management culture

7. Winning one major Principal’s Technical Advisor role on either a road or rail project

8. Winning one major D&C or Alliance project

9. Integrating the combined WSP|PB team in Auckland, Wellington and Christchurch by actively seeking opportunities to pursue and deliver work together

Investment priorities 2016


Tran

spor

t


At least two Principal level recruits – starting with ITP and Transport Infrastructure

Three Senior level recruits for Structures, Civil (Roading) and Geotech

Additional Project/Design Management capability – primarily to lead bids and deliver projects across the transport market (most likely for Structures, Roading and Geotech projects)

A CAD lead One Major Project Executive in roads

Internal resources

Continued exploration of 1-2 year secondments from Australia for early career professionals seeking development opportunities

Marketing, People, Commercial and Project Administration support


Targeted training plans for each section to align with legislative (i.e. safety) requirements, market needs and individual career goals

Client relationship/BD (i.e. Pursuit) training Ongoing rolling programme of WSP PB Project

Management training for all staff

Who

le o

f Bus

ines

s

Acquisitions Transport planning capability (e.g. modelling) Structural engineering


Continued investment in facilities (permanent accommodation in Wellington)

Market Summary Central government in NZ remains committed to increased investment in transport infrastructure. The recently announced 3 year National Land Transport Programme (NLTP 2015-18) includes a commitment to increased expenditure on capital projects by NZTA, up 30% on the previous 3 years. The programme has a focus on completing the Routes of National Significance (RoNs), together with planning and investment of the next wave of state highway projects. Significant increases have also been signalled on safety improvements, together with walking and cycling. NZTA has indicated there will be fewer “mega“ projects the scale of Waterview in the future, but more mid size $100 to $200 mill schemes. This will be located in the main centres (Auckland and Wellington), plus the interregional links (Northland – Auckland – Waikato – Tauranga). Design and construct and competitive alliances will be the key procurement options. The Auckland Transport Programme is less certain, although continued growth in the region is putting sustained pressure on infrastructure which will likely result in new opportunities across roading, public transport and active travel. The Government led Auckland Alignment Project is likely to create more certainty around funding and project governance for 2016 onwards.

NZ Transport Market Action Plan 2016 2


Client Name CRM Name 2016 Major Project Funding

2016 Baseload Funding


NZTA Sean Myers $3.0m $1.8m 1. Program business cases

2. Ensuring we have key roles on 2

delivery projects

3. ITS

Auckland

Transport

Veronica

Swamy

$1m $250k 1. City Rail Link

2. Minor roading upgrades

3. Walking and cycling

Local gov’t $0m $200k 1. Geotechnical works for water

and wastewater pipeline projects

2. Small bridge replacements

3. Geotechnical and traffic and

transport planning

Valued

clients

$0m $100k 1. Geotechnical and traffic and

transport planning for developers

NZ Total $4m $2.35m


Road Rail Other

1. Auckland Northern Corridor

2. Peka Peka to Otaki

3. Programme Business Cases

1. City Rail Link 1. Central Interceptor


1. Have plans in place for mobilisation of key resources from Australia to support major delivery projects where we know that we won’t have sufficient local capability

2. Establish strong local leadership to recruit and develop critical mass capability in design management, roads, rail, drainage, structures and geotechnical engineering

3. Develop plans to deliver projects not just in Auckland but also Wellington, Hamilton and Christchurch

4. Nuture our working relationships with NZTA Tier 1 Contractors (Fulton Hogan, HEB, Leighton, Fletcher)

5. Expand service offering to public transport, transport strategy and scheme development

6. Build relationships with local support organisations in planning, urban design, environment, traffic modelling, cost estimation, contract documentation

7. Enrol WSP team into transport projects, i.e fire engineering M+E for rail stations, etc.

8. Develop working relationships with Manilla team for cost effective delivery (using Rob Park)


1. Achieve baseline funding target of $15m

2. Win two major projects per year

3. Recruit and develop staff to ensure key capabilities offered are:

Design management in road and rail Principal Advisor in roads and public transport Integrated Transport Planning – strategic planning, business case development, traffic impact assessments, PT planning, pedestrian and cycleways, some traffic and transport modelling Roading – business cases, concept/feasibility/detailed design across alignment, drainage, pavements, geotechnical and structures Specific tunnelling and geotechnical capability for water/utility/power clients Rail – project management, civils and structures, signalling, OHL, traction


Risk

s

Lack of local track record in Principal’s

Advisory roles continues to prevent

penetration into that market

Reputation in marketplace as a high risk

employer reduces ability to recruit talent

Strengthening of AUD against NZD leads to

inability to use Australian resources to

support project delivery

Opp

ortu

nitie

s

More NZTA direct appointments as our brand

improves

Leveraging Property team into transport

projects – particularly stations and tunnel fire

safety roles

Significant pipeline of water related projects

for geotech and tunnels team

Leverage international experience for

emerging technologies – particularly ITS

Leverage close relationship with Manilla

structures team (i.e. Rob Park) to secure and

win bridge replacement works for KiwiRail

and NZTA

Documents

Rail Market Action Plan 2016cdn-au.mailsnd.com/14135/hWE_dJDG2EKIRs2t-6W_BZ9Qj... · Aurizon Daniel Caldwell Nil $2.5m 1. Project Knight 2. Panel projects ARTC David Foldi $4.5m $0.4m