POINT - Refining NZ · got Point Forward coming to completion, shutdowns planned and we’ve set...

POINTTH

Eissue 3 : MArCH 2009

Business Plan 2009 : Putting the Plan in Action

Sam Warriner : Top of Her Game, Top of The world

Emergency Services : A Team with Talent

sARAH CLARkE’sINsPIRATIONAL sTORy

Contents 3 Business Plan 2009 - Summary

6 Sam warriner - Top of her Game, Top of the world

8 Sarah’s Story – The road to recovery

10 Emergency Services – A Team with Talent

13 jetty 3 Update

14 Supporting Talented Staff to Excel

16 rudy Goetzee – A Lifetime in the refi ning industry

18 Point Forward Project Safely on Track

NZRC chief executive Ken Rivers

A WORDfROM kENStarting a new year, I always like taking time to stop and refl ect on the year that’s been before looking ahead.

The results we achieved in 2008 were brilliant, with the safest and one of the most reliable years we’ve ever had and really healthy margins based on great operational excellence. We delivered an 11% increase in profi tability, the highest US$ Processing Fee ever earned, and achieved the top end of the forecast that we released to the stock exchange last October.

We lived by our commitment to keep ourselves and each other safe, reinforcing that safety is our number one priority. We have clean accounts, with no qualifi cations on our assurance statements, and no overdue inspections on vessels. We had our best ever energy effi ciency rating, and we won awards for safety and businesses excellence. It is our people who have delivered these outstanding results, with their commitment to our core values, and their work both as individuals and as a team.

Looking ahead, 2009 is going to be a busy year. We’ve got Point Forward coming to completion, shutdowns planned and we’ve set ourselves some tough targets in our business plan. But there’s no reason why we can’t hit those targets with our world class standards, world class people and outstanding track record.

With the world economic crisis, most industrialists want to talk doom and gloom, but for me, crisis brings with it opportunity. We are ideally positioned to take advantage of this, with our very clear strategic direction and our confi dence in where we are going. Not to mention an extremely strong balance sheet even after recently declaring a dividend to investors which pays out 86% of our profi t to shareholders.

Most people will have heard about Shell’s decision to review its New Zealand investments. Currently Shell is one of our four major oil companies, holding 17% of the shares on issue, and has a long term processing agreement with NZRC. All companies undertake these strategic reviews from time to time, and when there is such great upheaval in the world markets, it’s to be expected.

We have a long association with Shell and are delighted that they have been a customer and shareholder for so long. However if Shell wishes to divest, I’m confi dent that others will want to take up those shares.

Change not only generates threats but also opportunities, and in this sort of environment there are great possibilities not only to survive but to thrive. We have an exciting year ahead. Point Forward is a massive piece of growth that will achieve an increase of oil production into the market by 10-15%. We clearly know where we are heading, what we want to achieve, and how we are going to get there.

We couldn’t have imagined being where we are now a year ago. Just think where we’ll be 12 months from now.

upheaval in the world markets, it’s to be expected.reviews from time to time, and when there is such great upheaval in the world markets, it’s to be expected.

one of our four major oil companies, holding 17% of the shares on issue, and has a long term processing agreement with NZRC. All companies undertake these strategic reviews from time to time, and when there is such great upheaval in the world markets, it’s to be expected.

Most people will have heard about Shell’s decision to review its New Zealand investments. Currently Shell is one of our four major oil companies, holding 17% of the shares on issue, and has a long term processing agreement

With Crisis and Change Comes Opportunity

2 THE POINT : MARCH 092

Above: Strategic planning for the future

The Business Plan for 2009 is now in action throughout the NZRC, with some excellent work going into reviewing the goals of 2008 and setting the strategic direction for the future.

The 2009 plan builds on the outstanding progress made in 2008 which chief executive Ken Rivers says most people couldn’t have imagined a year ago.

“When we began the 2008 Business Plan, there were people who thought our targets were unachievable. But we achieved them, and more. We have proven that we can set 100% targets and succeed. In the last year we have shown we are a world class company with world class people. Just imagine what we can achieve in the next year.”

The 2009 Business Plan remains focused on the NZRC’s goal of Fuelling New Zealand’s Future and the vision to be New Zealand’s Company of Choice.

There are three key aims for this year’s plan:• Shareholders: deliver 15% return on the capital we

employ over the business cycle

• Customers: provide 50 - 80% of New Zealand products by being the most competitive source of supply in terms of reliability, cost and environmental footprint

• People and Stakeholders: attract, develop and retain talented individuals and business partners to sustain and grow the business and be recognised as a valued corporate citizen locally, regionally and nationally.

When developing the Business Plan, the key questions were: where are we today, where do we want to be and how are we going to get there?

This led to eight key strategies to guide the NZRC into the future:• Continuously improve competitive position versus

imports and target production capacity of 80% of NZdemand by developing robust options to close the gap.

• Secure and grow NZRC’s supply envelope through control and operation of infrastructure, developing existing logistical advantages in core and niche markets and exploring opportunities at major import locations.

• Grow with our customers through innovation and understanding their strategic interests, capturing potential synergies and untapped opportunities.

• Implement a more structured and systematic approach to operational excellence that will deliverand sustain world-class HSE, asset integrity, reliabilityand energy performance.

• Develop improvements to the robustness and cost of critical utilities supplies.

• Build leadership and organisational capability to run and develop the business.

• Based on impeccable performance and structured andproactive engagement, build a reputation as a valuedand admired company by being a good corporatecitizen at a local, regional and national level.

• Incorporate the concepts of sustainability and kaitiakitanga (guardianship / stewardship) into our approach to business and embed into systems, processes and corporate values as we build on / broaden our environmental reputation through action and results.

PUTTINg IT INTO ACTION

2009 BUsINEss PLAN:

3THE POINT : MARCH 09

Protecting our pristine environment

Supporting New Zealand Growth: New Zealand’s Supplier of ChoiceNZRC is the leading supplier of refined petroleum products to New Zealand. We supply petrol, diesel, aviation fuel and other products, making a major contribution to the New Zealand economy and supporting our country’s growth.

We want to provide world class customer service and grow with our customers by understanding and responding to their needs, whilst consolidating and expanding our natural supply envelope through the assets we own and operate.

In 2009, we will be focusing on completing our major expansion project (Point Forward), which will increase the size of our business by 10 -15%. The new jetty will also come on line which will enable ships in Auckland harbour to be directly supplied from the refinery using a new purpose built barge.

Health and Safety: Safely Home, Every DayAt the refinery we strive to get everybody home safely every day. We work closely together as colleagues, we are also friends, and many of us are family. In 2008 we made good progress reducing risks in the workplace to keep our people safe.

We achieved 1 million man hours without a serious injury for the first time and our people have confidence that we can deliver excellence in safety. We have significantly reduced the number of injuries at the refinery. However there are still some serious near miss events and minor incidents occurring.

We want everybody on site to be visibly committed to safety as our number one priority and to know how they can contribute to ensuring the health and safety of not just themselves but also everyone on site.

This year we will be concentrating on continuing with the structured safety action plan that has already delivered some early successes, reviewing our health risks, and improving our emergency response and fire fighting capability.

Our Environment: Beyond Compliance, Beyond TodayOnly metres off the coastline of the refinery the local community regularly collect kaimoana for their dining tables. This is a testimony to our protection of water quality through our focus on compliance and improvement processes. We are proud of this and strive to replicate such success for all parts of the business through our ISO14001 certified environmental management system.

We want to have impeccable environmental performance, ensuring we create no nuisance for our neighbours and more than meet the expectations of our community.

The activities we will be focussing on this year are ensuring that we continue to more than fulfil our commitments under the Negotiated Greenhouse Gas Agreement (NGA), introduce a comprehensive waste recycling programme and refresh our assessments of our environmental impact.

People and Performance: Being An Employer of ChoicePeople are the heart of the refinery and we are proud of our highly skilled and deeply loyal workforce. They are our biggest asset and we are focussed on growing together. We start this journey in good shape.

We want to be the employer of choice for talented and motivated people and provide them with the opportunity to achieve success and grow to reach their full potential within a secure, supportive and stimulating environment.

2009 will be a busy year as we reposition our organisation and resources, and build the competencies and capabilities to achieve our long term strategic goals. We will continue to focus on developing leaders throughout the organisation and creating a performance culture, which recognises success and supports our core values.

Reflecting on the successes of 2008

THE POINT : MARCH 094

Leading in Reliability: Asia Pacifi c’s Most reliable refi nerReliability is vital to the future of the refi nery. It underpins not only our fi nancial performance but our ability to meet the needs of our customers to keep New Zealand moving. We are striving to be world leaders in plant reliability and equipment integrity. We are consistently delivering 1st quartile performance in the Solomon rating, our unplanned downtime level is better than any Australian refi nery and world benchmarking puts us at the top of our league.

We want to sustainably deliver world class reliability and impeccable asset integrity and process safety performance through a comprehensive and structured approach, which learns from experience and best practices elsewhere.

In 2008, we completed a thorough review of NZRC’s systems from which we developed the Reliability, Integrity and Process Safety programme (RIPS), which will provide the main focus of action in 2009 and for a number of years to come.

We will also be embarking on a reliability improvement plan on the Refi nery to Auckland Pipeline (RAP), which will further improve the robustness of the deliveries into our core market . On top of all that, there are two major shutdowns to complete in February and September.

Robust Profi tability: Delivering in A Volatile worldThe refi nery’s world class reliability and healthy margins mean we are well placed to achieve high profi tability. Given the recent challenging market conditions, the refi nery is performing well ahead of predictions and compares favourably to global competitors.

We want to deliver a sustainable 15% return on the capital over the business cycle and remain solvent even in the toughest of market conditions We will pay particular attention to energy as it is not only critical to improving our environmental performance, but also represents over 50% of our total costs.

We have made signifi cant improvements in energy effi ciency in recent years, and in 2009 we are looking to make a further change as we introduce a structured Energy Plan. Another example of “good environmental practice being good business” is the water recycling opportunities that are being developed in conjunction with Whangarei District Council.

A strong cost focus in non-energy areas is also critical and we will to continue to structurally reduce costs, eliminate waste, improve effi ciency and implement improved controls and monitoring. Robust profi tability also means improving revenue and advances in process control this year will increase the value of the products we make and the income from customers.

Delivering On Our Promises: Developing Mutual Trust, Understanding and SupportCompared to other New Zealand companies of similar size and complexity our people are engaged and satisfi ed. Internal communication is improving, but we are focussed on doing it better.

Externally, most of the local community appreciate our importance as an employer and think we are doing our best to mitigate our impact on the environment. Again, we can do better, by engaging more openly and proactively with individuals and community groups in Northland.

We want to be recognised as a good neighbour, a valued contributor and trusted company which is playing its full part in “fuelling New Zealand’s future”. We need to strengthen our communications and relationships and we will start locally before working outwards to engage at a national level.

Our fi rst job is to ensure that everyone who works on the site is well informed about what we are trying to achieve and how we are going about it – our people are our best ambassadors. In 2009, we will be overhauling our site communications to achieve this goal as well as working at connecting better with our local stakeholders and neighbours as we prepare to go national later.

For more in-depth detail, please refer to the 2009 Business Plan.

Our people are our best ambassadors


Sam Warriner will be waving the NZRC fl ag around the world this year as she competes to defend her spot as World Number One Triathlon Champion.

This incredible title, which she earned during last year’s ITU World Cup Championships, is the result of years of dedication and hard work.

Sam began competing professionally much later than most, with her fi rst triathlon in Whangarei about ten years ago. She moved on to compete in the age group champs, where she surprised herself by winning silver in the 25-29 age group race. In 2002 she joined the Elite Triathlon Team and hasn’t looked back.

“I’ve been brought up with the belief that with everything in life you just have to work hard. If you know what your goal is and you believe you can do it, you’ll get there. But you have to believe it.”

Sam was a committed teacher at Whangarei Girls High School, having moved to New Zealand from the UK in 1997 because of the strong focus on sport

and the importance placed on physical education in schools. Several years ago however, Sam had to make the decision to leave her job to concentrate on her training.

“I really enjoyed working there – it was a really good school. I miss the contact with co-workers, and that rapport you have with others in a job. I enjoyed going to the staffroom at lunchtime to catch up with others.”

This decision gave Sam the time and space she needed to excel. She competed at the 2004 Athens Olympics and went on to win a silver medal at the 2006 Commonwealth Games. She was also a member of the Olympic team competing in Beijing, and after a disappointing fi nish, Sam went on to prove her talent with the ITU World Champs, achieving the number one spot in the world.

Last month the NZRC happily agreed to help Sam achieve her goal to keep her top spot, by becoming her principle sponsor for 2009 and beyond, leaving Sam “absolutely delighted and completely speechless”.

ITU World Triathlon Champion Sam Warriner

sAMWARRINERTOP Of HER gAME, TOP Of THE WORLD


Sam winning the Salford BG Triathlon World Cup

“I literally didn’t know what to say. Their generosity blew me away. I’m hoping that I can give as much back to the refinery as they’re giving me. I will proudly wear the New Zealand Refining Company logo as I’m competing and am already looking at ways I can give back to the company.”

One of Sam’s most recent events was a qualifying race in Geelong, Australia, where she earned her place at the World 70.3 (a half iron-man which is 70.3 miles in length) in Florida in November.

The world circuit begins in Singapore in May, and from there Sam will compete in Madrid, Washington, Austria, Germany, London, Japan and Australia. All races are full Olympic distance – a 1500m swim, 40km bike ride and 10km run.

Sam is currently in Barreggo Springs, in the San Diego Desert in California at an intensive six-week training camp with her coach Siri Lindley, an ex world champion.

Sam says she is an incredible coach.

“I’ve been working with her for six months and have come along in leaps and bounds. Most of our contact is by email, where we set training programmes and I keep her up to date on my progress.

“In the desert, all there will be to do is train, sleep and recover.”

While Sam is much older than her fellow world class triathletes, she chooses to see her age as an advantage.

“The older you get, the more you appreciate how far you’ve come.

“The younger girls have been brought up in a system where there is an expectation that they will get sponsorship and support, and that they will win. When I perform badly I see it as a failure and I want to learn from it.

“I also think the sky is the limit. If I stop and think about what I’ve achieved up until now, just imagine what else is possible.”

Sam also believes her stamina is improving with age, having shorter recovery times than the younger athletes, because she maintains her fitness levels and really understands her body’s needs.

Reading Sam’s regular diary at www.samwarriner.co.nz you get a real insight into the character and drive that has taken Sam to the top. She also speaks very highly of her partner Stephen Bradley, who has supported her journey. Stephen is a school teacher at Kamo High School, and while he took last year off to travel with Sam, he is back to school this year.

When she can, Sam spends her time giving talks to schools and other groups. “I’m in it because I love it and I’m passionate about it. I love going into schools or speaking with people planning to do their first ever triathlon.

“I ask kids what they want to be when they grow up and they say an All Black or a Black Stick. I tell them they need to see the bigger picture. Why stop at New Zealand? Why not aim to be the best in the world?”

THE POINT : MARCH 09 7

sARAH’s sTORy

Meeting Sarah Clarke is an experience you will remember. And hearing her story is something you will never forget.

In 2003 Sarah was a casual employee of Marsden Point Construction Limited (MPCL), working as a safety watch. Like any other morning, she began doing her tidy up around a tank, while she waited for her crew to have their morning planning session.

She was picking up some garnet bags, and without realising grabbed a piece of polythene hiding beneath them. The polythene was caught under a man-way leaning against the tank, and before she knew it, the man-way door, weighing over 80kg, was coming down on top of her. It hit her in the stomach and then pushed her down to pin her legs on the ground.

“I could hear my team so I called out to them, but they couldn’t hear me because of the wind. I called and called but nobody came. My radio had been thrown out of my pocket and was out of reach. I said a karakia, thinking I was going to die.

“I had probably been there about 10 minutes, when I started getting pins and needles up my leg, and knew I had to get out of there.”

Sarah spotted a piece of timber, which she was just able to reach and drag over. She used it as a lever to get one leg out at a time.

“I don’t know how I lifted it. I just did. I wasn’t feeling any pain. I guess it was all the adrenaline.”

She had begun dragging herself around the tank when her team came looking for her and immediately called Emergency Services (ES).

Paul Cowpland (‘my favourite guy’) was the first response, and the ES team organised an ambulance to hospital, where Sarah was a regular visitor for the next six months. Sarah endured nine visits to theatre, having surgery to reinforce the crushed bones in her right leg and foot, and also to remove gangrene that had set in.

What made Sarah’s time in hospital hardest was knowing that her husband Harry, who at the time was an invalid, and her three dependant grandchildren were having to cope at home without her.

THE ROAD TO RECOVERyAbove: Sarah at home with her husband Harry and grandchildren (L-R): Renee, Rewi, Isaiah, Te Rei and Toi


“We got caregivers and home help in, but it was really hard knowing that my husband had to cope with strangers coming into the home to help out, getting the kids to school. He’s a very private person.”

Complications with ACC delayed financial support but fortunately MPCL bridged the financial gap, and Transfield Worley also stepped in, to make the physical changes to Sarah’s home, like widening doorways and adding railings, so that Sarah could comfortably get around home in her wheelchair.

“They were all amazing. MPCL and Transfield Worley just took so many worries away.”

Sarah says it was a huge adjustment for the children, who depended on their Nan. One of her grandsons, then aged eight, refused to go to school one day. “He admitted to me it was because he’d run out of ironed shorts – a job I used to do. He said, ‘you told me Nan, that I shouldn’t leave the house unless I was properly dressed’”.

Sarah said they kept the children with them as long as they could, but one day when Harry had fallen asleep, the youngest woke up from her nap and decided to go for a walk. She was found hundreds of metres from home, having crossed a busy main road.

“We knew we had to give the children up then, because it just wasn’t safe. That was very, very hard.”

The children moved on to live with other family members.After her six months in and out of hospital, Sarah had a long road to recovery ahead. When she finally returned to the refinery about 18 months after her accident, she was still dependent on a walking stick.

“I had to learn to walk again. That was one of the hardest things.

“I began back in the planning room in the library. I was really lucky that the NZRC were happy to have me back, and I was also really lucky to be given computer training from ACC , but to be honest, I hated it. I was turning into this ugly person because I just wasn’t happy there.”

In the end, Sarah went to her boss and said she wanted out.

“They told me it was too dangerous for me back out on the plant, because they were worried about my personal safety in an evacuation. So I decided to prove them wrong.”

Sarah ditched the walking stick, and after just two months with a physical trainer, and new shoes fitted with orthotics, she was ready to test her legs.

“I had to show them I could climb a ladder and walk up the side of a tank. I did so well I got all the way to the top. I went over to the side where I could see them all on the ground and just went ‘Woohoo!’ By then, all the boys had gathered around, and were all cheering for me, saying ‘Go Aunty’! It was awesome, and I haven’t looked back.”

Sarah’s nickname ‘Aunty’ reflects the mana she holds at the refinery with her ‘boys’, and it is clear they hold a great deal of respect for her. When she talks, they always listen.

“MPCL is a family oriented company, and the whole refinery – all the contractors and NZRC staff - are like one big family. When I came back to work everyone was keen to help my recovery. We all care about each other.”

She says she’s had to tell her story to a few of the tough young apprentices who think they can cut corners. “I’m not afraid to tell the big boys they’re not doing something safely.”

Sarah says many life lessons have come out of the accident. “At work I’ve learnt to speak up. It taught me to intervene when something isn’t right.”

Sarah has not let her accident slow her down, but she knows that life will never be the same.

“I had to give up my tennis, which I just love. I’m a real tennis fanatic. There’s that real frustration of being left behind. I really miss being part of a team.”

Sarah also can’t do the simple things like walking on sand because the risk of damaging her leg is too high on unstable ground.

Safety Manager Wade Alsweiler says NZRC learned from Sarah’s accident, with many changes made to safety procedures on site, including the fact that man-ways are no longer left leaning against tanks.

“We wanted to help Sarah. We failed to keep her safe and at the time all of MPCL’s work was on our site – the MPCL employees are an important part of NZRC.”

You don’t need to be around Sarah long to feel the inner strength and positive energy that have driven her recovery. Throughout her months of treatment and rehabilitation, it was her family that came first.

“They suffered with me. The accident doesn’t stop at work. It goes on for weeks and months and affects the whole family. It affected all of us – all of our lives.”

Sarah Clarke with some of ‘her boys’, Michael Smith, Para Murray and Daimion Murray


Above: Emergency Services team members Adriaan Strydom, Roy Smith and Steve Fraser

A TEAM WITH TALENT

Fighting fi res is a job most of us remain in awe of, and is a job we would gladly pass on to someone else. Within the refi nery there are a core team of 13 staff who carry this responsibility for the entire plant.

Because of the refi nery’s unique environment, typical fi re fi ghting skills are not enough, with the team undergoing extensive training in a huge variety of tasks.

The crew are also in the process of being registered as an Industrial Brigade, to acknowledge their unique work environment. Emergency Services (ES) Manager Ben Trail says the Industrial Brigade status is long overdue, and will recognise his team’s extraordinary array of skills and abilities, and the service they provide to both the refi nery and the local community.

He says the registration process has so far taken two years, and is expected to be completed soon, giving the ES the ability to operate under the Fire Service Act.

“The New Zealand Fire Service (NZFS) National Commander had to visit the refi nery as part of the registration process and was incredibly impressed by what he found at the plant, in particular the available resources, the high level of training amongst the team and the additional support the crew provides to other emergency services.”

The refi nery has a purpose built facility which allows them to run training and team building exercises for other services that may be required to help out with NZRC fi res, including the Air Force, the New Zealand Army, local fi re brigades, St John Ambulance crews, local rescue helicopter pilots, and all permanent New Zealand fi re fi ghters in their fourth year of training.

Ben says the ES team have strong relationships with both the local fi re service and other emergency response teams such as St John Ambulance and Coastguard.

“We are often called on to back up these other organisations, and in a typical day can be involved in anything from attending heart attack or accident victims on nearby ships or roads, to car fi res and coastguard search and rescue operations.”

They are also connected to all fi re crews as far south as Manukau City and as far north as Hikurangi, and annually undertake a mass scale exercise, deploying their ‘beat’ list, or back-up crews, with up to 50 units descending on the refi nery.

There are always 1-2 staff on deck, covering the refi nery 24/7, and all the team live within a 25 km radius of the plant to ensure fast response to any large scale emergency.

The NZRC team are currently the biggest industrial brigade in the country, with 13 operational staff and a strong base of 40 volunteers, made up of refi nery staff.

EMERgENCy sERVICEs


ES Assistant Manager Steve Fraser says the volunteers provide invaluable manpower for the core team.

“The 40 volunteers are a unique group in their own right, all being NZRC staff and all having experience and training as firemen, medics or fire police. They provide invaluable support to the core team.”

He says the diversity of the volunteers extends to the core team.

“The crew have arrived in their current roles from a wide variety of other positions, including civil engineers, school teachers, linemen, fitter turners, mechanics, and panel beaters.

“They provide a real commitment to their jobs. They are required to undertake a huge range of training, including industrial and urban fire fighting, pre-hospital emergency medical care, high angle rope rescue, boat operation, and oil spill training. We also have an eight-man search and rescue team amongst our crew, which is the only one north of Auckland.”

Ben and Steve have a great deal of respect for their crew, several of whom also volunteer as fire fighters outside the plant, with their local fire brigades.

There have been a small number of emergency situations at the plant in the last 30 years, but they are few and far between due to outstanding safety and risk management work undertaken by both ES staff and the entire refinery’s attitude to safety.

Ben says he clearly remembers a fire in A Block in the 1980s.

“The whole of Northland lost power, and the plant went into a crash shutdown. We had no warning when the power was coming back on, and for some reason the refinery got power back before anyone around us. Some product ended up in a vent partway up a stack in A Block and when the power came back on it spilled fire balls over the plant. Because it was at night and the rest of the area was still without power, it was a spectacular sight. We’re proud of the fact that the situation was under control and the main fire was out in just 16 minutes.”

Steve says he has worked in offshore refineries where the safety standards made work a much more dangerous environment.

“In some refineries where safety standards and practices were much lower, fires were a weekly occurrence. People just expected it. The only downside to being such a safe refinery is that our team doesn’t get so much on the job training, which is why we make sure they undergo regular training exercises and also get involved in work outside the refinery with local brigades and groups like St Johns and Coastguard.”

The responsibilities of the emergency services crew extend to all corners of the plant, and also all the way to Auckland, with the RAP (Refinery to Auckland Pipeline).

As well as maintaining the unit’s six fire engines, the crew are regularly checking and testing the “mountains” of safety equipment, including breathing apparatuses, placed strategically around the plant in the event of an emergency, which they are trained to test, maintain and repair.

Ben says the unit, with 13 operational staff and a volunteer crew of 40, has come a long way from 1973, when the first fire fighter was employed by the refinery, more than ten years after the plant opened.

The Emergency Services crew is well resourced for any emergency


Ben TrailEmergency Services Manager

Time with NZRC: 23 years

Previous Occupation:– Lines Foreman / Faultman

Previous Outside Affiliations: – Ruakaka Volunteer Fire

Brigade Deputy Chief Fire Officer (23½ years service)

– NZ Fire Service Qualified Fire Fighter and Fire Fighter

Steve FraserEmergency Services Assistant Manager

Time with NZRC: 4¼ years

Previous Occupation:– Electrician / Project Manager

Previous Outside Affiliations:– Ruakaka Volunteer Fire

brigade (5½ years)– Petrochemical Fire Fighter in

South East Asia and Europe (6 years)

Mike McCullyEmergency Serviceman / NZRC Fire Fighter (qualified NZ Fire Service and Fire Fighter)


Previous Occupation:– Leading hand

Angus GordonA’ Shift Emergency Serviceman


Previous Occupation:– Security Guard / Panelbeater

James Gurnick‘A’ Shift Emergency Serviceman


Previous Occupation:– Pest Control Officer

Previous Outside Affiliations:– Kamo Volunteer Fire Brigade

(3 years)

Roy Fedarb‘B’ Shift Emergency Serviceman / NZRC Fire Fighter (qualified NZ Fire Service and Fire Fighter)


Previous Occupation:– NZRC Operator– Sheet Metal worker– Rigger Scaffolder

Brian Weir‘B’ Shift Emergency Serviceman


Previous Occupation:– Technology Teacher– Civil Engineer

Current Outside Affiliations:– Ruakaka Volunteer Fire

Brigade (12 years)

Adriaan Strydom‘C’ Shift Emergency Serviceman

Time with NZRC: 4¼ years

Previous Occupation:– Fire Fighter and Paramedic in

South Africa

John Goldsmith‘C’ Shift Emergency Serviceman

Time with NZRC: 3½ years

Previous Occupation:– Telecommunications Service

technician

Outside Interests:– Ruakaka Volunteer Fire Brigade

Fire Fighter (6 years)

Turi Fricker ‘C’ Shift Trainee Emergency Serviceman

Time with NZRC: 1 year

Previous Occupation:– Police Officer

Paul Cowpland‘D’ Shift Emergency Serviceman


Previous Occupation:– Fitter and Turner

Previous Outside Interests:– St John Ambulance (6 years)

Grant Harrington‘D’ Shift Emergency Serviceman

Time with NZRC: 3½ years

Previous Occupation:– Mechanic / Pulp and Paper

Industry Logistics Team Leader

Current Outside Interests:– Ruakaka Volunteer Fire Brigade

(8 years), Fire Fighter

Roy SmithMaintenance Technician / Trainer


Previous Occupation:– Builder / Machine Operator

Current Outside Interests:– Hikurangi Volunteer Fire

Brigade (22 years)– NZFS Trainer (10 years)

MEET THE TEAMMeeting the men behind the uniforms shows the incredible diversity of both their lives prior to the ES team and their commitments to fire fighting outside of the refinery.

Most of the team carry qualifications at various levels for NZQA’s Industrial Emergency Responder and Structural and Industrial, as well as Industrial Emergency Responder. Many are also currently adding to or upgrading these qualifications.


JETTy 3 UPDATEWork is underway to build a third jetty at the New Zealand Refining Company and the project is proving that working with local contractors can bring win-win solutions.

The dedicated berth is required for a custom-built fuel barge which will provide marine fuel to the growing number of cruise ships to Auckland each year.

Currently cruise ships are supplied by a tank farm in Auckland which will close in 2009. It will be replaced by the fuel barge which is considered a more cost effective option.

NZRC Engineering Services Manager Gary Williams says the project involves the use of large scale hollow steel piles filled with reinforced concrete, which will be embedded up to 25 metres into the seabed.

Gary says the project has not been without its challenges, but they have in turn lead to successes.

“When we went out to the market we couldn’t find a major contractor keen to take the job.

“One of the success stories for the project is that we chose to work with a local contractor, GHK Piling Ltd.”

The key success criteria for this project is to do the work safely. NZRC has obtained all the necessary consents and agreements, including a coastal permit for an extension to the existing jetty which was granted by the Northland Regional Council.

The piles to support the jetty are currently under construction. The three biggest piles are 2.4m in diameter and 40 metres long, and there are ten smaller piles to support walkways for the jetty. The entire project will involve 750m of pipework and 100 tonnes of reinforcing steel.

As well as GHK Piling Ltd, the project has also involved other local contractors, Stainless Steel Projects Ltd, Tauranga-based Tom French Industries and Culham Engineering.

Project Manager Kerry McCollum says the piling has been a delicate operation, with the steel casing pushed into the seabed using a large scale vibrating unit. The sand within the casing is then airlifted out, before the piles are refilled with reinforcing concrete.

Currently in use are two barges laden with cranage, concrete trucks and pumps, one of which has been fitted with custom-built ‘sea anchors’ installed to keep the barge stable. Kerry says the project team have ensured their actions have not compromised the environment in any way.

“We’ve worked closely with the Northland Regional Council for noise and environmental testing. We thought the vibrating hammer may be noisy, but during testing, the cicadas were louder than the engine that drives the hammer.”

The project, due for completion in August, is being managed under a unique contract strategy.

“It’s a model that we’ve adapted to suit how NZRC operates, and if it works well it may be something that can be used for other NZRC projects.”

Gary says with such a delicate operation, there has been a lot of learning and development around safety, as contractors are brought up to speed with NZRC’s safety standards and the unique demands of the project.

“Because of the nature of the project, there’s little room for error. We have to get it right first time.”

Above: Jetty 3 project is proving a success with the support of local contractors


Braden LynchBraden Lynch began his career at the NZRC almost by accident. When he left school, he had no idea which direction to take, except that he thought he might try and get into a trade like a few of his mates.

He was all set to become a plumber, when a friend pointed out a vacancy at the NZRC for an apprentice electrician. Braden finished his electrical apprenticeship in 2007, after a couple of enjoyable years at the refinery, where he had some “pretty steep learning curves” made easier by some excellent mentors.

“I was only 18 when I started here, so the senior trades staff helped me grow up a lot, and always kept me on my toes. People like Adrian Winterburn and Keith Nicholas were really excellent mentors for me.

“It was certainly a whole lot more interesting than changing light bulbs. This is a really challenging place to learn, because it is so different from a typical role for an electrician.”

Braden says it took a whole year just to learn his way around the plant, with his apprenticeship covering a range of jobs all over the refinery. When Braden completed his apprenticeship he was offered a full-time position, but decided he wanted to go further, and do a degree in electrical engineering at Canterbury University.

Human Resources Manager Anna Meyer says the NZRC considered that his further training would only enhance his value to the company, and agreed to pay for his study in return for a promise that he would return to NZRC in an electrical engineering role when he completed his degree, and in the summer holidays.

“Braden started with us as an electrical apprentice, and impressed us with the speed with which he learned and his attitude to work. The cost of supporting Braden through his tertiary study is more than offset when we consider what it costs to recruit such roles externally. As well as recruitment and training costs, we can also incur significant relocation costs as very often we can only find these people overseas. It’s the archetype of a win-win deal.

“NZRC gets out of the deal a guaranteed future highly qualified specialist engineer with intimate knowledge of our plant.”

The NZRC has a study assistance policy which means valued employees and courses for training can be identified, and different levels of financial and non-financial support provided.

Braden couldn’t be happier. “It’s made a huge difference as it takes away all the financial pressure of study, and I have guaranteed work in the holidays. I’m really happy to come back here and work, now that I know the people and know my way around.”

He says it was a challenge going back to studying.

“Last year was hard, but I’m hoping it gets easier as we move into the more practical side, as I’ve done a lot of that already through my apprenticeship.”

He’s really enjoyed his last summer.

“You get a bit of everything at the refinery. It’s a great place to work. All the trades guys and supervisors are all really good guys. Everyone looked out for me through my apprenticeship and were really supportive. Now I can help out the younger apprentices coming through.”

Above: Apprentice graduate Braden Lynch

sUPPORTINg TALENTED sTAff TO ExCEL


Dane RonayneIn some ways Dane Ronayne feels like he is getting a second shot at life and he is grabbing at the opportunity with both hands.

Dane is a familiar face around the refi nery, having worked for a range of contractors over the last 15 years including HyperVax Services and Culham Engineering, and more recently for the NZRC. Last year he took a change of direction when he began a Mechanical Engineering apprenticeship.

“I guess I was in the right place at the right time when one of Culham’s senior managers asked if I wanted to go and work in the NZRC workshop doing relief valves for shutdowns. I stayed there for two years and was put through my papers to become a valve technician.

“After that I was asked why I didn’t go and work for the NZRC and do an adult apprenticeship. To be honest, I was really quite scared to start something that late in life. My wife really encouraged me to do it, and reminded me it was never too late.”

Dane says his fi rst few night classes were a bit scary because everyone was so much younger than him.

“The fi rst six months were pretty daunting but now I’m like the big brother in the class.

“I’ve also got an awesome support crew with the guys in the workshop and management at the refi nery. I still have people coming up to me asking how I’m going and telling me to come and see them if I need a hand.”

For Dane, the theory is the hardest.

“On the practical side, I can build nearly anything, but I can’t always explain the physics behind it. The younger guys are great on the theory but don’t have the practical skills, so I guess we’re even.”

He says one of the hardest things is keeping up his ‘day job’, with little extra time for study. It means catching up at night and on the weekend, but Dane is happy to do what it takes.

“I feel quite proud to be taken on by NZRC and to be doing this apprenticeship. This is a great place to work. It’s also a great place to be doing an apprenticeship - all of the apprentices are lucky because there is so much help.”

Dane is a keen rugby league supporter, but has had to sacrifi ce his sport for the apprenticeship.

“Last year I coached the Northland under 18 team, and was trainer for the Northland under 15’s. I was selected as the trainer for the New Zealand School Boys team which would have been a great honour, but I decided my apprenticeship needed to come fi rst.”

Instead, Dane gets his fi x refereeing the refi nery contractors’ game each year.

When asked where the apprenticeship will take him, Dane clearly hopes it will be as good for the company as it is for him.

“It might change my job a bit, but it’s more about knowing I’ve done it. I want be a mentor for some of the younger apprentices and I think it’s good for the company too because I plan to retire here, so hopefully between now and then I’ll be able to give something back.”

Below: Adult apprentice Dane Ronayne

The NZRC employs mechanical, instrumentation and electrical apprentices. Annual intake varies, but there are typically two apprentices in each of electrical and instrumentation, and four in mechanical. Two new apprentices began with the NZRC this year, and there are currently eight across the company. The company also sponsors talented staff to excel.


Former NZRC general manager Rudy Goetzee

Fifteen years after leaving his post as general manager of the NZRC, Rudy Goetzee has returned with fond memories of his time in Northland, a position he still describes as his ‘number one job’.

Rudy lead the NZRC from 1991-1995, then left to pursue several key positions in Shell, including Vice President of Manufacturing across the Americas and other key roles in development and manufacturing.

Rudy retired two years ago after 33 years in the industry, but this doesn’t mean he’s stopped working. He still takes on one-off jobs, but is delighted he no longer has a cellphone at his side 24/7 or hundreds of emails to respond to every day.

Rudy says he enjoys keeping his hand in the business.

“You never stop learning. You are always thinking new things up and finding new ways to look at things, even after 33 years.”

Rudy has travelled extensively with Shell, working in the Netherlands, Japan, Brunei, Borneo, the UK, the Dominican Republic and the United States.

In his final role as Vice President for Manufacturing in the Americas, Rudy was responsible for all 14 Shell refineries in North and South America, with a combined staff of more than 14,000 employees.

However, Rudy Goetzee is still happy to describe Whangarei as the best place to work, with the best office view he’s ever had.

“I had four great years here. And then I had a few years after that in different places but this was always my number one place. I loved the view from my office, looking out at Mt Manaia.

“The job here was more like running a business than operating a refinery, which makes it more interesting, but it’s also just the experience of living in New Zealand. You really have to be an outsider to see the difference.

“It’s absolutely stunning here. If you like the outdoors there is no place to be but here. And the people make a huge impact – everyone is so easy going – there’s not a lot of pressure or stress like in other refineries.”

Rudy says Kiwis are unlike any other nationality in the world. He said back in 1991 when he first started at the NZRC, he had been here two weeks when he received a phone call out of the blue.

The voice at the other end identified himself as ‘Murray’. He asked, “Do you play golf?” Rudy said he did, and before he knew it, Murray had arranged for a game that Saturday morning. When Rudy turned up on Saturday, sure enough, there was Murray.

He said, ‘I’m Murray. This is Jimmy. This is John. You tee off’. And so began a weekly ritual, nearly every Saturday for four years. Rudy says they never wanted to

A LIfETIME IN THE

REfININgINDUsTRy


discuss work, and much preferred to talk about cricket and rugby. He says this was typical of the hospitality he and his wife experienced in New Zealand.

“It was a combination of great people and a great place. It’s been nice to come back and see that everything is much the same as it was when we left.”

However one change he has noticed is the rapid growth in economic activity in Whangarei compared with the early 1990s, which is pleasing as it was something he was involved in during his time here, working with local bodies to attract new industry.

Rudy considers himself a world citizen because of his extensive travel, however he travels on a Dutch passport as he grew up in the Netherlands. He and his wife have now returned there to retire, surrounded by friends and family, including grandchildren.

He says one of the biggest projects he was involved in was shifting Shell from a country-based focus to a global focus.

“Typically in Shell the country chairman had made decisions, and the head office was merely in an advisory role. In some cases we were competing against our own companies in other countries.

“We looked at other companies and discovered they worked a lot better by using a more global focus, so we started a shift in Shell’s structure from country to regional managers.

“I was the first responsible for all of Europe. As soon as we started making changes, some people got very uncomfortable. But I believe you don’t usually make progress when you’re in your comfort zone.”

Rudy moved from Europe to the Americas.

“Then there came a moment when I had done what I came to do. I thought why not retire and do a few more things that I wanted to do. I felt I left the US in a better position than when I began.

“I can imagine some people who have been in the industry for many years have a lot of difficulty letting go. For me I knew it was time to move on.”

Rudy has seen some significant changes in his time in the refining business, particularly in the areas of health, safety and the environment.

“My father worked for Shell as well and one day we passed a Shell Refinery and there was a pretty strong smell and when I complained, my father said, “Be quiet son, that’s your bread and butter.”

That was the 1950s and Rudy says much has changed. “Attitudes to health, safety and the environment have changed immensely, and there have also been big changes in efficiencies due to advances in technology and the computer age. Product quality has changed enormously.”

Rudy believes there are three things you need for a business to succeed – the right processes, the right tools and the right people.

“If you see a successful company, there is a sweet spot where all the three areas combine to create success. People are most often the challenging aspect of business. We are dealing with individuals - how we lead and motivate - that’s a big challenge in most places.”

Rudy was happy to move on from New Zealand, having made some significant improvements at NZRC.

“The refinery improved enormously in the time I was here. It was not in the best shape immediately after the expansions, and work had started on improving efficiencies that I was able to continue. It was fantastic to see the shares go from $5 to $37 and it is good to see that trend has continued. We were awarded the Most Improved Company of the Year award and we introduced quality management.

“We also had very active discussions with our neighbours, particularly in the Whangarei Heads area, which I learned a lot from. I feel this relationship was on a positive note when I left.”

Since retiring, Rudy has made extensive renovations to his property in the Netherlands, has rediscovered the art of reading for pleasure – “something I never had time for before” – and is able to spend time with his two grandchildren.

We spoke with Rudy at the end of a seven week holiday in New Zealand with wife Barbara, where they have caught up with old friends, gone campervanning around the country, hiking, playing golf and sailing in the Bay of Islands.

“I loved it here. It was a combination of fantastic people, a fantastic job and a fantastic location. It’s nice to reconnect again.”

The view of Mt Manaia enjoyed by Rudy in his time at NZRC


Motivating 350 people to work long hours up to 7 days a week to reach tight deadlines is something that takes effort. And doing it safely is even harder.

But that is the challenge the Point Forward team have set themselves, and when they come together it is easy to see how they have risen to the challenge.

When the work for this project began several years ago, everyone knew it was going to be tough, but they decided to go ahead anyway.

And it is this attitude, says Construction Manager Steve Cooper, that is making the project a success.

“In 2006 the New Zealand job market wasn’t as strong as it was elsewhere, and there were concerns we would not have the resources we needed to achieve this project. We have proven them wrong.”

Point Forward has drawn staff from across New Zealand and the world, as well as providing a great excuse for a few Northland ex-pats to return home for an extended stay.

“I work with a team of superintendents who all have a great deal of experience working at the refinery, and who in turn use their expertise to help the contractors undertake the work and achieve our goals.”

He says New Zealand’s ‘can do’ attitude was highlighted by retired international rugby league legend Tawera Nikau, who was invited to speak to the team at their last monthly get-together.

PoiNT ForwArD ProjECT

sAfELy ON TRACk

Construction is well underway on the Point Forward Project


Safety is the number one priority on site

The project schedule is still very tight because of initial delays with resources and engineering caused by strong worldwide demand. The project has just completed a shutdown to commission new parts of the plant, and decommission old sections. Mechanical teams worked 24 hours a day to ensure the shutdown ran smoothly.

Construction is 40% complete, and the project is now heading into the second stage of civil, mechanical, and electrical works. Staffing numbers will stay high until the end of the year when the project will be completed, following a second shutdown in September.

Steve became aware of the Point Forward project before it began, and was keen to be a part of it.

“NZRC is different to other refineries. It is one of the safest, cleanest, best organised refineries in the world.”

Steve has worked for the last 35+ years for construction and engineering firms, and was recently in the US working for an oil and gas company doing international projects.

“I was really eager to get involved in this project. I love working in New Zealand, with Kiwis who are always keen to get stuck in. It’s a tough, tight project, but anything that challenges you makes you grow, and that’s a good thing. While much of my focus is on the full time PFP team, the achievements of the project to date are a credit to the whole NZRC organisation.

“Whenever the project has been in need of assistance, be it in materials, personnel, equipment, advice, or just moral support, other parts of the NZRC team have been there to help.

“The attitudes and values that we promote and foster in the project - safety, quality, and a positive and cooperative team attitude, mirror the values of the company as a whole.”

“Tawera was brilliant. He really connected with the team, and talked about New Zealand being small on the world stage, which makes people question the talents and abilities of Kiwis. But as he says, we are constantly proving them wrong.”

Steve enjoys the monthly catch-ups, which he says are a good chance to reward and recognise staff who are working safely.

“It lets us bring all the team together and remind them of the great work they are doing, and the challenges ahead.

“The guys are working really hard. Most guys are here 6-7 days a week, working 10-12 hour days to meet the next deadline.”

Steve says there is visible camaraderie amongst the team, and he is particularly impressed with the way the contractors have been working together, helping each other out with tasks and resources when possible.

“We’ve been able to achieve amazing things because of this. We’ve successfully changed complete operating systems while keeping the plant running, because we’ve got such confidence in the guys to get it right every time.”

The Point Forward Project was recently visited by international safety experts who had a lot of praise for the operation, with many ideas being taken away to be included as recommendations for other refineries.

“We also have outside advisors from Shell and Exxon Mobil coming in regularly to check on safety and project management, and they have been going away with glowing remarks.”

He says safety is the number one priority for the project.

“We will be a success if we can complete the project without anyone getting hurt. Of course we also want to do it on time and on budget, but safety is number one.”

Point Forward has three construction safety advisors and an HSE Manager who, along with the NZRC HSE group, constantly monitor and advise regarding safety issues.

“Day to day compliance and motivation are what make safety really work. We try to find ways to celebrate success – if a person or company does well we want to recognise it.”

Everyone working on the project has been hand-picked for their abilities, and the quality of staff is reinforced by the independent experts who visit every three months.

“They are international project management experts, and always comment on our excellent workmanship. For them to say that is staggering. It means we are ticking the safety box and we are ticking the quality box.”


Address: Private Bag 9024, Whangarei, New Zealand

Phone: +64 9 432 8311 Fax: +64 9 432 8035 Website: www.nzrc.co.nz

This paper is manufactured using FSC (Forest Stewardship Council) certifi ed mixed source pulp sourced from sustainable, well managed forests.

POINT - Refining NZ · got Point Forward coming to completion, shutdowns planned and we’ve set...

Documents

Transcript of POINT - Refining NZ · got Point Forward coming to completion, shutdowns planned and we’ve set...