TasWater CDO June 2020 Newsletter

TasWater 

CDO 

NEWSLETTER 

JUNE 2020 

A MESSAGE 

from Ian Penman 

Hi team, reflecting on the past hundred days or so since 

I started in the role of Alliance Program Manager, I 

imagine if I were able to get us all together in one room 

and I asked you how you thought things were going, I 

would see a few shoulder shrugs. They would reflect the 

uncertainty that has surrounded us all in recent months. 

Ian Penman 

Alliance Program 

Manager 

These have been challenging times. With the advent of COVID-19 

we have had to adjust to isolation, find new ways of working and 

for some, accommodate home-schooling as well as looking out for 

isolated family and friends. We have all had to find creative ways 

to support one another. As we gradually emerge from COVID-19 

restrictions, I want you to know how proud I am of you all for the 

resilience, determination and support for one another you have 

shown. Throughout these challenges, we have continued to team 

together to maintain momentum within the TasWater Capital 

Delivery Office (CDO) as well as implement some improvements 

along the way. Thank you. 

‘The first year of every Alliance is always particularly challenging 

… by working collaboratively together as ‘one team’ we will make 

a success of the TasWater CDO and the Alliance.’ 

Working in an Alliance, is testing at the best of times reflecting 

the inevitable ups and downs that come with any long term 

relationship. The first year of every Alliance is always particularly 

challenging. Although we still have work to do, we are now starting 

to build some traction. Yes, there will be some bumps in the road 

ahead but through working collaboratively together as ‘one team’ 

we will make a success of the TasWater CDO and the Alliance. 

Max Rootes, Project Supervisor, conducts soil 

testing ahead of the Latrobe Sewerage 

Network Upgrade. 

TasWater CDO NEWSLETTER JUNE 2020 

Page • 1

A MESSAGE 


I want to take a few moments 

to celebrate with you where 

we are making ground and 

reflect on some of our recent 

achievements. 

From an external perspective 

there is certainly evidence 

of increasing confidence in 

our progress. This welcome 

development is partly due to 

active reengagement of key 

external stakeholders including 

the state government and peak 

industry bodies. We are currently 

focussed on re-establishing 

positive two-way communication. 

As part of a recent TasWater 

CDO website refresh, we have 

published details of our project 

pipeline with indicative Project 

Delivery start date windows for 

major projects over the next two 

and a half years. This is designed 

to assist consultants, contractors 

and suppliers to understand 

when opportunities may be 

available to them. 

There have been COVID-19 

impacts in north-west Tasmania, 

impacting Mikany Dam and also 

at Henderson Dam on Flinders 

Island. Some challenges remain 

which we are addressing as we 

plan the way forward. 

We have been proactively 

seeking opportunities for 

positive publicity to highlight the 

progress you have made on the 

project front. 

Over the last two months we 

have had media coverage for 

Bryn Estyn, Prince of Wales Bay, 

Latrobe and Longford (which 

TasWater has now handed over 

to us). 

By the time you are reading 

this there will also have been 

advertorial in last Advocate, 

The Examiner and The Mercury 

mentioning some of our projects 

and giving a brief overview 

about the contribution that 

TasWater and we here in the 

TasWater CDO are making to the 

Tasmanian economy. 

The progress we are 

demonstrating right now is 

just the tip of the iceberg. 

Our recently refreshed TasWater CDO website 

We are investing significant 

effort up front in Planning 

and Investigations and Project 

Development within the Project 

Life Cycle to maximise the 

robustness of solutions taken 

forward into construction. 

This means more time in the 

pre-construction stages than 

previously experienced. 

We are working to educate 

contractors about this 

approach. Their understanding 

of this change in anticipated 

timeframes takes a degree of 

pressure off us, allowing us to 

focus on getting the job done. 

Moving from reactive firefighting 

to identifying proactive 

opportunities for greater effective 

and efficient delivery of projects 

is critical to our future success. 

We are making ground however 

we need to remain focused and 

not drop the ball. We still have 

our challenges. We are working 

to bring forward projects of which 

Blackstone Road and Wellington 

are examples. There are other 

projects where we are looking to 

gain efficiency through bundling 

smaller projects together. 

As one team we need to work 

together more effectively, 

to share early lessons, take 

the learning from holdups 

encountered to avoid recurrence, 

find ways to refine the way we 

work, work more simply and work 

smarter. We need to achieve all 

the above while providing quality 

outcomes without compromising 

the safety of ourselves, our 

contractors or local communities. 

Continual improvement in all 

that we do needs to inform 

every day decisions, behaviours 

and actions. Although I feel 

greater confidence that 

we are headed in the right 

direction, as we move forward 

I anticipate and expect further 

improvements in this space. 

Continued over next page. 


Page • 2

A MESSAGE 


A great deal of time and effort 

has been applied to developing 

a robust forward resource 

plan to match future delivery 

requirements. We have identified 

the additional people resources 

required to support this projected 

activity and are actively looking to 

fill those roles in a timely manner. 

A decision has also been 

taken to give accountability 

and responsibility to Project 

Managers. They are taking 

responsibility earlier in the project 

life cycle as opposed to at the 

TOC/PBE stage. This is designed 

to allow Project Managers to take 

ownership and responsibility for 

the project solution. This change 

should address some of the 

concerns we have encountered to 

date, lead to better coordination 

of all the moving parts and 

result in more effective teaming 

and successful project delivery 

reflecting quality outcomes. 

There are many other quality 

improvements underway within 

our various support functions. 

An example of this includes 

Safety, Environment and 

Quality Noticeboards recently 

launched by our Health and 

Safety, Environment, Quality 

and Stakeholder & Community 

Engagement (HSEQC) Team that 

are designed to help us find what 

we need quickly. You can read 

more about this great initiative 

later in this issue. 

I also want to confirm the current 

Alliance Program Structure. 

The associated changes were 

being undertaken before I 

joined the the TasWater CDO. 

I understand that some feel 

that these changes may not 

have been communicated as 

effectively as they could have 

been. Moving forward there will 

be greater focus around this. 

There has been a reduction in 

the number of direct reports to 

the Alliance Program Manager 

to allow the APMT to work more 

efficiently however this does 

not in any way diminish the 

importance of, or appreciation 

of, the vital work of all areas that 

make up the TasWater CDO. 

While I understand that change 

is often difficult, there are still 

opportunities to have your 

voice heard via your Leader at 

the APMT level. We also plan 

to explore other options for 

feedback mechanisms so each of 

you feel empowered to have your 

voice heard. 

On a bright note it was 

wonderful to see so many 

people nominated for 

recognition over the past two 

months, congratulations to all 

CATS and Blue Bus nominees. 

Thank you for leading by 

example and demonstrating 

these teaming behaviours that 

make working in the TasWater 

CDO easier, more productive 

and certainly more enjoyable. 

Congratulations to all but in 

particular to our most recent 

CATS winner, Josh Paine from 

our Project Delivery team. I 

encourage everyone to follow in 

their foot-steps by living these 

behaviours every day, myself 

included. 

I also want to welcome our recent 

new starters, Rachael Clemens, 

Mieke Matimba, Jessica Jackson, 

Tate Smith, Aron Cherry, Oliver 

Kibbel and Lily Mickleburgh. 

Welcome to the TasWater CDO 

family. Thank you in advance for 

the positive contribution you will 

make to our overall success. I feel 

sure you will find your colleagues 

friendly and supportive as have I 

since I started here earlier this year. 

In summary; as we continue to 

work through the challenges 

we face, gaining the desired 

momentum has taken a bit 

longer than any of us may have 

hoped. Even so we are now seeing 

increasing levels of confidence 

within TasWater, evidence of 

proactive forward thinking, some 

great examples of effective team 

work and even some enjoyment 

and a sense of achievement 

happening here at work. 

I look forward to us all feeling an 

even greater sense of pride as 

we come together as one strong 

TasWater CDO team. One team 

that gets our projects delivered 

to the required standard, within 

budget, on time, while preserving 

our safety, that of our contractors 

and the communities in which 

we work. Keep up the good work. 

Stay safe 

Warm regards 

Ian Penman 

Longford Sewerage Treatment Plant. 


Page • 3

IN THE SPOTLIGHT 

with HSEQC 

In April 2020 the Health and Safety, Environment, 

Quality and Stakeholder and Community Engagement 

functions within the TasWater CDO were brought 

together to form the HSEQC Group. This decision was 

taken to further promote strategic collaboration and 

efficiencies between these critical functional support 

areas. Until further notice, Eve Lancaster is acting in 

the role of the HSEQC Group Lead. 

The common thread within HSEQC is that each discipline maintains 

critical relationships with key stakeholders on behalf of TasWater 

CDO. They also identify and plan to mitigate risks that have the 

potential to result in; significant delays in our project delivery 

program and reputational damage to the TasWater Brand. 

Each person within HSEQC has clear understanding of the legislation, 

regulations and standards within in their area of specialty, 

that we must adhere to, to work effectively together within the 

TasWater CDO while delivering our program of works. Together 

these functions underpin the work of the TasWater CDO by 

communicating and holding us all to account over the minimum 

standards we all need to achieve every day. 

Health and Safety 

The Health and Safety team, 

led by Gavin Wright, has 

been established to keep 

us all healthy and safe in 

our workplace. Gavin’s goal 

is to create a safety culture 

where everyone becomes 

‘unconsciously competent’ when 

it comes to health and safety. 

This team identifies critical risk 

controls essential in preventing 

fatalities or serious injuries in 

the work place, provides us with 

training, keeps us informed about 

what to be aware of in the work 

place, establishes and shares 

related policies and procedures to 

position us for successful 

project planning and delivery. 

The team actively encourages 

individual ownership of our 

safety culture. 

The work of this team enables 

us to deliver our projects safely; 

maintaining health and safety 

standards that enable TasWater 

CDO people to protect one 

another, look out for our 

contractors on site along with 

the communities in which we 

work. 

Gavin and his team have also 

done an outstanding job in 

recent months coordinating our 

COVID-19 response. 

Gavin Wright 

Health and 

Safety Lead 

Check out the team’s 

new Safety Noticeboard 

highlighting alerts, training 

packages and quick links 

along with detail of our critical 

risk controls, and details of 

Team members. These can 

be found in one convenient 

location in Project Central. 


Page • 4


with HSEQC 

Environment 

Eve Lancaster 

Environment Lead 

Quality 

The Environment team, led 

by Eve Lancaster, supports 

the planning, development, 

delivery and handback of 

projects and minor works 

programs. This team 

ensures environmental risks 

are identified and 

mitigated at the right time 

within the project life cycle. Failure to do so has the 

potential to result in significant delays in the project 

delivery space. 

A dedicated Environmental Advisor is allocated 

to each Project, large or small, to assist Project 

Managers to plan for and manage all the 

environmental aspects and impacts on their projects. 

This includes ensuring the required planning and 

environmental approvals are identified, obtained 

in time and are met in accordance with applicable 

planning and environmental laws. 

The Environment team have been working closely 

with the TasWater CDO Procurement team to 

identify, establish and maintain contractual 

relationships with almost 30 local environmental 

consultancy services. These services are essential for 

our projects to identify and manage environmental 

aspects and impacts of each project site. 

The Environment team also maintains the required 

contractual relationships, as well as supports the 

Quality team to establish integrated management 

systems, environmental procedures and ensure 

appropriate knowledge management. 

Eve Lancaster explaining silt 

fence installation methods at 

Mikany Dam. 

Check out the team’s 

new Environment 

Noticeboard 

for what’s new, 

environmental 

procedures, tools 

and knowledge, 

training, details of 

legislative bodies, an 

organisational chart 

and the Environment 

Team Charter. These 

can be found in one 

convenient location 

in Project Central. 

Kirsty Heron 

The Quality Team headed up by Quality Lead 

Kirsty Heron drives governance by 

establishing and maintaining TasWater CDOs 

integrated management system. This Team is 

building our systems to establish and ingrain 

a Quality at the source culture within the 

TasWater CDO. 

Their objective is to entrench quality assurance 

and control - construction verification - for 

project delivery onsite and offsite. 

The Quality Team is committed to embedding 

a systematic and seamless approach to 

completion, handover and close out of projects 

within the TasWater CDO. 

They have introduced and maintain training 

and management of Aconex, a cloudbased 

operation management solution for 

managing information and processes between 

companies on complex construction and 

engineering projects. Our contractors also use 

this system. 

This team also works to develop Project 

Charters for strategic goals and leads an 

innovation program and continuously look to 

enhance processes to deliver efficiency results. 

Check out the team’s new Quality 

Noticeboard for details of our TasWater 

CDO Quality Management System, what’s 

new, quality management plans, training, 

documents and useful links, including 

Quality dashboards, details of Aconex and an 

organisational chart. These can be found in 

one convenient location in Project Central. 


Page • 5


with HSEQC 

Community and Stakeholder Engagement 

The Community and Stakeholder Engagement Team, led by John Murray, maintain 

effective communications to communities and stakeholders that may be affected 

by CDO activities. Planned engagement activities and identification of issues 

enables the TasWater CDO to get on with the job in the various communities in 

which we work. 

A dedicated Community and Stakeholder Engagement Advisor is allocated to each 

Project or Minor Works Program. They manage the community support function for 

a number of projects concurrently during the Project Delivery phase. 

John Murray 

Community and 

Stakeholder 

Engagement Lead 

This team works closely with Project Manager to identify any work impacts or 

emerging issues that are likely to be of interest or concern to the local community. 

They keep community members informed of the timing and resolution of any project 

impacts that may affect householders, as well as communicate progress. They 

provide the interface between the project and all interested stakeholders including 

councils, businesses and special interest groups. 

This Team also manages negotiations with local landowners for property and 

easement acquisition and to gain suitable site access as required. They are often 

required to resolve issues to enable work to continue if an impasse occurs. They also 

work to identify social and reputational risk and position any unforeseen occurrences 

with the community that may delay us in meeting project delivery expectations. 

The stakeholder and Community Engagement team are effectively on the ground 

every day, ensuring work at our sites can continue unimpeded by public concerns 

while protecting our reputation and the TasWater Brand. 

Our biggest project: Bryn Estyn Water Treatment Plant Upgrade 

With an investment approaching 

$200M, our major project is on 

schedule for start of construction 

in September. 

The Bryn Estyn Water Treatment 

Plant (WTP) is the primary water 

supply for the City of Hobart and 

surrounding areas. The original 

plant, Plant 1, was commissioned 

in 1963 and expanded in 1972. 

A further augmentation, Plant 

2 was completed in 1992. The 

upgrade of the Bryn Estyn Water 

treatment Plant is a crucial part 

of ensuring we can continue 

to give our customers safe 

and reliable water to drink for 

decades to come. 

This upgrade is the largest single 

infrastructure project undertaken 

in TasWater’s history. It is 

anticipated to take three years to 

complete. It Has been designed 

to enable future upgrade; 

additional modules can be added 

to accommodate expansion of 

the plant, allowing for future 

population and supply growth. 

The objectives of the Bryn Estyn 

WTP Upgrade are to: 

• Enable a reliable supply of 

160ML/day and be capable of 

being upgraded in the future 

to match growth in demand; 

• Remove taste and odour 

forming and other organic 

compounds year-round 

• Meet additional increase 

water quality limits specified 

in the bases of design 

• Address the risks from single 

points of failure 

• Plant operations shall be 

robust against the threat of 

bushfires and terrorism 

This exciting project will result in 

TasWater being able to provide a 

robust and multi-barrier approach 

to protecting health and reducing 

risk within the greater Hobart 

water catchment. Watch out for 

more update once we turn the 

first sod at site at Plenty. 


Page • 6

TOP CATS 

recognised along with Blue Bus riders 

Learn about who was nominated for the April - May TasWater CDO CATS Awards, 

who won and then see our shout out to our Blue Bus recognition recipients. 

On Friday 19 June at a virtual morning tea, the nominees and 

winner of the April – May 2020 TasWater CDO CATS Awards were 

announced. Learn about who was nominated who won and then 

see our shout out to our Blue Bus recognition recipients. 

The CATS Awards recognition session was hosted by Ian Penman 

and those who submitted nominations spoke about why their 

nominee had been put forward for consideration. 

We have received some terrific nominations demonstrating our 

colleagues’ commitment to our Way of Working – each having 

reflected the desired behaviours around: 

CONVERSATION • ATTITUDE • TRUST • SUPPORT 

Each nominee demonstrated behaviours associated with each 

of our four highly valued behaviours. Every two months all the 

nominations are carefully considered and the overall CATS winner is 

selected by the APMT. Lynette Wright gets a special mention as she 

was nominated four times. 

The nominees for 

April - May are: 

Lynette Wright 

Office Administrator 

Project Services 

Oliver Heyward 

Manager Asset Planning 

Planning & 

Investigation 

Michael S Smith 

Project Supervisor 

Project Delivery 

Tristan Boan 



Suki Hopgood -Douglas 

Senior Environmental 

Officer - SHEQS 

Josh Paine 



Brian Nielsen 



David Graham 

Group Leader 

Engineering 

Engineering 

Daniel Vincent 




Page • 7

TOP CATS 


... and the winner is… Josh Paine! 

Although all the nominees received outstanding accolades from 

TasWater CDO colleagues, when it comes down to it, there can only be 

one top of the CATS this time around. After some tough competition 

the CATS Award for April-May 2020 went to Josh Paine, a member of the 

Project Delivery Team. 

Congratulations Josh. 

Details of the behaviours exhibited that led to the award. 

Josh had a CONVERSATION 

with a Sub-Contractor 

indicating his concerns 

around the sub-contractor 

working unsafely on a roofing 

structure. When the subcontractor 

didn’t comply, Josh 

asked the sub-contractor to 

come down to review Safety 

Documentation. The subcontractor 

came off the roof, 

with some quite colourful 

language, proceeded to pack 

up his equipment and left site, 

leaving the structure in an 

unsafe condition. 

Josh displayed the correct 

ATTITUDE and behaviours 

in terms of Safety by 

performing the intervention, 

and then organising with the 

Contractor who was overseeing 

the job to make the 

Project Area safe. 

Josh was observed and 

was TRUSTED with the 

appropriate intervention and 

the outcomes in terms of 

managing the Contractor, 

Sub-contractor and Incident 

notification. 

Josh demonstrated SUPPORT 

of all that was required of 

him. He took the rights 

actions, in terms of potentially 

saving a person’s life through 

the intervention and the 

subsequent actions in making 

the site safe. 

Josh displayed the 

characteristics that we 

abide by in TasWater CDO, 

especially in the Safety 

space where he: 

• Understood the Hazards 

associated with Working 

at Heights 

• Spoke Up when he saw 

events unfold with the 

Sub-Contractor 

• Got involved by 

performing the 

Intervention 

• Followed the rules 

by trying to get the 

Contractor to comply 

with Working at Heights 

Policies. 

Josh managed this whole 

incident in a quiet, calm, 

respectful but firm manner. 

He is a credit to the TasWater 

CDO. Josh was nominated by 

Peter Janisch. 

New 50 t 16.4 m wide digester roof in place at Prince of Wales Bay 

Sewerage Treatment Plant Upgrade. 


Page • 8

TOP CATS 


We also want to give a big shout out to those within the TasWater CDO who have been 

recognised as part of the TasWater Blue Bus program. 

The Blue Bus Recognition Program acknowledges our people where they display courage, 

trust and pride through the stories we tell. By encouraging and promoting these stories we 

demonstrate how much we value our staff commitment to practicing Blue Bus behaviours. All 

meetings should be starting with some safety or Blue Bus discussion. 

All Blue Bus recipients have taken the initiative to identify a potential risk and acted to mitigate 

it. We then take these learnings and apply them to leverage the great work of these individuals. 

We would like to recognise our Blue Bus recipients as recommended by colleagues within 

TasWater CDO. On behalf of the TasWater CDO, thank you for your outstanding dedication to 

safety and excellence. 

All these recipients have taken the initiative to identify a potential risk and acted to mitigate it. 

We then take these learnings and apply them to leverage the great work of these individuals. 

Stuart Macpherson & 

Darren Meany 

Identification of a flaw with 

critical risk process in SMP’s 

Larry Smith 

Reatta Road FSA tank 

completion 

Damian Marriott 

Cygnet water main renewal 

Phil Doyle 

Swansea water main crossing 

Daniel Vincent 

Electrical issue at Wynard 

Michael Brown 

Rosebery water main 

completion 

Brian Nielsen 

Resolution of a long-standing 

service connection issue 

Michael Smith 

Urgent sewer overflow 

pipeline installation, Abbott 

Street, East Launceston; 

and for Benvenue Road, 

St Leonards where he got 

contractors to perform the 

cutover, on a water main 

installation which in turn 

resulted in no extra impact on 

TasWater customers 

Charlie Wilson 

Identification of design fault 

with flow meter installation 

at Arthur St Reservoir, West 

Hobart 

Tim Gibbs 

Identifying a long term (5yrs) 

predictable risk pattern so 

that action could be taken 

to address it. associated with 

the integrity of our assets 

particularly electrical and 

chemical 

Renee Batchelor 

For assisting with an urgent 

letter box drop to inform 

the community about an 

unforeseen work requirement 

that would impact their 

service 

We will soon be adding a Rewards and Recognition page to Project Central where 

you will be able to find details of all our nominees and the details of why they 

have been nominated or awarded. 


Page • 9

PEOPLE MATTERS 

TasWater CDO 

The People and Culture Team have recently been 

focused on resource planning to support the work of 

the TasWater CDO for the coming six months. Despite 

the current recruitment freeze within TasWater, 

here in the TasWater CDO it is recognised that we 

need to continue to fill a significant number of uplift 

requirements, so we can deliver our envisaged program 

of project works. 

Given these recruitment requirements, we welcome Lilly 

Mickleburgh who joins us from CPB Contractors on secondment 

for the next six months as our Recruitment Lead. 

A very detailed Resource Plan in place now and will see a major 

uplift in recruitment. We are also implementing a new online 

recruitment system called TALEO which will revolutionise the way 

we manage our recruitment. 

Senior Project Manager, Rennie Brown, 

oversees the work of our team at Longford 

Sewerage Treatment Plant Upgrade. 

Lilly Mickleburgh 

Recruitment 

Lead 

Welcome to our new starters 

The People and Culture team 

have also been busy enhancing 

the onboarding process with 

an expanded onboarding 

checklist that includes safety 

and a planner for managers to 

use for the full six months of 

onboarding their new starter, 

through to the end of probation. 

Check out the new starter page 

in Project Central to see details 

new work mates joining our 

TasWater CDO team. Please 

make them feel welcome, 

particularly at this challenging 

time where we have people 

starting without the benefit 

of meeting each day in a 

shared office space – thank you 

COVID-19! Think about how it 

felt when you didn’t know where 

to find things - remember how 

you felt on day one. 

Welcoming Tassie 

newbies to our team 

People and Culture have also 

been busy looking out for 

our team members joining 

us from outside Tasmania. 

They have produced a highly 

informative ‘A Guide to 

Tasmania, the wild Island 

state’ profiling everything 

from our wonderful food 

and beverages, to how to get 

here, places where offices 

are based, housing options, 

school details, Tasmanian 

holiday dates upcoming 

attractions and events. 

If you would like a copy 

please email us and we can 

send it to you. 


Page • 10



Keeping us all well 

If you choose to have one, 

have you had your flu shot 

yet? Given many of us are still 

working from home, this doesn’t 

stop you getting a flu shot at no 

charge to you. The employerfunded 

vaccination is still available 

to you from a local community 

pharmacy near you. Pharmacists 

are experienced immunisation 

providers and have been 

vaccinating in Australia since 2014. 

The Department of Health 

are strongly encouraging all 

Australian’s this year, to get 

the flu shot. Whilst there is no 

vaccine for COVID-19, there is 

for the flu. Getting the flu and 

COVID-19 at the same time can 

make you very ill. 

Engineering based training opportunities 

Through our association with Engineers Australia – Tasmania 

Chapter, as part of our commitment to enable you to meet 

your professional goals, you can join their seminars. If you 

do participate in the seminars committed to, TasWater CDO 

is happy to pick up the cost for you. When you book in to a 

seminar, be sure you can make it. 

For our engineers, participation in any webinar also 

contributes to your Continuing Professional Development 

(CPD) hours with Engineers Australia, helping you maintain 

your competitive edge. 

If you are interested to participate please contact Lynette 

Wright stating which ones you are interested to take 

advantage of. As more become available we will notify you. 

The next three are listed below. 

If you’d like to book in, it’s 

simple. Get your vaccination at 

a participating pharmacy near 

you and choose a time and date 

that suits you. To book: 

• Click on the link 

www.pharmacybookings. 

com.au/GCH/TASW820 

• Participating pharmacies in 

your selected location will 

be listed on the booking 

portal. Note you book under 

TasWater and will need your 

Payroll ID to book. 

• You will receive a 

confirmation email at the 

time of your booking and a 

reminder 24 hours before 

your appointment. 

• You can modify and cancel 

your online booking via the 

portal and entering the 

reference code from your 

confirmation email. 

Should you have any queries or 

concerns, please contact the 

TasWater coordinator or 

Sarah Young. 

Our TasWater CDO family - Looking out for each other 

This COVID-19 thing has been a rough ride and while we are 

gradually emerging from the isolation, many of us are still 

working from home. 

For some it is a great outcome for others, not so good. All in 

all, many of us miss the interaction at work and the distraction 

from all that is home. It’s easy to feel a little blue once and a 

while especially on these grey winter’s days. 

So, remember your colleagues – you all did an amazing job 

on those first difficult days of shut down, we are not out of it 

yet. Have a chat, check in to see how they are getting along, 

organise a virtual cuppa or set up a get together after work with 

a few colleagues – that virtual get together can save a drive on a 

cold winter evening. Let’s keep looking after one another. 


Page • 11



Help is at hand 

Is everything just that bit too hard? 

If you are finding life a bit difficult right now, be assured you 

will not be the only one feeling this way. Given circumstances 

of recent months all sorts of pressures have been experienced 

and sometimes we can feel a tad overwhelmed. 

Help is at hand. Access confidential counselling support, at 

no cost to you through our Employee Assistance Scheme 

(EAP). You can access face to face support or get counselling 

over the phone. 

Confidential assistance and 

support at no cost to you. For 

counselling support please call 

or book online. 

TasWater People 

North & South 

Even if it is just a chat with someone who can offer you 

a non-judgemental, confidential ear, there are qualified 

professionals available to assist. The problem doesn’t have 

to be about work, it could relate to any aspect of you, or your 

family’s life. 

STRESS • LOSS • GRIEF • RELATIONSHIPS • 

ANGER • ANXIETY • DEPRESSION 

There are people as close as a phone call away – it’s worth a 

try if things are just a bit overwhelming just now. Be kind to 

yourself and get some assistance, it may just make a difference. 

Employee assistance is an employee benefit you can 

access this service 24 hours a day, seven days a week. 

1800 650 204 

www.newportwildman.com.au 

admin@newportwildman.com 

North West 

TasWater People Directory 

Can people easily find your correct title 

or phone number? 

Are there details missing or is there a mistake in your listing 

in the TasWater People Directory? Here’s how you fix it. 

1800 132 098 

www.chooselifeservices.org.au 

You can update your own details via one of two buttons found 

above the quick search on the top of the directory page, see 

below: To request an update to your details, or, to add work 

from home information. 

CPB & UGL People 

1800 056 076 

www.gryphonpsych.com.au 

Also, to make communication easier for your colleagues, 

please ensure you have a phone number listed on which you 

can be reached or put your desk phone in the directory then 

arrange with IT for a redirect to be put on your desk phone to 

a mobile number. TasWater IT Service Centre 6333 9333. 


Page • 12

THE GREAT TIME GRAB 

Online meetings 

WebEx; to meet, how long to meet, how to retain your sanity in the 

midst of so many meetings 

Are you getting that sinking feeling that days are being swallowed up 

with endless WebEx meetings? 

Read on to understand the July-August WebEx challenge – get involved, 

work more effectively and bag some of your valuable time back. 

Are you ‘kind of’ sick of all the meetings; are 

they getting in the way of getting your work 

done or taking that mandatory short break? 

In the words of Tom McCosker, Project 

Delivery Leader, at a recent hour-long Senior 

Leadership Team meeting that he chaired to 

completion within 30 minutes’ ‘have that half 

hour back!’ 

While meetings are an important 

collaboration tool, the talk is that meetings 

may be taking too long and perhaps could 

be run more tightly. Imagine of we could bag 

some precious time back for our day for other 

pressing priorities. 

Try out some of our suggestions to the right. 

Let us know how you go. 

Which team can reclaim the 

most amount of time in their 

team meetings from one 1 July to 

31 July? 

Keep track of the meetings arranged for your 

team and let us know if it is working for you 

by emailing us at TasWaterCDO.Feedback@ 

TasWater.com.au or simply give us some 

feedback about how you got on, what 

worked and any other tips to keep things 

moving along. 

Suggestions 

1. When booking meetings take the’ Grab 

some time back’ challenge, if you would 

normally: 

• book for 30 minutes – book the next 

meeting in for 20 minutes, or 

• if you normally book an hour – book that 

next meeting for 45 minutes; 

• and see how you get on. 

You may be surprised how much you can 

get through in the shorter time. Generally, 

we tend to fill whatever the allocated time is 

as opposed to planning to ensure the best 

use of the available time. 

2. Don’t commit to a meeting unless there is 

an agenda when the meeting notice is sent 

to you. 

3. Prepare for the meeting ahead of it so 

people don’t have to wait for you to get ‘on 

the program’ on their time. 

4. Report on progress or challenges by 

exception rather than covering every thing 

you could talk about. 

And finally; 

5. Who ever is the chair of the meeting, keep 

track of the time and keep the meeting 

moving through the agenda items. 

Don’t forget to let us know if you got time back 

for you! 


Page • 13

POST COVID OFFICE RETURN 

and access arrangements 

Are you itching to get back to the office? 

Read on to understand what is planned. 

There have been no new COVID-19 transmissions for the 

past 42 days, which is allowing us to develop plans for those 

of you working from home, to return to site consistent with 

new government guidelines for safe workplaces. 

Our number one priority 

continues to be the health, safety 

and wellbeing of our people, our 

customers and the Tasmanian 

community. 

To ensure we are keeping our 

people safe, and now that 

COVID-19 restrictions are being 

relaxed, we are preparing to you 

back to site in a staged way while 

maintaining physical distancing 

requirements. 

Initially a pilot program is 

being run with in TasWater. It 

began earlier this week in the 

Derwent Building in the south 

and at Rocherlea in the north. 

The pilot will run for two weeks. 

Approximately 20 per cent of each 

building will be occupied. 

Pilot outcomes will then be 

evaluated. Lessons learned will 

inform the next stage of our 

return to site program, which we 

expect will start around late July 

to early August. 

Going forward, to ensure 

COVID-19 regulations continue to 

be met, we expect that most of 

us will settle on a combination of 

working from home and working 

from your normal site. 

In the interim, while these pilots 

are undertaken and various 

State Government COVID-19 

restrictions have been lifted, there 

are no changes to the working 

from home arrangements. 

Access to other restricted sites 

and restrictions on travel i.e. one 

person per car remain in place. 

Should it be required, how to 

arrange for access to Wellington, 

Birdwood, Charles Street and 

Steele Street: 

Access to TasWater offices; 

Wellington, Birdwood, Charles 

Street and Steele Street, is by 

exception only. If you need to 

attend one of these offices: 

Step 1: You need to seek 

written approval, via your 

line manager who will seek 

permission, from Ian Penman, 

four working days in advance. 

Step2: If access is 

approved, alarms have 

been reconfigured so that 

the buildings are armed 

24/7. Therefore, you need to 

contact Rachaelle Downey 

AND David Sutton, TasWater 

Facilities, with a minimum 

of two full business days’ 

notice with full details 

including proposed access 

times so that: 

• your access fob can be 

reprogrammed; and 

• disarming of the alarm 

can be arranged. 

Step 3: Once you have 

entered the building, or 

any site, it is essential you 

sign-in and out in case a 

consolidated contact list 

needs to be provided to the 

Department of Health. 

Want more information? 

Check out the 

Business Recovery Team 

Information Hub. 

To ensure you don’t miss 

out on updates, we have 

created the BRT Information 

Hub. This SharePoint site will 

provide a central location on 

communications relating to 

our company’s recovery back 

to operational health. 


Page • 14

TAX TIME 

Working from home & making your claim 

Working from home reimbursement – understand what 

you are entitled to in your tax return. 

In early March coronavirus 

(COVID-19) restrictions required 

office-based employees to work 

from home. At TasWater, we 

worked swiftly to set up you up 

with the right equipment to 

work effectively and safely for 

what we knew was likely to be 

an extended period. 

Australian Taxation Office (ATO) 

recognised these changed 

circumstances for these 

employees and as such has 

amended the rules around 

home office expenses to assist 

with the additional costs. 

We strongly urge each of 

you that have worked from 

home since March to take 

advantage of the support 

the ATO is providing, which is 

available here. The simplified 

arrangements are currently 

in place until 30 June 2020; 

though they have indicated 

this period may be extended 

depending on work patterns 

post-isolation. We will continue 

to monitor these arrangements 

as circumstances change. 

Please note: The above 

information is provided 

in good faith, you are 

always encouraged to seek 

independent personal tax 

advice. 

Missing a link? 

Finding some of the links in this Newsletter are not working? 

This could occur for one of two reasons: 

1. Our website is in the process of being transitioned to the TasWater 

platform. 

• We are not yet certain when this will occur but when it does it 

could break some direct links published here. 

• To find the information provided, follow this link then look for 

the information referred to on the site. 

2. As this is an internal newsletter; other links such as the Notice board 

links found within the ‘In the Spotlight section’ may point to the 

TasWater CDO SharePoint site which is not accessible to people 

outside the TasWater CDO. 

Get a copy of material you can’t access 

In either case, if you would like assistance to locate an item, please 

email us. Include the name of the item you seek and we will assist you 

to access the information you seek. 


Page • 15

IN THE PIPELINE 

Our Project Delivery news 

The tremendous work continues in closing out the PTC projects 

within the TasWater CDO. This includes achieving practical 

completion on another four legacy projects in May- June. 

The first TasWater CDO project to commence, 

Adventure Bay WTP interim works, has now 

completed proof of performance testing. This 

testing has identified complexities with SCADA 

interfacing at the bore head, and work to resolve 

this issue is ongoing. The great news is the water 

quality risks associated with the plant have now 

been minimized substantially, ensuring the 

medium-term operation of the plant. 

The latest projects to land in Project Delivery 

(PDEL) are Wellington St SPS in Georgetown 

and Blackstone Rd SPS in Blackstone Heights, 

Launceston. The Latrobe Sewerage Network 

Augmentation is also set to start work within the 

next couple of weeks. 

Booth Avenue has undergone a midterm review 

and will follow later in July 2020. 

Final reviews were being undertaken for Smithton 

SPS, however due to the size and complexity of this 

project further optioneering has been proposed to 

ensure we are delivering value for money for the 

community of Smithton. 

We are also preparing for the second Project 

Management Forum which is happening in early 

August. Given COVID_19 considerations, this forum 

has been held over until then so that we can meet 

face to face to work through various exercises. This 

will be a great opportunity for the PDEL team to get 

together and reflect on what we have learned to 

date and what we can improve on into the future. 

Initial progress was good on our two large dam 

projects, Mikany Dam and Henderson Dam, 

however COVID-19 restrictions forced work to stop 

on both sites. Prior to the regional shutdown, site 

mobilisation was underway, including site facilities 

and laydown hardstand, tree removal and clearing. 

The winter hiatus is now upon us so watch this 

space to see when works will recommence on a 

major scale at these two sites. 

New Digester roof being successfully fitted at Prince of 

Wales Bay on 17 June. Well done to Greg Aimer and his team. 

Minor Works Programs Overview 

It has been another challenging couple of months 

for the MWP team with the unprecedented 

impacts associated with the COVID-19 pandemic. 

Team members worked closely with the relevant 

contractors concerning onsite hygiene and physical 

distancing guidelines. 

It’s been a big couple of months for ‘Celebrating 

Success’ as we acknowledged quite a number of 

‘Blue Bus’ stories relating to MWP team members, 

some of which are detailed in the rewards section 

of this newsletter. 

All team members are ‘Working from Home’ which 

has identified a number of unique challenges, 

like access to printing and pool cars. Despite 

this, the Programs Team continues to progress 

and deliver capital works during the COVID-19 

event which is being effectively managed by 

the Project Supervisors with solid support from 

Service Delivery, Communications and the Testing 

Laboratory. 

Continued over next page. 


Page • 16


Our Project Delivery News 

The MWP Team are excited about the first 

TasWater CDO project commencing which is the 

six x Reservoir reline package with an estimated 

value of $2M. The first reservoir in this package of 

work was Exeter which started in early June and is 

being managed by Dan Ford. 

A pleasing number of Linear Renewals completions 

have been achieved, a few of which dealt with 

some complex challenges. These were located in 

Rosebery, Forth, Swansea, Dover, Huonville, Cygnet, 

Mt Nelson, Berriedale and New Norfolk. In addition, 

the SPS Safety Grates Lid Installation Program 

was successfully completed by Jo Randall, the 

Programs Graduate Engineer. 

SCADA standardisation, which is bringing TasWater 

onto one SCADA System, continues to progress 

well. The introduction of new and well qualified 

staff has allowed work to be accelerated with 

greater oversight. 

The challenges for the final FY19/20 quarter 

have been: 

• The PBE process and the resources for their 

development. Need to understand the 

process moving forward, Estimation vs Market 

Quotation. 

• Understanding expectations of the Quality 

Management System, its fitness for purpose 

and application for some minor works 

• The unlikelihood of meeting expected budget 

spends for a number of Programs based on 

delays in engaging with market and some 

challenges with some of the current CDO 

workflows 

Projects Under Construction 

Mikany Dam, Lower Smithton Area, NW Tasmania 

We are now seeing work being sent to market 

under the TasWater CDO banner: 

• Maydena Water Renewal (+$2M) 

• 6 x Reservoir Relines (+$2M) 

• CCTV & Sewer Reline rolling 3-year program 

tenders (+$2M each) 

• Electrical & SCADA panel and 15 new 

switchboards 

• Various WTP/STP projects. 

Other key points of note in the Programs 

space are: 

• Electrical/SCADA virtual testing, alarm and 

graphic reviews continue in response to 

COVID-19 

• A package of a number of linear renewals are 

nearly completed in Queenstown 

• Linear Renewals design works/engagement is 

enabling linear works to be progressed through 

to TasWater CDO contracts 

• Civil panel to be finalised and released to 

market. 

• COVID-19 has impacted Service Connections 

workloads and a decision has been made 

to assign this work back to TasWater 

Development Services. 

Access Road - CH 150 - 450 

First Layer of fill 

Project progress: 

• Construction of the permanent access 

road works occurred in April including the 

placement of the first layer of general fill 

• Spillway excavation on the left-hand side of the 

existing spillway including shaping of batters 

and installation of environmental controls also 

too place. 

Challenges experienced: 

Stockpile Area - ASS Treatment Pad 

& Stockpile (Imported and Site Won) 

• Management of water on site to allow progress 

of works (containment, treatment and testing) 

• Excavating fault zone batters in the rock 

in accordance with geotechnical engineer 

recommendations 

• Externally imposed regional shut down 

due to COVID-19 


Page • 17



Ongoing works: 

• Conformance testing of materials for 

construction of Embankments 

• Preparation for works to begin Outlet 

construction and further excavation on the 

left-hand side of the spillway 

Spillway Excavation - Dam Crest 

Road looking to LHS Spillway 

Embankment excavation on 

the LHS of the spillway 

Projects delivered 

Prince of Wales Bay STP Digester Upgrade by 

PM Greg Aimer 

Budget: $5M 

The current scope includes replacement 

of the Sludge Heater & Heat Exchanger, all 

biogas pipework and pressure management 

equipment, biogas sparge compressor and the 

biogas waste flare (which ensures that we do not 

emit greenhouse gases to atmosphere). Related 

works were to degas and empty the digester, 

which is a significant task in its own right. 

A parallel project will deliver a new Motor Control 

Centre, PLC, SCADA upgrades and new electrical 

field wiring and controls. 

Installation Method: Replacing the 50T floating 

roof off a 16.4 metre diameter digester in the 

confined and hilly site was no easy feat. It is 

pleasing to report it was completed successfully 

on 17 June. 

Inside the digester 

showing the missing 

truss section 

Old 50 T 16.4 M wide digester roof is 

lifted clear 

Scope: The project was conceived after the partial 

collapse of a similarly designed digester floating 

roof at the Cameron Bay STP in 2015. Given the 

2 digesters were of similar age and operating 

under similar conditions, it was considered highly 

probable that similar issues may arise in the near 

future with the POWB STP digester. 

As the project matured, the scope was 

broadened to include the replacement of 

supporting infrastructure to improve plant 

safety (particularly with the biogas systems), 

operational capability (particularly being able to 

process higher trades waste volumes (FOGG)) 

and equipment reliability. 

The methodology adopted had to allow for: 

• The continuous operation of the STP, 

albeit processing non-digested sludge 

for an extended period – this required a 

reconfiguration of the sludge handling 

and dewatering systems prior to works 

commencing – a joint operation between 

the Service Delivery & Project Teams along 

with a willing contractor (MS Civil); 

• Fabrication of a replacement roof on the 

site (16.4m diameter is too large for road 

transport and nearly too large for the site) – 

the contractor chose to fabricate the roof in 

Queensland and truck 32 major sections to 

site which were then assembled and fully 

painted on site (largely under a huge tent); 

• Construction of ground level support pads for 

2 cranes that weighed 200T each when fully 

loaded was undertaken – Pfeifer Cranes 300T 


Page • 18



& 400T cranes were deployed in a master class of 

heavy lift management; 

• Emptying and dewatering of the 1.8M litre 

digester contents (primarily biosolids and 

heavy grit collected over the previous 20 years 

of operation) – what the contractor (Conhur) 

thought would take 4 weeks turned into a 

10-week odyssey which removed 800T of 

dewatered solids; 

• To enable the existing roof to be safely lifted 

and laid down close to where it was installed – 

cranes can only stretch so far. 

• And all the other issues that arise on any 

construction site: keeping everyone safe, 

keeping a separation between operational and 

construction zones, keeping the occasional 

spectator out of trouble, maintaining good 

relations with your neighbours and maintaining 

progress across all weathers. 

been undertaken by the Project Manager, Site 

Supervisor, TasWater CDO/PTC safety and PD 

management; 

• AQM and TasWater COVID-19 management 

protocols and SWMS have been implemented 

on site. 

Wall section assembly 

Trades waste 

diversion signage 

Liam McDonald inspecting 

the labyrinth of equipment 

required to empty and dewater 

the digester contents 

Safety: Safety management has been built into the 

design and construction methodology with the 

following initiatives: 

• Fencing has been installed between the 

operational and construction sites; and between 

the site carpark and the construction, site to 

ensure entry is controlled; 

• A purpose-built car park and site hut lay down 

area was constructed to provide level, secure 

off-road parking and equipment laydown; 

• Extensive HAZOP, SiD and risk assessment 

workshops were held well before construction 

to identify design & installation risks; 

• The Principal Contractor (Aquatec Maxcon) has 

maintained a very diligent site induction and 

daily Pre-start Meeting protocol, leading into 

effective safety management of all hazardous 

activities; 

• Regular safety audits and safety walks have 

Challenges: The project has been replete with 

challenges, including: 

• Designing a crane lift methodology and lift plan 

to suit the confined area available; 

• Locating and working around an extensive 

collection of pre-existing underground services; 

• Emptying and cleaning the digester was a 

far greater task than we had imagined with 

many tonnes of hardened grit and large knots 

of felted rags causing the contractor (Conhur) 

much grief; and requiring considerable effort 

and ingenuity to finally empty the vessel; 

• The POWB STP Service Delivery team have 

had to dewater non-digested sludge since the 

digester was bypassed, which has required 

much lateral thinking and daily attention to 

the dewatering and sludge handling process. 

Hats Off and many thanks to Scott Tatnell, 

Lian McDonald, Greg Bonnett, Rodney Rowe, 

Brett Stokes and Mark Hills for their significant 

efforts in keeping an alternative process in 

operation; 

• Thanks also to the Trade Waste Team for 

getting on top of and managing the trades 

waste access restrictions that have arisen from 

isolating the POWB digester; 

• The advent of COVID-19 has brought significant 

challenge to the project. The Principal Contractor 


Page • 19



(AQM) is based in Ipswich, Queensland along 

with the majority of their site crews. Aside 

from implementing COVID-19 management 

protocols, the introduction of travel restrictions 

limited AQM’s ability to cycle their site crews. A 

combined team of 9 persons (AQM & Conhur) 

were forced to remain on site until their work 

packages were complete, working continuously 

for up to 8 weeks including through the Easter 

holiday period. Their efforts were formally 

acknowledged by TasWater. 

Learnings: A complex project is necessarily a 

Team Effort. It can only succeed with the support 

and commitment of a wide range of people 

and effective leadership. This learning has been 

reinforced on this project to date. 

Onsite roof fabrication - 

early stages 

Onsite painting of new roof 

inside its encapsulation 

New roof awaiting installation 

New digester roof safely 

installed 


Installation of SPS Safety Grate Lids in the Huon 

and Hobart Regions under the SPS Renewal 

Program by Programs Graduate Engineer, 

Joseph Randall 

Contractor: Saunders & Ward (Huon Region), 

Austral (Hobart Region) 

Budget: $90,000, total cost: $80,802 

Scope: Install new Safety Grates in various 

locations around Tasmania to meet TasWater 

requirements 

• All Lids under the limit of 20 kgs for lifting 

• All safety lids have 4-sided protection 

Installation Method: Removal of the existing lid, 

concrete cut and sit the new safety grate in. 

Safety: No safety issues, no incidents or injuries, 

SWMS’ reviewed by Matt Prendergast. 

Challenges: Inexperience, found inadequate 

design early so changes needed to be made, 

getting contractor to refine their SWIMS’, 

scheduling installations around Easter & COVID-19. 

Safety grate 

installed in Venice 

Street, Howrah 

Safety grate installed at Little Cleve 

Court, Howrah 

Learnings: How to deliver a project, incorporating 

community & safety, thorough prior planning 

results in good outcomes, for instance, supplying 

traffic management plans upfront and ensuring 

that SWMS address risks not tasks. 


Page • 20




Bayview Road Dover 63mm Water Main 

Upgrade by Project Supervisor Damian 

Marriott 

Budget: $58,371 

Scope: Properties in Bay View Rd, Dover are 

supplied via a DN40 GI pipe constructed in 1963. 

It has suffered a moderate number of leaks and 

WQ issues recently, bringing this to the attention 

of TasWater. TasWater is due to begin a major 

project to install new inlet and outlet pipes to the 

tank supply the bulk of Dover. As such, TasWater 

is taking this opportunity to also include this 

straight forward renewal to occur in line with 

these works. 

The site of the 63mm Water Main Upgrade in Bayview Road, Dover 

Small diameter, small bore galvanised wrought 

iron pipework created ongoing issues of WQ, 

failures and pressure reduction. Given this 

pipeline was constructed in 1963, it is no surprise 

that it has started to become problematic and 

will only continue to do so. 

The aim was therefore is to renew the full 100m 

length in 63OD HDPE. 

Installation Method: Open cut trench with 

Excavator and Vac Truck, the job went well with 

no issues, other than TasWater’s plans not being 

correct. 

Safety: There were no major safety issues. 

The Spotted Pardalote nests in coastal banks of Southern Tasmania 

Challenges: On day 1 we were approached by 

a resident who alerted us to the presence of 

an endangered bird species that burrows into 

the banks in the area we needed to dig in. After 

receiving this information, we chose a new line 

for our trench, making sure we kept clear of the 

birds and their burrows. 

Learnings: When planning any works at Dover 

or south of Dover, we need to be aware of the 

Spotted Pardalote bird species which nest in the 

coastal banks. 

Water Main Renewal at Saddle Road, New Norfolk 


Page • 21




Saddle Road, New Norfolk Water Main Renewal by 

Project Supervisor Josh Paine 

Budget: $ 278,218 

Scope: To replace approximately 1 km of existing galvanised 

and PVC pipe which was consistently leaking, causing dirty 

water and low flow rates to customers. 

Installation method: Open trenching, excavation and 

poly fusion welding. Over one kilometre of pipe was 

installed, spoil removed, trench filled and packed, not one 

compaction or pressure test failed! 

The narrowness of Saddle Road necessitated road closure 

Safety: Closing of the road became a necessity as we could 

not maintain a safe working distance from the traffic. We 

did not receive one customer complaint around our interactions, 

inconveniencing and isolating of supply. 

Challenges: Maintaining a consistent depth of the 

trench and progress of the work due to the amount of 

rock encountered. The amount of poly customer service 

connections to be proven, located and reconnected was 

on ongoing challenge as most of these had not been 

documented on our plans. The discovery of a High Voltage 

cable, via a vac truck and locator that was not on a dial 

before you dig plan and was followed up on and celebrated. 

It now appears on the DBYD plan. 

An unmarked High Voltage Cable posed a serious safety issue 

Another 50mm PVC sub discovered just under the 

surface. As we could not locate these (non-metallic) it took 

considerable effort to investigate, locate and excavate 

without damaging the existing supply. 

Learnings: TasWater plans were inaccurate, New Norfolk, 

council legacy) possibly some further pre-works on scope 

may or may not have resolved this. As many customers 

had their connections feeding into a supply tank first 

it was difficult to determine who was losing supply. 

Communication from the contractor in the final stages 

of the project’s completion was lacking and needed to be 

improved. 

Celebrations: No complaints, after over a kilometre of pipe 

was installed, road closed and more than typical, water 

isolations due to the complexity of the existing assets. At 

times these isolations were the entire zone of 197 customers. 

Unmarked PVC mains created 

further project issues 

Some of the 

challenging existing 

assets at the project site 

Got any feedback for us? Ideas? 

We hope you have found the information shared here of interest. Our next 

issue of the TasWater CDO Internal Newsletter is due to be released in late 

August. If you have any feedback, item ideas or suggestions for our next 

issue, please send them through no later than 1 August 2020. 


Page • 22

TasWater CDO June 2020 Newsletter

You also want an ePaper? Increase the reach of your titles

Delete template?

Save as template?