Opt Hire’s David Ewan reveals why contractors chasing a competitive edge are leaning into sustainable hire.
FASTENERS SINCE 1935
Upholding our commitment to quality through our NATA-accredited laboratory and close collaboration with key industry partners.
Quality assurance documentation available online at:
11 Rethinking hire in a high-pressure market
44 Nadine O’Keeffe: Resilience, mentorship and legacy
Find out how Hindmarsh’s Nadine O’Keeffe forged her path through sink-or-swim moments to build a career steering projects and inspiring future construction leaders.
46 Lucy Whalen: Carbon at the core Webuild’s Lucy Whalen shares how her career became a mission to embed carbon accountability across major infrastructure.
OPINION
48 Engineering teams and organisations that overachieve
In her latest contribution, Dr Gretchen Gagel explores three more fundamentals of highperforming teams.
ASSOCIATIONS
50 Turning diversity into performance
NexGen shares one apprentice’s journey showing that when barriers come down, skills, safety and culture rise.
52 Playing as one team: From me to we Attendees of Foundations and Frontiers 2025 call for courage, collaboration and reform to lift construction out of its productivity slump.
53 Construction’s top honour
A Tasmanian project claims the 2025 Australian Construction Achievement Award.
54 Uniting for equity in construction
The National Association of Women in Construction continues to drive positive change for women and underrepresented groups.
56 A new era for precast design
The National Precast Concrete Association Australia puts the spotlight on textured and patterned precast façades.
58 The weight of language
Empowered Women in Trades underscores the role of language in moving construction forward.
14
Opt Hire shows how hire gives contractors an edge amid stretched resources and rising demands.
Confidence holds but change is inevitable
The 2025 Kennards Hire Construction Confidence Check reveals construction leaders are balancing growth ambitions with ground realities.
18 Full fleet ahead
Komatsu demonstrates how myFleet has become central to planning, performance and cost control in construction.
23 The fine print of uptime
Viva Energy delves into how storage, handling and control ensure fluid performance.
27 Engineering foresight
McConnell Dowell illustrates how it is using data, AI and disciplined strategy to build its digital foundations.
31
34
38
Skills that safeguard supply
VEGA Australia defines the role of its training centre in equipping plant operators to keep bulk material handling efficient, safe and future-ready.
Certified systems shaping big builds
FTI Group showcases building solutions that give contractors certainty on cost and labour despite market volatility.
Anchoring Australia’s standards
Founded to prevent failures like Boston’s Big Dig, the Australian Engineered Fasteners and Anchors Council works to keep structures safe.
42 Recognition fuels industry progress
Discover what’s new at CONEXPO-CON/AGG 2026, one of the world’s largest construction trade shows.
The hire market has matured into a strategic force, moving from a measure of pressure to a driver of project outcomes. This edition captures that evolution and its impact on construction. and service data, the technology provides decision makers with clearer visibility and enables projects to run with fewer interruptions.
For contractors and project managers, the hire discussion has broadened. Availability and price are still part of the equation, but the focus now centres on risk management, workforce flexibility and capital allocation. Hire has become a lever of control against a backdrop of scarce labour, compressed timelines and cost pressures.
That shift is evident in our feature interview with one of the country’s largest equipment hire businesses. Its model reflects how the sector is recalibrating: rapid fleet turnaround paired with project support, digital monitoring enabling predictive decision-making, and investment in site infrastructure designed to safeguard worker wellbeing. Hire is equipment and strategy, shaping resilience and sustainability across the project lifecycle.
Industry sentiment reinforces this picture, with new research from another provider highlighting both growth ambitions and ongoing constraints. Leaders across Australia and New Zealand are optimistic about the years ahead, but many are balancing that outlook with measures to protect margins. Insights reveal that rental, by providing access to modern machinery without the financial burden of ownership, strengthens the sector’s agility. At the same time, contractors are taking a closer look at the equipment already on their books. A global manufacturer and distributor of construction equipment demonstrates how its fleet management platform centralises asset oversight. By consolidating utilisation, health
Efficiency is also shaping another corner of construction. Every build depends on bulk materials arriving on time and to specification, and level and pressure instrumentation sits behind that assurance. A company that specialises in this field has established a dedicated training centre, where plant operators and engineers are guided in selecting, setting up, programming and commissioning instruments to the highest standards. It is an investment in capability that reflects the industry’s need for certainty.
The edition also explores lubricant and hydrocarbon solutions from an Australian energy company, how a Tier 1 contractor is applying data and AI in practice, why a fastener distributor is calling for higher standards, and developments shaping one of the world’s largest construction trade shows. All of this, and more, in the latest edition of Inside Construction.
Chairman John Murphy
Chief Executive Officer Christine Clancy
Managing Editor
Mike Wheeler mike.wheeler@primecreative.com.au
Editor
Ashley Grogan ashley.grogan@primecreative.com.au
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Design Caterina Zappia
Head of Design Blake Storey blake.storey@primecreative.com.au
Business Development Manager Michael Ingram-Casha michael.ingram@primecreative.com.au p: +61 0423 266 991
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Across states and sectors, builders are delivering complex projects that strengthen services, improve connectivity and create new opportunities for communities.
Contractor: Hutchinson Builders
Current value: $250 million
Details: Hutchinson Builders has delivered the new Wacol Youth Remand Centre, a 76bed detention facility designed to improve community safety and provide a capacity boost to the state’s youth detention system. Strategically co-located with the Brisbane and West Moreton Youth Detention Centres, the facility supports security management systems and provides streamlined access to key services such as education and vocational training, rehabilitation programs,
health care and support services. Heritagelisted, the location retains preserved buildings including a cricket ground and cemetery. Environmental constraints included flood zones, bushfire overlays and a grey kangaroo population. Human rights compatibility was a key design requirement.
Status: Practical completion was achieved in March 2025, and the facility is now live and operational.
Initiatives: The project employed a rapid-build strategy, targeting delivery in under one year. A hybrid construction
methodology combined contemporary design, modular and off-site fabrication, and incorporation of secure systems. Precast concrete and prefabricated detention cells helped manage time and cost. The site was divided into three zones with separable portions and phased handovers, enabling client occupation of priority areas while construction continued without disruption elsewhere. Latent conditions, including the discovery of asbestos, required frequent redesigns and site reallocations.
Contractor: CPB Contractors and DT Infrastructure
Current value: $1.627 billion
Details: The METRONET ThornlieCockburn Link (TCL) Project is one of Western Australia’s most complex rail projects, delivered by the NEWest Alliance (CPB Contractors and DT Infrastructure) for the Public Transport Authority. The project involved a 14.5km rail extension linking Thornlie and Cockburn Central stations, duplication of 3km of existing track, relocation of freight lines, and the modification of Thornlie, Perth Stadium and Cockburn Central stations. It also included new stations at Nicholson Road
and Ranford Road and the relocation of 13km of the BP Kewdale White Oil Line. Status: Completed in 2025, TCL provides the first direct passenger rail connection between the Mandurah and Armadale lines, improving network capacity and connectivity while supporting around 1,680 jobs.
Initiatives: Delivering TCL required innovation across a constrained urban corridor. The team successfully delivered works during planned rail shutdowns. Among the innovations were the use of digital engineering to federate more than 1,000 3D models, enabling safer, more efficient planning; the development of
precast panel rotators, which eliminated crane-based rotation to improve safety and productivity; and the installation of sustainable noise walls, with 5,000 hollow-core panels reducing embodied carbon by 63 tonnes of CO2e. The project’s community and workforce legacy was central, with the team engaging more than 30,000 Western Australians, delivering more than 1,200 training courses, and holding 100 cultural awareness sessions to support inclusivity. TCL is a landmark project for WA, delivering transport connections while leaving a legacy of innovation, skills and community trust.
(Image: METRONET)
Contractor: Built
Details: Built is managing design and construction of the new St John of God Midland Private Hospital. The 17,000-square-metre facility will include 123 inpatient beds, an ICU and coronary care unit, six operating theatres, day surgery and the region’s first interventional cardiology services. Constructed on a former rail network marshalling yard, the six-storey hospital building will also feature at-grade parking and a multi-storey car park. Status: Construction is underway, with the project due for completion in June 2026.
Initiatives: Built has leveraged a digital model of the project throughout procurement and delivery to provide project certainty and improve efficiencies on site. Throughout a twopart early contractor involvement process, digital engineering tools and visual aids were used to assist development of the construction methodology and program, coordinating services and resolving any service clashes ahead of works commencing. This digital-first approach continued throughout project delivery. By creating a virtual reality model that can be superimposed on the construction site, Built was able to identify potential issues early and mitigate delay for rectification works.
Nearly a year since breaking ground, BESIX Watpac is making progress on MAURI’s flour mill in Ballarat – a project that highlights the builder’s presence in the region and its commitment to excellence in food processing, industrial construction and regional development. Located near a rail corridor for efficient grain delivery, the automated plant will operate with advanced processing equipment and sensors to ensure smooth operations and prevent flour build-up. The facility will feature a solar system to support sustainability goals, with provisions for future expansion, including a packing facility, car parking, roadways and rail infrastructure.
The construction of the new flour mill includes the installation of 996 precast elements, with 710 already in place. So far, 4,200 cubic metres of concrete have been poured, contributing to the planned total of 5,000 cubic metres across 44 separate pours.
The flour mill has afforded local subcontractors and businesses the opportunity to gain experience in constructing a complex and unique facility. The specialised work carried out by local trades is helping to build a skilled workforce that will leave a lasting legacy
The upgrades will improve passenger flow and capacity at Central Station, benefiting commuters for years to come. (Image: Laing O’Rourke)
Contractor: Multiplex
Current value: $128 million
Details: An aged care community is taking shape on Chevron Island, offering a range of one, two and three-bedroom apartments, nine penthouses and five-star amenities. The development is being delivered by Multiplex for Odyssey Lifestyle Care Communities.
Status: The project is nearing its structural top-out, with 18 floors already completed. A milestone was reached with the final internal core concrete pour. Façade installation has progressed to level 15, while tiling, joinery and flooring works continue to advance.
The build incorporates modern methods of construction, including the use of more than 700 precast panels for the tower columns.
Initiatives: For residents, amenities will include a gourmet restaurant, pool deck, cinema and a dedicated ‘Memory Lane’ floor for those with cognitive impairments.
Transport for Tomorrow
$145 million
Transport for NSW’s Sydney Terminal Area
Reconfiguration Phase 2 project at Central Station has remodelled Platforms 9 to 14. Delivered by Transport for Tomorrow, a partnership between Transport for NSW, Laing O’Rourke and KBR, the project will support the introduction of the new intercity 10-car Mariyung fleet. Essential works covered upgrades to track, signalling, overhead wiring, drainage and platform extensions, with teams working to minimise disruption to passenger services in Australia’s busiest station. The trackwork included installation of a new scissor crossover and two turnouts, while the overhead wiring in the yard was simplified and modernised by replacing nine fixed wire runs with seven regulated runs.
The project has reached practical completion.
The project was awarded a GOLD Sustainability Design Guidelines (SDG) Rating, achieved through a 34 per cent reduction of construction-related greenhouse gas emissions, the use of 40
With resources stretched and expectations rising, contractors are turning to hire for a competitive edge.
Dawn breaks over a construction site running leaner than ever – fewer boots on the ground, tighter timelines and no margin for delay. Across Australia, contractors are feeling the same squeeze: labour is scarce, costs are climbing and deadlines have hardened. In this environment, every decision carries weight, and hire has shifted from a reactive backstop to a front-line strategy – a lever for agility, cost control and operational certainty.
David Ewan, business unit manager at Opt Hire, has seen this evolution firsthand across Tier 1 and major contractors.
“There’s definitely been a shift, particularly in terms of price comparison,” he says.
“Where we used to get in early with a client and see a project through from start to finish,
that is no longer the norm. In the Tier 1 space especially, they’re comparing every job that comes up and every piece of equipment needed. They’re shopping around, looking closely at pricing across the market.”
That scrutiny has reshaped the way hire providers work. Supplying equipment alone is no longer enough; contractors expect foresight, reliability and proactive support.
Opt Hire embeds itself with site leaders, procurement teams and decision makers long before a piece of machinery arrives on site, ensuring that when pressure hits, support is already in motion.
Support runs through the entire relationship. Opt Hire delivers weekly insights that show contractors not just what is on hire, but how costs are trending, giving
“Process, process, process – that is everything for us.”
“With labour being so hard to find, contractors are realising that creating a comfortable, well-equipped environment can make a big difference.”
project leaders the visibility to act before issues escalate. Behind the scenes, proactive maintenance and seamless swap-outs keep the fleet deployment-ready, turning hire into a tool for stability rather than risk.
“Process, process, process – that is everything for us,” says Ewan.
The company is upgrading to a new operating system to tighten governance and reduce human error, with clear benchmarks driving turnaround: three days for cleaning and testing, five for items requiring servicing. It’s a system designed for a leaner market, where clients cannot afford downtime or uncertainty.
In today’s climate, contractors are planning hire with a precision that would have been unthinkable a decade ago. Gone are the days of parking 30 light towers on site for the duration of a project and adjusting casually along the way. Now, contractors know exactly which assets they need, for how long, and often review requirements weekly while tracking costs daily.
Delivery speed has become a critical differentiator. Ewan recalls a project where Opt Hire’s long-standing partnership wasn’t enough to secure the job. The client needed equipment faster than the team could deliver. Clear, upfront communication preserved the relationship. When the next project – a section of rail corridor – came up, the client turned to Opt Hire with confidence.
Moments like this highlight how trust and transparency have become decisive factors in winning work.
“Some companies might say yes to everything and then let deadlines slip, but we are clear from the beginning,” says Ewan. That approach to trust runs through every part of Opt Hire’s network.
The company treats its suppliers as partners rather than subcontractors, a philosophy that flows into how it manages shutdowns. During critical events, Opt Hire stages extra equipment on site at no cost, allowing contractors to swap units instantly and avoid downtime. This proactive approach keeps projects moving and maximises efficiency without draining resources.
is preparing for the future with Instagrid Power Systems that replicate small-to-medium carbonemitting generators.
Building sites that work for people
Contractors are also rethinking hire in terms of people, not just plant. In a tight labour market, site conditions have become a competitive factor, and the equipment now in demand increasingly supports worker wellbeing.
Ewan has seen the change take hold across Tier 1 and large Tier 2 projects. Unisex toilets, wellness rooms and prayer rooms are appearing on more sites, giving workers private space to recharge. Lunchrooms now feature sandwich presses, pie warmers and hot water units instead of the bare basics.
“With labour being so hard to find, contractors are realising that creating a comfortable, well-equipped environment can make a big difference,” says Ewan. “Happier people on site are generally more productive.”
On remote or high-heat sites, chilled water stations and ice rooms have become quiet performance drivers, protecting crews in harsh conditions while lifting morale. Opt Hire has expanded its site infrastructure offering to meet this shift, helping contractors create environments that keep operations efficient and people motivated.
The new era of site control
Technology is elevating hire from a transactional service into an integrated layer of project control. Opt Hire’s hybrid and battery-powered equipment is monitored in real time, with alerts triggered for underperformance or charging issues, often before a client is even aware.
Clients can tap into the same real-time data, giving them transparency, confidence and the ability to act before small issues become costly delays. While telematics has long been common on heavy machinery,
the next frontier is frictionless digital access. Contractors increasingly expect to log in, view their hired assets, check cross-branch availability, track invoices and order instantly.
“We have traditionally worked in a reactive, phone-based model, but with new generations coming into construction, that shift is going to happen fast,” says Ewan.
Opt Hire is already preparing for that future. Its solar hybrid and battery-powered generators, ranging from 2 kVA to 60 kVA, support remote monitoring, reduce on-site labour requirements and minimise refuelling.
Paired with faster fleet turnaround and digital client platforms, these capabilities give contractors real-time control over readiness, compliance and reliability when projects are under intense conditions.
Hire as a strategic mindset
The move toward hybrid and electric solutions is not only a sustainability play; it’s about efficiency and hidden cost reduction. Moving away from diesel eliminates the need for daily fuel deliveries, on-site storage and the associated safety risks, lowering overheads and streamlining operations.
“What I wish more contractors understood is that it is not just about replacing diesel in a generator or a roller or a small excavator,” says Ewan. “It is about everything that goes into supporting that equipment.”
Construction is entering a leaner, faster, more closely scrutinised era, where success belongs to the agile. Hire has evolved from a background service into a force multiplier, giving contractors speed, flexibility and foresight. For leaders prepared to rethink how sites are powered, equipped and supported, hire delivers the edge to operate efficiently and stay ahead.
As 2026 approaches, construction leaders are balancing growth ambitions with ground realities.
Across Australia and New Zealand, construction leaders are voicing optimism for the years ahead. Decision makers believe the sector is entering a growth phase over the next five years, buoyed by infrastructure investment, housing demand and advances in technology. Yet almost all are tempering that optimism with restraint, implementing costsaving measures to protect margins.
The 2025 Kennards Hire Construction Confidence Check (CCC) captures this balancing act. The survey of more than 600 senior industry figures paints a picture of a sector gearing for expansion but mindful of the persistent headwinds eroding project performance. For Tom Kimber, general
manager of sales at Kennards Hire, this mix of bullishness and caution is entirely rational.
“It is understandable to have caution,” he says. “Some sectors or areas of the economy have been in a prolonged recession or downturn. When you are coming out of that, progress tends to happen in gradual steps.”
For contractors hesitant to commit to major capital purchases, hire provides an alternative that keeps projects moving while preserving flexibility. Kimber calls it “a provider of capital in many ways,” explaining that rather than tying up resources in machinery, customers can rent equipment and stay adaptable.
The case for flexibility is strong. The CCC shows that one in three leaders estimate Kennards Hire project managers bring capability, solutions and expertise to every stage of a project.
delays and inefficiencies consume an average of 15.5 per cent of a project’s total cost. For larger companies, that proportion can be even higher. Poor-quality or unavailable materials, excessive time spent managing multiple suppliers, labour shortages, outdated equipment and regulatory delays are all contributing factors.
These local pressures are compounded by global trade disruptions, with most leaders reporting that tariffs, shipping costs and regulatory changes have directly impacted operations in the past year.
Kennards Hire tackles part of the problem through equipment management. By removing the burden of ownership, it allows contractors to essentially switch equipment on or off as needed while ensuring maximum utilisation of what they hire. This approach reduces costs and frees up time to focus on project delivery.
More contractors are adopting this model. The survey found that more than a third plan to rent additional equipment in the coming year, and around half will outsource specialist expertise to improve project management efficiency. Kimber sees it as an extension of how the industry already works best.
“The equipment rental business has always been at the forefront of the shared economy,” he says.
“By definition, we focus on utilisation of assets, which has downstream benefits for environmental impact, capital investment and access to the latest technology. We maintain a
frequent renewal cycle to ensure all equipment meets compliance requirements.”
That renewal cycle plays a strategic role, connecting customers with the latest technology and innovation. Access to modern, efficient machinery means productivity gains can be realised while projects stay agile and cost-effective.
Kennards Hire also invests in new products when the business case aligns with customer needs, enabling what Kimber describes as “a nimble approach to providing solutions”.
This adaptability is important in addressing labour shortages. Having the right machine for the right task can reduce headcount requirements or help smaller teams deliver at pace.
The survey highlights the importance of longer-term workforce strategies, with leaders prioritising training, flexible scheduling and career progression to attract and retain talent.
“Having the right product for the right application can save labour. This could be a machine designed for the specific task or one with features that reduce labour needs,” says Kimber.
“It is a partnership approach. We apply our expertise and industry knowledge to deliver the right solution for the customer’s task. There are many ways to achieve the desired outcome, and our role is to provide the best method.”
The CCC findings also point to the value of early supplier engagement. Contractors who involve equipment partners from the outset of a project are better able to schedule fleet requirements, avoid last-minute hires and capture savings through longer-term agreements. Kimber explains that Kennards Hire’s role can extend “from site setup and establishment work through to final landscaping”, creating what he calls a cradleto-grave approach that is shaped around each project’s needs.
Early involvement has another advantage, as it keeps the hire partner embedded in the workflow. That ongoing connection makes it easier to adapt solutions as conditions change and helps prevent the kind of rush decisionmaking that can push costs up.
Kimber says the aim is to make the process “seamless” so that equipment never becomes a bottleneck.
“We apply our expertise and industry knowledge to deliver the right solution for the customer’s task.”
Sustainability has become another nonnegotiable. Fifty-nine per cent of CCC respondents are prioritising Green Building Council of Australia and New Zealand Green Building Council certifications, with nearly half investing in eco-friendly tools, carbon offsetting and sustainable materials. Kennards Hire has been evolving its fleet strategy in line with these priorities, adding renewable energy sources, hybrid technology and battery solutions. Kimber notes that this shift addresses environmental responsibilities while supporting performance goals, and demand is moving quickly.
“It is shifting from being a nice-to-have to an imperative,” he says. “It is still a journey, but we expect it to become more prevalent over time.”
The report also highlights capability gaps outside of equipment. Inconsistent supply chains, variable product quality and a shortage of skilled labour all create drag on delivery. While no single company can solve every challenge, Kennards Hire uses its technical expertise and fleet resources to help customers work around these obstacles.
“We constantly review our methodology and approach to market with key customers. We do not rest on past success,” says Kimber.
“While Kennards Hire is a strong partner to many businesses, we make sure we avoid complacency and remain agile and responsive to future demands.”
The CCC is central to that process. It is both a benchmark for industry sentiment and a practical guide to where Kennards Hire can focus its energy.
“It shows where the industry is heading and where pain points exist,” says Kimber. “From there, we can identify how Kennards Hire can help alleviate those issues. We also have one-on-one conversations with customers to ensure we are asking the right questions and delivering better solutions.”
For industry leaders, the key message is that optimism alone will not drive results. Growth requires capability, agility and a willingness to address operational challenges head-on.
The CCC’s recommendations, from engaging suppliers early to investing in workforce development, offer a pathway for building those strengths.
Kennards Hire’s role, as Kimber sees it, is to ensure equipment, expertise and innovation are available when and where they are needed. By doing so, it can help customers navigate the complexities of today while positioning for the opportunities ahead.
The findings from the 2025 Kennards Hire Construction Confidence Check are the result of a survey conducted by YouGov from 10 to 13 June 2025. The sample comprised 608 senior business leaders/decision makers from small construction businesses with more than 20 employees in Australia (403) and New Zealand (205). Download the full report at www.kennards.com.au
“The equipment rental business has always been at the forefront of the shared economy.”
What began as a platform for centralising fleet data is now shaping decisions across Australia’s biggest builds.
More than two years after launch, Komatsu’s myFleet has become a fixture in how construction firms plan their work, measure performance and account for costs.
When myFleet was introduced through the myKomatsu customer portal, the aim was to create one place where businesses could view the information machines generate every day. Telemetry, inspections, fluid analysis, undercarriage assessments and service records were drawn together into a single system.
For many businesses, that centralisation was the first time machine health, utilisation and service data could be seen side by side.
For Komatsu, the ambition was always bigger. Steve Williams, national manager – digital and process innovation at Komatsu Australia, says the company set out to change how information drives action.
“It is one thing to collect data, but the real value is when customers can make faster and better decisions from it,” says Williams. “The myFleet platform was designed to make that possible.”
The way choices are made has shifted both on site and in the office, as myFleet becomes part of daily planning, commercial strategy and client reporting.
On large and complex builds, schedules, margins and safety are under constant pressure. What myFleet delivers is a single operational picture that brings those moving parts into alignment.
Williams has seen how customers respond when the pieces come together.
“People talk about the convenience, but it is more than that,” he says. “They are finding they can sequence crews, parts and even substitute machines with confidence, because they have the context to do it.”
That capability is delivered through the machine health dashboard, which shows the condition of each asset in real time and flags when attention is needed. Abnormality codes, inspection results and upcoming service intervals appear on one screen, allowing
Supervisors use myFleet to track machine performance in real time, reducing downtime and improving planning on site. (Images: Komatsu)
managers to plan work when it best suits the program, rather than when a fault forces the issue.
For supervisors, this means less time juggling multiple systems and more time directing activity on site. For executives, it provides a higher level of accountability, with a single source of truth that stretches across operations, maintenance and commercial teams.
The economic case for centralised fleet intelligence is clear-cut, with fewer stoppages, better-timed servicing and stronger margins as a result. The benefits are also seen in dayto-day operations. With data flowing in from Komtrax – Komatsu’s remote monitoring system that captures machine information and jobsite activity – myFleet provides visibility of utilisation, idle time, duty cycles and fuel consumption.
On compatible machines, the Payload Meter feature adds another dimension by recording load weights and productivity cycles. The combination creates a detailed picture of how equipment is being used and its efficiency. Under-utilisation becomes visible, bottlenecks can be identified and redeployment decisions can be backed by evidence.
Williams highlights the benchmarking tool as particularly powerful. By comparing machine performance against the wider Komatsu population, contractors gain a reference point to confirm their fleet is operating in line with industry standards.
“It gives leaders context,” says Williams. “With that visibility, they can pinpoint strengths and weaknesses across their fleet and decide where improvements will deliver the most value.”
For project directors, this intelligence sets direction, from program adjustments to bid support and stakeholder communication.
Another area of impact is the integration of service booking and reporting. Through the platform, contractors can schedule servicing and access post-service reports with photos and checklists, creating an auditable record that proves invaluable in conversations with clients, insurers and regulators.
“It also closes the gap between a technician’s observation and management action,” says Williams. “Defects are documented and acted upon sooner, extending asset life and reducing unplanned downtime.”
Equally important is the service history view, which consolidates past work across the fleet.
For customers accessing large construction sites, proof of completed periodic services, such as a 500-hour service, is essential. Having this information in one place provides accountability that disconnected systems lack. Accountability also reaches into sustainability, with fuel use and emissions under closer scrutiny. Public and private clients alike expect reliable disclosure, making fuel efficiency a factor contractors can no longer overlook.
On the myFleet dashboard, businesses can access data on both fuel consumption and the associated carbon emissions, giving them the evidence to report confidently. Williams says the feature is gaining traction as sustainability moves higher on client agendas.
“The potential here is significant,” he says. “When businesses can analyse consumption in detail, they are in a position to manage both costs and environmental impacts more effectively.”
For contractors bidding on government projects, emissions performance now carries weight in evaluation, making accurate reporting part of the competitive edge.
What distinguishes myFleet is not only what it delivers now, but the trajectory of its development. Komatsu has continued to add new data streams, deeper analytics and integrations that reduce the need for manual input. Williams emphasises that this is central to the company’s approach.
Komatsu’s myFleet dashboard consolidates health, utilisation and service data into a single operational view for contractors.
“It is one thing to
collect data,
but the
real value is when customers can make faster and better decisions from it.”
Service booking and reporting through myFleet creates an auditable record that supports compliance and client transparency.
“We are committed to supporting customers over the long term,” he says. “That means continually enhancing the platform so it grows with their business needs.”
Contractors of every scale are drawing value from it. For smaller businesses, myFleet provides access to the same foresight larger competitors rely on. For Tier 1 contractors, it enables coordination across fleets of hundreds of machines, with data feeding into project and corporate strategy frameworks.
But the deeper change is cultural.
Construction has traditionally relied on practical experience and instinct, but data is now reinforcing those instincts with evidence. Tools like myFleet are helping embed foresight in daily practice. The challenge is to ensure that capability does not sit in isolation but is adopted across teams.
As Williams explains, when all team members work from the same operational picture, coordination improves and accountability is stronger. In practical terms, that means building a culture where data guides how work is planned and delivered.
road forward
Contractors are expected to deliver certainty, transparency and environmental reporting, all while keeping margins intact. Komatsu’s myFleet shows how centralised intelligence helps meet those demands by providing a framework that links information directly to outcomes.
The question for contractors is no longer what data they hold, but how they act on it. Those who embed foresight into both culture and operations will keep control of cost, productivity and reputation. Those who delay risk making critical calls in partial light.
myFleet at a glance
Track and monitor
Pinpoint machine location and status instantly, with fleet data sortable by health, product type and upcoming service needs.
Plan maintenance
View service histories alongside forecasted intervals, and schedule upcoming work with quick access to reports.
Book services directly
Arrange servicing or repairs with Komatsu technicians through the platform and track confirmations in one place.
Unified access
Log in through myKomatsu to reach Komtrax, CMS, EQP Care and service reporting without juggling multiple systems.
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For construction contractors, fluid performance depends on storage, handling and control. Viva Energy delivers on all three, from lubricants to integrated hydrocarbon solutions.
Fuel and lubricant failures rarely start with a breakdown. They begin earlier, with mislabelled tanks, contaminated drums or the wrong hose on the right day. Contractors across Australia are paying closer attention, not just to what fuels their plant and lubricates their fleet, but to how it is stored, handled and controlled.
“In the construction industry, particulate contamination is one of the main issues causing premature wear and component failures,” says Silvana Farrugia, technical specialist at Viva Energy.
Farrugia’s role is focused on prevention, not repair. She works with contractors who want to understand the full chain of control, from fluid selection to its condition at the point of use, because a lubricant’s formulation is only half the story. If the storage environment is uncontrolled or the transfer process flawed, even advanced oil can fail to deliver.
Viva Energy Australia, the local Shell Lubricant Macro Distributor, supplies a vast network of contractors, fleet operators and plant managers across the country.
Increasingly, clients are not just asking for lubricant; they are asking for the systems that support it.
Lubricants under pressure
Lubricants are often treated as consumables, their importance obscured by bigger line items. But that view is shifting, particularly as high-spec machines enter fleets and emissions targets tighten.
Inadequate lubrication can trigger wear, shorten rebuild intervals and increase the risk of catastrophic failure.
The risk compounds with every transfer, every mix-up, every lapse in storage discipline.
“Lubricant storage has evolved significantly,” says Renee Reilly, head of lubricant sales and marketing at Viva Energy. “Colour-coded tanks and tagging systems help minimise confusion and risk.”
Reilly advocates for clearly labelled infrastructure, purpose-designed storage rooms and simple, enforceable protocols –things that, once in place, quickly become
Viva Energy’s tank storage solutions, including the 68-kilolitre self-bunded diesel tank, are designed and built in accordance with AS1692 and AS1940 standards. (Images: Viva Energy Australia)
“In the construction industry, particulate contamination is one of the main issues causing premature wear and component failures.”
“Colourcoded tanks and tagging systems help minimise confusion and risk.”
second nature on high-output construction sites where multiple fluids are in use.
It is not about adding layers of complexity. It is about removing ambiguity.
“Installing satellite storage rooms and contamination control tools, such as desiccant breathers on hydraulic fluid tanks, helps maintain cleaner environments and protect lubricant integrity,” says Reilly. These interventions are inexpensive compared to the cost of downtime, and they are increasingly being seen as a strategic investment in the long-term reliability of construction fleets.
It is not just lubricants under scrutiny. The same principles apply to how fuels and hydrocarbons are stored and delivered on site.
Infrastructure that thinks ahead
For contractors, hydrocarbon handling tends to fall into two categories: what must be done to remain compliant and what can be done to lift performance. Viva Energy’s hydrocarbon solutions team operates in both spaces, helping businesses streamline storage, refuelling and dispensing while staying aligned with environmental and safety obligations.
“Our expertise ensures your business receives the best advice, service and equipment for managing your hydrocarbon needs,” says Matt Gill, hydrocarbon solutions manager at Viva Energy.
The range spans tanks, hoses, pumps, spill kits, fuel management systems and
condition monitoring tools. But the real value lies in the application.
While a generic tank may meet basic requirements, a fit-for-purpose system can eliminate errors, reduce emissions, improve uptime and create a safer working environment. That was the case for one customer operation facing prolonged equipment downtime due to refuelling delays.
Instead of moving heavy vehicles away from the work zone for access to fixed fuel infrastructure, Viva Energy helped design a mobile “splash-and-dash” station – a relocatable setup that stayed close to activity areas and reduced machine travel. The solution included automated tank gauging and integrated fuel management to improve visibility, control and turnaround times.
“This facility was designed to move with the work and remain close to where equipment was operating,” says Gill.
“The result was a noticeable improvement in daily output.”
It delivered several efficiencies: more than 2,000 hours of recovered travel time, a 2.19 per cent reduction in diesel use and less reliance on fixed refuelling infrastructure.
The lesson? Smart storage is not just about containment. It is about proximity, accessibility and precision, and what those things ultimately enable across the lifecycle of a project.
Digital access, physical certainty
Recognising that fluid handling equipment is often needed at short notice, or as part of a broader procurement cycle, Viva Energy developed an online platform to streamline access. It gives customers 24/7 visibility over a selected range of lubricants, tanks, pumps, filtration units and contamination control tools.
Unlike typical online ordering, this is not a static catalogue. It is supported by Viva Energy’s national technical helpdesk and account management team, who can advise on compatibility, performance goals and ways to reduce risk on site.
The result is a smoother bridge between procurement and application, and the confidence that every item selected will serve an operational purpose.
One chain, multiple checkpoints Hydrocarbon handling rarely fails all at once. The cracks appear slowly: a worn gasket, a rusting drum, a spill no one cleans up. By the time the problem is visible, the damage is already done.
Construction businesses that build discipline into their storage and handling practices are the ones reducing risk, not with overengineered systems, but with clarity, consistency and control.
They install desiccant breathers, use tagging systems and separate storage zones. They treat lubricants and fuels with the same care they apply to the machines those fluids support, because when the work ramps up, the last thing anyone needs is downtime caused by a preventable detail.
As Viva Energy’s experience shows, the difference is measurable. When fluids are stored correctly and dispensed cleanly, machines last longer, service intervals stretch further and site productivity becomes easier to maintain.
It is grease, grit and good sense. It may not be what wins the tender, but it is often what saves the job.
To speak with Viva Energy’s technical team about lubricants, fuel handling and on-site storage solutions, email technicalhelpdesk@vivaenergy.com.au or call 1300 134 205. Explore the online range at shoplubricants.vivaenergy.com.au
McConnell Dowell is building its digital foundations with the same intent as its physical ones, using data, AI and disciplined strategy.
Unpredictability is the one constant in construction – budgets shift, schedules tighten and risks can surface without warning.
McConnell Dowell is meeting that reality with the same precision it applies to building bridges and tunnels: solid foundations, built to endure. Today those foundations are digital, a reinforced framework designed to expose hidden risks and act before small problems escalate.
Digital capability now threads through the company’s operations, shaping how projects are controlled, risks are assessed and decisions are made. The goal is to create the conditions for sharper visibility, faster responses and a shared operating picture across teams and geographies.
Guiding this shift is Heinrich Kukkuk, group executive of information technology, who is leading a rethinking of how McConnell Dowell gathers, structures and applies its information. Business intelligence (BI), the development of a centralised construction management platform (CMP) and targeted applications of artificial intelligence (AI) form the backbone of this effort.
“We have seen a considerable evolution in the adoption of digital technology over the past five to ten years,” says Kukkuk. “There is much broader uptake now, particularly in Australia, where I believe we are being seen as thought leaders in how we apply technology in meaningful ways.”
Several forces are speeding adoption, pushing McConnell Dowell to rethink how its digital backbone supports delivery. Digital platforms have matured and become more accessible, lowering barriers to entry. The rise of generative AI has added urgency, even among companies not yet deploying it, prompting moves to tighten data structures, instil process discipline and strengthen cyber security.
A cornerstone of McConnell Dowell’s digital transformation strategy is the CMP – a single platform designed to replace a patchwork of legacy systems and overlapping tools. With embedded analytics and consistent data architecture, it is intended to enable decisions at speed and with confidence.
Even before the CMP goes live, the company has moved toward data-led operations.
“There will be a point where we have semiautonomous or autonomous humanoid robots on our construction sites.”
Over the past five years, a centralised data warehouse has replaced static reports and spreadsheets with live BI dashboards. These dashboards are fixtures in team meetings, tender reviews and corporate strategy sessions.
When a business unit managing director questions a project team using the same live reports, it reinforces alignment and process integrity. Data is no longer a by-product of delivery; it is an enabler of it. The goal is to shift from hindsight to foresight.
“We do not always get it right,” says Kukkuk. “But what we are seeing is a clear reduction in the number of projects experiencing cost blowouts and delays.”
The same principle applies to safety. When lead or lag indicators begin to drift, the safety team intervenes.
“On some projects, we have recorded millions of hours without any lost time injuries,” says Kukkuk. “That comes down to staying ahead of both the leading indicators and the lagging ones. Data is helping us manage risk more proactively across the board.”
This predictive mindset is gaining ground in commercial functions too. A generative AI tool supports tender responses, drawing on past bids, current projects and McConnell Dowell’s own policies, operating standards and procedures. It frees bid teams to focus on strategy instead of compliance. As the CMP matures, this predictive base will strengthen, lifting both the quality and consistency of insights. But Kukkuk is quick to point out that AI is not the solution to everything.
Sometimes, a well-designed business rule or simple automation is more effective. The key is matching solution to task.
For McConnell Dowell, technology must fit the job. Not everyone sits behind a desk. Not every task needs complexity.
“It is about striking the right balance,” says Kukkuk. “We need to make sure the tools are fit for purpose, especially for the people on the ground who may not work on a computer all day or see technology as a core part of
The CMP reflects this thinking. On-site staff see only what they need to act, while those with more complex roles can access deeper functionality and broader system visibility. The platform adapts to the user, not the other way around.
At McConnell Dowell, every tool must prove its worth before it earns a place in the company’s toolkit.
“We have always had a culture where we only pursue something if there is a clear use case, a clear return and strong business support,” says Kukkuk.
“We do not go off as an IT function and implement things in isolation. The business needs to be right there with us.”
Early AI experiments focused on personal productivity, but the company first built governance, updated policies and ran awareness campaigns before expanding into targeted applications in HR, finance, IT and business development. Security, compliance and data sovereignty are fixed requirements.
Technology is also tested against McConnell Dowell’s values before financial metrics are considered. Safety and care, honesty and integrity, customer focus, working together, and performance excellence form the first assessment. Longevity comes next.
“We build assets that are designed to last 50 years or more,” says Kukkuk.
“Our grandchildren will use the bridges and dams we construct. Every input that goes into those assets needs to meet that same level of scrutiny.”
In the near term, he sees the greatest opportunity in reducing the industry’s everpresent uncertainty. Each project generates thousands of data points, providing fuel for AI to spot patterns, streamline supply chains and free staff for the work they were trained to do.
Further out, he foresees robotics taking on repetitive, labour-intensive or high-risk tasks.
“There will be a point where we have semiautonomous or autonomous humanoid robots on our construction sites,” he says. “That will be a major shift for the industry, and I think it will happen within the next 20 years. It may not be next year, but it is coming faster than many expect.”
He cautions that regulation may slow adoption more than cost or technology readiness. Some jurisdictions will move faster, others slower, creating global pressure for policy to keep pace.
Kukkuk also sees explainability as the next AI frontier: “You only need to use your AI agent of choice to see that it can often be confidently wrong. There needs to be a clear, interpretable process so that users can judge for themselves whether the result is accurate or relevant.”
In construction, where output must stand up to engineering standards, public scrutiny and decades of use, transparency will be as important as capability.
For Kukkuk, it is a rare and exciting moment to be leading digital change. The scale and pace of transformation is unprecedented,
and what makes it even more compelling is the level of public curiosity.
“What excites me most about the role of technology at McConnell Dowell is how well it aligns with who we are as a business,” he says.
“We have a culture of curiosity. We are always looking for ways to push the boundaries and demonstrate that we are a ‘Creative Construction’ company. That is not just a phrase, it is how we operate.”
That interest runs from the top of the business through to site teams. Everyone is thinking about how technology can deliver better outcomes and help people get home safely at the end of the day.
But curiosity is matched by rigour. Healthy internal tension is part of the culture.
“We have a lot of pragmatists asking tough questions, challenging assumptions and keeping us honest,” says Kukkuk. “That internal tension is healthy. It helps refine our thinking and strengthens our strategic direction as an executive team.”
McConnell Dowell has set its digital course. The real test is whether the rest of the industry will match that pace, before the next wave
“We are always looking for ways to
push the boundaries and demonstrate that we are a ‘Creative Construction’ company. That is not just a phrase, it is how we operate.”
Business intelligence dashboards are helping teams align and act with speed and confidence.
VEGA Australia’s training centre equips plant operators with the knowledge to keep bulk material handling efficient, safe and future-ready.
Every construction project depends on bulk materials arriving on time and to specification. Behind that consistency sits a network of instruments monitoring level and pressure. VEGA Australia has built a training centre to teach best practice in selecting, setting up, programming, commissioning and operating those instruments to the highest standards and capability.
The construction supply chain is finely balanced. Concrete plants and bulk handling facilities must deliver material without interruption, and even a minor error in measurement can create costly consequences. An inaccurate reading may waste tonnes of product, hold up equipment or compromise compliance.
“Instrumentation must be accurate and reliable when monitoring and controlling industrial processes to maintain efficiency, minimise waste, ensure product quality, and
meet compliance with regulations and safety,” says Greg Randall, senior internal sales and product specialist at VEGA Australia.
Accuracy depends on knowledge
While instrumentation technology has advanced quickly over the past two decades, the risks of misapplication remain common.
Randall has seen those risks play out in batching plants, from poor positioning of instruments to sensors compromised by dust.
“Selecting the wrong instrument for the job, failing to allow for the angle of repose of a pile with radar level, or mounting instruments in unsuitable locations are all common mistakes,” says Randall.
Such errors drive inaccurate batching, downtime and frequent call-outs. VEGA’s training helps prevent them through bestpractice installation methods, careful instrument selection and correct setup.
“Technological advances are on an exponential upward curve, and investment in training has never been so important.”
Knowledge gaps are common, even among experienced engineers and commissioning staff. Randall notes they often stem from limited understanding of sensors or difficulty diagnosing faults. VEGA’s courses address this systematically, moving from fundamentals through to advanced configuration and backup, so participants can operate instruments confidently and resolve errors.
Training that mirrors real operations
Participants work with live instruments, moving through wiring, setup, programming, diagnostics and fault finding, the tasks that determine whether equipment performs reliably on site. They also learn to back up configurations, a discipline that saves time when systems are upgraded or replaced.
Commissioning demands digital fluency as much as mechanical skill. Courses integrate Bluetooth connectivity, the VEGATOOLS App and PACTware, equipping teams to configure and maintain instruments through the platforms that now dominate modern plant operations.
“Bluetooth connectivity has made setting up instrumentation so much easier, but a thorough knowledge of software tools is still a prerequisite for proper setup and diagnostics,” says Randall.
To embed that capability, sessions are capped at four participants, allowing trainers to tailor activities to individual pace and provide genuine hands-on time.
“A small group ensures each individual receives the attention and personalised training they deserve,” says Randall. “It is a better environment both for the trainee to gain hands-on experience and for the trainer to judge competence and tailor activities to suit each person’s pace of learning.”
This approach gives participants skills they can put to work immediately, cutting errors, downtime and uncertainty in facilities that support the construction supply chain.
“Throughput
improved by more than 25 per cent, and downtime that caused production delays was dramatically reduced.”
To shift learning from theory to practice, VEGA invested in a purpose-built facility in Caringbah, New South Wales. The centre houses live rigs that replicate the operating conditions across a range of applications.
“The facility enables VEGA level and pressure instrumentation to be run in applications simulating real-world environments,” says Randall. “Courses can be tailored to customers’ specific needs.”
A batching plant has different challenges to a quarry, and the training adapts accordingly. By replicating conditions participants will face on site, VEGA ensures the lessons are directly transferable.
Training at VEGA’s centre is designed to mirror the realities of plant operations.
Just as importantly, it underpins safety: poor installation or faulty instrumentation can overload equipment, eject material, breach compliance or, in extreme cases, trigger hazardous or explosive conditions. Automation further reduces those risks by removing people from dangerous environments where manual measurements would otherwise be required.
“A proactive approach in helping customers properly implement automation minimises potential risk while enhancing efficiency, reducing downtime and maintaining material quality,” says Randall.
From case studies to future pressures
He highlights a major bulk handling project that shows the impact in practice, where VEGA played an active role in guiding
instrument selection, providing installation advice, delivering training and supporting commissioning.
“Throughput improved by more than 25 per cent, and downtime that caused production delays was dramatically reduced,” he says.
This example has similar implications for batching plants and material suppliers. Improved accuracy and fewer breakdowns translate into dependable deliveries, tighter quality control and less wasted material –exactly what construction projects demand from their supply chains.
Those demands will only intensify as wireless monitoring, remote diagnostics and AI-driven optimisation become mainstream.
Randall believes such advances make training indispensable, giving teams the capability to adapt quickly and sustain performance as technology evolves.
“Technological advances are on an exponential upward curve, and investment in training has never been so important,” he says. “We endeavour to partner with our customers, ensuring they have the products, knowledge and skills to keep ahead of this curve, while also allowing us to understand their processes and needs.”
VEGA’s training centre ensures customers get the full potential from their current instruments as well as those planned for installation.
With rigorous testing and assured supply, FTI gives contractors certainty on cost and labour despite market volatility.
“It has taken four years of stringent testing to reach this point, and we can now confidently say that BlueDeck meets every compliance requirement.”
Australia’s commercial projects are growing in scale and complexity, and the demands on cost, compliance and labour are only intensifying. Since 2016, FTI Group, an Australian family-owned business, has responded with building solutions engineered to take uncertainty out of construction.
FTI’s leadership team, with more than 150 years of combined experience, has long-standing roots in high-rise concrete construction. The family has been supplying the sector since 1996, building a foundation of expertise that now underpins its growth.
“It is not a small family-owned operation that has happened upon manufacturing preformed stairs, decking and door frames,” says Cameron Arkcoll, CEO of FTI.
“The company was built on deep in-house expertise, and that expertise continues to drive expansion.”
Growth for FTI has also come from identifying products that ease pressure points for contractors, guided by values of
quality, reliability, innovation and customer focus. The results are tangible: projectspecific shop drawings, durable products and on-time deliveries. For project managers balancing multiple tasks, a single supply chain partner brings relief.
BlueDeck, launched in 2019, embodies that approach. A metal tray formwork for suspended concrete slabs, it is designed for commercial builds such as hospitals, shopping centres and car parks with large spans and suspended ceilings. The system integrates into beamed construction or structural steel with shear stud welding, making it versatile across project types.
FTI positions BlueDeck within a wider ecosystem. Supplied alongside FastTread stairs and SureFit metal door frames, the company streamlines procurement with one delivery, one invoice and one accountable partner.
Equally important is proving the system’s performance. The credibility of BlueDeck rests on the rigour of its testing.
“Compliance is critical in the metal decking market. It is often the first question an engineer will ask: what testing has the product undergone?” says Arkcoll.
“BlueDeck has been subjected to full-scale fire testing by CSIRO across 0.75mm and 1mm profiles, along with composite action testing undertaken by the University of Technology Sydney under the supervision of Dr Shami Nejadi, associate professor in the School of Civil & Environmental Engineering.
“It has taken four years of stringent testing to reach this point, and we can now confidently say that BlueDeck meets every compliance requirement.”
That investment gives contractors assurance not just in performance, but also in approvals and documentation – often decisive factors in large-scale developments.
Managing costs is one of today’s biggest project pressures, with material price volatility threatening budgets and unexpected shifts during construction adding further risk.
FTI addresses this through a value-based pricing model that locks in rates for the life of a project, insulating contractors from steel price fluctuations. The product itself also contributes to efficiency: when
used as part of a composite slab, BlueDeck allows reductions in reinforcement and slab thickness compared to conventional formwork, delivering savings on both materials and labour.
To support the product and simplify workflows for engineers and project managers, FTI has developed the BlueDeck design app.
“The app generates a detailed design using BlueDeck, including reinforcement types, fire ratings and slab thicknesses,” says Arkcoll.
“By offering both in-house engineering support and collaboration with external consultants, FTI ensures the product is applied efficiently, with design decisions anchored in certified data.”
For project teams, reliable supply can be the difference between meeting deadlines and watching schedules unravel. With BlueDeck, or any FTI product, certainty begins the moment a contract is signed. The company locks in both price and delivery capacity for the duration of a project, with FTI’s logistics team managing end-to-end transport using its own fleet.
“There may be 50 formworkers waiting on site, so reliability is critical,” says Arkcoll.
“FTI aims to keep the industry moving forward with a continuous stream of innovative products designed to solve real-world construction challenges.”
“By managing the process ourselves, we can provide contractors with confidence that materials will arrive on time. It is all about delivering peace of mind.”
FDC Construction & Fitout’s delivery of Visy’s glass recycling and remanufacturing facility in Queensland highlights the value of FTI’s end-to-end model and its BlueDeck system.
More than 17,000 square metres of decking were supplied, with short lead times keeping installation cycles tight.
“The lead times on the FTI BlueDeck product were around two to five days, which is a great turnaround time for us to achieve fast slab cycles,” says Dimitrios Zaverdinos, senior project engineer at FDC.
“Working with the BlueDeck product itself has been quite an easy process.”
That seamless delivery contrasts with the challenge facing much of the industry: a shortage of skilled labour, which has heightened the need for efficient formwork systems. BlueDeck’s ability to simplify installation and minimise stripping false formwork after pours has seen it increasingly specified in large commercial developments.
Its value lies not only in technical performance but also in aligning with the realities of a stretched workforce.
The next phase for FTI is an expanded BlueDeck portfolio, with new profiles under development to serve larger warehousestyle projects.
“FTI aims to keep the industry moving forward with a continuous stream of innovative products designed to solve realworld construction challenges,” says Arkcoll. “Ultimately, it all comes back to the customer. We listen closely to what contractors and project teams need and then build out our product offering accordingly. Our innovation is driven by their requirements, with the goal of making construction simpler, faster and more efficient.”
BlueDeck’s growth reflects FTI’s philosophy: engineer complexity out of construction. Testing and certified compliance have underpinned that progress, ensuring FTI systems perform under scrutiny as well as on site. With a promise of continual product evolution, the company is setting its course around practical innovation shaped by market needs.
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Born from the need to prevent failures like Boston’s Big Dig, the Australian Engineered Fasteners and Anchors Council is working to keep structures safe.
They are often the smallest parts of a project, yet their failure can bring down tonnes of concrete and steel. Anchors and fasteners rarely stand out on a blueprint, but their integrity can determine whether a structure lasts for decades or collapses without warning. For Australia, the push for stronger standards began with a tragedy thousands of kilometres away.
When a section of tunnel ceiling collapsed during Boston’s Big Dig in 2006, it claimed a life and exposed a gap in industry knowledge that was global in scale. The chemical anchors used were not inherently defective; the fault lay in their installation. Installers lacked the technical understanding to ensure they were secure, and engineers did not have the means to verify them. The failure prompted a reckoning. Across several countries, including Australia, industry leaders saw the need for design standards and installer training that could prevent such an event from recurring.
Australian Engineered Fasteners and Anchors Council (AEFAC) in 2012.
AEFAC is a national industry body dedicated to lifting the standard of structural anchors and fasteners in Australian construction, from specification and design through to selection and installation.
The council brings together manufacturers, distributors, academics and engineers, all committed to creating a safer built environment. Among its founding board members was Hobson Engineering, known for its focus on high-quality fasteners and its drive to lift industry practice.
Before AEFAC, the anchor industry in Australia was a patchwork of proprietary systems. Each supplier issued its own design guides, often using different testing methods
“The biggest risks often come from poor installation rather than product quality.”
on how to use these products safely and compare them between suppliers.”
The council’s solution was to introduce a unified standard: AS 5216 for post-installed anchors and anchor channels. Referenced in the National Construction Code (NCC), it draws on the European Technical Assessment (ETA) system so that all products are tested under the same plan and requirements. For engineers, this means the ability to compare anchors on an equal footing, relying on independent, internationally recognised data rather than supplier-specific claims.
The adoption of the ETA has also driven up product quality across the board. By aligning with an established global system, Australia can incorporate the results of international research into its own practice, while tailoring requirements to local conditions.
Embedding the standard in regulation was a milestone, but compliance on paper does not guarantee performance on site. The challenge now is ensuring it is applied correctly, which is where installation comes into focus. While design principles can be codified, correct installation depends on the skill and knowledge of people on site.
AEFAC’s Installer Certification Program assesses both theoretical understanding and hands-on competence. Certified installers
must follow manufacturer instructions, assess site conditions and know when to seek engineering advice. Sharp says this is where safety gains are most tangible.
“The biggest risks often come from poor installation rather than product quality,” he says. “Too often, products are handed to someone without the right experience, and the result can be poor installation. Training, witnessing some of the installations, and proof-load testing after installation can drastically improve safety and confidence in the outcome.”
Hobson Engineering’s commitment to quality made its involvement with AEFAC a natural fit. The company sees its role not only as a supplier but as an advocate for better products, stronger standards and widespread education. Supporting AEFAC’s work means contributing to an industry where catastrophic failures like the Big Dig are far less likely.
“For us, that means constant education, better products and better installation practices,” says Sharp.
AEFAC’s work continues to expand with recently formed committees for concrete and timber fastening, recognising that other structural connections warrant the same rigour. The timber fastening group is focusing on elements such as structural screws and
together have not been examined to the same degree.
This attention to overlooked risks across different construction materials mirrors AEFAC’s broader approach of identifying gaps, looking to international examples and applying those lessons to local conditions.
Following the Grenfell Tower fire in London, the fire performance of anchors has become a pressing topic, even though it is not yet addressed in Australian standards.
and testing,” says Sharp.
For those with questions, AEFAC remains an open resource. Whether it is guidance on installation, help with a specific application or troubleshooting an issue, the council’s aim is to support safe and effective use of anchors and fasteners in every project.
“Too
often, products are handed to someone without the right experience, and the result can be poor installation.”
“AEFAC is working to address that,” says Sharp. “Seismic performance is another focus, especially given earthquake events in Australia and New Zealand. Durability expectations have also shifted from 50 years to 100 years or more, so we need to ensure anchors will perform over that timeframe.”
Over the past decade, AEFAC has changed the way anchors are specified and used in Australia. Safer products, clearer design guides and higher installation standards have lifted the baseline for structural safety.
Yet, as Sharp pointed out, the work is far from done. The evolution of construction materials, the drive for longer-lasting infrastructure and the lessons from major international events will continue to shape the council’s forward agenda.
His message to contractors, engineers and procurement teams? Know exactly what is happening on site before work begins.
The safety of a structure can rest on components small enough to fit in the palm of a hand, yet capable of holding tonnes of weight. When anchors and fasteners are specified, tested and installed correctly, they become unseen guardians of safety. They hold firm through decades of service and help ensure that a preventable tragedy like the Big Dig remains a lesson, not a legacy.
• Establish national standards for selecting, specifying and applying anchors and fasteners in construction
• Deliver training and education for design engineers and specifiers
• L ift installation practices through training and accreditation
• Safeguard quality with standardised specifications and certified products
• Drive research and development to advance the industry
CONEXPO-CON/AGG
With an expanded awards program,
CONEXPO-CON/AGG
2026 will acknowledge the innovations in equipment and technology steering the industry forward.
Every three years, Las Vegas becomes the meeting ground for the construction world, with CONEXPO-CON/AGG showcasing machinery, technology and ideas that signal where the industry is heading. Among the towering cranes and cutting-edge demonstrations, recognition has become just as important as exhibition. Awards
CONEXPO-CON/AGG is one of the world’s largest construction trade shows, representing asphalt, aggregates, concrete, earthmoving, lifting, mining, utilities and more.
won the inaugural Contractors’ Choice Award at the CONEXPO-CON/AGG 2023 Next Level Awards. (Images: Association of Equipment Manufacturers)
In 2026, the Next Level Awards return with an expanded format that underscores their growing influence. The program, introduced at the last show, will now include two new categories – Equipment and Technology – highlighting the areas that continue to drive advancement across the construction industry.
According to show director Dana Wuesthoff, this evolution is a deliberate effort to raise the stakes for innovation.
“By highlighting the most inventive products, services and technologies, we not only honour the pioneers driving progress but also inspire the entire industry to reach new heights,” says Wuesthoff.
Submissions for the Next Level Awards, accepted until 1 December 2025, will be reviewed by a panel of industry leaders and experts. Ten finalists will be named in each category, giving them visibility in CONEXPO-CON/AGG communications and directing attendees to their booths during the 3 to 7 March event. From there, the industry itself will decide the winners, with votes cast on site and announced on 6 March on the Ground Breakers Stage. This formula has already proven its power.
At the 2023 show, Holcim’s ECOPact LowCarbon Concrete took the Contractors’ Choice Award, drawing attention to sustainable material development. For many in attendance, the award validated a wider shift in industry priorities.
For Wuesthoff, the Next Level Awards represent a platform for companies seeking exposure for their contributions to the sector.
CONEXPO-CON/AGG 2026 will also debut the Exhibit Design Awards, a competition that recognises excellence in exhibit design and presentation. All exhibitors will be entered, with impartial judging by EXHIBITOR magazine staff narrowing the field before design and marketing specialists evaluate the finalists on-site. Winners, including an Editor’s Choice recipient, will be announced on the Ground Breakers Stage and rewarded with both a trophy and a scholarship to attend EXHIBITORLIVE 2026.
Behind these initiatives lies a strategy that reflects the role of CONEXPO-CON/ AGG itself. Owned in partnership with
the National Ready Mixed Concrete Association, the National Stone Sand and Gravel Association, and the Association of Equipment Manufacturers, the show has been a proving ground for ideas that influence global markets.
With its expanded awards program, CONEXPO-CON/AGG 2026 reinforces its role as a meeting place for construction decision makers.
Be part of the action. Register now and enter code PRIME20 to receive 20 per cent off the full show cycle at conexpoconagg.com
CONEXPO-CON/AGG 2026 will showcase new equipment, technology and ideas for the global construction industry.
CONEXPO-CON/AGG 2023 welcomed more than 139,000 attendees from 133 countries.
“By highlighting the most inventive products, services and technologies, we not only honour the pioneers driving progress but also inspire the entire industry to reach new heights.”
Forged through sinkor-swim moments, Nadine O’Keeffe has risen from an architectural foundation to a career steering projects and inspiring future construction leaders.
Nadine O’Keeffe’s career is built on resilience, adaptability and an unwavering commitment to learning. Now strategic business development manager at Hindmarsh, she brings decades of experience across architecture, project management and business leadership. Her story is one of bold moves, pivotal challenges and a dedication to mentoring the next generation of construction professionals.
O’Keeffe’s journey began in high school, where she discovered a love for technical drawing. That passion for hand drafting evolved into a single-minded pursuit of architecture.
“I only listed one preference on my university application, which was a bit risky, but I got in,” she says.
Her uncle, a small-scale builder, gave her an early glimpse into the industry’s mechanics, from project delivery to team management, and supported her ambitions wholeheartedly. Her studies took her from lecture halls to worksites, with a year of practical experience bridging a Bachelor of Architecture and what is now equivalent to a master’s degree. That year became a formative period. O’Keeffe took on private drafting commissions and secured a contract with Australian Construction Services (ACS), contributing to the Australian Embassy complex in Hanoi.
After years of travel, O’Keeffe began to feel the strain. When Construction Control offered her a project management position, it felt like the right move at the right time. Although she had never trained formally as a project manager, her experience in superintendency, cost planning and coordinating design and delivery gave her the confidence to take it on. She quickly found herself tested in the role.
“My first project was a large and very challenging one,” says O’Keeffe. “Early on, there was a major industrial accident. It was an incredibly difficult time… but it taught me a lot about resilience, leadership and the realities of project management.”
The experience reinforced the value of her architectural training: meticulous documentation, structured communication and attention to detail. It also set the tone for a career marked by composure under pressure.
O’Keeffe went on to deliver key projects across Canberra and interstate. She recalls the planned $600 million Newcastle CBD redevelopment with particular fondness, not only for its scale but also for the community engagement it required.
“There is always something new – technologies, materials, construction methodologies – or a new client whose business you need to understand.”
“It was incredibly exciting and gave me exposure to a large, multidisciplinary team –project directors, architects, project managers and engineers,” she says. “It was a brilliant start to my career.”
Architecture gave O’Keeffe both technical rigour and site experience, two elements that would later prove critical. Her time at Bligh Voller Nield (now BVN) deepened those foundations, as she contributed to major domestic and international projects.
“At BVN I worked on documentation and delivery, with a strong formal mentorship structure. I learned so much from people I have incredible respect for, and I gained on-site experience as a young architect, which was invaluable,” says O’Keeffe.
“I went on to design, document and superintend projects across Australia, as well as international work for the Australian High Commission in New Delhi, India, and Colombo, Sri Lanka.”
“I was travelling to Newcastle weekly, meeting with council and the NSW Government, running community consultations and preparing for pushback that never came,” she says. “We were ready for objections, but the community simply asked, ‘When do you start?’”
Though the project fell victim to the Global Financial Crisis, elements of the original vision remain embedded in the city’s evolution.
Her career progressed through senior roles at Built, where she became general manager for the ACT, before joining Hindmarsh in 2021. Nine days into her new role, the country went into lockdown.
“Suddenly, I had to win three projects online with teams I had never met and whose capabilities I was still learning, but we got through it,” she says. “We won and delivered those projects, and I later moved into the role of strategic business development manager.”
Her approach to leadership – grounded in communication, visibility and shared experience – proved its worth.
Over the years, O’Keeffe has worked on many of Canberra’s major institutions – Australian Parliament House, Russell Offices, the Australian War Memorial, the National Portrait
Gallery, Old Parliament House, the National Museum of Australia, the National Library of Australia, the High Court of Australia and the National Gallery of Australia.
“Being able to say I have contributed to those buildings feels like a legacy,” she says. “It is a very Canberra experience, and one I know not many people get to have.”
Today, O’Keeffe is leading a major institutional project. After steering the project from tender through contract negotiation, she is now focused on supporting the team as the design progresses toward development approval.
“I have an incredibly capable team, both internally and across our wider consultant group, and my role is to make sure they have the support they need to move smoothly into delivery on site,” she says. “They are organised, proactive and fully across what decisions and approvals are coming up. It is refreshing to work in such a positive and knowledgeable environment.”
Central to O’Keeffe’s outlook is the belief that true learning happens on site. She recalls taking over one intense fit-out project and immediately removing the office door her site manager had installed for her.
“I asked him to take the door off. He was adamant that I should have an office, but I wanted to hear everything happening on site,” she says. “You learn so much from sitting among the team, listening to the conversations and problem-solving in real time.”
That commitment to presence also drives her mentorship efforts. A long-time National Association of Women In Construction member and former Mentor of the Year award recipient, she credits mentorship as a twoway street.
“I learned as much from my mentees as I hope they did from me,” says O’Keeffe. “One mentee in particular created a video as part of my award nomination that completely floored me. I could not attend the awards night because I was unwell, but I was told the whole room was quite moved.”
Beyond project delivery, O’Keeffe has embraced initiatives that amplify construction’s social responsibility. Her participation in the Vinnies CEO Sleepout with the Women Building Change group remains one of her most powerful experiences. On a freezing Canberra night, with temperatures
plunging to minus nine, O’Keeffe and 28 other women camped outdoors – exposed, exhausted, but united in purpose.
homelessness means in reality,” she says. “Our team brought a completely different energy to an event that is usually male dominated.”
meeting her fundraising target, she ended up quadrupling it.
Today, she balances her role at Hindmarsh with the same curiosity that first drew her to technical drawing. Whether leading tenders, supporting site teams or shaping institutional projects, she remains energised by the constant evolution of construction.
“That is my favourite thing about this industry – you learn something new every day,” says O’Keeffe. “It is never static. There is always something new – technologies, materials, construction methodologies – or a new client whose business you need to understand.”
For those looking to follow in her footsteps, O’Keeffe says: “Get out on site, ask questions and communicate. Do not just sit behind a keyboard. Pick up the phone, attend meetings in the office and on site, and be present.”
It is a philosophy that has guided her from her first architectural sketches to a career shaping some of Australia’s most recognisable buildings.
O’Keeffe’s story is one of turning obstacles into opportunities, each experience strengthening her belief in the value of presence, collaboration and building teams that leave a lasting legacy in the construction sector.
From Melbourne’s suburbs to London’s rail corridors, Lucy Whalen’s career has grown into a mission to embed carbon accountability in major infrastructure.
On Melbourne’s North East Link project, carbon was tracked as a critical element, measured, challenged and designed out through an approach that delivered a national first: PAS 2080 certification. The UK-developed standard requires that key decisions, from design to procurement and construction, be aligned with a rigorous carbon management framework.
Lucy Whalen, sustainability construction lead with Webuild in the Spark North East Link Design & Construct Joint Venture (Spark), helped steer the process. She drove the embodied carbon reduction targets, worked with teams to optimise materials and processes, and played a key role in securing the buy-in that ensured carbon management was part of important conversations, not just those between the sustainability team.
“PAS 2080 is one of the achievements I am most proud of, given my strong interest in carbon management,” says Whalen. “Being part of the first project in Australia to achieve that certification was significant, not only for me but for the whole team.”
Crossrail also taught her that sustainability frameworks and certifications are as much about people as they are about systems. Delivering the Building Research Establishment Environmental Assessment Method (BREEAM), similar to Australia’s Infrastructure Sustainability Rating Scheme, meant building trust across site teams, so data flowed freely and improvements stuck.
Her next role, on the High Speed Two (HS2) enabling works at Euston Station, showed what dedicated carbon leadership could look like. Working alongside a full-time carbon manager, Whalen saw how targeted engagement at critical stages – early design, procurement, delivery planning – could make carbon reduction a shared responsibility. The culture invited initiative and rewarded ideas with action.
“If you optimise a concrete mix design on a project the size of the North East Link, you can potentially save more than 50,000 tonnes of carbon on a single element.”
But her passion for carbon reduction came later. She built her sustainability foundations in Melbourne with Trust for Nature, an organisation dedicated to private land conservation. In its environmental markets division, she worked with government and developers to meet biodiversity offsetting requirements, and with landholders to protect and improve habitat. The role showed the potential for environmental markets to influence development in a more sustainable direction and set her on the path to a master’s in sustainability.
Whalen pictured a future in environmental markets until a move to the United Kingdom opened the door to infrastructure on a scale that showed a new frontier for cutting carbon at its source. At Skanska on London’s Crossrail project, she joined as an environmental advisor and found herself at the intersection of engineering and emissions. The work laid bare the volume of carbon embedded in concrete, steel and other core materials. Decisions in the design office could add or remove thousands of tonnes of emissions before a single truck reached site.
“It’s a high-emitting sector, which makes it vital to focus sustainability efforts there,” says Whalen.
Later, on HS2 main works, Whalen’s scope widened into sustainable materials, optimised concrete mixes, and low-carbon plant and equipment. The work reinforced that carbon is not a constraint to construction; it is a design variable that, when addressed early, can reduce costs and shorten programs.
“I would bring my project director ideas for innovations, and he would often say, ‘Okay, sounds good. I trust you; let’s go for it.’ That level of support was empowering,” she says. That trust led to tangible outcomes, including a piling rig powered by the largest engine in the UK to trial hydrotreated vegetable oil (HVO).
Her time in the UK opened her eyes to the possibility of a career focused entirely on carbon reduction, and recognising it as a viable path marked a major turning point.
After returning to Melbourne, Whalen worked on road projects before joining Webuild on the North East Link as part of the Spark consortium. The scale and ambition of the project drew her in. She describes it as “another city-shaping, landmark project”, and it was also a rare chance to devote her role to her passion for carbon reduction.
Initially responsible for embodied carbon, cement reduction and steel targets, her role expanded to project-wide engagement. The aim was to explore approaches that encourage participation and ownership of sustainability, particularly carbon reduction.
“It cannot just be a numbers exercise or an innovation push from a small sustainability
team; it has to be embedded across the whole project,” says Whalen. “That principle underpins a new carbon management training module now being rolled out, designed to engage not only engineers and sustainability specialists but also procurement, human resources and the senior leadership team. The aim is to make every role carbon-aware, from writing position descriptions to setting supplier requirements.”
She has observed that when project leaders take an active role, momentum builds quickly and participation strengthens across sites and teams.
Whalen’s portfolio includes innovations that have delivered both emissions savings and operational benefits. On HS2 she helped introduce zero-cement concrete and retrofit piling rigs to improve efficiency. She also championed the use of zero trim piling in Australia; a technique developed on HS2 that eliminates the need to break out piles. Adopted on the North East Link at Bulleen, it saved time, eliminated a high-risk activity and delivered sustainability benefits. The initiative earned her the Spark Safety Award, donated by Webuild.
She remains struck by the scale of impact these “relatively simple innovations” can have in construction.
“If you optimise a concrete mix design on a project the size of the North East Link, you can potentially save more than 50,000 tonnes of carbon on a single element,” she says. “In Australia, the average person’s annual footprint is around 15 tonnes. The reductions we achieve can be equivalent to the lifetime emissions of thousands of people.”
These numbers are one way she makes the challenge tangible for those outside the sustainability function. Whalen’s belief is that influence runs through every part of a project –human resources can recruit for sustainability skills, procurement can source lower-carbon options and designers can lock reductions in before construction starts.
She also invests heavily in people. Mentoring junior staff and watching their confidence grow is a highlight of her role. Seeing a colleague who once dismissed sustainability start raising carbon reduction in meetings is another measure of progress.
“When project engineers begin talking about carbon reduction, it’s rewarding to know I have played a role in sparking that interest,” she says.
Her most memorable projects are tied to culture as much as outcomes: Crossrail for its collaborative spirit, HS2 for leadership that backed ideas, and North East Link for the diverse skills and perspectives within its sustainability team, a group that proved what was possible by securing PAS 2080.
“The North East Link has also been an amazing experience, not just because of the project itself, but because of the people. We were encouraged to think big, to focus on our areas of interest and to explore innovations and new ideas,” says Whalen. “I really enjoy working with a wide range of people. Everyone has their own style and approach, and it is always interesting to see how those differences come together.”
Whalen encourages those considering construction to seek out varied experience.
“Go for it. It is an incredible sector to work in,” she says. “Over time, you will discover a focus area or aspect of the work that you truly love, and being able to build a career around that makes your work feel more meaningful.”
Her own focus now stretches beyond North East Link. As part of Webuild’s international Decarbonisation Working Group, she is helping align the company’s global operations with PAS 2080 principles. It is the same approach she has refined across two continents – embed carbon reduction in everyday decisions, equip teams to act, and keep asking where emissions can be removed before they are built in.
PAS 2080 on North East Link is a benchmark for the sector. It shows that carbon management can be achieved without compromising delivery. For Whalen, that is the future she is working towards: projects where every person on site understands and owns their part of the carbon brief, making carbon awareness as fundamental as safety.
In her latest contribution, Dr Gretchen Gagel explores three more fundamentals of high-performing teams.
In the last edition I shared my thoughts on the first three critical elements of creating high-performing teams – defining purpose, goals and objectives; building organisational culture and values; and executing strategies and tactics. Be they construction project teams or the internal teams that are the engines of our industry’s success, these three elements are critical, as detailed in the fifth part of my book, Building Women Leaders: A Blueprint for Women Thriving in Construction. Three additional elements are fundamental to creating high-performing teams – hiring the right talent, developing team norms and social contracts, and remaining nimble in the face of everchanging business conditions.
Many opinions exist about how to find the “right” talent, including tests and profiles to assess fit and skills. These are the main factors I consider important:
1. Culture fit comes first – you can train people to do a job, but if they are not a great cultural fit, if their values do not align with the values of the organisation, that is difficult to influence. If you do happen to hire someone who is not a great cultural fit, and you have coached them on the behaviours that need to change without success, that person needs to leave. I am reminded of a podcast I recorded with Bill Boyar, founding shareholder of Houston law firm BoyarMiller. Bill made the bold decision of letting go of one of the firm’s top-billing attorneys because his behaviour did not align with the values of the organisation. If you let these people stay, it sends a signal that you are not serious about the values that are important to the organisation.
2. Skills come second – having a detailed inventory of the skills necessary to fulfil the role you are hiring or promoting for is critical. This allows you to match the skills of your talent to what author and advisor Jim Collins calls “the right seat on the bus”. People fail in positions for a multitude of reasons – not having the right capabilities, not having the right resources, and at times feeling unable to ask for help. Matching the skills of your people and hiring candidates to the skills required for the position and providing upskilling
to enable the success of members of your team is essential. It starts with a thorough understanding of what those skills are for that position.
I am a big fan of Tuchman’s “Forming, Storming, Norming and Performing” model of team development, in part because of the emphasis on the development of team norms to bridge the inevitable storming that teams experience with the desired level of team performance. Team norms are the behaviours we agree to within our “tribe” –things like “disagree in the room and agree outside the room”, “listen to understand”, and “have each other’s backs”. When a team takes the time to document these team norms in a social contract, it provides guidance on what is acceptable behaviour and what is not. It also allows you to hold team members accountable to these behavioural guidelines. I am often asked by young leaders about how to deal with “difficult people”. I ask, “What is it that makes them difficult?” and typically it is a specific behaviour that is disruptive. A team’s ability to graciously call out poor behaviour is highly dependent upon defining acceptable behaviour up front.
Along with studying leadership and organisational culture during my PhD studies, I focused my attention on how to create agile teams and organisations. The business context we are operating within is continuing to morph at an ever-increasing pace. Equipping your teams with the ability to quickly evolve is important, and here are two key strategies:
1. Think of change as a muscle that needs to be exercised – author, academic and advisor Chris Worley first introduced me to this concept. Teams can build change management as a capability, and it starts with an acceptance that change is inevitable and can even be fun. For three decades I have used the DiSC profile to help me understand who on the team is likely to embrace change, and who might be more hesitant. Helping the latter members of the team feel secure and empowered during change by involving them in the design process is critical.
Skills can be taught, but values must align. Cultural fit shapes success. (Image: InfiniteFlow/ stock.adobe.com)
2. Build team capabilities around testing new ideas – this is also a concept shared by Worley and his associates in their book, The Agility Factor. Of the four agile routines described in the book, the ability to effectively test new business concepts consistently ranks lowest. Common mistakes include underresourcing the testing of new ideas (let’s give a busy person something new to try) and not taking the time up front to understand what you are testing, why you are testing it, and to sufficiently debrief on what was learned during the test. The advancement of technologies such as AI will drive an even higher need to effectively test and implement new ideas.
Teams are the engines of our work, and investing in their development to achieve the highest levels of performance is critical. Extensive research exists on what makes great teams tick, and I have covered some of the
highlights here. Taking the time to invest in your teams, and in the leaders of those teams, can pay big dividends.
Dr Gretchen Gagel, GAICD, is the former chair of Brinkman Construction (US) and a member of the Risk Committee for GHD Engineering, the National Academy of Construction (US), the Construction Industry Culture Taskforce (AUS), and the Associated General Contractors (AGC) of America National Diversity and Inclusion Committee. Gretchen is passionate about leading change in the construction industry and developing future leaders. You can hear more from Gretchen on her Spotify podcast, Greatness and her book, Building Women Leaders: A Blueprint for Women Thriving in Construction, is available now on Amazon. Find out more at gretchengagel.com
“Teams are the engines of our work, and investing in their development to achieve the highest levels of performance is critical.”
One apprentice’s journey is proving that when barriers come down, skills, safety and culture rise.
Semco didn’t set out to tick a box; it set out to build a stronger team. Holly Gray, a diesel mechanic apprentice, was hired because she was the right person, not because the company needed a photo for LinkedIn. Today, women make up 24 per cent of Semco’s team.
Gray joined the team with a very normal goal: to be seen for her skill on the tools. That decision is already lifting standards in the workshop. Communication is cleaner, safety discussions are more focused, and the team is solving problems faster. This is what happens when you widen the gate and back talent.
“I wanted to be known for the work, not my gender,” says Gray. “The boys have had my back from day one. I am learning fast, and there is nothing better than getting a machine back on the road.”
the reason behind the company’s approach. This is about performance. When you broaden who gets a fair go, you lift standards, improve safety and strengthen problem solving. You also send a message to customers and future apprentices that your culture is the real deal.
Zivkovich. “The team is collaborating more, our safety conversations are sharper, and we are attracting a wider pool of talent.”
By Lauren Fahey, executive director at NexGen.
build a better business.”
hold, protecting people and assets. Learning has sped up too. Gray brings curiosity and a fresh set of eyes, and paired with experienced trades she helps the team get to faster diagnostics and lock in knowledge that sticks. It shows outside the gates as well. Customers notice who you hire, and so do schools. Semco is now on the radar for students who have never seen themselves in heavy diesel, which is how you fix the pipeline problem, one apprentice at a time.
None of this happened by accident. Semco set Gray up to succeed by giving her a real job, not a mascot role, with tasks that match her training plan and time on the tools as well as time to learn. The company nailed the basics, from PPE that fits to properly set up workstations and facilities that work for everyone, because respect lives in the details. Semco also drew a clear line on behaviour and language with zero tolerance for nonsense. When you set the standard and hold it, the culture follows.
Why this matters for our industry
We talk about skills shortages, then we overlook half the talent. If you want more capability, invite more people in and set them up to succeed. This is not complicated. It just requires consistent leadership and follow-through.
Gray is not an outlier. She is proof that when you remove barriers and invest in people, you get quality, pride and performance. The crew gets stronger. The work gets better. The next generation can finally see a place for themselves.
At NexGen we inspire, educate and empower young people to find their path in construction. Partners like Semco make that mission a reality. They open doors, they back apprentices and they hold the standard. That is what shifts culture.
If you are serious about building a broader, stronger pipeline, hire for potential, set clear expectations, mentor properly and get the basics right. Then watch your team lift.
“I wanted to be known for the work, not my gender.”
The industry is calling for courage, collaboration and reform to lift construction out of its productivity slump.
On 6 August, more than 550 representatives from across the construction industry gathered at Brisbane’s Nissan Arena for the second Foundations and Frontiers forum (FF25). Hosted by the Australian Constructors Association (ACA), the event carried a powerful theme – From Me to We – calling on industry to treat construction as a team sport.
The sense of urgency was unmistakable. With construction productivity declining over the past three decades, despite record levels of activity, reform is no longer optional. The Queensland Productivity Commission’s recent inquiry painted a stark picture: without change, Australians face weaker economic growth and lower living standards. Yet Queensland, with its ambitious pipeline leading to the 2032 Olympic and Paralympic Games, has a unique opportunity to show what can be achieved when government and industry work in genuine partnership.
By Jon Davies, CEO of the Australian Constructors Association.
Since the inaugural forum in 2024, important steps have been taken. The National Construction Industry Forum has developed a Blueprint for the Future. The Construction Industry Culture Taskforce has launched a Culture Standard. And together with the ACA, governments at the federal, New South Wales, Victorian and Queensland levels are developing a National Construction Strategy.
But as FF25 made clear, the job is far from done. Challenges familiar to every stakeholder remain: inappropriate risk allocation, lengthy procurement processes focused narrowly on lowest cost, inconsistent contract forms and persistent skills shortages. None of these can be solved in silos.
Throughout the forum, participants called for greater harmonisation and standardisation across jurisdictions, stronger financial stability to support innovation and investment, earlier engagement between clients and industry, and a sharper focus on collaboration.
There was also consensus on the need to embrace innovation and technology,
hold onto lessons learned during crises like COVID-19, and treat education and training as an investment rather than an afterthought. Above all, delegates recognised the need for bravery – the willingness to try new approaches and trust each other to share the risks of reform.
The forum opened with a Leaders’ Exchange, drawing more than 120 senior decision-makers from government, contractors, consultants, the supply chain and clients. Their discussions honed in on three opportunities: introducing greater flexibility in rostered days off, reducing the indirect costs of project delivery and cutting the cost of bidding.
From these conversations, clear actions emerged – streamlining approvals, standardising procurement and contract models, harmonising reporting requirements, and adopting genuine collaborative contracting. Similarly, in tendering, participants backed reforms such as national prequalification, simplified documentation and programmatic approaches to procurement.
ACA’s role now is to ensure these solutions don’t just remain on the whiteboard. Coming out of FF25, we will track industry productivity through new benchmarks, drive national alignment through the National Construction Strategy, embed reform frameworks like the Culture Standard and work with the Construction Industry Leadership Forum to convert ideas into tangible reforms.
FF25 reinforced that the appetite for change is strong and the solutions are known. What is needed now is courage and execution. As one participant put it: “We know the plays. Now it’s time to run them – together.”
ACA will ensure that when we meet again at FF26, progress can be measured in outcomes, not just conversations. Construction has everything to gain by playing as one team.
Tasmania’s largest ever transport infrastructure project has earned one of the construction industry’s highest honours.
The new Bridgewater Bridge project in Tasmania has claimed the 2025 Australian Construction Achievement Award (ACAA). Presented by the Australian Constructors Association (ACA) and Engineers Australia, the award recognises not just engineering and construction excellence, but also how projects are reshaping sustainability, workforce capability and social impact across the industry.
Delivered by McConnell Dowell for the Tasmanian Government, the $786 million bridge is a 1.28-kilometre feat of modern engineering, connecting key freight and passenger routes. It includes two new interchanges, seven upgraded intersections and a dedicated shared path for cyclists and pedestrians.
Judges were impressed by the project’s technical sophistication and its contribution to local communities. Innovative piling techniques, protection of fragile wetlands and aquatic habitats, and community consultation to address cultural heritage issues were all highlighted as standouts.
based causeway, combined with extensive stakeholder engagement, enabled the team to overcome some of the project’s toughest challenges.
A purpose-built precast facility on site produced more than 1,000 match-cast segments – each weighing up to 90 tonnes – ensuring quality and efficiency despite pandemic disruptions. Meanwhile, a ‘local first’ procurement strategy delivered an 85 per cent Tasmanian workforce, driving jobs and capability across the state.
Chair of the independent judging panel, Tanya Cox, described the contest as fiercely competitive: “The decision on the winner was unanimous – but make no mistake, it was a photo finish. Every finalist pushed boundaries and set new benchmarks for the industry.”
Now in its 28th year, the ACAA was announced at a black-tie gala in Brisbane, held as part of the Foundations and Frontiers forum. Its status is exemplified by the iconic industry brands that each year sponsor the award. In 2025, the award was supported by Caterpillar, Cbus Super, Gallagher, InEight, InfraBuild and Pinsent Masons.
The seven finalists represented some of the best of Australian construction, from
“The decision on the winner was unanimous – but make no mistake, it was a photo finish. Every finalist pushed boundaries and set new benchmarks for the industry.”
The National Association of Women in Construction continues to drive positive change for women and underrepresented groups, with a commitment to shifting the dial across the industry.
I was honoured to be named the Construction Sector Gender Equity Champion of the Year 2025 in APAC Insider’s Australian CEO Excellence Awards in August.
Association of Women in Construction.
The awards celebrate the leadership and innovation that has positioned Australia as a global powerhouse in a rapidly evolving world. They recognise the contributions of CEOs who are not just steering their companies to success but are also shaping Australia’s economic and societal landscape.
This award is a reflection on the work of the National Association of Women in Construction (NAWIC) team, past and present, including our staff, board members, members and volunteers nationwide.
In our 30th anniversary year, we have been considering what’s been achieved so far and our vision for the future of women in construction. We have big plans for the coming years, and I thank everyone for their ongoing support.
At the end of the financial year, we had 360 organisational members, more than 16,000 members and about 400 volunteers, with membership renewals now underway and new members welcome.
As the peak membership body for women working in the construction sector, with chapters in every state and territory, we are committed to creating fair, inclusive
can thrive.
Membership is open to all – women, men, non-binary people, apprentices and organisations – and provides access to a range of member benefits. This includes discounted event tickets, mentoring programs, professional development, awards, resources and more.
Our members work in remote and regional locations, in cities and all over Australia as sole traders, in commercial and government organisations, on the tools, in offices as CEOs, business professionals, trade roles, apprentices and all roles in between.
Our theme in NAWIC’s 30th anniversary year is ‘Individually We Inspire, Together We Rise’ and this was one of our messages at our 30 CEOs for 30 Years Roundtable on National Equal Pay Day in Melbourne. The day marked the end of the 50 additional days into the new financial year that women in Australia needed to work to earn the same pay, on average, as men.
The roundtable was an integral part of implementing our new organisational strategy as we reflect on the current state of the construction industry and what is needed to ensure we attract, retain and advance women, and to see the sector reach its full potential.
The session provided an opportunity for us to discuss common challenges with CEOs and leaders in the construction sector, and to explore ways we can collaborate to drive meaningful change and collective impact. It was wonderful to have support and representation from across the sector. CEOs and leaders have an important role to play in driving gender equity. The insights from the roundtable will be pivotal in helping us build our collateral, resources and training for members to ensure we meet the needs of the sector.
We were also excited to partner once again on the Women in Construction, Engineering & Infrastructure Summit in Melbourne in August. Along with endorsing partner National Women in Transport, NAWIC’s nominated charity partner for the event was the Tradeswomen Australia Group. The summit provided an opportunity to network and hear from an impressive list of speakers across the two days.
It was a pleasure to emcee the event and moderate some fantastic sessions, present the opening address and share findings from NAWIC’s Not So Little Things Affecting Women in Construction microaggressions research report.
Session topics included fostering inclusive leadership, career advancement, CEOs
Once a rarity, textured and patterned precast façades are now a defining feature of modern construction.
Previously limited to smooth surfaces or finishes requiring specialist machinery, precast concrete in Australia has entered a new design era. Formliners – flexible mould inserts that create textures and patterns on concrete surfaces – are now being used to bring visual depth and creative variety to façades across the country.
Whether it’s replicating brickwork, stone, timber grain or creating abstract or organic forms, today’s formliners offer designers and builders an expanded creative toolkit. This shift is not just aesthetic; it’s practical. Durable, easy to use and suitable for a range of projects, formliners are making it easier than ever to add visual appeal to structural elements.
In many cases, formliners are replacing traditional hand-laid brick or natural stone, offering not only aesthetic consistency but also savings in construction time and labour. This is particularly important in the current market, where skills shortages and increasing labour costs are impacting project timelines and budgets.
By Sarah Bachmann, executive advisor at National Precast.
(Image: National Precast)
Formliners are now a common feature in architectural and civil precast. They’re used in sound walls, building façades, bridges and even public art installations. The integration of stains (such as Ecotone) onto textured or patterned precast elements, along with the ability to embed thin brick tiles directly into the formliner mould, provides designers more freedom.
Another growing trend is the use of brickpatterned formliners. These allow precasters to pour standard grey concrete into a mould that features a brick design. Once released and stained in multiple tones, the result is an authentic brick-look wall – without laying a single brick. It’s quicker, more cost-effective and suitable for upper-level façades where it’s virtually impossible to tell it’s not traditional brickwork.
“The combination of a patterned surface with a tinted or multi-toned stain is incredibly powerful. It means any precaster can now offer something that was once
limited to specialists with polishing or honing equipment,” says Sarah Bachmann, executive advisor at National Precast Concrete Association Australia.
Some local councils and developers are now including formliner finishes as part of their urban design guidelines, recognising their durability and contribution to local identity.
A local solution with global appeal
One company driving this evolution is National Precast Supplier member Ausliners, based in Bayswater North, Victoria. According to director Mario Tsirbas, the company’s inception was the result of a complementary experience with a friend.
“Nick came from a background in precast panel production, and I had worked extensively in computer-controlled building material manufacturing,” says Tsirbas.
“Over dinner in early 2023, we realised we could create a better solution for the Australian precast industry.”
Nearly 18 months of research and development followed before the company launched. Today, Ausliners designs and manufactures all its formliners in-house using Australian-sourced polyurethane, and has developed a proprietary formula that reduces the risk of tearing or stretching during use.
Further, the company’s mats are engineered to last more than 100 uses when properly fixed and maintained.
Ausliners recently completed a 5.7-metresquare Indigenous artwork panel for Mercy Hospital – a striking example of custom formliner capability.
“We worked hand-in-hand with our precaster client and the design consultants for over eight months,” says Tsirbas. “The result is a one-of-a-kind formliner that not only meets technical demands but delivers on cultural and visual impact.”
The design was not only technically challenging due to its scale and detail but also required sensitivity to the cultural significance of the artwork – a testament to the flexibility and precision achievable with custom formliner manufacturing.
Designing the future
Formliners are making it easier and more affordable for architects and clients to bring ambitious design visions to life in concrete.
“In the face of ongoing skills shortages and increasing pressure to improve construction efficiency, formliners offer a smart, scalable solution,” says Bachmann. “They enable architects to achieve highly customised outcomes while allowing precasters to deliver consistent, highquality finishes without the need for specialised labour or equipment.”
“In the face of ongoing skills shortages and increasing pressure to improve construction efficiency, formliners offer a smart, scalable solution.”
If construction wants progress, its language has to move first.
By Melinda Davis, GM
Hey guys, it’s Mel from Empowered Women in Trades. In case you missed the memo, women can apply for trade roles and apprenticeships. If you are bullied, isolated or harassed in this male-dominated industry, we can arrange support and counselling through women in trade mentoring services.
Read that again. Would you want to enter an industry if this is how it is being described? As the general manager of Empowered Women in Trades, I attend many industry events with great people working to make trades accessible for everyone – as they should be. Hours are spent putting these events together, we share powerful stories from women in the industry, and we hear from men who are advocating for diversity. And then language is used that leaves a lasting impact – but not a positive one.
Let’s try that again. Hi team, it’s Mel from Empowered Women in Trades. In case you missed the memo, we actively encourage more women to apply for trade roles and apprenticeships. We have great support services to help you get started and will also help you along the way if any challenges arise. Whilst trades have traditionally employed more men, women are also doing great things in the industry – and we would love you to join us.
is work to do, but this is not an industry defined by negativity. Construction is full of people who share knowledge generously, mentor with purpose and work hard to create opportunities for others to grow.
That’s why the words we use matter. The phrase “male-dominated” has become as grating as fingernails on a chalkboard. The Cambridge Dictionary defines “dominate” as “to have control over a place or person”. Is that really how we want to describe an industry where progress is being made, and people are striving to create more equitable workplaces?
No matter how many events we host, panels we join or programs we run, our collective efforts for change will continue to fall short unless we evolve the language we use every day. Small changes in wording can make a big impact. For example:
• “Male-dominated” becomes “an industry traditionally employing more men”.
• “Morning guys” becomes “Morning team”.
• “ This is Mel, our female apprentice plumber” becomes “This is Mel, our apprentice plumber”.
Inclusive language doesn’t single people out; it brings them in. Research shows it takes on average 66 days to form a new habit. Don’t wait for the next training session, campaign or event. Start today.
The people who make water work.
