2014 December Consulting Matters

SUMMER 2014-15

AWARDS FOR EXCELLENCE

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Consult Australia’s 2014 ASIA PACIFIC CEO Conference

FIDIC 2014 – World focuses on Infrastructure, Cities and Sustainability for Growth

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Consult Australia's 2014 Policy Wins

Large Firm of the Year Parsons Brinckerhoff

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Firm of the Year 20 Medium BG&E

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Consulting Matters

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CONTENTS

AWARDS FOR EXCELLENCE Industry updates Industry updates

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Consult Australia staff appointments

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What’s happening in Consult Australia From the President

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From the CEO

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Consult Australia’s 2014 ASPAC CEO Conference

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FIDIC 2014 – World focuses on Infrastructure, Cities and Sustainability for Growth

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2014 Policy Wins

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State Division updates

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AWARDS FOR EXCELLENCE

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Protecting your business

Our industry

Economic Forecast

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Insurance Health Check – Protecting your Business

Carrying on the legacy of engineering excellence

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Young Professionals Exchange Program 2014

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Partnering to combat the impact of bias on working flexibly

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Business essentials Understanding Electronic Signatures and their value to your business

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Consulting Matters

Industry updates

Industry updates MERGER AND ACQUISITION SNAPSHOT WSP Global Inc has completed its acquisition of the Parsons Brinckerhoff Group Inc from Balfour Beatty. With the completion of this acquisition WSP Global now has approximately 31,500 employees, including engineers, technicians, scientists, architects, planners, surveyors; environmental specialists, as well as other design, program and construction management professionals, based in more than 500 offices, across 39 countries, on 5 continents.

ARCADIS has acquired Hyder Consulting in the UK, the Middle East, Germany, Asia and Australia, and Callison, in the United States, China, Europe, Middle East and Mexico, creating the leading global natural and built asset design and consultancy firm with more than 28,000 talented professionals across the globe.

Brown Consulting, a member of the Calibre Group, has rebranded and is now called Calibre Consulting.

NEW APPOINTMENTS Lambert and Rehbein appoint new COO Following a recent restructure of their leadership team in line with future growth strategies, Lambert and Rehbein have appointed Anna Chipperfield as their Chief Operating Officer. With a long career in operations across construction and professional services in Australia and overseas Anna has been charged with the daily operations of the company.

SLR appoints new Global Director SLR has appointed Peter Mackellar as new International Operations Director—Formerly Sinclair Knight Merz (SKM) EMEA Chief

Operating Officer and Managing Director of SKM Enviros—Peter will be responsible for all operations outside of North America, including those in Australia, New Zealand, Southern Africa, UK, Ireland and France

GHD appoints new Manager for South Australia GHD has appointed Van Tang as Manager, South Australia, to lead their operations in the state. Van is a principal civil engineer with almost 15 years’ experience in the transportation and aviation industry and since joining GHD’s aviation team in 2006, she has played an important role in the development of strategic client relationships, technical leadership and succession planning, successfully delivering major projects for private and public sector clients. Van was also recently named as a winner of the 2014 Telstra Business Women’s Awards for South Australia in the private and corporate sector category.

URS announce new national Water Business Line Leader URS has appointed Malcolm Spears to the role of Water Business Line Leader Australia.

In his new role Malcolm will be responsible for leading URS’s involvement in the water industry across Australia with a key focus on providing technical expertise and leadership for major national water projects and pursuits.

He holds a Bachelor of Civil Engineering and has over 28 years’ experience in delivering major infrastructure projects and previously served as General Manager for Water and Environment at SMEC Australia and held senior positions at Melbourne Water.

Beca appoints national Health, Safety & Environment (HSE) Manager Simon Pickles has been appointed as Health, Safety & Environment Manager, Australia for Beca. Simon will bring to the role over 25 years of international experience in HSE management and strategic planning, his most recent position was at KBR as ‘Senior HSE Manager – APAC’ where he was responsible for supporting the business both at a strategic level and in the field across the Asia Pacific region.

New GM Water and Environment appointed at SMEC SMEC has appointed Bob Tilbury to the position of General Manager of Water and Environment for SMEC Australia. Bob has over 20 years’ experience in the water and environment industry, leading large, multidisciplinary teams on mining, energy, port, transport, water infrastructure, and oil and gas projects in Australia, Malaysia, Indonesia, the Philippines and Vietnam.

URS welcomes new Oil & Gas lead in Australia URS has appointed Tim Burgess as Oil & Gas Engineering Manager to lead the firm’s oil and gas engineering team across the country.

In his new role Tim will be responsible for building on URS’s existing oil and gas engineering team, with a key focus on pipeline and process engineering services for conventional and unconventional onshore oil and gas projects. Tim has over 30 years’ experience in project delivery, engineering and business management, with the last 16 years spent working in the oil and gas industry.

New lead for Northrop sustainability team

GHD pumps up water capability

Engineering consultancy Northrop has appointed Amir Girgis to lead its sustainability division in Sydney. Amir has more than 10 years’ experience in the construction industry and joins Northrop from Umow Lai, where he worked on commercial, institutional, residential, industrial and retail projects.

Blair Shackleton has been named as GHD’s new Market Leader – Water for Western Australia. Blair is a chartered chemist with more than 33 years’ experience in the water and power industries, including plant design, process monitoring, troubleshooting, operations support, and project management roles. He has led the design of municipal

Industry updates

potable supplies, industrial and power station water systems, and large desalination plants.

SMEC appoints new Regional Director for NSW and ACT operations James Phillis has been appointed SMEC’s Regional Director for NSW and ACT operations. James has extensive experience across the engineering consultancy sector, and has completed consultancy projects in Australia, New Zealand, the UK, Canada and Southeast Asia.

James has held Managing Director, Executive and Senior Management level positions for more than 25 years.

Consulting Matters

Link , Brisbane; Epping–Chatswood Rail Link, Sydney; and the Waterview Connection Project in Auckland, New Zealand.

Global Mobility Advisor wins ‘Global Mobility Rising Star of the Year’ for Asia-Pacific at the 2014 EMMAs. Parsons Brinckerhoff’s Global Mobility Advisor Nicola Spencer has won the ‘Global Mobility Rising Star of the Year’ for AsiaPacific at the 2014 Expatriate Mobility and Management Awards (EMMAs). Nicola’s award singles out mobility professionals who have made a significant impact in the early years of their career with the judging panel noting how Nicola has willingly challenged herself to enhance her own skills while contributing to business outcomes.

Editor Kisanne Dulin

President Matthew Harris

Chief Executive Officer Megan Motto

Director of Policy & Government Relations Jonathan Cartledge

Director of Marketing & Membership

AWARDS CIO recognised as trailblazer Elizabeth Harper, GHD’s Chief Information Officer, has been named one of Queensland’s most inspirational private sector leaders at the 2014 Telstra Business Women’s Awards. The prestigious awards recognise business leaders whose passion, determination, innovation and success inspire other women to walk in their footsteps.

Elizabeth is a sought-after mentor to many women at GHD and in the IT industry.

Alex Yee accepted into prestigious Roads Australia Fellowship Program Congratulations to Alex Yee of Beca who has been accepted into the inaugural Roads Australia Fellowship Program - Leaders of the Future a national mentorship program which pairs 15 of the most experienced and influential senior leaders and CEO’s in the Australian infrastructure sector with a select group of outstanding individuals with 10-15 years of work experience from across Australia.

Consult Australia CEO, Megan Motto, has been named as one of Australia’s 100 Women of Influence for 2014 in the category of Diversity. The award was given in recognition of Megan’s work with Consult Australia’s own Champions of Change and for her efforts generally in promoting (and supporting) the role and value of women within the built environment professions over a number of years.

International Director for Tunnels receives ATS’s ‘Allen Neyland Tunnelling Achievement Award Dr Doug Maconochie, Parsons Brinckerhoff’s International Director for Tunnels, has been recognised for his significant contribution to the tunnelling and underground excavation and construction industry being honoured with the Australasian Tunnelling Society’s ‘Allen Neyland Tunnelling Achievement Award.’ Doug has worked in the industry for over 40 years and has been involved in some of the most significant transit projects including the Eastlink in Melbourne; Airport

Robin Schuck

Business Development Manager Jennifer Kelly

Manager - Events & Education Alexandra Hopper

Corporate Designer Voltaire Corpuz

Marketing Coordinator India Hopper

SMEC Wins Governor of Victoria Export Award CEO named as one of 100 Women of Influence

Kisanne Dulin

Senior Advisor, Policy & Government Relations

SMEC is the winner of the Minerals, Energy and Related Services Award, as part of the 2014 Governor of Victoria Export Awards.

These awards recognise organisations that are talented, innovative and successful exporters that positively benefit the Victorian community.

The Minerals, Energy and Related Services Award recognises outstanding international success in: the production (and primary processing) of value-added minerals and energy products; mining equipment; and the provision of technology and services to the minerals and energy industries.

PA/Admin/Accounts Coordinator Beth Larkin

Editorial submissions kisanne@consultaustralia.com.au

Advertising enquiries info@consultaustralia.com.au Consulting Matters is produced by Consult Australia. Phone: (02) 9922 4711.

Website: www.consultaustralia.com.au

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Consulting Matters

Industry updates

INDUSTRY UPDATES GHD extends Northern Australia network GHD has celebrated the opening of new offices in both Mount Isa and Emerald in Australia’s far north. “GHD has a long history of supporting the growth of regional communities, especially in Northern and Central Queensland, where we’ve had a permanent presence since 1948. We recognise that the north is critical to the economic development of the country and the continued development of Northern Australia forms part of our strategy for the future,” said José Foruria.

Power specialist appointed to expert panel John O’Brien, GHD’s strategic energy advisor, has been appointed by Hon Mark McArdle, Minister for Energy and Water Supply to the PowerQ Electricity Expert Panel in Queensland, Australia. The work of the expert panel will help the Queensland Government implement its plan to deliver a more cost-effective and reliable electricity future.

World’s green building organisation partners with leading Australian low carbon research The World Green Building Council (WorldGBC) and Australia’s leading organisation working towards building sustainable communities – the Cooperative Research Centre for Low Carbon Living (CRCLCL) – have signed a memorandum of understanding (MOU) to take a global step towards defining ‘low’ to ‘no’ carbon cities in our world. The three year CRCLCL ‘Closing the Loop’ project – supported by leading industry partners Brookfield Multiplex, HASSELL and AECOM – will connect a wealth of existing evidence with front-end decision makers through better business case analysis, professional education, practical tools and guidelines.

IN MEMORIAM Douglas Gordon Price (1917 – 2014) Doug Price, SMEC’s former CEO (1972 to 1988), passed away at the age of 87, in July 2014. Referred to as the ‘Father of SMEC’, Doug had a kind-hearted, yet firm leadership style that shaped SMEC to become the successful multidisciplinary consultancy it is today. In all his work, his influence on the

careers of young men and women, his attention to detail, his brilliance as an engineer and leader, Doug will be remembered for the good man that he was. Doug is survived by his children (Cathy, Geoff, Rose and Lesley), his beloved wife Eileen has passed away.

Alan Charles Whitting (1931 – 2014) Alan’s engineering education began at Sydney Technical College (now UTS), and continued at the University of New South Wales while he worked at the Sydney Water Board. After graduation, he travelled to Europe and on to Canada before returning to Australia and joining with Dick Taylor and Jock Thomson to establish Taylor Thomson Whitting (TTW) in 1958. Alan stepped down from active involvement at TTW in 1977 but he continued to be involved in, and contribute to, the structural design and construction professions in numerous ways over the years, being regarded by many as one of the most innovative and creative engineers of his generation. Alan was responsible for the development of the CLIMBFORM system and the construction method used on No.1 Chandos Street. Alan is survived by his wife Jeanette, and stepdaughters Rev’d Vanessa Bennett and Leisel Metz.

CONSULT AUSTRALIA STAFF APPOINTMENTS Jennifer Kelly—Business Development Manager Consult Australia has recently welcomed Jennifer Kelly into the role of National Business Development Manager.

Jennifer has a strong background in membership in C-level based organisations and will be responsible for the continued growth of Consult Australia’s Membership across all of the states.

Jennifer is looking forward to working closely with the State Managers and Management Team to contribute to the ongoing success of Consult Australia.

Jennifer can be contacted on 02 8252 6712 or via email at Jennifer@consultaustralia.com.au.

Not a member of Consult Australia?

To find out more about how your firm can benefit from our: • Benchmarking • Business support • Staff development

Beth Larkin—PA/Admin/Accounts Coordinator We are pleased to welcome Beth Larkin to Consult Australia. Her role will include acting as Executive Assistant to the CEO, and as administration and accounts officer for the National Office. Beth has almost three years experience in administration and bookkeeping having worked in a small business and then a charitable organisation. She holds a Bachelor of Business and is currently undertaking a Diploma of Accounting.

Beth can be contacted via email at beth@consultaustralia.com.au.

• Business development • Advocacy Contact Consult Australia’s Business Development Manager, Jennifer Kelly on (02) 8252 6712 or email membership@consultaustralia.com.au www.consultaustralia.com.au

What’s happening at Consult Australia

Forecast 2014 An economic forecast for consulting in the built and natural environment On sale now To purchase your copy go to http://bit.ly/caforecast

Consulting Matters

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Consulting Matters

What’s happening at Consult Australia

From the President The first event, 100 Women of Influence, was held back in October. The event showcased some of the country’s highest achieving women (some well know others forging a leadership path out of the public eye), across the 10 categories of management, innovation, public policy, entrepreneurship, diversity, young leaders, global leaders, social enterprise, philanthropy and regional.

Amongst these great women was our very own Megan Motto who was nominated for her work in promoting diversity. Megan was chosen as one of 100 Women of Influence due to her leadership in a very male dominated industry and for her work, along with our member firms, to implement and promote the Champions of Change program across our sector and in particular amongst the larger engineering firms.

As the end of the year approaches and with it our Annual Awards for Excellence, I am pleased to reflect on the great work and contribution our industry makes to the broader built environment. I recall a number of the events and awards nights that I have been able to attend in the past 12 months in my position as President of Consult Australia, all of which were looking to recognise and celebrate excellence. However, whilst each of these nights have included great contributions by companies and individuals, all of whom are more than worthy of the accolades bestowed upon them, it is two of the most recent events that I have had the pleasure of attending that demonstrate to me just how our profession can contribute to the built environment and also provide a significant contribution to the community at large.

It was also wonderful to see that, in addition to Megan, more than ten per cent of the winners were either currently involved in—or had built a career around—providing excellence in professional consulting practices in the built environment. This acknowledgment is a truly great outcome for our industry.

The second and most recent event I attended was the NSW FutureNet Business Leaders presentations and awards night— an evening filled with innovation, enthusiasm and passion. After eight months of hard work the young professionals (a mix of architects, engineers, quantity surveyors and lawyers) presented their creative concepts for the Western Sydney Airport. The level of detail and consideration was clear to all. With four different solutions to what can be considered one of NSW’s hot topics, each team demonstrated not only their technical ability

Whilst we continue our day to day it is good to be reminded that excellence is around us all time— whether amongst our peers or through the enthusiasm of our young professionals— it is there and it is something we can all achieve.

to deliver a large complex project, but also their understanding of what a large impact a development of this scale and complexity will have on the community, business, the economy and the environment.

Such was the standard of the proposals put forward by the teams that interest grew beyond the course and its participants to a level where significant interest was taken by industry and business leaders and by the media, with TV and press coverage from Australia to the UK and beyond. It is fair to say that the results the participants achieved in this year’s course underline the term Consulting Excellence.

Whilst we continue our day-to-day it is good to be reminded that excellence is around us all time— whether amongst our peers or through the enthusiasm of our young professionals— it is there and it is something we can all achieve. Have a passion, have a focus, dare to challenge the norm, have the courage to do things differently and do something extraordinary.

I look forward to congratulating the Consult Australia Award for Excellence winners at our Annual Dinner on the 5th December 2014 (and by the time of publication will have done so). In the meantime congratulations to Megan and our FutureNet Leaders for showing us what’s possible!

Matthew Harris President

What’s happening at Consult Australia

Consulting Matters

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From the CEO We know that the industry will continue to evolve, with increased merger and acquisition activity; more, larger, globalised companies and a continued blurring of the lines between consulting and contracting activities, private and public sector delivery and cross disciplinary collaboration.

As we come to the end of another year, we once again have the opportunity to look back on the year that’s been, and also begin to focus on the year ahead and what the future might bring.

Reflecting on the past year is somewhat bittersweet. Our industry has struggled this year with the readjustment between the downturn in capital intensive mining investment and the aspirations of numerous state and federal governments to fill the gap with massive infrastructure plans, most of which unfortunately were not at a sufficiently advanced stage of planning to be deployed timely enough to close the gap between the two areas of work. Thus, the early part of 2014 saw continued layoffs, restructures and cutbacks.

However the second half of the year seems to be picking up somewhat, with a renewed energy in some states (NSW being a standout) and also significant work coming to market in some sectors (buildings and transport infrastructure in particular). This is helping to restore overall confidence in the industry and support renewed employment in the sector. The signing of the China FTA and the development of a Global Infrastructure Hub in Sydney (one of a number of welcome outcomes from the G20) also bode well for the industry to reap the benefits of strong infrastructure investment in Asia for the next two decades at least.

The issue then becomes, how do we learn from the behaviour of the past and continue to strive for excellence, not just in technical delivery outcomes, but in financing, procuring, designing and delivering projects that offer continually better amenity, sustainability and value for money outcomes, particularly in an environment

where NIMBYism (Not In My Back Yard), BANANAism (Build Absolutely Nothing Anywhere Near Anything) and democracy by social media are ever pervading.

The answer I believe, lies with our industry, not only continuing to deliver outstanding results on individual projects (many of which have been recognised in this year’s Awards), or by demonstrating excellence in the professional, ethical and sustainable way you run your businesses, but through your continued involvement in and support of Consult Australia. This is because it is only collectively that we can advance the industry through adoption of best practice and new methodologies that can be transformative in the way we conceptualise and construct the built environment of the future. It is critical that Consult Australia bring the members together to advance these ideas through both big G Government (as policy maker) and little g government (as clients).

This leads me to then contemplate our own future, as we draw to the end of Consult Australia’s current three year strategic plan and begin the process of thinking about positioning ourselves for success for the next 3-5 years. We know that the industry will continue to evolve, with increased merger and acquisition activity; more, larger, globalised companies and a continued blurring of the lines between consulting and contracting activities, private and public sector delivery and cross disciplinary collaboration.

All of these changes present challenges for Consult Australia, not only to our business model but also in terms of our focus and remit. I believe, however, they also present a great opportunity for our Association to become stronger and more vibrant if we prepare ourselves now for the realities to come.

It is with this in mind that our Strategic Planning process will begin with input from our states (via our Congress), staff and Board. As we begin to develop the next long term plan I look forward to receiving broader input from members to help shape the future of your association.

In closing I want to take a moment to publicly thank the fabulous staff of Consult Australia for all the work that they have done this year to further the interests of our members. We have had an enormously successful year, building relationships with a broad range of stakeholders, bringing the members together to deliberate on areas of mutual interest and delivering some incredible policy wins on the members behalf. Our staff do themselves and our membership great credit. Thank you.

I warmly wish all members a very Merry Christmas and a Happy New Year, and look forward to seeing you all celebrating continued success in 2015!

Megan Motto Consult Australia

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Consulting Matters

What’s happening at Consult Australia

Consult Australia’s 2014 ASPAC CEO Conference

From left: Norman Disney & Young CEO, Ian Hopkins; Bita Enarcon Engineering (Indonesia) Executive Chairman; Irawan Koesoemo; WorleyParsons CEO, Andrew Wood; Public-Private Partnership Center of the Philippines Director, Rina Alzate; Intercontinental Consultants and Technocrats (India) Chairman and Managing Director, Kiran Kapila. Photo courtesy of Andrew Fist (BST Global).

Consult Australia held its inaugural Asia Pacific (ASPAC) CEO Conference in June this year. This invitation-only event was tailored to provide CEOs and senior business leaders with an exclusive opportunity to network with their peers from the Asia Pacific region.

With approximately 40 plus C-suite attendees, the overarching focus of the Conference was to recognise the significance of the Asia Pacific region in the global economy— particularly as world wealth moves from the West to the East—and provide participants with the opportunity to share their views on the implications of this, and engage with each other in insightful debate and discussion around a range of issues, trends and challenges specific to our industry.

Held in Sydney over two days, highlights of the Conference included: • Dr Tim Williams (CEO, The Committee for Sydney) speaking on the forces that are reshaping our cities; • Phil Ruthven (Chairman, IBISWorld) discussing Australia’s relative economic prospects in the changing regional and global economy; • Dr Stefan Hajkowicz (Leader, CSIRO Futures) providing a 10 minute explosion of information on future business trends; • Andrej Avelini (Managing Director, EFCG) providing his insights into current and predicted global M&A activity live via satellite from New York; and • An interview with John Grill (Chairman and Non-Executive Director, WorleyParsons) by

A variety of panel discussions were also featured in the program. Topics ranged from business performance, regional growth, technological innovation, infrastructure drivers, business integrity management and beyond! These panels provided an opportunity to hear from member firm CEOs and other senior leaders along with regional representatives and industry experts. the Hon Patricia Forsythe (Sydney Business Chamber) discussing his 40 plus years of industry experience and the philanthropic drive that led him to create the John Grill Centre for Project Leadership at Sydney University.

A variety of panel discussions were also featured in the program. Topics ranged from business performance, regional growth, technological innovation, infrastructure drivers, business integrity management and beyond! These panels provided an opportunity to hear from member firm CEOs and other senior leaders along with regional representatives and industry experts.

An open invitation cocktail reception was also held as part of the Conference and provided participants with the opportunity to not only network with their peers but also to meet with a number of parliamentary representatives and other specially selected guests.

Consult Australia would like to thank our National Strategic Partner BST, along with our Conference sponsors— Equip, FIDIC, Deloitte Private, Constructive Recruitment, BRIC and Planned Cover—for their support in making this event possible.

We were honoured to welcome Enrico Vink of FIDIC, Dr Nelson Ogunshakin of ACE, and Kieran Shaw, Irawan Koesoemo and Kiran Kapila from our regional sister organisations to this year’s conference.

The 2015 ASPAC CEO Conference will be held in Sydney on Thursday, 30th April and Friday, 1st May. Please contact Consult Australia National Events Manager, Alexandra Hopper on +61 2 8252 6717 or email alex@consultaustralia.com.au to register your interest.

What’s happening at Consult Australia

Consulting Matters

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FIDIC 2014 – World focuses on Infrastructure, Cities and Sustainability for Growth The President’s and Directors and Secretaries (CEO’s) Meetings were productive and discussed, among other things issues associated with continued global mergers and acquisitions and how we can better engage the new breed of mega-firms in the FIDIC agenda.

In September 2014 the world engineering community converged in Rio de Janeiro, for the annual conference of the International Federation of Consulting Engineers (FIDIC).

FIDIC is Consult Australia’s international peak body and comprises some 101 national associations from around the world. Whilst many of the other member associations include only consulting engineers, many (like Consult Australia) consist of a broader church, including industrial designers, contractors, architects and other professions.

2014 was an exciting year for Rio de Janeiro, with the eyes of the world upon it for the World Cup and, being deep in preparations for the 2015 Olympics, the FIDIC community was able to truly appreciate the advances the city was making to accommodate both the transient population growth associated with these events, as well as addressing its ongoing needs as a global city.

Australia was represented at the FIDIC International Infrastructure Conference by myself, our President Matt Harris and Past Presidents Dick Kell, Tony Barry and Dennis Sheehan.

The President’s and Directors and Secretaries (CEO’s) Meetings were productive and discussed, among other things issues associated with continued global mergers and acquisitions and how we can better engage the new breed of mega-firms in the FIDIC agenda. It is always useful to note that many of the challenges that Consult Australia faces are not unique to us, and find

support in the experience of the international community. It also provides fertile ground for sharing information and best practice, so that individually and collectively we can continue to grow in capability in order to support our members.

Tony Barry (Aurecon) was nominated by Consult Australia and was elected to the Asia Pacific Executive Committee of FIDIC. This is great move which sees Tony follow in the footsteps of other Past Consult Australia Presidents in taking a more leading role in the region and beyond.

FIDIC also hosts a global Awards program which we entered (via the recipients of Consult Australia’s Gold Award winners from 2013). There were 72 nominations from around the world, and I’m thrilled to report that all three of Consult Australia’s nominations were rewarded. Parsons Brinckerhoff and Arup won an Outstanding Project of 2014 Award (one of only six recipients globally) for the Airport Link, Northern Busway and Airport Roundabout Upgrade Project, and Parsons Brinckerhoff and SMEC Australia won an Award of Merit for the Ipswich Motorway Upgrade: Dinmore to Goodna Project, as did Arup Australia for One One One Eagle Street. It was an absolute pleasure to see great Australian work being recognised on the international stage!

The 2015 FIDIC ASPAC Conference Sustainable Approaches in Emerging Markets will be held 10-13 May 2015 in

Tehran, Iran, and the 2015 FIDIC International Infrastructure Conference will be held in September (date TBC) in Dubai. I strongly encourage members to take a note of these dates and join with the world infrastructure community under the FIDIC banner for excellent networking, stimulating discussions and an insight into the good work happening at international level on members behalf.

The FIDIC Executive Committee (which comprises nine representatives from around the world – Spain, Korea, France, USA, India, Sweden, Tanzania, Canada and Morocco) as well as the Managing Director Enrico Vink, have indicated that they will come to Sydney for their meeting on 5/6 February 2015.

The Consult Australia Board looks forward to welcoming them.

Megan Motto

2014

WINS

Our wrap-up of another successful year for Consult Australia advocating for our firms:

BEST PRACTICE PROCUREMENT AND FAIRER CONTRACTS

SAFER, SUSTAINABLE AND MORE PRODUCTIVE WORKPLACES

Campaigning for fair allocation of risk between contracting parties, standard contract terms and liability reform at all levels of government:

Improving access to skilled workers against identified shortages:

• Our submission and evidence presented to the Productivity Commission Inquiry into Public Infrastructure reflected throughout their draft report, with multiple direct references to our submission and thought leadership work supporting better procurement, contracting and risk management on projects.

• A landmark was reached in our campaign for proportionate liability reform, with the Standing Council on Law and Justice developing draft legislation. Our comprehensive submission to the NSW Attorney-General establishes the urgent case for reform, and has been followed by meetings with Attorneys-General across a number of jurisdictions.

• Our submission to the Commission of Audit explicitly reflected in recommendations advocating standard contract terms, value for money and a more professional approach to procurement and contract management by government.

• The newly released Commonwealth Contracting Suite has adopted flexible insurance requirements and less onerous liability provisions as advocated by Consult Australia.

• Our submission to the Harper Review of Competition Law focusing on cartel conduct associated with joint venture activity is reflected in the Review Draft Report and our subsequent submission.

•F ederal Budget Wins for Consult Australia reflected in a new unit established to develop procurement guidance material to reduce barriers to small firms tendering for government contracts.

• Following a meeting with the office of Minister for Finance, Senator Mathias Cormann, Consult Australia has had extensive input into Commonwealth Government procurement reform.

• Consult Australia QLD secured member benefits through a comprehensive campaign across government, industry and the media advocating for a smarter approach to the design and delivery of the QLD Government’s Procurement Transformation Program.

• Consult Australia SA successfully advocated for a change to South Australian Government policy on limiting liability, with agreement that the Guidelines will be re-written to allow for a limit of liability included on smaller value contracts.

• Consult Australia NT met with senior representatives from the Department of Infrastructure, Department of Business and the Environmental Protection Authority to discuss procurement concerns and ongoing engagement with Consult Australia members.

• Met with and made representations to a wide range of other local, state and federal government agencies to discuss issues arising from their contracting practices.

• Ongoing discussions with the office of the Minister for Industry, Ian Macfarlane MP, relevant government departments and training providers to help ensure the ongoing supply of engineering drafters.

• Advocacy and evidence presented to the Independent Panel reviewing the integrity in the subclass 457 programme saw our recommendations for the abolition of Labour Market Testing adopted in their final report to government.

• Our submission to the Review of the Skilled Migration and 400 Series Visa Programmes, supported by our meeting with Assistant Minister for Migration Senator Michaelia Cash.

• Secured for a final six months Consult Australia’s Immigration Industry Outreach Officer to provide immigration and visa advice to our member firms.

Supporting national harmonisation of Workplace Health and Safety (WHS) legislation and developing guidance for firms complying with a changing regulatory environment: • Continually working with Safe Work Australia to ensure the relevant regulations address the concerns and requirements of our industry, and that Codes of Practice affecting our industry are fair and effective.

• Worked with Beyond Blue in their development of resources to assist businesses in addressing mental health issues in the workplace.

Facilitating a more diverse workforce, with ensuing productivity benefits across the industry: • Consult Australia’s male Champions of Change continue to advance the case for a more diverse workforce including to Prime Minister Tony Abbott publicly supporting businesses reporting to the Workplace Gender Equality Agency.

• Recommendations in the Commission of Audit reflected Consult Australia’s submission and ongoing lobbying for flexibility in child care arrangements to support consulting professionals.

• Our submission and advocacy with the Australian Workforce and Productivity Agency (AWPA) supported its investigation of the state of the engineering workforce in Australia.

Benchmarking and leading the development of industry best-practice for more sustainable and productive businesses: • L aunched and promoted Consult Australia’s The Business of Sustainability website and accompanying Decision Support Tool to guide professional services businesses towards a more sustainable business across four broad-based activity areas: sustainable governance, reporting and accounting; internal engagement and staff culture; collaboration and engagement; and technological improvements to offices and infrastructure.

2014 BETTER URBAN ENVIRONMENTS AND INFRASTRUCTURE INVESTMENT Sharing our firms’ expertise to deliver more evidence-based public policy outcomes; supporting investment in infrastructure providing more productive, liveable and sustainable urban environments: • Consult Australia’s submission to the Commission of Audit explicitly reflected in multiple recommendations supporting infrastructure investment, more innovative financing and road user charging.

•F ederal Budget wins for Consult Australia reflected in a landmark infrastructure package grounded by policy reflecting our positions supporting hypothecation and alternative infrastructure financing.

• Our submission and evidence presented to the Productivity Commission Inquiry into Public Infrastructure reflected directly in detail throughout their final report—follow-up meetings with Minister for Infrastructure and Regional Development, the Hon Jamie Briggs MP reinforced our priorities to inform the Government’s response.

• Secured amendments to the Infrastructure Australia Amendment Bill to safeguard the independence and transparency of Infrastructure Australia.

• Our submission and evidence presented to the House of Representatives Inquiry into Infrastructure Planning and Procurement highlighted the critical role of better procurement in shaping infrastructure delivery and value for money outcomes.

• Provided industry support to Infrastructure Australia as they undertake planning towards the development of the national infrastructure audit and fifteen year infrastructure plan.

• Our submission to the Australian Government’s Review of the Project Appraisal Framework recommends broader business case assessment of projects reflecting their ability to drive productivity over the full project life.

• In line with our thought leadership, Valuing Better Engagement, we continued to campaign across Australia for a better discussion about the value of stakeholder engagement.

• Met with the Hon Warren Entsch MP, Chair of the Committee charged with the delivery of the Northern Australia Whitepaper highlighting opportunities for infrastructure delivery.

• The Government’s announcement of an airport at Badgery’s Creek reflected Consult Australia NSW’s ongoing campaign as part of the Western Sydney Airport Alliance and ongoing profile building through the NSW FutureNet Business Leaders course.

• Met with ACT Deputy Chief Minister Andrew Barr, Shadow Assistant Treasurer and Federal Member for Fraser, Dr Andrew Leigh, and Senator for the ACT Kate Lundy raising the profile of Consult Australia and our issues across the Territory.

WINS

• Championed a collaborative vision for the ACT City to the Lake Project through the Chief Minister’s Challenge supported by ACT Chief Minister Katy Gallagher.

• Key state infrastructure priorities addressed in Victoria through our meeting with Shadow Treasurer Tim Pallas discussing EastWest Link, in South Australia in our meetings with Minister for Transport Stephen Mullighan, in NSW with Treasurer Andrew Constance, Secretary of Transport for NSW Dave Stewart, Premier the Hon Mike Baird, and in QLD with Minister for Housing and Public Works the Hon Tim Mander.

• L aunched and promoted new Consult Australia policy platforms promoting excellence in the built environment in South Australia, Victoria and New South Wales.

STRONGER, MORE COLLABORATIVE BUSINESS RELATIONSHIPS Fostering more productive working relationships between consulting firms and private and public sector clients across jurisdictions: • Our latest thought leadership Making the most of our resources, an industry discussion paper expands the conversation about how to deliver value through resources projects between consultants and wider industry.

• Established ongoing collaborative relationships with agencies across Australia including notably with: QLD Department of Transport and Main Roads; Brisbane City Council; Queensland Health; SA Department of Planning Transport & Infrastructure; NSW Department of Finance and Services; VicRoads; Public Transport Victoria and the WA Office of Building Management and Works among others.

•C onsult Australia WA hosted a discussion with Peter Coleman, CEO and Managing Director of Woodside to explore future perspectives on resources in WA.

INDUSTRY INNOVATION, GROWTH AND EXCELLENCE Showcase industry excellence, lead innovation and the adoption of new technologies such as Building Information Modelling (BIM) and Integrated Project Delivery (IPD); delivering a more competitive industry in the longer term: • Partnered with McGraw Hill Construction, Autodesk and co. to launch at our Technology Symposium the Smart Market Report: highlighting the business value of BIM in Australia and New Zealand.

• Supported the development and launch of the APCC/ACIF Framework for the Adoption of BIM providing the first major public sector guide for the use of BIM, and identifying issues to be addressed as BIM is rolled out across Australia.

12

Consulting Matters What’s happening at Consult Australia

STATE DIVISION UPDATES WA UPDATE The second half of 2014 has been and will continue to be extremely busy for the West Australian branch of Consult Australia.

In August Consult Australia held a valuable “Lawyers and project relationship building” breakfast with our three guest speakers sharing their expert opinion on the interrelationship between the lawyer, the project manager and the insurer.

In September the WA FutureNet committee held a very successful event with guest speaker Julian Bolleter the author of “Made in Australia, the future of Australian cities”.

Julian gave an insight into population growth in Australia over the next 20 years and the planning needed to ensure adequate infrastructure to sustain the mega cities of the future.

In October Consult Australia and the Association of Consulting Architects held a lunch with guest speaker Roger Sutton, CEO of the Canterbury Earthquake Recovery Authority. Roger provided a fascinating insight into the rebuilding of Christchurch after the 2011 earthquakes.

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November member lunches with the Honourable Michael Mischin Attorney General of Western Australia, and separately with Richard Mann, Executive director of Strategic Projects a Sub-Department of the Department of Treasury in Western Australia, provide valuable opportunities for members in WA to discuss key policy priorities and strategic developments across WA.

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NSW UPDATE The NSW Division has advocated effectively on behalf of our members over the past few months, meeting with a wide variety of stakeholders including: Federal Assistant Minister for Infrastructure, The Hon. Jamie Briggs, NSW Leader of the Opposition, John Robertson, and Transport for NSW Director General, Dave Stewart. In addition we have held discussions with The Department of Finance and Services, The NSW Ports Authority and Sydney Water about various procurement issues.

FutureNet NSW has continued to build its profile and effectiveness across both Newcastle and Sydney. The achievements of our young professionals have exceeded expectations. Holding events with record breaking crowds that continue to engage, educate and connect the industry across disciplines.

The 2014 FutureNet Business Leaders was a resounding success. Their leading project

for 2014 demanded creative concepts for the Western Sydney Airport, which were released to the public for voting. The momentum gained from these proposals was astounding. With over 1000 votes, the designs featured on Channel 7, Channel 9, Architecture and Design and The Daily Telegraph, just to name a few. If you would like to join the success of this program applications for the 2015 FNBL program are open via www.consultaustralia.com.au.

In the conclusion of 2014 Consult Australia NSW would like to thank our committee members, sponsors, and everyone who has contributed to the support of a fruitful year. A special thanks to David Ronksley of Jacobs, outgoing Committee Chair, for the determination, passion and commitment he has given to this role over the last two years.

We are pleased though to welcome James Phillis SMEC, Regional Director NSW/ACT, as Chair of the NSW Division for 2015-16.

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What’s happening at Consult Australia Consulting Matters

STATE DIVISION UPDATES VIC UPDATE Our successful series of ‘Meet The Client’ seminars continued throughout the second half of the year, with a luncheon hosted by Public Transport Victoria, CEO, Mark Wild.

Members heard about key components of the Roads & Public Transport budget for 2014-2015 but more importantly the investment in the road and rail network which will generate thousands of jobs, support development of new suburbs and expand the CBD. With recent controversial announcements around the East-West Link Project and an upcoming election, we felt the timing was critical for a member briefing hosted

by Shadow Treasurer, Tim Pallas MP. Victorian Regional Managers from member firms were invited for an opportunity to gain insight and also provide feedback on the Opposition’s infrastructure and policy priorities. Thank you to Jacobs for hosting this event.

In November our focus shifted to workforce diversity, and we welcomed Hays

TAS UPDATE The Tasmanian Division welcomed a lunch with Senator David Bushby discussing his views on government priorities regarding infrastructure, focusing on the finance and implementation as well as timing of expenditure. Our thanks to Senator Bushby for sharing his insights into the future of Tasmania, and also to Entura for hosting this lunch.

Gold sponsor, Easyconsult, hosted an exciting event on ‘Proactive Business Development Tips & Techniques for Consultants to Deliver More Work.’

Co-founder, Kym Williams, joined us to discuss ways to differentiate yourself from your competitors, how to build

Recruitment, Director, Kathy Kostyrko to discuss ‘Creating a Diverse Workforce.’

Kathy explored the current situation in Australian workplaces in terms of gender, age, multicultural and disability representation. Kathy also shared with us the six steps our firms can implement in order to create a totally inclusive organisation and retain it by successfully managing individual differences.

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Consult Australia Victoria’s Policy Platform has to date provided a valuable mechanism to build our relationships across government and with other key stakeholders on priority issues for our industry in Victoria.

For example we continue to advance with VicRoads our concerns relating to procurement process, contracts and risk through regular workshops with member firm representatives to ensure best policy practice is put into place.

At our end of year event on 10 December we are pleased to wrap-up the year with World Vision, CEO, Tim Costello. As one of Australia’s most sought after voices on issues of social justice, leadership and ethics, he makes for an inspiring end to 2014.

your pipeline, increase repeat work and referral opportunities, and meetings and structures you need to proactively put in place to engage your entire team around business development. Members were excited to hear Kym’s positive and inspiring presentation and we look forward to continuing our work with Easyconsult as they sign another year of sponsorship!

Thank you to GHD for hosting this event.

We are also on the look-out for individuals interested in participating in our Tasmanian Division Executive Committee. If you would like to get involved email State Manager Zeina Iesa on: zeina@consultaustralia.com.au Tasmania has an exciting line up of events for 2015.

Keep an eye out for more information soon.

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13

14

Consulting Matters What’s happening at Consult Australia

STATE DIVISION UPDATES QLD UPDATE The priority for Consult Australia QLD in 2014 has been on managing and responding to the substantive structural changes within the State Government.

Of particular relevance to the Consulting industry has been the Government’s radical changes implemented through their Procurement Transformation Program.

Compounding the challenges associated with this change has been the fast-tracked nature of the implementation of the new Whole of Government Engineering Consultancy Scheme. Consult Australia QLD has led a comprehensive campaign across government (at the highest levels), industry and the media, pushing hard and delivering more meaningful consultation with our member firms on policy and process. Our members in QLD have had access to intelligence critical to reacting quickly and effectively to the roll-out of the program and scheme. A significant win for Consult Australia has been establishing regular meetings (initially monthly) with the procurement division managing the process going forward. These meetings will be a forum to address key issues impacting either government or the consulting industry and will be a forum for continuous improvement.

ACT UPDATE Consult Australia’s ACT Division has continued to embed strong relationships both at a federal and local level.

Consult Australia’s ACT Federal Committee has held detailed discussions at events with: the Secretary for the Department of Infrastructure, Mike Mrdak; First Assistant Secretary in the Department of Finance, John Owens; and Chair of the Select Committee on Northern Australia, Mr Warren Entsch MP. Carl Jenkins of Parsons Brinckerhoff now heads up the Federal Committee, with, Adrian Piani of URS, becoming the new Chair of the ACT Executive.

At a local level, conversations continue with the ACT Government on improving procurement through regular meetings

We welcome all our members’ input and feedback as these meetings roll out in 2015.

A couple of key issues have arisen this year that have required joint efforts of associations to assist in creating change.

By joining with the Australian Institute of Architects, Engineers Australia and the Australian Institute of Quantity Surveyors the industry was able to achieve some changes in the way the Queensland Government uses BAFO (Best and Final offer) processes when procuring individual projects. We look forward to continuing joint initiatives where appropriate next year.

Our relationship with Brisbane City Council (BCC) continues to develop. We were pleased to host Lord Mayor Graham Quirk at a boardroom lunch in September to discuss the future infrastructure needs for Brisbane amongst other things. BCC has also recently come to us to ask for feedback on changes they are proposing to their Infrastructure panel contracts. It is early input like this that will hopefully result in better outcomes for all with more appropriate risk allocation and the removal of uninsurable risk.

speaker at their August event, and the entire committee was invited to join the Lord Mayor for an intimate breakfast in November. Great work on behalf of young professionals across our industry.

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FutureNet Brisbane division has also developed a great relationship with the Lord Mayor of Brisbane. He was the guest

with Shared Services, added to which is a new strategic meeting seeking to work collaboratively on infrastructure planning.

A lunch earlier in the year with ACT Deputy Chief Minister Andrew Barr has been followed by a further lunch with ACT Attorney General, Minister for Capital Metro and Minister for Environment, Simon Corbell MLA. FutureNet continues to excel with event attendances breaking records and the inaugural Chief Minister’s Challenge proving to be an unprecedented success. 55 people entered from over 30 different public and private sector agencies, to form 11 teams with 11 mentors. Participants included: graphic designers, federal and local government workers, architects, interior designers, urban designers, planners, engineers, communication specialists, landscape designers, environmental specialists and university workers.

Masterclasses held as part of the Chief Minister’s Challenge have been delivered

by Nobel-Prize winner Prof. Brian Schmidt, Brumbies and Wallabies legend Stephen Larkham, Canberra Times Editor-At-Large Jack Waterford and Canberra Business Council Chair Michelle Melbourne.

Winners of the Chief Minister’s Challenge were decided by the Deputy Chief Minister and a live audience, with part of the prize being an exclusive face-to-face meeting with the Chief Minister and either $1,000 cash or a place on the inaugural FutureNet Business Leaders Course.

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What’s happening at Consult Australia Consulting Matters

15

STATE DIVISION UPDATES SA UPDATE The SA Division has continued strong engagement across government: The Consult Australia / SA Water Working Group met for the first time with John Ringham, CEO and Jim McGuire, GM Commercial and Business Development, of SA Water in September. We met with Wendy Campana, CEO, Local Government Association (LGA) and Rob Ackland, CEO Local Government Association Procurement (LGAP) to discuss future engagement and collaboration between Consult Australia and the LGA SA. Also in September we met with Michael Deegan, CEO of the Department of Planning, Transport and Infrastructure (DPTI). This very positive meeting concluded with an agreement to continue regular meetings to provide the necessary opportunity for DPTI and our member firms to work together to deliver better outcomes for both.

The SA Government’s release of new guidelines for the assessment of unsolicited proposals saw Consult Australia SA invited to comment. Our submission helps establish a more detailed position for Consult Australia nationally on this issue, and can be read on the Consult Australia website.

NT UPDATE The NT Division continued to strengthen relationships across various Government departments during 2014. The joint Consult Australia/ Department of Infrastructure (DoI) Working Group continuing its collaborative work to ensure the best possible outcomes for all parties. A focus on the Registration of Engineers in the Territory saw further information on the DoI registration survey.

The ongoing discussions relating to DoI procurement and panel arrangements noted that recent changes to tiers provided a valuable opportunity for Consult Australia to feed back on opportunities for improvement.

Going forward we will be working closely with DoI to confirm their future delivery models with current panels expired from October 2014.

A strong events program provided numerous opportunities for member engagement with for example the Hon Martin HamiltonSmith MP: The Minister outlined the visions for South Australia’s participation in the Land 400 project; future shipbuilding; new submarine fleet; RAAF Base Edinburgh upgrade and Cultana expansion.

The November Industry Breakfast, Securing Infrastructure Development in SA with the Hon Jamie Briggs MP, Federal Assistant Minister for Infrastructure and Regional Development and the Hon Stephen Mullighan MP, SA Minister for Transport and Infrastructure supported a discussion on: State and Federal drivers and priorities for infrastructure development in SA; how we can best achieve local involvement in SA Projects; and barriers to alternate forms of procurement or private investment

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Finally, our most recent lunch with Ian Nightingale, Industry Participation Advocate (SA) provided an informative briefing on recent procurement reforms coming into effect on 1 July this year.

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A strong events program for 2014 saw new opportunities for industry engagement and networking. The Boardroom breakfast with Fabio Finocchiaro, Executive Director Land Services, Department Lands, Planning and the Environment (DLPE) saw a strong discussion on the expected actions for major development projects; strategic directions around land release and development; and development application procedures and processing.

Darwin FutureNet completed its first year in the Territory, with four events held in 2014 including: Speed Networking; Business Relationships 101; a Quiz Night; and most recently Go North Young Professional focusing on developing the North and the great opportunities for young professionals in the future: special guest speaker was The Hon. Gary Nairn, Chairman of the Northern Territory Planning Commission. Wrapping

up 2014 with FutureNet Christmas Drinks over 120 members are now participating in FutureNet across Darwin, providing the bases for a an exciting events program for 2015!

National Strategic Partner

Gold Sponsor: building great consultants

AWARDS FOR EXCELLENCE National Strategic Partner

2014 Awards for Excellence Award Categories Sponsors Judging Special Awards President’s Award Medium Firm of the Year Large Firm of the Year Collaboration Diversity Development of People Sustainability in Design Technical Innovation Client Focus Future Leader Highly Commended Awards

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The Consult Australia Awards for Excellence is an annual event that provides a unique opportunity to profile and promote the outstanding achievements of Consult Australia’s member firms to the industry and community.

Since their inception, the Awards have celebrated excellence in the delivery of individual projects. In 2012, the Awards were revamped to focus on celebrating and rewarding business excellence.

Firms still enter the same outstanding projects but under new categories and new criteria.

The Awards have always demonstrated the business acumen and technical excellence of our member firms’ professional staff in project and service delivery and this mandate remains at the heart of the Awards program.

All Consult Australia member firms are eligible to enter any of the Awards categories.

Firm of the Year Awards were selected according to staff size i.e. firms with less than 20 staff were eligible for Small Firm of the Year, firms with 20-299 staff were eligible for Medium Firm of the Year and firms with 300 or more staff were eligible for Large Firm of the Year.

Consult Australia encourages each of its member firms to submit at least one entry to ensure they have the opportunity to be recognised for their outstanding work.

Winners of the 2014 Consult Australia Awards for Excellence were announced at a gala black-tie dinner at The Westin, Sydney on Friday, 5 December 2014.

AWARD CATEGORIES Collaboration: Recognises member firms that have implemented and delivered outstanding initiatives and/or practices to ensure a more diverse workforce. These initiatives may relate to gender equity and diversity, indigenous employment, disability employment, cross-cultural management or age diversity.

Diversity: Recognises member firms that have implemented and delivered outstanding initiatives and/or practices to ensure a more diverse workforce. These initiatives may relate to gender equity and diversity, indigenous employment, disability employment, cross-cultural management or age diversity.

Development of People: Recognises member firms that have demonstrated an outstanding commitment to sustainable business practices through staff development.

Initiatives in this category may include, but are not limited to: succession planning, education & training programs, talent development etc.

Sustainability in Design: Recognises the achievement of sustainable outcomes

TYPES OF AWARDS Gold Award of Merit: Awarded to projects or initiatives considered by the judges to be of excellence on the criteria nominated.

on an internal or external project through innovative design and/or the innovative application of sustainable materials and principles.

Technological Innovation: Recognises member firms who have demonstrated outstanding leadership in the innovative application of new or existing technology on a project.

Client Focus: Recognises member firms who have delivered exemplary customer service (going above and beyond what the judges consider to be a high level of service) throughout the course of a project.

Entrepreneurship: Recognises a member firm or individual within a member firm who has successfully launched a profitable new initiative/venture. Entrants must be able to demonstrate that the initiative/venture has had a significant impact on the firm’s business operations or a project.

Safety in Design: Recognises firms who demonstrate an outstanding, ongoing commitment to safety in design. Entrants must be able to demonstrate a business as usual approach to safety in design across

their workforce, with clear, well-established procedures and reporting systems in place.

Future Leader: Acknowledges professional staff of member firms aged 35 years and under who have made a significant contribution to their firm and added value in a demonstrable way.

Client of the Year: This Award gives Consult Australia member firms the opportunity to recognise their most outstanding clients. Clients are judged based on appropriate procurement and delivery methodology, well designed and structured briefs/documentation, appropriate risk assessment, management and allocation, communication and relationship management.

Export: Recognises member firms that have made an outstanding contribution to Australia’s export industry through exceeding financial, sustainability or other expectations on an overseas project or a domestic project that facilitates the export of Australian goods e.g. mining infrastructure.

SPECIAL AWARDS President’s Award

Medium Firm of the Year

This award is made by the President in recognition of the individual or firm who has contributed most to Consult Australia and/or the industry over the course of the preceding year.

Firms with 20 – 299 employees, with a nomination in any of the award categories are eligible for consideration.

Large Firm of the Year

Highly Commended:

Firm of the Year Awards

Awarded to projects considered by the judges to be finalists for consideration for a Gold Award of Merit.

Winners of the Firm of the Year Special Awards are selected from the best Category Awards entries.

Small Firm of the Year Sole practitioners or firms with less than 20 employees, with a nomination in any of the award categories are eligible for consideration.

Firms with 300 or more employees, with a nomination in any of the award categories are eligible for consideration.

JUDGING JUDGES

JUDGING

David Murray, Managing Partner, Deloitte Private Prof. Danny Samson, Management expert, The University of Melbourne Business School Dr. Tim Williams, Chief Executive Officer, City of Sydney Romilly Madew, Chief Executive, Green Building Council of Australia Jane Montgomery-Hribar, Director, Australasian Procurement and Construction Council

A panel of independent judges ensures the highest possible standards of fairness and impartiality. All judges are required to ensure the confidential nature of all submissions is maintained.

Judging takes place in two parts: 1) Judges receive all submissions and review over a minimum period of two months.

2) A judging day is held during which judges discuss their short-lists for each category and special award, deliberate, discuss and debate before reaching a majority agreement on the final winners.

The judging criteria applied to select the Award winners principally revolves around consulting excellence. This is reflected through the originality, innovation, quality, results and impact of each submission. Community, environmental and social aspects are also considered.

Consult Australia would like to take this opportunity to sincerely thank each of the judges on the 2014 panel for generously donating their time and expertise to support the Awards for Excellence program.

Sponsors National Strategic Partner

BST Global is the leading global provider of enterprise business management software and cloud solutions for architecture, engineering, and environmental consultancies. More than 100,000 professionals across six continents and 65 countries – including Aurecon, Bates Smart, BECA, BG&E, Buchan Group, Cardno, GHD Americas, Golder Associates and Woods Bagot — rely on BST Global’s innovative software solutions to better manage their projects, resources, finances, and client relationships.

Autodesk is a leader in 3D design, engineering and entertainment software. Customers across the engineering, natural resources, architecture, building, construction, and infrastructure industries use Autodesk software to design, visualise and simulate their ideas. Since its introduction of AutoCAD software in 1982, Autodesk continues to develop the broadest portfolio of state-of-the-art software for global markets.

Cbus is now celebrating 30 years as the superannuation fund for the construction, building and allied industry. Now with over 720,000 members and 89,000 participating employers, Cbus has a history of strong investment performance. Cbus currently has over $27 billion in funds under management.

Professionals Australia is the professional association representing degree-qualified professional engineers. On August 1, Professionals Australia launched Registered Professional Engineers– RPEng. RPEng is an approved assessment scheme for Registered Professional Engineers of Queensland – RPEQ. At only $300, RPEng provides an affordable, practical and high-quality choice for engineer registration.

PRESIDENT'S AWARD GEOFFREY BILLS Geoff is a rare find amongst economists, bringing to his work his own unique blend of insightful analysis and dry wit. During his time with Consult Australia he has shared both his wit and wisdom with the leaders of our firms who look to his insights to help guide their strategic planning and support smarter business practices.

The 2014 President’s Award is presented to Geoffrey Bills for his outstanding contribution to the industry, locally and nationally.

Geoff is an economist and business consultant with considerable experience in the construction industry having been a business strategy consultant, a company director and, most recently, a forecaster of non-residential building and engineering construction activity.

He holds an honours degree in Commerce from the University of Melbourne and a master’s degree in Business Administration from Columbia University, New York.

In the past Geoff has been the chief economist of BHP, a senior lecturer in Business Administration at the University of Melbourne, and a member of the Stock Exchange of Melbourne. He has also served as a Director on a number of Australian company boards including Hansen Yuncken Pty Ltd and Rankine & Hill Pty Ltd. For the past 15 years, Geoff has been Consult Australia’s leading economist. In this role he has developed, analysed, and shaped our quarterly and annual forecast reports, providing the only detailed forecast report of our industry in Australia and creating an essential tool for any consulting firm operating within the built and natural environment.

Through his efforts Geoff has provided Consult Australia with a report which is now highly sought after by industry leaders and policy makers in Australia (and internationally) as a valuable source of information about industry trends. His work has assisted in the development of a deeper understanding of the threats, challenges and opportunities that have shaped consulting firms across the built environment over the past several decades.

Geoff is a rare find amongst economists, bringing to his work his own unique blend of insightful analysis and dry wit. During his time with Consult Australia he has shared both his wit and wisdom with the leaders of our firms who look to his insights to help guide their strategic planning and support smarter business practices.

Beyond Consult Australia, Geoff has been a critical representative on the industry leading Construction Forecasting Council for 14 years where his openness and willingness to challenge established thinking, share knowledge and work collaboratively has been foundational to the enduring success and accuracy of those economic forecasts.

For many in the industry and certainly for all of us at Consult Australia, Geoff is an inspiration for his unrelenting and ongoing work ethic and for his commitment to the integrity and quality of the services he provides—not just to Consult Australia, but to all his clients.

The past and present staff of Consult Australia, along with numerous industry leaders, have developed a great fondness for Geoff built over many years as well as a deep respect for his intellect and authority.

Our thanks also go to Beryl, Geoff’s wife of 20 years, for so patiently tolerating and supporting Geoff in his work and as he travelled around the country every year on behalf of Consult Australia, to communicate the results of his work.

Sadly for Consult Australia, Geoff has finally decided to draw a close on his time with us and the 2014 Economic Forecast will be the last one authored by Geoff. With the presentation of the President’s Award go our sincere thanks to him for his years of commitment, professionalism and good humour. We wish him and Beryl well for the future. Geoff is a deserving winner of the 2014 President’s Award.

To interpret those clues, it helps to know which other services are included in the industry. From the ABS count of businesses at June 2012, we find that the industry contained 205,800 firms; and from ABS employment statistics we know that total employment at June 2012 was 922,000.

CHART 1.1: CHANGE IN EMPLOYMENT, AUSTRALIA: BY INDUSTRY Mar Q 2013 to Mar Q 2014, trend values

As Table 1.1 showed, some 48,700, or nearly a quarter of total professional services firms, are consulting engineering, architecture and surveying firms.

Health & community services Personal & other services Construction Agriculture, Forestry and Fishing Government administration & defence Electricity, gas & water supply Manufacturing Education Mining Retail Trade Finance & insurance Real estate services Cultural & recreational services Transport & storage Communication services Professional services Accommodation, cafe & restaurants Wholesale Trade

Other major subdivisions of the industry are: • Management consulting, 56,700 firms • Accounting, 32,000 firms • Legal, 19,000 firms • Design,14,000 firms, and • Advertising, 11,000 firms The industry also includes scientific researchers, market researchers, professional photographers and veterinary practitioners, but excludes all other medical professionals.

Given the strength of the boom in resource development and its impact on related consulting services, it is likely that employment in consulting engineering, architecture and surveying has been more volatile than employment in the rest of professional services.

As Chart 1.2 shows, employment in professional services remained steady throughout calendar 2011, grew strongly in the first three quarters of 2012, steadied in 2012/13, but has been falling since.

-60

-50

-40

-30

-20

-10

0

10

20

30

40

50 '000

Source: ABS 6291.0.55.003

Drawing on these data and on industry sources, we estimate that the industry employed an average of about 300,000 people in 2012/13 and generated revenues of around $47 billion.

Over the year to the March quarter of 2014, we estimate that industry employment fell by 17,000 or 6%, from 290,000 to 273,000.

CHART 1.2: PERSONS EMPLOYED, SELECTED AUSTRALIAN INDUSTRIES 1.2

Index base: Sep Q '10 = 100, trend values

Index

FINANCIAL PERFORMANCE

150

In its annual Survey of Practice Performance, Consult Australia collects data on the financial performance of a sample of consulting engineering firms. In this section we report some of the findings of the 2012/13 survey of ten large firms.

140

To conform to current Australian Bureau of Statistics (ABS) definitions, large firms have been defined in this survey as those employing 200 or more people.

Table 1.2 shows the average profit performance of these large firms.

130

The average large firm had assets of $129.7 million. It generated an income of $308 million and earned a pre-tax profit of $9.7 million. This pre-tax profit represented a margin of 3.2% on income and a return on total assets of 7.5%.

120

Judged against the past history of these surveys, last year’s profit results were very poor.

Because the composition of the firms included in the surveys changes from year to year, it is not possible to make close comparisons. In the past, however, the large firms have typically achieved a margin of around 10%, turned over assets twice, and hence earned a return on assets of 20%.

110 100 90

Last year saw margins cut to about a third of normal and, although asset turnover improved to 2.4 times, return on assets fell sharply to 7.5%.

Source: ABS 6291.0.55.003 Sep '10

Dec Mining

Mar '11

Jun

Sep

Manufacturing

5 CONSuLT AuSTRALIA’S Economic ForEcast

Dec

Mar '12

Jun

Construction

Sep

Dec

Mar '13

Jun

Professional services

Sep

Dec

Mar '14

All industries

CONSuLT AuSTRALIA’S Economic ForEcast

6

MEDIUM FIRM OF THE YEAR

As the winner of Consult Australia’s Medium Firm of the Year award for the second year in a row, BG&E has proved itself among one of the top civil and structural engineering consulting firms in Australia. Originally formed in Perth, Western Australia in 1970, BG&E currently employs more than 100 staff and has Australian offices in Perth, Sydney, Newcastle, Brisbane and Melbourne with Middle Eastern operations in Dubai and Abu Dhabi.

BG&E specialises in building structures, facades, bridgeworks, civil engineering and infrastructure. Since its inception, BG&E has established an international reputation for technical and engineering excellence combined with an innovative, yet cost effective and practical approach to its projects.

The firm maintains a small number of strategic alliances with organisations that provide specific expertise which are complementary to its own. It distinguishes itself and maintains its competitive position though the high quality of engineering advice and services.

This is achieved through the skill and professional dedication of its staff and a corporate commitment to providing a high level of personalised client service and engineering excellence.

Maintaining the satisfaction and support of clients is an extremely important facet of BG&E’s business. The number of long-term client relationships the firm maintains is a testament to its success in this area.

BG&E is proud of its high retention rate which it has maintained through challenging times.

The firm offers satisfying and professional growth paths, combined with technically challenging and interesting work.

Clients and staff alike are impressed by BG&E’s approach to assembling projectspecific teams in a way that improves the integration of all aspect of the technical requirements across the various disciples.

The combination of highly experienced, senior staff with junior team members enables an optimum blend of technical competence, with fresh new ideas, to produce a high-quality product in a short timeframe.

The combination of highly experienced, senior staff with junior team members enables an optimum blend of technical competence, with fresh new ideas, to produce a high-quality product in a short timeframe.

BG&E is characterised by a flat structure, which facilitates knowledge sharing, provides project teams that utilise the best available expertise and provides clients with open access to the highest level of skills and experience. The firm views their office culture as one of their key differentiators.

The firm works hard to ensure that all staff are made to feel like a valued member of the team. It deliberately sees out personnel who are outgoing, personable, highly motivated and possess high quality interpersonal skills, with strong abilities to work in collaborative environments. BG&E employees are empowered to take initiative and responsibility for project outcomes within their area of influence.

The firm has a strong emphasis on providing engineering services to those who it would benefit most; often being those who find it the hardest to access. The firm undertakes selected pro-bono projects that benefit from technical expertise and experience

the firm lends. The pro-bono program has a dual focus on addressing issues of poverty, disadvantage and poor public health in Australia and around the world and on supporting Australian artistic and cultural endeavours.

ability to think outside the box as displayed through their involvement with the Luxe Apartments at Woolloomooloo. They particularly commended the innovation and creativity of the design team, making special mention of the use of the diaphragm wall and implementation of the-top down construction of the building.

JUDGES’ COMMENTS

They considered BG&E’s commitment to client satisfaction exemplary and praised their perseverance in producing a well polished, highly functional piece of infrastructure.

The judges were impressed with BG&E and commended their innovation and

The judges commended BG&E’s commitment to ensuring the productivity and well being of all members of their staff and were also impressed with the firm’s approach to maintaining both quality and professionalism in the work place.

They noted that the firm consistently shows industry leadership in their approach to originality and innovation and should be considered an example and an inspiration for firms of a similar size.

LARGE FIRM OF THE YEAR Parsons Brinckerhoff is a global consulting firm assisting public and private clients to plan, develop, design, construct, operate and maintain critical infrastructure.

Founded in New York City in 1885, Parsons Brinckerhoff is a diverse company of 14,000 people in more than 150 offices on five continents. With a strong commitment to technical excellence, a diverse workforce, and service to clients, at any one time the firm is at work on thousands of infrastructure projects throughout the world—ranging from mega-projects to smaller, more local ones.

The firm serves both public and private clients, and offers skills and resources in strategic consulting, planning, engineering, program management, construction management and operations and maintenance.

Parsons Brinckerhoff provides services for all models of infrastructure, including transportation, power, energy, community, development, water, mining and the environment.

Over the past few years the firm has undergone drastic changes and significant growth. In 2009 Parsons Brinckerhoff became the professional services division of Balfour Beatty plc, the international infrastructure group operating in professional services, construction services, support services and infrastructure investments.

In January 2010, Heery International, an architecture, interior design, engineering, construction management and program management firm based in Atlanta, Georgia, became the U.S. buildings operating company of Parsons Brinckerhoff. In October 2010, the Halsall Group, based in Toronto, became Parsons Brinckerhoff’s Canadian operating company.

Parsons Brinckerhoff prides itself on its staff; hiring professionals who are creative, award winning, environmentally and socially conscious, and keenly aware of the clients’ needs. The firm values diversity in its workforce and welcomes new talent and experienced professionals with the same enthusiasm.

The firm has a strong emphasis on its staff and offers a range of career development and professional enrichment programs including: • Internal research and development programs that allow staff to explore a technical subject in detail

• Employee networks that promote dialogue and knowledge-sharing • Training and mentoring programs aimed at enhancing business and technical skills • Internal certification programs that provide recognition for individual accomplishments The firm has created an exemplary work environment that promotes technical excellence and professional development while maintaining the highest ethical standards and superior service to its clients.

The firm commits itself to inspiring the world’s best teams to create innovation solutions for physical assets that enhance communities for future generations. It does this with integrity, teamwork, excellence and respect.

Parsons Brinckerhoff strives to uphold the example set by its founders, William Barclay Parsons, who devoted much of his energy and talents to community service. The firm honours this legacy through excellent interactions with stakeholders, both within the company and the wider community.

JUDGES’ COMMENTS: The judges were extremely impressed with the manner in which Parsons Brinckerhoff have displayed a true commitment to excellence in all areas of their operations.

Particular mention was made of the Glenfield Junction Project and the way in which the firm implemented an impressive approach to project management while displaying exceptional engineering design and execution.

The consistency of the firms commitment to clear and concise communication with various clients and stakeholders was highly commended as was the exemplary way they champion the issue of Safety in Design in all areas of their work.

As a large firm, Parsons Brinckerhoff displays both commendable leadership and a high level of creativity—making them a world class engineering and design consulting firm.

CONGRATULATIONS TO EACH OF OUR 2014 GOLD AWARD WINNERS COLLABORATION Parsons Brinckerhoff (as part of Glenfield Junction Alliance) for the Glenfield Junction Project Client: Transport for NSW PROJECT OVERVIEW: The Glenfield Junction Project is a NSW Government initiative aimed at responding to issues of reliability and passenger growth on the rail network. The Glenfield Junction Alliance comprised of Transport for NSW, Parsons Brinckerhoff, Bouygues Travaux Publics and John Holland—all very different organisations in terms of size, experience and culture. The success of the project required expertise and local knowledge to be combined with a high level of innovation in design and construction.

Glenfield Junction Alliance started design work on the project in early 2009 with construction beginning in December of that year. Most of the work was completed by January 2013.

Glenfield Junction achieved success with a positive safety culture and no environmental impact during construction. The project was internationally recognised for use of GIS technology and received client commendation for on time and on budget delivery.

SIGNIFICANT ASPECTS: To ensure effective collaboration, Glenfield Junction Alliance adhered to processes that enabled the right people at all levels to come together to solve complex problems.

The Alliance’s careful use of innovative methods, segregation walls and precast concrete ensured efficient project delivery.

In this way Glenfield Junction Alliance delivered the design and construction of a northern flyover (a grade-separated junction for the East Hills Line, relieving rail congestion at this critical interchange),

the new Glenfield Station (an additional platform and a new aerial concourse to facilitate interchange between lines), the southern flyover (a grade-separated junction for the new South West Rail Link to Leppington) and an expanded rail corridor (allowing four tracks through Glenfield station).

Comprised of a strong team that mixed worldwide expertise and local knowledge, the Glenfield Junction Alliance was an example of true partnership. Drawing companies together with the right rail experience, financial capacity, resources and construction know-how, the Alliance aligned objectives to ensure that the project was delivered successfully and in

harmony with the surrounding community, stakeholders and commuters.

The close relationship between Glenfield Junction Alliance and other stakeholders minimised the impact on the travelling public, the surrounding community and local environment. Arrangements were made with RailCorp for major construction works to occur during track possessions to ensure as little disruption to pedestrians as possible and a temporary footbridge across Railway Parade allowed for both the demolition of existing structure and efficient construction of the new station. Changes to signage were also made to ensure ease of access for the public.

In addition to minimizing the impact on the travelling public, the Alliance worked closely with RailCorp, Transport for NSW, fire services and the police to conduct emergency exercises and collaborated on the production of operations and maintenance manuals.

In order to achieve success during the project design and delivery phase, the Alliance had robust systems and procedures in place to ensure transparency and which were overseen by the Target Out-turn Cost Manager.

The judges applauded the overall project emphasis on client satisfaction, as well as the Alliance’s strong leadership focus and the high quality of collaboration during preconstruction.

• Successful design and construction of the three major structures under complex site conditions and constraints

Alliance team, and commended them on the timely completion of this long term and on budget endeavour.

The Alliance considered the following to be notable achievements:

• Completion of works within the program set by the client and the budget agreed during project development phase

• Exemplary record in community relations, site safety and environmental protection

• Alliance behaviour that embraced the client and other stakeholders.

The judges were also impressed that the client sponsor was fully aware of what they needed to do in this live project and commended Parsons Brinckerhoff on the consideration and mindfulness they showed toward the community throughout the project.

• Innovative methods of planning were used and integrated with the full involvement of design and construction staff

JUDGES’ COMMENTS:

• Confidence of key stakeholders to allow work under live rail conditions in a tightly regulated system • Proactive cooperation with RailCorp as the end user

The judges were impressed with the high level of professionalism and innovation shown on the Glenfield Junction Project.

They noted the extreme complexity of the project, specifically in relation to the huge obstacles that were in the way of the

The judges applauded the overall project emphasis on client satisfaction, as well as the Alliance’s strong leadership focus and the high quality of collaboration during preconstruction. All agreed that Parsons Brinckerhoff had dealt with the challenge of the collaboration project extremely well and had presented a professional and wellexecuted project.

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DEVELOPMENT OF PEOPLE Hyder Consulting for the Leadership Action Groups available. This was achieved by leading events, presenting at executive meetings and organising client events. The program also aimed to create well-rounded leaders and to tap into the diversity of thought that existed within future leaders. Currently, at the graduate level, Hyder are working to develop a more cohesive skill set for their graduate consultants.

Since the creation of the action groups, there has been a marked improvement in the regions engagement levels with the initiative achieving an ‘Engagement Index Scores’ across Australia of ‘excellent’ at 91%—a 4% increase from the survey

PROJECT OVERVIEW: Determined to distinguish themselves from other consulting firms in the industry, Hyder Consulting decided to turn their vision ‘to be the next evolution in design and engineering consultancy’ into a reality. Committed to thinking about leadership more consciously and encourage people to deliver on the above ‘leadership brand’, Hyder developed three Leadership Action Groups.

Spread across the organisation, the Leadership Action Groups were positioned to receive direction from and exposure to the regional Board and have access to training and development programs. Each Leadership Action Group had a Regional Executive Team sponsor who acted as a mentor for the group to help align their activities to strategy and communicate the diversity of their ideas (as future leaders) at the executive level.

SIGNIFICANT ASPECTS: Hyder implemented three different groups at three distinct levels in order to allow the firm to create leaders at all levels within the organisation that were both engaged in the company strategy and focussed on its clients. The Leadership Action Groups make up 19% of the total number of permanent staff members and are made up of the following: • Professional Growth Network (PGN): To facilitate the development of the next generation of Hyder’s business leaders by providing a supporting framework for experienced staff seeking to develop their career in senior management (20 active members)

The aim in creating the Leadership Actions Groups was to expose people to opportunities outside of their normal roles and allow them to step up through leading activities and groups at a time when other more formal leadership positions were not available.

• Leadership Action Group (LDG): To facilitate the development of Hyder’s young professionals through a combination of action learning projects, networking opportunities, and formal and informal training (35 active members) Graduate Group: To facilitate the development of graduates as they transition into the consulting professions (50 members)

conducted in 2011 marking a significant improvement. Hyder senior staff also noted that more leadership positions had been recruited for internally and that they had recently appointed a number of staff to management positions that had been part of the Professional Growth Network.

The Leadership Action Groups regularly provided updates to executives at quarterly executive meetings, produced intranet articles and had the opportunity to speak to global board members. Each Leadership Group had a Regional Executive Team sponsor that helped mentor the group so that their activities were aligned to strategy.

The most important aspect in the mentoring process involved fostering diversity of their ideas and in doing so, the ideas of future leaders were communicated at the executive level.

The judges commended the high level of professionalism associated with this project, especially in the instance of identifying the large gap between senior management and lower level employees.

They were impressed by many aspects of the program, especially the creation of the Leadership Action Groups.

The aim in creating the Leadership Action Groups was to expose people to opportunities outside of their normal roles and allow them to step up through leading activities and groups at a time when other more formal leadership positions were not

JUDGES’ COMMENTS:

The judges also applauded the way in which Hyder had established the groups in terms of how they operated and their decision to create three different levels in order to allow for growth, development and diversity.

Overall this was seen as a very impressive project, especially on the scale required at an organisation as large as Hyder. They also commended the level of organisation wide involvement in the project.

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SUSTAINABILITY IN DESIGN Arup for Using the Main Outfall Sewer to improve Liveability in Melbourne’s West

PROJECT OVERVIEW:

SIGNIFICANT ASPECTS:

When Melbourne Water needed to develop a comprehensive landscape plan and water management strategy to revitalise the Main Outfall Sewer in Melbourne’s West, they approached Arup for help. Built in 1800 and decommissioned in the 1990s, the heritagelisted sewer had fallen into disrepair, becoming a liability to Melbourne Water in terms of maintenance costs and safety.

This multimillion dollar project utilised the Main Outfall Sewer to improve liveability in Melbourne’s West and provided a vital link for the community: encouraging people to get out of their cars and connecting people with community facilities, public transport and places of work. The design offers 100ha of linear park providing a central spine through Melbourne’s growing Western suburbs while also acting as a haven for local flora and fauna, and implementing improvements to water quality, stormwater harvesting and flood mitigation for the region.

Arup developed a process and a design to restore and utilise the Main Outfall Sewer.

By conveying stormwater along its 25km alignment, the project created multiple wetlands and lakes, leading to a purification of stormwater, reductions in potable water usage, flood control and the establishment of a biodiversity corridor.

The highly comprehensive stakeholder engagement process utilised Arup’s Collaborative Mapping Platform and a series of visioning workshops. This involved a detailed cost benefit analysis across the lifetime of the project, including property value uplift, flood mitigation, health and connectivity, pollutant removal and the increased tree canopy cover. These workshops enabled the various stages of the design process to move forward through a detailed implementation plan.

The core project working group included Melbourne Water, City West Water, Southern Rural Water, the Office of Living Victoria, VicRoads as well as Wyndham and Brimbank council.

Since inception, the project has been driven by various goals within three core principles: • Connectivity: To have the Outfall Sewer act as a spine of activity, a movement corridor, a green corridor, an entertainment corridor, a journey and a destination. A place of entertainment and enjoyment, recognising and celebrating heritage and providing people a place in which they can stop, engage and view the landscapes and vistas.

• Functionality: To act as a functioning corridor and a space for water harvesting and movement, education and interface. A flexible and resilient space that can retract and expand as desired (swales, wetlands, retention ponds and terracing are all part of the water story).

• Legacy: Recognising and respecting past engineering feats and transforming that

into an iconic high quality urban spine connector for multiple uses for generations to come. It is a product for the community to engage with and be proud of.

The completion of the renewed Main Outfall Sewer had a vast affect on the area of West Melbourne. Arup estimated that there would be a $46.5 million raise in amenity and liveability value over the project’s life cycle, a $13 million increase in health per annum, a $2.8 million increase in environmental flow, a $1.5 million increase in tree planting and a estimated value increase of water production valued at $15 million per annum.

JUDGES COMMENTS The judges were very impressed with this project and commended Arup for recognizing the heritage of this aged piece of infrastructure noting that there were various smaller issues within the larger project. They thought the finished project of the Main Outfall Sewer had an overwhelmingly positive effect on West Melbourne and were highly impressed with the economic and social developments provided by the project and the accompanying video, noting that it was very informative and well balanced.

SUSTAINABILITY IN DESIGN WSP Group for Central Park - Central Thermal Plant

PROJECT OVERVIEW: The engineering heart of Central Park (the mixed-use urban renewal development in Chippendale, Sydney), The Central Thermal Plant (CTP) is a highly complex industrial scale utility delivered in a dense precinct without compromising visual or environmental amenity.

The plant is an integrated precinct utility system for energy and water that has pioneered the delivery of district infrastructure in an urban regeneration context. Delivered by Frasers Property Australia and Sekisui House Australia, the project demonstrates the developers’ aspirations to create an environmentally sustainable urban precinct through a combination of certified green buildings, green public domain and sustainable district utitlities infrastructure.

Testing the governance structure of energy market regulation, The Central Park Thermal Plant has broken new ground in the reticulation and commercialisation of thermal energy networks within Australia.

It is also the first Environmental Upgrade Agreement and first low-carbon fund in Australia to be fully privately funded.

SIGNIFICANT ASPECTS: The Central Park Central Thermal Plant (CTP) is a path leading project for urban utilities, changing the paradigm for our management of urban energy and water networks. Careful to work within the parameters of the Central Park development, there were three key areas in which design, construction, development and commercial teams needed to innovate: the technical innovation of a complex,

interconnected utility systems; the commercial innovation for finance; and governance to operate, connect and retail integrated utility services across and beyond the precinct.

The ground breaking technology innovation at the Central Park CTP is the integration of cutting edge technical systems with the core of the thermal plant being the central chilled water and hot water plant which balances all the thermal loads in Central Park including air conditioning, residential hot water and space heating.

The overall utility is a complex mix of interdependent systems: • The thermal network reduces the diversity of demand and enables optimal chiller and boiler functionality • The thermal capacity is backed up by tri-generation, adding fuel diversity and low-carbon electricity to the precinct • The connection of multiple buildings with different profiles allows the tri-generation plant to be run optimally, realising its carbon efficiency potential • The on-site generation capacity and private wire network reduce the impact on city electrical infrastructure • The central thermal plant allows heat rejection to be located, opening roof space for productive use • The condensed heat rejection plant enables the viability of the water recycling component • The water recycling plant provides water for toilet flushing and irrigation • Irrigation enables the iconic green walls and high quality public domain to be

maintained with minimal environmental impact.

This layering, connecting and integration of cutting edge technology across an urban precinct is ground-breaking within Australia. The precinct offers energy diversity associated with retail, commercial, civic and residential, hotel and student accommodation uses. The ability to use the same plant to supply this diverse energy demand means the efficiencies are realised in plant capacity. It is estimated that the CTP will save 136,000 tonnes of CO2 equivalent green house gasses over 25 years or the equivalent of taking 2,500 cars off the road annually. The Central Thermal Plant demonstrates engineering that serves people, profit and planet—demonstrating an exemplary and enormous project for urban utility infrastructure.

JUDGES’ COMMENTS: The judges agreed that Central Park Central Thermal Plant was a comprehensive and well-designed project representing a holistic way-of–the-future development. They noted that the long-term view taken on energy resources was outstanding, praising the productive use of the mix of interdependent systems.

WSP were commended for realising that the project had a need to become self sufficient, and for taking a risk to provide a solution that would make this possible; thereby paving the way for other communities and districts to follow suit.

The judges were impressed with the number of innovative individual projects within the CTP and considered the project to be world leading.

TECHNOLOGICAL INNOVATION Robert Bird Group for One Central Park, Sydney

PROJECT OVERVIEW:

SIGNIFICANT ASPECTS:

Determined to set a new standard in engineering excellence and to create the next Sydney icon, Robert Bird Group engineered One Central Park. A residential and retail building, One Central Park forms part of the Fraser Property Australia and Sekisui House Australia development of the old brewery site adjacent to Broadway in Chippendale, Sydney.

The focal point of the project and probably the most vital aspect of the design and construction process is the cantilevered sky garden and reflector frame. Both the sky garden and the reflector frame required precise and detailed construction during the development processes. In order to build the cantilever structure safely at such a height, construction techniques commonly applied to bridge-building were required to avoid the use of formwork or scaffolding.

Steel was selected as the most appropriate material due to its strength and light weight, and allowed the cantilever structure to be built in stable segments that could be safely pre-fabricated on the ground and then lifted into place.

Constructed without incident, due to careful planning and design coordination by the design team, the 34 storey (East) tower sits adjacent to an 18-storey (West) tower, sharing a common podium and 5-level basement. Innovations used to construct the building include special detailing of the rotary moulded plastic planter boxes used throughout the precinct, structural isolation of the central thermal plant and water treatment facilities, and the creative design of multiple architectural elements throughout the precinct.

One Central Park has been rated number 5 in the world by Emporis and has been ranked as the ‘best tall building’ by the Council on Tall Buildings and Urban Habitat (CTBUH). One Central Park exceeded the original client’s expectations for price per square metre, currently $13,000/m2, and has helped to promote Frasers Property Australia and Sekisui House Australia pursuit of excellence.

As the principle structural engineers for the One Central Park development, Robert Bird Group were responsible for the design of the innovative cantilevered steel structure supporting the sky garden thirty storeys above the ground. As the main feature of the building, the sky garden structure extends horizontally some 25 metres from the East tower facade before in turn supporting an eccentrically-placed reflector frame and mirror array that cantilevers an additional 20 metres horizontally (totalling 45m) beyond the building.

An extremely challenging aspect of the project, and another key innovation in this

process, was the construction methodology used in the erection of the trusses and reflector frame. Given the structures position some 105m above the ground, and the inherent instability of the structure during the erection process, Robert Bird Group produced a solution that minimised both risk and time, incorporated safety in design and ensured that the final performance was not compromised.

Key elements of the design included the use of grade 400 steel fully fabricated truss and reflector frame, structural isolation of the truss from the residential slab (including machined bearings), steel structure mimicking of concrete detailing for continuous facade systems and specialised building maintenance systems to enable inspection and servicing of the cantilevered structure.

A future Sydney icon, One Central Park encompasses distinguished engineering excellence through design elements that include: • A cantilevered ”sky garden” structure and eccentrically-supported reflector array that extends a total of 45m from the building facade • A “Heliostate” system that is able to reflect light into the podium • A facade supporting the world’s tallest vertical garden, extending over 100 metres in height

One Central Park has been rated number 5 in the world by Emporis and has been ranked as the ‘best tall building’ by the Council on Tall Buildings and Urban Habitat (CTBUH).

• A precinct-wide central thermal plant providing sustainable energy to the precinct • A “blackwater” treatment plant capable of harvesting and re-using water throughout the site.

Robert Bird Group’s completion of this amazing engineering feat. All thought the engineering execution and design were exceptional, noting that this technique had previously only been associated with rail and bridge work and had never before been used for a building.

Robert Bird Group also designed all base structures for One Central Park including the two towers, central thermal plant, retail precinct and surrounding new buildings which also contributed to Frasers Broadway Development.

One Central Park was praised as an Australian first for engineering design and construction technique. Robert Bird Group’s commitment to the elimination of risk and maximising safety was also commended.

JUDGES’ COMMENTS:

The judges congratulate Robert Bird Group for this holistic, brilliant and innovative project!

The judges acknowledged the complexity of this project and were impressed with

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TECHNOLOGICAL INNOVATION Waterlink SA-MWH Global, PB & Tonkin Consulting

for the Predictive and Operational Analytics Tools for the Adelaide Metropolitan Water Distribution Network PROJECT OVERVIEW: In December 2010, SA Water embarked upon the $400 million North South Interconnection System Project (NSISP).

The project was created to improve the reliability of its water supply through a series of new transfer pipelines, pump stations and other enhancements to the existing water network. Waterlink SA is a joint venture (JV) comprising MWH Global, Parsons Brinckerhoff and Tonkin Consulting.

The JV contributed engineering, project management and design services to the North South Interconnection System Project in an integrated project team environment with SA Water.

In order to produce and maintain this highly flexible and complex operation, the project team designed and implemented a suite of Decision Support Tools that established the most productive operation of the network in terms of cost and customer service.

The Decision Support Tools consist of four components and are unique in that they enable real time operational analytics (what is happening now across the network and how should we respond to it?) as well as predictive analytics (what will happen in the future?). The four components consist of:

produce water from any of its treatment plants, including the new desalination plant, and move it to almost anywhere in the metropolitan network.

• The Demand Forecasting Tool—capable of calculating water demand across the entire network at 30 minute intervals, for seven days

Much more than a technological implementation project, the design and implementation of the Decision Support Tools was large and complex, presenting numerous construction constraints. While the tools were critical to ensure efficiency of the operation of the metropolitan network, the success of the project came from taking a business transformation approach and looking at not only the technical elements but also at stakeholder engagement, change management, capability building, training and ownership of the solution in the long term.

• The Distribution Optimisation Tool— provides a clear picture of how this demand can best be met by analysing how much water needs to be supplied to meet demand against the available water • The Network Operations Model—a hydraulic model of the network connected to live supervisory control and date acquisition (SCADA) information to set current conditions • The Network Status Display—bringing all information across the entire network including asset management, geographic information system, water quality, billing and meteorology, into a single portal to enable fully informed decisions to be made.

The Decisions Support Tool project was a critical component of the larger $400 million North South Interconnection System Project.

These upgrades allowed SA Water to

SIGNIFICANT ASPECTS:

Realising that the Decision Support Tools would have a far-reaching impact across businesses from the get go, SA Water and the project team developed a detailed and comprehensive engagement plan. The first 12 weeks of the project included 80 workshops and interviews across the SA Water business. Through the development of the project, the team and SA Water leadership identified key stakeholders, power users and ‘champions’

and incorporated them into a project team comprising SA Water staff and Waterlink joint venture staff.

SA Water identified the most appropriate technology suited to meet the needs of the business. A world first, the project uses real time hydraulic modelling technology combined with predictive and operational analytics and linear programming optimisation techniques to present the historic, current and future optimised performance of the entire water supply network from ‘source to tap’.

JUDGES’ COMMENTS: Agreeing that any project relating to water quality is absolutely crucial, the judges considered the North South Interconnection System Project to be an exceptional feat of engineering. The construction of this world first, real time hydraulic modelling technology thoroughly impressed the judges, and they noted the extreme difficulty of the enterprise, praising the brain power and thought behind the design.

The judges unanimously agreed that this was a project that will pave the way for future similar enterprises in water quality and design.

TECHNOLOGICAL INNOVATION BG&E for Luxe Apartments Woolloomooloo PROJECT OVERVIEW: Located in Woolloomooloo between Crown Street and Sir John Young Crescent, the construction of Luxe Apartments began in late 2011 by FKP Constructions. For fifteen years prior to commencing construction, various owners and developers had investigated the feasibility of constructing apartments on this site. BG&E were approached by FKP to undertake the final structural design after the tender drawings had been prepared by another consultant.

The project consists of two residential buildings of seven and eight stories built over a three level basement car park. Above ground, the structure is not unlike any other concrete framed building in terms of complexity; however it was below ground that the enormity of the challenge emerged in the early stages of development. Various options were considered before FKP and BG&E made the difficult decision to proceed with a top-down solution as it was seen to carry the least risk.

SIGNIFICANT ASPECTS: In the preliminary construction and design process, there were a number of significant issues influencing the design. These issues included: • A heritage building with high level strip footings adjacent the north boundary with pre-existing cracks and high susceptibility to damage from ground movements.

• Heritage listed brick terrace houses about 3m from the southern site boundary.

Ten separate owners also presented a logistical challenge for FKP in gaining

the requisite permissions for temporary ground anchors beneath these properties.

• Variable underground flow rates, rock levels and ground water levels.

• The Cross City Tunnel (CCT) running parallel to the western boundary below Sir John Young Crescent about 12m from the boundary prevented the use of ground anchors.

• Highly variable rock levels ranging from 3m above to 8m below Basement 3.

• The retaining structures from the previous construction could not be removed due to their depth and proximity to the boundaries.

• A car park and apartment layout that was essentially fixed as marketing and sales had already commenced at the time of BG&E being appointed.

• A high design water table was 7.7.m above Basement 3 level.

The project consists of two residential buildings of seven and eight stories built over a three level basement car park. Above ground, the structure is not unlike any other concrete framed building in terms of complexity; however it was below ground that the enormity of the challenge emerged in the early stages of development.

• Very weak and soft alluvial material up to 15m deep above good rock.

BG&E worked in close consultation with the architect, geotechnical engineers, precaster, steel fabricator, and the construction team to ensure FKP Constructions requirements were achieved.

BG&E and FKP Constructions were committed to providing the client with a buildable solution for the basement that would save time and reduce risk while working within the numerous design and construction constraints. Two main options were investigated for the basement walls to prevent the ingress of water due to the high water table. On carrying out the risk assessment, the geotechnical engineers determined that a top-down construction would pose the least risk of excavation induced movement and damage to adjacent structures. This top-down approach also provided program advantages,

as construction could proceed both upwards and downwards at the same time.

The process required for top-down construction entailed careful and strategic designing and planning from BG&E. Innovative solutions were required to produce a structure that satisfied all strength, serviceability and stability code requirements while meeting the objectives of the architecture and construction methodology. Variables that had to be carefully considered included: the structure and design of the columns through the creation of transfer beams; lateral stabilising cores; and ensuring a smooth and safe excavation process.

Construction was completed by mid April 2013. Due to the sensitive structures surrounding the site, the project carried significant design and construction risks however the top-down construction approach was able to successfully reduce this risk to acceptable levels.

BG&E also created an innovative technique in constructing the lift and stair cores, which enabled the top-down construction to be

Due to the sensitive structures surrounding the site, the project carried significant design and construction risks however the top-down construction approach was able to successfully reduce this risk to acceptable levels. achieved without the use of temporary piles and temporary transfers by using discreet precast blade columns within the thickness of the walls. The final solution for this project produced considerable time savings and reduction of project risks for the client.

JUDGES’ COMMENTS: An outside the square endeavour, the judges recognised what a challenging task this was and considered the end result of Luxe Apartments to be an enormous engineering achievement. The judges called

the use of the diaphragm wall ‘amazing’ and were truly impressed with the methods used to produce the top down construction of the building.

They also praised the structure of the columns through the creation of the transfer beams and lateral stabilising cores.

The level of client satisfaction achieved, particularly in light of the degree of difficulty, was impressive.

The judges commended BG&E on conquering the design challenges while creating and maintaining innovation.

CLIENT FOCUS SMEC for Geraldton Port Authority Asset Condition Assessment PROJECT OVERVIEW: Located 424 kilometres north of Perth, Geraldton Port is a key trade gateway, linking the Mid-West with international markets and creating economic benefits for the region. After experiencing an sustained period of trade growth, Geraldton Port Authority recognised that they needed to increase port capacity to meet forecast demands.

As the principle engineering consultants for the project, SMEC integrated with Geraldton Port Authority to successfully complete a strategic, risk based Asset Condition Assessment (ACA) to support Geraldton Port Authority’s vision. Through this proactive approach, they implemented a plan for Geraldton Port Authority to deliver consistency across its port asset management planning, inspection and maintenance, enabling them to improve operational efficiency in a sustainable manner.

The success of the project depended on establishing and maintaining proactive communications between SMEC and Geraldton Port Authority. Effective communication at regular and key stages of the development enabled the integrated team to stay afloat and manage client expectations, delivery risks and scope of works.

Appointed to fulfil key roles in the subsequent phases of the project, SMEC engineered and innovated a detailed design of a new 75m rock wall to protect key port infrastructure assets, prepared comprehensive technical guidelines for the design, construction and maintenance of Geraldton Port Marine and rock structures and implemented the secondment of a key SMEC team member to support Geraldton Port Authority with the development of prioritized business cases and scope of work for priority Geraldton Port Authority assets.

SIGNIFICANT ASPECTS: The demands associated with designing a project of this magnitude and complexity required careful and efficient planning by the integrated SMEC and Geraldton Port Authority team. To ensure the success of the project, SMEC knew they had to identify and implement three communications practices. Internal stakeholder interviews were essential, while the presentation

of a staged delivery model with gateway review workshops would aid the progress of the project. Finally, clear and efficient progress reporting with the client and project delivering team would ensure clear, streamlined communication throughout the entire process

SMEC delivered an Asset Management Assessment that exceed the expectations of the multiple user groups within the client organization and which enabled Geraldton Port Authority to set out the framework for consistent port asset management planning, inspection and maintenance.

Once those three communication practices were decided upon, SMEC knew there was still more do more to overcome the challenge of delivering an outstanding project. A ‘Discuss, Identify and Understand’ approach was implemented by the integrated SMEC and Geraldton Port Authority project management team.

This gave the internal Port Authority stakeholders the opportunity to raise issues and identify challenges and opportunities at key stages of the project.

Geraldton Port Authority combined its forward thinking approach with SMEC’s expertise in condition assessments and whole life asset management. This created a team who were able to define and establish an asset condition and consequence rating system that aligned with the early recommendations of the Ports Australia Warf Structures Condition Assessment Manual, making Geraldton Port Authority one of the first ports in Australia to implement this.

The main objectives in achieving the client’s desired project outcomes for the Asset Condition Assessment were: • Determining the current condition of all assets and identifying and defining asset components and understanding design criteria and maintenance history

JUDGES’ COMMENTS:

• Estimating the cost of remedial maintenance activities by examining the diverse range of materials, asset components and operating environments

The judges agreed that any engineering effort involving water is a challenging, large-scale initiative. They acknowledged that working across five offices was an ambitious idea but one that proved to be efficient and successful in this instance.

They considered SMEC to be both client and team focussed throughout the project and particularly commended the collaboration between SMEC and Geraldton Port Authority in their efforts to create the final Asset Condition Assessment.

• Determining the increase in economic life through the 30 year assessment period combined with the range of potential remedial works and maintenance activities.

The judges applaud SMEC for their industrious efforts and commitment to implementing the various hydraulic technologies and methods required to successfully complete this project.

• Estimating the remaining economic life of the assets related to the availability of historical construction and maintenance records

FUTURE LEADER Rhys Anderson from Arup Rhys has demonstrated leadership abilities above those of his contemporaries in both the management of projects he has taken on internally and externally, and through his influence in the Arup office environment. These initiatives have made him a valued young professional both in and out of the Arup community and a key player in the water industry.

After spending almost six years at Arup, Rhys Anderson has proved himself to be an integral part of both the water business and the fabric of the Melbourne Arup office, with his influence extending far beyond the water industry.

Having graduated from RMIT University in 2008 with a Bachelor of Engineering (Chemical) with Honours First Class, he has since sought out opportunities to continue to expand his knowledge and professional development in the water sector.

Involved in a number of projects delivered by the water business within Arup, Rhys has helped established the team as a key player in the industry. As the primary project engineer, Rhys played a major role on the delivery of the Yarra Park Water Recycling Facility, a new Class A recycling plant located at the MCG. In 2010, his second year at Arup, Rhys co-founded the Young Arup Professionals (YAP) group within the Melbourne office with the aim of improving business development and networking skills for early career professionals. He then supported the formation of groups in the Brisbane and Sydney offices, leading a committee through a key review period for the group, providing regular updates to the Melbourne Office and obtaining buy-in and support from upper management.

The longevity of the group, without the need for significant guidance from senior management, is a testament to both its set

up and to its ability to meet the needs of younger professionals within the office.

In 2013, Rhys was chosen to take on the role of Australasia Water Skills Network Manager. With a subscription group of over 120 people across the Region (Australia and Singapore) Rhys has sought to enhance the research value and build relationships with research organisation through partnering on internal research and development projects. This is an important internal role in the water business, contributing to the unique knowledge sharing culture of Arup, and Rhys has led a number of initiatives, including regular knowledge sharing lunchtime events across the region and has coordinated the development of proposals to receive internal research funding.

Through his initiatives in growing the relationships with key clients and collaborators, Rhys has introduced and led the development of dynamic wastewater modelling skills in the Australasia region with the use of the GPS-X software package. This endeavour will assist Arup in developing and winning new and additional work in wastewater treatment design projects.

Aside from his many achievements within Arup, Rhys has also made a number of contributions in the wider community. He passionately believes that engineers should play key roles in helping to communicate the ways in which infrastructure and services provide value to the community, the

importance of engineers and engineering and the complexities involved in delivering innovation projects.

As a result he is driven to actively engage with both the public and engineering students to promote engineering. Some of Rhys’s efforts have included: guest lecturing at RMIT; speaking on wastewater treatment and groundwater desalination; speaking at public events such as the Sustainable Engineering seminar to promote water recycling and its benefits; actively seeking out opportunities to manage and mentor work experience and vacation students; and hosting and running an Engineers Australia Engineering Week event at the Yarra Park Water Recycling Facility for 30 members of the general public to attend the site and learn more about water recycling.

Rhys has demonstrated leadership abilities above those of his contemporaries in both the management of projects he has taken on internally and externally, and through his influence in the Arup office environment.

These initiatives have made him a valued young professional both in and out of the Arup community and a key player in the water industry.

Christopher Tyler from Pritchard Francis Managed by Chris, the diversity committee is responsible for ensuring all employees are treated fairly and Chris has driven the implementation of diversity management, emphasizing to other members of the committee how crucial issues of equality are. responsibilities within the firm, overseeing a number of key areas in the business development process.

As an equity director at Prichard Francis, Christopher Tyler holds an important role in the strategic direction of the firm. Chris started his structural engineering career at Prichard Francis in Perth after receiving the inaugural University of Western Australia scholarship awarded to him in 2004.

Identified as a natural leader early in his career, Chris quickly assumed management responsibilities at the firm, providing leadership at the project level. Chris is now also heavily involved in the leadership of the firm as a whole.

In the first two years of his career, he was responsible for managing the engineering and client contacts for projects including the $9 million Walters Drive Office Development, a four storey office building, and the $15 million Myaree Showroom Development.

Three years on, Chris instigated a secondment position with the Bonacci Group in Melbourne— enthusiastically accepting the opportunity to take over a portfolio of projects and move into the role of Senior Engineer when an Associate Director resigned from the Bonacci Group.

Shortly after returning to Perth in 2011, Chris was made an Associate Director at Prichard Francis. At the age of 28, with less than five years’ of experience in the industry, it was clear that Chris would become an integral member of the firms’ management group. The transition into the role of Equity Director allowed Chris to demonstrate his outstanding leadership

In the Equity Director role, Chris has been pivotal in streamlining other internal business processes, in particular relating to the management of projects. Alongside his role as Equity Director, Chris is the Project Director for 40 open structural engineering projects active within the firm. He oversees the allocating of resources to projects, manages the internal technical development and training of all structural engineering staff and, in conjunction with another Director, holds staff reviews with structural engineers.

Chris’s role on the Board of Directors involves supporting the Human Resources business function and leading the Managing Diversity Committee. He has focused his efforts on improving HR processes through creating efficiencies by cutting paperwork and red tape for employees. Chris has an approachable personality and a willingness to provide support to other members of staff and is responsible for maintaining and enhancing the positive culture within the firm. Managed by Chris, the diversity committee is responsible for ensuring all employees are treated fairly and Chris has

driven the implementation of diversity management, emphasizing to other members of the committee how crucial issues of equality are.

Outside of his work at Prichard Francis, Chris is also an active participant in a number of engineering forums, seminars and conferences. He attended the 2007 Concrete Institute of Australia Conference in Adelaide, the 2010 Civil Engineering Conference for the Asian Region in Sydney, and the 2010 Australian Earthquake Engineering Society Conference in Perth.

After receiving the Western Australian Young Professional Engineer of the Year, he presented at a number of locations in Western Australia before going to Canberra to participate in the National Awards. In 2012, Chris also presented at the Concrete Structures for Sustainability Community Conference in Stockholm.

Chris has demonstrated his commitment to Pritchard Francis over the last nine years through his progression to the role of Director and by sharing in the responsibility for over 70 staff in WA. His friendly demeanour also contributes to the lasting relationships he has developed with the firms’ clients.

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SAFETY IN DESIGN Parsons Brinckerhoff for the Safety in Design at Parsons Brinckerhoff that if the Safety in Design process does not meet their minimum requirements, they secure changes to the client’s system or insist on implementing their own process.

The monitoring of the firm’s Safety in Design activities is managed in the following ways: • Corporate Safety in Design process and implementation is audited as part of the external certification process to Balfour Beatty’s Group Audit Protocol (BB GAP).

• The Safety Health Environment and Quality (SHEQ) Team is responsible for internal auditing and reporting on quality compliance including Safety in Design.

• Section level Safety in Design reviews are conducted by Safety in Design Champions and technical executives as part of their lead indicator targets.

Leaders and supporters for the concept of Safety in Design, Parsons Brinckerhoff Australia established a Safety in Design Steering Committee to ensure that the firm’s processes would align with international best practice and proposed changes to WHS legislation.

PROJECT OVERVIEW: As a leading global design firm, Safety in Design is an integral part of the core design process at Parsons Brinckerhoff. The firm’s Safety in Design processes were developed in conjunction with their Sustainability program to ensure whole of life value to the client and community, commitment to the Zero Harm Philosophy of no harm to any person or the environment, commitment to the community to ethically deliver bestpractice innovation and compliance with legislative requirements, and delivery of safe infrastructure for everybody.

The firm believes that the best outcomes are driven by inclusive attendance, a proactive safety culture and the competency and experience of those involved.

Committed to implementing a comprehensive Safety in Design system,

the firm holds internal training where engineers are reminded that their designs impact on the lives of family and friends who are part of their wider community. At Parsons Brinckerhoff, all staff are required to complete the mandatory Business Systems induction that covers the core Safety in Design process the firm follows.

SIGNIFICANT ASPECTS: The comprehensive detail of Parsons Brinckerhoff’s Safety in Design process ensures that by the end of their involvement in an asset’s lifecycle, they have managed all risks associated with the asset So Far As Is Reasonably Practicable (SFAIRP) through effective, innovative design. In setting up any project, the client and project partners are consulted to determine the best fit for the process. Parsons Brinckerhoff ensures

As an added measure of precaution, Parsons Brinckerhoff employees are also encouraged to capture observations and lessons learned on projects using the firm’s online Integrated SHEQ management systems (iMS) reporting tool. The Safety in Design Toolbox site on the firm’s local intranet contains all material needed to support Safety in Design activities, including links to the processes, training material, Safety in Design facilitators, reviewers and champions, legislation, guidance material, including the Consult Australia Safety in Design process, Safety in Design tools and supporting materials such as CHAIR, HAZOP and risk register templates.

Leaders and supporters for the concept of Safety in Design, Parsons Brinckerhoff Australia established a Safety in Design Steering Committee to ensure that the firm’s processes would align with international best practice and proposed changes to WHS legislation. The Steering Committee combined internationally experienced engineers from varying disciplines at Parsons Brinckerhoff to help create the procedures necessary to effectively eliminate and manage risks throughout the various stages of the design process. Over the past seven years, the firm’s Safety in Design Steering Committee has successfully: • Designed and implemented Safety in Design procedures that go above and beyond legislative requirements within Australia and New Zealand.

• Reviewed draft legislation, codes of practice, and guidance documentation released by government and industry,

providing technical feedback to drive a world-class initiative around Safety in Design.

• Worked with clients, venture/alliance partners and industry to understand the latest innovations in Safety in Design processes and incorporated these into the firm’s core project delivery framework • Implemented and updated awareness training and associated materials such as short videos and guidance documentation.

Parsons Brinckerhoff is steadfast in the seriousness of their commitment to ensuring Safety in Design in all aspect of their work and created the Safety in Design Champions to demonstrate this commitment. The Champions are volunteer engineers within Parsons Brinckerhoff who have the knowledge, skills and aptitude to take the lead in training and mentoring junior staff, facilitating safety in design workshops and monitoring the implementation of the firm’s Safety in Design process within the business.

The Safety in Design Champions ultimate goal echoes the firm’s overall attitude and commitment to all areas of Safety in Design.

The Five (5) Principles of Safety in Design which are inherent to the daily design activities of the company are:

1. Safety in Design is everyone’s responsibility 2. Safety in Design covers the whole asset life cycle 3. Safety in Design implements a risk management process 4. Safety in Design requires knowledge, capability and competency 5. Safety in Design relies on communication and consultation

JUDGES’ COMMENTS: The judges considered Parsons Brinckerhoff to be ahead of the pack in terms of Safety in Design. They were impressed that they had not only instigated the program long before being required to, but that they had also integrated it into their business well ahead of their contemporaries. They were also pleased with Parsons Brinckerhoff’s recognition of the zero harm policy initiative and commended the firm for their commitment to it.

Especially impressive to the judges were the Safety in Design champions, who they felt encompassed the firm’s attitude and commitment to implementing and maintaining an exemplary Safety in Design procedure.

HIGHLY COMMENDED

COLLABORATION

COLLABORATION

Project: Gosford Passing Loops Firm: SMEC

Project: Transport Network Reconstruction Program - Fitzroy Region Firm: MWH Global

COLLABORATION Project: Trackstar Alliance Darra to Springfield Transport Corridor Stage 2 Firm: Trackstar Alliance- submitted by Aurecon

DIVERSITY

DEVELOPMENT OF PEOPLE

SUSTAINABILITY IN DESIGN

Project: Emerging Leadership Program Firm: Calibre Consulting (previously Brown Consulting)

Project: Currambine Community Centre Firm: Norman Disney & Young

Project: MWH Diversity Program Firm: MWH Global

HIGHLY COMMENDED

TECHNOLOGICAL INNOVATION

CLIENT FOCUS

Project: Oil Spill Tracking Buoy for Rapid Oil Spill Response Firm: WorleyParsons

Project: Harrington Grove - A Successful Partnership Firm: Calibre Consulting (previously Brown Consulting)

FUTURE LEADER

SAFETY IN DESIGN

Project: SMEC Firm: Luke Menefy

Project: Beca Safety in Design Firm: Beca

CLIENT OF THE YEAR Project: Brisbane City Council Firm: SMEC

CONSULT AUSTRALIA AWARDS The 2015 Awards for Excellence were held on Friday 5th December at The Westin Hotel in Sydney. Guests from a wide range of member firms attended the Carnivale themed event, which featured a Salsa Band, dancing and even a conga line! Highlights of the evening included hearing from Consult Australia’s President, Matt Harris and CEO, Megan Motto as well as Executive Vice President

of National Strategic Partner BST Global, Javier Baldor.

Our congratulations to all the award winners and our thanks to all the entrants and everyone who attended for making the night a tremendous success and enabling us to showcase some of the brightest and best work the industry has to offer.

Entries for 2015 open in April and we look forward to seeing you in Brisbane next year!

December quarter 2014 Welcome to Forecast: a quarterly publication that aims to keep Consult Australia members up-to-date with the latest market trends in building and construction.

Overview In its latest World Economic Outlook, October 2014, the International Monetary Fund lowered its forecast of world growth in 2014 from the 3.7 per cent forecast last April to 3.3 per cent. Slower than expected growth in the first half of the year, and heightened risks about the future, were the main reasons.

Growth of 3.8 per cent is forecast for 2015: down from the previous 4 per cent. We still think that this is too optimistic and are forecasting 3.6 per cent growth in 2015. In this environment, commodity prices will stay low, limiting Australian export growth.

Following surprisingly large revisions to the quarterly national accounts, the annual estimate of growth in the Australian economy in 2013/14 has been marked down from 2.9 to 2.5 per cent. The main revision was to net exports, now shown to have contributed 1.6 percentage points, rather than 2 points, to growth.

Increased spending by households contributed another 1.6 points, and increased government spending a further half point. A fall of 7 per cent in business capital expenditure nevertheless offset these rises by 1.3 points.

World Economic Growth: 2013, 2014 & 2015 China India ASEAN-5* Developing economies World United States Advanced economies

2013 2014 2015

Japan Euro area

* Indonesia, Malaysia, Philippines, Singapore & Vietnam

-1

0

1

2

3

4

5

6

7

8

% change on previous year

Source: IMF, October 2014

Australian Economic Growth Percentage increase in real GDP

% 4.0

3.7%

forecast

3.5 3.0 2.5

2.5%

2.5%

2.4%

'12-13

'13-14

'14-15

2.7%

2.0 1.5 1.0

In its November forecasts, the Reserve Bank saw the economy growing by 2–3 per cent in 2014/15 and 2.5–3.5 per cent in 2015/16. Our forecasts are a bit lower than the mid-points of the Reserve Bank’s forecasts.

Preliminary estimates suggest that engineering construction activity fell by 3.2 per cent in the September quarter of 2014 to be about 12 per cent lower than a year earlier. We estimate that the fall in construction of mining, oil and gas facilities, not yet published, was about 8 per cent with no change in other activity. That, contrary to our estimate last quarter, was also what happened in the June quarter.

Engineering construction was down in all states and territories except the Northern Territory, where it rose by a massive 145 per cent.

Over the year to September, work on new housing increased by 10 per cent but on non-residential building by only 2 per cent.

0.5 0.0 '05-06

'06-07

'07-08

'08-09

'09-10

'10-11

'11-12

'15-16

Source: ABS 5206.0, author's forecast

Selected Construction Activity, Australia $ billion

Seasonally-adjusted annual rates, in constant 2012/13 prices

80 Other engineering construction 70

estimated Mining, oil & gas

60 50

New housing 40

Non-residential

30

Source: ABS 8755.0 20 Dec '11

Mar '12

Jun

Sep

Dec

Mar '13

Jun

Sep

Dec

Mar '14

Jun

Sep

Non-residential Building

Forward Indicators of Non-residential Building

Begun % done

Preliminary estimates show that activity was virtually unchanged in the September quarter, at a seasonally-adjusted annual rate of $36 billion, in 2012/13 prices, but was only two per cent higher than a year earlier.

Forward indicators weakened in the June quarter and remained negative. Work commenced in Australia in the year to June was four per cent less than work done; and at the end of June there was 8.6 months work in the pipeline, down from 8.8 in the previous quarter. The indicators were strongest, but only slightly positive, in Victoria and Queensland.

National approvals fell sharply again in the September quarter: by 9 per cent to a seasonally adjusted annual rate of $28.2 billion, 18 per cent lower than a year earlier. Commercial approvals increased by 24 per cent but all other types fell: industrial by 14 per cent, education by 3 per cent, health and aged care by 8 per cent and other buildings by 40 per cent. Public sector approvals, which have averaged 24 per cent of total over the past three years, rose to 27 per cent in the September quarter, highlighting the continuing weakness of planned business investment.

Months

Ratio of work begun to work done in year to June 2014 and months work ahead at year end

110

14

100

12

90

10

80

8

70

6

60

4

50

2 0

40 NSW

Vic.

Qld

SA

WA

Begun % done

Tas

NT

ACT

Months work ahead

Aust

Source: ABS 8752.0

Non-residential Building Approved, Australia: by type $ billion

Seasonally-adjusted annual rate, in constant 2011/12 prices

45 40 35 30 25

Other

20

Health & aged care Education

15

Industrial

10

Commercial

5

Despite the falls in recent quarters, total work approved in the year to September, at $33.9 billion, was only 4 per cent less than work approved in the year to September 2013.

As the chart opposite shows, approvals have been falling in all of the large states. In the September quarter, however, business confidence rose strongly and NAB’s commercial property survey recorded improved sentiment in all sectors, led by inner-city hotels. The outlook for offices and industrial buildings nevertheless remained pessimistic.

Activity increased by 5.6 per cent to $35.4 billion in 2013/14. With continuing low interest rates, a declining Australian dollar and improved confidence, we expect further modest rises of 2.7 per cent this year and 2.8 per cent in 2015/16.

Source: ABS 8731.0

0 Dec '11

Mar '12

Jun

Sep

Dec

Mar '13

Jun

Sep

Dec

Mar '14

Jun

Sep

Non-residential Building Approved, Selected States $ billion

Trend values at annual rate, in constant 2011/12 prices

12 10 8 6 4 2 0 Dec '11 Mar '12

Jun

Sep

Dec

Mar '13

NSW

Non-residential Building Forecast: by State & Territory

Vic

Jun

Qld

Sep SA

Dec

WA

Mar '14

VIC

QLD

SA

WA

TAS

2011/12 (a)

7,779

8,556

7,452

2,336

6,203

2012/13 (a)

8,063

8,360

6,772

2,247

5,592

2013/14 (a)

9,445

8,843

7,104

2,297

2014/15

10,050

9,060

7,380

2,340

2015/16

10,300

9,360

7,600

2012/13

3.6

-2.3

2013/14

17.1

5.8

2014/15

6.4

2015/16

2.5

NT

ACT

Australia

505

711

1,284

34,833

419

1,046

1,015

33,515

5,453

460

1,089

696

35,388

5,320

485

950

765

36,350

2,440

5,590

505

730

825

37,350

-9.1

-3.8

-9.8

-17.0

47.1

-20.9

-3.8

4.9

2.2

-2.5

9.6

4.1

-31.4

5.6

2.5

3.9

1.9

-2.4

5.5

-12.8

9.9

2.7

3.3

3.0

4.3

5.1

4.2

-23.2

7.8

2.8

% change

a = Actual

Sep

Source: ABS 8731.0

value of work done, $ million, constant 2012/13 prices

NSW

Jun

Engineering Construction

Forward Indicators of Engineering Construction

Begun %

Ratio of work begun to work done in year to June 2014 and months work ahead at year end Months 20

100

Recent activity Preliminary estimates suggest that the volume of work done fell by 3 per cent in the September quarter to an annual rate of $115 billion, about 12 per cent less than a year earlier.

Forward indicators continued to weaken in the June quarter. In the year to June, 41 per cent less work was begun than was done suggesting substantial falls in activity ahead.

80

16

60

12

40

8

20

4

0

0 NSW

Nevertheless, and at the end of June there was still 10 months work yet to be done, compared with 10.7 months at the end of the previous quarter. In Western Australia there was nearly 19 months work in the pipeline; but work ahead was less than 8 months in most other states and territories.

Commencements fell in the June quarter and, in the year to June, at around $73 billion, they were down 37 per cent on the previous year to June.

Vic.

Qld

SA

WA

Begun % done

Tas

NT

ACT

Aust

Source: ABS 8762.0

Months work ahead

Engineering Construction Commenced, Selected States Moving annual totals, in constant 2011/12 prices

$ billion 80 70 60 50 40 30

WA NSW Qld Vic SA

20

In Victoria, commencements in 2013/14 were down only slightly on 2012/13; but they fell quite sharply in most other states and by around 50 per cent in both Queensland and Western Australia.

The volume of work yet to be done fell by 8 per cent to $102 billion in the June quarter and was 24 per cent less than a year earlier. Seventy per cent of this work ahead is on mining and heavy industry.

Measured in 2012/13 prices, activity fell by 4.2 per cent to $124.9 billion last year.

It is forecast to fall by 14.4 per cent this year to around $107 billion and by around 8 per cent to $98 billion in 2015/16.

10 0 Sep '11

Dec

Mar '12

Jun

Sep

Dec

Mar '13

Jun

Sep

Dec

Mar '14

Source: ABS 8762.0

Engineering Construction Work Ahead, Australia $ billion

Value of work yet to be done, in constant 2011/12 prices

160

Recreation & other

140 Telecommunications

120 Water & sewerage

100

Electricity & pipelines

80 60

Bridges, railways, harbours

40

Roads

20

Source: ABS 8762.0

Mining & heavy industry

0 Jun '11

Engineering Construction Forecast: by State & Territory

Sep

Dec

Mar '12

Jun

Sep

Dec

Mar '13

Jun

Sep

Dec

Mar '14

Jun

value of work done, $ million, constant 2012/13 prices

NSW

VIC

QLD

SA

WA

TAS

NT

ACT

Australia

2011/12 (a)

22,870

12,207

36,152

5,033

42,501

1,044

1,837

856

122,497

2012/13 (a)

24,151

11,113

40,458

5,913

43,692

1,154

3,076

789

130,345

2013/14 (a)

20,048

10,308

42,503

5,287

41,723

1,166

3,046

815

124,896

2014/15

21,610

9,360

26,400

4,910

38,700

1,010

4,230

750

106,970

2015/16

22,820

9,670

20,410

5,400

34,250

930

3,790

730

98,000

2012/13

5.6

-9.0

11.9

17.5

2.8

10.6

67.5

-7.9

6.4

2013/14

-17.0

-7.2

5.1

-10.6

-4.5

1.1

-1.0

3.3

-4.2

2014/15

7.8

-9.2

-37.9

-7.1

-7.2

-13.4

38.9

-7.9

-14.4

2015/16

5.6

3.3

-22.7

10.0

-11.5

-7.9

-10.4

-2.7

-8.4

% change

a = Actual

Jun

Population Growth, Australian States

New Housing

'000

In the year to March 2014, Australia’s population increased by 388,400. Both natural increase of 156,900 and net overseas immigration of 231,500 were 3 per cent less than in the previous year to March.

100

120 110

Growth strengthened in New South Wales and Victoria but, as mine development slowed, continued to weaken in the resource-rich states of Queensland and Western Australia, lowering our estimate of future housing needs in those states.

In the September quarter, the trend in dwelling approvals rose by 6 per cent in Queensland and slightly in South Australia and Western Australia but continued to ease a little in New South Wales and Victoria.

Residential property prices rose only slightly in September but were generally well up on a year ago. According to RP Data-Rismark, at the end of September 2014 dwelling prices in the main capitals were 9.4 per cent higher than a year earlier. They were up 14.3 per cent in Sydney, 8.1 per cent in Melbourne, 6.4 per cent in Brisbane, 5.8 per cent in Adelaide and 3.2 per cent in Perth.

90 80 70 60 50 40 30 20 10 0 NSW

Vic

Qld

Years ended March

SA

Average 2003-13

WA 2012

Tas

2013

NT

ACT

Source: ABS 3101.0

2014

Dwellings Approved, Selected Australian States '000

Trend values, at annual rate

60

Vic

50

NSW

40

Qld WA

30 20 10

Consumer confidence increased slightly in November. For the ninth consecutive month, however, the index remained below 100, indicating that over this period pessimists have outnumbered optimists.

SA

Source: ABS 8731.0 0 Dec '11Mar '12

Sep

Dec

Mar '13

Jun

Sep

Dec

Mar '14

Jun

Consumer Confidence

Index

120

New housing activity increased by 6.7 per cent last year. Low interest rates and strong investor demand are forecast to drive a 4 per cent increase this year, with a smaller rise of 3.2 per cent expected in 2015/16.

95

115 10-year average

110 105 100

90 85 80 75 Nov'06

Source: Westpac-Melbourne Institute Nov'07

Nov'08

Nov'09

Nov'10

Nov'11

Nov'12

Nov'13

value of work done, $ million, constant 2012/13 prices

NSW

VIC

QLD

SA

WA

TAS

NT

ACT

Australia

2011/12 (a)

8,886

13,688

7,335

2,219

5,715

562

574

1,348

40,349

2012/13 (a)

10,511

13,910

7,323

1,839

5,895

468

541

1,280

41,768

2013/14 (a)

11,602

13,549

7,811

2,114

7,166

425

718

1,170

44,555

2014/15

12,390

13,740

8,585

2,160

7,280

425

480

1,340

46,400

2015/16

12,600

13,890

9,300

2,200

7,645

435

450

1,380

47,900

% change 2012/13

18.3

1.6

-0.2

-17.1

3.1

-16.7

-5.7

-5.1

3.5

2013/14

10.4

-2.6

6.7

14.9

21.6

-9.2

32.7

-8.6

6.7

2014/15

6.8

1.4

9.9

2.2

1.6

0.0

-33.2

14.6

4.1

2015/16

1.7

1.1

8.3

1.9

5.0

2.4

-6.3

3.0

3.2

a = Actual

Sep

125

Confidence about housing improved in November but remains fragile. Although there was a 3 per cent increase in those who thought it a good time to buy a home, that index was 13 per cent lower than a year earlier.

New Housing Forecast: by State & Territory

Jun

Nov'14

56

Consulting Matters Protecting your business

Insurance Health Check – Protecting your Business It is important to seek advice from your brokers and lawyers about the implications of contractual terms which may potentially enliven exclusion clauses. You should be seeking the broadest possible insurance cover to protect your business.

Consulting in the built environment industry is both difficult and rewarding. Never before has there been so much emphasis on risk transfer through contracts. At Planned Cover we review over 1,500 client drafted consultancy agreements every year and it would be fair to say that not one of those contracts is perfect. All of those agreements contain clauses which potentially enliven exclusion clauses in professional indemnity policies and thereby create uninsured risk for the consultant’s corporate entity and also its directors and shareholders.

We recommend a holistic approach to risk management for our clients which we feel is best achieved by protecting professionals and their businesses through a combination of insurance, contract reviews and risk management training.

We have provided below a quick health check of your business protection needs.

You should consider the following insurances:

PROFESSIONAL INDEMNITY INSURANCE Every professional indemnity insurance policy is different but they all have the same fundamental insurance coverage, that is, they cover you for civil liability arising from breach of your duty of care as a reasonably prudent professional.

That traditional type of policy coverage is no longer sufficient in your industry and insurers have responded to the needs of consultants by providing the following extensions you should consider:  Cover for contracting out of Proportionate Liability  Cover for indemnity clauses in contracts  Cover for limitation of liability clauses which restrict your (your insurer’s) ability to seek recovery from other parties  Cover for Safe Design investigations and prosecutions  Cover for Fines and Penalties, including Safe Design prosecutions  Cover for Loss Mitigation ie rather than waiting for your policy to be triggered by an actual professional indemnity claim, can

you claim on your policy to rectify any design errors or noncompliance with Building codes and thereby reduce or avoid your client sustaining significant losses?  Collateral Warranties – are you signing Collateral Warranty Deeds, Side Deeds, or Duty of Care Agreements that create a potential liability to a third party, such as a bank, which you may not otherwise have and thereby trigger an exclusion clause in your policy?

It is important to seek advice from your brokers and lawyers about the implications of contractual terms which may potentially enliven exclusion clauses. You should be seeking the broadest possible insurance cover to protect your business. The best result is of course to negotiate those types of clauses out of the agreement but if you cannot then the broadest cover for your business is critical.

DIRECTORS & OFFICERS/MANAGEMENT LIABILITY INSURANCE Practices should have Directors & Officers insurance in place to protect the management decisions and representations of directors and officers.

The level of cover and nature of the policy differs from small businesses to publicly listed companies; however, the essential features are similar. You should have cover for:  Claims against directors for allegedly misleading statements as to the financial position of the company  Investigations and prosecutions for breaches of OH&S legislation  Claims by employees for wrongful termination, demotion, failure to promote and also discrimination or harassment

CYBER INSURANCE Cyber attacks and ransom demands are unfortunately part of doing business today and pose a significant risk for businesses and their directors.

Protecting your business Consulting Matters

The insurance industry has responded to this need with Cyber Insurance which is designed to cover:  Privacy breaches including defence costs, third party consultant costs, customer support costs, investigation and prosecution defence costs  Multimedia liability including breach of copyright/trademark and unlawful use of images obtained from the internet  Cyber terrorism including income loss, interruption expenses, consultant costs and mitigation costs

KEY PERSON POLICIES Do you have insurance in place to protect your business if a key person dies or is disabled?

BUY/SELL AGREEMENTS Do you have insurance in place if a partner or director dies or becomes disabled and can no longer work? A buy/sell agreement provides for their shares to be returned to the remaining shareholders and funds from an insurance policy to be transferred to the person leaving or their estate.

GROUP SALARY CONTINUANCE Are you an employer of choice and offering your employees access to a Group Salary policy?

Do you have your own salary continuance program that covers all the staff and management against loss of income due to illness or injury?

Since such programs are purchased on a group insurance basis they are extremely cost effective with effective solutions available for less than 1% of insured payroll.

Often individuals who cannot obtain income protection insurance in their personal capacity (eg due to medical history) can be included automatically on such a program without medical investigations.

There are of course many other insurances that are required by businesses but the above is a key summary of the important insurances in the professional and asset protection sectors for directors to consider.

Professional Indemnity question?

Consult Australia believes that it is important to support members in all aspects of their business.

We also recognise the impact that the insurance market has on Consult Australia member firms in terms of availability, affordability and quality of Professional Indemnity insurance.

Post your latest Professional Indemnity insurance cases on the Consult Australia Linkedin group and our PI Insurance Pathway will advise you on the best steps to tackle these issues.

Simon Gray State Manager Planned Cover Planned Cover are specialist insurance brokers and risk management advisors to the construction industry and a proud member of Consult Australia’s PI Pathway.

To the extent that any of the above constitutes advice it is general advice without reference to your needs or objectives and therefore cannot be relied upon. Before acting on the above information you should obtain advice specific to your needs.

BRIC

Bovill Risk & Insurance Consultants

Protecting Professionals

57

58

Consulting Matters Business essentials

Understanding Electronic Signatures and their value to your business WHY DO YOU NEED ELECTRONIC SIGNATURES?

4. O nce complete, the document is sent back to the sender and automatically filed.

• A re you finding it difficult to get contracts signed?

WHAT ESIGNATURE PRODUCTS ARE AVAILABLE?

• I s it time consuming to file your quotes or contracts?

There are many options in the eSignature market. Innessco are aware of over 20 products. During the implementation of eSignature technology into our organisation, we whittled these 20 down to the following three which are leaders in the market:

Electronic signature technology solves these problems and is now becoming common place with legal precedents upholding the validity of electronic signatures. Electronic signatures efficiently replaces the print, find the working pen; sign with pen; scan; email; file and store processes of the paper world.

WHO IS USING THE TECHNOLOGY? With this technology now tested in Australian courts, large businesses are embracing it to streamline their processes. The Commonwealth Bank and AMP are rolling it out through their businesses. Globally firms such as, Halliburton, NASA, Babcock & Wilson, Du Pont, General Electric and Taiwan Semi Conductors are using DocuSign eSignature technology.

THE EXPERIENCE Sender’s Experience At a minimum the sender completes the following 4 steps: 1. L oad Word or PDF version of final contract onto electronic signature website 2. M ark up the document placing “sign here” tags electronically where required on the document. The tags are able to gather other details, like ABN numbers or contact details. This process replaces the physical “Sign Here” tags placed on paper contracts.

3. Choose who to send it for signing.

4. C lick “go” and wait for the documents speedy return with a legally binding signature.

Customer’s Experience The customer receives the notification via email and: 1. C licks on link, which displays the document in a web browser.

2. F irst time users go through a quick signup process leveraging mobile phone text messages to validate authenticity. Return users supply their previous password.

3. T he users clicks on the “sign here” electronic tags to sign the document.

1. DocuSign

Your IT Department Innessco works with small and mid size organisations to help you implement, support and manage IT. Once you engage with Innessco, we supplement or act as your IT Department.

Australian Helpdesk

2. Adobe EchoSign 3. Citrix RightSignature Innessco has selected DocuSign for our business but there is little that differentiates the three.

HOW STRONG IS AN ESIGNATURE?

Server Upgrades

Tested in a Court of Law DocuSign has publicly marketed to potential purchasers that their signature technology has been tested in a court of law on many occasions. Every time it has been tested, the validity of the e-Signature has been upheld.

The best known test cases was, Getup Ltd v Electoral Commissioner, (2010) 268 ALR 797 It is likely that other eSignature technologies are able to make the same claims.

Backup & Recovery

Cloud Computing

BENEFITS OF ELECTRONIC SIGNATURES DocuSign promotes that their technology will significantly reduce administrative overhead in obtaining legally binding consent by all parties on a contract or other legal document.

This time reduction will:

Fast Internet

• S peed up the time to completion – you will receive your signed contract back sooner; • R educe effort by both parties in signing – no more signing, scanning or faxing.

• Increase your process completion rate.

Innessco recently started using electronic signatures in parts of it processes and will soon implement across all parts of the business. We trust that this information assists you on your businesses journey to using Electronic Signatures to increase the efficiency of your businesses Robert Cox Director Innessco

Fixed Price Support WHEN YOU JUST WANT IT TO WORK, CALL US ON (02) 8011 0669 Sydney • Melbourne • Brisbane • Perth

www.innessco.com

Our industry Consulting Matters

59

Carrying on the legacy of engineering excellence • The plant has been configured to use water of variable quality from three sources.

These are the surface water from Mundaring Weir and the Lower Helena Dam, and water from the Integrated Water Supply Scheme (IWSS), which includes groundwater and desalinated water.

• The integration of Dissolved Air Flotation/ Filtration (DAFF) and Biological Activated Carbon (BAC) provides a robust and costeffective treatment solution, enabling reduced levels of natural organic matter in the water with minimal disinfection by-products. DAFF removes most of the suspended organic solids and BAC mainly removes the dissolved organic matter.

DAFF is the integration of a traditional Dissolved Air Flotation (DAF) with a filtration system, resulting in a smaller footprint. In addition, the common backwashing facilities for DAFF and BAC reduced the required civil, mechanical, and electrical works, which resulted in significant cost and construction schedule savings. BAC in a plant of this scale is an Australian first and provides a more cost-effective and less operatorintensive option when compared to Powder Activated Carbon.

Mundaring Weir site

More than 110 years ago, the construction of Mundaring Weir and the associated 580 km Goldfields Pipeline formed the Goldfields and Agricultural Water Supply Scheme - an iconic Australian engineering feat, which brought fresh water and economic development to the Kalgoorlie area of Western Australia. Over time this network has been progressively upgraded and modernised, and significant investment has been made to meet the needs of today’s regional communities and lay the economic foundations for development into the next 110 years.

The $300 million Mundaring Water Treatment Plant Project is the latest upgrade to benefit communities supplied by the pipeline and the first Public Private Partnership (PPP) in the West Australian water industry.

The new plant treats all drinking water supplied to approximately 100,000 Water Corporation customers connected to the Goldfields and Agricultural Water Supply Scheme, including households, agriculture and industry. The integrated project comprises a pump station

and water treatment plant expandable from 165 million litres per day to 240 million litres per day.

ENGINEERING AND INNOVATION The plant has received two Engineering Excellence Awards from the WA Division of Engineers Australia in recognition of the originality and ingenuity of its design. These unique engineering solutions include:

• Instead of lime, the plant uses sodium hydroxide and carbon dioxide for re-carbonating water, removing the necessity for a costly lime plant and sludge waste disposal.

• The treatment plant is located high in the Mundaring Hills, in a heavily wooded area highly susceptible to bushfires. During bushfires, the facility has to remain operational to deliver water supplies for

Over time this network has been progressively upgraded and modernised, and significant investment has been made to meet the needs of today’s regional communities and lay the economic foundations for development into the next 110 years.

60

Consulting Matters Our industry

Mundaring aerial view

The Mundaring Water Treatment Project was implemented by Helena Water, comprising TRILITY, ACCIONA Agua and Lloyds Bank (now Aberdeen Asset Management) under an agreement with the Water Corporation of Western Australia. firefighting in local and regional communities.

In the absence of any state or Australian standards, the engineering team conceived, developed and implemented a bushfire protection network from first principles, applying technology developed for the oil and gas industry. The integrated bushfire protection scheme consists of a buffer zone around the plant, a high pressure water “Oil-Safe” spray curtain to protect key areas from radiant heat, and an External Water Spray System to protect critical buildings against ember attack.

SUCCESSFUL OUTCOMES The plant was completed in December 2013 and officially opened by the Western Australian Premier and Water Minister in March 2014.

The Mundaring Water Treatment Project was implemented by Helena Water, comprising TRILITY, ACCIONA Agua and Lloyds Bank (now Aberdeen Asset Management) under an agreement with the Water Corporation of Western Australia. Helena Water will now operate and maintain the plant for the next 35 years, before handing it back to the Water Corporation.

Helena Water contracted to ACCIONA and TRILITY joint venture (ATJV) the design, construction and commissioning of the facilities. ATJV undertook the design in collaboration with engineering, architecture, and environmental consultancy company GHD, and managed construction of the plant with Brookfield Multiplex, the on-site constructor.

Mark Shaw Manager – Water Technology, GHD

Consulting Matters

61

DONATE TO OUR

EBOLA CRISIS APPEAL With close to 5,000 confirmed deaths so far and over 10,000 cases in six affected countries, the Ebola crisis is escalating rapidly.

The spread of the Ebola virus in West Africa is not only a Public Health Emergency, it has the potential to devastate food supply, local economies, social structures, education and countless other areas of daily life in affected countries.

We need your help to send experts where they are needed most.

RedR Australia sources highly skilled professionals, trains and prepares them for emergency work and mobilises them in times of crisis. Our people are technical experts in water and sanitation, logistics, nutrition, shelter, coordination, communications, public health, information management and social work. We currently have personnel in areas such as the Philippines, Central African Republic, and Jordan and Lebanon supporting the Syria relief effort.

Where will my money go?

Your donation will help fund the deployment of our emergency response specialists in Ebola affected regions and support the delivery of specialised humanitarian preparedness training for those responding to the crisis.

All donations

$2

over are tax deductible

RedR Australia will use no more than 10% of any donation to cover our administration costs during the Ebola Crisis Appeal.

Any funds raised in excess of those required to meet the training and deployment needs for the Ebola crisis, will be used for deployments and training in other emergency responses.

RedR deployee Mohamad Ugool’s photo of a community learning safe WASH practices in Liberia in 2011. RedR Australia has been providing support in West Africa for over a decade and our experts are needed now more than ever before.

Vist our website today to donate www.redr.org.au/get-involved/donate-to-redr

62

Consulting Matters Our industry

Young Professionals Exchange Program 2014 THE YOUNG PROFESSIONALS EXCHANGE PROGRAM (YPEP) IS AN ANNUAL EXCHANGE PROGRAM BETWEEN AUSTRALIA AND JAPAN IN WHICH PARTICIPANTS UNDERTAKE THREE-WEEKS OF TRAINING AND TECHNICAL, SOCIAL AND CULTURAL ACTIVITIES. THIS YEAR, SIX YOUNG ENGINEERS FROM CONSULT AUSTRALIA’S MEMBER FIRMS WERE SENT TO TOKYO TO EXPERIENCE AND UNDERSTAND THE DIFFERENCE IN BUSINESS METHODOLOGIES BETWEEN JAPANESE AND AUSTRALIAN FIRMS. USED TO WORKING ON-SITE IN THE SMALL QUEENSLAND TOWN OF GATTON WITH GLOBAL, FULLY-INTEGRATED INFRASTRUCTURE FIRM AECOM, BRISBANE-BASED ENGINEER THOMAS MELDRUM SUDDENLY FOUND HIMSELF IN THE HIGH-PACE, HIGH-TECH METROPOLIS THAT IS TOKYO. YOU CAN READ HIS FIRST-HAND ACCOUNT OF A THREE WEEK STINT IN THE JAPANESE CAPITAL BELOW.

FROM GATTON TO TOKYO – AN ENGINEER’S JOURNEY So how did all this come to pass? Basically, I saw an email come through from Consult Australia about an exchange program they were offering in partnership with Association of Japanese Consulting Engineers (ACJE).

The program, called Young Professional Exchange Program (YPEP), has been running from 1996 and has provided a platform for young engineers from Australia and Japan to experience the culture and engineering techniques of the host nation.

I put in an application, was fortunate enough to be accepted, and even more fortunate that AECOM assisted me to pursue this fantastic opportunity. I arrived in Tokyo just prior to Typhoon Vongfong, and settled into my apartment, which is a short walk away from the office.

On my first day at my host company – CTI Engineering – I learned there were many similarities between it and AECOM, including the presence of a strong transport team.

CTI Engineering is based in Tokyo but employs around 1,350 employees across Japan. I presented to the company in the Tokyo, Sendai and Osaka offices about my work in Queensland on the Transport Network Reconstruction Program (TNRP), while Japanese engineers presented on a variety of topics. It was clear from early conversations with my Japanese colleagues that they face different engineering challenges to Australia, with numerous natural barriers such as mountains and rivers to overcome as well as unpredictable snow falls, earthquakes and typhoons.

SITE VISITS I embarked on a trip to the Great East Japan Earthquake affected region of Tohoku that was devastated by the 2011 earthquakes and subsequent Tsunamis. I visited the city

It was clear from early conversations with my Japanese colleagues that they face different engineering challenges to Australia, with numerous natural barriers such as mountains and rivers to overcome as well as unpredictable snow falls, earthquakes and typhoons.

Our industry Consulting Matters

of Yamada which was almost completely submerged from the Tsunami and was on fire for three days after the earthquakes.

Almost 1,800 people lost their lives during the disaster. I also visited the CMJV office in which two design firms and three construction firms work in a joint venture, which is a new business model in Japan.

CMJV are responsible for raising the height of the town by cutting a mountain to use as fill material, and are also relocating houses to the newly flattened areas. There is also other civil infrastructure such as road, train station and drainage line reconstruction. I also visited the town of Rikuzentakata where a sole 27m tall pine tree survived the Tsunami out of a forest of 70,000 trees. I was also able to visit other pieces of engineering infrastructure such as the Ohashi Junction, Nexco Traffic Control Centre, a tunnel being constructed on the Hanshin Expressway and the SetoOhashi Bridges. I also visited the town of Kurashiki where a recent retrofit to this popular area has reduced barriers to people with a disability.

JAPANESE WORKING ENVIRONMENT On my first day at noon I was greeted by the sound of a chime to signal that it was lunch time; not long after the chime, the lights were dimmed. At the end of the day (5:00pm) another chime would sound, although it was rare for my colleagues to be leaving the office unless it was on “no overwork day” - an initiative between a group of consultants to ensure their employees are not overworked.

I was told it was not uncommon for people to still be in the office past 10:00pm. The bond my colleagues formed while working so closely together throughout the day (and night), though, did extend outside the office, too, with many getting together for dinners, to play various sports or indulge in a range of other pursuits.

HOME STAYS I was very fortunate to have two welcoming home stays during my time in Japan. The first stay was with the Tomoto family in Tokyo and we visited Senso Ji, the Edo-Tokyo

63

Museum and Mt Takoa with its spectacular views of Tokyo and Yokahama. I learnt how to make kantan (easy) Sushi, which is the typical sushi roll found in Australia. The second stay was with the Teraoka family in the Nara prefecture, which is a rural area in Japan.

Both the Tomoto and Teraoka families, and all at CTI Engineering, were extremely accommodating. Thankfully, their English is a lot better than my Japanese!

I am also so appreciative to my mentor, Nakamura-san, and my own close colleagues Long-san and Teraoka-san, for making my short but wonderfully rewarding stint in Japan such a memorable experience.

Support from CTI Engineering, AECOM, Consult Australia and AJCE was also appreciated. With it being Australia’s turn to host young professionals from Japan next year, I hope that we here in Australia can be as welcoming as my new Japanese colleagues – and friends – have been to me.

Thomas Meldrum is an engineer based in AECOM’s Brisbane office.

64

Consulting Matters Our industry

Partnering to combat the impact of bias on working flexibly In August this year Aurecon, GHD and Parsons Brinckerhoff (PB) partnered to participate in a train-the-trainer course on the impact of unconscious bias on flexible working within the Consulting Engineering industry.

The idea for the event originated from the Consult Australia Diversity Roundtable; a platform for competitor organisations to share the successes and challenges around their diversity strategy and initiatives.

“We wanted to continue to pursue the sharing of costs, and lessons learnt, associated with providing meaningful flexible working arrangements to our employees”, said Abbie Wright, Aurecon Diversity & Inclusion Manager – ANZ & Asia. “This problem is not unique to any one consulting organisation”.

Charlie Jewkes, General Manager Transport Services and recent Chair of Parsons Brinckerhoff’s Diversity Council echoes this sentiment.

“Workplace flexibility and diversity is a key business driver for us”, said Charlie. “Any work we can do to remove or mitigate barriers to flexibility and support an inclusive, performance-based culture better supports our people, our clients and our business”.

A tender process was undertaken and Adelaide based Lucinda Hewitson Consulting was engaged to deliver training materials and advice to the three organisations. The result was a one day Creating Inclusive Workplaces: Diversity, Unconscious Bias and Flexibility train-the-trainer workshop held in Melbourne on 22 August.

“We work with organisations across Australia to create more diverse and inclusive workplaces and it was wonderful to see Aurecon, PB and GHD working together and to provide them with tools that they can use internally”, said Lucinda. “Working with the three organisations I saw a high level of openness and collaboration in overcoming the shared barriers in relations to unconscious bias and flexible working”.

Participants at the workshop included diversity, talent development and human capital representatives as well as senior managers who were able to provide the perspective of those that lead technical teams in our organisations.

“The training session was eye opening, looking at how important it is in the day to day running of our business to be aware of our own personal unconscious bias and that of our business practices”, said Aurecon participant Eva Wood, Technical Director - Transport. “Awareness is the first step in realising what we need to do so that we don’t stifle others’ opportunities and ultimately the growth of our business”.

From left: Noël Jones, Abbie Wright and Charlie Jewkes

As an outcome of the workshop Aurecon, GHD and PB now have four inter-related pieces of training and associated support materials to incorporate within their internal training programs. These pieces cover the business case for diversity and flexible working, supporting managers to become aware of bias related to flexible working, creating flexible work cultures and things managers can do to be inclusive.

“Having the right policies is an important component of flexible working arrangements”, said Abbie Wright of Aurecon. “Even more important are the mindsets and attitudes that create trust and empowerment for people to deliver the needs of the business, whilst maintaining healthy work life balance”.

“Flexible working arrangements help create environments that allow everyone the opportunity to succeed. It’s all about respecting individual needs and situations, without compromising the level of service for clients or colleagues. We are proud to work together with our peers to break new ground in the consulting sector,” said Noël Jones, GHD’s People Manager – Business Services.

What do you think is the most pressing issue our industry is facing?

Submit an industry comment to Consulting Matters today.

Send your comment to our Editor (max 200 words) at voltaire@consultaustralia.com.au.

Consulting Matters

EASY CHOICES! CONSULT AUSTRALIA

65

IS ON YOUR SIDE

THE LATEST PATHWAY TESTIMONIAL SLR Consulting Australia’s range of environmental engineering and scientific services has broadened considerably over the past several years. As we continue to grow, new services are being introduced, new offices opened and other consulting practices are being acquired. Our overseas work on significant international projects has also increased markedly.

As a consequence, greater focus on managing the technical and commercial risks of our multi-disciplinary service delivery was required. Significant changes to our Professional Indemnity (PI) Insurance cover became necessary. We realised that professional risk management advice well beyond that provided by a normal PI broker was required – we needed an insurance advisory service with considerable consulting industry experience.

Protecting Professionals

BRIC

SLR Consulting Australia selected a broker associated with Consult Australia’s PI Pathway, as the services provided seemed an ideal match. The broker was able to ensure continuity of cover, broadening the scope of cover and negotiating a reduced premium. Their contract review service and ongoing staff risk management training have proven invaluable to our business, enhancing the professional standard of our client contractual relations and improving the quality of our service delivery.

SLR Consulting Australia Pty Ltd

Bovill Risk & Insurance Consultants

Consult Australia’s PI Insurance Pathway gives Consult Australia members access to the PI market through a Panel of Brokers selected by Consult Australia. Consult Australia is providing a referral service only and is not providing any form of financial advice or offering a financial product. Consult Australia does not guarantee the value, price and terms of cover that may be received from any member of the Panel of Brokers. Any agreement entered into through use of the PI Insurance Pathway will be expressly between the Panel Broker and the Consult Australia member firm.

November 2014

To get a quote please visit: www.consultaustralia.com.au/pipathway.aspx

Thinking about professional development?

Consult Australia offers a number of intensive training programs to provide consultants with invaluable skills, knowledge and advice. This powerful training puts you in control and allows you to better protect your business.

Contracts for Consultants

Safety in Design • Designer duties under current legislation • Hazard identification tools • Risk assessment, control, and management

2015 dates: WA: TBC VIC: 4-5 May QLD: 21-22 May NSW: 18-19 Jun

• Safety in design procedures and documentation

• Liability of the Superintendent • Insurance issues

2015 dates: WA: 18 Feb SA: 4 Mar VIC: 19 Mar NSW: 13 Jun QLD: 17 Jun

Facilitated by Tony Horan - one of the most knowledgeable and experienced barristers working in the construction industry in Australia.

Member Price: $1,300 Non-Member Price: $1,550

• Onerous contract terms

Member Price: $2,900 Non-Member Price: $3,200

The Role of the Superintendent

• Decision making and conveying information

• Liability & Insurance

• Dispute resolution

Member Price: $1,800 Non-Member Price: $2,680

• The dual roles of the Superintendent

• Contractual relationships

Facilitated by Tony Horan - one of the most knowledgeable and experienced barristers working in the construction industry in Australia.

• Includes the Safety in Design Tool Kit

• Scope of duties

2015 dates: WA: 19-21 Feb SA: 5-7 Mar VIC: 19-21 Mar NSW: 14-16 May QLD: 18-20 Jun

• Contract formulation & terms

• Professional indemnity insurance

• Best practice examples

Topics include:

Learn vital information about:

ALL courses are now available in-house!

All courses are also available in-house. For more information, visit www.consultaustralia.com.au or contact Consult Australia on 02 9922 4711 or education@consultaustralia.com.au http://bit.ly/caeducation

Open courses and in-house training available!

Nov 2014

Learn vital information about: