Steel Australia - Vol. 39 | No.

AUSTRALIA

STEEL

An exciting new chapter for Steeline St Marys IPO sets a new benchmark for temporary infrastructure

Official magazine of the Australian Steel Institute (ASI)

2026 Vol. 39 | No. 2

ISSN 2208-7486 (online) ISSN 1447-5359 (print)

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Steel Australia

Vol. 39 | No. 2 | 2026 ASI HEAD OFFICE

Suite G1, Ground Floor 25 Ryde Road Pymble, NSW 2073 T: (02) 8748 0180 E: enquiries@steel.org.au W: https://www.steel.org.au ASI STATE OFFICES

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Reproduction of the material is permitted only with the express permission of the Publisher and due acknowledgment of Steel Australia.

CONTENTS

STEEL AUSTRALIA CONTACTS

Message from the chair

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Message from the chief executive

6

Key features of the new employer portal

8

Choosing a sustainability certification

9

Forging a greener future

10

Capability worth protecting

12

St Marys IPO sets a new benchmark for temporary infrastructure

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An exciting new chapter for Steeline

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Raising the benchmark: Brown Steel achieves dual certification

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Reconnecting the Kimberley: the new Fitzroy River Bridge

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Built for demanding work: Ceejay Engineering achieves dual certification

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ABOUT THE ASI

Steel Australia is published by the Australian Steel Institute (ASI)—the peak national body of the steel industry.

The ASI works to increase the awareness of the benefits of steel and promote Australian made steel as the material of choice. Increasing the competitiveness of the Australian steel industry and its member companies is central to that vision. The organisation conducts engineering seminars and disseminates relevant, timely and detailed information. Expert technical advice, a library and a resource centre are available to all members, along with a range of other member benefits. For information, visit: steel.org.au

Cover image Reconnecting the Kimberley: the new Fitzroy River Bridge. Story on page 24.

The ASI is committed to sustainability

At the ASI, we are committed to publishing responsibly and promoting a sustainable future.

Therefore, we are dedicated to reducing our environmental footprint by printing this publication using paper made with a mixture of responsibly sourced materials.

Join industry leaders from across the steel value chain at a pivotal time for Australia’s manufacturing and infrastructure future. At the 2026 Australian Steel Convention we’ll explore:

Supply chain resilience

Investment, skills & innovation

Trade, policy & global pressures

Building Australian capability

Decarbonisation & energy transition

Participate in a focused two-day program delivering insight, collaboration and practical outcomes for a stronger, more resilient industry.

REGISTRATION NOW OPEN. VISIT STEEL.ORG.AU

FROM THE CHAIR

place this in perspective, natural population growth, coupled with immigration population growth requires Australia to construct a city the size of Canberra or Newcastle every year for at least the next decade. Demand growth is on the horizon, and our industry must position itself purposely as an enabler to that growth.

Additionally, we are now seeing the planning for the 2032 Brisbane Olympics move from concept to tangible project delivery. Our ASI team, led by the efforts of our Queensland state manager John Gardner, is connecting across all delivery authorities associated with the Olympic stadiums, athlete villages, and provision of public infrastructure across all transportation and accessibility needs to deliver the games and to leave a lasting transformation of Brisbane and surrounding areas.

Our collective imperative is to focus on productivity, productivity, and productivity across our collective supply chains and value chains. Each of us should be considering how we drive productivity through construction techniques, material flows, unit labour cost improvements, and physical transportation between each step of the supply chain.

Throughout the last two years, this publication and many of our other membership communications have been dominated by the profound effect of the surge in imported fabricated structural steel products is having on the financial viability and ongoing sustainability of many of our Australian steel fabricators. The ASI chief executive’s message in this edition provides an extensive update on our submissions to Government regarding a safeguard action.

The Productivity Commission is scheduled to release their interim report in September, followed by a window for final submissions to be received prior to a final report being submitted to Government in November. The timing for Government response is yet to be advised.

We, as an industry, must be prepared to respond to the interim report via supplementary submissions to ensure the dire nature of the impact of imported structural steel on our industry is fully understood by the Productivity Commission.

Naturally, our ASI Management Team will consider the interim report in detail and will be able to provide support to members who wish to make final submissions. The window for final submissions cannot be wasted – this will be the last opportunity for the industry to have its voice heard before the Productivity Commission finalise their recommendations.

With respect to overall future demand for steel products, Australia is on the cusp of a major public and private sector infrastructure development and our industry has an immeasurable role to play in supporting the economic development of our society. Our country has a chronic undersupply in residential property and solutions are being sought in traditional home construction, multi-unit dwellings, and the myriad of supportive facilities needed to resolve the housing needs across all communities. To Steel Australia | Vol. 39 | No. 2

Opening our minds to leveraging technology, automation, and robotics is essential for our productivity agenda to be realised.

Breakthrough improvements in productivity may be seen as challenging for many of us. The challenge must be confronted, and we must collaborate as an industry to transform the value proposition of all the steel products we make, we fabricate, and we install.

The ASI Board and management tea are focused on assisting all members in this endeavour. We will advocate for the capability of our industry. We will illuminate the capacity and responsiveness of our industry. We will promote the social and community benefit arising from a strong and vibrant Australian steel industry.

We encourage our entire industry to look deeply within and to identify areas of meaningful focus that continue to transform the vibrance throughout our industry to be acknowledged as a core enabler to helping Australia realise ongoing economic and social development.

Our Australian Steel Convention in September will build on these themes, and we encourage all industry members to attend to connect and engage with one another such that co-operation and collaboration builds meaningfully throughout the Australian steel industry.

Tony Schreiber Chair, ASI

READ THE ARTICLE ONLINE

5

FROM THE CHIEF EXECUTIVE

The past few months have reinforced just how important it is for the Australian Steel Institute (ASI) to remain active, visible and closely engaged with government, industry and the wider construction sector. Much of our current work is focused on a common objective: ensuring Australia retains the steelmaking, distribution, fabrication, engineering and workforce capability needed to deliver the nation’s infrastructure, energy, housing and defence priorities.

That requires more than broad policy statements. It means participating in the forums where decisions are shaped, meeting directly with government agencies and project authorities, contributing to standards and sustainability frameworks, and making sure local steel capability is understood by those responsible for major procurement programs.

Safeguard inquiry enters a critical phase Our campaign for safeguard measures covering certain imported fabricated structural steel products remains one of the ASI’s highest priorities.

The Productivity Commission inquiry was initiated following the ASI’s application on behalf of members and more than 200 representations made by members to political representatives.

It provides a critical opportunity to demonstrate the serious injury being caused by the recent surge in imported fabricated steelwork.

In recent months, we have continued to brief the media and government on both the scale of the issue and the nature of the safeguard mechanism. This has included an interview with The Australian for its report on the pressure facing local steel fabricators from heavily subsidised Chinese steel exports. During that discussion, we explained the important difference between anti-dumping measures and safeguards—two mechanisms that are frequently, but incorrectly, treated as the same.

This work was strengthened by the release of the OECD Steel Outlook 2026. The report confirms that global excess steel capacity is worsening, with subsidised production continuing to distort international markets and place market-based producers under increasing pressure.

In response, the ASI issued the media release to more than 1,000 media outlets. The OECD’s findings reflect what Australian fabricators have been experiencing for years: growing volumes of excess steel are being pushed into export markets, weakening fair competition and threatening the viability of efficient local businesses.

Safeguard action is not about closing Australia to trade. It is about responding to an exceptional import surge that is causing serious injury to a strategically important domestic industry.

We will continue making that case strongly and constructively throughout the Productivity Commission process.

Putting local capability before decision-makers The ASI has also continued its direct engagement with government on the importance of strong local supply chains.

One recent initiative was a workshop delivered to more than 50 Australian public service employees, most of whom were

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Steel Australia | Vol. 39 | No. 2

from the Department of Industry, Science and Resources. The session provided participants with a detailed overview of the steel industry, its supply chain and the factors affecting domestic competitiveness.

We also participated in a Department of Foreign Affairs and Trade steel industry briefing with BlueScope, InfraBuild and the Australian Steel Association. The meeting covered changing international trade settings, including proposed European Union and United Kingdom tariff-rate quota arrangements and emerging measures in other markets.

These developments matter to Australia. As more countries introduce measures to protect their own steel industries from displaced global capacity, open markets such as ours face an even greater risk of becoming a destination for excess product.

Brisbane 2032 and major infrastructure procurement The Brisbane 2032 Olympic and Paralympic Games remain a major focus of the ASI’s local-content advocacy. We liaised with the Games Independent Infrastructure and Coordination Authority, to arrange further discussions about locally fabricated steel for Games-related projects. Structural steelwork will be a critical-path item for many of these projects, so early engagement with the local supply chain can reduce delivery risk and improve procurement outcomes.

To help members prepare for the opportunities ahead, we recently facilitated an Industry Capability Network workshop for Queensland steel fabricators. The workshop focused on improving businesses’ online profiles, strengthening tender submissions and better positioning companies for future procurement packages. We also convened a Queensland fabricator roundtable and have continued discussions with the Queensland Government and the Queensland Major Contractors Association.

Our message remains consistent: Queensland already has an experienced and capable steel supply chain. Procurement frameworks should recognise quality, compliance, whole-of-life performance and local economic value, rather than defaulting to the lowest upfront price.

Energy, transmission and domestic manufacturing The energy transition is another area in which Australia has an opportunity to develop long-term industrial capability. The ASI recently briefed Deloitte as part of its Federal Government study into local wind-tower manufacturing. We have consistently argued that steel for wind and transmission infrastructure should be both milled and fabricated in Australia wherever capacity and project requirements allow.

In South Australia, we continued to engage with ElectraNet regarding local steel supply for the Northern Transmission Project. The ASI also participated in meetings of the NSW Renewable Energy Sector Advisory Board and continues to advocate for procurement settings that create genuine, bankable demand for local manufacturing.

Sustainability as part of mainstream procurement There has been significant progress in strengthening the role

of Steel Sustainability Australia. ASI representatives met with the Victorian Infrastructure Development Authority and Lendlease in Melbourne to discuss our sustainability initiatives. We also attended the Infrastructure Sustainability Council’s Connect Conference in Brisbane, with the ASI contributing to the council’s awards program as a judging-panel member. Importantly, Steel Sustainability Australia is now live on the Infrastructure Sustainability Council’s Supply Directory.

The ASI participated in the Materials and Embodied Carbon Leaders’ Alliance Steel Working Group, which is developing updated guidance on low-embodied-carbon steel and building awareness of the need for a dual decarbonisation pathway. Australia must increase steel recycling while also supporting the decarbonisation of primary steel production.

Further work has included participation in Standards Australia’s Low Carbon Metals Expert Advisory Group, which is considering nationally consistent definitions and terminology for green and low-carbon metals.

Looking ahead to Adelaide Many of these issues will form part of the discussion at the 2026 Australian Steel Convention, to be held from 14 to 16 September at the Amora Hotel in Adelaide.

Under the theme Capability, strength and resilience in a changing world, the convention will examine how Australia’s steel industry can strengthen domestic capability, remain internationally competitive and respond to economic, technological and geopolitical change.

It will also provide an opportunity to step back from the immediate pressures of day-to-day business, hear from leaders across the steel value chain and consider how we can collectively shape the industry’s future.

I encourage members to register and join us in Adelaide via steel.org.au

Mark Cain

Chief executive, ASI

REGISTER FOR THE 2026 AUSTRALIAN STEEL CONVENTION READ THE ARTICLE ONLINE

KEY FEATURES OF THE NEW EMPLOYER PORTAL AustralianSuper is committed to delivering a world-class Australiabased service for our employer partners. The new employer portal1 is an integrated clearing house and self-service administration solution provided by Wrkr that’s designed to help you meet your super obligations.

Navigating payday super Payday super is one of the most significant changes to the way superannuation is managed in Australia in recent years. The new Employer Portal is designed to support your business as you move to pay-cycle processing with real-time data entry checks, automated alerts and clear reporting for single or across multiple ABNs. Key features The new employer portal offers the following key features: • Management of super compliance admin with a single login.

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Steel Australia | Vol. 39 | No. 2

CHOOSING A SUSTAINABILITY CERTIFICATION

A guide for steel fabricators and manufacturers Sustainability certification is increasingly essential for downstream manufacturers such as steel fabricators, roll formers and reinforcing processors as clients, contractors, and developers demand greater supply chain transparency. With sustainability frameworks and building rating tools shaping procurement decisions, it’s important to choose a scheme that aligns with your operations, supply chain and the sustainability rating tools commonly used across the built environment.

1. Choose a widely adopted, industry-recognised scheme When selecting a sustainability certification, it is important to choose a scheme that is widely adopted across Australia and is recognised throughout the construction industry.

Steel Sustainability Australia (SSA), developed by the Australian Steel Institute and key industry leaders, is well established with more than 100 sites now certified across Australia. Since its inception in 2023, the scheme has grown exponentially, indicating its relevance in the steel sector and the value seen by supply chain and project teams alike.

Its breadth of reach positions SSA as more likely to be specified by clients, contractors and project teams within their procurement requirements and sustainability frameworks.

Widely recognised schemes provide confidence to project stakeholders by showing that a company’s sustainability performance has been assessed against trusted industry standards.

For fabricators and manufacturers, certification with SSA can strengthen credibility, support tender submissions and meet responsible sourcing expectations for major building and infrastructure projects.

2. Support project sustainability ratings The right certification helps projects achieve recognised sustainability outcomes. In Australia, the key frameworks are Green Star (Green Building Council of Australia) and the Infrastructure Sustainability Rating Steel Australia | Vol. 39 | No. 2

Scheme (Infrastructure Sustainability Council), both of which reward projects that source responsibly certified products.

•

Under the Green Star Responsible Products Framework (RPF), approved schemes such as SSA, receive Responsible Product Values (RPVs) based on alignment with Green Star technical criteria.

Schemes recognised under the RPF provide a clear pathway for downstream manufacturers to support their clients and project proponents in achieving enhanced Green Star project outcomes.

•

3. Designed for fabricators and downstream suppliers SSA was designed to cover the entire steel supply chain, including downstream businesses. SSA certifies compliance to sustainability indicators for steel mills, distributors, rollformers, processors and fabricators. This approach recognises that sustainability outcomes depend not only on steel production, but also on responsible processing, fabrication, manufacturing and supply chain management.

4. Recognised across building and infrastructure sectors Fabricators and downstream manufacturers often supply steel into a wide range of projects, including commercial buildings, industrial facilities and large infrastructure works.

Certification schemes recognised across multiple sustainability frameworks can therefore provide broader market recognition. Steel Sustainability Australia Certification is recognised within: • the GBCA Green Star Responsible Products Framework,

•

the Infrastructure Sustainability Rating Scheme, the NZ Green Building Council rating systems, and SSA verified mills are recognised within the NZ Sustainable Steel Council rating scheme.

5. Efficient, practical and tiered For many downstream manufacturers, pursuing sustainability certification can appear complex. Choosing a streamlined scheme that aims for best practice sustainability while reflecting the operational realities of the industry can make the process significantly more achievable.

SSA focuses on criteria that matter most for the steel supply chain, avoiding unnecessary or irrelevant requirements.

The streamlined assessment process makes certification achievable, saving time and resources while still meeting industry expectations.

Choosing SSA ensures your certification is widely recognised, practical, and aligned with multiple rating tools, offering a clear pathway to demonstrate sustainability leadership across both building and infrastructure projects.

VIST THE STEEL SUSTAINABILITY AUSTRALIA (SSA) WEBSITE READ THE ARTICLE ONLINE

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FORGING A GREENER FUTURE In south-east Queensland’s industrial corridor, ASI associate member Future Forgeworks is preparing to do something Australia has not seen in three decades: build a new steel mill from the ground up.

According to managing director Rohan Richardson, “Future Forgeworks’ Swanbank Steel Mill is planning to be one of Australia’s first new steel mills in 30 years and Queensland’s first circular economy-focused steel facility.”

projects across the Australian and international energy sector, I wanted to take on my own project in a purposedriven company focused on driving a transformative leap in Queensland’s heavy industry,” Richardson says.

Designed to produce low-emissions reinforcing bar and coil, the Swanbank Steel Mill brings together electric arc furnace steelmaking, continuous mill technology and a circular economy model built around Queensland scrap metal and Queensland energy.

For Richardson, the project is both a professional evolution and a personal undertaking.

The idea emerged while Richardson was undertaking a business school program and exploring opportunities with long-term industrial impact. Steel, and in particular reinforcing bar, stood out because of the convergence of construction demand, supply chain resilience and decarbonisation.

“After dedicating 23 years to leading large-scale facilities and capital-intensive

“I saw an opportunity for a steel mill in Queensland that could leverage the circular economy and produce rebar at an exciting time for Queensland

The Future Forgeworks soil turning ceremony in March 2026.

where the scale of infrastructure and investment is unprecedented,” he says.

Queensland is heading into a decade of major infrastructure delivery: Brisbane 2032, hospitals, housing, energy projects, defence work and the broader pipeline of public and private construction.

Future Forgeworks expects first steel in early 2028, as demand for Australianstandard reinforcing products continues to intensify.

The Swanbank steel mill The Swanbank facility has been designed around SMS group’s CMT350® continuous mill technology, with an annual production capacity of 350,000 tonnes of reinforcing bar and coil from approximately 385,000 tonnes of locally sourced scrap metal.

“We’re excited to bring the SMS group’s continuous mill technology to Australia which has significant advancements over the current production methods,” Richardson says. “I have no doubt it will deliver the greenest, safest, most efficient production route for steel making in Australia.”

Artists’ impression of the Swanbank steel mill. Render by Aurecon.

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In practical terms, the continuous production route removes billet reheating from the process, reducing energy consumption and production time while improving yield. The mill also incorporates advanced quenching technology, automation, safety and emissions controls.

Steel Australia | Vol. 39 | No. 2

(L to R): Bernard Steenken (Chief Sales Officer, SMS group) and Rohan Richardson (Managing Director, Future Forgeworks) at the Swanbank site.

The environmental case rests on more than technology. Future Forgeworks is focused on locality, shortening the distance between scrap supply, production, fabrication and construction markets. “We expect to source Queensland scrap metal, and Queensland energy to supply the local Queensland construction infrastructure market,” Richardson says. “This results in significantly less transport costs, lower emissions, less processing time and a quality product for the Queensland economy. We are excited to be introducing a circular-driven business model to Queensland.”

Supporting the local region For construction clients, the Future Forgeworks model is designed to offer lower-emissions reinforcing bar without sacrificing quality, reliability or cost competitiveness. For the region, it is intended to keep more economic value within South-East Queensland. Future Forgeworks has committed to a local economic injection of up to $100 million, more than 400 construction jobs, 200 permanent site-based positions and more than 500 jobs across the supply chain over the life of the facility.

“I’m very proud to be part of the Australian steelmaking journey,” Richardson says. “The foundations have been laid by generations of successful steel makers and steel continues to play a critical role in Australia’s economic strength and sovereign capability.”

Steel Australia | Vol. 39 | No. 2

Richardson sees the Swanbank mill as a continuation of that history, rather than a departure from it. “Our project looks to build on this story with modern practices enabling a step change in national steel making capability,” he says.

That step change has required careful technical and community groundwork.

Future Forgeworks received development and operational approvals through Ipswich City Council and the Queensland Government, following feasibility work and technical assessments spanning noise, air quality, traffic, water and safety. Its community materials outline environmental controls including an enclosed melt shop, fume treatment plant and closed-loop water recycling.

Richardson says community and stakeholder response has been strong.

“It has been very positive so far,” he says, noting his own connection to Ipswich, where he spent part of his childhood and early school years. “There has been an overwhelming level of positivity, particularly from the Ipswich council and community.”

Ipswich has a long manufacturing history, and Future Forgeworks believes that the Swanbank project could be an opportunity to position the region as a centre for advanced manufacturing.

Between now and 2032, Future Forgeworks estimates the mill could replace approximately $2 billion in imports with cost-competitive, low-

emissions rebar. Richardson says that volume is “enough rebar to build around 72 Olympic-sized stadiums or 315,000 houses.”

“To be part of delivering one of Australia’s first steel mill project in 30 years is a massive draw card for me,” Richardson says. “We’re also very excited that, once operational, we may become a partner of choice for Queensland fabricators, distributors, scrap providers and also an employer of choice for the 200-odd future vacancies that we’re looking to recruit.”

Richardson is clear-eyed about the scale of the task, but optimistic about the foundations already laid.

“We’ve had a high level of support from the industry segments, from the government and the community,” he says. “While this is a large, challenging project, with all the support we’ve received and continued to receive, it’ll be a sure-fire result.”

This article was supplied as part of a paid advertising package.

VIST THE FUTURE FORGEWORKS WEBSITE READ THE ARTICLE ONLINE

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CAPABILITY WORTH PROTECTING After three decades building some of Australia’s most challenging steel projects, CASA Engineering is warning that the capability underpinning that work cannot be taken for granted.

For more than 30 years, CASA Engineering has built its reputation on taking on the projects others often find too difficult.

Founded by mechanical and structural engineer Peter Casa in Townsville in 1995, the Australian Steel Institute member began as a small fabrication and installation business before expanding into Brisbane, Rockhampton, Papua New Guinea and the South Pacific.

Over time, CASA developed into an integrated engineering and construction company, with capabilities spanning engineering, drafting, structural steel fabrication, mechanical installation, logistics, heavy lifting and site construction. Its experience extends across infrastructure, mining, industrial facilities, bridges, marine works, power generation, water treatment, defence and major commercial projects.

That integrated model has long been central to the company’s value proposition. “We have the engineering knowledge, fabrication capability, equipment, logistics and site resources within the one business,” Peter said. “That gives clients certainty. We are not relying on a long chain of external parties to deliver the work, and we can address problems quickly as they emerge. We have built our reputation on delivering complex projects on time.”

CASA’s in-house resources have included heavy engineering workshops, hardstand areas, transport equipment, mobile workshops and a substantial crane fleet. Its Townsville facility incorporated a dedicated welded12

beam manufacturing line capable of producing beams up to 2,100mm long and 600mm wide.

“We have never tried to compete by doing the simplest work in the market,” Peter said. “Most of our projects carry a high degree of technical or logistical difficulty. We are generally the people clients call when they have a challenging problem that needs to be solved.”

A changing market That capability is being placed under increasing pressure by the growth of imported fabricated structural steel.

Not surprisingly then, CASA was among the businesses that made a submission to the Productivity Commission’s safeguard inquiry into imports of fabricated structural steel products.

According to CASA, tender opportunities for portal-frame warehouses began declining from around 2018, even as commercial warehouse construction remained strong. In many instances, the company was either asked to provide a price for budgeting and comparison purposes or was not invited to tender because the steel package had already been earmarked for offshore fabrication.

IMAGES Just some of CASA Engineering’s projects (from the top down): Brisbane Convention and Exhibition Centre; Dutton Park Station; Yeerongpilly Station; and Sunshine Coast University Private Hopsital

CASA cites examples including warehouse projects at Bundamba, Redbank and Goodna located close to their own facilities, but supplied entirely with imported fabricated steel. There was even a facility expansion located in the same street as CASA’s workshop, where imported steel was used and CASA was subsequently engaged to rectify fabrication errors.

Steel Australia | Vol. 39 | No. 2

“What we have seen is not a decline in the number of buildings being constructed,” Peter said. “The work is still there. The difference is that much of the fabrication has moved offshore.”

The company also cancelled planned investment in a new beamline and paint line because the reduced volume of warehouse and industrial work made the investment difficult to justify.

Peter said the commercial building market had become increasingly reliant on overseas production managed by Australian personnel. “It is not that the technology or technical management overseas is necessarily superior. In many cases, Australian engineers and project managers are still overseeing the work.

The difference is that the fabrication labour has been moved offshore.”

For Peter, the consequences extend well beyond one company’s order book.

“When workshops close, the skills and experience do not simply sit there waiting for the market to return,” he said. “People retire, move industries or relocate. Equipment is mothballed and apprentices are no longer taken on.”

“When local content becomes a boxticking exercise, the policy is not achieving what it was designed to achieve,” Peter said. “Local businesses can spend considerable time and money pricing work where there was never a genuine intention to award the fabrication locally.”

The consequences of lost work The impact on CASA has been significant. Over the past two years, the business has consolidated its operations into one Brisbane workshop after closing facilities in Townsville, Rockhampton and Bundamba. Its safeguard submission reports the loss of approximately 70 full-time regional positions and significant decline in annual turnover.

CASA has halved its apprentice intake in recent years. Peter believes the decline of smaller and mid-sized fabricators is particularly concerning because these businesses play a vital role in developing tradespeople who later support the entire industry.

“Smaller fabricators are an important training ground,” he said. “They create the skilled workforce that larger companies and major projects rely on. Once that supporting capability disappears, the whole industry becomes more vulnerable.”

Restoring certainty CASA supports an effective safeguard measure as a way to provide immediate breathing room for Australian fabricators, while broader procurement and industry policies are strengthened.

Peter is clear that safeguards cannot provide the complete long-term solution. However, he believes they can restore enough certainty for businesses to retain people, resume investment and rebuild training pipelines.

“A safeguard would give businesses confidence that there is a future worth investing in,” he said. “Local fabrication may not always be the cheapest option on the initial price, but it provides greater certainty around quality, standards, communication, delivery and urgent supply.”

That responsiveness is critical. Imported steel can take months to arrive, while local workshops can respond to design changes, replacement requirements and urgent project needs.

“Structural steel is not an off-the-shelf commodity that Australia can assume will always be available,” Peter said.

“If shipping is disrupted by conflict, geopolitical tension or another global event, projects cannot simply continue as normal. Australia must retain the capability to fabricate what it needs.”

“The safeguard is about preserving much more than production volumes.

It’s about protecting the workshops, technical knowledge, apprenticeships and industrial capacity that Australia will depend on for decades to come,” Peter said.

VIST THE CASA ENGINEERING WEBSITE

Marine piling

Steel Australia | Vol. 39 | No. 2

READ THE ARTICLE ONLINE

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DESIGNED TO MOVE: St Marys IPO sets a new benchmark for temporary infrastructure Temporary project offices have traditionally been treated as short-lived necessities: functional compounds assembled from demountables or shipping containers, then removed when the work is complete. Sydney Metro’s St Marys Integrated Project Office offers a very different model. Designed as a high-quality commercial workplace that can be dismantled, relocated and rebuilt, the project demonstrates how temporary infrastructure can deliver significant carbon savings, reduce material waste and provide a better environment for the people who use it.

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Steel Australia | Vol. 39 | No. 2

The $16 million Integrated Project Office (or IPO) was constructed to support the design and delivery of six new metro stations connecting St Marys railway station with the future Western Sydney Aerotropolis.

The four-storey building accommodates approximately 200 workstations and includes meeting and collaboration areas, internal stairs, a lift, an outdoor terrace and a glazed curtain-wall façade.

Robert Bird Group was responsible for the structural design of the project. Principal Joseph Bonica said the original brief required the team to rethink what a temporary project building could be.

“The original brief for the St Marys Integrated Project Office was to deliver a temporary 200-person project office that was structurally efficient and sustainable, capable of being constructed under an accelerated program, and able to be dismantled and relocated at the end of its initial use,” Bonica said.

Rather than approaching the office as a disposable facility, the team designed it as a reusable asset with a 50-year design life. Its hybrid superstructure combines a bolted structural steel frame with crosslaminated timber floor panels, with components standardised wherever possible to simplify fabrication, erection, future disassembly and reconstruction.

“The St Marys Integrated Project Office adopted a hybrid structural steel and cross-laminated timber (CLT) system because it provided the

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PROJECT TEAM Client: Sydney Metro Structural Engineer: Robert Bird Group (RBG) Architect: Place Studio CLT Supplier: XLAM CLT Installer: Savcon Steel Fabricator: Proline Steel

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most effective solution for achieving the project’s objectives of sustainability, rapid construction, and future reuse,” Bonica said. “Rather than relying on conventional demountable buildings or single-use temporary facilities, the structure was specifically designed to be dismantled, relocated, and reassembled for future Sydney Metro projects.”

Saving steel and embodied carbon The most significant outcomes begin with material efficiency.

During the project’s 10-week design phase, Robert Bird Group worked closely with structural steel fabricator Proline Steel to adjust the structural grid to suit standard steel stock lengths.

That meant members could move more directly through the fabrication process, with less cutting, splicing and waste.

The change saved approximately 10 tonnes of structural steel compared with the reference design—an estimated 11 per cent reduction in total steel tonnage. It also reduced cradle-to-gate emissions by approximately 33.5tCO2-e, representing a six per cent reduction in the superstructure’s carbon footprint.

“The project achieved a saving of approximately 10 tonnes of structural steel by engaging the builder and supply chain early in the design process and modifying the building grid to align with standard steel stock lengths,” Bonica said.

“This outcome demonstrates the significant value of early steel supply chain involvement. By incorporating fabrication and procurement considerations into the design phase, the project team was able to improve efficiency, reduce embodied carbon, minimise waste, lower material costs, and accelerate construction.”

The larger carbon benefit will be realised over the building’s planned multiple lifecycles. The cradle-to-gate carbon footprint of the superstructure was calculated at 563tCO2-e for one lifecycle. By reusing the structure over five lifecycles rather than constructing five separate buildings from prime materials, the project is expected to avoid more than 2,250tCO2-e.

That multi-life approach moves the building away from the conventional linear model of build, use and dispose. Steel beams, columns and connections, CLT panels, the façade, lift, raised flooring, services and many internal components were considered in the detailed disassembly plan prepared for the building.

Easy to take apart—and put together The same decisions that make the IPO relocatable also made it exceptionally quick to construct. The building’s steel and CLT superstructure was erected in only 25 working days. Its full-height lift core, prefabricated as a structural steel truss mast, was installed in just four hours.

The lift core was erected first and used to provide immediate stability to the building. Each subsequent level could then be constructed and braced back to the core, removing the need for substantial temporary bracing.

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later be pulled apart. Making components straightforward to remove also made them straightforward to install.

Rethinking the temporary workplace The IPO also challenges the assumption that temporary facilities must compromise on comfort, daylight or amenity.

The building’s glazed façade brings natural light deep into the office, while improved insulation, windows, doors and roofing support thermal comfort and reduce operational energy demand. Staff have access to dedicated meeting rooms, collaborative spaces, internal circulation, a lift and an outdoor terrace within one integrated workplace.

“Compared with traditional site accommodation such as demountable buildings or stacked shipping containers, the St Marys IPO delivers a significantly higher-quality workplace environment,” Bonica said. “The purpose-built four-storey office provides dedicated collaboration and meeting spaces within a single integrated building, creating a more comfortable and productive working environment for project teams.”

“The St Marys IPO demonstrates that temporary structures can have a valuable and dignified place within the built environment. They need not be poorly lit, compromised spaces that are tolerated until a project ends. When properly considered from the outset, they can be adaptable, attractive and productive workplaces—and assets capable of serving several generations of projects.”

“The structural steel truss mast lift core was a key element of the building’s design, serving multiple functions during construction, operation, and eventual relocation,” Bonica said.

“During erection, the full-height lift core was prefabricated as a single-piece assembly and installed first, providing immediate stability to the structure and allowing each floor level to be progressively erected and braced from the core.”

The core will perform the same stabilising role when the building is dismantled. It can remain in place while the surrounding floors and frame are progressively removed, before becoming the final major structural component to be taken down.

Simple and repetitive bolted connections were equally important. By limiting connection variations and avoiding site welding wherever possible, the team created a frame that could be assembled efficiently without compromising its future recoverability.

“The bolted steel frame was central to making the St Marys Integrated Project Office fully dissembled and relocatable,” Bonica said. “The structure was designed with simple, consistent bolted connections throughout, eliminating the need for complex connections or site welding that would have made future disassembly and reconstruction impractical.”

In this sense, rapid delivery was not a separate innovation.

It was a direct by-product of designing a structure that could

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Built for a future move One of the most common questions Bonica receives is when the building will actually be dismantled and reassembled.

The answer is that it is still early in its first lifecycle. The IPO was completed in December 2023 and remains in use at St Marys, with relocation expected approximately every 10 years under the original design assumptions. It may remain in its current role for another four to five years before any firm relocation program emerges. For now, the industry will need to watch this space.

“What the project has already demonstrated, however, is clear: circularity does not need to come at the expense of speed, commercial quality or construction efficiency. In the St Marys IPO, each of those outcomes reinforces the others.”

“The St Marys IPO demonstrates how major infrastructure projects can move beyond the traditional ‘build, use, and dispose’ model and adopt a circular construction approach, where buildings are designed from the outset for disassembly, relocation, and reuse,” Bonica said.

The project won the prestigious Constructsteel Award for Excellence in Sustainability, as well as the ASI’s 2025 Sustainability Award (Large Projects).

READ THE ARTICLE ONLINE

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AN EXCITING NEW CHAPTER FOR STEELINE

After more than three decades of growth, collaboration and service to communities across Australia, Steeline is preparing for an important leadership transition.

Steeline’s current chief executive officer Andrew Walsh will retire at the end of 2026 following more than 12 years in the role. Michael Gerada has been appointed CEO-elect, with a structured handover underway since 1 June. The transition brings together two highly experienced steel industry leaders and reflects Steeline’s commitment to continuity: preserving the culture, relationships and locally focused service model that have long distinguished the organisation, while positioning the group for its next phase of growth.

Established in 1991, Steeline is Australia’s only national buying group of independently owned steel rollformers. Its network spans every state and territory, with members manufacturing and supplying roofing, rainwater goods, flashings, steel framing, sheds, fencing, purlins, battens and other steel building products.

this very seriously, maximising our supply arrangements and the partner networks to provide high quality Australian products to our customers covering all forms of roll formed roofing and rainwater goods, sheds, framing, flashings and commercial products to projects in our regions and beyond.

We aren’t the biggest, but we are proud of what we do and what we mean to our customers.”

That regional presence has been central to Steeline’s identity. The organisation has historically maintained a stronger footprint outside the capital cities than many of its competitors, placing members close to local builders, roofers, fabricators and communities. For example, the new Steeline Mount Gambier operation in the Limestone Coast region of South Australia (pictured opposite).

The model combines the purchasing power and supplier relationships of a national group with the accessibility, product knowledge and responsiveness of locally owned businesses. In many cases, customers deal directly with the people who own and operate the branch.

It is also a model founded on practical experience. Steeline members understand the products they manufacture and supply because many have worked directly with rollforming equipment, installation teams and customers throughout their careers. This hands-on knowledge helps members provide immediate advice and build enduring relationships.

“We are a group of independently owned roll forming businesses based across every state in Australia,” Walsh said.

“Our commitment is to service over and above, and we take

Preserving a strong legacy Walsh’s tenure has spanned a period of considerable change for Steeline and the broader Australian steel industry.

One of his most important achievements is building on the fantastic ‘Steeline Family’ relationships between their members, key suppliers and industry stakeholders. “These relationships are one of the great things that sets Steeline apart from all the big corporates, and ensure our ongoing success,” said Walsh.

“My role has extended beyond negotiating supply agreements and developing strategy; it has involved maintaining the relationships between independently owned businesses and reinforcing the sense of shared purpose that underpins the Steeline network.”

Electric Arc Furnace

L to R: Andrew Walsh and Michael Gerada.

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The succession process began well before Gerada’s appointment. Walsh worked with the Steeline Board for around 12 months to identify a leader with the right industry knowledge, commercial capability and personal qualities. Technical skills and experience were essential, but cultural fit was equally important. Steeline needed a CEO who would be credible with members, understand independent businesses and recognise the importance of relationships within the group.

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Steeline’s new Mount Gambier operation

Gerada brings more than 30 years of experience across the Australian steel industry, including roles with Union Steel, Smorgon Steel, BlueScope and Metroll businesses spanning distribution, coated and industrial products. Gerada is also well known to many Steeline members, having worked with the group as a key supplier since the early 2000s.

“With 30 years’ experience in the steel industry and time spent across steel distribution, roll forming and business development, there is one thing that has always remained consistent to me and that is people and the need for good people, working together for the same vision, no egos, just a team wanting what’s best for the organisation,” Gerada said.

“Over many years being exposed to Steeline and the members I have always seen this firsthand from the members and to now be a part of this organisation and learn from and support some amazing people is something that I feel truly lucky to be given the opportunity to do.”

Gerada recognised Walsh’s broader contribution to the Australian steel industry, which began when Walsh joined the sector as a trainee metallurgist in 1982. “I’d like to recognise and thank Andrew for his service to the steel industry for more than four decades. Andrew has been a valued adviser and support to countless people across the industry.”

Trust in an uncertain market Gerada assumes the role at a time when customers are seeking more than competitive pricing. Product origin, lead times, compliance, technical support, sustainability and design flexibility have become fundamental expectations.

He believes the uncertainty facing construction and

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manufacturing businesses creates an opportunity for Steeline’s members to reinforce their role as dependable local partners.

“The way the world is evolving and the amount of uncertainty that seems to fill people’s minds creates opportunity for business,” Gerada said. “With the uncertainty you are really looking for someone you can trust, whether it be around lead times, technical support, competitive value propositions, Australian-made product, sustainability, compliance or design flexibility; don’t just tell me you are going to do it, do it and stand by it.”

That commitment also extends beyond commercial relationships. Steeline’s Local Heroes initiative supports clubs, schools and community organisations, while its Tradie of the Year Awards—The Steelies—recognise the roofers, cladding installers, fencing professionals and apprentices whose work helps shape communities across Australia.

As leadership passes from Walsh to Gerada, the emphasis is not on reinventing Steeline, but on building confidently upon its foundations: independent ownership, national cooperation, local expertise and service over and above.

VISIT THE STEELINE WEBSITE READ THE ARTICLE ONLINE

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RAISING THE BENCHMARK: BROWN STEEL ACHIEVES DUAL CERTIFICATION

Yarrila Place in Coffs Harbour

For more than three decades, Brown Steel has built its reputation by delivering complex structural steel packages across Queensland and northern New South Wales. Now, the Toowoomba-based fabricator has added another important milestone to its history, achieving both Steel Compliance Australia certification and the highest level of certification available through Steel Sustainability Australia.

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Together, the Steel Compliance Australia (SCA) and Steel Sustainability Australia (SSA) certifications provide independent assurance that Brown Steel’s structural steelwork, business systems and supply chain practices meet recognised standards for quality, compliance, sustainability and responsible procurement.

“Brown Steel is a Queensland-owned structural steel contractor with over 30 years of experience delivering high-quality steel fabrication and erection services across Queensland and Northern New South Wales,” said Carly Goddard, contracts and compliance manager.

“As a business aligned with the Queensland Procurement Policy 2026, we support government and major infrastructure projects through local industry participation, regional employment, skilled workforce development, and robust supply chain capability.”

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Pimpana Sprts Hub

Founded in 1995 and based in Toowoomba, Brown Steel provides commercial steel fabrication, shop detailing, transportation, erection and installation services. Its portfolio spans hospitals, schools, civic facilities, sports complexes, shopping centres and other large-scale commercial and industrial developments. The company operates from a specialist workshop at Torrington and is supported by a management team with more than 200 years of combined industry experience.

“We provide a complete structural steel solution, rom design coordination and shop drawings through fabrication, surface treatment, delivery, and installation, ensuring quality, programme certainty, and streamlined project delivery,” Goddard said.

From regional fabricator to major project partner Brown Steel’s evolution has been gradual and deliberate.

Over time, the company has expanded beyond its regional foundations to become a trusted delivery partner for some of Queensland’s leading builders.

“Our biggest milestone has been the steady evolution from a regional steel fabricator into a trusted delivery partner on some of Queensland’s most significant construction projects,” Goddard said.

“We’ve continually invested in our people, equipment and quality systems, achieving CC3 certification under AS/NZS 5131, ISO 9001 accreditation and now Steel Sustainability Australia Level 3 certification.”

That level of capability is reflected in the company’s current project pipeline. Brown Steel is delivering the structural steel package for the $217 million Aeromedical Precinct at Brisbane Airport, a five-star Green Star and CC3 project that will bring together the Royal Flying Doctor Service, LifeFlight, Retrieval Services Queensland and the Queensland Police Service Aviation Capability.

The multi-tenanted emergency response hub will provide approximately 18,700m2 of hangar and headquarters space.

Brown Steel is also working on the $619.5 million Queen Elizabeth II Jubilee Hospital Expansion, which includes a fivelevel Clinical Services Building with 112 new overnight beds and an eight-level car park accommodating 1,379 vehicles.

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Other current projects include Bond University’s 18,000m2² Connections Precinct and Boeing’s new 9,000m2 production facility at Toowoomba Wellcamp Airport. The latter will manufacture the MQ-28 Ghost Bat and represents Boeing’s first final-assembly facility outside North America.

“These projects demonstrate our ability to fabricate and install high-compliance structural steel for critical infrastructure across the health, education, aviation and industrial sectors,” Goddard said.

One team, from detailing to erection Brown Steel’s integrated delivery model is an important part of that capability. By maintaining responsibility across the structural steel package, the company can identify issues early, coordinate interfaces and manage quality from the initial shop drawings through to final installation.

“It’s a significant advantage. By managing the process from detailing through fabrication, coating coordination, logistics and erection, we maintain quality, programme certainty and accountability at every stage,” Goddard said.

“Clients deal with one experienced team as a ‘one-stop shop’ for all things structural steel; therefore, we understand the project from start to finish, reducing risk, improving communication, and helping projects stay on schedule.”

This approach is particularly valuable on technically demanding projects, where compliance obligations, complex geometries and compressed programs require strong coordination between builders, engineers, detailers, fabricators, surface treatment providers and erection teams.

Sustainability independently verified Brown Steel’s recent achievement of Steel Sustainability Australia Level 3 certification builds upon its existing quality and compliance framework.

SSA assesses sustainability performance throughout the steel supply chain, including governance, environmental management, workplace health and safety, responsible steel sourcing, modern slavery risk, resource management and carbon emissions. Level 3 represents the program’s aspirational leadership level and incorporates a specific requirement for carbon emissions reduction.

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“Certification provides independent verification that a fabricator has the systems, governance and accountability to meet those expectations. It allows businesses like Brown Steel to compete on capability, quality and long-term value—not simply on price—and supports better outcomes for clients and the broader industry.”

Brisbane Metro Depot

“Sustainability expectations are changing rapidly across the construction industry, particularly on government and major infrastructure projects,” Goddard said.

“We wanted to demonstrate that Brown Steel doesn’t simply meet compliance requirements—we actively embrace best practice. Level 3 certification reflects our commitment to environmental responsibility, ethical procurement, strong governance, and continuous improvement, while giving our clients confidence that they’re working with a business operating to recognised national standards and in contract compliance, with full traceability for all our steel.”

While the company already had established quality, safety and environmental systems, achieving Level 3 required a detailed examination of how those systems operated across the entire business and supply chain.

Mercedes Benz Autohaus

“The certification process involved a comprehensive independent review of every aspect of our business, from governance and environmental management through to workplace health and safety, procurement, quality systems, documentation and traceability,” Goddard said.

“We worked closely with our suppliers to better understand their procurement procedures, manufacturing sources and compliance with relevant Australian and New Zealand Standards. We also reviewed their sustainability practices, environmental performance, Modern Slavery obligations, and health and safety initiatives to ensure they aligned with our own expectations and the requirements of the Steel Sustainability Australia framework.”

The process strengthened documentation, reporting, supplier engagement and ongoing performance monitoring. It also provided a formal framework through which Brown Steel can measure improvement rather than treating certification as a one-off exercise.

“It reinforced the value of the systems we’d developed over many years while providing a structured framework to continually improve them,” Goddard said.

Confidence beyond the finished product SCA and SSA address different, but complementary, dimensions of project risk. Steel compliance certification provides assurance that 22

A member of the Brown Steel team

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the fabricator has the systems, personnel and capability required to manufacture compliant structural steelwork. SSA extends that scrutiny into the environmental and ethical performance of the business and its supply chain.

“Traditional quality assurance focuses on delivering a compliant product. SSA Level 3 goes much further by demonstrating responsible business practices across sustainability, governance, environmental performance, ethical procurement and supply chain transparency,” Goddard said. “It gives clients greater confidence that risk is being managed across the entire project lifecycle—not just in the finished steelwork. Most importantly, it provides contract compliance for 5-star Green Star projects and assists in ensuring compliance with the QPP 2026.”

As governments, asset owners and Tier One contractors place greater weight on responsible products and verified supply chains, certification also gives Australian fabricators a clearer way to demonstrate value beyond their tender price.

VISIT THE BROWN STEEL WEBSITE READ THE ARTICLE ONLINE

“Certification provides independent verification that a fabricator has the systems, governance and accountability to meet those expectations,” Goddard said. “It allows businesses like Brown Steel to compete on capability, quality and long-term value— not simply on price, and supports better outcomes for clients and the broader industry.”

For Brown Steel, dual certification is both recognition of progress and a platform for continued growth. “Our goal is to remain a trusted partner for Australia’s leading builders and continue raising the benchmark for structural steel fabrication in Queensland and always supporting Australian Fabrication, Australian jobs over Imported fabricated steel.”

Artists impression of the Aeromedical Precinct at Brisbane Airport

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RECONNECTING THE KIMBERLEY: THE NEW FITZROY RIVER BRIDGE

When ex-Tropical Cyclone Ellie swept across northern Australia in late December 2022, it triggered a once-in-a-century flood that would sever one of Western Australia’s most important transport links.

Floodwaters in the Fitzroy River rose to an unprecedented 15.8 metres, causing extensive damage across the Kimberley. The existing Fitzroy River Bridge and approximately 500 metres of the Great Northern Highway were damaged beyond repair, disconnecting communities and disrupting the movement of freight, essential supplies and tourists between the East and West Kimberley.

February 2023, the project achieved practical completion less than 11 months after the flood and more than six months ahead of schedule.

The result is a 270-metre-long, eight-span composite weathering steel and concrete bridge carrying the Great Northern Highway over the Fitzroy River. Taller, wider and almost 100 metres longer than its predecessor, it has been designed to provide a safer, stronger and more flood-resilient connection for the region.

The loss of the bridge transformed an approximately 26-hour journey between the East Kimberley and Perth into a 59hour trip via Alice Springs and the Nullarbor. Re-establishing the crossing was therefore both an economic and social imperative.

Racing the wet season The project began without a concept design, with limited geotechnical information and almost no procurement lead time.

The site was also located approximately 2,370 kilometres by road from Perth. Adding to the pressure was the approaching 2023–2024 wet season. Failure to complete the bridge in time could have delayed delivery by another six to nine months and reinstated a 5,700-kilometre freight detour between Western Australia and the Northern Territory.

The $250 million replacement was delivered by the Fitzroy Bridge Alliance, comprising Main Roads Western Australia, BMD Constructions, Georgiou Group and BG&E. Awarded in

According to BG&E associate director - bridges Emir Muhlisic, the project’s earliest site investigations were critical. “This initial visit provided us with a real-world perspective and a

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clear understanding of the site topography, the strength of the river flow and the aftermath of the event itself; these learnings and insights would influence the design of the new bridge,” Muhlisic said.

The Alliance adopted a progressive design and delivery model, undertaking design, procurement and construction concurrently. Critical packages were released before the overall design was complete, supported by close collaboration between the designers, independent verifier, suppliers, detailers, fabricators and construction teams.

An incremental launch methodology was selected to enable work on the bridge’s substructure and superstructure to proceed simultaneously.

“When assessing the width of the river, the impact of potential flooding events during construction and the duration of the construction program, it became apparent to the design and construction team that a superstructure utilising an incremental launch method would provide the best design solution for the new bridge,” said Marcus Toleman, BG&E associate - bridges.

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The bridge was progressively pushed across the river in eight 35.3-metre launches. Repetitive design and careful planning reduced the final launch cycles to just four days.

Steel provides the solution While concrete is commonly used for Australian road bridge superstructures, it presented significant logistical and programming challenges at Fitzroy Crossing. Prestressed beams were not readily available within the required timeframe, transporting heavy concrete members over thousands of kilometres would have been costly, and producing posttensioned beams on site would have added complexity and risk.

The project team determined that a composite steel superstructure offered the most efficient solution.

“The Kimberley region is a semitropical area with a dry and wet season. The construction methodology we adopted had to ensure we could build the substructure during the dry season and allow us to continue working on the superstructure through the wet season,” said Luke Kelly, BG&E senior associate - bridges.

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“We believed an incremental launch method using steel would make building the continuous road bridge easier and more time efficient than a conventional, prestressed concrete option.”

The superstructure consists of six welded steel I-girders, each 1,200mm deep, supporting a concrete deck at least 200mm thick. This arrangement enabled internal spans of 35.3 metres and end spans of 28.2 metres, reducing the number of piers required within the river.

Steel’s high strength-to-weight ratio also produced a relatively slender superstructure, with a depth-to-span ratio of approximately 1:23. This reduced the bridge’s exposure to flood forces while also allowing smaller, more economical foundations.

The project used around 1,200 tonnes of Australian-made REDCOR® weathering steel supplied by BlueScope Steel.

The material develops a protective oxide layer, or patina, that provides increased atmospheric corrosion resistance without a painted or galvanised coating.

This was particularly valuable in the Kimberley, where the remoteness of the bridge would make future maintenance costly and disruptive.

“The benefits to the building program by using REDCOR® weathering steel allowed the design and construction team to take advantage of the inherent attributes of steel that helped us with the incremental launch construction methodology while satisfying Main Roads by ensuring they weren’t burdened with future maintenance costs,” Kelly said. “We also believed it would give us program advantages versus alternate materials.”

By removing the need for periodic recoating, the weathering steel solution is expected to avoid a conventional 10-to-20-year maintenance cycle and save at least $3 million over the bridge’s 100-year design life. It also eliminates coating-related volatile organic compound emissions and future traffic disruption associated with maintenance works.

Fabricated for speed The bridge’s superstructure was designed around prefabricated modules suited to the long journey to Fitzroy Crossing. At BlueScope Steel’s welded products’ Unanderra facility in New South Wales, weathering steel plate was processed into 100 welded I-beams. Each beam was approximately 18 metres long, 1.2 metres deep, 500mm wide and weighed around nine tonnes.

Producing the beams required more than 6,400 lineal metres of submerged-arc welding and a stringent testing regime covering weld quality and joint strength.

The girders were then transported by rail to Civmec’s Henderson facility in Western Australia. Civmec paired the beams and added bracing, connection plates, web brackets and sacrificial weathering steel formwork, creating 50 prefabricated modules for delivery to site. The modules alternated between lengths of 18 metres and 17.3 metres. Repetition simplified detailing and fabrication, while bolted connections reduced the need for site welding and enabled rapid assembly.

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The sacrificial weathering steel formwork between the beams served two purposes. It provided a safe platform for reinforcement installation and acted as permanent formwork for the deck, while also supplying lateral restraint to sections launched before the concrete was poured. This removed the need for separate plan bracing and helped save approximately seven weeks of construction time.

To further streamline launching, the first 22.7 metres of concrete deck was deliberately omitted until the steel superstructure reached the opposite abutment. Reducing the weight at the leading end simplified the launch nose and reduced the civil works required at the eastern abutment.

Australian steel was also crucial below the deck. The bridge is founded on 34 steel-cased reinforced concrete piles—four at each of seven piers and three at each abutment. Measuring 1,200mm in diameter and 25mm thick, the piles were designed to withstand major flood forces and up to 15 metres of potential scour.

Approximately 1.2 kilometres of pile casing was required.

To meet the schedule, the piles were procured from three suppliers across Australia before detailed geotechnical investigations were complete. Careful coordination between the structural and geotechnical teams enabled the design to accommodate the expected range of ground conditions, with installation completed in just 61 days.

A legacy beyond the bridge The engineering achievement was matched by an extensive program of community consultation, local employment and skills development. The Alliance engaged Traditional Owners from all five Fitzroy Valley language groups before work

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commenced. This consultation influenced the bridge alignment, which was shifted to avoid a culturally significant spring, and established designated exclusion zones around other important areas. Local cultural monitors were also engaged during ground-disturbing work.

More than 250 local people worked on the project, with First Nations workers contributing approximately one-quarter of total construction hours. Twenty-one First Nations-owned businesses from across the Fitzroy Valley and Kimberley participated in the rebuild.

The project team also provided mentoring, transport, meals and practical support to help local employees overcome barriers to sustained employment.

The new bridge now carries traffic in both directions and includes a 1.8-metre shared path, street lighting, improved barriers and greater load-carrying capacity. The design and construction methodology was adapted for the replacement of the nearby Brooking Channel Bridge, delivered by the Fitzroy Bridge Alliance.

Completed against extraordinary time, climatic and logistical constraints, the Fitzroy River Bridge illustrates what can be achieved when engineering ingenuity, Australian steel capability and genuine community partnership are brought together. More than a rebuilt crossing, it has restored a lifeline, and established a new benchmark for resilient infrastructure delivery in remote Australia.

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BUILT FOR DEMANDING WORK:

Ceejay Engineering achieves dual certification For almost three decades, Ceejay Engineering has built its reputation on solving complex fabrication, machining and engineering challenges for some of Western Australia’s most demanding industries.

Now, the Welshpool-based business has reached an important new milestone, achieving dual certification to AS/NZS 5131 Construction Category 3 and AS/NZS ISO 3834 Part 2 through Steel Compliance Australia.

Together, AS/NZS 5131 and AS/NZS ISO 3834 certifications independently verify Ceejay’s systems and capability for complex structural steel fabrication and comprehensive welding quality management. They also position the company strongly for future work in sectors where compliance, traceability and technical assurance are receiving greater scrutiny.

“Ceejay Engineering is a Western Australian fabrication, machining and engineering business based in Welshpool,” said Angelino Henry, business development manager.

“The business has been operating since 1997 and has grown from a smaller workshop with one man Joseph our managing director and one small machine; Into a multicapability engineering business supporting the mining, oil and gas, transport, defence and infrastructure sectors.”

That growth has been supported by steady investment in people, 28

equipment and systems.

Today, Ceejay offers in-house capability across structural steel fabrication, precision machining, mechanical fabrication, welding, laser and plasma cutting, tube laser processing, surface treatment, project management, quality documentation and site support.

engineering workshop into a multi-disciplinary business capable of delivering larger and more technically demanding packages.

Its broader capabilities include blast and paint, rubber lining, 3D scanning, reverse engineering, and repair and maintenance services.

“The major milestones have been the growth of our fabrication and machining capability, the development of a stronger project delivery team, investment into quality systems, expansion into supporting services such as surface treatment and rubber lining, laser and plasma cutting to name a few and now achieving dual certification to AS/NZS 5131 CC3 and AS/NZS ISO 3834 Part 2.”

“What makes Ceejay different is that we are not just a fabrication shop or a machine shop,” Henry said.

“We can take on complex work that requires fabrication, machining, welding, QA, inspection, documentation and delivery to come together properly.

That is where a lot of our value sits.”

Capability built over time Since commencing operations in 1997, Ceejay has evolved from a general

“The business started in 1997 and has steadily grown by building capability, taking on more complex work and investing back into the business,” Henry said.

Much of Ceejay’s work is delivered for the mining sector, but its experience also extends across oil and gas, defence, transport, infrastructure and broader industrial markets.

Typical packages include structural frames, tanks,

pipework, platforms, access structures, chutes, guards, mechanical assemblies, maintenance tooling, liftingrelated equipment and repair work.

These projects often involve much more than fabricating components to a set of drawings. They can require input into buildability, welding access, construction sequencing, machining after fabrication, coating selection, lifting requirements, dimensional tolerances and inspection planning.

“The best examples are usually the jobs where there is a mix of fabrication, machining, welding, lifting requirements, tight tolerances and documentation,” Henry said.

“Many of these jobs are not simple repeat fabrication.

They often require input around buildability, sequencing, welding access, machining after fabrication, coating systems, inspection points and final fit-up.”

The company is also regularly engaged to address urgent operational

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requirements, particularly where downtime or equipment failure creates immediate pressure on a client’s operations.

“In those situations, the client needs a supplier who can understand the problem, work through the technical risks and deliver a practical solution without compromising safety or compliance,” Henry said.

“That problem-solving approach is a big part of Ceejay’s culture. We like the difficult jobs. We like work where our workshop team, project team and quality team need to come together to get the right result.”

Responding to higher expectations The decision to pursue dual certification reflects both the changing expectations of Ceejay’s clients and the company’s ambitions for its future.

“It was driven by where the industry is heading and where we want Ceejay to sit in the market,” Henry said.

“A lot of our clients are now Steel Australia | Vol. 39 | No. 2

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placing much greater focus on compliance, welding quality, traceability and independent verification.

For complex structural steelwork, especially in mining, infrastructure and higher-risk applications, it is important to demonstrate that the systems behind the fabrication are as strong as the final product.”

AS/NZS 5131 defines quality requirements for the fabrication and erection of structural steelwork.

Certification to Construction Category 3 is significant because it relates to more complex structures and

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applications where the consequences of failure are higher.

AS/NZS ISO 3834 Part 2 establishes comprehensive quality requirements for fusion welding. Its focus extends across welding coordination, procedure qualification, personnel competency, consumables, inspection, testing, traceability, equipment and quality records.

Together, the two standards provide complementary assurance across the fabrication and welding processes.

“We pursued dual certification because we wanted to formally demonstrate that Ceejay has the systems, people and controls in place to deliver work at that level,” Henry said.

“It was not about getting a certificate on the wall. It was about strengthening the business, lifting our internal systems and giving clients greater confidence in our capability.”

Proving the systems behind the steelwork For clients, the achievement means Ceejay’s capability

has been assessed independently rather than simply asserted by the business itself.

“It shows that Ceejay has been independently assessed and certified against recognised Australian and international standards for structural steel fabrication and welding quality,” Henry said.

“For clients, that means we are not just saying we can do the work. We have gone through the process to prove that our systems, welding coordination, procedures, documentation, traceability,

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inspection and competency controls meet the required standard.”

The certification process required a detailed review of the systems surrounding the workshop’s practical fabrication and welding activities.

This included material identification and traceability, welding procedure specifications and qualification records, welder qualifications, inspection and test plans, hold and witness points, non-conformance management, documentation control, welding supervision and staff competency.

“The process was detailed and challenging, but very worthwhile,” Henry said.

“It made us look closely at every part of the business—not just the welding itself, but the systems around the welding.”

One of the most important lessons was that compliance cannot be isolated within the quality department or added immediately before an audit. It must form part of routine business operations, from estimating and procurement through fabrication, inspection and final handover.

“Certification is not something you can bolt on at the end. It needs to be built into the way the business operates. Everyone needs to understand their part in the process, from estimating and procurement through to the workshop floor, QA and final handover.”

“Certification is not something you can bolt on at the end,” Henry said. “It needs to be built into the way the business operates. Everyone needs to understand their part in the process, from estimating and procurement through to the workshop floor, QA and final handover.”

For other fabricators considering certification, Henry recommends viewing the process as an opportunity to improve the entire business. “If you approach it properly, it improves the way you work and gives your team a stronger structure to deliver consistent quality.”

Independent assurance for clients Although many capable fabricators maintain their own internal quality systems, third-party certification adds an external level of scrutiny.

“It gives clients confidence that the business has been assessed by an independent body against recognised standards,” Henry said. “Internal quality systems are important, but third-party certification provides another level of assurance. It shows that the systems have been reviewed, tested and verified externally.”

That assurance is becoming increasingly important for procurement teams, engineers and project managers responsible for managing risk on complex projects. Certification can also make supplier assessment more straightforward by providing evidence that essential systems and competencies are already in place.

“It helps remove some of the guesswork from supplier selection,” Henry said.

“The client can see that the capability has been independently verified.”

A platform for controlled growth Dual certification gives Ceejay a stronger foundation from which to pursue larger, higher-value and more complex fabrication packages.

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Across mining, oil and gas, infrastructure, transport and defence, clients are placing greater emphasis on compliance with Australian Standards, welding documentation, material traceability and demonstrated supplier capability.

“Dual certification allows us to compete for more complex and highervalue work,” Henry said.“It also helps us have better conversations with clients because we can clearly demonstrate that we have the systems and certification to support the work. We want to grow in the right areas, with the right clients, and continue building a reputation as a capable WA engineering business that can be trusted with difficult work.”

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