Inside Construction Aug/Sep 2025

change Engineered for

Inside McConnell Dowell’s strategy to develop future-ready engineers, with Katrina Dodd, GM of engineering for Australia.

Engineered for change

Katrina Dodd shares how McConnell Dowell is developing engineers for a changing industry through experience, training and support.

50 Amanda Allan: Bringing order to the chaos

Follow Amanda Allan’s journey to becoming a linchpin in Canberra’s construction sector and a key voice in the ACT’s professional community.

OPINION

52 Inside construction teams that overachieve

What drives high-performing teams? Dr Gretchen Gagel points to purpose, culture and clear strategy.

ASSOCIATIONS

54 From uncertainty to empowerment

Empowered Women in Trades looks back on ForgeHer’s impact in Albury–Wodonga, where women gained hands-on skills and lasting confidence.

55 Time to rethink construction in Queensland

The Australian Constructors Association calls on Queensland to address falling productivity, outlining priority areas for reform.

56 Organisational strategy outlines way forward

The National Association of Women in Construction marks 30 years of advocacy and action with a new organisational strategy.

57 Training meets demand as precast sector surges

National Precast launches online micro-credentials to fill the training gap in the precast sector.

58 Talent isn’t the problem

NexGen highlights bias as the key barrier to building a stronger construction workforce pipeline.

48 Shifting the freight line forward

Ed Walker offers a preview of his Converge 2025 talk on the complexities behind Inland Rail, one of the nation’s most ambitious transport infrastructure projects.

14

Smart moves at scale

Find out which major Melbourne project launched KONE’s HighRise MiniSpace DX in Australia. 18

Thread of trust

Hobson Engineering pushes for a strong focus on product quality, spotlighting one of construction’s most used fasteners.

FOCUS

21 Clear intentions

A recent precision glazing project in Sydney shows how O’Brien Glass meets the evolving demands of commercial construction and retail fit-outs.

25 At the digital crossroads

MYOB names mid-sized construction firms as the sector’s growth engine, driving change through sharper margins and smarter systems. 28

Planting seeds of change

Native Space demonstrates its capabilities and diverse project experience as a rising player in the landscaping sector.

Boots back on

Komatsu provides a first-hand look at its latest machines and developments, showcased at its recent ‘Boots On’ event.

Cutting carbon

Opt Hire helps contractors cut emissions with its growing fleet of hybrid generators, solar-charged battery systems and lowemission lighting. 38

The groundwork for certainty

Survey Management Solutions unpacks the challenges of managing underground utilities – and how smart surveying helps prevent issues before they emerge. 42

Measured impact

VEGA underscores the role of its radar sensors in building stronger, more reliable supply chains across the construction materials sector.

44

Partners in progress, champions of sustainability

Transmutation teams up with Park Agility to deliver a recycled plastic wheel stop for smarter, more sustainable parking solutions.

WELCOME

From the editorial team

Smarter thinking

Few forces are shaping the future of construction more than engineering – and with Converge 2025 on the horizon, now is the time to take a closer look.

Engineering has always underpinned construction, but today, it is driving much more than physical form. From digital modelling and performance-led design to smarter systems and streamlined products, engineering is guiding how we build with greater speed, certainty and care. It is reshaping what is possible, not just structurally but strategically: reducing waste, lifting safety standards and delivering outcomes that are fit for the future. When paired with bold design and clear collaboration, that technical rigour becomes a powerful force for industry-wide progress.

As we look ahead to Converge 2025 – the national stage for construction’s next wave of tools, technologies and solutions – this edition focuses on the engineering minds and methods driving the industry forward.

Among them is a contractor rethinking how engineers are developed. Through a mix of on-theground experience, flexible learning pathways and long-term support, it is preparing engineers to lead in an industry defined by complexity and change. The company sees engineering as more than a technical discipline; it is a voice for progress, capable of influencing how projects are shaped. And with ingenuity and increasingly intricate project delivery, it is proving how powerful that voice can be.

We also feature an engineering company redefining what vertical transport can do – not just for end users, but for the entire construction process. Its lift systems are not only changing how people move through a building; they are reshaping how buildings themselves are designed, structured and delivered.

By speeding up construction, unlocking floor space and improving usability, these systems deliver efficiencies across every stage. Engineering is only as strong as the elements that hold it together, and one company has spent nearly a century proving just how critical fasteners can be. We go inside the operations of a supplier whose reputation is built on quality, precision and compliance. With rigorous testing, multi-stage verification processes and a robust supply chain, it continues to set the standard for quality, this time with a spotlight on one of the most widely used fasteners in construction.

True to the Inside Construction name, this edition also brings together progressive thinking and smart solutions from across the wider industry. From a landscaping company shaping public spaces across Victoria, to a commercial glazier expanding into large-scale builds and retail fit-outs, to a survey and locating business making underground risk visible – each story reveals a different facet of progress.

Many of the companies featured in these pages will be showcasing their products, solutions and capabilities at Converge, taking place on 17 and 18 September 2025. Join us –registration is free.

Chief Executive Officer

John Murphy

Managing Editor Mike Wheeler mike.wheeler@primecreative.com.au

Editor

Ashley Grogan ashley.grogan@primecreative.com.au

Sales Manager

Danny Hernandez danny.hernandez@primecreative.com.au

Design

Caterina Zappia

Head of Design Blake Storey blake.storey@primecreative.com.au

Business Development Manager Nhung Nguyen nhung.nguyen@primecreative.com.au p: +61 0412 845 608

Client Success Manager

Louisa Stocks louisa.stocks@primecreative.com.au

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McConnell Dowell

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Ensuring strict compliance through FULL TRACEABILITY

QUALITY FASTENERS SINCE 1935 Quality assurance documentation available online at:

Project Picks

Project Picks

Construction momentum is building in Victoria and New South Wales this month, with projects progressing across multiple sectors.

Level crossing removals in Diggers Rest are set to boost safety and ease congestion for local road users. (Image: McConnell Dowell)

Diggers Rest Level Crossing Removal Project, Victoria

Contractor: Western Program Alliance (McConnell Dowell, Arup, Mott MacDonald, Metro Trains Melbourne and V/Line)

Current value: $210 million

Details: The Level Crossing Removal Project’s Western Program Alliance (WPA) is delivering critical infrastructure across Melbourne. Comprising McConnell Dowell, Arup, Mott MacDonald, Metro Trains Melbourne and V/Line, WPA is removing level crossings at Old Calder Highway and Watsons Road in Diggers Rest, improving safety and reducing congestion in Melbourne’s growing north-west.

Status: Both engineering solutions, identified through multi-criteria and value-for-money assessments, are road-over-rail designs. The Golden Way road bridge at Old Calder Highway opened in mid-June 2025, with Watsons Road due to open later this year. Works on Golden Way involved installing 495 reinforced earth wall panels, placing 11,814 tonnes of fill, lifting 41 Super T beams and pouring 2,900 cubic metres of concrete.

Initiatives: Both project sites are leading the way in innovation and sustainability, including a rail-first use of calcined clay at Watsons Road. The team incorporated calcined clay into a temporary site establishment slab, substituting it for 30 per cent of the cement in the concrete mix –lowering greenhouse gas emissions by up to 50 per cent. This project is another example of WPA delivering infrastructure that benefits local communities and leaves lasting legacies across Victoria.

Western Sydney International (Nancy-Bird Walton) Airport, New South Wales

Contractor: Multiplex

Current value: $5.3 billion

Details: Western Sydney International (Nancy-Bird Walton) Airport (WSI) is the first major international airport to be built in Australia in more than 50 years and is the city’s only 24/7 airfield. Spanning 1,780 hectares, the airport is designed to service 10 million travellers annually. The project features 70 integrated technology systems, including smart aerobridges for domestic and international flights and an automated baggage handling conveyor system more than five kilometres long.

Status: Multiplex has completed construction of the WSI terminal and handed over the project for testing and commissioning, marking the milestone with an announcement attended by Australian Prime Minister Anthony Albanese and Minister for Infrastructure Catherine King.

Initiatives: The airport complex has been designed and built with high-impact sustainability features to reduce both embodied and operational carbon emissions. Its suspended aluminium feature ceiling is a signature architectural element – the largest of its kind ever constructed in Australia. Spanning more than 208,000 square metres, it was built using ‘LocAl’ ASI-certified low-carbon aluminium, saving more than 3,000 tonnes of embodied CO2.

Once complete, the airport will be able to service up to 10 million travellers annually. (Image: Aran Anderson Photography)

Project Picks

The facility is taking shape, with more than 50 per cent of structural steel now installed. (Image: BESIX Watpac)

Woolworths’ Sydney Chilled and Fresh Distribution Centre, New South Wales

BESIX Watpac

The Woolworths Sydney Chilled and Fresh Distribution Centre is designed to enhance Woolworths’ supply chain efficiency. Once complete, it will be the largest multi-level refrigerated facility in the Southern Hemisphere, handling more than 6,000 tonnes of fruit, vegetables and chilled products each day and ensuring fresh supply to customers across Sydney, Canberra and regional New South Wales.

The project has reached a major milestone, with more than 50 per cent of structural steel installed and FM2-grade suspended floor slabs underway. The 762-space in-situ concrete multi-storey car park has topped out, and fit-out has commenced. A recent highlight was the successful dual-crane truss lifts, which involved four trusses weighing between 65 and 95 tonnes, supporting a 30-metre clear-span hardstand for prime movers and B-double access. Delivery of all remaining oversized structural steel is tracking nearly three months ahead of schedule.

Construction of the refrigerated space will soon begin, using 175,000 square metres of coolroom panels. Advanced modelling software has been central to coordinating design and integrating Woolworths’ multiple contractors. By leveraging digital construction methods for installation monitoring and 4D planning, the team is enhancing efficiency and precision. The 135,000-square-metre facility will include 55,000 cubic metres of concrete, 14,000 tonnes of steel, and be partially powered by Australia’s largest rooftop solar array, generating 5 megawatts.

Ballarat Base Hospital redevelopment (Stage 3), Victoria

Contractor: Built

Current value: $655 million (total project)

Details: Built has been engaged as the main contractor to deliver Stage 3 of the Ballarat Base Hospital redevelopment by the Victorian Health Building Authority, in partnership with Grampians Health. On track for completion in 2027, the new hospital tower will feature a main entrance, emergency department, an extra 100 inpatient and short stay beds, a state-of-the-art theatre suite, helipad, a women and children’s hub, and an expanded critical care floor. As this is being delivered in a live hospital environment, Built has used digital engineering to maximise precision, maintain productivity and ensure seamless integration with the existing hospital.

Status: Foundation works for the new multi-level hospital tower are progressing, with retention piling and demolition works completed and bulk excavation nearing completion. At least 95 per cent of the demolition materials have been sustainably recycled. Three cranes have been installed on site, signalling the commencement of structural works.

Initiatives: Built’s digital-first approach to construction is streamlining the design process and accelerating program efficiencies. Through detailed digital modelling and virtual reality prototyping, Built is able to build virtually, identifying and resolving potential issues early. This collaborative engagement with stakeholders ensures the design is fully resolved before works commence on site, supporting greater certainty in delivery.

Early structure is beginning to emerge as the upgraded Ballarat Base Hospital (Stage 3) takes shape. (Image: Built)

Cairns Water Security Stage 1, Queensland

Contractor: John Holland

Current value: $325.5 million

Details: The Cairns Water Security Stage 1 project is one of the most substantial infrastructure undertakings in the region’s history, securing a safe, reliable and sustainable water supply for the growing Far North Queensland community. Awarded the design and construct contract in December 2023, John Holland is playing a pivotal role in delivering the project, leveraging its expertise in large-scale water infrastructure. At the centre of the project is the construction of a new water treatment plant and associated infrastructure. This includes an intake system at the Mulgrave River, a dissolved air flotation filtration facility, and two reservoirs with capacities of 5 and 8 megalitres. A new network of raw and treated water pipelines will connect Behana Gorge, Aloomba and the treatment plant site on Jones Road, Gordonvale. The facility is designed to deliver up to 60 megalitres of treated water per day, enhancing the city’s supply capacity.

Status: Works are underway and include laying approximately 30 kilometres of a mix of steel concrete-lined pipe, PVC and polyethylene pipe using various trenching methods. Completion is targeted for late 2026.

Notice of Acceptance of an Enforceable Undertaking

under Part 11 of the Work Health and Safety Act 2011.

On 7 June 2022, an incident occurred on project where Multiplex Construction Pty Ltd ACN 107 007 527 (Multiplex) was the main contractor, whereby a worker was working on a temporary catch deck which failed, and the injured person fell approximately 5 metres, sustaining non-life-threatening injuries and injuring other workers that he landed on as he fell.

SafeWork NSW investigated the incident and subsequently alleged that Multiplex contravened section 19(1) and 32 of the Work Health and Safety Act 2011.

SafeWork NSW has accepted an enforceable undertaking from Multiplex , in accordance with Part 11 of the Work Health and Safety Act 2011 in relation to the abovementioned alleged contravention. This notice has been placed under the terms of the Enforceable Undertaking and acknowledges acceptance of the Enforceable Undertaking by Multiplex .

The undertaking requires the following actions:

• Collaboration with the Construction Safety Research Alliance to share expertise and research on Energy Based Safety within the workplace and wider construction industry.

• Allocation of a Multiplex resource as Chairman of SHINe to assist in industry leading safety standards and governance.

Multiplex is committed to ensuring, as far as reasonably practicable, the ongoing health and safety of its workers and other persons. Multiplex sincerely regrets the alleged contravention and extends its sympathy to the injured worker and their family, Multiplex workers and any others who have been affected by the incident.

This undertaking provides the ability to make further improvements in relation to health and safety within Multiplex and its workforce, the industry and local community.

The full undertaking and general information about enforceable undertakings is available at safework.nsw.gov.au.

Works are well underway on the new water treatment plant at Gordonvale.

(Image: John Holland)

Design and Engineering

Engineered for change

McConnell Dowell is developing engineers for a changing industry, combining on-site experience, flexible training and long-term support.

Steel pylons emerge from harbour shallows, crane jibs stretch into the early light, and engineers walk the decks with tablets in hand, matching digital precision to boots‑on‑deck awareness. As remote work reshapes the profession, McConnell Dowell’s projects across Australia offer something increasingly rare: on site exposure, practical learning and a people first approach to developing engineering talent.

Those people include general manager of engineering for Australia, Katrina Dodd, whose career has traced the profession’s full arc.

“I’m a marine structural engineer by background, and that is very much my passion,” says Dodd. “I’ve worked across the full project lifecycle – from an EPCM firm, moving into design and now construction.”

Following stints in Canada and remote port projects spanning four continents, Dodd joined McConnell Dowell in Sydney, completing a professional circuit that mirrors the company’s national reach.

“People often ask me how engineering can take you around the world,” she says. “My career is a pretty good example of exactly that.”

Developing capability

With broad experience behind her, Dodd sees supporting future engineers as a fundamental aspect of the job.

From bridges to road upgrades, McConnell Dowell engineers are delivering infrastructure that keeps communities connected – like the Epping Road upgrade in Melbourne. (Images: McConnell Dowell)

“It is really about recognising that the industry – not just universities or apprenticeship programs – is currently responsible for shaping the next generation of engineers,” she says. “Collectively, we are the custodians of that future.”

McConnell Dowell puts that belief into action through a rotational graduate program designed to build capability under real project pressure. Graduates work across disciplines and geographies, gaining not just skills but resilience.

“It’s up to us collectively to develop well‑rounded engineers who can serve the industry over the next 50 years,” says Dodd. “There’s no one else steering that effort but us.”

Working flexibly

Engineering careers are no longer tied to long term site placements – a shift accelerated by the pandemic and reshaped by changing expectations. Dodd recalls graduates who entered the workforce without having completed practicals, and others who experienced their first projects via video call.

“Many of them missed that cohort experience and came in without that informal network,” she says. “Then they’re working remotely, so they’re not forming the human bonds that are so important early in a career.”

Without deliberate intervention, she warns, early career engineers risk becoming isolated.

Katrina Dodd, general manager of engineering for Australia at McConnell Dowell.

“Traditionally, you would bond on site or in the office, then move together from project to project,” says Dodd. “That sense of team is harder to build now, and we have to work harder to make sure it happens.”

Remote work has extended access to a broader talent base, but it also demands clearer structure. McConnell Dowell is creating flexibility – through part time leadership roles, remote options and adjusted hours – while also adapting its training to support different learning styles and situations. Tailored pathways, online modules and flexible formats are designed to meet people where they are.

“As an industry, we have to stay curious, and we have to keep adapting. Too often, we fall back on “set and forget” models for training,” says Dodd.

“Many development models are still shaped by the belief that future engineers must follow the same path as those who came before them. That approach will not get us where we need to be. We need to actively engage with people and ask how they want to learn, rather than assume we already know.

“We need training programs that cater to different learning styles: visual, auditory, interactive, self paced – whatever helps people retain and apply what they are learning.

The goal is to help people build their own toolkits of skills.”

Digital tools support scale, but face to face interaction remains irreplaceable.

“When we prepare a tender, we still get the team in the same room,” says Dodd. “That kind of real time collaboration cannot be replicated online.”

Experience pathways are also shifting. With fewer young engineers able or willing to relocate, on site learning can no longer be assumed.

“We have to be intentional about creating those opportunities,” says Dodd. “We do not just look at the current project; we also talk about what comes next. That means understanding each person’s goals and making sure they get the exposure they need to grow.”

Technology has become a central tool, from virtual walkthroughs to clash detection and artificial intelligence (AI) integrated workflows. But tools are not enough.

“We trust what we see on screen, and that can lead to basic errors – things that would have been caught if someone had paused to interrogate the drawing,” says Dodd. “That engineering instinct, that critical thinking, still matters. We are working to preserve it.”

“It’s up to us collectively to develop well-rounded engineers who can serve the industry over the next 50 years.”

McConnell Dowell equips its engineers for long-term success through on-site exposure, structured learning, and a peoplefirst development model.

Design and Engineering

The company recently hosted an AI week, inviting engineers across levels to explore practical applications.

“Experienced engineers know what problems need solving. Less experienced engineers often have the technical know how to solve them,” says Dodd. “It really comes down to attitude – being curious, open and willing to bridge the gap.”

That curiosity flows both ways. AI tools were presented not as novelties but as assistants – auto populating project details, flagging conflicts, predicting weather windows. Conversation defined the sessions, turning generational difference into shared understanding, not just shared information.

Bridging generations

“Engineering has the opportunity to be a leading voice across industry.”

important to them, but they come to see the value in those conversations.”

Those relationships often outlast the formal program, evolving into lasting networks.

“Engineers are natural problem solvers. If you tell them there’s a challenge to fix, they are all over it,” says Dodd. “That’s the sweet spot – when different generations tackle shared challenges from different angles. That’s where real value is created.”

McConnell Dowell also understands that capability follows purpose.

“Engineering has the opportunity to be a leading voice across industry,” says Dodd. “We build bridges, ports, infrastructure that entire towns grow around. If we connect young people’s instincts with that outcome, we can bring in the next wave of engineers – and keep them.”

Helping the next generation recognise that potential is an industry wide challenge. The goal, Dodd says, is for school kids to say, “‘I want to be an engineer when I grow up,’ not ask, ‘What is engineering?’”

People first

McConnell Dowell is not just responding to change; it is using it to shape a stronger, more

Navigating complex marine conditions and protected environments, McConnell Dowell engineers helped deliver two architecturally detailed wharves on Botany Bay.

Engineers at McConnell Dowell are exposed to diverse disciplines and complex projects across Australia – such as the Swanson Dock West Remediation in Melbourne.

Design and Engineering

Smart moves at scale

As Melbourne Square climbs above Southbank, it brings a first with it: the debut of KONE’s High-Rise MiniSpace DX in Australia.

At Melbourne Square, vertical transport had more to prove than usual. As the first Australian home of KONE’s High-Rise MiniSpace DX, the complex Southbank site became a live test case for space efficiency, sustainability and accelerated construction.

“Melbourne Square was the ideal environment to demonstrate the value of MiniSpace DX,” says Iain Matheson, director of new buildings and major projects for Australia and New Zealand at KONE. “It gave us the chance to show how smart lift

Space reclaimed, value gained

In dense, high-value markets like Melbourne, vertical gains are commercial ones. MiniSpace DX reclaims real estate where it counts –slimming the shaft, trimming headroom, reducing pit depth and doing away with the machine room.

Artist’s impression: Melbourne Square – the launch site of KONE’s High-Rise MiniSpace DX in Australia. (Image: Multiplex)

Those changes carry weight upstream. By compressing the lift core, architects have more freedom in early planning and developers secure extra square metres of usable or saleable space. In some cases, these advantages prove vital, as that margin can be the difference between project approval and rejection, or the addition of an extra floor.

“With MiniSpace DX, we’re able to minimise vertical requirements such as pit depths, headroom and machine room heights,” says Robert Haig, head of major projects at KONE. “Where conditions allow, it enables the addition of an extra residential or commercial floor, which can be the tipping point between a project going ahead or being shelved.”

In that sense, the lift core becomes a catalyst for design, not a constraint – shifting from fixed infrastructure to a flexible asset.

When lifts shape the blueprint

With lifts now one of the first considerations in any high-rise concept, KONE is stepping in earlier to help shape strategy through a feasibility lens, not just a functional one.

“Once the initial lift planning is established, we can support developers by fine-tuning the design, reducing space requirements and maximising usable area. Put simply, if the vertical transportation strategy isn’t right, the building may not proceed,” says Haig. “We play an important role in helping shape those early design decisions to ensure the project is both viable and efficient.”

This same early input proved valuable at Melbourne Square, where site constraints and a demanding construction program meant decisions made on paper had to deliver in practice.

Lightening the load

One of the key innovations at Melbourne Square is KONE’s UltraRope – a lightweight carbon-fibre hoisting cable that replaces traditional steel ropes. Stronger, more durable and lighter, it allows the lift system to

operate more efficiently while reducing both embodied carbon and operational waste.

“Because UltraRope is far lighter than traditional steel rope, we’ve eliminated the need for the counterweight ropes typically required to balance high-speed lift systems. As a result, we’ve reduced rope mass by 80 per cent,” says Haig.

“Unlike steel rope, which generally needs replacing every four to six years, UltraRope can last at least 15 years without replacement under normal operating conditions. That means we’re not only removing thousands of metres of rope from the system at installation but also avoiding replacement and disposal over the building’s lifecycle.”

The ripple effects are far-reaching. Reduced rope mass means lower energy demand over time. Fewer moving parts mean less maintenance. And eliminating oil and grease from the hoisting system supports greener operation.

“That sustainability element is front and centre during early concept design,” says Matheson. “For KONE, sustainability isn’t just about energy efficiency; it’s about whole-of-life asset management.”

With ratings like Green Star and NABERS placing greater emphasis on lifecycle impact, those decisions can strengthen a project’s sustainability credentials.

“It’s all part of that broader lifecycle thinking that’s shaping smarter buildings from the ground up. It means our customers are embracing a more holistic view of sustainability – looking beyond energy reduction to drive meaningful change,” says Matheson.

“By targeting high-impact initiatives like vertical transportation, they’re not only cutting operational emissions but also setting new benchmarks in sustainable design through whole-of-life management. This strategic shift is helping customers

MiniSpace DX reduces vertical space requirements – including pit depth, headroom and machine room height. (Image: KONE)

in the built environment.”

Measuring the impact

At Melbourne Square, KONE’s sustainability approach is being tested on two fronts: predictive modelling and real-world results.

“We approach this in two ways. First, through detailed modelling, from the mass saved through lightweight materials to the motors and control systems in use,” says Haig. “Second, we equip the lifts with realtime metering to track live energy data during operation.”

That dual approach – forecast and verify – is core to KONE’s value proposition.

“It’s not enough to claim efficiency; we have to demonstrate it,” says Haig. “We’re able to show our customers the exact metrics and prove that the gains we promised are being delivered. It’s about transparency and accountability.”

Fast, smooth and on track

What made Melbourne Square a fitting test case wasn’t just its density or height, it was the speed required. With a compressed construction schedule, KONE used its JumpLift system to bring the lifts online sooner, cutting reliance on external hoists and accelerating access throughout the build.

JumpLift is a self-climbing elevator that operates in the building’s permanent shaft during construction. It’s fast, secure and more efficient than external alternatives.

“Once the builder gives us a portion of the shaft – say, seven floors – we can install an operational temporary lift, then jump it another seven floors as more become available,” says Matheson.

“This allows faster access, enabling people and materials to move well ahead of the traditional schedule.

“For KONE, sustainability isn’t just about energy efficiency; it’s about wholeof-life asset management.”

Design and Engineering

helping to cut both labour and equipment costs while improving site logistics. In some cases, it can accelerate timelines by six, eight or even 12 months, depending on the project’s complexity.”

floor, they’re doing it in half the time. It enhances convenience, cuts wait times and supports smoother traffic flow, which is critical in high-rise environments.”

Combined with the low-vibration output of UltraRope, the system delivers a quieter, smoother ride.

“That experience matters, especially in premium commercial or residential developments where the lift isn’t just a utility; it’s part of the building’s identity,” says Matheson.

Designed to adapt

“With MiniSpace DX, we are helping clients think differently, not just about what their lifts do, but about what they enable.”

For Melbourne Square, the builder saw enough value to purchase three JumpLifts. Running at up to four metres per second –more than double the speed of typical hoists – they’ve helped maintain momentum across a complex, multi-stage site.

“Given the volume of high-rise activity on the horizon – including major infrastructure and hospital builds, as well as preparations for the 2032 Olympic Games – time-saving measures like this are becoming increasingly important across Australia,” says Matheson.

Speed with stability

MiniSpace DX also delivers a tangible edge in ride performance, especially in tall, premium towers where wait times and ride quality are noticed. At Melbourne Square, lifts will travel at up to six metres per second, offering faster service without expanding the shaft.

“That speed advantage directly benefits tenants, particularly in premium buildings like Melbourne Square,” says Haig. “If someone’s travelling from a penthouse to the ground

While lift installation at Melbourne Square is set to begin later this year, KONE is already planning for what comes after. With modernisation potential built in, MiniSpace DX systems are designed for evolution, with flexibility to suit both new towers and existing landmarks.

“The reality is that a large portion of the buildings that will be standing by 2050 already exist. Some estimates put that figure at around 80 per cent,” says Haig. “MiniSpace DX reflects that thinking. We’re not just optimising dimensions and performance in new builds; we’re also ensuring that this next-generation technology can be retrofitted into existing lift shafts.”

Matheson adds: “The systems being installed now are designed with partial modernisation in mind. We’re building with the intent to retain major components over the building’s lifecycle. That means consistent dimensions, durable materials and future-proofing that allows upgrades without structural change.”

A shift in vertical priorities

For many years, lifts were an afterthought – a necessity to be worked around. But as buildings stretch higher and timelines grow tighter, vertical transport has moved up the agenda.

“With MiniSpace DX, we are helping clients think differently, not just about what their lifts do, but about what they enable,” says Haig. At Melbourne Square, the lift core has moved from passive infrastructure to active asset –influencing decisions on cost, carbon and commercial return. For KONE, it shows how smarter vertical systems can shape better buildings long before they break the skyline.

UltraRope removes the need for counterweight ropes, reducing rope mass by 80 per cent. (Image: KONE)

UltraRope lasts 15-plus years under normal conditions – far longer than steel rope, which typically requires replacement every four to six years. (Image: KONE)

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Design and Engineering

Thread of trust

Allthread may seem unremarkable, but when quality fails, the consequences are anything but. Hobson Engineering is urging the industry to take a closer look.

Allthread – also known as threaded rod or stud – is one of the most commonly used fasteners in construction, infrastructure and manufacturing. Its simplicity belies its importance: securing structural elements and supporting everything from columns to hanger systems.

But its widespread use comes with a catch. When allthread doesn’t meet specifications, the risks multiply. Structural failure, costly rework and safety incidents can follow. And yet, the issue of nonconforming allthread often flies under the radar.

For Hobson Engineering, that’s not good enough.

The company has spent decades advocating for better awareness of fastener quality, from site supervisors to specifiers. Now, it is drawing attention to one of the most overlooked components on site.

Anchoring confidence

“Allthread is the most common anchor used for hold down bolts,” says Alex Sharp, senior engineer at Hobson Engineering. “A hold down bolt anchors structural elements – such as steel columns, timber posts or machinery – firmly to a concrete base. It resists uplift, shear and tension forces, helping to keep the structure in place.”

It’s also a backbone of support systems. Allthread is used to suspend strut frameworks that brace, support or stabilise components in construction, mechanical or electrical installations.

“These systems are especially common in building services like plumbing, HVAC and electrical work,” adds Sharp. Its versatility makes it indispensable, and easy to take for granted.

“People often don’t think about allthread until it fails,” says Sharp. “And by that point, the cost and safety consequences can be severe.”

Standards and steel

The reliability of allthread begins with standardisation. From Joseph Whitworth’s 18th-century thread forms to today’s metric and unified systems, thread profiles have long been governed by geometry. Most fasteners use a 60-degree thread angle to ensure compatibility and strength.

“Hobson Engineering carries a diverse range, with 14 different thread forms stocked, including Metric, Unified, Whitworth, ACME and BA,” says Sharp.

But adhering to standards is only part of the equation. Material quality and thread formation are just as critical, and just as vulnerable to shortcuts.

One common issue begins with the bar stock itself. Some manufacturers reduce the rolling diameter to save on material, creating an undersized thread that appears compliant but won’t achieve the expected strength. Others manipulate the thread angle – narrowing it to 30 degrees or less – allowing thinner stock to mimic a standard profile.

“Even small changes like this can significantly compromise strength,” says Sharp. “It might pass a visual check, but under load, the difference becomes very real.”

When standards slip

When threads are rolled – the typical method for mass production – steel is not cut away but extruded to shape. This is efficient and economical, but the input diameter is critical. Too small, and the material is overstressed, particularly at the thread roots. This can introduce brittleness and reduce fatigue resistance. By reducing the input diameter, manufacturers can save around 24 per cent of material. The consequences? Tensile strength losses of up to 34 per cent. Cracks under load. Failures in service.

“Allthread used to hold down a roofing system in a cyclonic area, for example, needs

Figure 1 (left) – Thread projection testing of mild steel allthread in Hobson Engineering’s NATAaccredited laboratory. Figure 2 (right) – Thread projection testing of nonconforming allthread sold in Australia. The blue line represents the correct 60-degree thread profile, which the product shown in Figure 2 fails to meet.

(Image: Hobson Engineering testing laboratory)

to achieve its stated strength,” says Sharp. “If not, the entire roof could detach during a cyclone event. That line of thinking applies to every use – from bracing pipework to securing plant.”

It’s a sobering reminder that not all fasteners are created equal. And yet, in a price-driven market, cost-saving measures continue to threaten quality standards.

A

legacy of control

Hobson Engineering’s focus on quality dates back nearly a century. Company founder Ron Hobson was quick to spot the potential of threaded rod after a contact returned from the United States post-WWII. The company began producing allthread in-house, drawing, rolling and testing under one roof.

As local galvanising and plating declined, the company pivoted, importing selectively and expanding its own testing capacity.

Today, Hobson maintains in-house testing capabilities and routine quality inspections of incoming batches in its NATA-accredited lab. For high-strength products, verification test reports are approved by the company’s quality team before stock is released for sale.

“The testing process depends on the thread form and material, but all follow similar principles,” says Sharp.

“Thread inspection, proof or tensile tests, hardness checks, and for high-tensile grades, decarburisation testing.”

Hobson Engineering routinely tests heattreated and high tensile rods, with random sampling for Class 4.6. Test reports are ILAC-accredited and available to specifiers online for transparency. Each branch also carries thread inspection tools for random checks – a last line of defence before product reaches site.

Drawing the line

Despite these efforts, Sharp says the issue of nonconforming fasteners is still underappreciated, especially in allthread.

“Checking allthread is impractical for end users and is unlikely to catch all issues,” he says. “That’s why engineers, specifiers and procurement teams need to treat allthread as a safety-critical item. Specify trusted suppliers who can provide quality assurance documentation, including test certification.”

Sharp’s position is firm: No assurance in source means no certainty in strength.

“Nonconforming allthread won’t perform as intended,” he says. “As with any engineered system, meeting minimum requirements for strength, ductility and durability is essential to avoid failure. Fixing issues caused by substandard fasteners can be costly.”

For Hobson Engineering, quality is a responsibility it takes seriously. In an industry built on trust, the company continues to advocate for standards that hold fast.

For technical guidance or to request ILAC reports, contact the Hobson Engineering team at engineering@hobson.com.au

“Specify trusted

suppliers

who

can provide quality assurance documentation, including test certification.”

Take care when purchasing allthread to ensure it conforms to standards. (Image: ADS-DESIGN/ shutterstock.com)

The reliability of allthread begins with standardisation. (Image: KPixMining/stock. adobe.com)

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From large stones to the smallest grains: Bulk solids come in all types, shapes and sizes, but choosing the right measurement technology is surprisingly easy. With our level and pressure sensors, you can effortlessly keep an eye on all your important process values – and still have time to crack the really hard rocks. Everything is possible. With VEGA.

Building and fit-out

Clear intentions

There is glass, and then there is O’Brien Glass. In a sector shaped by deadlines, design demands and strict codes,

Benton Duthie, head of B2B property at O’Brien. “There is greater competition and a stronger emphasis on formal tendering. standing relationships still carry weight, pricing and compliance now play a

Rather than duck for cover, the business

team now focuses solely on commercial construction and retail fit-outs, with its own estimators, national systems and in-house fabrication. The aim is to channel specialist attention and deeper expertise into an area

precisely,” says Raj Murugesu, national building and fitout manager at O’Brien.

“The level of precision required was significant, and because it is located on a prominent street frontage, the end result needed to meet both aesthetic and functional expectations.”

Meeting the brief meant tackling uneven flooring, navigating complexities around lighting and solving design kinks in real time.

“It was a challenging project, but that is where we add real value. We are not just about delivering what is on paper; we actively solve problems along the way,” says Duthie.

“Each project is treated with a high level of care and commitment. We are genuinely invested in every project we take on.”

“When challenges arise, we focus on finding practical solutions in partnership with the client, rather than taking a fixed or transactional stance. Each project is treated with a high level of care and commitment. We are genuinely invested in every project we take on.”

But bespoke builds are only one half of the equation. At the other end sits anti-theft glazing for retail chains, high-volume door replacements and pragmatic shopfront upgrades. The same rigour applies.

“We are just as focused on more standard façade replacements and commercial fit-outs,” says Duthie. “It is about maintaining a strong balance between custom, high-spec work and the day-to-day glazing needs of our clients.”

Coast-to-coast capability

Operating nationally means no room for weak links. O’Brien has locations nationwide with a spread of regional hubs, each with fabrication capabilities and quality assurance processes baked in. This is not a central office operation relying on satellite support. O’Brien ensures quality and consistency through local delivery.

“That gives us an opportunity to check the product as it arrives and again before it is dispatched, verifying both quality and accuracy.”

Murugesu adds: “One of the key tools we use is an inspection test plan. This outlines a step-by-step process for checking materials –before they arrive, on delivery to site, during installation and afterwards.”

Made

to measure

In-house fabrication gives O’Brien an edge. Instead of waiting for third-party lead times or overseas orders, the business can turn around customised solutions in shorter windows. Control stays close, quality stays high, and adjustments don’t rely on outside hands.

That control also extends to compliance. With a dedicated technical standards manager and consistent national training, the business treats regulation as integral to project delivery rather than a procedural hurdle.

“We listen closely, respond decisively, and shape our solutions around the needs of our clients.”

“It is always a challenge, but O’Brien Glass operates as a truly national business,” says Duthie. “We also maintain a strong subcontractor network that gives us flexibility in labour, allowing us to scale up or down depending on the needs of each project.”

The team behind this reach includes six fulltime estimating and workflow specialists, led by Murugesu. Combined with a project-byproject logistics strategy, it is a model designed to cut delays, not corners. This structure also allows for the kind of centralised quality assurance that avoids costly missteps on site.

“All materials are delivered to our branches before going to site,” says Duthie.

“We have national systems in place to support compliance,” says Duthie. “If there is any uncertainty, it goes through a defined review process. It is not something we leave to chance.”

Safety gets the same treatment. Each branch has access to health and safety specialists, who work side by side with estimation and delivery teams. Site-specific risks are reviewed early and addressed accordingly.

“There is a strong focus on collaboration between these groups to ensure safety is considered from the outset,” says Duthie.

Trust with a track record

In a market where contractors can appear and disappear with each ABN, continuity matters. That is where the O’Brien 100-year pedigree comes into focus.

A recently completed precision glazing project on Castlereagh Street, Sydney, showcases O’Brien Glass’ expertise.

(Image: Joshua Hill)

“We stand by our work, and we are upfront from the beginning about what can be delivered,” says Duthie. “Our reputation is built on accountability and longevity.”

That same clarity plays out in how the business responds to shifting client concerns. When one partner flagged a spike in break-ins, O’Brien developed a customised Anti-Intruder Entrance Solution. What began as a one-off is now an option for clients across Australia.

“We were working with a client we had a strong relationship with, and during those conversations, they raised concerns about a rise in break-ins. They asked if we had anything that could help,” says Duthie.

“We listen closely, respond decisively, and shape our solutions around the needs of our clients. Strong relationships are essential. While we remain competitive on pricing, our focus is on building long-term partnerships.”

Reflecting on impact

Sustainability is on everyone’s agenda, and O’Brien is turning environmental commitments into everyday processes. Recycled glass and supply chain transparency are all standard practice.

“Internally, we have recycling processes in place for glass and other materials, and we actively track and report on those outcomes within the business,” says Duthie.

What builders want

What does value look like in today’s commercial building and fit-out market? It is not just price per square metre. It is delivery certainty, custom capability and clarity when plans change.

“Our scale and experience give us the ability to be more flexible with delivery timelines, which is critical in fast-paced projects,” says Murugesu. “Our team can offer innovative, customised solutions where needed, and that is underpinned by the trust that comes with the O’Brien name.”

Looking ahead, Duthie predicts greater demand for more sustainable materials and continued innovation in glass technology.

“Energy efficiency, solar protection and smart glass features – such as switchable films that can act like digital screens or adjustable shading – will influence how glass is specified and installed,” he says. As the demands grow sharper, O’Brien continues to meet them with clarity and craft.

“We also place a strong focus on supply chain transparency, including compliance with modern slavery requirements. As a business of our scale, we take that responsibility seriously and maintain clear oversight of where and how our materials are sourced.”

In addition, O’Brien is keeping pace with advancements in glass and material technologies, prioritising products with lower environmental impact wherever possible.

“It is about staying closely connected to both our own practices and broader industry shifts, to ensure we continue to meet evolving sustainability expectations,” says Duthie.

The business is also preparing for a wave of remedial work, as a generation of low-quality glass reaches the end of its life.

“During the building boom 10 to 20 years ago, many large-scale projects used cheaper products,” says Duthie. “We are now seeing the effects of that, as some of that glass reaches the end of its service life.”

To learn more or plan your next project, call 13 16 16 or visit obrien.com.au

O’Brien Glass’ AntiIntruder Entrance Solution includes eight features engineered for durability and protection.

(Image: O’Brien Glass)

Backed by a 24/7 Customer Solutions Centre and a nationwide network, O’Brien Glass is equipped to deliver. (Image: O’Brien Glass)

Providing

Capabilities: •

•

At the digital crossroads

MYOB names mid-sized construction firms the sector’s growth engine – driving change through sharper margins and smarter systems.

Construction is at a crossroads – and midsized firms are the quiet achievers helping to steer it forward. They may not grab headlines like Tier 1 builders or trade on the charm of family-run businesses, but their influence is growing. MYOB data shows these firms sit at the centre of the industry’s next wave – driving a shift toward smarter, more connected ways of building.

Mid-sized, mighty and moving fast

Mid-sized firms represent just 3 per cent of Australian businesses, yet generate around 30 per cent of private-sector GDP and employment, according to MYOB’s The Bigger Picture report. In construction, that influence is even more pronounced: mid-sized firms are contributing twice the economic output of large construction companies.

Valantis Vais, general manager of product and product marketing at MYOB, describes them as ‘outsized contributors to the economy.’

“What makes them powerful is not just their economic weight, but their unique characteristics,” says Vais. “They’re large enough to invest in innovation – something that’s much harder for a small operator who is often focused on just getting through each month, getting the work done and keeping the wheels turning.”

At the same time, mid-sized businesses are more agile than larger businesses. They do not have layers of administration to deal with, so if a managing director wants to adopt new technology, they can make that decision quickly – often with just a few key people.

“That combination of scale and speed gives them leverage,” says Vais. “They have the means to invest and the decision-making velocity to act, and that’s what enables them to innovate and evolve faster than others.”

The productivity edge

Tight margins and rising penalties for delay demand sharper strategies from those poised to grow. For mid-sized firms, the combination of scale and speed offers a competitive edge. MYOB’s research paints a strong picture: midsized businesses have increased productivity at a faster rate than both large and small firms.

“When we think about how Australia can lift productivity overall, the evidence points to mid-sized businesses as a major driver,” says Vais. “Their characteristics – the ability to invest, the agility to move quickly – are showing up in long-term economic data.”

MYOB research also finds that mid-sized businesses are more optimistic. Even during periods of economic uncertainty, they are more likely to forecast revenue growth.

“That is partly because many are still in a growth phase, but it also reflects a forwardleaning approach,” says Vais. “They are looking ahead and backing themselves to succeed –and the data supports that confidence.”

Yet for all their promise, these businesses are entering a decisive phase. The complexity that comes with growth – managing multiple sites, regions, clients and contractors – sees traditional systems start to fall behind. For those still relying on spreadsheets or paper processes, the disconnect between the site and head office is a risk.

Growth brings complexity and new risks “When you are a smaller business, a managing director can stay across one or two projects, even relying on paper trails and physical site visits,” says Vais. “But as the business scales, that approach stops working. You need technology to get better visibility of progress, job costs and resource usage.”

If that is the problem digital can help solve, the next question is: why is adoption still a barrier?

“The biggest inhibitor is often a lack of understanding,” says Vais.

“Construction businesses are very confident when it comes to physical equipment – they have bought utes, excavators, tools. That kind of investment is intuitive. But digital platforms are less familiar, and that unfamiliarity breeds caution.”

There is also the question of skills. Many firms are not sure if they have the right capability in-house to manage a new system or implementation.

“The core business problem is poor connectivity, and digital tools can solve that,” says Vais. “But confidence, skills and familiarity are the barriers firms need to overcome.”

Valantis Vais, general manager of product and product marketing at MYOB. (Images: MYOB)

And in construction, problems do not wait patiently. Supply chain shocks, labour shortages and cost blowouts can hit hard and fast, eroding margins, throwing schedules off course and, in some cases, jeopardising business viability. This is what Vais refers to as a “digital crossroad”.

Construction’s digital crossroads

One path continues with fragmented systems and gut-based decisions. The other takes a smarter route: using connected platforms, real-time data and emerging tools like artificial intelligence (AI) to turn visibility into foresight.

“Without the right systems in place, businesses lack visibility,” says Vais. “They do not know how much work in progress is outstanding, they do not have a clear view of budgets or costs, and that can be a real problem.”

“Trying to diversify without the right data inputs is difficult,” says Vais. “Without visibility, you cannot make informed choices when entering new markets or project types.”

Since implementing MYOB Acumatica, CSF has gone from reactive to proactive. Job performance, profitability, project stages –everything is now tracked in real time – data that is transparent, shared and actionable.

“We’ve got visibility, which means we can identify if something’s gone pear-shaped way quicker than before,” says CSF managing director Sean Adams. “Project managers can see which jobs perform and what tenders we win. Overall, we’ve got our finger on the financial pulse of the business a lot better.”

He notes the platform also offers deeper insight into clients, helping the company direct its focus where it delivers the greatest return.

“Technology

allows businesses to match their pipeline of work with their labour capacity.”

For businesses ready to invest in the right digital tools, the impact is far-reaching. Take CSF Industries – a business with around 180 staff and an annual turnover in the region of $40 million. The company had a clear goal: to diversify. Before adopting MYOB Acumatica, CSF was using disconnected systems – with different platforms managing different parts of the business, and no real-time data to support decision-making. MYOB Acumatica is a cloudbased enterprise resource planning (ERP) platform that integrates project, finance and workforce systems in real time.

“MYOB Acumatica has given us more fluidity to move into new areas,” says Adams. “It will be a big growth facilitator for us moving forward.”

Gaining visibility in a volatile industry That level of clarity is vital when the workforce is under pressure. The labour shortage is hitting construction hard and shows no sign of slowing. The same is true of continuing disruption across supply chains. In both cases, Vais believes visibility is the differentiator.

“Technology allows businesses to match their pipeline of work with their labour capacity. For a mid-sized firm operating across multiple

MYOB Acumatica Construction gives businesses a real-time view of costs, progress and profitability.

regions, moving entire teams from state to state is not always practical,” he says. “But with clear oversight of quieter regions, firms can focus tendering efforts where capacity already exists. That kind of planning can help you avoid overextension and improve utilisation.”

The value of visibility extends to materials. Technology enables firms to track what is being used, where it is coming from, and which suppliers may carry risk. While midsized businesses may not monitor their full supply chain in real time, early insight into key materials supports better cost planning and more proactive procurement.

“Ultimately, the more foresight you have –whether it is labour or materials – the better placed you are to respond quickly and protect your margins,” says Vais.

The AI advantage is already here

For many construction businesses, AI still feels distant – a concept that belongs more in the pages of a whitepaper than on site. But the reality, Vais argues, is already far more practical.

“Today, the most immediate impact of AI is in areas like scheduling and resource planning,” he says. “It is helping mid-sized businesses optimise their schedules, plan resources more effectively and operate with greater precision.”

Another area where AI is proving valuable is cost control and margin protection.

Traditionally, a financial controller might review every invoice line by line to spot issues, but that is time-intensive and inefficient.

“What AI can do, and what we are starting to see integrated into platforms like ours, is anomaly detection,” says Vais. “It flags issues in financial data – whether that is cost overruns or unusual spending – so you can act quickly.”

Still, hesitation remains. The term ‘digital transformation’ can feel too big, too expensive or too corporate – especially for firms that have built their success on pragmatic, ground-up growth. Vais acknowledges this mindset.

“You might look at digital transformation and assume it is only possible for Tier 1 contractors,” he says. “But that is not the case. Platforms like MYOB Acumatica are designed specifically for mid-market business size and complexity.”

The fast track to ROI

According to MYOB’s 2024 Mid-Market Report, 68 per cent of firms saw a return on investment

within a year of upgrading software. For many, the most immediate gain is simply seeing clearly – knowing where projects stand, which clients are profitable and how decisions ripple through the business.

Crucially, Vais believes this transformation does not require a total overhaul.

“The key is to focus on integration, not expansion,” he says. “Rather than adding more tools to patch different problems, businesses should focus on unifying their systems.”

That shift – from patchwork solutions to connected platforms – brings everyone onto the same page. From payroll to project delivery, teams work off the same data, and leadership gains the clarity to steer with confidence.

That point is critical, as the construction industry’s longstanding productivity challenges are not going away. The pressures on margin, labour and materials will continue. But mid-sized firms, Vais believes, are in the best position to rise above them.

“I see them as trailblazers – the ones with the ability to adopt and implement innovative solutions and start setting industry benchmarks quickly,” he says.

Mid-sized firms as industry catalysts

With mid-sized businesses playing a connector role in the construction value chain – large construction companies often subcontract to mid-sized firms, who then engage a network of smaller businesses – it places them in a position to influence both ends of the chain.

“They help large firms work more efficiently and lift smaller businesses by bringing them into more structured, tech-enabled workflows,” says Vais. “They are perfectly placed to raise standards across the board –not wait for others to set them.”

Not every company wants to be first, but for Vais, these are the businesses that are uniquely positioned to lead. With the right systems in place, he believes they can set the pace, define what best practice looks like, and lead the industry forward.

At this crossroads, it is not about taking a leap of faith, but about making a calculated move – backed by visibility, strategy and the right tools to anticipate what is coming next.

“Without visibility, you cannot make informed choices when entering new markets or project types.”

Planting seeds of change

While landscaping is often the final touch on a project, for Native Space, it is just the beginning.

In under two years, Native Space has built a reputation for meticulous delivery, technical precision and a sharp design sensibility. From sports ovals and wetlands to vibrant civic landscapes, this Victorian-based company is helping shape some of the state’s most enduring public environments.

Whether it is planting 97,000 native species at Epping’s 4Ten Wetlands or installing 7,600 square metres of turf at Smiths Park in Clyde North, the company is laying the groundwork for lasting community spaces.

“We’re still a young business, so I’d say we’re young and exciting,” says Tom Earle, business unit manager at Native Space.

“We’re expanding, establishing our position in the landscaping industry and building our reputation. We’re very much in the process of putting down roots.”

Though youthful in years, Native Space’s collective experience runs deep. The team combines decades of expertise in civil and landscape construction, with a vision that embraces both the broader picture and the future potential of shared spaces – places where communities come alive, connect and create memories.

A seamless transition

The company specialises in managing the often-fractured transition between civil and landscape phases, addressing issues early to avoid escalation.

“Traditionally, the handover from civil to landscaping can be disjointed. Plans don’t always align, and communication falls short,” says Earle. “Because our team includes both landscaping specialists and veterans of civil works, we can effectively bridge that divide.”

Native Space uses that knowledge to assess the project’s timing, programming and opportunities for value management. That might include recommending adjustments to improve durability, enhance aesthetics or achieve a more efficient outcome. These suggestions are put forward to the client for consideration before the team proceeds.

“One of our key strengths in stakeholder relationships is getting involved early. When we are working closely with the civil contractor, we can plan and coordinate more efficiently. That early engagement means we are often completing landscaping before

the developer even receives titles, which not only improves presentation but can also save money,” says Earle.

“For example, it can reduce or eliminate the need for developer bonds typically held by councils until landscaping is complete.”

From tender to handover, every project is approached holistically. This integrated mindset results in a smoother build, fewer surprises and a more polished finish.

“We aim to continue building strong relationships with civil contractors and clients,” says Earle. “That trust only comes with time, consistency and accountability, but it is already leading to repeat work, and it is a focus for us moving forward.”

Setting the pace

One quality setting Native Space apart is its pace. Supported by a fleet of equipment and tested methods, the company is earning recognition as one of the fastest players in the landscaping market.

Yet speed is only valuable when paired with accuracy. Striking that balance is the company’s hallmark – especially on prominent, community-focused projects like the $13 million Cloverton Active Open Space precinct, a landmark sports oval currently underway.

“This project perfectly showcases our ability to deliver large-scale community infrastructure, and it represents an area where we plan to deepen our expertise,” says Earle.

Other ventures include parks, playgrounds and wetlands, where Native Space’s end-toend capabilities – from early coordination to long-term maintenance – are on full display.

The aftercare advantage

While many contractors step away after handover, Native Space remains present.

“Maintenance is often neglected across the industry, leading to client dissatisfaction and asset decline,” says Earle. “Some firms create beautiful spaces but fail to maintain them properly, which undermines the value and longevity of the project.”

With maintenance periods typically lasting two years, Native Space has established a dedicated team with its own systems, reporting routines, site visits, photographic updates and performance tracking.

Tom Earle, business unit manager at Native Space.

“Our approach is designed to protect each project’s long-term performance,” says Earle. “It fosters accountability, curbs asset deterioration and nurtures client confidence.”

People, systems and pride

Native Space’s strength lies in its people – a team built on technical capability and commitment. Most on-site team members hold Certificate III qualifications in horticulture or landscape construction, and those who don’t receive active support through formal training.

This investment in people goes beyond credentials. Younger staff are mentored from the outset, developing a workforce fluent in both the ‘how’ and the ‘why’ of landscaping.

“We reinvest in our people,” says Earle. “Training is ongoing and tailored, and we prefer to grow talent internally.”

To complement its skilled workforce, the company has made strategic investments in operational infrastructure. Custom systems for maintenance tracking, safety auditing and quality assurance underpin daily operations, with an in-house HSE coordinator overseeing site-wide standards.

Taking control

In a market where supply chain issues can stall even the best-laid plans, Native Space is

The company is developing a proprietary nursery to ensure a steady, high-quality plant supply. It will enable tighter quality control, streamline scheduling and reduce reliance on external vendors. Once operational, it will also support the growing demand for local provenance planting in public spaces.

“This means reliable quality, tighter timing and more cost-effective delivery,” says Earle. “It also frees us from relying on third-party suppliers, giving the team greater control over project delivery.”

The nursery is part of a wider strategy to internalise specialised services. Native Space is also importing a custom hydroseeding machine and expanding its cultivation and soil amelioration capabilities. These upgrades allow it to rehabilitate on-site soil rather than import new material.

Where legacy takes root

Though newly established, Native Space carries the wisdom of a much older enterprise

“Our approach is designed to protect each project’s long-term performance.”

As head landscape contractor for Olivia Local Park in Truganina, Native Space delivered the shelter, large play tower, landscaping and other key elements across the open space. (Images: Native Space)

In delivering Bluestone Estate Central Park, Native Space introduced 4,250 plants and 150 trees, and designed and constructed a custom shelter and play tower.

FOCUS Landscaping

Focused on commercial and community landscape construction, Native Space’s capabilities range from cultivation and soil amelioration to the delivery of well-designed open spaces and streetscapes.

“We take inclusivity just as seriously as our environmental and social responsibilities.”

“While streetscapes enhance a neighbourhood’s visual appeal, it’s parks, playgrounds, sporting grounds and open spaces where we see our most lasting influence,” says Earle. “These places outlast infrastructure – becoming part of daily routines and local identity.”

Completed projects such as 4Ten Open Space and Wetlands in Epping and the Scenic Botanica Streetscape and Park in Brookfield illustrate this philosophy. These are not just landscaped zones – they are lived-in spaces with local meaning and community value. From a child’s first scooter ride to a neighbourhood barbecue, Native Space’s work provides the backdrop for real moments.

Responsible by design

Sustainability is inherently part of what Native Space does in landscape construction – planting trees, improving soil quality and enhancing green spaces. But the company also considers how it builds and how it can minimise environmental impact through daily construction practices.

“A big part of that is reusing materials on site wherever possible,” says Earle. “Instead of removing soil and bringing in new material, which adds cost and increases environmental impact, we look for ways to improve existing site conditions.”

Through cultivation and amelioration, Native Space works with existing soil to bring it up to the required standard.

“That process of reconditioning rather than replacing is a major focus,” says Earle.

“Reducing the volume of material moved on or off site also delivers tangible environmental benefits.”

The challenge is not just meeting sustainability standards but finding smart, site-specific ways to make them meaningful. For Native Space, it is about integrating those decisions into every stage of the project.

Inclusive in every sense

True to its name, Native Space embraces a broad view of its responsibility. Beyond its environmental efforts, the company is deepening its community involvement through targeted partnerships and inclusive employment pathways. One example is its collaboration with Waverley Social Enterprises, which supports employment for people with disabilities.

“This collaboration not only offers a costeffective labour solution but also enables us to foster inclusive employment while upholding high standards of quality and care on site,” says Earle.

The partnership has infused the business with fresh energy – one rooted in respect, collaboration and shared success.

Inclusivity, says Earle, is central to Native Space’s identity. The team itself is diverse, with strong representation of both men and women.

“We create and lead an environment where people of all genders and backgrounds can thrive,” he says. “We take inclusivity just as seriously as our environmental and social responsibilities.”

Strategic growth

Native Space’s next steps are guided by the same clarity and care that define its built environments. With expansion on the horizon, the company is focusing on bolstering its core strengths in sporting infrastructure, refining internal processes and continuing to invest in its people.

It is not growth for growth’s sake. Each step is measured; each milestone grounded in trust, delivery and attention to detail.

“When challenges arise, we face them directly. That consistency is what earns longterm trust,” says Earle.

For Native Space, trust is not just earned – it is cultivated, project by project.

Quality glass solutions for

Dedicated team of experienced, local commercial estimators

Tailored solutions for projects of all sizes, delivered by experts you can trust

Backed by a nationwide glazing delivery network

O’Brien Glass® is your trusted partner for superior, compliant glazing solutions.

At O’Brien Glass®, our dedicated Building & Fitout team partners with builders and shopfitters to deliver custom commercial glazing and aluminium framing solutions. Scan to contact our Building & Fitout team or email tenders@obrienglass.com.au

Boots back on

Komatsu’s ‘Boots On’ event returned in June with live demonstrations of its newest machines, from semi-autonomous excavators to hybrid all-rounders.

After a seven-year hiatus, Komatsu’s ‘Boots On’ event made a bold comeback, bringing together construction, utility and digital site solutions. Set against the bush surroundings of Hunter Plant Operator Training School in Cessnock, New South Wales, the event gave attendees a chance to jump in the cab, see machines at work and talk directly with the people behind the controls.

It was also the stage for a headline debut: the PC220LCi-12 excavator, marking the first major redesign in Komatsu’s 24-tonne class in almost 20 years.

“This is a clean-sheet redesign,” says Mark Boyes, national business manager for construction excavators and mobile crushers.

“New hydraulics, new engine, new layout and critically, a fully integrated intelligent Machine Control (iMC) 3.0 system.”

The soon-to-be-launched iMC 3.0 platform brings enhanced automation to everyday tasks, with improved cut accuracy, faster response times and fewer passes required.

“It introduces features that give operators more control, more safety and more flexibility. One of the major upgrades is 3D boundary control – a safety enhancement that helps prevent the machine from breaching defined work limits,” says Boyes.

“We’ve also introduced in-field design capabilities, so operators can make quick adjustments without needing to return to the office. It’s about smarter, safer and more autonomous operation, which ultimately means more productivity and less downtime.”

Most notably, the PC220LCi-12 comes with a newly designed cab. Built in direct response to operator feedback, the cab focuses on comfort, safety and all-day usability.

“Every component has been carefully engineered to meet the real-world demands of modern worksites,” says Boyes.

The PC220LCi-12 with iMC 3.0 reflects a growing shift toward semi-autonomous functionality on construction sites and builds on Komatsu’s push to embed intelligence directly into its fleet.

But it was far from the only attraction. Across multiple zones, the company

showcased its response to market trends, from decarbonisation and digitalisation to machine versatility and operator comfort.

Site-wide intelligence

James Muir, general manager for Smart Construction, guided attendees through Komatsu’s digital site technology, from retrofitready 3D Machine Guidance (3DMG) systems to semi-autonomous iMC machines.

“3DMG can be applied to excavators, dozers and wheel loaders, giving operators guidance aligned to the construction plan,” says Muir. iMC 3.0 takes performance a step further. By automating key functions, it reduces errors and speeds up tasks.

“For example, on a bulldozer, it can control the blade to optimise the cut according to the design. So, you start to get semi-autonomous features built into the machine,” says Muir.

“These machines are accurate to within three centimetres. That means the job gets done right the first time. There’s no double handling of material or reworking cuts.

“That accuracy translates into major efficiency gains on site. It saves time, reduces fuel use, cuts machine operating costs and lowers emissions, because we’re not burning extra fuel to redo work.”

It’s a benefit for new operators – crucial at a time when the industry is grappling with a global labour shortage, fierce competition for fresh talent and an ageing workforce.

“One of the benefits of semiautonomous technology is that we can train people faster.”

Groups rotated through sessions to hear from product managers and get hands-on with Komatsu machines. (Images: Komatsu)

Machinery

technology is that we can train people faster,” says Muir. “It allows new operators to become highly efficient in a much shorter period.”

Feedback from younger operators has been especially strong.

“For them, it’s almost like jumping into a video game,” says Muir. “They’re watching a screen, it’s all digitised, and they pick it up quickly. They’re really enjoying the experience.”

Komatsu’s approach is site-wide, not machine-specific. Its Smart Construction suite includes agnostic solutions that work across mixed fleets, from drones to terrain capture tools and mobile retrofits. 3DMG Flex, for example, can be installed not only on Komatsu machines but also on third-party models and utility vehicles, helping operators capture realtime data on “as-built” terrain.

“Komatsu has invested significantly in Smart Construction, and it’s becoming a key part of the future of our machines. Integration between construction machinery and digital technologies is growing year by year,” says Muir.

“We’re looking at site-wide efficiency and safety. For example, the incorporated 3D boundary control technology in the new iMC 3.0 PC220LCi-12 can set a height and depth limit to avoid powerlines and utilities.

“Everything we’re doing now is to improve the entire ecosystem of construction. The machine is just one part of that ecosystem.”

Hybrid gains

The HB215LC-3 hybrid excavator was another standout. By pairing an electric capacitor with motor generators, the machine can run the hydraulic pump while the engine idles at low speed, cutting fuel use without impacting productivity.

“In the right application, this machine can be up to 25 per cent more fuel efficient than comparable conventional models,” says Boyes. The hybrid unit also supports Komatsu’s 3DMG, which provides real-time payload and bucket tip data. And with KomVision, a 360-degree camera system, the HB215LC-3 adds an additional layer of safety on constrained worksites.

“For projects where fuel efficiency, emissions reduction and reliable performance in the 20-tonne class are priorities, the HB215LC-3 is a strong option,” says Boyes. “It brings together hybrid technology and trusted Komatsu reliability into one very capable package.”

Dozers with edge

Komatsu’s construction dozers were also on display, including heavy-duty earthmovers.

“Our dozer fleet spans from the smaller D39 up to the 50-tonne D275, giving customers plenty of choice depending on the job at hand,” says Pat Munro, national business manager for construction dozers and graders.

The D71PXi dozer, featuring a 3M folding power-angle-tilt (PAT) blade, was a crowd favourite.

“It stays under the 3-metre width limit when folded,” says Munro. “That means it can be floated between sites without a pilot vehicle, which is a major cost saving for transport and logistics.”

The PAT blade is unique to Komatsu’s ‘One Series’ dozers – D51, D61 and D71 – making them suited to finish grading and detailed work. On the other hand, the ‘Five Series’ dozers – D65, D85, D155 and D275 – are designed

The debut of the PC220LCi-12 with iMC 3.0 was a highlight.

More than 400 customers and staff attended the two-week-long event in New South Wales’ Hunter Valley region.

for bulk earthworks, with external push arms that make them ideal for heavy dozing. But with iMC 2.0 now fitted across the range, they’re more versatile than ever. With the right conditions, even larger models can achieve final-grade accuracy.

“All the iMC dozers at Boots On are running the latest 2.0 version, which includes two antennas supporting multiple GNSS, quick surface creation, lift layer control, proactive dozing control and tilt steering control,” says Munro. “These upgrades are aimed at making operators more efficient while reducing rework.”

Komatsu also brought a used D61 to support training around equipment appraisal. The machine was used to walk through key inspection points and demonstrate lifecycle support in action.

“Everything we’ve put on display is about showing customers how Komatsu’s technology, design and machine options come together to suit real-world jobs,” says Munro. “Whether it’s reducing transport headaches, increasing operator productivity, or helping crews achieve tighter tolerances with less effort, the aim is to deliver practical benefits that flow right through a project.”

Compact and capable

At the smaller end of the fleet, Komatsu’s utility excavators drew attention for their versatility and site-friendly design. From 1.8-tonne mini excavators to 9-tonne machines, the range is built for mobility and ease of use on tight urban sites.

A standout was the PC25MR-5, designed to fill a gap between the company’s 1.8-tonne and 3.5-tonne models.

“At around 2.7 tonnes, it is light enough to be towed behind a typical ute like a Hilux or Ranger,” says Carl Grundy, national sales manager for utility.

Also drawing attention was the PC88MR-11, a Tier 4 Final machine that eliminates the need for AdBlue by using a passive regeneration system. Loaded with operator-friendly details, from automatic climate control to fully opening service panels, it shows a step up in comfort and maintainability

“The PC88MR-11 is packed with features –five different operating modes, two-speed travel, and a choice of steel or road-liner tracks,” says Grundy.

“It has a fully tinted cabin, an overhead protective guard for added operator safety, and a much-improved layout for servicing.”

The PC55MR-5 remains a customer favourite, available in both canopy and enclosed cab configurations.

“The two-post canopy makes it easy to access and is ideal for tight worksites where space and visibility are critical,” says Grundy. And the versatile PC35MR-5 continues to attract users across civil construction, landscaping and utilities.

“It is a highly versatile machine that suits a wide range of applications,” says Grundy. “I’ve got a real soft spot for the 35 – it is just a solid, well-balanced performer.”

Innovation meets application

The defining feature of ‘Boots On’ was how tightly Komatsu has aligned its machines and technologies with the practical demands of Australian contractors. Whether the focus is tighter grading tolerance, lower fuel burn, safer work zones or operator onboarding, each product on display was engineered with field challenges in mind.

As Muir puts it, “It’s not just about the machine anymore; it’s about the entire construction site.”

By bringing that philosophy to life across every machine class, Komatsu’s return to ‘Boots On’ offered a tangible look at how the

“Komatsu has invested significantly in Smart Construction, and it’s becoming a key part of the future of our machines.”

More than 40 pieces of machinery were on display at the event to help upskill customers and staff on Komatsu’s construction and utility range.

Cutting carbon

Opt Hire is replacing the constant churn of diesel with technology that works harder and emits less – lifting the load without adding to it.

“We believe that if we all make safety and sustainability improvements together, everyone benefits.”

There is no smoke, but the pressure is rising. Construction site emissions often go unnoticed, from diesel generators humming in the background to light towers left burning at dawn. It is a familiar hum, but one that is starting to grate. As contractors face mounting pressure to build cleaner, Opt Hire is stepping in with kit built for the shift.

With a growing fleet of hybrid generators, solar-charged battery systems and lowemission lighting, Opt Hire is helping contractors drive down emissions without stalling productivity. For business unit manager David Ewan, the real question is whether the industry can move beyond intention and drive change.

“When we talk about emissions on construction sites, we’re often referring to equipment like generators, lighting towers and other machinery that rely on petrol or diesel engines,” says Ewan. “These can run for 12 to 24 hours a day, producing substantial carbon emissions.”

Opt Hire’s hybrid systems blend diesel with battery and solar. The generator runs only when needed, usually for a few hours a day, while the battery carries the rest.

“By switching from a standard diesel generator to one of our hybrid systems, clients can reduce fuel costs by around 30 per cent,” says Ewan. “In terms of emissions, we usually see a reduction of between 15 and 40 per cent, depending on the site and usage.”

The hybrid

advantage

The benefits of hybrid systems extend to reducing mechanical wear, easing the maintenance load and cutting back the constant stream of service vehicles – making sites safer and simpler to manage.

“Our hybrid lighting towers consistently reduce fuel use by up to 40 per cent,” says Ewan. “Because the engines aren’t running as often, they need less servicing – about a third fewer visits compared to traditional units –meaning fewer vehicle trips, less disruption and more efficient sites.”

On major infrastructure jobs like a road upgrade in Melbourne, those efficiencies are stacking up. Opt Hire has supplied two large hybrid generators to power one of the builder’s compounds and is tracking live performance data to back it up.

“So far, the results show approximately 36 per cent in fuel savings compared to conventional diesel generators of the same size,” says Ewan. “It’s a strong example of how hybrid systems can deliver tangible benefits on major construction projects.”

Tools that hold their own

Opt Hire’s equipment is designed for hard use, long hours and low impact. Its battery energy storage systems, known as BESS units, are charged via mains power – often from renewable sources – and used to deliver consistent, emissions-free output without the need for a constantly running generator.

Lighting towers, once synonymous with noise, fuel waste and frequent refuelling, now stretch further on battery alone. They are especially effective on roadside projects, where safety is paramount and run-time is non-negotiable.

“Between power and lighting, we focus on providing hybrid solutions that offer the most practical and sustainable alternatives for reducing emissions on site,” says Ewan.

Where demand is headed

Contractors are not waiting for regulation. They are reading the metrics, checking the margins and opting for change.

“Our standard diesel generators typically run at around 65 to 70 per cent utilisation, while our hybrid generators are operating at 99 per cent utilisation,” says Ewan. “We receive enquiries for hybrid units every week, from both new and existing clients.”

Hydrogen may be on the horizon, but battery, solar and hybrid are holding the line.

“There’s growing interest in hydrogen, but we still need to test in real-world scenarios,” says Ewan. “It offers emission-free operation at the point of use, but still requires on-site management of hydrogen cylinder stocks. There are cost and logistical barriers that need to be addressed before it’s viable at scale.”

Until then, Opt Hire’s equipment is doing the heavy lifting – reducing refuelling, preventing breakdowns and keeping construction sites on track.

Backing every build

Opt Hire’s three business pillars – Support, Sustainability and Innovation – are interlinked and lived daily.

David Ewan, business unit manager at Opt Hire.

(Images: Bluetree Studios)

extends beyond our clients to include suppliers, stakeholders and our own team,” says Ewan.

“We have a strong internal culture of helping one another, which translates into how we work externally. We are not just supplying equipment – we are supporting clients throughout their project journey, especially when it involves adopting new technologies.”

Sustainability has evolved naturally from Opt Hire’s innovation work.

“By adopting new technologies early, particularly in hybrid lighting towers, we found ourselves leading in this space,” says Ewan.

“That eventually extended to hybrid generators and battery systems. Now, sustainability is embedded in what we do.”

Even the rental model promotes sustainability by enabling shared use of equipment like lighting towers and hybrid generators, reducing the need for large fleet purchases and minimising waste.

Innovation remains central to the business, evident in the way equipment is developed, tested and deployed. A dedicated product specialist reviews every asset and system, always pushing for operational and environmental improvements.

What’s next

One of Opt Hire’s next steps involves looking inward. Rather than start from scratch, the team is exploring how to retrofit its diesel fleet.

“It’s a more holistic approach, repurposing what we already have rather than adding to the carbon footprint,” says Ewan.

The aim is to match the performance of new hybrid units by upgrading what is already in the yard at a cost that makes adoption easier.

Opt Hire is developing a single platform to show clients how its hired assets are performing in real time.

“Currently, telematics systems can vary between assets and suppliers, so a single site might run multiple platforms at once,” says Ewan. “We are working towards a unified system that allows clients to log in and see live performance data across all their hired assets.”

The numbers speak for themselves, showing how much fuel is saved, how many hours engines sit idle and where change is actually happening on site.

Shared wins

Opt Hire does not guard its gains. It works with reputable distributors and manufactures like Makinex, PR Power and APS Power, using client feedback to improve equipment design. Those changes often flow beyond their own fleet.

“We choose our partners based not just on the quality of their equipment, but also on the level of support they offer and how receptive they are to feedback. If those changes end up benefiting other hire companies as well, that is a win for the broader industry,” says Ewan.

“Partnerships are really important to us. While many companies refer to subcontractors or suppliers, we prefer to call them partners. Whether it is a strategic alliance or a more informal working relationship, we see every stakeholder as part of a shared effort to improve how the industry operates.”

In the push for lower-emission construction, Opt Hire’s fleet is already at work – cutting fuel use, reducing disruption and keeping sites running clean.

Opt Hire helps clients adopt the latest equipment and technology to achieve more sustainable outcomes.

“Our focus is on raising standards across the board, improving safety and helping the industry take concrete steps towards lower-emission operations.”

The groundwork for certainty

Survey Management Solutions is making underground risk visible and project delivery more efficient –without the complexity.

“Our structure means we can handle every aspect of the investigation in-house –surveying, utility locating, traffic control, non-destructive digging.”

A fractured water main. A severed cable.

An unmarked pipe lurking just beneath the surface. When construction goes wrong underground, the fallout is rarely minor.

At Survey Management Solutions (SMS), the focus is on preventing these issues before they arise. With a multi-disciplinary team and integrated delivery model, the company is helping civil contractors reduce risk, improve efficiency and stay on track in the face of increasingly complex site conditions.

“We’re a survey and locating company operating across South Australia, Victoria, New South Wales and Queensland,” says Travis Gains, business unit manager at SMS. “Our focus is on supporting Tier 1 and Tier 2 civil contractors, and design consultants, from initial investigations through to the final delivery of survey data and utility models.”

Projects like the West Gate Tunnel in Melbourne and the Torrens to Darlington (T2D) upgrade in Adelaide are examples of the scale SMS supports, but the principles remain the same across the board: consistent data, fewer delays and less friction between stakeholders.

Simplifying complexity

Utility investigation and mapping have long been points of friction in construction delivery. Multiple subcontractors, slow

approvals and poor coordination can create compounding delays. Where others juggle subcontractors, SMS holds the reins.

“Our structure means we can handle every aspect of the investigation in-house –surveying, utility locating, traffic control, nondestructive digging,” says Gains. “We don’t need to rely on third parties, which allows us to move faster and maintain full oversight and control.”

That integrated model eliminates the handovers that often introduce gaps, especially on large infrastructure sites. It also gives clients a single point of contact and a single invoice – no need to chase down multiple providers or reconcile competing formats.

Critically, SMS coordinates all council and authority permitting and stakeholder engagement, removing administrative load from project teams.

“Permit approvals in Victoria can take weeks,” says Gains. “Because we manage traffic ourselves, we can start that process immediately – no waiting, no uncertainty.”

From scoping to submission

The process unfolds with quiet precision –

(DBYD) requests and review of available data. At the same time, SMS begins the permitting process and develops any traffic management plans required for the work. Once approvals are in place, the company deploys its field team, coordinating service locators, utility surveyors, traffic controllers, non-destructive digging (NDD) operators and spotters.

The data captured on site is processed in-house and verified against DBYD records before being translated into final deliverables, including PDFs, 3D formats and geographic information system (GIS) files. Each file is reviewed for quality and accuracy before release.

“That final check is important,” says Gains. “It ensures our deliverables reflect both the scope and on-site conditions. We don’t compromise on that.”

One contact one standard

Feedback from clients has been consistent. A single point of contact reduces confusion and saves time. Fewer moving parts mean fewer mistakes. And when issues do arise, SMS can resolve them quickly without waiting on subcontractors.

“Clients don’t want to wrangle five different providers. They just want the job done right, and done once,” says Gains. “They know they’ll get everything in the format they need, and that it will meet their requirements. We’ve also had very positive feedback from thirdparty auditors, particularly around the quality of our documentation.”

SMS deliverables include maps, digital files and visualisation tools tailored to project needs. According to Gains, that flexibility is critical for clients working across multiple disciplines and platforms.

“We design the outputs to work with the tools they’re already using,” he says. “That helps streamline their workflows, not just ours.” SMS’s technical team works across a range of platforms, including 12d, AutoCAD Civil 3D and GIS-based tools. This capability allows survey data to be translated directly into design, drafting and asset models with minimal rework. It also enables smoother coordination with designers, digital engineers and client-side teams, particularly on projects requiring machine control or building information modelling integration.

Maintaining consistency at scale The company’s in-house structure supports a rigorous approach to quality assurance. On site, audits are carried out using digital tools such as SafetyCulture, with traffic control and locating work monitored and recorded in real time.

“Our job is to take pressure off the client. That means being responsive, being accountable and being thorough.”

The SMS team collaborates to review client deliverables and ensure quality outcomes.

SMS uses drones to capture up-to-date imagery for client deliverables.

team member familiar with the original scope.

scope creep.

“Having that last internal gate before release makes a big difference,” says Gains. “It gives the client confidence that the data is accurate and complete.”

This structure also allows SMS to adapt quickly when project conditions change.

Gains pointed to a recent job where full inhouse delivery enabled measurable gains in both timeline and cost.

“SMS recently partnered with global design consultant Arup on a Major Road Projects Victoria (MRPV) project in Wallan, located in Melbourne’s northern suburbs, during the project’s planning phase,” he says.

“We mapped subsurface utilities across the project footprint, providing accurate data to support the design team’s confident planning of future works.”

SMS worked closely with Arup to define the project scope, coordinate tasks and implement traffic management plans in the Wallan township, situated along the Northern Highway.

Scott Hilliard and Fawad Mohammadi, senior civil engineers at Arup, collaborated with the SMS team and expressed satisfaction with the project’s execution.

SMS provides utility locating support.

Australia’s hub for civil, commercial, and municipal solutions

Converge Expo brings together industry leaders across the municipal, civil and commercial construction sectors who are change makers shaping Australia’s future infrastructure.

17–18 SEPTEMBER 2025 Melbourne Convention & Exhibition Centre

Measured impact

From silo to site, VEGA’s radar sensors help eliminate delays and minimise waste –supporting stronger, more reliable supply chains for concrete and other construction materials.

When deliveries miss their window or trucks arrive empty-handed, the issue often starts upstream – not on the construction site, but at the batching plant or bulk material production facility where level data went wrong.

As construction supply chains grow more complex, the pressure to get materials in the right place at the right time has only intensified. Tony Scarborough, VEGA Australia’s NSW business development manager, sees measurement as the element that holds the system together – stable when it works, and costly when it doesn’t.

“Accurate measurement plays a critical role in improving outcomes on construction and infrastructure projects,” says Scarborough. “A good example is concrete batching. You’re dealing with raw materials – cement, sand, aggregate – each stored in separate silos and mixed to precise ratios. If the level measurements in those silos are off, the knockon effects are immediate.”

One inaccurate reading can derail transport schedules, increase emissions and trigger a chain of disruptions.

“Imagine a truck arrives to collect a load of concrete, but the plant doesn’t have enough material to fill the order because the readings were wrong,” says Scarborough. “That truck’s made the trip, used fuel, added wear to the roads, and has to turn around empty. It’s wasted time, energy and resources.”

The same can happen in reverse: a delivery arrives but can’t be unloaded because the receiving silo is already full. Either way, the result is delay, inefficiency and additional cost. And when the project waiting on those materials is running to a compressed timeline, the pressure builds fast.

“If deliveries aren’t arriving on time or the quantities are off, it can seriously impact a construction project,” says Scarborough. “Time is money, and delays like that can push a project back, potentially costing tens or even hundreds of thousands of dollars in lost time.”

Control at the source

While VEGA’s name might be more familiar in process industries, the company’s non-contact radar level sensors are increasingly playing a role in the building materials sector – concrete plants, bulk storage facilities, even wastewater sites that feed into civil construction programs.

– more than 35 years – has focused not only on accuracy but on stability. That repeatability matters when readings are driving automated systems or triggering downstream actions.

“Operators can trust that what our sensors are showing is what’s actually there, preventing overfilling, underfilling or unnecessary deliveries – all of which reduce waste across the board,” says Scarborough.

Fewer overflows, tighter control

While the role of level measurement is critical in materials batching, it’s equally important where containment and compliance are concerned. Tank overflows can result in environmental reports, regulatory penalties and operational downtime.

“We often get calls from customers after they’ve had a tank overflow, usually because they didn’t have proper level measurement in place,” says Scarborough.

Tony Scarborough, NSW business development manager at VEGA Australia. (Image: VEGA)

The VEGAPULS 6X will be on display at this year’s Converge Expo. (Image: VEGA)

“One customer of mine was recycling oil, and every time there was a spill, they were required to report it to the EPA. That meant not just operational disruption, but fines and a direct impact on their bottom line.”

The solution combined radar level sensors with remote monitoring. The team gained real-time visibility into tank status from off site, with alerts triggered as capacity neared. The same systems are now standard in sewage pumping stations.

“If that station overflows, you’re not just dealing with operational failure, you’ve got a serious environmental and public health issue,” he says. “That’s why our sensors are classified as critical in these applications.”

Clean data, leaner systems

Reliable level data also contributes to more efficient energy use by giving control systems stable inputs. Unstable readings create fluctuation, forcing pumps and systems to cycle unnecessarily.

“When it comes to energy efficiency, it really comes down to accuracy, and just as importantly, repeatability. Some processes don’t need ultra-fine accuracy to the decimal point. In certain applications, a 5 or 10 per cent margin is acceptable. What matters most is that the measurement is consistent,” says Scarborough.

“When the data is dependable, the control system can operate more efficiently. There’s no second-guessing, no overcorrection, and no wasted energy adjusting for bad data.”

Connecting plant and process

To support tighter coordination across plant and site operations, VEGA’s sensors are built for full integration into modern control infrastructure. That includes conventional signal protocols as well as newer industrial Ethernet standards such as Advanced Physical Layer (APL).

“We’re expanding the range of outputs we offer,” says Scarborough. “It’s about making sure our products are compatible with as many platforms as possible, so customers can use the data where it matters most.”

The company’s flagship radar device, the VEGAPULS 6X, released in 2022, reflects that philosophy: simplified configuration, robust signal processing, and certification for use in safety-critical environments.

Sustainability in practice

While much of VEGA’s contribution to sustainability comes from improving customer processes, the company is also aligning its own operations with long-term environmental targets.

“There’s a global sustainability campaign underway across the company right now,” says Scarborough. “Each regional office is actively tracking and reporting efforts to reduce environmental impact.”

That includes warehouse and office practices, freight considerations and product design decisions.

“We’re designing for reliability and longevity,” he says. “That’s part of the sustainability equation too.”

Why early adopters win

Scarborough points to early adoption as a key advantage. He compares it to the industry’s past shift from contact probes to ultrasonic systems, now playing out again as operators move to radar.

“Customers who adopt radar early often see results overnight,” he says. “In some applications, the improvement in measurement stability and reliability is dramatic. And again, those benefits – less waste, more uptime, fewer manual checks – feed directly into sustainability, even if it’s not labelled as such.”

For construction teams, that means fewer hold-ups, smarter supply chains and materials that show up when they should.

On show at Converge Expo 2025

Visitors to this year’s Converge Expo will be able to see the VEGAPULS 6X up close, alongside VEGA’s full radar range and integration options for building materials, wastewater and cement industries.

“It will be one of our largest displays yet. Interactive zones, giveaways, and a range of engaging features to create a dynamic experience for attendees,” says Scarborough.

“We look forward to connecting with industry and highlighting how accurate measurement supports strong, sustainable outcomes.”

“When it comes to energy efficiency, it really comes down to accuracy, and just as importantly, repeatability.”

VEGA delivers efficient measurement technology tailored to the demanding conditions of concrete production. (Image: EyeMark/stock.adobe.com)

Partners in progress, champions of sustainability

When Transmutation teams up with a techsavvy innovator like Park Agility, the result is smart, sustainable and anything but ordinary.

Turning hard-to-recycle plastics and waste into high-value consumer goods, Transmutation is no stranger to innovation – or ambitious ideas. The South Australian company continues to evolve through a mix of research, development and creative thinking, with collaboration playing a central role.

From large-scale manufacturers to artisan makers, Transmutation’s network thrives on strong, trusted relationships. That spirit of connection recently sparked a new partnership with parking guidance technology provider Park Agility.

According to founder Brad Scott, the link came through Second Sphere Partners – a Sydney-based group that helps businesses raise capital, refine strategy and scale impact.

“Someone at Second Sphere knew one of the owners at Park Agility and saw potential synergies between our companies,” says Scott. “They introduced us, and that’s how the relationship began.”

(Images: Transmutation and Park Agility)

Park Agility, known for its car park technology, was seeking a better solution for its vehicle sensors. The company had been using generic wheel stops, retrofitting them to house its proprietary technology – a method that worked but left room for improvement, particularly in its mission to support ‘faster, smarter and greener’ outcomes.

Transmutation responded with a purposebuilt solution: a stronger, sleeker wheel stop made entirely from recycled plastic. The design allows Park Agility’s technology to simply clip in, eliminating the need for retrofitting. Made with Transmutation’s trademarked PostPrime plastic, the wheel stop has a 70 per cent lower carbon footprint than if it were made from virgin plastic. It is currently undergoing a life cycle analysis, which is expected to confirm it as the most environmentally friendly plastic wheel stop in Australia.

“We also believe it’s the strongest plastic wheel stop available,” says Scott. “Even before considering the sustainability credentials, the economics stacked up. Once we added the environmental benefits, the case for collaboration became even stronger.”

Integrating Park Agility’s telemetry technology added layers of complexity, calling for fresh thinking. The system relies on sensors that relay data to a central platform –sensors that must be shielded from the daily wear and tear of cars driving over them.

That meant the wheel stop needed to do more than stop wheels. It had to protect the technology while standing up to the rigours of high-traffic car parks.

But with its network of trusted collaborators, Transmutation was up for the task.

“We have support from Wasson Engineering Plastics in Sydney, who are moulding the product for us, and Elemental Manufacturing, who specialise in mould design. Their input was crucial in helping us develop something

Transmutation has built a wheel stop made from recycled plastic to house Park Agility’s vehicle sensor technology.

truly innovative – a first for Australia, and possibly beyond,” says Scott.

The result? A high-impact recycled plastic wheel stop that bridges the gap between traditional rubber models, known for their strength but not their finesse, and cheaper plastic versions that often fail under pressure.

“Our wheel stop is different,” says Scott. “It is purpose-built, incredibly tough and engineered to house technology. You would struggle to break it.”

Most plastic wheel stops rely on a simple outer shell with minimal internal support. Transmutation’s design takes a different route – one packed with robust, multidirectional ribbing made to handle repeated impact from all angles, especially the force of tyres rolling and pushing against it.

This ribbing is not brittle. It is designed to absorb and disperse shock throughout the body of the product, rather than crack or snap under pressure. Rounded transitions replace sharp right angles, helping to spread stress more evenly and improve durability over time.

“That shock-absorbing quality is a big part of what makes it so strong,” says Scott. “The level of structural thinking that’s gone into this is something we’re proud of – it is a major step forward compared to what is typically on the market.”

Equally important to Transmutation and Park Agility was ensuring the wheel stop came with both an EPD and a full LCA – key components in the company’s commitment to verified sustainability. For Transmutation, it is not just about making environmentally friendly products; it is about backing them with data that speaks clearly.

This kind of detail is valuable for clients tracking Scope 3 emissions.

“The EPD and LCA provide confidence through transparency – clear, measurable data on the carbon embedded in the product,” says Scott. “It eliminates greenwashing by ensuring full traceability from the outset.”

From first discussions to recent mould trials, the development process has taken around 12 months – a collaborative journey that moved from initial sketches to a finished product now entering production.

Although the wheel stop was designed for Park Agility’s technology, its potential reaches further. Transmutation plans to offer the

casing as a standalone product – a highperformance, heavy-duty plastic wheel stop that meets industry standards without the embedded technology.

Park Agility will retain the integrated version, combining its proprietary telemetry with Transmutation’s purpose-built housing. For both companies, the result is a smarter, more durable and environmentally sound solution.

“This project reinforces Transmutation’s strength in delivering tailored solutions. It shows we can respond to specific needs – not just in terms of sustainability, but through smart, collaborative design,” says Scott.

In mould trials, Transmutation’s recycled material outperformed prime plastic in both appearance and durability.

“Our wheel stop is different. It is purpose-built, incredibly tough and engineered to house technology.”

the wheel stop design.

“The final outcome is a clear step forward – combining structural integrity, thoughtful design and embedded intelligence in a way that improves on everything that came before.”

The wheel stop is now set to be installed in the car park of a major development in Western Sydney, with project details to be announced soon.

That reaction – particularly from seasoned moulders – is an early vote of confidence. It challenges outdated assumptions about recycled materials and shows what is possible when material innovation meets savvy design.

For Scott, the achievement all circles back to collaboration. Transmutation’s network of partners, combined with its manufacturing agility, was key to taking the concept from idea to scalable product.

“That network is part of our DNA,” says Scott. “We have strong, personal relationships with our collaborators – and that gives us an edge. Someone brings us a bespoke challenge, and we know who to call to help make it happen.”

The partnership with Park Agility has already sparked interest in future projects and set an example for how sustainability can be embedded in construction, not just as a concept, but as a commercial reality. It proves that recycled materials can meet high-spec construction standards, and that greener alternatives can deliver long-term value.

It also highlights Transmutation’s unique position in the market – able to scale up for industrial manufacturing, while still delivering on bespoke, design-led briefs.

“The real strength,” says Scott, “is that we can slot into the supply chains of large companies with structured procurement – but we can also help them diversify, develop new products and bring new ideas to life.”

As Scott puts it, “It is the best of both worlds.”

Transmutation can replace traditional products, support onshoring with Australianmade, sustainable alternatives – and open doors to new product possibilities many companies have been waiting to explore.

“The EPD and LCA provide confidence through transparency –clear, measurable data on the carbon embedded in the product.”

“Its use on a high-profile infrastructure project shows that recycled plastic can hold its own – even in demanding construction applications,” says Scott. “It is real-world proof that circular solutions can meet commercial standards.”

During the mould trials, the recycled material even outshone expectations.

“It actually outperformed prime plastic in both appearance and performance,” says Scott. “The moulding company noted a more matte, premium finish, better stiffness and less warping. They were genuinely surprised.”

“That puts us in a strong position as ESG and sustainability continue to gain momentum,” says Scott. “But it is also about innovation – we can turn a broad range of materials and ideas into viable products.”

Beyond the wheel stops, Scott points to Transmutation’s limestone bricks – recently featured in Inside Construction – as a sign of what is to come.

Transmutation is not just working with recycled materials – it is rethinking how construction products are made, backed by partnerships, performance and a creative approach to crafting better, more sustainable solutions.

Park Agility’s smart technology is embedded into

NO-DIG DOWN UNDER

Converge 2025

Shifting the freight line forward

At Converge 2025, Inland Rail’s Ed Walker will speak to the complexities of delivering one of the nation’s most ambitious transport infrastructure projects.

Converge 2025

Date: 17-18 September 2025

Venue: Melbourne Convention and Exhibition Centre

Enquiries: converge@ primecreative.com.au

Steel, strategy and stakeholder buy-in –delivering Inland Rail demands all three in equal measure. For Ed Walker, acting chief operating officer and former delivery director for the Beveridge to Albury (B2A) section, the challenge lies not only in the engineering but in the orchestration: aligning local communities, state transport agencies and national logistics objectives across a 262-kilometre corridor.

This year at Converge 2025, Walker will offer a candid account of what it takes to deliver infrastructure at national scale, within active townships and under the watch of multiple jurisdictions.

“Inland Rail is proud to be part of Converge 2025, as it offers a unique platform to share the story behind one of Australia’s most transformative infrastructure projects. This speaking engagement gives us the opportunity to connect with a broad and diverse audience, including staff from the rail, infrastructure, construction and transport sectors,” says Walker.

“It enables meaningful conversations that build awareness, foster collaboration, and ensure the benefits of Inland Rail’s construction are clearly understood across industries.”

The B2A section is one piece of Inland Rail’s 1,600-kilometre freight rail link between Melbourne and Brisbane. To support the safe movement of double-stacked trains, 12 sites

across Victoria are being modified. Bridges are being replaced, tracks lowered, and station precincts reconfigured – each a tight negotiation between technical requirements and local expectations.

As part of Tranche 1 of the B2A, four of those sites are already complete, including major upgrades in Glenrowan, Seymour and Wangaratta. Early works have generated $160 million in local supplier contracts and involved more than 1,600 workers. But the goal stretches beyond job counts or kilometres laid.

“We’re determined this project leaves a legacy in the towns it touches, and not just new railway infrastructure,” says Walker. “We want to expose local workers to new opportunities, boost skills and develop and expand capabilities of businesses so they can grow and thrive after we’re gone.”

Working between the lines

Unlike many infrastructure projects, Inland Rail is being delivered on assets it does not own, adding a further layer of complexity to planning and execution. Agreements must be struck not only with contractors but also with the agencies and councils that will inherit the results.

“The benefit to these communities is immense, but so too is the impact and disruptions during construction,” says Walker.

Ed Walker, Inland Rail’s acting chief operating officer. (Images: Inland Rail)

The upgraded Wangaratta railway station has officially opened, marking the completion of major works on Tranche 1 of Inland Rail’s B2A section.

“An area of focus is working constructively with communities so this project will leave behind a legacy not only in terms of national freight efficiencies but also lasting infrastructure improvements to regional towns.”

Innovation on the rails

While much of the public attention is focused on Inland Rail’s route and rollout, the program has also become a proving ground for new approaches in rail construction and environmental design.

“Before the first project started construction, we engaged with Australian Rail Track Corporation and the Liberty steel mill to improve the design of the steel rail,” says Walker. “This is not the sort of initiative that can be delivered on ‘normal’ projects, but once-in-alifetime projects like Inland Rail, where over 3,000km of new rail is to be purchased, create this opportunity.”

The result is a new 60kg per metre tangent rail profile that minimises the rail grinding required for system commissioning, shortening the time between construction completion and railway operation, while eliminating an element of hot work. This means less steel, less construction time and better safety.

“The new rail is more efficient in operation too, and the trains operating on the Inland Rail project will consequently use less diesel,” says Walker.

At the local level, innovation is also taking a more organic form. In Victoria, a partnership with delivery contractor McConnell Dowell and the University of Melbourne has produced 3D-printed nesting boxes that mimic native tree hollows – designed to support displaced wildlife during construction.

A staggered sprint

Following the Australian Government’s response to the Independent Review of Inland Rail, the program is now advancing in stages.

The focus is on delivering sections between Beveridge in Victoria and Parkes in New South Wales by 2027—those most aligned with current freight demand and approvals.

Construction contracts are now in place for the next tranche of works along the B2A corridor, including upgrades in Euroa, Benalla, Broadford, Wandong, Seymour and Tallarook. Work is scheduled to begin mid-2025.

Further sections through NSW are progressing in tandem. Narrabri to North Star is now operational, while new contracts have been awarded for Illabo to Stockinbingal and Albury to Illabo, with construction due to start later this year.

“Inland Rail will enable faster, safer, more resilient delivery of freight and reduce supply chain costs,” says Walker. “As sections of Inland Rail come online, Australians will experience the much-needed benefits of a reliable and future-proofed freight rail network.”

From corridor to country

The long-term objective is to make rail freight more competitive with road, particularly for domestic loads. Inland Rail is expected to cut rail freight travel times between Melbourne and Brisbane by nearly a third, creating a faster, less emissions-intensive network for producers, manufacturers and distributors.

“Inland Rail is an instrument for regional revitalisation,” says Walker. “The project is designed to stimulate regional economies, not just metro areas.”

At Converge 2025, Walker will expand on these themes. He will share lessons from the ground, insights from the boardroom, and the trade-offs required to build major infrastructure through populated corridors.

“I hope conference delegates walk away with a deeper appreciation for the scale and complexity of Inland Rail, and the collaboration that’s driving its success. My goal is to provide attendees with practical insights into the realities of managing complex, large-scale builds,” he says.

“Ultimately, I want the audience to leave with a sense of shared purpose and a clear understanding that their engagement and support are vital to the continued success of this transformative project.”

Works are underway in Euroa to modify the station precinct and replace the Anderson Street bridge with a vehicle underpass.

More than a transport project

Inland Rail is a nationbuilding initiative reshaping Australia’s freight network and unlocking long-term economic potential across the country.

At Converge 2025, hear from Ed Walker on the Major Projects Stage (Day One – 17 September) as he shares:

• Progress updates on the Beveridge to Albury (B2A) section

• Key lessons from project delivery to date

• What lies ahead for Inland Rail

• The role of partnerships with Tier 1 contractors, local stakeholders and government agencies

• The broader benefits Inland Rail brings to communities and industries

Amanda Allan: Bringing order to the chaos

Six years after stepping away from a career in IT, Amanda Allan has become a linchpin in Canberra’s construction sector and a key voice in the ACT’s professional community.

“Every project brings something new, whether it’s sustainability measures, heritage elements, or something really technical like installing a Faraday cage.”

Long before the first sod is turned or a contract is signed, Amanda Allan is already at work.

She’s active in the early, unseen phases of construction, before final drawings circulate, scopes are finalised or boots hit site. Her role is grounded in the often-overlooked corridors of a project: tenders, schedules, compliance frameworks and submission packs.

It may sound procedural, but for Allan, this is where the real structure takes shape.

“It’s just one big puzzle,” she says. “And I love putting the pieces together.”

As design and bid coordinator at AMA Projects and president of the ACT chapter of the National Association of Women in Construction (NAWIC), Allan sits at the intersection of strategy, structure and advocacy. Her entry into the industry, however, came from a less conventional path.

Before construction, there was IT. Allan’s early career was shaped by systems upgrades, project rollouts and change management – precise, process-driven work that never quite resonated.

“It never felt right,” she says. “I’d sort of fallen into it, and then I decided to finish my degree in the field I was already working in.”

The projects were impersonal, the outcomes rarely satisfying and the environment homogenous. Seeking something more tangible and engaging, Allan pivoted.

“I wanted to do something different, so I decided to jump into construction,” she says.

She entered the sector in 2019, taking on an estimating role at Harvey Norman Commercial. With a foundation in coordination and systems thinking, she progressed from residential into commercial work.

“I genuinely love construction,” she says. “Every project brings something new, whether it’s sustainability measures, heritage elements, or something really technical like installing a Faraday cage. I love those little details.”

And then there’s the satisfaction of seeing it all come to life.

“It’s one of those industries where you can physically see the results of your work,” says Allan. “There’s that classic moment of walking down the street and saying, ‘Hey, I worked on that.’”

In 2021, Allan joined AMA Projects. The business was looking for a bid coordinator, someone who could blend

technical understanding with structured communication. It was a natural fit.

“I saw it as a chance to bring everything together – understanding project requirements, reading plans, drawing on my business analysis background,” she says.

She also found a workplace that backed her ambition. AMA encourages industry engagement, makes space for development, and has supported Allan’s participation in the Audrey Fagan Leadership Program.

“AMA has really backed me,” she says. “It’s been four years of constant personal and professional growth.”

Her role now places her at the front end of every project. She unpacks tender documents, summarises key requirements, manages schedules and compiles returnables. At submission, she ensures every element is aligned, compliant and competitive.

But there is no template. Each submission is shaped by a changing web of procurement policies, sustainability criteria, Indigenous participation requirements, skills guarantees and several other moving parts.

“I keep track by generating summaries of each policy or guideline I read, so I’ve got a quick reference point and a link to go back to. It’s my own compliance library,” says Allan.

Strategy also shapes every decision – AMA is intentional about what it pursues.

“Rather than trying to drive down price, we focus on methodology and making sure we’ve fully understood the requirements,” she says.

“Fit-outs and refurbishments are our sweet spot. Outside of that, we only pursue projects that genuinely align with our strengths.”

That focus doesn’t mean Allan is limited to pre-construction paperwork. One of her most memorable projects was a Department of Health and Aged Care fit-out in Woden. After contributing to the tender, she began visiting site weekly to document the progress.

“It was incredible seeing the transformation firsthand,” she says. “It gave me a whole new appreciation for how quickly things move and the level of coordination required.”

Other tenders have taken her deeper into technical territory, such as CSIRO lab upgrades involving negative air pressure systems and electromagnetic shielding, or a lighting upgrade at the National Gallery of Australia that sparked a deep dive into brutalist architecture.

“It’s those kinds of details and experiences that make the process so engaging,” says Allan.

Her curiosity and commitment to detail have similarly shaped her role at NAWIC ACT. Initially brought on to support social media and marketing, she now leads the chapter, overseeing advocacy, education and events.

“I’d heard that line before – don’t wait until you’re fully ready to try something new,” she says. “So, I didn’t. And it’s pushed me in the best ways.”

The NAWIC ACT calendar is wide-ranging, from site tours and panel sessions to relaxed gatherings like Constructive Coffees. The team also delivers Embark, a support program for apprentices entering their first year on site, and a mentoring program for mid-career professionals.

It’s a high-output commitment balanced alongside her full-time work at AMA. Support at home helps make it possible.

“I’ve got a really supportive husband. We treat it like a hobby, so if I disappear into the laptop for a few hours, that’s my hobby time,” says Allan.

“Honestly, you just find the time. Little pockets in the day. That said, I think balance is something a lot of us are still figuring out. It’s always going to shift as life, work and family change. But I find time because I love it.”

Her proudest moment so far? Delivering NAWIC ACT’s 2024 International Women’s Day event.

“It was a huge effort,” says Allan. “There were problems to solve, moments of panic, but it came together. The messages that followed, the support from the room... it made it all worthwhile.”

The industry has taken note. In 2023, Allan received an award for her contributions to workplace wellbeing under the ACT Government’s Healthier Work Program. The following year, she was a finalist in two NAWIC ACT Awards for Excellence categories: Diversity and Inclusion, and Leadership in Construction.

“I’ve been running the Healthier Work Program for the last few years. I developed AMA’s plan to support social, physical and emotional wellbeing and aligned it with ACT Government expectations so we could continue participating,” she says. “That showed me how bringing a different perspective into construction can lead to meaningful change.”

Still, it’s the everyday achievements that resonate most – a successful builder’s licence application she’s helped shape, a seamless bid handover, or a moment where everything clicks.

“The turning points often start with someone asking for a hand,” she says. “That’s what I love about this industry – people are willing to reach out, and to pitch in when needed.”

Allan describes her time in construction as “a lot of fun”, a phrase that doesn’t always show up in industry profiles. Beneath it is something deeper: a sense of belonging.

“When you find the right community and culture, it makes a huge difference,” she says. “And I’ve found that in construction.”

It’s been a generalist’s journey, but a rich one. At AMA, she has worked across bids, workplace wellbeing, social media and office management. Beyond that, she is building hands-on experience through local workshops.

“Construction gives you the chance to explore so many different areas. You can absolutely specialise and become highly technical in a niche, but there’s also real value in broad exposure,” says Allan.

“The more varied your exposure, the more opportunities you’ll find, and the more likely you are to discover what you really enjoy.”

Her advice for those considering a start in the construction industry is refreshingly direct: ask questions, start small, talk to people, join events.

“There are free courses online, videos about construction, events through NAWIC,” says Allan. “You don’t need to commit to any massive costs or learning plans; you just need to get involved.”

And if it ever feels overwhelming?

“Scale back. Do what you can. You don’t have to give everything. Every small contribution still counts,” she adds.

It’s an approach that reflects how Allan has built her career: piece by piece, with clarity, conviction and a respect for the structure behind it all.

Since this interview, she has taken on a new role as senior administrator at Crafted Hardwoods. There, Allan is supporting operations, developing procedures and undertaking certification processes, using the skills she has built to help drive a more sustainable construction industry.

“When you find the right community and culture, it makes a huge difference. And I’ve found that

construction.”

in

Amanda Allan, former design and bid coordinator at AMA Projects, now senior administrator at Crafted Hardwoods. (Image: Ben Appleton – Photox)

Inside construction teams that overachieve

What drives highperforming teams?

Dr Gretchen Gagel points to purpose, culture and strategy.

During my career helping corporations such as General Motors, Intel and Procter & Gamble deliver billions of dollars’ worth of construction in the most effective way, I have worked with hundreds of teams and organisations. I have experienced the good, the bad, and unfortunately the ugly. I have advised teams that delivered construction projects ahead of schedule and under budget, and teams that ended up in litigation. These experiences, along with knowledge gained through senior leadership positions and my work advising leaders in construction, energy and mining, helped me identify the most important elements of leading overachieving teams and organisations. I elaborate on these elements in the fifth part of my book, Building Women Leaders: A Blueprint for Women Thriving in Construction. Here are the highlights of the first three foundational elements.

Purpose, goals and objectives

I have found that people want to know three critical things: Why does our team or organisation exist? What are our key goals? What measurable objectives help us understand whether we are achieving these goals? Defining these is not as simple as it appears, and I’ll share a relevant example to explain why.

My team was asked to help a large corporate group deliver a $3 billion multi-site construction program on time and under budget. We began our work with the seven project executives – from the client, the construction management firm and the lead engineering firm. I asked each of these seven gentlemen to define what “on time” meant and received seven slightly different answers to the question.

We took the time to define, in language everyone could understand, what “substantial completion” meant and the corresponding dates for each site, removing any ambiguity. Had we not done that, the various organisations within the project team would have been operating with different goals and objectives in mind. Not effective.

Sometimes we, as leaders of teams and organisations, have defined our purpose, goals and objectives so clearly in our minds

that we assume that everyone understands. Not necessarily the case.

In another example, we helped an energy company that was underspending its capital budget by an average of 14 per cent a year to reduce that gap to less than 1 per cent. As we began meeting with the team, we quickly discovered that each construction project manager believed the goal was to execute the project below budget. In fact, the goal was to accurately budget and forecast so that each project was delivered at budget and the expectations of Wall Street were met for that year’s overall capital spend.

Taking the time to ensure that everyone on the team or in the organisation understands our purpose, our goals and our measurable objectives is critical.

Organisational culture and values

Rarely have I consulted with a team or organisation facing a challenge where addressing some aspects of culture and values was not imperative to the success of our improvement efforts. That energy team I mentioned earlier is a relevant example. We could not have helped them without addressing a culture that lacked accountability, and I chose to study organisation culture during my PhD for this very reason.

One of the greatest outcomes of those studies was meeting – and being coached by – world-renowned culture and leadership expert Dr Edgar Schein. Ed taught me that there are many types of cultures: team cultures, organisational cultures, occupational cultures (think marketing versus engineering), geographic cultures, and more. This, in part, makes team and organisational culture so challenging to understand.

Your challenge as a leader is to understand the current culture – which aspects reinforce behaviours that support success, and which do not. Understanding culture is challenging, and surveys help, but it is the observation of behaviours that is most critical in defining a team or organisation’s culture. It is not enough to put values up on the wall. The behaviours of everyone on the

Dr Gretchen Gagel says it is critical to ensure everyone in the team or organisation understands the purpose, goals and measurable objectives.

(Image: AU USAnakul+/ stock.adobe.com)

team need to support those values. That leads to alignment, which in turn leads to overachievement.

Your role as a leader is to consistently reward the right behaviours, address the wrong ones, and remove those members who do not respond to coaching.

Strategies and tactics

The next important step in leading teams and organisations that overachieve is ensuring that the right strategies are in place to achieve the goals and objectives, and that concrete business plans outline the tactics – or actions – necessary to succeed.

During my PhD studies, I became quite familiar with the work of Dr Christopher Worley and his colleagues in defining what makes business teams nimble. In his agility framework, it begins with agile strategising. What differentiates this type of strategising is a deep understanding that the identity of the team or organisation – the enduring purpose – remains consistent, while the intent – how that identity is achieved – morphs over time.

Core strategies are how your team or organisation will achieve its purpose, and they need to be clearly understood by every person involved. Only then can the tactics – the daily actions – be focused on the top priorities that move the ball forward.

Defining the purpose, goals, and measurable objectives of each team and

organisation – and ensuring that the behaviours of all team members align with these critical performance elements – provides the foundation for achieving outstanding results.

In the next edition of Inside Construction, I will continue to explore how to lead overachieving teams and organisations by focusing more on the people aspect of leadership. This will include how to hire the right talent, establish team norms and social contracts, and keep teams nimble in the face of ever-changing business conditions.

Dr Gretchen Gagel, GAICD, is the former chair of Brinkman Construction (US) and a member of the Risk Committee for GHD Engineering, the National Academy of Construction (US), the Construction Industry Culture Taskforce (AUS), and the Associated General Contractors (AGC) of America National Diversity and Inclusion Committee. Gretchen is passionate about leading change in the construction industry and developing our future leaders. You can hear more from Gretchen on her Spotify podcast, Greatness and her book, Building Women Leaders: A Blueprint for Women Thriving in Construction, is available now on Amazon. Find out more at gretchengagel.com

“It is not enough to put values up on the wall.”

Empowered Women in Trades

From uncertainty to empowerment

Empowered Women in Trades’ ForgeHer pathways program gave women in the Albury–Wodonga region handson trade experience, practical skills and lasting confidence.

Impact. It is the Empowered Women in Trades (EWIT) word. Every decision made or action taken comes back to impact: what impact can this have for women and the industry we support? Our programs are designed for maximum impact – encouraging pathways into trades and empowering women by building confidence, belief and belonging, while also helping them develop new skills and explore career opportunities.

With impact in mind, we had the pleasure of heading to the Albury-Wodonga region to deliver a transformative two-day ForgeHer pathways program in partnership with CVGT Employment and Wodonga TAFE. There was something different about this program –we all felt it.

By Melinda Davis, GM of Empowered Women

Over two days, 10 participants stepped outside their comfort zones and into the world of trades – many for the first time. Guided by Wodonga TAFE’s skilled and engaging trainers, we gained hands-on experience in electrical, carpentry, plumbing and cabinetmaking. The level of energy, curiosity and courage on display was truly inspiring. Having access to resources such as the Skills and Jobs Centres – a Victorian Government initiative – to support participants and provide wraparound services is a game changer. The team joined us to deliver an impactful session on résumé writing and interview preparation, equipping participants not just with practical trade skills, but with the tools to pursue real job opportunities.

Sarah and Jess from Hadar and Maive from Twin City Cabinets provided an important connection to industry through authentic stories, wisdom and encouragement that resonated deeply. For many attendees, hearing real-life success stories from women in trades lit a spark – proof that the path is possible. Why do programs like this matter? We say it often: “You can’t be what you can’t see.”

Several participants arrived hesitant, unsure and unaware that a trade career could even be an option. But over two days, we witnessed remarkable transformations. With support from the EWIT team, we saw confidence grow. Women who came as strangers left as friends. Women who couldn’t make eye contact left with their heads held high. And women who felt like they couldn’t do anything realised how capable they truly are.

Attendees gained hands-on experience across key trades, including electrical, carpentry, plumbing and cabinetmaking.

And if that isn’t already enough, three of the 10 participants have already enrolled in the Certificate II in Electrotechnology at Wodonga TAFE, which started in June. That’s more than enrolments – it’s lives changed.

Don’t take our word for it – hear what program participants had to say:

“I can do it. I don’t have to be afraid anymore. I can step up and do what I want.”

“Hearing from Sarah inspired me to follow her lead and be happy.”

“It showed me that women can do anything they want.”

These reflections say it all. Programs like this aren’t just career tasters – they’re moments of possibility, identity and empowerment.

This program was made possible through the generous support of a CVGT Community Grant, and we are sincerely grateful. These grants allow us to reach more communities and change more lives – and we could not do it without this backing. At EWIT, we are proud to be shaping pathways, breaking barriers and supporting women to thrive in trades. This program in Albury-Wodonga was a perfect example of what’s possible when industry, education and community come together.

Here’s to more experiences like this – and to making an impact around the country.

#ittakesavillage

Australian Constructors Association

Time to rethink construction in Queensland

The Australian Constructors Association urges Queensland to tackle declining construction productivity through smarter planning, fairer procurement and greater collaboration.

By any measure, Queensland is poised to take off. With the 2032 Olympic and Paralympic Games approaching and an energy transition just getting started, the state is preparing to deliver some of the most significant infrastructure projects in its history. But if we want this investment to deliver more than just infrastructure, we must change how we build.

The biggest challenge facing Queensland’s construction industry is poor productivity. Despite record activity, productivity has declined over the past 30 years. That’s not just a construction issue – it’s a national economic concern. Without change, Australians will be working longer hours for less reward, and our ability to meet demand for housing, transport and other vital infrastructure will suffer.

The root of the problem isn’t a lack of effort or expertise – it’s that the system drives the wrong behaviours. Projects are still too often awarded based on the lowest upfront price rather than long-term value. This short-term thinking discourages innovation, undermines trust between government and industry, and results in cost blowouts and delays that nobody wants.

There is a better way. With shared goals, government and industry can unlock smarter, more efficient ways to build. That starts with aligning planning and procurement to reward value, and making space for innovation and genuine collaboration.

The Queensland Productivity Commission’s current inquiry into construction productivity provides an opportunity for the state to lead the nation by showing what’s possible when government and industry work together.

In the Australian Constructors Association’s submission, we identified practical steps the government can take now to lift productivity and deliver better outcomes.

Key recommendations

1. Bring clarity and coordination to the project pipeline – the industry needs a clear and consistent view of what’s coming. A single agency should be responsible for managing and regularly updating a statewide infrastructure pipeline, with guidelines for public announcements to avoid confusion.

2. Streamline procurement to reward performance, not just price – too often, procurement focuses on short-term savings. Guidelines should involve industry early, cut red tape, and help agencies assess and reward innovative, high-value bids. Tender documents should be reliable, and agencies should provide proper feedback to bidders.

3. Embrace collaborative contracts and fairer risk allocation – contractors cannot reasonably price risks they don’t control or that can’t be quantified. Queensland should adopt more collaborative models that fairly share risk and support joint problem-solving.

4. Standardise and simplify – standard contracts and consistent procurement policies would reduce duplication. This would allow everyone to focus on delivery rather than navigating a new process for every project.

5. Fix industrial relations to support productivity – Queensland should move away from adversarial models that hinder productivity. Abolishing the Building and Construction Industry Code, adopting the Culture Standard for public projects, and reviewing how health and safety rules are enforced will all help shift the focus back to getting the job done safely and efficiently.

6. Create a more competitive commercial environment – red tape around minimum financial requirements and the need for trust accounts should be reviewed. If the rules are doing more harm than good, they should go.

7. Use data and digital tools to build smarter – every infrastructure project should identify the key data it will collect across its lifecycle. Queensland should also adopt a ‘digitalby-default’ approach to project planning and delivery.

“The root of the problem isn’t a lack of effort or expertise – it’s that the system drives the wrong behaviours.”

By

The time for change is now These reforms don’t just benefit industry; they benefit everyone in Queensland. If Queensland leads, others will follow. We urge the Queensland Government to seize this opportunity and work with industry to deliver a step-change in how we build. Let’s turn the productivity crisis into a shared success story –one where everyone benefits.

Jon Davies, CEO of the Australian Constructors Association. (Image: Australian Constructors Association)

The National Association of Women in Construction

Organisational strategy outlines way forward

As the National Association of Women in Construction marks 30 years of advocacy and action, a new organisational strategy sets the course for an equitable industry.

The National Association of Women in Construction (NAWIC) has been at the forefront of driving positive change to benefit women and underrepresented groups in Australia since it was formed in 1995.

With some exciting projects ahead in our 30th anniversary year and beyond, a clear roadmap is vital as we strive to achieve an equitable construction industry for all.

Our new Organisational Strategy for 2025-2028 outlines our priorities and focus. This strategy will help supercharge our impact as we continue working across the construction sector to drive cultural change.

The strategy builds on the key areas that have underpinned our multi-faceted and multi-disciplinary approach over the past three decades – supporting members, building community, delivering education and development opportunities, celebrating achievements and advocating for change.

We worked with illustrator Elise Motalli to bring our strategy to life visually, showing our purpose of working across Australia with individuals and organisations to build Fair, Inclusive, Respectful (FIR) workplaces. Our vision is to create an equitable construction industry for all, and our mission is to collaboratively drive gender equity through change.

NAWIC is led by a small team and around 400 volunteers, all of whom strive to champion and empower women in

construction and related industries to reach their potential.

Our volunteers include board members, chapter presidents and vice presidents, council members and committee members in every state and territory around Australia. We could not carry out our local chapter events, mentoring, networking, education and training projects without the generous contributions of our volunteers.

Our congratulations go to our Queensland Chapter on winning the 2025 Queensland Volunteering Impact Award – Community. The award recognises NAWIC’s positive, measurable and sustainable social and economic impact on the community. Our ACT Chapter was also recently honoured with the Australian Institute of Training and Development’s 2025 Excellence Award for Best Diversity and Inclusion Program for the ACT mentoring program, run in partnership with Wisdom Learning. Showcasing achievements on the ground is critical to helping women advance and build successful careers in construction. A field of 21 finalists from across the country gathered in Sydney for our National Awards for Excellence event on 9 May, sponsored by Built. National award recipients:

• National Presidents’ Choice Award –Janelle Baron from South Australia

• National Business Award – JLL Project and Development Services (PDS)

• National Male Ally Award – Nigel Gorman from Queensland

• National Crystal Vision Award – Niamh Murphy from Western Australia

• 30 Year Anniversary Award – Professor Paula Gerber, founder of NAWIC Australia

Well done to all the winners – a fantastic achievement.

Find out more about the national award winners, our work and how to become a member at www.nawic.com.au

NAWIC Organisational Strategy for 2025-2028. (Image: Elise Motalli)

(Image: NAWIC)

National Precast Concrete Association Australia

Training meets demand as precast sector surges

Australia’s precast sector is shifting gears – with new training to support its scale, complexity and ambition.

As Australia’s construction industry embraces precast concrete for its speed, quality and sustainability benefits, one challenge is finally being addressed – access to formal training for those who design, specify or work with it.

The use of precast continues to grow across commercial, residential and infrastructure projects. Now, for the first time, a nationally available training solution tailored to precast concrete workers – and allied professionals such as builders, engineers and architects –is available.

Despite the critical role precast plays in modern construction, many of those on the tools or in design offices have had to ‘learn on the job’ – an unusual reality in an industry where safety, compliance, quality and productivity are all on the line.

National Precast has closed this gap with the launch of 10 online micro-credentials.

Funded by the Queensland Government, the program is available nationwide and free to Queensland-based participants.

Designed for factory-floor workers, site installers, supervisors, engineers, specifiers and anyone with a stake in precast, the microcredentials are short, targeted and practical. Each module focuses on core industry knowledge and real-world application.

The first module – Introduction to Precast Concrete – provides an overview of the sector: what precast is, how it’s made, where it’s used, and why it’s transforming how we build.

It’s an excellent entry point. Whether you’re on the factory floor, part of an installation crew or a design professional specifying precast, this module gives a strong foundation for understanding the whole picture.

Other modules cover more specific and technical aspects of precast manufacturing – including reinforcement placement, lifting and handling, documentation, safety, sustainability and environmental compliance. Each module earns a Certificate of Completion. Participants who complete all 10 receive an industry-recognised Certificate: Fundamentals of Precast Concrete.

These micro-credentials have wide-reaching value. They help factory owners upskill their workforce, assist labour hire firms,

support infrastructure contractors who set up temporary yards, and even inform procurement authorities. Precast is no longer niche – and this training approach reflects that.

National Precast has also partnered with the Manufacturing Industry Skills Alliance (MSA) to initiate a national update to the MSM Manufacturing Training Package, with the aim of embedding a precast concrete specialisation into formal VET qualifications. The MSM: Precast Concrete Manufacturing Skills project will see five new precastspecific units, currently in development, incorporated into Certificate II and III manufacturing qualifications. These new units will establish a nationally recognised precast skill set. It means people can formally train in precast as part of a recognised career pathway – and employers will have an endorsed benchmark for hiring. Together, these two initiatives represent a watershed moment for Australia’s precast sector. The industry is growing fast – and now, the training is here to match it.

By

Further details about the MSM project

Sarah Bachmann, CEO of National Precast.

New micro-credentials from National Precast target the precast industry’s training gap. (Images: National Precast)

Talent isn’t the problem

NexGen believes bias, not a lack of talent, is holding back the construction industry.

“We’re meeting young women who are curious, passionate and determined. We see their spark. And all they need is a chance.”

Let’s be honest about something: Australia doesn’t have a pipeline problem when it comes to talent. We have a bias problem.

In a country battling a nationwide skills shortage and an ageing construction workforce, we continue to see young women with energy, capability and a genuine interest in trades routinely overlooked.

A recent example brought this home. We shared a list of students seeking work experience – all keen, committed and ready to get on site.

The response? “Send us all the boys’ details.”

That’s not unconscious bias. It is a deliberate decision to leave young women out of the conversation. There was no request for more information, no interest in capability, and no opportunity offered. And it’s still happening –in 2025.

Meanwhile, the Organisation for Economic Co-operation and Development (OECD) reports that more than one-third of occupations in Australia are facing skills shortages, with construction among the hardest hit. Data shows that 14 per cent of the construction workforce is female, and of those, only a small fraction work in onthe-tools roles. At the same time, studies suggest that closing gender workforce gaps could boost GDP by over 9 per cent in OECD countries by 2060.

By Lauren Fahey, executive director at NexGen. (Image: NexGen)

hierarchies. Provide the training. Call out poor behaviour. Build inclusive teams from the ground up.

In short, we need more workers. Women are ready. But they’re being shut out. It’s not just unfair; it’s economically reckless. So, what’s the solution?

It’s time to stop treating this as a diversity box-ticking exercise and start addressing the structural barriers keeping women out.

Here’s what we need to see from industry: Hire based on potential, not gender –stop looking for the “traditional apprentice” and start focusing on capability, attitude and willingness to learn. If she’s never used a drop saw before but wants to try, that’s enough.

Set targets and track them – not quotas – goals. Know how many women you’ve brought into apprenticeships this year. Know how many are thriving. Know how many you lost and why.

• Back inclusive mentors and supervisors –we need people leading on site who support and uplift new talent, not reinforce old

• Make your worksites ready – that means adequate facilities, PPE that fits and policies that protect. If your workplace isn’t ready for women, it’s not ready for the future. At NexGen, we work with thousands of students every year (girls and boys), introducing them to what a career in construction could look like. We’re out in schools. We’re running hands-on trade days. We’re showing parents and teachers that a hard hat doesn’t come in just one shape, size or gender.

We’re meeting young women who are curious, passionate and determined. We see their spark. And all they need is a chance. But we can’t do it alone.

Industry needs to open the door and welcome them in. That means offering work experience, creating safe spaces to learn, and judging them not on outdated stereotypes but on the potential they bring.

We’re planting the seed. Now we need you to help it grow. Because if we keep turning our backs on capable young women – in the middle of a workforce crisis – we’re not just failing them; we’re failing the future of the industry.

Addressing the structural barriers facing women in construction is critical to easing Australia’s skills shortage. (Image: CatalnIlie/stock.adobe.com)

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