Brad Scott reveals how Transmutation gives hard-to-recycle waste a second life – as purpose-driven, high-performance building materials.
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ReGen 2025 arrives in Sydney to shape the future of circular construction and sustainable innovation.
42 Shubangi Suryanarayanan: A vision for change
Northrop Consulting Engineers’ Shubangi Suryanarayanan reimagines Australia’s built environment through a sustainable lens.
44 Brie Ranchhod: Every detail counts
As a design manager, award-winner and construction professional, Brie Ranchhod represents a new generation of leaders in the built environment.
OPINION
46 The waste of ineffective relationships in construction
Dr Gretchen Gagel turns the spotlight on a different kind of construction waste – time lost to weak relationships and a lack of trust.
ASSOCIATIONS
48 The program redefining construction
Through various initiatives, NexGen works to make careers in trades an attractive and viable option for women.
50 Wellbeing at work
Empowered Women in Trades highlights the importance of prioritising wellbeing in navigating a career in construction.
52 Supporting bright ideas
The National Association of Women in Construction shines a light on what is making workplaces better across the sector.
54 Blueprint for a better construction industry
The Australian Constructors Association helps develop a plan to guide the sector toward long-term improvement.
57 Bridge reimagined with precast precision
The replacement of the historic Charleyong Bridge marks an investment in safer, more efficient infrastructure for regional New South Wales.
Transmutation pioneers a new approach to recycling, creating highperformance building materials with purpose.
Community at the heart
McConnell Dowell showcases its community commitment through the Aura and Harmony Water and Wastewater Program.
Closing the loop on quality
Already bridging the gap between quality and construction, Visibuild closes the loop on post-completion defect management.
Heavy-duty and job-ready
Ford unveils the first-ever Ranger Super Duty in Australia – a midsize pickup engineered for commercial applications.
Tough tags for tough conditions
VEGA introduces radio frequency identification labelling to keep sensors readable and reliable, even in rugged construction environments.
Ready to rent
Jacon Equipment’s rental range ensures contractors get the right machinery at the right time – without the long-term commitment.
Compliance crackdown
Hobson Engineering reinforces the role of product compliance in ensuring structural integrity in construction.
Skills that build success
The Komatsu Training Academy equips construction teams with the skills to tackle today’s challenges and build for tomorrow.
next level of construction innovation
CONEXPO-CON/AGG 2026 promises an expansive, innovative experience for the global construction industry.
Cranes on the national stage
The Crane Industry Council of Australia backs Converge 2025, championing industry collaboration as a force for tackling construction’s biggest challenges.
Construction and demolition waste accounts for more than a third of Australia’s total waste – but the tide is turning.
As more materials are retained, repurposed and reused, the construction industry is shifting from waste-heavy to resourceconscious. Circularity is no longer just a concept on the sector’s drawing board. The principle that buildings should endure –and ultimately feed into future projects – is gaining ground, not only through the work of major contractors, but through bold thinking at every level of the supply chain.
In this issue, we profile a business that started small – repurposing bread tags into homewares – and is now transforming hard-to-recycle plastics into durable building materials. It’s a powerful example of what’s possible when waste is treated as a resource, not a liability.
Momentum is also building around circular economy events, with upcoming forums placing reuse, material recovery and design for deconstruction at the forefront. These discussions are no longer fringe; they are shaping the new mainstream.
On the global stage, sustainability and environmental responsibility will feature prominently at one of North America’s largest construction trade shows, alongside the sector’s most pressing topics.
Closer to home, one equipment supplier is showing how circularity works in action, using its rental range to reduce the need for new machinery, extend asset life and keep projects moving without the burden of ownership. Durability is also in focus. A hardware supplier makes the case that product compliance isn’t just a box-ticking exercise; it’s essential to safeguarding the
long-term integrity of Australia’s built environment. Everyone in the supply chain has a part to play. Technology companies are stepping up too. One software startup is helping project teams embed quality management from pre-construction through to postcompletion, building resilience into every stage of delivery.
In Queensland, a contractor is going beyond the brief, partnering with local communities to create not just infrastructure, but a lasting legacy of trust, care and connection.
Shifting gears, an automotive manufacturer is preparing to release a new mid-size pickup for Australia’s hardest-working operators. The vehicle has undergone a global durability program and is built to handle construction, infrastructure and resource work without compromise.
We hope you enjoy this issue of Inside Construction – where circular thinking, smarter systems and long-term impact take centre stage.
Chief Executive Officer John Murphy
Chief Operating Officer Christine Clancy
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
Cover image credit Transmutation
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Across city centres and regional heartlands, ambitious builds are underway –connecting communities, advancing safety and setting standards for sustainability.
Contractor: Built
Current value: $90 million
Details: Built is managing the design and construction of a new student accommodation tower at Griffith University’s Gold Coast campus, in partnership with Campus Living Villages. The project will create 460 new beds and features a mix of studio rooms, two-bedroom units, and accessible accommodation, with an uplift in amenities to benefit all residents, including new common areas, retail space, a gym, recreational pool, BBQ area and landscaping.
Status: Construction is currently underway, with the project due for completion by September 2026.
Initiatives: Built has leveraged a detailed digital model of the tower to deliver project certainty and improve efficiencies on site. Precast concrete cube cores and stairs have been installed to the tower height prior to commencing the main structure, which, in conjunction with the precast concrete façade, has provided program savings and reduced the requirement for scaffolding around the full perimeter. By installing the stairs to full height, Built has also ensured safe and weather-protected access to the structure as it progresses throughout the project. The digital model also incorporated site establishment, construction plant and equipment to enable efficient project planning and communication with surrounding stakeholders.
Vehicle weights are approximate and subject to variance. Vehicles should be weighed when adding additional load, accessories, or towing a trailer to ensure GVM, GCM and Gross Axle Weight Ratings are not exceeded.
Multiplex
Current value: $1 billion
Details: 435 Bourke Street will set a benchmark for sustainable office development and design, being one of the first office towers in the world to feature a “solar skin” façade. The tower is proposed to comprise approximately 62,000 square metres of commercial office space across 48 levels, with 1,300 square metres of retail space, 116 car parks, a sky garden and several landscaped open-air or mixed-mode terraces.
Status: The external features of the tower are taking shape – nine different types of façade have already been installed, with the building set to feature more than 25 façade types in total, including an innovative solar skin.
Initiatives: To address one of the industry’s greatest safety risks, Multiplex has piloted a falling objects catch fan on the tower cranes. The catch fans are a first for Multiplex sites, reducing the likelihood and associated risk of falling objects. They were retrofitted to the existing external climbing frame walkways on the cranes to further reduce the risk during crane climb activities, which are considered high risk.
Contractor: Laing O’Rourke
Details: Co-Operative Bulk Handling Limited (CBH Group) has engaged Laing O’Rourke Rail Operations to deliver the Cranbrook Rail Outloading Siding and Facility Project, located 230km south of Perth in Cranbrook. The project aims to enhance CBH’s grain transport network by addressing issues such as the need for train splitting and shunting. Once completed, the new rail siding will be able to accommodate a 60-wagon train, and the facility will be capable of loading a train in 1.5 hours – compared to the 12 hours required by the old facility built in 1976. The project is a step towards improving the efficiency and safety of grain transport in the region, ensuring a more streamlined and effective process for CBH Group’s operations.
Status: The Cranbrook Outloading Siding and Facility Project consists of a new fixed rail loading facility, which connects to the existing site, and a 1.4km rail siding that is 70 per cent complete.
Expanding on the Australasian Waste & Recycling Expo, ReGen 2025 arrives in Sydney to shape the future of circular construction and sustainable innovation.
For the construction sector, the need to minimise waste and adopt sustainable practices is no longer a future aspiration, but a presentday operational reality. To effectively navigate this transition, industry professionals will come together at ReGen 2025.
Taking place at the ICC Sydney on 23-24 July 2025, ReGen is an initiative from Diversified Australia. The event marks an evolution, building on the foundation of the Australasian Waste & Recycling Expo and incorporating the Circularity conference, a program from Planet Ark’s Australian Circular Economy Hub.
ReGen 2025 connects attendees with the innovators, solutions and knowledge shaping sustainable building practices in Australia. Ali Lawes, event director, says it will turn circular economy goals into tangible outcomes – and the construction industry has a key role to play.
“The Circularity Stage, developed in alignment with Australia’s Circular Economy Framework, focuses on the built environment as a national priority,” says Lawes. “In the session ‘Buildings and Construction – What is Already Circular? How Can We Do More?’, industry leaders including Kat Featherstone (Green Building Council of Australia), Shannon Smyth (Sustainability Victoria), and Jeff Morgan (Hassell) will showcase practical, proven approaches to circular design, adaptive reuse and low-carbon construction.”
The challenges of construction waste – from rising landfill costs to environmental impact –are addressed at ReGen. The event convenes a diverse range of stakeholders, including material suppliers, technology providers, policymakers and industry experts. This environment offers businesses the opportunity to discover new technologies and strategies for reducing, reusing and recycling construction and demolition waste to minimise landfill and maximise resource efficiency.
ReGen promotes circular design principles, offering insights into integrating them from the outset of projects. Attendees will learn about designing for disassembly, using recycled and renewable materials, and extending the lifespan of buildings and infrastructure.
As Lawes highlights, “On the Resource Stage, we’ll tackle the real-world implications of circular materials in ‘Recycled Content in Public Spaces: Balancing Risk and Reward’, where experts will share case studies and guidance on safely integrating recycled content into infrastructure – ensuring environmental sustainability doesn’t come at the cost of public confidence or performance.”
Beyond knowledge acquisition, ReGen facilitates connections with industry leaders and innovators. Networking with pioneers in circular construction, waste management and sustainable materials enables partnerships to be forged, best practices to be shared, and a competitive edge to be gained. Staying ahead of evolving policies and regulations is crucial, and ReGen provides a platform for understanding the latest developments impacting the construction sector.
The event also serves as a marketplace for sustainable solutions.
“With exhibitors presenting the latest circular construction materials and sustainable fit-out solutions, ReGen is a must-attend for Inside Construction readers looking to stay ahead of the curve in building a low-carbon, resourcesmart future,” says Lawes.
“Attendees will gain direct access to new and innovative materials and technologies poised to enhance both the sustainability and efficiency of their construction projects.”
The event’s free two-day program is designed to deliver actionable insights and practical takeaways directly relevant to the construction industry. It ensures attendees gain a holistic understanding of the circular economy’s impact and opportunities within their sector.
The transition towards a circular economy is rapidly becoming integral to the construction landscape. ReGen 2025 offers businesses a prime opportunity to understand and drive the shift towards a more sustainable, resourceefficient industry.
For more information and to register for a free ticket, visit: regenexpo.com.au
We're connecting the entire quality lifecycle, from pre to post project completion.
How are you managing your legacy?
Transmutation produces reduced-carbon reconstituted limestone blocks near Robe, South Australia.
(Images: Transmutation)
Transmutation
– where artisan craftsmanship meets large-scale construction –is pioneering a new approach to recycling, creating high-performance building materials with purpose.
Starting in a shed in regional South Australia, Transmutation has evolved from crafting homewares out of bread tags to addressing some of the construction industry’s most pressing waste challenges. Founded by Brad Scott, the company began with a straightforward yet ambitious goal: giving waste a second life.
Transmutation’s ingenuity soon caught the attention of major brands, leading to collaborations with clothing retailer Country Road Australia and architectural paint company Dulux. But it was the latter partnership that opened the door to large-scale construction applications. Powder coating waste – a notoriously difficult material to recycle – became the foundation for PostPrime Plastic, now used
in concrete bar chairs and other essential construction components.
With construction and demolition waste accounting for over a third of Australia’s total waste, Scott saw an opportunity too big to ignore.
Transitioning from artisan craftsmanship to industrial-scale production was not without its hurdles.
“We are still going through those growing pains. The first challenge was adjusting our methodologies,” says Scott.
Early creations were made using machines built from old ovens, car jacks and scrap metal. Scaling up required an overhaul – bigger machines, upgraded facilities
and refined processes – resulting in the company’s first major investment: a 210-tonne injection moulding machine.
“We can now produce 3,000 bar chairs in an eight-hour shift, whereas our handmade machines could only produce about 14 items a day,” says Scott. “The difference in scale and product range with injection moulding is significant.”
To meet demand, Transmutation secured investment, brought on new employees and partnered with a Sydney-based moulding company for larger components. This approach has enabled growth while maintaining the company’s commitment to sustainability and innovation.
As Transmutation expanded its product range, Scott considered how homewares, bar chairs and construction materials could co-exist under one brand. The answer lay in material science.
“Our focus is on finding a path to market for hard-to-recycle plastics, as well as more conventional plastics, sometimes even in combination,” he says.
By experimenting with additives, Transmutation tailors plastics for new applications, whether repurposing a waste stream into a construction material or enhancing an existing product with recycled content.
One standout success has been in reconstituted limestone, a material traditionally made by blending limestone rubble with cement and aggregate. Familyrun business Jaffa Limestone approached Transmutation to improve sustainability without compromising performance.
Rising to the task, Transmutation developed a plastic aggregate replacement sourced from e-waste, automotive waste and soft plastics from supermarket recycling programs.
“Our focus was on the aggregate component, replacing up to 20 per cent with plastic aggregate,” says Scott. “It integrates seamlessly into the existing system.”
By reassessing the remaining 80 per cent of aggregate and identifying alternatives for the cement component, Transmutation helped
reduce the product’s carbon footprint by an estimated 40 per cent. The result is a lighter, more thermally efficient limestone block with performance on par with the original.
the product is now available and expected to secure an Environmental Product Declaration (EPD) in nine months.
“Jaffa Limestone Transmutation is ideal for tunnel entrances, retaining walls, large garden stones and paving stones,” says Scott. “It also suits residential construction in towns like Robe, located on the Limestone Coast, where limestone façades blend with historic architecture.”
Overcoming outdated perceptions
Despite its breakthroughs, Transmutation still faces industry resistance to the use of recycled products and materials.
“Early recycled plastics had quality issues, which led to a stigma,” says Scott.
“But we are proving that today’s recycled materials can meet – and sometimes exceed – performance requirements in construction.”
Cost remains another hurdle. Recycled materials can carry a premium due to collection, contamination, cleaning and granulation processes before manufacturing even begins.
Beyond these barriers, corporate sustainability commitments do not always translate into action.
“Jaffa Limestone Transmutation is ideal for tunnel entrances, retaining walls, large garden stones and paving stones.”
“We are not just punching above our weight – we are delivering reliable, highquality materials.”
“ESG initiatives are gaining momentum, with corporations appointing sustainability managers and governments incorporating recycled content targets into contracts,” says Scott. “However, follow-through is often lacking. The rhetoric around sustainability is strong, but procurement teams and architects are not always implementing these changes effectively.”
That said, Scott believes the construction industry is at a pivotal moment. Demand for high-quality recycled products is growing, and Transmutation is meeting expectations.
“Leading companies are taking procurement seriously, setting an example for others to follow,” says Scott. “Change happens in waves – early adopters drive the shift, followed by cautious followers, then the mainstream. The companies that resist may struggle to survive in the next 20 years.”
While Transmutation’s bread tag homewares captured national attention, its real impact lies in construction. Now embedded in the sector, the company is expanding
operations, hiring new employees and appointing a CEO.
Scott, meanwhile, is focused on research and development, pushing the boundaries of recycled construction materials.
“We are working on everything from plastic components like bar chairs, wheel stops and light switches to new applications such as cement-based materials that integrate into limestone blocks or concrete,” he says.
“But what really excites us is the potential in resin technology and fit-out applications. Take benches, for example. With the current issues around Caesarstone, there’s an opportunity to replace it with recycled plastic alternatives – ones that are food-safe and sustainable.
“Every material Transmutation develops is eco-friendly, fully recycled and certified with EPDs to support Scope 3 emissions reporting and lifecycle analysis.”
The company is also considering how to recycle its products at the end of their lifespan, focusing on stewardship, not just innovation. Instead of introducing a new material only to find it is not recyclable later, Transmutation ensures end-of-life solutions from the start.
As sustainability targets in construction become more stringent, Scott sees Transmutation’s materials playing an increasing role in future projects. The company is securing accreditations like EPDs and ISO certifications, ensuring it operates in a highly accredited, data-driven environment where quality is key.
“A major focus for us moving forward will be data collection – tracking materials, understanding their origins and ensuring responsible sourcing,” says Scott.
“Provenance plays a critical role in ESG governance, and stricter construction requirements support our approach rather than hinder it. Even though we are a small company, we prioritise quality and consistency. We are not just punching above our weight – we are delivering reliable, highquality materials.”
With innovation at its core and the construction industry seeking more sustainable alternatives, Transmutation demonstrates that waste is not an endpoint – it is the foundation for something far greater.
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Creative construction
is McConnell Dowell’s signature – but so too is its commitment to community, a focus clearly seen on the Aura and Harmony Water and Wastewater Program.
At McConnell Dowell, building infrastructure is about more than meeting deadlines and budgets. It is about creating something better – for clients, for communities and for the future. Innovation and care for people sit alongside technical milestones, shaping every project from planning to delivery.
Few projects demonstrate this more clearly than Unitywater’s Aura and Harmony Water and Wastewater Program on Queensland’s Sunshine Coast. McConnell Dowell is Unitywater’s delivery partner on the program, providing essential water and wastewater infrastructure for two of the region’s fastestgrowing communities: Aura and Harmony, near Caloundra.
The program comprises three major projects: Aura Water, Aura Wastewater and Harmony Water. It involves installing two 12-kilometre pipelines – one for water, one for wastewater – alongside a dedicated 2.6-kilometre pipeline for Harmony. Two 12-megalitre
Every aspect of the infrastructure has been planned with this future community in mind, ensuring the network can meet demand for decades to come.
Values built in from the start
Joshua Zugajev, executive manager strategic engagement at Unitywater, says the organisation has taken a more communityfocused approach from the outset of the program’s planning and delivery.
“One of the key values was listening to the community and engaging with them early about construction impacts,” says Zugajev. This value became an active reference point when challenges arose, ensuring the community remained a priority throughout delivery.
Connection before construction
For McConnell Dowell, community connection started long before the first
platforms, helping people understand both the purpose and benefits of each of the projects, as well as the potential impacts.”
This early, transparent communication set the tone for everything that followed. The team worked hard to maintain a ‘no surprises’ approach, encouraging open dialogue and being available whenever needed.
Community feedback actively shaped the program. During early planning, construction plans were reviewed through a community lens, paying close attention to areas used heavily by families, children and cyclists. Even when designs were largely fixed, community concerns were taken seriously – and often led to tangible and practical revisions.
“Having a client like Unitywater, who genuinely embraces that approach, has made a real difference,” says Wikman. “It has allowed us to adjust aspects of construction to minimise disruption and achieve better outcomes for local residents.”
Local connection woven throughout
The program has involved more than just construction. It has created meaningful local connections across schools, businesses and First Nations groups.
Working with traditional custodians, the Kabi Kabi peoples, Unitywater developed a tailored Cultural Heritage Management Plan – the first of its kind for the organisation – with cultural heritage team members working alongside the engineers and construction site supervisors. Partnership with First Nations businesses also formed a
million spent on partnerships ranging from personal protective equipment supply to cultural training.
Schools, some of the project’s closest neighbours, were brought into the fold through education sessions and creative initiatives. One local school even designed an artwork installed on a horizontal directional drill (HDD) pipe before it was placed underground.
“We also donated materials like woodchips to local school gardens,” says Wikman.
“Above all, it was about maintaining open and genuine communication and managing impacts thoughtfully.”
Initially aiming to return more than $80 million to the local economy, McConnell Dowell has now invested more than $120 million back into South East Queensland, achieving more than 85 per cent local employment and a strong record of local procurement.
work handled with care
Delivering infrastructure through highdensity residential areas was no small feat. With a $190 million contract value – plus additional funding for variations and ongoing works – the stakes were high.
Trenching across driveways and through front yards tested the project team’s ability to manage disruption. Again, it was the relationships built with residents that made the difference.
Crews listened, adapted and responded quickly. When a retirement village resident
Part of the Aura Wastewater Project, the new sewer pump station and pipeline will transfer wastewater to the
“If complex construction projects were easy, everyone would do it. It’s truly the relationships that make the difference.”
The Aura and Harmony Water and Wastewater Program team – including Unitywater (client), McConnell Dowell (principal contractor), and Stantec (superintendent) –came together on site during early works.
The program team ran education sessions and creative activities with local schools – some of the project’s closest neighbours.
adjusted fencing to improve access. Such small gestures earned big trust.
Rather than complaints, the construction crews were, for the majority of the time, met with cups of tea, fruitcake and buckets of ice blocks on hot days. Residents became partners in the project’s success, hosting education sessions and regular morning teas.
“If complex construction projects were easy, everyone would do it,” says Wikman. “It’s truly the relationships that make the difference. Responding quickly, finding solutions – it builds trust. The community saw that, and it has been critical to the project’s success.”
McConnell Dowell’s commitment to community is not a one-off. It is a consistent standard across every project, every team.
“We take great pride in it,” says Wikman. “Putting the community at the heart of decisions is critical. Giving back is just as important.”
can expect the same respect, care and communication. It’s the McConnell Dowell way to build a better life.
Real stories real impact
Some of the most lasting legacies of the project cannot be measured in concrete or pipelines.
During early engagement, the team met a mother whose four-year-old son, Harry, was non-verbal at the time and had started noticing the construction next door. To everyone’s amazement, his first words were “digger” and “truck.”
Crews often drove close to the fence, waving from their excavators (using the excavator arm to wave as well), and Harry would wave back. His mother shared how this connection had sparked something in him. Today, Harry’s fascination with trucks and diggers continues, and the construction team remains part of that special milestone.
“We’ve built a wonderful relationship with Harry’s family,” says Wikman. “Harry even builds little stone towers by the site entrance, and to make sure they’re not knocked over, the team moved the fence so they wouldn’t disrupt ‘Harry’s tower.’”
Another example of connection came through a partnership with The Compass Institute, a Sunshine Coast social enterprise supporting people with disabilities.
When the project team learned Compass operated a farm and other training enterprises, they had an idea: why not bring some of that environment to the site office?
With support from subcontractors, staff and even Wikman (who bought the chickens herself), they created a thriving garden complete with a chicken coop.
Compass trainees helped maintain the garden and site vehicles, contributing around 620 hours to the project. Proceeds from egg sales and vegetable donations went directly back into Compass programs.
The partnership grew into something even bigger. McConnell Dowell arranged access and inclusion training for staff, fostering a deeper understanding of Compass’s work and ensuring the site was welcoming.
Last year, Compass honoured McConnell Dowell with its annual Compass Heritage Spirit Award – a recognition reserved for just one business on the Sunshine Coast each year.
“It has been wonderful to witness the positive impacts – on the ground and through our collaborations with construction partners and local community groups,” says Zugajev.
“It has also delivered positive outcomes for Unitywater and McConnell Dowell, the most significant being inclusivity in action.
“Team members formed friendships with the trainees, and there was a genuine sense of belonging. It improved understanding, broke down barriers, changed mindsets, and left a lasting mark on the culture of the project team.”
Working in water and wastewater is among the most interesting, challenging and rewarding jobs in construction, says Wikman.
“The variety that a project like this offers people in construction is incredible. I have enjoyed every part of it – the hard times, the good times – and I think a big part of that is the relationship we have built with Unitywater. Despite the many challenges faced, it really has felt like we have been in it together,” she says.
Construction is set to wrap up by October this year, with commissioning expected in early 2026. While the physical works may soon be complete, the legacy of connection, care and collaboration will continue to shape the community for years to come.
“Putting the community at the heart of decisions is critical. Giving back is just as important.”
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Already bridging the gap between quality and construction, Visibuild is now closing the loop on post-completion defect management.
“It is not just built for the industry – but with it.” This principle has shaped every stage of Visibuild’s evolution, and its latest offering – the post-completion defects module – is no exception.
Construction teams have long relied on Visibuild to track quality from planning through to completion. But once a project reaches handover, defects liability period (DLP) teams are often left navigating a disjointed process, managing hundreds, if not thousands, of issues without access to historical quality data from construction.
Renee Phelan, co-founder and chief design officer at Visibuild, saw the challenge firsthand.
“Teams were coming to us, asking for a better way to manage the influx of defects after construction,” says Phelan. “They were piecing together solutions with emails, Trello boards and spreadsheets – none of which were designed for the scale and complexity of DLP defect tracking.”
Hamilton Marino director Shaun O’Connell, a longtime Visibuild user, says post-completion often suffers from a drop in motivation.
“We mostly find that we are navigating a phase of construction that is motivated to move on to the next big project and not as motivated to complete the works to the level expected,” says O’Connell. “We feel that keeping the Visibuild platform throughout the post-completion portion of the project – with that same consistent approach – will assist in the closure of defects and reduce the inconvenience once occupiers move in.”
The DLP typically spans 12 to 24 months post-handover, but it’s only part of the broader warranty landscape. In many projects – particularly large-scale residential or government builds – warranties can extend up to 10 years, with defects surfacing well beyond the initial liability period.
“Our goal wasn’t just to support defect management during the DLP,” says Phelan. “We wanted to create a system that could carry through the entire warranty lifecycle –capturing issues, linking them to construction history, and giving teams the context they need to respond efficiently, even years down the track.”
By providing a long-term, centralised source of truth, Visibuild helps project teams, asset owners and facilities managers navigate defect liability with confidence – whether it’s in the first 12 months or the ninth year of warranty.
One Visibuild client was managing postcompletion defects across 11,000 apartments without a system fit for purpose. The management tool in place was disconnected from construction records, leaving critical information – such as pre-existing defects, subcontractor details and site history – trapped in siloed systems. There was no clear way to track what had occurred in each unit or pinpoint accountability.
“We saw this as a clear problem,” says Phelan. “Because we already held all their project data, we knew we could solve it in a way that actually worked for them.”
Rather than building a solution in isolation, Visibuild worked alongside those who would be using it on the ground. Through an industryled discovery process, the company engaged DLP teams, handover managers and project teams across the high-rise residential sector –gaining direct insight into their frustrations.
“We wanted to understand exactly how they were managing defects,” says Phelan. “So, we sat down with them and mapped out
“We wanted to understand how teams were already managing defects and then build a system that aligned with their processes – only far more efficiently.”
Real industry experience powers Visibuild’s Customer Success team, ensuring a genuine understanding of the challenges faced on site.
Armed with first-hand insights into industry pain points, Visibuild set out to simplify the DLP management process – seamlessly integrating it into its existing platform.
“We were not looking to reinvent the wheel,” says Phelan. “We wanted to understand how teams were already managing defects and then build a system that aligned with their processes – only far more efficiently.”
This marked the beginning of an in-depth research and prototyping journey, with product designer Callista Low at the forefront.
“From concept testing to mapping out current workflows and identifying opportunities to streamline them, we examined every step,” says Low. “Then, we shifted focus to highlevel interaction details – like what happens when a purchaser logs into the portal to input details. What is that experience like?
How intuitive is it?”
“Other than the launch of Visibuild itself, I have never seen feedback like this before. People were asking how soon they could have it.”
Throughout development, Visibuild engaged 23 users across 10 companies, working closely with both existing clients and new builders.
The projects spanned high-rise apartment buildings, student accommodation, and commercial and infrastructure projects, ensuring a diverse range of insights.
By walking through different user journeys, Visibuild encouraged customers to ask questions, raise concerns and share ideas. This iterative process allowed the team to refine the module at every stage, ensuring it directly addressed industry needs.
“We’ve been doing a lot of work by conducting site visits, really immersing ourselves in the spaces of our users, observing how they capture and close out defects, and identifying ways we can improve the efficiency of these processes,” says Low.
“The sheer number of defects can be overwhelming, especially when it comes to post-completion.
aspects of the new module is how it leverages the existing platform to drive performance.
“Consistency of the product that’s being used throughout the project and the statistics that it provides – that’s what excites us most,” she says. “We feel that the statistics will assist in motivating the participants to complete outstanding defects in a timely manner rather than being embarrassed by slow completion rates.”
User testing reinforced a key priority: seamless communication. Teams valued having a record of every exchange within Visibuild, eliminating the need to track conversations across emails.
“We found that a lot of communication was getting lost,” says Low. “Someone would reply to a purchaser via email, but that response would sit in their inbox, disconnected from the wider team. Given that post-construction teams often operate across different regions, defect tickets were being handled in inconsistent ways.”
To bridge this gap, Visibuild is now exploring a feature that will allow for both private and public comments within the platform.
“This would let internal teams communicate behind the scenes while also enabling direct conversations with purchasers – all within Visibuild,” says Low.
The development process underscored just how much the industry was calling for a connected post-completion defect management solution.
“Other than the launch of Visibuild itself, I have never seen feedback like this before. People were asking how soon they could have it,” says Phelan. “Unlike most alternatives –either ticketing systems disconnected from historical construction data or broad tools like Trello used to list and assign issues –Visibuild’s new module offers something fundamentally different.”
O’Connell also emphasises the importance of Visibuild being shaped by those who understand the construction journey.
“I feel that the platform must be put together by people who understand what it takes to monitor, record and supervise the construction journey. The construction industry suffers from a poor image due to defective workmanship and a perceived lack of quality control,” she says.
“Visibuild allows us to record and see how quality control is being implemented – and for site teams to compare progress against documentation and head contractor expectations. By taking this information through to post-completion, we can provide a story to the end user about what we did and why we did it.”
Phelan adds: “There is nothing else in the industry that does what we do, especially when it comes to linking with construction records. That is why we are so well-placed to deliver this solution for our customers.”
A key feature of the module is its ability to map the location set for any project, including levels, apartment numbers and other critical data. When a ticket is created, teams immediately know which project and space it belongs to. Users input their apartment number, and all associated records are automatically linked.
“With a basic ticketing system, none of that information is available. The person reviewing the ticket would have to cross-reference details in a separate system to understand how it relates,” says Phelan.
“That is why our system is so valuable – we can pinpoint which apartment a ticket is for, streamlining the entire process.”
Phelan notes that Visibuild’s customers drove the module’s development. Built by people in the Australian construction industry, Visibuild continues to evolve based on real-world needs.
“Our customers were using Visibuild, and when their projects were finishing, they were asking, ‘Can’t we keep using it?’” says Phelan. “This was not a speculative idea – we built it because the industry asked for it.”
The new module ultimately delivers holistic reporting, bridging the gap between construction handover and post-completion defect management. Traditionally, reporting focused on financials at the point of handover, assessing spend and profit.
However, post-completion defects – often managed by a separate team in a different system – can erode that profit margin.
“Connecting the data is crucial,” says Phelan. “A project might look profitable at handover, but once post-completion defects are factored in, the financial picture can change. Without that connection, reporting is incomplete.”
By integrating these insights, businesses gain a clearer view of where costs are accumulating, enabling them to address issues earlier.
“If a team is repeatedly spending time and resources on a particular issue, it signals a deeper problem in how projects are being delivered during construction,” says Phelan.
In the last edition of Inside Construction, Visibuild co-founder and CRO Ryan Treweek discussed ‘baked-in’ errors – issues that carry over from project to project. By linking postcompletion defect insights from the DLP with early-stage planning, Visibuild helps teams break this cycle. Lessons learned do not just get recorded – they actively shape future projects, driving continuous improvement.
Visibuild is not stopping there. The company is developing new portals to streamline defect reporting even further – allowing tickets to be captured directly from a builder’s website or through project-specific portals included in handover packages. A dedicated QR code in every apartment is also in the works, ensuring that defect reports are always linked to the correct location and routed to the right team.
“We are also exploring a centralised space where companies can manage all defects in one place,” says Low. “With post-completion defect management, there is a clear need for an overarching view – something that allows contractors to track issues across the entire company. This is an area we are excited to develop further.”
Phelan sees this module as a foundation for even more connected tools within Visibuild.
“It sets a precedent for identifying gaps in existing workflows and filling them in a way that makes sense for both our customers and our platform,” she says.
By linking historical quality data from construction through to the DLP, Visibuild is embedding quality management into every phase of a project – helping to shape a stronger, more resilient built environment.
“There is nothing else in the industry that does what we do, especially when it comes to linking with construction records.”
Ford has unveiled the first-ever Ranger Super Duty in Australia – a mid-size pickup engineered for commercial applications and available from 2026.
Ford has introduced the Ranger Super Duty, a new mid-size pickup designed for demanding commercial applications such as construction, infrastructure and resource projects. Built to carry, tow and work harder, it combines rugged components with familiar Ranger technology, including driver assist and safety features.
It is expected to compete with other workhorse favourites across Australia’s mid-size and light commercial segment, particularly on job sites and remote projects.
“We listened to what the hardest working fleet operators told us they needed to be more productive, and we’ve developed a Ranger with heavy-duty hardware and enhanced capability to stay on the job longer and help get it done sooner,” says Jim Baumbick, vice president, advanced product development, cycle planning and programs at Ford Motor Company. “We are taking global mid-size truck capability to a whole new level, straight from the factory.”
The Ranger Super Duty will launch in Australia in 2026 in single, super and double cab chassis configurations, with a style-side double cab variant and XLT trim arriving mid-year. The XLT is tailored for long-distance operators, featuring alloy wheels and touring upgrades.
Heavy-duty axles, differential locks, reinforced chassis components and highstrength suspension underline its capability for hauling site equipment, towing trailers
an integrated device mounting system and sealed snorkel increase versatility.
Ford subjected the vehicle to a global durability program, including robotic 24/7 testing at its You Yangs Proving Ground in Victoria. The testing simulated tough conditions, where the truck was run with 600kg of mud caked underneath. The program also included corrosion baths, towing dynos, shaker rigs and real-world off-roading.
“We torture test our trucks to earn the name Super Duty,” says Baumbick. “Our Silver Creek and autonomous driving robots were designed and developed in North America for the testing and development of the original F-Series Super Duty and have been a part of global Built Ford Tough testing ever since.”
Built for extremes
Power comes from Ford’s 3.0-litre turbo diesel V6, calibrated for heavy-duty emissions and long service life.
“This drivetrain will be delivered with EU6.2 compliance for global markets, meaning the Ranger Super Duty is ready to work for years to come,” says Dave Burn, chief program engineer at Ford Australia.
The vehicle also offers customers the option to delay the automatic diesel particulate filter (DPF) regeneration and manually initiate the clean at a time that suits.
The Ranger Super Duty offers 4,500kg gross vehicle mass, 4,500kg maximum braked towing, and 8,000kg gross combined mass.
(Images: Ford Motor Company)
“While a DPF is part of the emissions management system, being able to delay and then manually initiate a DPF clean will be a useful feature for those customers who operate in a high fire-risk environment,” says Burn. These features are relevant for operators working in remote infrastructure or construction projects, where access tracks, fire risk and isolation are part of the job.
High-mounted breathers for the transmission, transfer case and fuel system support extended water wading. Equipped with Ford’s four-wheel drive system, the Ranger Super Duty comes with 4A (Automatic 4WD) as the permanent setting to ensure the vehicle always delivers the maximum amount of torque to provide enhanced traction and control on both high and low grip surfaces and under load.
“Extensive testing in controlled and realworld situations proved the Ranger Super Duty has the capability needed for all manner of user from emergency services to farmers and
recreational off-roaders. The Ranger Super Duty’s two-speed transfer case features larger, stronger components than other Ranger variants for enhanced durability,” says Burn.
“To ensure this truck can handle life in lowrange in extreme terrain, the low-range gearset has been upgraded to match the F-Series Super Duty.”
Selectable drive modes – including tow/ haul, mud/ruts and rock crawl – adjust throttle response, transmission behaviour and traction control for different conditions.
The standard 130-litre long-range fuel tank and high-strength steel bash plates reflect the truck’s off-road intent. Underbody protection covers the engine, transmission, transfer case and fuel tank to support operation in rough terrain.
“With enhanced capability and developed for hard work, we know the Ranger Super Duty will be pushed to the limits on some of the toughest terrain on the planet,” says Burn. “That’s why we made sure the underneath had high-strength protection.”
The vehicle runs on a thicker frame with reinforced suspension mounts and eightstud hubs, contributing to its 4,500kg gross vehicle mass rating. A heavy-duty rear axle, strengthened differential and upgraded driveshafts support increased payload and towing capacity. Integrated mounting points simplify upfitting with tool storage, service bodies or ladder racks commonly used in construction.
“These enhancements are key to the Ranger Super Duty being able to carry and tow bigger loads than any other factory-built mid-size pickup,” says Burn.
appreciate.”
Smarter towing
Designed for serious towing, the Ranger Super Duty includes a recalibrated integrated trailer brake controller and Ford’s Pro Trailer Backup Assist. A yaw rate sensor allows the system to automatically manage trailer angle for easier setup.
“Using a yaw rate sensor to guide Pro-Trailer Backup Assist makes for faster set up and running of the system, which we felt was important given the Ranger Super Duty is all about work,” says Burn. “Able to store up to 10 trailers and only requiring calibration once per trailer, Pro Trailer Backup Assist makes manoeuvring heavy trailers much easier.”
Smart Hitch and Onboard Scales debut on the Ranger Super Duty. Smart Hitch helps users balance towball weight, while Onboard Scales use suspension-mounted sensors to estimate payload in real time, viewable via the SYNC screen.
“The capability of the Ranger Super Duty is unmatched in the mid-sized truck segment,” says Burn. “It really is the sum of all its parts and we’re confident that whether your job is extreme or you’re an adventurer who likes to go a long way off the beaten track, the Ranger Super Duty will get you there and back again.”
Ordering for the Ranger Super Duty in Australia and New Zealand opens later this year, with first deliveries expected in 2026. Global Fleet Sales and other market details will follow. More information is available on ford.com.au
Born from intel received from heavy-duty industry, the Ranger Super Duty provides enhanced capability, durability and productivity.
“We are taking global mid-size truck capability to a whole new level, straight from the factory.”
VEGA has introduced radio frequency identification labelling to keep sensors readable and reliable, even in rugged construction environments.
Scratches, dents, weather damage – even the toughest level sensors show their scars after years of hard work. On construction sites, in quarries or at concrete plants, environmental wear and tear is unavoidable. Recognising the need for better asset identification in challenging conditions, VEGA has introduced radio frequency identification (RFID) tags across its PRO series sensors.
The idea is simple: even if a sensor’s nameplate is faded, scratched or completely illegible, the sensor itself can still be identified and traced using the embedded RFID chip.
Although RFID technology has been available for some time, it has only recently become a durable and practical solution for industrial applications such as bulk material storage silos or tanks. The tags can withstand extreme temperatures, UV exposure, dirt and moisture, offering contactless readability long after printed labels fail.
“They are an ideal addition to stamped tags or barcodes, especially for outdoor installations. With an RFID tag, our sensors can be reliably tracked even after years of intensive use,” says Stefan Kaspar, product manager at VEGA.
The RFID upgrade reflects a broader shift across industries toward standardised identification. VEGA’s new labelling approach aligns with the internationally recognised IEC 61406 standard, which defines the unique identification of physical objects and their connection to digital information. It is also based on the Digital Data Chain Consortium, a collaboration between plant operators, service providers and equipment manufacturers.
“As a member of the Digital Data Chain Consortium, we are working together with many companies on an industry-wide standard for data exchange,” says Kaspar.
“In the future, access to and exchange of information between all involved parties should be made easier over the entire life cycle of a device or component.”
Scanning the QR code or reading the RFID tag enables users to access asset documentation instantly, even across diverse and remote construction environments.
Stepping toward the digital twin
The long-term vision is to integrate sensor identification into digital twin environments. Although integration is still developing, VEGA’s RFID solution is a first step.
“No matter where you are in a plant, in the future, you’ll be able to access a unique sensor identity anywhere with just one click, and go from there directly to the digital twin, which contains all the important information about the device over its entire life cycle – from documentation to parameterisation to proof tests carried out, as well as information for repair and recycling,” says Kaspar.
Customised sensor data
Beyond standard identification, the RFID tags can also be programmed with customerspecific measuring point details. For complex projects where dozens or even hundreds of level sensors might be deployed across different zones, this capability simplifies maintenance and reduces the risk of adjustment errors.
“From maintenance to inspection to servicing, this makes plant operation more efficient and safe,” says Kaspar.
“With an RFID tag, our sensors can be reliably tracked even after years of intensive use.”
The RFID tags have been introduced with the VEGAPULS 6X radar level sensor –commonly used to monitor concrete silos, bulk storage tanks and process water facilities – and will later be available across all PRO series instruments. (Image: VEGA)
Jacon Equipment’s rental range ensures contractors get the right machinery at the right time – without the long-term commitment.
Construction is a business of problem-solving, where every project has its own blueprint for success. The right equipment can make all the difference, but with skills shortages, inflation and supply chain disruptions, locking into costly machinery purchases is not always the best move. Jacon Equipment sees rental not just as an option but as an advantage.
As a global designer, manufacturer and supplier of construction equipment, the company knows that flexibility is as valuable as securing projects. That is why its rental range – spanning concrete pumping, spraying and transportation solutions – is designed to keep contractors moving without the weight of ownership.
Matt Finn, product specialist at Jacon, says rental demand has naturally grown in response to financial pressures and logistical challenges.
“Jacon anticipates the practical needs of today’s construction firms and where the industry is heading,” says Finn. “For contractors, staying on budget and meeting deadlines is crucial. Renting provides the flexibility needed to do both. Most of our equipment is ready to go. If contractors need it, we can get it on site within a week. That quick turnaround is invaluable when timelines are tight and budget approvals are delayed.”
For many projects, renting makes more sense than buying, particularly when machinery is needed for short-term or specialised work.
“Renting allows companies to sidestep the upfront costs of purchasing new machinery. Instead, they can access the latest equipment for a manageable monthly fee, freeing up capital for materials and labour,” says Finn.
“Ownership also comes with costs beyond the initial purchase – maintenance, insurance and storage all add up. Renting eliminates those financial burdens.
“It offers flexibility, reduces capital expenditure, and helps manage cash flow in uncertain economic times.”
Jacon’s rental lineup includes Midjet and Maxijet shotcrete rigs.
The Midjet is built for tight spaces, such as tunnels and underground environments. It features a compact design, AWD skid steering for manoeuvrability, a 10-metre vertical spray reach, and a 26-cubic-metre pumping output. For larger-scale projects, the Maxijet is equipped with 4WD and four-wheel steer, a hydrostatic transmission powered by diesel engines, and a long-stroking piston pump to reduce wear and pulsation.
The Transmix TMX5DC is a compact, low-profile mobile concrete mixer, available through Jacon Equipment’s rental fleet. (Images: Jacon Equipment)
“Jacon anticipates the practical needs of today’s construction firms and where the industry is heading.”
The telescopic boom extends up to 10 metres, and an optional chemical dosing system integrates with the pump stroking for precise application. The MKII version includes an upgraded boom for greater reach and a higher-tier engine for improved performance.
Jacon also offers mobile concrete mixers with capacities of up to 10 cubic metres. These machines feature a dual-cabin design for easy navigation in and out of tunnels, a high-pressure wash-down system, and a 205-kilowatt engine.
“These larger machines are in high demand, especially as tunnels get longer and cycle times increase. A bigger capacity improves efficiency by reducing the number of trips needed, keeping both crew and equipment running smoothly,” says Finn.
“For contractors, staying on budget and meeting deadlines is crucial. Renting provides the flexibility needed to do both.”
Jacon’s rental fleet is suited for infrastructure and tunnelling projects, where heavy-duty demands and extended cycle times are the norm.
“Contractors don’t have to worry about maintaining their own equipment because we handle all servicing. That’s built into the rental agreement, ensuring machines stay in peak condition,” says Finn.
The company’s equipment is already in use on major tunnelling projects, including Melbourne’s North East Link. Contractors rely on Jacon’s rental solutions, and the company remains committed to delivering machinery that performs under pressure.
A project only moves as fast as its equipment allows. To prevent delays, Jacon’s machines are serviced regularly.
“We follow a 250-hour or three-month service schedule, which includes a complimentary machine inspection,” says Finn. “Proactive maintenance helps prevent issues before they arise, keeping projects on track.”
While some assume rental equipment wears out faster due to heavy use, Jacon’s maintenance program ensures reliability.
“Regular inspections and servicing mean our clients get machinery they can trust, reducing the risk of unplanned downtime,” says Finn.
Jacon goes beyond supplying equipment by offering hands-on support.
“We provide machine familiarisation training, so operators fully understand how to use the equipment safely,” says Finn.
Jacon’s technicians visit job sites to work directly with contractors, walking them through operation and safety protocols.
“This hands-on training maximises both efficiency and safety, helping operators get the most from their equipment while minimising risks,” says Finn.
Jacon is broadening its rental offerings internationally to meet the construction industry’s evolving needs.
international markets, particularly for Tier 1 customers,” says Finn. “While we currently focus on Australia, we have already begun branching out, with one rental machine now deployed overseas.”
Even in remote locations, such as a tunnelling project in Tasmania, Jacon ensures equipment gets where it is needed.
Jacon is also preparing for tighter environmental regulations by introducing hybrid diesel-electric options into its rental fleet.
“These machines offer an eco-friendly alternative while still delivering the power and performance our customers expect,” says Finn.
With a focus on reliability, efficiency and adaptability, Jacon’s rental fleet is ready to support contractors – wherever and whenever they need it.
“We have shown that no matter where the project is, we can get the right equipment there.”
Shaky practices may make headlines, but Hobson Engineering is helping builders and engineers tighten up.
“Increased
regulatory oversight means that non-compliant importers and distributors have less place to hide than ever before.”
Product compliance is the bedrock of structural integrity in construction. Australian and New Zealand standards exist to safeguard this, yet some suppliers exploit loopholes by falsifying documentation to feign compliance. This not only undermines industry standards but also puts public safety at risk.
According to Alex Sharp, senior engineer at Hobson Engineering, the root of the issue lies in flawed verification processes.
“In the past, it was clear who was following the standards – suppliers or importers doing the right thing had proper documentation, while those who were not couldn’t provide any,” says Sharp.
“Since the National Construction Code (NCC) was updated in 2022, some non-compliant suppliers have adapted by falsifying test reports to appear compliant without actually meeting the requirements.”
A truly compliant product undergoes factory production control, with a manufacturerissued test certificate proving it meets required standards. Given Australia’s reliance on imports, importers play a crucial role in verifying these certificates to prevent
fraudulent documentation. Ideally, both the manufacturer and importer should issue certificates to confirm compliance.
However, some importers skirt the rules, conducting only minimal testing – just enough to appear compliant. A handful of selectively chosen tests may generate a seemingly valid certificate, but true compliance is more than just ticking boxes. Without robust verification, fraudulent practices at the manufacturing level can slip through undetected.
The accountability gap
Distributors, who buy from importers and sell to end users, often assume compliance is someone else’s problem and believe blame can easily be shifted away from them. But compliance is a shared responsibility. Instead of focusing solely on price, distributors should push for stronger verification measures.
Cost pressures further complicate the issue. Correct testing, involving multiple tests and a minimum number of samples, can account for more than half of a product’s
Everyone – from purchasers to distributors to engineers – should focus on verifying compliance before work begins, rather than assuming that someone else has ensured everything is correct. (Image: Hobson Engineering and Pormezz/shutterstock.com)
cost, creating a financial temptation to cut corners. Some distributors, knowingly or unknowingly, sell non-compliant products to stay competitive. When compliance issues surface during project audits, contractors end up footing the bill for rectifications.
“The updated NCC has tightened these standards, meaning distributors can no longer ignore compliance without consequences,” says Sharp.
“Currently, some smaller importers are attempting to offload non-compliant stock at lower prices, tempting distributors and customers. While distributors may attempt to avoid accountability, the risk of legal and financial repercussions is real. Put simply, distributors will be dragged into court and sued just as much as non-compliant importers.”
The true cost of cutting corners Sharp highlights the risks of using noncompliant fasteners, with structural failure being the most extreme consequence.
“While it’s unlikely, its potential impact is extremely high – imagine it as the red zone on a risk matrix. But it’s not the only risk,” he says. Beyond safety concerns, non-compliance also creates financial strain. Many Australian construction companies operate on tight margins, pricing projects based on fixed costs. Discovering non-compliant fasteners after installation can send budgets spiralling.
“The initial cost of installing compliant bolts correctly is generally predictable and manageable,” says Sharp. “However, the cost of rectification – having to replace noncompliant bolts – can be far higher and less predictable.”
With increased scrutiny from regulators and the wider industry, compliance is under the spotlight. Media coverage of construction failures has heightened pressure on contractors to uphold standards.
“Unfortunately, some distributors choose to sell non-compliant fasteners because they can secure a more competitive price,” says Sharp.
“They may think they can avoid repercussions, but this approach often creates issues down the line. Increased regulatory oversight means that non-compliant importers and distributors have less place to hide than ever before.”
Catching compliance issues early
For engineers and project managers, ensuring compliance starts with early verification. Engineers specify products under the assumption that all standards will be met, but if compliance checks happen only after installation, rectifying issues becomes a logistical and financial burden.
“With some distributors selling lowercost products that lack traceability or have questionable quality, engineers need to check compliance documentation before installation,” says Sharp.
“Once products are in place, fixing noncompliance is a major challenge.
“Verifying compliance while products are still in their packaging makes it easier to return non-compliant stock. Waiting until after installation can lead to rectification work.”
Setting a higher standard
As one of Australia’s largest wholesale fastener suppliers, Hobson Engineering ensures strict compliance through its enterprise resource planning (ERP) system, which provides full traceability from factory production to final sale.
“The manufacturer’s assembly test is a critical point of traceability. Without a proper assembly test at the factory – where individual bolts, nuts and washers are identified with a single, combined assembly trace number and K class – traceability would be compromised,” says Sharp.
“Once the factory confirms the product and assigns these identifiers, our system’s traceability capabilities ensure that each item can be tracked throughout the entire supply chain.”
Additionally, many of Hobson Engineering’s products feature a three-letter head marking from the place of manufacture, offering further assurance of origin. This enables traceability even after products have left their packaging.
To guarantee factory claims match reality, manufacturers must have an International Laboratory Accreditation Cooperation (ILAC) Mutual Recognition Arrangement (MRA), ensuring they meet stringent ISO/ IEC 17025 standards. This globally recognised accreditation mandates strict auditing, proficiency testing and sample retention.
“Compliance should not be an afterthought – it must be an industry standard.”
Too often, projects completed years ago scramble for documentation only after issues emerge. At that stage, it is too late to make changes. (Image: Drazen/stock.adobe.com)
“While distributors may attempt to avoid accountability, the risk of legal and financial repercussions is real.”
additional independent verification testing, separate from the factory. Even if a factory attempted fraud – though ILAC testing minimises this risk – our independent checks provide an additional safeguard,” says Sharp.
“Put simply, two separate test programs are conducted on all Hobson Engineering structural assemblies. Both test reports are available from Hobson Engineering.”
Tech tightening the compliance chain
Looking ahead, Sharp sees technology playing a role in reducing compliance issues
through better documentation retention and traceability. Accurate record-keeping is essential for verifying compliance years after installation.
“In the future, there will likely be increased demand for long-term traceability. Customers may request detailed records on products they purchased years ago,” says Sharp.
“Companies with robust traceability and quality documentation systems will be able to provide this information quickly and accurately. In contrast, those relying on inadequate systems may struggle to meet these demands.”
Compliance over cost-cutting
While technology can aid compliance, Sharp believes the biggest shift will come from cultural change – ensuring every link in the supply chain takes responsibility.
“There’s still a mindset that if the person before or after has done their job correctly, then there’s no need to double-check one’s own part. The key change needed is shifting from a reactive approach to a proactive one,” says Sharp.
“Everyone – from purchasers to distributors to engineers – should focus on verifying compliance before work begins, rather than assuming that someone else has ensured everything is correct.”
Too often, projects completed years ago are now scrambling for documentation only after issues emerge. At that stage, it is too late to make changes.
“The key is asking the right questions: Does this test certificate actually verify compliance? Does verification testing meet AS/NZS 1252 Part 2 standards? Was testing done by an importer or at the factory? Are these legitimate traceability documents or just paperwork made to look official?” says Sharp.
“Hobson Engineering has championed these verification measures for 20 years, one decade before they became a requirement of the 2016 standard. Compliance should not be an afterthought – it must be an industry standard.”
With every link in the supply chain embracing these standards, Sharp believes Australian construction can reach new heights – and Hobson Engineering is more than ready to lead the charge.
In a tight labour market, the Komatsu Training Academy is helping construction and mining businesses take control – equipping teams with the skills to tackle today’s challenges and build for tomorrow.
With global uncertainty clouding economic horizons, Australia’s construction industry is under pressure to strengthen its greatest asset – its people. With skilled operators and technicians increasingly hard to find and even harder to keep, the race is on to develop and retain a capable workforce.
The Komatsu Training Academy (KTA) is answering that call. Purpose-built to support capability across the construction, mining and utility sectors, KTA delivers nationally recognised training designed to meet immediate demand while laying the groundwork for long-term growth.
The academy operates across three specialist divisions: a registered training organisation (RTO), a technical training team, and a Smart Construction training stream. Together, they form a platform that serves Komatsu employees and external clients alike.
At the heart of the academy is its RTO – a hub of hands-on learning that delivers qualifications in Mobile Plant Technology, Automotive Electrical Technology and Engineering (Fabrication). From apprenticeships to targeted short courses, the RTO works in step with businesses to lift capabilities and create a workforce built for the long haul.
“We’re uniquely positioned to offer both cutting-edge training resources and the latest equipment,” says national RTO training manager Bridget van Herk, who leads a 23-person training team across Australia. “Our trainers are subject matter experts with deep knowledge across a broad range of plant and equipment.”
KTA delivers its training through a flexible national model, with physical centres on the east and west coasts and programs offered on site, off site and online. This reach enables contractors and construction companies to upskill teams wherever they are.
“Partnering with KTA gives employers confidence that apprentices are working with the latest equipment and techniques,” says van Herk. “That knowledge translates to reduced downtime, longer machine life and a stronger safety culture.”
Collaboration sits at the centre of the academy’s approach. Programs are codesigned with partners to ensure alignment with site needs, compliance requirements and business objectives. Regular feedback is gathered through advisory groups to keep content sharp and relevant.
“In Western Australia, many of our apprentices are based in remote locations like the Pilbara,” says van Herk. “Their employers fly them in for block training, so we tailor those programs to match the equipment and schedules of each site.”
Support continues after enrolment. Apprentices are backed by a team committed to their success from day one to graduation. That backing, says van Herk, helps them grow into confident, capable professionals.
“Proper training builds confidence,” she says. “And when people feel capable in their role, they’re safer, more productive and more likely to stay. That’s what we’re helping businesses achieve.”
In a competitive labour market, some attrition is inevitable – especially among younger workers who are focused on career development. But with a robust workplace training program and clear development pathways, underpinned by Komatsu’s RTO, companies are not only attracting talent, they are keeping it.
“It’s about providing a complete journey,” says van Herk. “When apprentices feel valued and supported, retention naturally improves.” That journey is a partnership, she adds – not a solo effort. KTA works closely with employers and apprentices to ensure aligned goals and consistent support.
“For many young people, this is their first time in the workforce,” says van Herk. “It is critical that everyone – employers, trainers and the apprentices themselves – is working together to give them the best possible start.”
KTA also has its sights set on what comes next. As construction sites become smarter and more connected, the academy is helping workers adapt to a data-rich, digitally enabled environment. Trainees gain hands-on experience with intelligent machinery and access to Komatsu’s digital learning tools.
Beyond core competencies, Komatsu is cultivating a workforce with the agility and awareness to meet the industry’s shifting priorities.
Discover how KTA brings skills to life at www.komatsu.com.au/support/komatsutraining-academy
“We are staying ahead by aligning our programs with the innovations coming out of Japan, and by exploring new digital learning formats to better engage the next generation.”
CONEXPO-CON/AGG 2026
One year out, CONEXPO-CON/AGG 2026 is shaping up to deliver an expansive and innovative experience for the global construction industry.
One of North America’s largest construction trade shows will return to Las Vegas from 3 to 7 March 2026, bringing together tens of thousands of professionals, exhibitors and industry leaders from around the world.
Following the record-breaking success of CONEXPO-CON/AGG 2023 – which welcomed more than 139,000 attendees from 133 countries and featured more than 2,400 exhibitors – anticipation is high for the 2026 event. Organisers promise new experiences, cutting-edge technology showcases and expanded educational programming to address the evolving needs of the construction sector.
Dana Wuesthoff, show director, says the event’s continued growth sets a new benchmark for the industry.
“Building on this momentum, we are working to make the 2026 event our most dynamic and engaging yet, offering more opportunities for learning, networking and hands-on experiences with the latest innovations shaping the future of construction,” says Wuesthoff.
“This is where the industry’s biggest topics will be tackled head-on.”
(Images: CONEXPOCON/AGG)
The Ground Breakers Stage will offer keynotes and panel discussions from some of the most influential voices in construction.
“This is where the industry’s biggest topics will be tackled head-on,” says Wuesthoff.
“From workforce development to technology innovations, we’re bringing together experts to share insights, discuss challenges and inspire attendees with forward-
Sessions will cover:
• Innovation in construction technology –Exploring advancements in automation, artificial intelligence and smart construction techniques.
• P ublic policy and infrastructure investment – Examining how legislative changes and funding opportunities impact construction businesses worldwide.
• Workforce development and labour shortages – Presenting strategies to attract, train and retain skilled professionals in a competitive market.
• Sustainability and environmental responsibility – Showcasing how companies are reducing their carbon footprint and adopting greener practices.
• Mental health and wellbeing in construction – Addressing industry-wide efforts to support the physical and mental health of workers.
During Women in Construction Week 2026, the EmpowerHER Workshop will provide a dedicated space for women in the industry to connect, learn and grow.
“Women continue to play a crucial role in shaping the future of construction, and CONEXPO-CON/AGG is committed to fostering an inclusive environment where they can thrive,” says Nicole Hallada, senior vice president of exhibitions and marketing at the Association of Equipment Manufacturers (AEM).
The program will include:
• Networking events designed to build relationships and mentorship opportunities.
• Peer-led panel discussions featuring women leaders and rising professionals sharing their career journeys.
• Sponsorship opportunities for companies looking to support and promote diversity in construction.
Small businesses are the backbone of the construction industry, and CONEXPO-CON/ AGG 2026 will introduce a Small Business Workshop focused on the unique challenges and opportunities they face.
“Small business owners face distinct hurdles, from navigating regulations to
CONEXPO-CON/AGG provides education by the industry, for the industry.
built thriving companies.
• Networking opportunities to foster connections within the construction community.
The Shop Talks and Walks Workshop will focus on equipment maintenance, efficiency and maximising uptime – a crucial concern for contractors and fleet managers.
“Keeping equipment running efficiently is vital to job site productivity,” says Hallada. “This hands-on program will help attendees apply smart maintenance practices to improve performance and extend the life of their machinery.”
Sessions will feature:
• L ive demonstrations on preventative maintenance and troubleshooting common issues.
• E xpert advice on improving fleet management and reducing downtime.
• O pportunities to test new technologies that enhance efficiency and safety.
Why attend?
With more than 2.9 million square feet of exhibit space and an expected turnout surpassing previous records, CONEXPOCON/AGG 2026 is a must-attend event for industry professionals seeking to stay ahead in an ever-evolving market.
“Every three years, we bring together the best minds, the latest equipment, and the most innovative ideas in construction. If you want to see where the industry is headed, this is the place to be,” says Megan Tanel, president and CEO of AEM.
“What makes CONEXPO-CON/AGG unique is that it’s not just a trade show – it’s an experience.
150 educational sessions covering a range of industry topics.
• Network with peers, partners and experts from around the globe.
Looking ahead
As the countdown to CONEXPO-CON/ AGG 2026 begins, organisers are focused on delivering a show that reflects the evolving needs of the industry while maintaining its core values.
“We’re constantly listening to our attendees and exhibitors to ensure we’re delivering an event that exceeds expectations,” says Wuesthoff. “Whether it’s new networking opportunities, expanded educational tracks or more hands-on experiences, we’re committed to making 2026 the best show yet.”
For the latest updates and to register for CONEXPO-CON/AGG 2026, visit www.conexpoconagg.com
“Every three years, we bring together the best minds, the latest equipment, and the most innovative ideas in construction.”
Attendees can see and interact with equipment on the CONEXPO-CON/ AGG show floor.
The Crane Industry Council of Australia is backing Converge 2025, championing industry collaboration as a force for tackling construction’s biggest challenges.
On 17-18 September 2025, Converge will unite key decision-makers from municipal works, civil and commercial construction at the Melbourne Convention and Exhibition Centre. Built by Australians for Australian construction, the event is a launchpad for the discussions, innovations and partnerships that will shape the nation’s built environment in the coming years.
Date 17-18 September 2025
Venue Melbourne Convention and Exhibition Centre
Enquiries converge@ primecreative.com.au
A strength of Converge lies in its partnerships with industry bodies like The Crane Industry Council of Australia (CICA). By bringing together leading organisations with a shared vision for progress, the event will ignite conversations that drive real change.
Brandon Hitch, CEO of CICA, says the association is thrilled to be an Association Partner of Converge 2025, recognising the power of industry unity in shaping the sector’s future.
“The crane sector is at the heart of these industries, and we want to ensure lifting operations are part of the broader conversation on safety, efficiency and workforce development,” says Hitch.
“Right now, the construction industry is dealing with rising costs, project delays,
burdensome regulations as a result of ROVER and a critical shortage of skilled workers. By partnering with Converge 2025, we’re making sure the crane industry has a voice in finding practical solutions to these issues.
“We see this event as a chance to share knowledge, connect with industry leaders, and push for policies that support safer, more productive worksites.
“For CICA, this partnership is about more than just representation – it’s about shaping the future of lifting operations in Australia, making sure crane businesses have the support they need to thrive in a rapidly evolving industry.”
CICA plays a pivotal role in supporting municipal works, civil and commercial construction by advocating for safety, efficiency and sustainability in crane operations. Cranes are the backbone of almost every major infrastructure and construction project, yet the industry is facing mounting challenges – from workforce shortages and regulatory pressures to road access complexities.
To meet these challenges, CICA works closely with government bodies, offers
Safety and innovation in crane operations will be a key focus at Converge 2025. (Image: Sventek Cranes & Rigging and The Crane Industry Council of Australia)
training and certification programs and advocates for fair, workable regulations. The association also fosters industry connections through its wind forum and industry days, ensuring businesses stay ahead of the curve on the latest innovations and best practices.
“With Australia experiencing record infrastructure investment, we’re making sure the crane sector is equipped to meet demand, supporting businesses to upskill their workforce, navigate compliance challenges, and adopt safer and smarter lifting solutions,” says Hitch.
At Converge 2025, CICA aims to drive progress on critical industry issues, including:
• Addressing the skills shortage – The crane industry is in dire need of qualified operators, and without investment in training and clear career pathways, the gap will only widen.
Industry-led solutions, including enhanced apprenticeships and skills recognition, are crucial to attracting and retaining talent.
• Improving safety and regulation – Safety is paramount, but inconsistent regulations across states create operational headaches.
A move toward nationally consistent safety standards would streamline processes while ensuring best practices are upheld.
• Strengthening industry collaboration –
The crane sector is deeply connected to construction, renewable energy and mining. Converge 2025 offers an opportunity to forge stronger partnerships, aligning efforts to improve efficiency and project outcomes across industries.
These focus areas will shape the discussions at Converge 2025, alongside live demonstrations, equipment showcases, and thought-provoking conference sessions designed to equip attendees with the knowledge and tools to build tomorrow’s infrastructure.
“We want to see a thriving, forwardthinking crane industry – one that is well-
respected, well-supported and well-prepared for the future,” says Hitch.
“That means a highly skilled and welltrained workforce, with clear pathways for new talent to enter the industry; a regulatory environment that prioritises safety without burdening businesses with unnecessary compliance hurdles; a construction sector that embraces innovation, with cranes at the forefront of new technology and best practices; and a strong, united industry voice that ensures the crane sector is recognised for the vital role it plays in Australia’s economic growth.
“By taking part in events like Converge 2025, we’re making sure the crane industry is not just keeping up with change but leading it.”
The partnership between Converge 2025 and CICA will underscore the vital role cranes play in building Australia – powering infrastructure, industry and economic growth while upholding the highest standards of safety and innovation.
To learn more about how you can get involved in Converge 2025, visit convergeexpo.com.au
“We want to see a thriving, forwardthinking crane industry – one that is wellrespected, wellsupported and well-prepared for the future.”
Converge 2025 will address crane performance and project coordination.
A childhood spent scrapbooking grew into a career designing with purpose. Now, Shubangi Suryanarayanan is reimagining Australia’s built environment through a sustainable lens.
As a child in India, Shubangi Suryanarayanan didn’t flip through design magazines for fashion tips. While her friends admired clothes and accessories, she was collecting cut-outs of couches, curtains and lamps. Her scrapbooks, filled with carefully composed room layouts, hinted at a designer’s eye.
Interior design seemed like the obvious path until a conversation with her mother nudged her towards something broader – architecture offered more opportunity. A five-year degree soon confirmed her interest but also raised a red flag.
During a year of internships, as part of her studies, Shubangi was often tasked with sourcing materials. It didn’t take long to spot a pattern.
“We kept going back to the same products and manufacturers,” she says. “When I asked about alternatives with lower environmental impact, the answer was usually the same – familiar suppliers were safer.”
In those early internships, the fast pace of project delivery left little room to question specifications or explore new materials.
Sustainability, she realised, was an afterthought – if it came up at all.
collaborate across disciplines, and that’s exactly what Northrop offers,” she says.
At Northrop, project bids often span multiple disciplines: façades, structural, sustainability and more. This multidisciplinary model, Shubangi says, leads to better outcomes and closer professional connections.
“There are regular social events too, which help you meet people outside your immediate team. Those relationships often translate into project collaboration down the line.”
Already, Shubangi has worked on a commercial development, a warehouse, an industrial training facility and now a retail shopping centre.
“Most of my work has been in the commercial space, and this is my first retail project, which is exciting,” she says. “I have not repeated a project type yet, which shows how diverse the field is.”
Today, much of her work involves building energy models. Drawing on her architectural training, she builds 3D models from plans, sections and elevations. She then inputs variables such as occupancy, lighting and equipment loads to simulate operational energy use and performance.
“I was looking for a team-based environment where I could collaborate across disciplines, and that’s exactly what Northrop offers.”
Keen to work with more intent, she moved to Australia to pursue a Master of Architectural Science at the University of Sydney, specialising in sustainable design.
“I enjoyed the technical focus on building elements,” she says. “This wasn’t like another Master of Architecture degree but seamlessly combined design and science, evaluating design through a scientific lens.”
While completing her studies, Shubangi worked as a freelance consultant with one of her professors, focusing on Section J J1V3 assessments, which involve modelling a building’s energy use to show it meets national energy efficiency standards. It was detailed, impactful work, but she was eager to scale up – to explore more rating systems, look beyond single buildings and understand how sustainability played out across entire portfolios, policy frameworks and environmental, social and governance (ESG) goals.
In 2024, she joined Northrop Consulting Engineers as a graduate sustainability consultant – a move that ticked all the boxes.
“I didn’t want to work in a silo. I was looking for a team-based environment where I could
The results provide predicted energy consumption, which she converts into greenhouse gas emissions using standard factors. From there, she assesses how a building stacks up against benchmarks in rating systems like Green Star.
“Each performance band corresponds to a number of points, and in turn contributes to stars for the entire project,” she explains.
“I analyse how the building performs and produce a report based on the results.”
On any given day, that might mean preparing a report on predicted emissions or fine-tuning a model ahead of a design review. But the goal is always the same: to design with impact.
“I started out wanting to create change – one building at a time,” she says. “Now, I’m working towards contributing more to adaptive reuse projects, which focus on existing buildings.”
During her time as a researcher at the University of Sydney, she explored decarbonisation pathways and climate metrics, diving into policy frameworks and national targets. That work sharpened her focus.
“It really sparked my interest in how we can reduce the built environment’s impact through reuse, not just new construction,” she says.
is the perspective it offers. Simulating energy performance in new builds shows where designs succeed, where they fall short and how progress is measured – insights she sees as essential groundwork for what comes next: improving what already exists.
She’s set herself two goals to get there – one personal, one professional.
Personally, she wants to develop the instinct needed to work confidently with existing buildings. That means more than just understanding structure or services. It’s about reading a building’s story.
“With existing buildings, you need an intuitive understanding, like knowing a building was constructed in a particular era, which regulations it might have followed, what risks to look out for and how best to approach upgrades or interventions,” she says. “Building that kind of knowledge and instinct is something I really want to focus on.”
Professionally, she’s aiming to broaden her toolkit. Most of her current work centres on rating systems for individual commercial buildings, but she’s eager to step into new territory. Residential buildings are high on her radar, and in 2025, she plans to train in residential sustainability assessments.
“In parallel, I also want to work with Green Star Performance, which assesses portfolios of existing buildings. So, I want to develop in both directions, working with individual buildings and also at the broader portfolio scale,” she says.
As sustainability climbs the global agenda, she encourages emerging professionals to
context they’re working in.
“When I first moved to Australia, I had no idea about the country’s sustainability policies,” says Shubangi.
“My coursework gave me a strong foundation, but there was still a lot of digging involved to understand how everything connects, like how a particular climate zone matters, what policies apply and where certain targets or numbers come from.”
Her advice? Start with the big picture. Understand the geographical, political and historical context. Look at what has shaped the current sustainability landscape and what is expected on the horizon. That foundation, she says, is key to finding a meaningful direction.
For the wider community, Shubangi remains hopeful. The effects of climate change are already visible – rising temperatures, longer summers – but she believes there is still time to act.
“Change does not have to come from largescale buildings or infrastructure. Small actions matter, too,” she says.
“Things like choosing recyclable packaging, setting a timer on your heater instead of leaving it on all night – these everyday choices can help reduce your personal emissions. It might seem minor, but every step counts.”
Shubangi’s journey began with an eye for design and a question about impact. That question still guides her. With each project, she’s building more than a portfolio: a career grounded in a belief that change is always possible.
Suryanarayanan joined Northrop Consulting Engineers as a graduate sustainability consultant in 2024. (Image: Northrop Consulting Engineers)
“I started out wanting to create change – one building at a time.”
For design manager Brie Ranchhod, construction is a career of continuous problem-solving – and she wouldn’t have it any other way.
“I realised early on that the work was really interesting and different every day, which I loved. There was always a problem to solve, a new challenge to figure out.”
As a design manager, award-winner and construction professional, Brie Ranchhod represents a new generation of leaders in the built environment. But beyond the titles, what sets her apart is a sharp focus, tenacity and belief in the details.
As a student, Ranchhod was curious about everything – excelling across subjects, exploring possibilities and testing out potential career paths. Work experience stints in physiotherapy and architecture helped narrow things down. It was the latter that lit a spark.
“What I really enjoyed about the architecture placement was working in a team and the creativity involved,” says Ranchhod. “One architect showed me some of his work using bamboo materials for housing design in thirdworld countries, which really excited me, as I had travelled a lot through Asia. I thought it was amazing that you could design something that made a meaningful impact.”
Still not quite settled on a direction, she enrolled in a Bachelor of Design at the University of Melbourne, majoring in architecture.
“I found it a bit too abstract. I wanted something more concrete and practical. That is when I started taking a few construction subjects, and I absolutely loved them,” she says.
“In one subject, we designed and engineered a playground for children from domestic violence households who were living in a group home.
It was a simple concept, but it had significant meaning. It made it clear to me that I could help people through building, not just create something that looked good.”
Inspired, Ranchhod pivoted. She added construction management to her degree and pushed past outdated ideas about the industry not being welcoming to women – ideas she quickly found to be untrue.
“Working in a team suited me more than sitting behind a desk doing drafting work at an architecture firm. That is what brought me into the industry, and I have not looked back since,” she says.
Before graduating, she secured a place in the graduate program at Harris HMC, beginning her career with a cadetship that confirmed she had found her place.
“It was my first real exposure to the industry, and I found it full of helpful people who were willing to teach and support,” says Ranchhod.
“I realised early on that the work was really interesting and different every day, which I loved. There was always a problem to solve, a new challenge to figure out.”
What started as a cadetship soon became a full-time role, with Ranchhod working as a project coordinator and engineer, also managing contracts administration, before finding her niche in design engineering.
One project that particularly resonated with her was the Penny Lane development in Moonee Ponds – a large-scale venture featuring two apartment buildings, around 110 apartments and a six-storey cinema. The project also included a heritage component and complex structural retention work.
“I worked closely with the client, particularly with the buyers of the sold apartments, tailoring designs to their preferences – things like kitchen layouts and finishes. I enjoyed that part of the process, as well as the coordination and seeing it through on site,” she says.
“That project confirmed for me that design and problem solving were my strengths, along with the ability to follow through and get things done.”
Seeking a fresh challenge, Ranchhod set her sights on New South Wales, joining Kane Constructions in December 2022. She relocated to Sydney to take on the Children’s Hospital at Westmead Stage 2 Redevelopment, stepping into a design management role.
It was a huge leap – taking full ownership of the design and overseeing it from the very beginning alongside a team of consultants.
“It’s been a steep learning curve, but incredibly rewarding,” she says.
The project spans eight key milestones as part of a $70 million venture, encompassing everything from clinical ward fitouts and medical labs to upgrades of entry foyers and airlock spaces, as well as more intricate tasks like working within a live corridor linkway. The team has already delivered pathology and blood bank labs, a gait lab and clinical research ward, as well as an office space with PC2-certified labs as part of a research facility, which involved adding two storeys on top of an existing three-storey building.
“We’re currently finishing off a complex process lab facility certified to PC2 and GMP standards – the level required to manufacture advanced viral vector vaccines,” says Ranchhod.
“It’s a highly controlled environment, with stringent air change rates and sterile conditions that are critical to maintaining cleanliness. A challenging but fascinating experience.”
Ranchhod’s role centres on the front end of delivery – the early design stages where many of the project’s technical and logistical decisions are shaped. Often working from design documentation that is just 60 to 70 per cent complete, she is responsible for guiding it through to full coordination. That means onboarding design subcontractors, aligning with architects and engineers, and working with specialists like lab consultants to ensure every detail is buildable, functional and compliant.
she says. “Sometimes that means moving a wall or adjusting a ceiling height. It keeps things dynamic, and no two days are ever the same.”
Part of the role includes stakeholder engagement, which has been a major part of the process. With documentation needing further input, bridging the gap between design intent and operational needs has required careful consultation.
“We ran a series of meetings and presentations to work through the gaps on all eight milestones – walking through the details with the various clients, asking questions like whether medical gas outlets should sit on the left or right side of the bedhead for ease of use,” says Ranchhod. “We also worked closely with the nursing team and with lead scientists on the gait lab, who had very precise requirements, down to millimetreaccurate finishes for floors and surfaces.”
Much of the work has involved coordinating across teams, reviewing drawings and seeking input from a broad range of user groups –securing sign-off on everything from services layouts to custom joinery. With so many voices at the table, Ranchhod sees it as critical to bring stakeholders along for the journey.
“That way, when they walk into the finished space, they know exactly why each decision was made,” she says.
Though her role is rooted in early design, Ranchhod remains closely involved throughout delivery, keeping stakeholders informed as plans shift and details take shape. In a complex refurbishment like the Children’s Hospital at Westmead, being reactive has become second nature. Plans often differ from real-world conditions, and problem-solving is part of the daily rhythm.
“I enjoy getting out on site, responding quickly when something’s not working, and
With the project nearing completion, Ranchhod is now steering the final push toward lab certification – a process she has been embedded in from the outset. Her familiarity with the space positions her well to lead this final stage, which hinges on meticulous documentation and coordination.
Ranchhod’s work at the hospital has not gone unnoticed. In recognition of her role leading the refurbishment, she received the MPA Award for Achievement in Construction, Refurbishment and Fitout at the 2024 NAWIC NSW Awards for Excellence.
“It was a very rewarding moment – having all the hard work on the hospital acknowledged with that award. I’d always hoped to apply for something like this, and it felt like the right time and the right project,” she says.
While modest about the accolade, Ranchhod says her motivation has always come from solving complex problems and finding practical, lasting solutions. Even the small wins – like resolving a tight door clearance – are deeply satisfying.
“It’s those moments when I know we were up against something challenging and still found a solution that benefited everyone involved. That’s when I feel like I’ve made a real contribution,” she says. “And with the hospital, it’s been even more meaningful because it’s tied to something bigger – creating a place that helps people.”
From navigating fine details to being recognised for her broader impact, Ranchhod continues to demonstrate what a career in construction can offer. She encourages others considering the field to dive in and embrace every challenge as a chance to grow – “because you often do not know what you are capable of until you give it a go”.
“That project confirmed for me that design and problem solving were my strengths, along with the ability to follow through and get things done.”
Dr Gretchen Gagel turns the spotlight on a different kind of construction waste – time lost to weak relationships and a lack of trust on projects and within organisations.
Twenty years ago, I was asked by the president of our management consulting firm to help sort out a construction project that had gone sideways. The client, their project manager, the contractor, their project manager, the architect and I spent 12 hours locked in a room settling what ended up being a US$20 million change order on a US$40 million guaranteed maximum price project. Ouch. What went wrong? The project should never have been contracted as a design/build project with construction starting before the completion of the design. The client was not sophisticated enough to keep up with the necessary speed of decision making, and the contractor did not effectively communicate the cost and schedule impacts of delayed decisions. When the trades learned of the ‘money problems,’ they stopped sending their ‘A Team.’ Waste, waste, waste, all because of breakdowns in relationships. I was glad I was able to help them get back on track.
Part 4 of my book, Building Women Leaders: A Blueprint for Women Thriving in Construction, explores how we build effective one-on-one relationships to improve efficiency and reduce waste in our industry. These topics apply to both men and women. Here are but a few of the topics discussed.
Being present and asking questions
I recently moderated a panel about my book at the Associated General Contractors of America’s national conference with the presidents of two large principal contractors, one with annual revenue of US$13 billion. One thing I admire about both of these leaders is that when I am with them, they are fully present, no matter how busy they are, and I know they are busy. This sends a signal to me that I am important, and that care causes people to stay with organisations. Refilling positions over and over is a source of waste in our industry. What if we, as leaders, made everyone feel like they matter, that they are the most important person in our lives at that moment of connection? How would that cause people to feel about our organisations and our industry? My good friend and fellow PhD student Zach Mercurio just released a book on the topic, The Power of Mattering. You can hear his tips for leadership action on our recent Greatness Podcast.
Sometimes, we have a solid relationship with someone and then the pressures we face in our industry, the struggles and challenges we overcome to deliver our projects, cause us to say something in the heat of the moment that damages the relationship. I know because it has happened to me.
Ten years ago, I hired Brent Darnell, who has been working with construction leaders on emotional intelligence for 25 years, as my coach. It has been a game changer for me. Brent has helped me understand why I am ‘triggered’ – that feeling when your amygdala in your brain goes into fight, flight or freeze mode. I also now understand where I start feeling that trigger in my body – in my shoulders. When my shoulders start rising, I know I need to pause. I know I need to take three deep breaths, or even perhaps walk away. It is better to say, “You know what, I’m having a bit of an emotional reaction to what you just said, and I think I need to continue this conversation tomorrow,” than to let your emotions cause you to say something you might later regret. It is not about suppressing your emotions. It is about you being in control of your emotions instead of them being in control of you. We can waste good intent with a few wrong words.
I am a huge fan of Harvard professor Amy Edmonson, author of The Fearless Organisation and psychological safety expert. When Amy joined me on the Greatness Podcast years ago, she talked about the important steps of building a trusting, safe culture where people can raise their hands and say, “I have an idea,” or “I don’t think this is working.” Investing in trusting relationships creates situations where people are not afraid to bring problems forward, and that reduces waste. Right before moving to Australia in 2018, I helped an automotive company deliver a US$3 billion program on time and under budget. I first worked with the seven project executives to define and document our project culture, including an atmosphere of trust. This was put to the test early on
(Image: Kzenon/stock. adobe.com)
to everyone’s attention, and the team went into problem-solving mode. This eliminated wasted time spent on blame and reinforced trust and psychological safety within the program team. Leadership is about our ability to influence, which is non-existent without strong relationships. I believe that a tremendous amount of wasted time and energy could be eliminated if we focused more attention on providing people with the critical skills they need to build strong relationships, within and across organisations.
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 for pre-order on Amazon. Find out more at gretchengagel.com relationships creates situations where people are not afraid to bring problems forward, and that reduces waste.”
It’s easy to say that trades are for everyone. But for many young women, that message still isn’t landing. NexGen is working to change that.
In the April school holidays, NexGen and CathWest Innovation College hosted 22 young women, who took part in a fully funded Women in Trades program. It wasn’t a classroom lecture or a careers’ talk. It was tools, engines and real-world skills. It was delivered in a way that made construction feel not only possible, but powerful.
The first day was a deep dive into carpentry, and from the first swing of the hammer, something shifted. The girls built timber planter boxes from scratch, mastering tools many had never touched before. More than that, they got a taste of what it feels like to make something with their hands and feel proud of it.
The girls learned to check oil, change tyres and understand how machines work. A tyre-changing competition saw one student change a tyre in 53 seconds flat, with long nails and zero fear. It wasn’t just fast. It was fierce.
But the real shift came through the stories. The lived experience. The proof that women are doing this and doing it well.
Two powerhouse ambassadors joined us over the two days: Beth Mercieca and Louise Azzopardi, women who have not only broken into the industry, but are actively changing it.
Beth’s story had the girls hooked. She spoke about starting her career in hair and makeup, a space she enjoyed, but one that didn’t light her up the way carpentry does. Her transition wasn’t easy, but she backed herself. She talked about the confusion people had when she swapped a hairbrush for a hammer, but she
the April school holidays.
she was a woman. But Louise knew her worth and proved it at the international WorldSkills Competition, where results are based purely on skill, not gender. She held her own on a global stage, not as a female tradie, but as a top performer. Today, she’s using her experience to give back by mentoring apprentices, teaching at TAFE and coaching others to believe in themselves the way she once had to.
Their stories landed hard. Not because they were polished. But because they were real and relatable.
Even with programs like this, many young women still struggle to get their foot in the door. Both unconscious and sometimes conscious bias is still deeply embedded. Some employers still don’t picture a girl when they think “apprentice.” Others worry about culture fit or physical strength. The excuses vary, but the outcome is the same: incredible potential going to waste.
Because they’re not just about skills. They’re about visibility, access, and building real belief in the girls and in the people around them.
without the Local Jobs Program – Sydney Greater West, whose funding made this opportunity free and accessible. For many students, this made all the difference: no costs, no equipment to buy, no tough conversations at home about why it wasn’t affordable. Just a chance to show up, try something new and walk away changed.
“We’re here to rebuild the system with women at the table, on the tools and leading the charge.”
“We challenge you to make your wellbeing a priority.” in Trades.
As the Empowered Women in Trades (EWIT) team has been travelling across the country, a common theme keeps coming up in our conversations: people are exhausted. Life can get busy – juggling work, personal commitments, family and more. Sometimes, trying to keep all the balls in the air can make you feel overwhelmed, tired and unmotivated. Navigating this in the moment can be challenging.
As we say goodbye to the sunshine (for those of us in the southern states) and hello to the cold winter mornings, sunsets at 5pm and long dark nights, we thought now is the time to remind you that looking after your wellbeing is critical. No matter what your role is in construction, from apprentice to project manager, each day throws a unique set of challenges that can impact our moods.
Having a bad day is not that uncommon. How do you combat bad days? There are things we can do to instantly start to feel better and improve our moods. Emotions and feelings are part of being human.
There are things we can do to help control how our emotions impact us by using some of these mood busters:
• Feeling sad? Try practicing gratitude, doing something for someone else, or giving someone a compliment. It does not have to be big – small things count just as much.
• Feeling angry? Sing. Bust out a tune and throw in some dance moves. Our recommendation is a bit of Break Stuff by Limp Bizkit or Shake It Off by Taylor Swift.
• Feeling tired? Take a quick walk – even 10 minutes will get the endorphins flowing.
• O verthinking things? Write them down, record a voice memo on your phone, make a list – move it out of your mind. Calling a friend is great for this.
• Feeling anxious? Slow down your breathing. Turn your lungs into balloons and focus on slowly blowing them up and then deflating them over and over again.
• Feeling stressed? Try some exercise. I personally swear by swimming as a stress buster and catalyst for clarity and brilliant ideas.
• Feeling impatient? Reflect on progress. Take a moment to look back on achievements, goals and lessons learned along the way.
• Feeling lazy? It happens. Try a cold shower or splash some cold water on your face. Cold showers are known to combat the symptoms of depression.
A longer-term option is the PERMA model of psychological wellbeing, something we practice regularly at EWIT. Developed by Martin Seligman, PERMA has five elements that he believes we need to address to support our overall wellbeing – positive emotions, engagement, relationships, meaning and accomplishments.
EWIT offers a range of events using PERMA to support the wellbeing of our community. Our Women in Trades networking events not only deliver practical information on trade pathways and career development opportunities, but they are also designed to support wellbeing. By creating connections (relationships) with others, we celebrate the successes of our village (accomplishments), provide a structured experience with interactive activities (engagement), have fun
and share a laugh (positive emotions), and connect with people who have common goals (meaning). People leave our networking events feeling good, and we love that.
An exercise we like to undertake in our experience trades programs is completing a strengths assessment with each person to help them understand the things they excel at. We unpack what this means, how it can be used in the workplace, and how valuable these strengths can be to a workplace. The best part? We paint our top five strengths in an individual piece that acts as a personal reminder of how impressive we are –brilliant for moments of self-doubt or when imposter syndrome may sneak in. We challenge you to make your wellbeing a priority. Take time to focus on yourself, do things that fill your bucket and surround yourself with people who create positive emotions. We also send an open invitation to join our EWIT events across the country.
“Take time to focus on yourself, do things that fill your bucket and surround yourself with people who create positive emotions.”
From bold ideas to everyday action, the National Association of Women in Construction shines a light on what is making workplaces better across the sector.
Association of Women in Construction.
(Image: The National Association of Women in Construction)
There is no better time than now to showcase and apply innovative ideas and initiatives to build better workplaces across the construction and built environment sector. And the most innovative solutions often come from those closest to the problems experiencing them every day. However, sometimes great ideas don’t see the light of day, and we all miss out on the potential impact they can have.
This is especially the case when it comes to women in entrepreneurship. Gender bias can influence women’s access to capital and the opportunities to see bright ideas come to fruition. Female founders in Australia, on average, receive 50 cents for every dollar raised by male founders (Australian Women’s Leadership Centre) and report greater difficulty in accessing capital and financial products (Workplace Gender Equality Agency).
In 2023, female-founded start-ups received only 7.2 per cent of total venture capital funding in Australia, reflecting a gender gap in entrepreneurship (2023 Cut Through Venture Australian Start-up Funding report).
Providing access to funding to get initiatives off the ground is critical, and the National Association of Women in Construction (NAWIC) Bright Ideas Grants are designed to do just that.
NAWIC offers two Bright Ideas Grants – one for seed funding to support change initiatives aimed at attracting, retaining and advancing women in construction. With this funding, recipients can launch new business ventures, initiatives or ideas which have a positive impact on the sector, ultimately seeing innovation get off the ground.
This year’s NAWIC Bright Ideas Grants have been awarded to an awareness-raising careers website portal and a bold work experience initiative aimed at breaking down barriers. The grants serve as an important means of actively supporting projects that attract women to the construction industry and ensure they have a strong place in it.
Australia needs more than 400,000 new workers over the next five years, yet the industry is barely tapping into the full talent pool – with only 12.4 per cent women overall in construction and just 3.4 per cent in the trades. Our focus must be on building a sector that people – of all genders, races, ages, strengths and abilities – choose to join and stay. To do so, we must tackle industry culture head-on.
Embedding sustainable and widespread cultural change requires different perspectives and ideas to be brought to the table and involved in solution design and implementation.
Contributions should be sought from across the sector and those impacted by it.
Sometimes, a bright idea just needs a bit of a leg up to come to fruition and generate positive outcomes. We see this time and time again with our Bright Ideas Grants.
Polly Britten from Victoria has earned the $30,000 Bright Ideas Individual Grant, which will fund the launch of her LinkUpCareers website directory. Stemming from Polly’s lived experience entering the sector and the challenge we face in attracting and retaining young professionals, this project focuses on:
• Raising awareness of the construction industry and its link to science, technology, engineering and mathematics (STEM) careers among educators and students;
• challenging gender-related job stereotypes;
• facilitating connections between educators, students and industry representatives; and
• providing a platform for women to share their career journeys and experiences with students.
According to Britten, at the root of attraction and retention issues is a lack of awareness about career pathways among educators and students.
“Gender-related job stereotypes are deeply ingrained, but educators can have a significant influence on their students’ career decisions. It’s about encouraging young minds to see that science, technology, engineering and maths don’t always wear lab coats — sometimes, they wear hard hats,” said Britten.
“I’m delighted to receive the Bright Ideas Grant to establish this networking directory so educators can easily invite women in construction into the classroom to promote those ‘lightbulb moments’ about career pathways.”
Asphalt paving company Amarapave, also based in Victoria, has been awarded the $20,000 Bright Ideas Business Grant to support the rollout of Pathways into Paving. This purposeled program offers real, paid experience to individuals often overlooked due to a lack of industry exposure or prior experience.
The program aims to break down barriers for women and non-binary people entering the asphalt paving industry. Through handson, site-based placements, supported by
$30,000 Bright Ideas Individual Grant.
one-on-one mentoring and wraparound care, the program offers an entry point into the asphalt paving trade.
Amarapave managing director Jenika Stubelj said this initiative not only addresses the access gap faced by underrepresented individuals but also demonstrates how targeted, values-driven programs can support workforce development and social procurement goals across major infrastructure projects in Victoria.
“Having the opportunity to help someone get their foot in the door in our trade gives them that ability to combat the standard knock-back comment of not having any experience for the role,” said Stubelj.
“Participants will be guided and supported throughout the process to build the confidence, skills and connections needed to pursue longterm employment.
“I’m thrilled to receive the Bright Ideas Grant. I’m excited to see the long-term impact that this grant will have through enabling women and non-binary people to enter our industry.”
Awarding these grants to worthy recipients is one of the highlights of NAWIC’s work, and we are excited to see their innovative projects come to light – turning their commitment to improving the experiences of women entering the construction industry into reality.
NAWIC is the peak membership body for women working in the construction industry and supporting sectors across the built environment. A national not-for-profit association dedicated to the attraction, development and retention of women in the construction industry, NAWIC has local chapters in every state and territory and forms part of a global NAWIC network. NAWIC connects like-minded people focused on driving gender equity. You can find out more about NAWIC through its social media channels @nawicau or on the NAWIC website, nawic.com.au
“Sometimes,
a bright idea just needs a bit of a leg up to come to fruition and generate positive outcomes. We see this time and time again with our Bright Ideas Grants.”
As part of the National
unions collaborate, everyone benefits. Over The construction industry has been drifting
The National Construction Industry Forum convened in October 2024 to shape the blueprint for the future of the sector.
The National Construction Industry Forum took part in four national workshops to help develop the blueprint, including one held in December 2024.
There is agreement that a sustainable industry has four threads that run through it: safety, in the form of a safe and secure work environment for all; a positive and respectful culture; good productivity; and sustainability (financial).
The blueprint recommends opportunities for immediate action, as well as areas for future action. One of the immediate actions is the development of a joint construction industry charter to set clear standards for behaviour across the sector. Changing the culture of our industry is critical to unlocking long-term sustainability and productivity, and this charter would be an essential step in the right direction.
Another immediate action is to develop national consistency in procurement practices. Right now, different approaches across jurisdictions create confusion, drive up costs and lower productivity. A unified model will help lift performance across the board, improve value for money and lift industry profitability.
The blueprint also emphasises the need to implement the Culture Standard, a framework the Australian Constructors Association has been working on in
partnership with the governments of New South Wales and Victoria since 2018. This standard aims to transform the industry by focusing on diversity, inclusion, wellbeing and work-life balance. With evidence supporting its positive impact, there is no reason why the broad implementation of the Culture Standard should not move forward.
The blueprint is the product of genuine collaboration. These conversations showed that while the problems are complex, the solutions are achievable if everyone is willing to work together.
The blueprint is not the final word; it is intended to be the start of a more structured process to improve the construction industry, with the involvement of all states, territories and other key stakeholders.
The Australian Constructors Association calls on everyone in the sector to get behind this plan. Support it. Contribute to it. Be part of the change. Building a better construction industry is not just good for our sector – it’s good for the whole country.
The Blueprint for the future can be viewed on the Department of Employment and Workplace Relations website.
By Jon Davies, CEO
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National Precast Concrete Association Australia
The replacement of the historic Charleyong Bridge marks an investment in safer, more efficient infrastructure for regional New South Wales.
Positioned on Main Road 92 over the Mongarlowe River, the new Charleyong Bridge strengthens the transport link between Braidwood and Nowra via Nerriga. The project, delivered under the NSW Government’s Bridges for the Bush program, replaces the original single-span timber truss bridge built in 1901. After more than a century in service, the old bridge no longer met modern safety or load requirements.
Replacing the past, building the future
Jointly funded with $18 million from the NSW Government and $5 million from the Australian Government, the upgrade was designed to enhance safety, durability and freight efficiency. The bridge offers wider lanes, smoother alignment and the structural
capacity to accommodate Higher Mass Limit (HML) vehicles. As part of the works, a kilometre of sealed approach roads was constructed, addressing the region’s previous challenges with unsealed surfaces and tight road geometry.
Trusted precast expertise
National Precast member Ozcast was engaged to manufacture and supply 300 linear metres of precast parapets – structural elements that contribute to the bridge’s safety and form. The company played a pivotal role in delivering a modern solution that aligned with both the engineering requirements and visual integrity of the bridge. “Ozcast is a good example of the calibre of members we have at National Precast,” said CEO Sarah Bachmann.
“Their work on the Charleyong Bridge showcases the benefits of engaging experienced, quality-driven manufacturers – members who add real, lasting value to Australia’s built environment.”
Production progressed smoothly under factory-controlled conditions, with Ozcast applying its quality assurance processes. However, severe bushfires in the region disrupted delivery schedules and added complexity to the on-site installation process. In response, Ozcast worked with the broader project team, demonstrating flexibility and a problem-solving mindset that helped keep the project on track.
In addition to modernising infrastructure, the Charleyong Bridge project embraced sustainable practices.
was salvaged, treated and repurposed –preserving part of the region’s heritage while reducing waste.
Equally, the use of precast concrete offered environmental and practical advantages.
Manufactured off-site in a controlled environment, precast minimises construction waste, improves resource efficiency and shortens time on site. Fewer truck movements, lower embodied energy and long-term durability all contribute to reduced environmental impact.
“Precast concrete is increasingly recognised as a smart and sustainable construction method. It supports faster delivery, safer worksites and long-term asset resilience –all while contributing to Australia’s carbon reduction goals,” said Bachmann.
“When government agencies and contractors choose precast manufacturers like Ozcast, they’re not only getting precision and reliability, but they’re also investing in solutions that reduce environmental and social risks across the project lifecycle.”
Delivering value through collaboration
Despite natural setbacks, the Charleyong Bridge was completed to a high standard and now offers a modern, accessible and resilient crossing for all road users. Ozcast’s contribution exemplified its reputation for consistency, quality and collaboration – even under pressure.
“It’s these kinds of projects that highlight
“Precast concrete is increasingly recognised as a smart and sustainable construction method.”
Intricate geometric roofing made from COLORBOND® steel envelopes Tasmania's nature-inspired Cradle Mountain Visitor Centre. Architects Cumulus Studio explain that the use of COLORBOND® steel allowed them the opportunity to create distinctive yet intricate roof forms, while providing the durability to withstand the location's harsh winter conditions.
Inspired by the surrounding dolerite rock, the colour choice of Basalt® elegantly harmonises the building's form with its alpine surroundings.
Be inspired by this and other award-winning steel designs by visiting SteelSelect.com/SteelProfile
The people who make water work.
