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ROADS & INFRASTRUCTURE AUSTRALIA OCTOBER 2026

:14 pm

OCTOBER 2026

FROM ROCK

TO ROAD

Next generation solutions for future industry leaders

From France to Yatala

International engineers getting a taste of Australia

Pinpoint Precision

New technology described as the keyhole, not open-heart method

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OCTOBER 2026 CONTENTS 46 Having a break A new rockbreaker delivers easier maintenance, lower fuel consumption, and the reliability modern operations demand. 48 Going electric Find out more about the world’s first fully electric, five-tonne light tandem road roller.

COVER STORY

COMPANY PROFILE

6 The next generation This equipment supplier is supporting the industry’s newcomers, while growing its own range of globally renowned machinery.

31 Centenarian One-hundred years of expertise from the British Isles.

ROADS REVIEW 9 This month, we asked the industry’s decision-makers, ‘What training and upskilling programs are helping to improve the industry?’

TRAINING 11 Cultural exchange An international partnership is offering university students key experience in Australia’s civil and road construction sectors.

COMMUNITY FIRST 14 On display Learn more about the effort to preserve the cultural and heritage aspects of infrastructure project delivery.

INNOVATION 17 From pain to progress Global experts highlight a solution to common challenges associated with polymer-modified bitumen production.

32 Eggs in many baskets The diversification of this company’s product portfolio reflects expanding capabilities and an enduring commitment. 34 High risk, high-reward Read about how this family company has made the big leagues.

MACHINERY & EQUIPMENT 37 Choosing wisely This machine is the economic choice for businesses facing high operating costs and rising fuel prices. 38 Closing the loop The latest construction technology that’s delivering circular economy outcomes. 41 The smarter way The need for reliable, efficient, and intelligent material handling systems has never been greater. 44 Hand in glove This partnership is helping to grow project capability and build reputation.

50 Kicked into high gear This group has become a new nationwide distributor for a critical brand of equipment.

EVENTS

53 Takeaways from the Foundations and Frontiers 2026 forum Key industry learnings broken down. 54 Converge 2027 This expo is back with new exhibitors and sponsors set to facilitate important connections and industry discussions.

ASSOCIATION SECTION

56 Industry insights National Precast Concrete Association Australia and the Concrete NZ Precast Sector Group are partnering for the next iteration of its biennial joint meeting, the National Precast Industry Showcase in Sydney.

CONTRACTS & TENDERS

58 Roads & Infrastructure provides an update on some of the contracts and tenders recently awarded or put to market across the Australian infrastructure sector.

Below: Get to know some of the infrastructure sector’s major players, in this edition of Roads & Infrastructure magazine.

20 Accuracy in action Technology is providing an unprecedented standard for precision across drilling, tunnelling, and boring. 23 Soft power Why simplified systems are the quiet force behind on-time, onbudget projects.

TECHNOLOGY

ROAD MANAGEMENT 28 A growing problem Why infrastructure vegetation management needs a longerterm approach.

Image: Borger Traffic

26 Win-win situation A recent event has re-affirmed this organisation’s commitment to improving the traffic management industry across the globe.

roadsonline.com.au

CEO Christine Clancy christine.clancy@primecreative.com.au

PUBLISHER Sarah Baker sarah.baker@primecreative.com.au

MANAGING EDITOR Lisa Korycki lisa.korycki@primecreative.com.au

EDITOR Tom O’Keane tom.okeane@primecreative.com.au

TOM O’KEANE – EDITOR

JOURNALIST Sean Gustini sean.gustini@primecreative.com.au

HEAD OF DESIGN Clayton Hawley

ART DIRECTOR Bea Barthelson

BUSINESS DEVELOPMENT MANAGER Loren Katie Logan lorenkatie.logan@primecreative.com.au

CLIENT SUCCESS MANAGER Sabrina Zor sabrina.zor@primecreative.com.au

HEAD OFFICE Prime Creative Pty Ltd 379 Docklands Drive, Docklands VIC 3008 Australia p: +61 3 9690 8766 info@primecreative.com.au www.roadsonline.com.au

SUBSCRIPTIONS +61 3 9690 8766 subscriptions@primecreative.com.au Roads & Infrastructure Australia is available by subscription from the publisher. The rights of refusal are reserved by the publisher.

ARTICLES All articles submitted for publication become the property of the publisher. The Editor reserves the right to adjust any article to conform with the magazine format.

COVER IMAGE Astec

COPYRIGHT Roads & Infrastructure Australia is owned and published by Prime Creative Media. All material in Roads & Infrastructure Australia is copyright and no part may be reproduced or copied in any form or by any means (graphic, electronic or mechanical including information and retrieval systems) without the written permission of the publisher. The Editor welcomes contributions but reserves the right to accept or reject any material. While every effort has been made to ensure the accuracy of information, Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in Roads & Infrastructure Australia are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.

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ONE PIECE OF THE PUZZLE GLOBAL EXPANSION AND DIVERSIFICATION emerged quickly as prevalent themes for this edition, with many companies across the sector looking to the horizon to see what opportunities await. For a globally connected organisation like COLAS, keeping in tune with changing industry requirements across 50 individual nations can be a challenge. However, while the specifications and needs of each country may change, the underlying knowledge and basic principles needed to deliver project outcomes are widely universal. Another aspect that COLAS takes great pride in is upskilling and equipping the next generation, which is why the organisation’s partnership with the French Government has seen young engineers and project specialists make their way to Australia. These experiences are exposing young professionals to complex infrastructure projects, while also providing additional pipelines for local talent. International events are also providing a platform for Australian businesses to represent the sector on a global stage. The upcoming Highways UK event is one of many that companies such as Traffio will be attending, helping the domestic sector to not only learn from its international counterparts, but to also share knowledge in fields where Australia excels. And speaking of diversification, the Georgiou Group sits down with the Roads & Infrastructure team to discuss how its project portfolio is expanding across the country. In particular, it’s taking on a greater variety of projects in New South Wales, from renewable and council-led, through to supporting utility and disaster recovery work. It’s a model that many infrastructure providers are following, but Georgiou’s approach differs from the rest. On a local level, it was fantastic to get the chance to chat with Artefact Heritage Services for this edition. This company is playing an integral role in inspiring behavioural change, as well as enhancing education around the importance of cultural and heritage preservation. Artefact Heritage & Environment undertakes baseline research to identify whether there are known or potential heritage items in the area, ranging from listed state, national, or World Heritage finds, through to unlisted archaeological sites and culturally significant landscapes. On the back of this research, the organisation prepares clear management pathways so project teams can see where the risks and opportunities lie and how heritage should be factored into design, development and budgeting. Thus, making it a seamless process for contractors. Finally, we touch base with some of the industry’s biggest figures to answer the question, ‘What training and upskilling programs are helping to improve the industry?’ Happy reading!

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NEXT GENERATION THINKING

invested in. As Astec’s Scientific Visualisation Manager, Walker has overseen substantial steps forward in Astec’s digital offering. One of Walker’s most recent projects has been the development of real-time computational simulation technology. This technology grants Astec the ability to be more proactive with concept development, as well as design improvements for its plant and machinery. “When you have air, dust, or particles moving through a machine, making informed design decisions up front is really difficult without a lot of field testing and rebuilds. Computational simulation gives us physics‑informed models so we can predict behaviour more accurately on the first or second try,” Walker says. “Simulation lets us move beyond that and really understand what’s happening inside the machine.” Astec applied computational simulation to evaluate the performance and design of the Roadtec RP-175 Highway Class Asphalt Paver. This compact, 2.5-metre-wide rubber track unit has been designed to cater for projects where versatility is paramount. Despite its renowned manoeuvrability and ability to pave in tight areas, the RP-175 doesn’t sacrifice performance. These factors have resulted in the unit becoming a popular choice across a wide range of sub-grade types and paving applications. Walker and his team recently ran hundreds of simulations, iterating the frame and chassis design of the RP-175 in the virtual environment to understand how loads, vibrations, and stresses move through the machine. This allows the team to identify potential design improvements and refine the structure long before any physical prototype was built. As a result, Astec achieved roughly a 50 per cent improvement in overall structural strength. Additional modelling

or Astec, challenges have long been identified as opportunities. Over more than five decades, the global road construction and asphalt plant manufacturer has navigated worldwide economic shifts, supply chain disruptions and industry changes. In many cases, it’s been the innovation and development of Astec equipment that’s helped to provide light at the end of the tunnel for the industry. Just a handful of examples include the world’s first Shuttle Buggy Material Transfer Vehicle, pioneering the Double Barrel drum asphalt plant, as well as the creation of advanced screening technology that prevented material blinding, all driven by Founder Dr. J. Don Brock. Brock’s legacy lives on through the company’s core values of safety, devotion, integrity, respect and innovation that continue to influence how it supports the industries that it services. Evan Boone, Astec Australia’s Regional Managing Director says the machinery manufacturer is now expanding its horizons and looking beyond its ‘from rock to road’ philosophy to position the company as a global solutions provider. “In Australia, Astec has traditionally been seen as a business that just sells Roadtec pavers and asphalt plants. While we still do that, our product lines are expanding and are now significantly broader,” he says. This includes increasingly contributing to the growth and improvement of sectors that neighbour road construction and transport. “We’re increasingly selling and servicing more in material solutions for quarries and mining,” Boone adds. “The vision is to diversify our product offering and make sure we’re providing more products and services into Australia.” Astec’s vision for growth is being driven by industry requirements and feedback. Boone 6

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says that by listening and understanding the pain points of its customers, Astec continues to mould its offering. “Capital cost is always a consideration, but ultimately people are thinking about wholeof-life costs,” he says. “It’s about having a high‑quality product that lasts longer and about Astec being able to offer sustaining capital upgrades. “For example, if someone purchases an Astec asphalt plant, they can replace a barrel or a drum and then run that plant for another 10 years, then another 10 years, and so on. The plant can last, because we’re focusing a lot on equipment longevity and reducing overall operational expense.” Astec has consistently heard feedback around the sector’s growing shortage of skilled personnel and the challenges it presents. This is in addition to difficulties around operator turnover, ensuring that newer operators can catch up to speed and operate on the same level as more experienced operators from the employment pool. “We’re increasingly seeing customers come to us to do things they may have done in‑house before, because we have the skills within our business,” Boone says. “If we don’t have the skills here in Australia, we have them overseas, including in the United States (US).” This support is best exemplified through the growing technological platform provided by Astec. “One of the big growth areas is our digital offering. It’s a bit of a catch-all for technology: control systems, preventative maintenance, Silo Bot inspection devices, as well as simulation work,” Boone says. “Astec has a training school in the US which is like a mini university. It’s very impressive – a huge lecture hall where plant operators train on real time simulations. We’ve also got Astec University online. When we kick off things like the Silo Bot inspection, we’ll send our customers and team members for training.” It’s an area that Chase Walker is deeply

Images: Astec

Astec is supporting the industry’s next generation through technology innovation and an emphasis on creating and maintaining meaningful partnerships, while growing its range of globally renowned machinery.

Astec‘s ambition is to become a genuine project partner for industry, rather than just an equipment and machinery provider.

COVER STORY

Astec combines innovative technologies, as well as high quality equipment to support project delivery, from ‘rock to road’.

has evaluated the heat transfer and fluid flow within the machine. A typical challenge encountered during the design and use of a compact paver is the interaction between radiators, finned surfaces, fans, and confined airflow paths, which can create a convoluted path, a barrier for effective cooling of the unit. The Astec team built a detailed thermal and airflow model and used it to test different configurations virtually. They could see where hot spots formed, how effectively the fans pulled air through the radiators, and how changes to airflow volume shrouds, or component placement affected overall temperatures. And the work didn’t stop there. Astec worked with Cummins – which designs and manufactures the engines for the entire Roadtec range – to certify that any changes would be effective and not hamper performance. Walker says the results were “astounding”. “It was the first time we’d done robust heat‑transfer and fluid‑flow modelling inside one of these machines, and we passed the Cummins engine audit on the first try because

we nailed the cooling up front,” he says. “Simulation doesn’t just refine future designs; it’s also a maintenance tool. Recently, a customer came to us with a tank that was supplied by another manufacturer. We spent three days modelling it, recommended some changes, they implemented them, and the problem never came back.” VIRTUAL WALKTHROUGHS Astec’s variety of customer-facing technology has expanded into a virtual-reality (VR) platform that can be used to collaborate with customers on design and plant tweaks. Walker says this helps to establish a full threedimensional visualisation to aid in machinery and plant optimisation. He adds that the recent design and delivery of one of Astec’s asphalt plants highlights the effectiveness of this method. Whether its portable, relocatable, stationary versions, or even batch plants, Astec can engineer a solution that best suits each customer. “A customer wasn’t sure if they needed leg extensions under a drum. We put their proposed plant into VR at full scale and had their maintenance lead ‘walk’ under the low end of the drum,” Walker says. “He had to duck the first time. We raised it virtually by about a metre, he walked under it again, turned to his salesperson, and said, ‘add it to the quote.’ That’s not upselling – it’s helping them make a better‑informed decision before the plant is built.” The same goes for condition monitoring and predictive maintenance. Once a unit is designed and delivered, it’s here that Astec’s work really begins, ensuring that customers can optimise the full workable life of their investment. Instead of waiting for a gearbox, motor or bearing to fail unexpectedly, Astec equips

these points with condition monitoring sensors that continuously track their behaviour. These sensors are small, magnetic devices that can be attached directly to existing equipment, meaning they can also be retrofitted to older models and units. Once installed and calibrated for their position, the magnetic condition monitoring sensors measure key indicators such as vibration and, in some cases, temperature. That data is then fed into Astec’s broader Signal platform, which aggregates and interprets it as part of a connected, internet of things (IoT)‑enabled plant. This helps to establish a baseline for healthy performance, allowing abnormal trends and deviations to be rapidly identified. Walker says it’s technology like this that is enabling the next generation of industry operators and fleet managers to leverage data and insights to back up performance. “When I started, the industry was pretty low‑tech,” he says. “A lot of machines were still drafted in two-dimensional AutoCAD. “Now we’re watching, in real time, the industry adapt to the technology needs of a younger generation; one that wants data and proof behind every claim.” And Boone is confident that Astec’s refreshed outlook will help to deliver more solutions that enable customers to do just that. He himself joined the company in January, but says that even in such a short time, the passion and care of the Astec team have left a substantial impression on him. “What’s impressed me most is the people,” he says. “We’ve got some really good people who are genuinely passionate. That’s who Astec tends to attract – people who love the industry, the product and who know so much about the sector. Astec is where they want to work.” roadsonline.com.au

ROADS REVIEW

THIS MONTH, WE ASKED THE INDUSTRY’S DECISION-MAKERS, ‘WHAT TRAINING AND UPSKILLING PROGRAMS ARE HELPING TO IMPROVE THE INDUSTRY?’ EHSSAN VEISZADEH, CHIEF EXECUTIVE OFFICER – TRANSPORT AUSTRALIA Transport Australia’s leadership programs build capability across an increasingly integrated transport system by bringing industry and government together. Our ‘Fellowship’ develops emerging and regional leaders through cross-sector learning, senior mentoring and policy projects, with one recent Fellowship project progressing to an industry pilot with Before You Dig Australia (BYDA). Our co-designed ‘Emerging Leaders’ program focuses on practical lessons from real projects and experienced leaders. An active alumni network keeps people connected across jurisdictions, modes and disciplines, strengthening collaboration, mentoring and the leadership pipeline the transport sector needs for the future. Image: Transport Australia

CADELL TAYE, CHIEF EXECUTIVE OFFICER – NATIONAL PRECAST CONCRETE ASSOCIATION AUSTRALIA The National Precast Association’s ten online microcredentials are helping precast workers build consistent, job-relevant knowledge in areas including safety, quality, production and sustainability. More than 1000 enrolments demonstrate demand for flexible training designed around factory realities. Importantly, the program now supports a pathway into the nationally recognised MSM30325 Certificate III in Manufactured Mineral Products, including a dedicated precast stream. This gives existing workers a way to have their skills recognised while helping employers develop the capability needed to deliver safer, higher-quality and lower-carbon infrastructure. Industry-designed pathways like this are vital to addressing skills shortages and strengthening Australia’s sovereign manufacturing capacity. Image: National Precast

SHANE DEVINE, GROUP TRAINING AND DEVELOPMENT MANAGER – COLAS AUSTRALIA ‘Pave the Way’ was successfully piloted in Adelaide, bringing together emerging leaders from across the Colas Australia Group for an intensive week of leadership development, project management and collaboration. The program strengthened participants’ capability in scope definition, risk management, cost control, continuous improvement and effective communication. It also provided a valuable opportunity to build relationships across business units, share operational knowledge and develop a broader understanding of the Group’s collective capabilities. More than a training program, Colas Uni 1 created an environment in which participants felt psychologically safe to contribute, challenge their thinking and step outside their comfort zones. The enthusiasm, courage and collaboration demonstrated throughout the week reflected the Colas values and reinforced the importance of developing capable, connected and forward-thinking leaders. The successful pilot established a strong foundation for future Colas Uni programs. Participants now have an opportunity to apply their learning, continue speaking up and contribute to a safer, stronger and more resilient future across the Colas Australia Group. Image: Colas Australia Group

If you or someone at your organisation is an industry leader and would like to be a part of this monthly column in 2026, please get in touch with Editor, Tom O’Keane: tom.okeane@primecreative.com.au roadsonline.com.au

the best people to work with. www.georgiou.com.au

Georgiou Group is a leading civil and building construction company in Australia which is part of STRABAG Societas Europea, one of Europe’s leading construction technology groups. Georgiou’s team of over 900 employees are dedicated to upholding our core values of Care, Integrity, and Excellence in delivering solutions across transport, resources, building, utilities, energy and Defence.

TRAINING

PAVING THE WAY FOR AUSTRALIA’S NEXT GENERATION COLAS Australia Group is investing in the next generation of road and infrastructure professionals, combining local development initiatives with access to knowledge and experience from across the broader COLAS network. Organisers and participants explain how these pathways are helping to build capability, connection and careers in Australia. Images: COLAS

or a nationally connected organisation like COLAS Australia, developing people with the skills to respond to changing industry requirements is an important part of building a stronger business and supporting the future of Australia’s road and infrastructure sector. While specifications and project requirements vary between states and regions, the underlying knowledge and principles needed to deliver successful project outcomes are widely shared. It’s why COLAS Australia places an emphasis on connecting people across its businesses, creating opportunities to share operational knowledge, build leadership capability and learn from the experience available across the wider group. Maintaining best practice can take many forms. Whether through research and development, delivering sustainable solutions or maintaining strong connections with industry, COLAS Australia and SAMI Bitumen Technologies strive to support innovation and capability within the Australian roads sector. Another important part of that approach is upskilling and equipping the next generation of industry contributors with the tools and knowledge required to help usher in the next era of innovation. One of the latest examples is Colas Uni 1 – Pave the Way, recently piloted in Adelaide. The program brought together emerging leaders from across the COLAS Australia Group for an intensive week of leadership development, project management and collaboration. Throughout the week, participants

Janene Jamieson, Group Human Resources Manager – COLAS.

As Janene Jamieson, Group Human Resources Manager – COLAS, explains, programs such as COLAS-Uni form part of a broader approach to attracting, developing and retaining talented people within the Australian business. Alongside its local development initiatives, COLAS also participates in the VIE international development program, providing another pathway through which young professionals can gain experience within its businesses around the world. “The VIE program is part of our recruiting strategy, but it certainly does not replace our local engagement. We also want to attract good graduates

“WHETHER THROUGH RESEARCH AND DEVELOPMENT, DELIVERING SUSTAINABLE SOLUTIONS OR MAINTAINING STRONG CONNECTIONS WITH INDUSTRY, COLAS AUSTRALIA AND SAMI BITUMEN TECHNOLOGIES STRIVE TO SUPPORT INNOVATION AND CAPABILITY WITHIN THE AUSTRALIAN ROADS SECTOR.” strengthened their capabilities across scope definition, risk management, cost control, continuous improvement and effective communication. Just as importantly, the program provided an opportunity to build relationships across business units, share operational knowledge and develop a broader understanding of the group’s collective capabilities. Participant feedback highlighted the practical and relevant nature of the program, with networking and the opportunity to learn from colleagues across different parts of the Australian business identified as some of its most valuable outcomes.

out of universities in Australia with the same aim of developing them and keeping them within our talent pool,” Jamieson says. For COLAS Australia, the program provides access to selected candidates whose skills and aspirations align with areas of the business, while giving participants the opportunity to gain practical experience in the Australian road and infrastructure sector. Once they land in Australia, COLAS takes care to integrate participants into the local team, also providing a ‘buddy’ who can assist with the practical and social aspects of settling in. Maxime Menjou, now a full-time Project roadsonline.com.au

TRAINING

– to have a strong overview and good management of my jobs and the people I work with, like Maxime (Menjou).”

Maxime Menjou, Project Manager – COLAS.

LOCAL SUPPORT Jamieson says developing people through a combination of local initiatives, industry engagement and selected international pathways is important as COLAS Australia continues to grow. The successful pilot of COLAS-Uni provides another platform for that development, creating connections between emerging leaders from different parts of the group, including businesses such as SAMI Bitumen Technologies, and encouraging participants to share knowledge

“WE’RE IN A SIGNIFICANT GROWTH PHASE AS A COMPANY, AND I KNOW WE’RE GOING TO BE ABLE TO GET SKILLED PEOPLE INTO OUR BUSINESS TO SUPPORT THE ADDITIONAL SKILLS WE BRING IN FROM OUR LOCAL MARKETS AND TALENT POOLS.”

Simon Gazagne, Site Engineer – COLAS.

Manager at COLAS, was a participant of the VIE program. “It was the perfect time in my life to move, and the VIE is really good for that. It helps you get into a new country without all the stress of going into the unknown, because the company, such as COLAS, supports you. It makes everything easier for that first year or two,” he says. During his earliest days in Australia, Menjou contributed to projects such as the Albany Ring Road project in Western Australia, as well as a spray seal airstrip project located five hours north of Perth, with both jobs helping to broaden his experience. Subsequent projects and opportunities, as well as his self-drive, have helped Menjou develop from a Project Engineer into a full-time Project Manager, contributing to complex 12

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works nationwide for the broader COLAS Australia Group. Despite his substantial growth within the business, Menjou is still eyeing further development and sees opportunities to combine the knowledge available across COLAS’ global network with local Australian experience. “What I’d really like to bring to the group is more new products and techniques we use elsewhere in the world,” he says. “There are a lot of things we do in the COLAS group globally that we could bring to Australia and be more of a leader in the industry.” Simon Gazagne, Site Engineer – COLAS, is another participant gaining experience within the Australian business through the VIE program. Following his civil engineering studies and previous experience within the wider COLAS Group, Gazagne arrived in Australia in March as a Site Engineer in Yatala, Queensland. “I’m only 23, so everyone around me on site has ten times more knowledge than me, which is something that I enjoy. I’m here to share, to learn, and to gain confidence,” Gazagne says. “I want to have more responsibilities and become a project manager one day

that can be applied within their own operations. For SAMI, that emphasis on knowledge sharing has particular relevance. The business has operated in Australia since 1978 and combines locally developed technical expertise with access to the wider COLAS network to support Australia’s road industry with bituminous products, technical advice, testing and product development. This combination of local expertise and broader knowledge has already played a role in adapting technologies for Australian conditions. For example, SAMI produced the binder used in Australia’s first EME2 project in Brisbane using local aggregates, with subsequent Australian performance monitoring contributing to specifications now adopted by road authorities. For Jamieson, ensuring that knowledge is also passed to the next generation remains an important part of the group’s growth. “What excites me is that we seem to have an endless supply of talent coming through,” she says. “We’re in a significant growth phase as a company, and I know we’re going to be able to get skilled people into our business to support the additional skills we bring in from our local markets and talent pools.”

BUILDING ON THE PAST Artefact Heritage and Environment is working with infrastructure project stakeholders to put heritage management at the forefront of the project delivery process. Roads & Infrastructure learns more about the company’s important work.

ver the past two decades, the infrastructure and construction industry’s approach to heritage has shifted. Previously, heritage – especially archaeology – was largely viewed as a barrier that might delay works, add red tape, or blow out budgets if something ‘unexpected’ turned up. Today, while that mindset hasn’t entirely disappeared, there is a growing understanding that heritage can enhance a project’s value, reputation, and community connection when it’s handled proactively and thoughtfully. Artefact Heritage & Environment has played an integral role in inspiring behavioural change, as well as enhancing education around the importance of cultural heritage management. These services have been supported by regulatory change, which has played a major role in this evolution. The Connecting with Country frameworks, and clearer guidelines for engagement with First Nations communities have also been praised for their influence in pushing heritage and culture from the margins, into the core planning process. It’s a change that Dr Sandra Wallace and Anita Yousif have witnessed first-hand. As the Managing Director and Founder and Director

of Industry Engagement of Artefact Heritage & Environment respectively, both Wallace and Yousif believe that the progress made in the past two decades in particular is worth acknowledging, but so is the fact that there’s still a ways to go. “Twenty years ago, heritage was really seen as a problem – a constraint. There’s still some inertia in that thinking, but now there’s a growing understanding that heritage can actually be really good for a project,” Wallace says. “When I started as a young archaeologist, and then 15 years ago as the founder of Artefact, it also wasn’t necessarily a friendly environment for women. We’ve worked hard to bring women up in the industry and educate them on how to be successful in a male dominated environment. “It’s changing, thank goodness, but it can’t change fast enough as far as I’m concerned.” Yousif adds that heritage and culture are increasingly being considered alongside traditional project requirements, such as material specifications, contract and tendering, and impacts to the community. It’s on these projects that the Artefact Heritage & Environment team is seeing the most positive results. “Early involvement is really risk management.

Above, L to R: Sandra Wallace, Managing Director and Founder – Artefact Heritage & Environment; Anita Yousif, Director of Industry Engagement – Artefact Heritage & Environment.

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Artefact Heritage & Environment provides cultural heritage management services across NSW and the ACT.

Planning instruments and heritage legislation require heritage to be addressed,” Yousif says. “If heritage isn’t planned in from the beginning, unexpected finds or constraints can cause significant delays and costs.” Beyond encouraging earlier planning and implementation, another major change has been the broadened understanding of what ‘heritage’ means. Wallace says previously, the perceived focus from industry was predominantly on physical artefacts and built items that could be dug up, measured, and catalogued. Now, intangible cultural values are being increasingly recognised. Concepts such as Country, spiritual connection, and lived community memory are being embedded into planning, design, and interpretation, leading to more meaningful collaborations with Aboriginal stakeholders, including co-designed public art, cultural values assessments, and interpretive projects that tell deeper stories about place, rather than just objects. STREAMLINED SERVICES As Wallace and Yousif describe, Artefact Heritage & Environment’s work usually begins at the earliest concept or planning stages, when they sit down with clients to understand the nature, location, and scope of a project. From there, Artefact Heritage &

Image: stock.adobe.com/Nate Hovee

COMMUNITY FIRST

Environment undertakes research to identify whether there are known or potential heritage values in the area, ranging from listed state, national, or World Heritage items through to unlisted archaeological sites and culturally significant landscapes. On the back of this research, the company prepares clear management pathways so project teams can see where the risks and opportunities lie and how heritage should be factored into design, development and budgeting.

on their project.” And the work doesn’t stop when it’s tools down. “We continue consultation with stakeholders, inform co‑design, provide advice on future management and then long‑term conservation and interpretation, so heritage values are appropriately managed even after the project is completed,” Yousif says. “That’s what really excites me, being part of project teams, capturing what we find, analysing the remains, and then

“IF HERITAGE ISN’T PLANNED IN FROM THE BEGINNING, UNEXPECTED FINDS OR CONSTRAINTS CAN CAUSE SIGNIFICANT DELAYS AND COSTS.” A core part of Artefact’s services is specialist archaeological assessment and management. Because this work is planned and staged, it can often run in parallel with other site activities, allowing construction to continue elsewhere and minimising disruption to the broader program. “Heritage should be seen as holistic,” Wallace says. “All the services we offer are connected, from cultural values assessment right through to heritage architecture. “We want project managers and other stakeholders to understand that heritage can be managed efficiently and is something that we can help integrate to streamline delivery

communicating them to the public – making sure the stories are told and not forgotten. “Everyone can relate to heritage. People are interested, and they place real value on it.” CONTINUING EDUCATION Artefact Heritage & Environment’s services have also been developed to ensure that heritage and cultural considerations are implemented long after the company’s involvement on a project has concluded. These include heritage inductions that slot directly into standard site induction processes, equipping contractors with a clear, practical understanding of what heritage is present,

why it matters, and what to do if something is found during works. Artefact Heritage & Environment also offers in-depth heritage training for contractors, government agencies, and councils. These sessions, often structured as half-day workshops, step participants through the full heritage process, from risk identification to consultation requirements, archaeological investigation, mitigation measures, and long term management. These initiatives form part of a wider aim to turn more project partners from participants into active champions, who can spread the importance of heritage. Once that foundation is laid, further gains can be achieved when it comes to increasing collaboration and outcomes with community, Wallace says. “I’m really excited about pushing for the participation of Aboriginal and Torres Strait Islander stakeholders in projects. Working on Country and seeing projects as working on Country in every aspect – as a foundation to what we do – is the next step,” she says. “I’m hopeful we can create a better industry in partnership with First Nations communities that really acknowledges Country in everything we do.” You can catch Wallace and Yousif at the Sydney Roads and Traffic Expo 1415 October. roadsonline.com.au

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INNOVATION

Images: Sripath

ButaPhalt helps to remove typical barriers for producers, all while requiring no changes to production methodology and equipment.

PAIN POINTS NO MORE

Sripath has endeavoured to address the common challenges associated with polymer modified bitumen production. So, what are these challenges, and how has Sripath solved them? Global experts from the company explain.

hile the technology and methodology used for polymer modified bitumen (PMB) production has evolved significantly since its 1930s origins, many of the challenges associated have endured for far longer. From storage and handling risks, efficiency, and cost pressures to environmental and regulatory shifts, industry has long had to balance these factors with delivering projects on time and on budget. It’s opportunities like these that Sripath has long seized. The company’s reputation of combining science and collaboration to solve the toughest challenges in asphalt continues to grow, as does its range of products. As Krishna Srinivasan, President and Founder – Sripath Technologies explains, pain points around PMB production present not only challenges for producers but also potentially harmful impacts on the wider community. Just one of the associated challenges revolves around the use of Styrene-

Butadiene-Styrene (SBS), which is a thermoplastic elastomer that’s typically used as the polymer modifier in PMB. “In order to produce a stable PMB, you don’t just need SBS; you also need a crosslinker. Traditionally that’s been sulphur. The problem is that sulphur is a bit indiscriminate. You get multiple sulphur bonds linking polymer chains or linking polymers to bitumen, and these bonds can be quite unstable. They’re susceptible to breakage,” Srinivasan says. “This continual breaking and reassembling of bonds can cause the generation and emission of hydrogen sulphide (H₂S) gas. That’s been one of the traditional pain points. This can be a significant concern if the PMB plant is located in an urban setting. “When these bonds break and form new bonds, sometimes the reaction just keeps going. Your PMB viscosity starts to build – that’s a stability problem. The properties change with time, and as viscosity increases, the contractor has difficulty paving and storing the material.”

To better take advantage of SBS’s ability to boost elastic recovery, provide resistance to rutting and cracking, and deliver desired performance under traffic loads and high temperatures, Sripath began to reevaluate how crosslinking additives could be improved. This journey led the company on a trail towards ButaPhalt®, an innovative crosslinking additive for PMB. Sripath acquired the ButaPhalt business in May 2025. “We were glad to add ButaPhalt to our portfolio, but internally we asked ourselves, ‘How can we make it better?’ And that’s what drove our efforts to develop, formulate, and optimise the new product line,” Srinivasan says. Srinivasan adds that he and ButaPhalt founder Dennis Krivohlavek had known each other for decades and shared a passion for developing innovative solutions for legacy challenges in the sector. That’s why, following the acquisition, Krivohlavek remained with the brand. Now a Business Development Specialist at Sripath roadsonline.com.au

INNOVATION

Above: ButaPhalt is available in a free-flowing, dust-free solid powder, as well as a pumpable liquid suspension.

Technologies, Krivohlavek’s determination to support better outcomes for the industry endures to this day. Krivohlavek says ButaPhalt’s ability to replace weaker, multi-sulfur polysulfide chains (“-S-S-S-“) with short, direct, highenergy monosulfide linkages (“-S-“) is helping to inspire behavioural change in the way roads are constructed and maintained. “Phase separation and equipment fouling have long been pain points in PMB production,” Krivohlavek says. “ButaPhalt’s ability to promote monosulfide bridging creates an exceptionally uniform and stable network that keeps the binder consistent throughout storage and prevents gelation in plant equipment.” Monosulfide bonds help to protect against thermo-oxidative degradation, slowing down premature ageing, embrittlement, and fatigue cracking on the road, a key reason why it forms part of the fundamental structure of ButaPhalt. FLEXIBILITY IN APPLICATION A key aspect of ButaPhalt’s growing success

has been its versatility. The additive is available through two different grades delivery systems. The first is a free-flowing, dust-free solid powder. The second is a pumpable liquid suspension. Both grades are equally viable in Australian conditions and applications, having undergone the same thorough testing and validation processes to validate performance. Few know this better than Ravi Rajagopalan, General Manager – Sripath Asia-Pac. Rajagopalan’s strong ties with both industry and academics help support local application of Sripath’s global product portfolio. He says that regardless of the grade, the industry has shown a significant interest in ButaPhalt’s benefits. “In this market, there’s an appetite for both solid and liquid grades. The advantage of the liquid is that there’s almost no handling – customers can just pump it in,” he says. “The solid form is also of keen interest because industry is looking for ways to reduce polymer content where it can.” These desires from industry are also consistent across the globe, as Krivohlavek explains. “If you look at the asphalt industry and ask what they want, it’s faster, better, cheaper,” he says. “That’s the end game. We’re already working on the next generation of ButaPhalt, both solid and liquid, to make the product even more dosage efficient.” VALIDATION THROUGH PERFORMANCE Sripath understands that stating potential improvements is one thing, but backing these claims up with results is another. That’s why the organisation has been using its strong ties with industry, including

Above: A simplified representation of a crosslinking schematic comparison.

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academia, to evaluate the product’s performance. RMIT (Royal Melbourne Institute of Technology) is one such partner that’s actively involved in trials, testing, and evaluation of ButaPhalt in Australia. In a three-hour evaluation (performance grading PG 58-28 + 3.5 per cent SBS), ButaPhalt was found to provide lower culminative hydrogen sulfide (H₂S) emissions than conventional crosslinking additives and methods. When using 0.12 per cent sulfur in isolation, 1261 parts per million (ppm) of H₂S emissions were recorded. When sulfur was used along with a scavenger additive, H₂S emissions were recorded at 1010 ppm A much lower reading of 504 ppm H₂S emission was recorded when 0.12 per cent ButaPhalt was applied, exemplifying ButaPhalt’s ability to act as a direct H₂S scavenger while optimising crosslinking, helping to consume sulfur more effectively. Additional evaluations have uncovered further savings across the board. In these examples, small doses significantly enhanced crosslinking, controlled emissions, and improved binder performance. Low usage volumes help to simplify inventory management, reduce material handling, and minimise the risk of overdosing. There’re also significant gains to be had when it comes to cost and integration efficiency: ButaPhalt’s decreased additive demand lowers raw material costs and enables seamless dosing into existing plant infrastructure. Sripath’s determination to prove performance also extends to sustainability, with ButaPhalt joining the company’s extensive library of Environmental Product Declarations (EPDs) for a wide range of solutions. As Deepak Madan, Chief Operating Officer, Sripath Technologies explains. “Sustainability requires verifiable data,” he says. “By providing third-party verified EPDs for both our liquid and powder ButaPhalt grades, Sripath enables users to make sound low-carbon infrastructure choices without sacrificing performance.” “At the same time, we’ve shown that the product delivers the PMB performance you’re looking for. With ButaPhalt, you can reach those properties faster than with traditional crosslinkers, and the final PMB is more thermally stable. We have hard numbers to back that up.”

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OptionX has taken a keen interest in being an educator as well as a provider of innovative trenchless methods.

“THE BEST TRENCH IS THE ONE YOU NEVER DIG”

OptionX Group is drawing on decades of Australian innovation to reshape underground pipeline construction. Pioneer Stuart Harrison explains how the company’s technology is bringing new levels of precision and adaptability to complex infrastructure projects.

ustralia’s roads conceal an increasingly congested network of water, sewer, power and telecommunications infrastructure. Installing new pipelines through that network has traditionally meant excavating long trenches – disrupting traffic, businesses and communities in the process. OptionX Group Chief Executive Officer Stuart Harrison believes trenchless technology offers a more precise and less disruptive alternative, and should be considered at the beginning of a project rather than as a last resort. The rollout of Pay-TV across Australia in the mid-1990s helped accelerate the adoption of horizontal directional drilling (HDD). Faced with the need to install large amounts of underground cable through 20

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busy urban areas, contractors could use HDD to bore beneath roads, driveways and other obstacles without excavating a continuous trench. The scale of the rollout demonstrated how trenchless construction could reduce disruption while delivering essential infrastructure. However, not every underground installation has the same requirements. HDD was well suited to installing telecommunications conduits, while gravity pipelines demanded far greater accuracy in line and grade – the alignment and slope that allow water to flow as designed. Existing methods such as auger boring and pipe jacking could install a pipe from one point to another, but generally offered less ability to steer or correct its alignment during installation.

The rapid growth of trenchless construction highlighted an opportunity for Harrison, who began developing tunnelling and microtunnelling equipment in the late 1990s and early 2000s. High-precision systems were available internationally, but he believed their fundamental design could be improved to better suit Australian ground conditions and project demands. “I always say that ‘the best trench, is the one you never dig’,” he says. “If we only ever do what we already know, we’ll never improve. I reckon that’s one of the reasons why engineers started to embrace trenchless, which was where the real evolution was happening.” Out of that effort came the Axis machine, a precision microtunnelling

system developed by Harrison. The Axis drew instant industry attention for its ability to repeatedly achieve critical accuracy across varied ground conditions. Subsequent partnerships and developments led to the establishment of OptionX Group and Edge Underground. OptionX Group focuses on developing trenchless and microtunnelling technology, while Edge Underground applies that technology in the field as the Group’s contracting arm. Together, the businesses give the OptionX Group practical insight into the challenges contractors face, while providing opportunities to demonstrate the broader benefits of trenchless construction. “Trenching is the open-heart surgery option. Trenchless is the keyhole option,” Harrison says. “Any time you bring large numbers of people and heavy equipment together for a major excavation, there is an inherent safety risk. Trenchless removes much of that exposure, making it the safest option for workers and the wider community. We’re solving an infrastructure problem without creating unnecessary disruption. “Independent studies have also shown trenchless to be the best environmental option, producing the lowest carbon emissions during underground pipe installation while minimising disruption to the surrounding community.” Much of this benefit comes from limiting surface excavation. By concentrating construction activity around launch and retrieval shafts, trenchless installation can allow roads to remain open, businesses to keep trading and communities to experience less noise, dust and traffic disruption. Trenchless methods remove only the material needed to create the bore, leaving the surrounding ground largely intact. This helps preserve ground stability and allows pipelines to maintain their designed line and grade, reducing the potential for future maintenance, road repairs and structural problems above. Greater accuracy and less ground disturbance also gives contractors more confidence as subsequent phases of a project proceed, while reducing the likelihood of costly rework. The benefits of limiting excavation can continue long after construction is complete. Harrison says a deep trench

permanently changes the structure of the ground, even after it has been backfilled. “When natural ground expands and contracts, it does so in harmony,” he says. “A backfilled trench behaves differently, and that’s when you can begin to see potholes, subsidence and, in the worst cases, sinkholes.” By limiting excavation and concentrating activity within smaller, controlled shafts, trenchless construction removes many of the highest-risk situations from the work site. “On one project in Adelaide, we passed 179 critical infrastructure assets without excavating around them,” Harrison says. “That effectively eliminated the risk of striking those assets through open excavation.” THE KEYHOLE OPTION One of OptionX Group’s key technologies is AdaptX, a modular microtunnelling system developed as the successor of the original Axis machine. Designed for gravity sewers, stormwater and other critical underground assets, AdaptX creates a precise bore between launch and retrieval shafts. As the bore is created, the pipe is installed immediately behind it, helping to support the surrounding ground throughout the installation. This avoids the need for a continuous open trench and preserves more of the existing ground structure. The system is engineered to achieve extremely accurate line and grade – commonly within plus or minus 10 millimetres, with operators typically targeting plus or minus five millimetres. This precision is critical for gravity pipelines, where even a small deviation can affect how the completed asset performs. Like the original Axis system, the AdaptX Mini begins with a 350-millimetre pilot bore. However, while Axis was limited to finished bore diameters of around 600 millimetres, the Mini can deliver diameters of up to 2000 millimetres. The larger AdaptX Maxi extends the system’s capability even further, covering bore diameters from 450 to 3000 millimetres – an impressive range for non-man-entry tunnelling, in which the excavation is remotely operated and no personnel are required inside the bore. AdaptX’s modular design allows key components and cutting configurations

Images: OptionX

INNOVATION

Stuart Harrison, Chief Executive Officer – OptionX Group.

to be changed to suit different ground conditions, bore sizes and project requirements. “On deep and difficult projects, we realised one fixed machine couldn’t be the answer,” Harrison says. “We needed a modular system that could be reconfigured for the conditions – and that’s exactly what AdaptX is.” “Our AdaptX machines are operated by remote control, not unlike a mobile crane. Much of the drilling and spoil removal is automated, allowing the operator to focus primarily on steering.” “We’re also collecting a growing volume of operational data. With advances in artificial intelligence, our long-term goal is to make the process autonomous. In the meantime, we’ve made the technology simple enough that people who once dug and laid pipe can now install pipe without digging the trench.” Technologies such as AdaptX underpin OptionX Group’s case for trenchless construction to be treated as the first-choice method, rather than the backup plan. “I recently presented on trenchless technology and asked the room: ‘If we assume trenching and trenchless cost the same, give me one reason why you would choose to trench.’ The silence was deafening,” Harrison says. “Historically, trenchless has been treated as a last resort. If a project could be trenched, the assumption was that it would be. We need to strongly challenge this. There have never been more reasons to make trenchless the preferred, firstchoice method of construction.” roadsonline.com.au

INNOVATION

Images: Civilcast

Bridging simplified logistics with high product quality has seen Civilcast become the preferred supplier for many in the industry.

SIMPLIFIED SYSTEMS: THE QUIET FORCE BEHIND PROJECTS Civilcast’s services are helping to remove complexity and barriers to project success.

sk any project manager on a major roads or infrastructure job what keeps them up at night, and the answer rarely involves the big-ticket items. It’s not the earthworks tender or the structural design that causes the most sleepless nights, it’s the thousand smaller decisions and components that, if they go wrong, can bring an otherwise well-planned project to a standstill. Drainage systems, precast components, pits, pipes and the myriad fittings that connect them are a case in point. Individually, they might represent a fraction of a project’s overall value. Collectively, they can make or break a construction schedule. Civil and infrastructure projects have grown more complex over the past decade, not less. Tighter environmental controls, more demanding engineering standards,

and increasingly congested urban corridors all add layers of coordination that didn’t exist a generation ago. In this environment, complexity in the supply chain is the last thing a project needs. When systems and components are difficult to specify, source, or install, the effects ripple outward. Design teams spend longer resolving compatibility issues between products from different manufacturers. Site crews lose time adapting non-standard parts on the fly. Procurement teams chase multiple suppliers for what should be a single, coordinated package. Each of these frictions is small in isolation, but on a program with hundreds of drainage points, retaining structures or precast elements, they compound quickly – often showing up as delay costs or budget blowouts well after the original quote was signed off.

Industry data has inferred that supply chain and materials-related issues remain among the leading causes of schedule slippage on civil works. The lesson is not new, but it bears repeating: a project’s efficiency is only as strong as its least efficient system. Leading engineers and contractors are increasingly building simplification into their approach from the outset, rather than treating it as a value-engineering exercise further down the track. That means favouring product systems that are modular and standardised, so components can be mixed, matched and replaced without custom rework. They’re also compatible across a range of applications, reducing the number of unique parts a project needs to hold, track and install. Components also need to be well documented, with clear specifications that reduce back-and-forth between designers, roadsonline.com.au

INNOVATION

Civilcast manufactures its precast and access cover ranges to satisfy AS 3996 as standard.

suppliers and site teams, as well as readily available, so a design decision doesn’t become a procurement bottleneck “Every time an engineer has to specify a one-off part, that’s a new point of failure in the program – a new lead time to track, a new compatibility check, a new thing that can hold up an inspection,” says Brian Lee, New Product Development Manager at Civilcast. “When we develop a new product, the first question we ask isn’t how clever we can make it, it’s whether it will drop straight into the systems people are already using on site. That’s where the real time savings come from – not from any single part being smarter, but from the whole system requiring less thought.” Lee adds that this isn’t about cutting corners on engineering rigour – if anything, it’s the opposite. Simplified systems tend to be the product of more rigorous upfront engineering, not less. The complexity is absorbed in the design and manufacturing process, so it doesn’t have to be resolved on site, project after project. None of this works without a firm grounding in Australian Standards. Compliance is sometimes framed as a box-ticking exercise that slows project progress, but the opposite is usually true, Lee says. “Products and systems that are manufactured and tested to the relevant standards from the outset are precisely what allow a project to move quickly and with confidence,” he says. Working with certified, standards-compliant systems also has a direct bearing on schedule 24

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and cost. Products that have already been through rigorous testing and certification don’t need to be re-validated on a projectby-project basis, which removes a layer of risk and delay from the approvals process. It reduces the likelihood of components being rejected during inspection, avoids costly rework, and gives councils, certifiers and principal contractors confidence to sign off without unnecessary back-andforth. In an industry where non-compliant products can trigger delays, liability issues or even full replacement of installed works, standards compliance is not a constraint, but a precondition for efficiency. It’s an approach Civilcast has made central to its own product development – manufacturing its precast and access cover ranges to meet AS 3996 as standard. Even the best-designed system is only as useful as a project’s ability to get it when needed. Lead times are one of the most underrated risk factors in civil works scheduling. A component that takes eight weeks to arrive instead of two doesn’t just delay that single task – it can cascade through an entire program of works, particularly where trades are scheduled tightly back-to-back. This is where the value of strong local stockholding and manufacturing capability becomes clear. Suppliers who carry large, diverse inventories give project teams the flexibility to respond to design changes, weather delays or unexpected site conditions without derailing the broader schedule. Combined with the ability to manufacture custom or non-standard products when a

project genuinely requires them, this flexibility becomes a genuine risk-management tool, not just a convenience. Civilcast is one example of a supplier structured around exactly this balance. The company pairs extensive local stock, with in-house engineering, estimating support and custom manufacturing capability, enabling project teams to have the standard components they need on hand, as well as a fallback for the non-standard requirements that inevitably arise. “We hear it constantly from contractors: the design was fine, the tender was fine, and then a part that should have taken two weeks took eight, and suddenly it’s the drainage package holding up trades that have nothing to do with drainage,” Lee says. “That’s really the problem we’re solving with our stockholding strategy – it’s not just about having product on the shelf, it’s about giving project teams one less variable to worry about on a program where everything else is already tightly scheduled.” Technical support matters just as much as physical stock. In-house engineering and estimating expertise, embedded directly with the supplier, means specification and compliance questions can be resolved quickly and accurately, rather than becoming a drawnout exchange between multiple parties. For asset owners, principal contractors and consulting engineers, the implications go beyond any single project. Building relationships with suppliers who prioritise simplified, well-stocked and well-supported systems as Civilcast does across its drainage, pit and precast ranges, is a way of building resilience into procurement more broadly. It reduces exposure to single points of failure, shortens the feedback loop between design and construction, and frees up project teams to focus their attention on the aspects of a job that genuinely require bespoke problem solving. In an industry where margins are tight and timelines are tighter, the projects that consistently land on time and on budget are rarely the ones with the most sophisticated individual components. More often, they’re the ones where the underlying systems – the pipes, pits, precast elements and everything that connects them, have been kept as simple, standardised and well-supported as possible. It’s a philosophy suppliers like Civilcast have built their businesses around, and one that’s increasingly shaping how the industry’s bestrun projects are procured from day one.

• • • • •

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PROGRESS IS THE ROAD BUILT TOGETHER RECENTLY HOSTING A CUSTOMER EVENT, AS WELL AS ITS CONTINUED GROWTH AND INNOVATION, HAS RE-AFFIRMED TRAFFIO’S COMMITMENT TO IMPROVING THE TRAFFIC MANAGEMENT SEGMENT OF THE INFRASTRUCTURE SECTOR, ACROSS THE GLOBE.

he sheer operational chaos of coordinating people, plant, and equipment with limited tools and disjointed systems has traditionally presented several major challenges for traffic management providers and managers. By bringing scheduling, dockets, billing, payments and more into one location, the Traffio platform has transformed the sector by eliminating the reliance on whiteboards, spreadsheets, paper dockets, and legacy software. This purpose was recently put front and centre during the second Traffiocon event – now a global biennial customer conference, as Tara Leach, Head of Global Marketing – Traffio explains. “The whole purpose of Traffiocon is to bring our customers together and create a hyper connected community with our partners, our customers, our team, and the associations that we work with. We support them as much as they support us,” she says. “When industry partners and associations grow, the entire sector grows with it – it’s a shared outcome.” Held on August 21, 2026, at the Melbourne Convention and Exhibition Centre, Traffiocon brought together customers from across Australia and the world, as well as integration partners, industry associations, and Traffio’s own global team who flew in, all under the one roof. Traffio’s culture of listening closely to operators, understanding the realities of the work they do, and then building features that make that work easier, safer, and more transparent was prevalent at the event. Traffiocon also serves as a focal point for collaboration across the wider ecosystem. Just one example is the ongoing collaboration with the Traffic Management Association of Australia (TMAA). Traffio is a national member and platinum partner of the association’s annual START conference and extends that partnership by inviting TMAA to hold its member meeting at the very start of Traffiocon with Traffio covering the cost. This means contractors and 26

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Anthony Simmons, Head of Global Sales & Business – Traffio presenting at Traffiocon.

suppliers arrive for the association’s business, then have the opportunity to stay on for the broader Traffiocon program. Leach believes that when associations, technology providers and on‑the‑ground operators are in the same room, the conversations tend to move beyond products and into how to lift standards, efficiency and safety across the industry. “One of our biggest values at Traffio is to give back to the communities we work in, and it is a great way to support the industries that have supported us,” Leach says. “We want to be more than just a software provider.” For Traffio’s internal team, the event provides the chance to meet customers and deepen those relationships face‑to‑face, while seeing the positive impact of their work on the sector – all aspirations that link back to Traffio’s overall purpose as a company. “Values like ‘keeping it real’, ‘scrapping convention’ and ‘bigger than just us’ aren’t just posters on a wall. They show up in how we price, how we run events and functions like Traffiocon, and how we support associations and partners,” Leach says. GLOBAL MISSION Coordinating people, plant, and equipment and giving businesses clearer visibility over their operations and finances are universal challenges across construction and

infrastructure, one of the key reasons why Traffio’s presence internationally continues to grow. With a foothold now in the United Kingdom (UK), United States (US), as well as South Africa, Traffio’s strategy is to maintain focused teams on the ground in each region, each backed by each other thanks to a shared and universal network of knowledge exchange and collaboration. This structure is further backed by strong support from Australia, so that every overseas presence is closely tied to local industry needs while still benefiting from a unified, global platform. A core component of Traffio’s expansion overseas has been attending major industry events, not only to showcase the company’s offerings to a new audience, but to also learn more about the unique challenges being faced across global markets. As Anthony Simmons, Head of Global Sales & Business – Traffio explains. “Even if people don’t sign up on the spot, the conversations we have at events in the US, UK, and South Africa are invaluable. We come away with a much clearer picture of regional requirements, and that feeds directly into what we build next,” he says. That sentiment has fed back to our operations in Australia and the globe, allowed us to create a product that was exactly what the market needed.

The Traffio team is deeply embedded within the traffic management segment of the construction sector, understanding the industry’s needs, as well as how it can grow its team and platform.

“What we’ve built in Australia has translated really well into other regions, and now, we are seeing the expansion internationally benefit those who are in Australia. Changes benefit the global market, not just Australia.” Traffio will soon be attending and exhibiting at Highways UK, a major annual conference and exhibition focused on the United Kingdom’s road and highway infrastructure sector. The event brings together government agencies, contractors, consultants, technology providers, and industry associations to discuss policy, funding, innovation, and best practice across the highways ecosystem. This event will also present the opportunity to spotlight new features, some of which were presented exclusively to attendees of Traffiocon.

“Everything in Traffio has essentially been built because a customer needed it or asked for it. Traffio Pay is just the next step in that journey,” says Nathan Wright, Co-Founder & Director. “Traffio Pay is designed to simplify what happens once a booking is complete. Customers can accept a quote and move straight through to payment, schedule payment before the booking begins, or pay as soon as the job is done. Crews keep signing off dockets in Traffio as they normally do, and any additional charges can then be billed to the same card. “At the end of the day, it’s about making it easier for our customers to get paid so they’re not constantly chasing invoices.” Traffio sees in-person events such as

Traffiocon acts as a uniter of some of the sector’s brightest minds, all working towards improving the industry for all.

Highways UK and the upcoming American Traffic Safety Services Association (ATSSA) conference in the US as being critical for the establishment and growth of industry relationships. “We expect the development work we’ve done leading into Traffiocon to really accelerate our presence in the UK and US once people can see and use those features at events like Highways UK and ATSSA,” Simmons says. And Traffio is also helping to grow other developing industries as part of its presence in South Africa. “South Africa and Botswana are at a different stage compared to Australia, the UK, or the US. The construction and infrastructure markets there are still emerging. Our goal is to be on the ground early so that as roads, rail, and utilities are upgraded, Traffio becomes the software of choice for anyone managing people, plant, and equipment,” Simmons says. “In places like South Africa, infrastructure and rail have been left stagnant for a long time and now need serious investment. “We’re not just coming in to digitise an existing traffic management industry – we’re helping shape how the sector operates, as it grows.” roadsonline.com.au

Images: Traffio

TECHNOLOGY

Vegetation control is an essential aspect of transport infrastructure maintenance.

THE WEEDS ARE BACK AGAIN Why infrastructure vegetation management needs a longer-term approach, according to Envu.

eeds are a fact of life across Australia’s infrastructure network. Constantly going back to treat them doesn’t have to be. Across roads, rail corridors, utilities and industrial sites, vegetation management is an ongoing maintenance challenge. Road shoulders, medians, safety barriers, rail infrastructure, substations, fence lines and access areas all need vegetation kept under control. For many organisations, the traditional approach has been straightforward: wait for weeds to emerge, apply a cocktail of knockdown herbicides, then return when the next generation appears, often with disappointing results. It works. But across hundreds or thousands of kilometres of infrastructure, repeatedly returning to the same areas comes at a huge cost. Every treatment involves more than herbicide. There is labour, vehicles, fuel, equipment and planning. On roads, crews may be working alongside live traffic. Rail brings restricted access windows and complex operating environments. Utilities and industrial sites have their own access and safety requirements for maintenance. 28

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Envu proposes that the question shouldn’t simply be, ‘did we control the weeds?’, But instead, ‘how long can we keep them under control?’ MOVING BEYOND THE KNOCKDOWN CYCLE Knockdown herbicides – such as glyphosate – remain an important part of infrastructure vegetation management. They do exactly what the name suggests, control susceptible weeds that have already emerged. The limitation is what happens next. After an application, another generation of weeds can germinate and establish right away, starting the cycle again. Depending on the site and conditions, that can mean another spray application, another crew visit and another maintenance cost. Pre-emergent herbicides give vegetation managers another option. Rather than controlling weeds after they have emerged, pre-emergent herbicides work during the early stages of weed establishment. Used alongside a suitable knockdown herbicide, they allow a program to tackle the weeds already present while also preventing susceptible new weeds from establishing.

It is a relatively simple change in thinking: control the weeds that are there today, as well as what will emerge tomorrow. The difference can be clearly seen in roadside applications. In the example of a roadside shoulder (pictured top of page 29), an area was treated using a knockdown herbicide, with part of the area also receiving Esplanade® Herbicide. Six months later, new weed establishment is clearly visible in the knockdown-only area, while the area receiving the knockdown plus residual treatment has remained substantially clearer. For an individual treatment area, that is a useful result. Across a major infrastructure network, the implications can be much bigger. THE COST OF COMING BACK Herbicide programs can easily be compared by looking at the cost of a product or the cost of an individual application. However that is only part of the cost of managing vegetation. If a lower-cost treatment requires crews to return to the same area several times, the cost of those additional interventions needs to be considered as well. How many times will the site need to be treated during the year? How many kilometres will crews travel? How much labour and equipment will be required? Does traffic management need to be established again? Is another access window required? These questions change the calculation. For an infrastructure manager, cost per application and cost of maintaining the asset are not necessarily the same thing. Extending the period between treatments can reduce the number of interventions required and free crews, vehicles and equipment to work elsewhere. It can also make vegetation maintenance more predictable. Rather than continually responding to weed emergence, managers can start planning vegetation control around the needs of the asset. BRINGING RESIDUAL CONTROL INTO THE PROGRAM Esplanade Herbicide is one option for introducing residual pre-emergent control into infrastructure vegetation programs. Containing the active ingredient indaziflam, Esplanade works by disrupting plant development in susceptible emerging weeds, preventing them from becoming

a problem. It provides broad-spectrum control of more than 30 weed species, including annual ryegrass, fleabane, capeweed and thistles, and can provide up to eight months of residual control from a single application. Esplanade is registered for use in non-crop areas including roadsides, rail corridors, utilities and industrial areas. Its rain-activated formulation provides flexibility around application ahead of key germination periods, while its photostability allows it to remain on the soil surface until sufficient rainfall activates it. Used alongside an appropriate knockdown herbicide where established weeds are present, this formulation allows infrastructure managers to deal with the existing vegetation and then provide residual control against susceptible weeds that would otherwise follow. That can make it particularly useful where repeat vegetation growth creates an ongoing maintenance burden. DIFFERENT ASSETS, SAME CHALLENGE There is no single vegetation management program that suits every infrastructure site. A road shoulder has different requirements to a rail corridor, while a substation presents different challenges to an industrial fence line. Weed species, soil, rainfall, surrounding vegetation, access and the required level of control all need to be considered. Knockdown herbicides, mowing, slashing and mechanical control will continue

Products help to ensure that vegetation can be controlled, even in close proximity to key services and utilities.

Images: Envu

ROAD MANAGEMENT

Roadside shoulder six months after treatment, featuring Knockdown and Esplanade on the top section, compared with knockdown treatment alone on the bottom.

to have important roles alongside residual chemistry. The opportunity is to use those tools more strategically. Across roads, rail, utilities and industrial sites, the common challenge is often the same: large areas to manage, limited resources and vegetation that keeps coming back. For those environments, preventing weed establishment can be just as important as controlling the weeds already there. A DIFFERENT WAY OF MEASURING SUCCESS Phil Logan, National Key Account Manager – Industrial Vegetation Management at Envu,

works with infrastructure organisations and vegetation management contractors across Australia. “We tend to judge a vegetation treatment by what the site looks like shortly after it has been sprayed,” he says. “Obviously, the initial result matters, but if you’re managing infrastructure, what I’m really interested in is what that site looks like three, five or eight months later. If we’re continually sending people back to the same areas to manage the same weeds, we need to ask whether there’s a better way of doing it. “Residual control isn’t going to be the answer everywhere. But where the site and weeds are suitable, it gives us another tool to keep those areas under control for longer. Ultimately, smarter infrastructure vegetation management is not about spraying more. It is about making each intervention work harder and last longer.” For organisations responsible for large road, rail, utility and industrial networks, that can mean fewer repeat applications, better use of maintenance resources and more consistent vegetation control across the assets they manage. To learn more about incorporating Esplanade® Herbicide into an infrastructure vegetation management program, or to discuss a specific site, contact Phil Logan, National Key Account Manager – IVM, Envu, on +61 402 777 664 or philip.logan@envu.com For further information visit: www.au.envu.com roadsonline.com.au

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COMPANY PROFILE

FORGED IN FIRE n 1911, a trip from Cheshire, England, to Melbourne took nearly 45 days. It involved traversing the island of Great Britain, before a steamship took passengers through the Suez Canal, or around South Africa’s Cape of Good Hope. It was long, gruelling, and uncertain – but Fred Townley had a dream to chase. Back in England, the man was a first-class blacksmith who had worked on railways for more than 30 years. He wished to turn his experience into entrepreneurship and, following the journey to Melbourne with his wife and daughter, set up Townley Drop Forge in the suburb of Brunswick. While the forge produced firing pins and brass fittings to support Australia during World War One in its early days, much of its history has been underpinned by expansion. The company successfully moved into automotive manufacturing in the late 1950s, with brands such as Holden and Ford becoming key customers over the next 30 years. When this sector was under pressure in the 1990s, the company again straddled industry – this time finding long-term success in manufacturing components used in construction and infrastructure projects all over Australia, in addition to other critical industries. “The focus turned to lifting and rigging – products like eye bolts, turnbuckles, and rigging screws,” says Rocky Galati, General Manager. “That’s what kept Townley relevant and gave us a clear identity in the market.” These products are integral to safe and compliant infrastructure operations. Formerly Townley Drop Forge, Townley Forging and Engineering Pty Ltd designs and manufactures them to Australian standards, which Galati explains are among the strictest in the world. “For example, our eye bolts require a six-to-one safety factor, compared to four or five-to-one in other regions,” he says. “Those higher standards mean our product meets tougher conditions and stricter compliance. Customers can rely on that.” Sourcing also plays an important role. Whenever possible, Townley Forging and

Townley Drop Forge manufactures an assortment of lifting and rigging products for Australian infrastructure projects.

Image: Townley Drop Forge

Townley Drop Forge brings more than a century of expertise of forging and manufacturing to Australia’s infrastructure sector.

“THE FOCUS TURNED TO LIFTING AND RIGGING – PRODUCTS LIKE EYE BOLTS, TURNBUCKLES, AND RIGGING SCREWS.” Engineering uses Australian steel. “We trust the certificates that come with it, and that means we can stand behind what we sell,” Galati says. “It’s getting harder as local steel production shrinks, but our policy has always been Australia first.” A major part of how these products reach worksites is through an extensive distributor network – which spreads the metal forger’s presence to every state and territory. Galati says the partnership is also integral to the company being able to supply customised solutions. “Often a distributor comes to us with a job that needs a non-standard lifting point or a particular thread length,” says Galati. “We’ll take the specifications, do the drawings, and if needed, provide computer aided designs. We handle the engineering, the testing, and the certification. That

way, distributors can concentrate on their customers while we take care of the technical side.” This approach is especially valuable when time is critical. “A lot of these issues come up on live projects where work is already underway,” Galati says. “Our job is to provide the missing piece quickly so the job doesn’t stop.” Townley Forging and Engineering’s history is one of versatility and resilience. In addition to the manufacturer’s own expertise and business acumen, Galati believes its relationship with distributors forms part of that resilience. “They help us reach more of the industry, and we help them with products and solutions they can trust,” he says. “It’s simple, but it works. That’s what keeps us both strong in a competitive market. roadsonline.com.au

DIVERSIFYING EXCELLENCE

The diversification of Georgiou Group’s project portfolio reflects its expanding capabilities and enduring commitment to contributing to the future of Australia’s community, renewable and transport infrastructure.

or Georgiou Group, staying one step ahead of industry trends is a conscious effort, but at times, organic factors such as growth and innovative thinking lead the company in a new direction that sets a precedent for the rest of the sector. When it comes to the diversity of the organisation’s project portfolio, the company can’t lay claim to being the first to look beyond the horizons of the construction and infrastructure markets. It can, however, be recognised as one of the few that puts the community and future prosperity of the nation over the bottom line. For Nick Fryday, General Manager, New South Wales – Georgiou Group, this diversification isn’t viewed as a business opportunity. Instead, it’s seen as a responsibility to elevate Australia’s built environment. “There are fantastic opportunities for us to leverage the experience and capabilities we’ve built over the past 10 years with our core clients and apply them to new, diversified clients, while broadening the profile of projects we deliver nationally,” he says. “Diversification for us isn’t about chasing every emerging market. It’s about taking capabilities that we know we can deliver – such as complex civil works, stakeholder management and collaborative contracting – and applying these where clients and communities need them most. “ New South Wales (NSW) is a particular example of the Georgiou Group’s

diversification in action. Underpinned by decades of local industry experience, the organisation is delivering a more varied portfolio of projects across the state. While the types of infrastructure that the Georgiou Group delivers in NSW may be evolving, the fundamentals behind successful project delivery remain consistent. “The asset may be different, but the fundamentals of successful delivery remain the same: understanding risk early, planning around stakeholders, managing complex interfaces and building a team that can respond when conditions change,” Fryday says. Fryday adds that the organisation’s agility and ability to react when new opportunities present themselves has been a key contributor to making this vision a reality. “We’ve got a very flat structure, which differentiates us from other Tier Two contractors, allowing us to be agile and nimble. We’re not afraid to enter new markets or take on new challenges,” he says. Georgiou Group was recently awarded works to upgrade public roads surrounding the Liverpool Range Wind Farm. Located within the Central-West Orana Renewable Energy Zone of New South Wales, the project is being overseen by developer Tilt Renewables and will provide around 180 modern, high-efficiency wind turbines. A critical aspect of this project is ensuring reliable access to the wind farm site itself, as well as the ongoing maintenance of the

wind farm following delivery. These upgraded roads are also expected to bring benefits to the surrounding region by improving local connectivity and creating more resilient access routes for all. “I like being able to say we’re not just talking about renewables – we’re actively part of that energy transition,” Fryday says. “I’m proud of that.” Contributing to projects like the Liverpool Range Wind Farm reflects Georgiou Group’s growing role in infrastructure that improves regional areas while advancing Australia’s energy transition. The organisation’s ongoing contribution to the Pelican Road Bridge and Dunheved Road Upgrade in New South Wales further exemplifies this focus. At Pelican Road, Georgiou Group is delivering a new bridge over Eastern Creek, as well as associated roadworks, retaining walls, safety barriers, and shared pathways for pedestrians and cyclists. The Dunheved Road Upgrade includes the current two-lane road being widened into a double-lane road separated by a median barrier, the addition of new traffic lights at key intersections, as well as the construction of new shared walking and cycling paths. Both represent a conscious effort to contribute to a growing volume of local government infrastructure projects. Fryday says local governments are often open to collaboration and improved whole-of lifecycle

The Georgiou Group prioritises alliance model delivery for projects such as the Hexham Straight Widening.

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solutions that provide superior assets in the long run. “Key items like improving constructability can be a huge benefit to the outcome when approached in this way,” he says. “We bring the experience and the quality systems and processes we’ve developed over decades with large-scale construction projects to local government and non-government development works, which often don’t attract Tier One contractors – and I think clients really appreciate the benefits of that.” A particular passion for Fryday and his team is the fact that future-focused projects are typically embedded in the daily routines of residents – the roads they drive on, the bridges they cross and main streets they walk on. For Georgiou, being involved in these works means it’s not just delivering infrastructure, but helping to shape safer, more functional places for locals to live and work in. “Being part of projects that grow and improve the amenity of communities is something that we’ve always been proud to be involved in,” Fryday says. “Diversification also creates opportunities for our people. It allows them to apply their experience in new environments, build broader careers and work alongside specialists who bring different perspectives into the business.” PROJECTS IN PARTNERSHIP Regardless of the project type or scale, the Georgiou Group has long preferred approaches that prioritise partnership over profits. One of the key ways that the company delivers on this ethos is prioritising alliance models for project delivery where possible and appropriate. Its recent works on the Hexham Straight Widening is just one example, with the project forming part of a wider package to improve connections along a critical point of the 960-kilometre Pacific Highway. This work package is being delivered in partnership with SMEC, Daracon, and Transport for NSW. “Alliances integrate the client, the joint venture partner and Georgiou into one project team, with aligned goals where everybody’s pulling in the same direction,” Fryday says. The alliance structure also supports rapid, joint party decision-making, which is exactly where Fryday thinks the Georgiou Group adds the most value. “When you incur risks or challenges that would often lead to commercial or time tension, everyone works together because everyone’s got skin in the game and is motivated to achieve the best possible outcome,” he says.

Works like the Pelican Road Bridge highlight the Georgiou Group’s passion for delivering positive outcomes for the community.

Georgiou’s collaborative approach is also evident across its growing portfolio of regional infrastructure projects, including the Parkes Bypass. Georgiou Group served as the lead contractor on the Parkes project, delivering the 10.5-kilometre bypass on the Newell Highway for Transport for NSW. This project includes delivery of major intersections, overpasses and bridges and now diverts more than 1000 heavy vehicles and trucks away from the town centre daily. Fryday believes the project shows that Georgiou Group can deliver complex road infrastructure in non-metro environments while still maintaining the high standards and stakeholder focus more commonly associated with major urban projects. “The Parkes Bypass removed several thousand heavy vehicles from the main street every day. It’s made the town a much more pleasant place to spend time, with less traffic and more pedestrians. “Towns almost always benefit from fewer heavy vehicles and become more of a destination,” he says. “Having visited Parkes many times myself – whether it is families crossing the road, or people accessing the town centre and all the facilities within the town – they were interacting with all those heavy vehicles traversing the town centre every day. I know how much that project will help improve safety and enhance the town centre for residents, business and visitors alike.” EMBEDDED IN INDUSTRY Fryday is also uniquely positioned to understand current industry trends and challenges, with his tenure on the board of the New South Wales arm of the Civil Construction Federation commencing earlier this year.

Nick Fryday, General Manager, New South Wales – Georgiou Group.

Whereas his day-to-day work at Georgiou is focused on project delivery and business outcomes, the board environment exposes Fryday to broader industry issues, policy settings, and the strategic challenges faced across the contracting sector. “It’s been very interesting being involved and getting that different lens that the board is exposed to,” he says. The board position has given him insight into the pressures, trends, and opportunities affecting contractors across the state, many of which point towards a heightened need to diversify one’s project portfolio. “Not all organisations are capable of diversifying,” Fryday says. “Some are satisfied in the sphere that they’re working in, others are ahead of the curve. Our strength lies in our people and established capabilities, supported by the specialist knowledge and talent we bring into the business where needed. The focus is not to become everything to everyone. It is to build a balanced portfolio of projects where our people, experience and collaborative approach can deliver lasting value. That is what sustainable growth looks like for Georgiou.” roadsonline.com.au

Images: Georgiou

COMPANY PROFILE

ALL OR NOTHING

Mem Yesil and Mel Agnew’s high-risk entry into traffic control management laid the foundations for the immensely successful Borger Traffic.

raffic control is Mem Yesil’s life calling – and he answered it nearly 20 years ago. Back then, he was a crane operator in New South Wales, and worked closely with traffic controllers across a variety of projects as part of the job. These experiences gave him an intimate view of what the job entailed. “I would always deal with traffic control,” Yesil says. “Projects that operate cranes often cause temporary road closures and lane diversions, and these plans need to be completed in a safe and compliant manner. Without traffic control, work can be delayed or go unfinished entirely, clients can be inconvenienced, and people’s lives can be put at risk.” While Yesil learned the ins and outs of traffic control management, he also discovered that it was a skill. He quietly 34

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vowed to start up his own business in the sector – and received a crash course in 2020, during the COVID-19 pandemic. “Crane jobs got quiet over COVID,” Yesil says, “so there wasn’t much work. My mate had a traffic business which was quite active, though. He would often ring me for help on some of his projects, which I always gave. “My wife Mel Agnew would always hear me giving this help, and one day she suggested that I finally start my own business. It was a tough time for us, as we had two kids, a mortgage, and little work. But it also proved a unique opportunity. And sometimes, you need to take a jump.” Yesil’s jump was more of a leap. He quickly began researching the field – speaking with controllers about the job when he was operating cranes, looking for accreditations, and calling traffic control

companies for quotes on their services. Before too long, Yesil and Agnew founded a small traffic control company named after one of their daughters – Alyssa Yesil Traffic Control (AYTC) – and set up operations in her bedroom. “I was the sole traffic controller,” Yesil says, “and my wife was handling operations.” Inspired by the company’s headquarters, AYTC was built on and led by family values – honesty, respect, responsibility, and safety. But the business also harboured a burning ambition. Yesil wanted AYTC to control traffic for Borger Cranes. “Shawn and Nathan Borger are considered royalty in the construction industry,” he says. “Everyone in the sector wants to work for them – it was a dream to do so. Mel and Shawn had known each other for over 20 years, too, so I felt like

Image: Borger Traffic

Shawn Borger, Mel Agnew, Mem Yesil, and Nathan Borger.

COMPANY PROFILE

the collaboration was truly possible.” But Agnew felt the nascent traffic control company needed experience. So, over 18 months, Yesil and Agnew worked with clients, built industry connections, and became ingrained in the sector – all while working through the growing pains of new business. As traction slowly picked up, the duo began hitting milestones. AYTC grew to eight people and relocated to a small yard in Matraville, Sydney – a site which had space for about three work vehicles. Finally, AYTC was ready. Yesil and Agnew met with Shawn Borger, who was interested in a partnership. But executing it took time. “Shawn was into us working together, and sent an email to all his supervisors about giving us a go,” Yesil says. “But every single one of them said no.” They kept trying for a year, until things turned around. “One day, one of Borger’s own supervisors needed help with getting some permits for a job,” Yesil says. “Mel turned to me and said ‘this is your

chance, don’t screw it up’. We needed to get a permit that typically takes 10 days in 24 hours. It took everything we had, but between our expertise and list of contacts, we got it in the end.” From then, AYTC’s rise was meteoric. “We went from one supervisor in Borger’s network giving us a shot, to every single supervisor using us,” Yesil says. Borger Cranes took notice, and swiftly

Borger Traffic oversees utility maintenance and other civil works. Yesil, now General Manager, oversees many controllers and travels to meet clients around the country. Even amid large-scale operations and big client meetings, he still feels the family values that he and Agnew brought to AYTC. “It’s so easy turning up to work when you work for Borger,” Yesil says. “Everyone

“PROJECTS THAT OPERATE CRANES OFTEN CAUSE TEMPORARY ROAD CLOSURES AND LANE DIVERSIONS, AND THESE PLANS NEED TO BE COMPLETED IN A SAFE AND COMPLIANT MANNER.” made Yesil’s dream a reality. In 2023, AYTC was bought by Borger Cranes, and became Borger Traffic. In the three years since its establishment, the meteoric rise of Yesil’s operations has continued. His traffic control team has grown from four controllers to over 100, along with 20 vehicles and a new modern fleet on the way, a larger office space in Matraville, and a broader value proposition. In addition to traffic control,

wants to come in and give their all. Despite its size, the company is very family-oriented. Morale is high, people believe in the brand, and they feel like they belong.” Currently, Borger Traffic is looking to enter the Queensland market in time to pick up contracts for the 2032 Brisbane Olympic Games. “It’s a far cry from working in my daughter’s bedroom.”

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MACHINERY & EQUIPMENT

CHOOSING WISELY

Komatsu’s hybrid excavator range is designed to deliver both fuel savings and productivity improvements for operators.

hen the price of global crude oil reached an all-time high in 2008, Australia’s construction industry was massively disrupted. Many companies struggled to operate in the face of higher business costs, tighter margins, and transportation surcharges. As a result, Komatsu endeavoured to develop a solution that could provide financial relief. That year, the heavy equipment manufacturer introduced its hybrid hydraulic excavator, a model that it’s continued to develop in the near 20 years since. Now, Australia’s construction market is facing similar challenges. Recent data from the Australian Bureau of Statistics’ June 2026 Business Conditions and Sentiments survey found that 85 per cent of construction businesses were negatively impacted by fuel prices or availability, while 87 per cent of those reported increased operating expenses, citing fuel prices as a contributing factor. Mark Boyes, National Business Manager for Construction at Komatsu Australia, says this environment is putting a renewed focus on the hybrid excavator. “When fuel prices rise, even relatively small improvements in fuel efficiency can make a big difference to the bottom line,” he says. “Hybrid technology takes that a step further, allowing us to recover energy that would otherwise be lost and put it back to work.”

The hybrid system captures energy generated as the excavator’s upper structure decelerates during slewing, converting it into electricity and storing it in an ultra-capacitor. The recovered energy is then used to assist the machine during operations, reducing demand on the diesel engine. “Customers can reduce fuel consumption while maintaining the productivity and performance they expect from their excavator,” Boyes says. He adds that as a result, excavator applications which involve frequent and repetitive slewing provide more opportunities to recover and reuse energy. “If you’re working a stockpile and loading trucks, you’re continually digging, slewing, unloading, and slewing back again,” Boyes says. “That repetitive cycle is exactly where hybrid technology can come into its own. The more opportunities the machine has to recover energy through the slew cycle, the greater the potential benefit.” Komatsu’s hybrid excavator range includes the 23-tonne HB215LC-3 and the 38-tonne HB365LC-3, both designed to deliver fuel savings while maintaining the reliability, productivity and quality of build expected from Komatsu excavators. “There’s no single fuel-saving figure that applies to every worksite, but when a hybrid is working in an application that plays to the strengths of the technology, the savings

can be substantial,” Boyes says. “That’s what makes understanding the customer’s operation so important. It’s about putting the right machine into the right application and helping them get the greatest possible return from the technology.” Such is the case with Komatsu customer Andy Divall from New South Wales-based civil contractor Divall’s Earthmoving. Divall purchased his first hybrid excavator from the brand in 2008, and has continued to use it to tackle bespoke crushing applications. “A standard excavator might burn around 16 litres of fuel an hour, while the hybrid can do the same work on around eight litres,” he says. “That’s about a 50 per cent reduction in fuel burn in the right application, which is a massive saving for us.” As the construction industry’s focus on lower-emission machinery continues to grow, Boyes re-emphasises the importance of the immediate economic case for hybrid equipment. “With fuel costs putting pressure on contractors, we’re encouraging our customers to consider where hybrid excavators could fit within a fleet and deliver meaningful savings,” he says. “For the right application, you’re using less fuel to get the same job done, and that’s good for both the customer’s bottom line and their emissions.” roadsonline.com.au

Image: Komatsu

Komatsu’s hybrid excavator is an economic choice for heavy equipment operators facing high operating costs and rising fuel prices.

THE SECRETS TO EX-SITU Roadstone Recycling, a loyal customer of the Wirtgen Group, is utilising the latest road construction equipment and technology to deliver circular economy outcomes for projects. Wirtgen equipment forms an essential part of Roadstone Recycling’s process.

nnovation within the road construction sector often occurs when an alternative, quicker or cleaner way of doing things is required to overcome a hurdle. Other times, it occurs organically, thanks to the drive and proactiveness of those within the industry. The growth of bitumen foam stabilisation represents both scenarios. Close to two decades ago, Roadstone Recycling, and the wider Patten Pavement Services (PPS) Group that it’s part of, were seeking greater technical performance and reliability when it came to bitumen foam stabilisation. Bitumen foam stabilisation involves insitu or plant mix stabilisation of pavement materials, using bitumen as the primary binder in the formulation. The production and application of which can be a demanding process, particularly when it comes to getting pressures, temperatures, water/bitumen/air ratios and flow stability right, with very little margin for error. Roadstone Recycling and the PPS Group’s early adoption and support of bitumen foam stabilisation was challenged by the limitations of many retrofitted plants which often suffered blockages, inconsistent flow, and costly failures that were often only discovered after significant material had been produced. As Tony Ferguson, Crushing and Recycling Manager – Roadstone Recycling explains, challenges such as this often present

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opportunities to innovate and think “outside the box”. “Bitumen foam stabilisation is a very technical product and process – far more than standard cement treatment or general granular materials. There are a lot of moving parts and variables, and a hundred ways to do it wrong but only a couple of ways to do it right,” he says. “If your technology isn’t designed right, it becomes a disaster pretty quickly – and you often don’t realise until it’s already cost you a lot of money.” Around this time, the profile and reputation of Wirtgen’s technology was growing dramatically, driven by the equipment’s ability to solve the practical problems that many producers were battling. PPS Group’s purchase of the KMA 200 marked the first major step towards what is now a long-term partnership between the former and the global machinery manufacturer. The KMA range represents Wirtgen’s line of mobile cold recycling and mixing plants, designed to produce bitumenstabilised materials (BSM) and other cold-mix products using a variety of input materials, including RAP (reclaimed asphalt pavement), crushed aggregates and recycled construction materials. That early KMA range investment, followed by years of project work across airports and major projects around Australia, put the PPS Group and

Roadstone Recycling at the forefront of foamed bitumen stabilisation. As Wirtgen evolved the KMA line from the 200 to the 220 and then to the KMA 240, Roadstone Recycling stayed the path, becoming a first adopter of the KMA 240 in Australia. Ferguson personally saw the evolution from largely analogue, mechanically-driven controls to the fully digital, finely balanced systems in the 240, making the plant more stable, precise and scalable. “What Wirtgen has done really well is design the KMA units and foaming bars so they consistently overcome production and application challenges – with proper back pressure protections and smart design,” he says. “Over a decade and a half, I’ve never seen them lose that edge as the high‑end, reliable, best‑quality gear in the foamed bitumen space.” Further investment helped to establish the circular approach that Roadstone Recycling is so well known for today. In parallel with the KMA unit, the PPS Group built out a large Wirtgen profiling fleet, comprising of about 10 Wirtgen units, making the company one of the largest profiling contractors in Victoria. On the Roadstone Recycling side, the group invested in Kleemann crushing and screening gear, including MR 130 Z EVO2 impactors, an MC 110 jaw crusher, an MCO 90 cone crusher, classifying and reclaiming screens, and stackers. Roadstone Recycling is capable of delivering projects of varying scales and conditions.

Images: Roadstone Recycling

MACHINERY & EQUIPMENT

Roadstone Recycling prides itself on delivering circular economy outcomes for infrastructure.

These machines became the backbone of the material processing loop, bringing profiled RAP back to base, crushing, screening and blending it into feedstock ready for the KMA 240 to process. The equipment was just one aspect, with Wirtgen’s vast telematics and intelligent technology platforms providing more efficient methods for project delivery. “The new WPT – the Wirtgen Performance Tracker – under the John Deere Operations Centre, gives real‑time processing information such as how many tonnes are coming off the front of your belts on your crushers. For rock‑crushing people like us, that’s the most important bit: how the gear is going and how productive we are,” Ferguson says. “We track our loaders in real time – where they are, their paths taken through the day – and we can see all our assets tracked together. For us, that’s a daily

tool inside our real‑world operations centre. We’re all working in a competitive industry where you’ve got to take every advantage you can. If you can see the data in real time, you can get that competitive edge, while also remaining cost‑efficient and productive.” THEODORE STREET Recent works have demonstrated how Roadstone Recycling and the wider PPS Group’s approach, equipment and technology help to provide closed‑loop, circular economy model-based projects. Theodore Street, a council road in St Albans, Victoria, was the site in question. Delivered in partnership with Brimbank City Council, the project involved more than 660 tonnes of site-derived material being re-engineered into a highperformance foamed bitumen base layer. This alternative method eliminated the need for traditional, carbon intensive reconstruction, with the works using about 97 per cent recycled and sitederived materials. Ferguson says that the works present a test case for others to build from, representing how circular economy initiatives can be achieved, all while reducing impacts on the wider community. “We cut on the Monday, crushed and graded Monday into Tuesday, foamed Tuesday into late Wednesday, and sealed on Thursday, so a four‑day program from start to finish,” he says. “It was ambitious, even with all the moving parts in‑house, but it minimised

impact on the council road and local residents. The profiled material came back to our home facility, which housed the profilers, trucks and crushing. We tipped it straight into the MR 130 Kleemann crusher, processed it, blended it to correct deficiencies, and then stabilised it through the KMA 240 before sending it back out as a high‑value product. “We had councils from all around the area on site. They saw the material being made, touched and felt it, watched it get loaded into trucks, and by the time we finished the production walkthrough and presentation, two rounds of trucks were already down at the job, and the paving crew was well underway,” Ferguson says. “They didn’t just see a ‘before and after’ – they saw the whole build.” Going forward, Ferguson is excited about the opportunity to showcase more end‑to‑end jobs, including bringing councils and clients on site to see the full process. He adds that the strengthening of the partnership with the Wirtgen Group will be key to growing Roadstone Recycling’s reputation as a high-capability partner in the space. “Wirtgen keeps that competitive edge not just on the mechanical side and operator quality‑of‑life, but also through continuous improvements and soft‑releasing updates to existing products,” Ferguson says. “They’re investing heavily to stay ahead in digital, telematics and artificial intelligence – and we’re keen to be the test case that shows what’s possible.” roadsonline.com.au

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MACHINERY & EQUIPMENT

REDEFINING HEAVY LIFTING FOR INFRASTRUCTURE PROJECTS The need for reliable, efficient, and intelligent material handling systems has never been greater. At the forefront of this transformation is Konecranes, offering innovative solutions like the Smarton crane and Smart Features to redefine how critical projects are approached.

Images: Konecranes

Konecranes combines the latest crane technology with expert service and support.

unnelling and infrastructure projects are the lifelines of modern development, connecting communities and driving economic growth. However, these projects often come with unique challenges, such as handling massive loads in confined spaces and ensuring precision in demanding environments. Addressing these challenges requires advanced material handling systems that combine power, precision, and intelligence. Enter the SMARTON® open winch crane – a solution designed to meet the rigorous demands of infrastructure

projects while setting new standards in efficiency and safety. The SMARTON crane is a powerhouse of engineering, capable of lifting loads ranging from 6.3 tonnes to an impressive 500 tonnes, depending on its configuration. This versatility makes it an ideal choice for a wide range of applications, from moving tunnel boring machine components to positioning large structural assemblies. Each crane is tailored to the specific needs of the project, ensuring optimal performance in diverse operating conditions.

What truly sets SMARTON apart is its compact design. With a low headroom requirement and efficient hook approaches, the crane maximises the use of available space – an invaluable feature in the often-constrained environments of tunnelling and infrastructure projects. Despite its smaller footprint, the crane does not compromise on power or precision. Its advanced components, including custom-designed gears, motors, and controls, ensure smooth and accurate load handling, even in the most challenging scenarios. roadsonline.com.au

MACHINERY & EQUIPMENT

SMARTON helps to satisfy broader goals of emissions reduction and eco-efficiency.

ENHANCING SAFETY AND EFFICIENCY Incorporating cutting-edge automation technology, SMARTON offers a suite of Smart Features that redefine operational efficiency and safety. These softwarebased add-ons are designed to assist operators in controlling crane movements with greater accuracy, particularly in applications where precision is critical. One standout feature is Sway Control, which minimises load swing by managing the crane’s acceleration and deceleration. This not only enhances safety by reducing the risk of collisions but also speeds up operations by enabling faster, more precise load positioning. Another gamechanging feature is Hook Centring, which automatically aligns the crane’s bridge and trolley directly over the load, eliminating side pull and ensuring a safer lift. Additional features like Snag Prevention, Micro Speed, and Target Positioning further enhance the crane’s capabilities. For instance, Snag Prevention halts crane movement if the hook or load gets caught, while Target Positioning allows operators to predefine load destinations, streamlining complex lifting tasks. These features collectively make SMARTON a smarter, safer, and more efficient choice for demanding projects. SMARTER MAINTENANCE In the era of industrial digitalisation, data-driven insights are transforming how the industry approaches equipment 42

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maintenance. SMARTON comes equipped with TRUCONNECT® Remote Monitoring, a digital service that provides real-time information on crane usage and condition. This includes data on running time, lifted loads, motor starts, and even safetyrelated occurrences like emergency stops. By combining TRUCONNECT data with inspection and maintenance records, operators gain a comprehensive view

efficient approach to material handling. However, it’s important to note that energy efficiency is just one piece of the puzzle. The crane’s overall design, including its compact structure and advanced automation features, also plays a role in reducing operational inefficiencies, thereby supporting broader goals of emissions reduction and sustainability. The challenges of modern infrastructure projects are as diverse as they are complex. From handling heavy components to operating in confined spaces, these projects require solutions that are not only powerful but also adaptable and intelligent. SMARTON rises to the occasion by offering a combination of high lifting capacity, compact design, and advanced automation features, all tailored to the specific needs of each project. But technology alone is not enough. Safe and efficient lifting operations also depend on skilled operators, robust maintenance practices, and a deep understanding of the project’s unique requirements. By combining state-of-the-art crane technology with application expertise and lifecycle services, Konecranes aims to support its customers in managing even the most demanding lifting operations.

“WHEN COMBINED WITH THE SMARTON CRANE’S ADVANCED AUTOMATION CAPABILITIES, TARGET POSITIONING TRANSFORMS COMPLEX LIFTING TASKS INTO SEAMLESS OPERATIONS.” of their equipment’s performance and maintenance needs. This proactive approach not only enhances safety and reliability but also helps optimise maintenance schedules, reducing downtime and extending the crane’s lifecycle. For infrastructure projects where equipment access can be challenging, these insights are invaluable. Energy consumption is a growing concern in the construction and infrastructure sectors. To address this, SMARTON can be equipped with energy-efficient drive systems and an energy feedback mechanism that returns braking energy to the power grid. While the exact energy and emissions benefits depend on factors like operating patterns and electricity sources, these features contribute to a more eco-

SHAPING THE FUTURE OF MATERIAL HANDLING As urbanisation accelerates and the need for sustainable development grows, the role of intelligent material handling systems in infrastructure projects will only become more critical. The SMARTON crane, with its blend of power, precision, and digital intelligence, represents a significant step in meeting the challenges of today, while also laying the groundwork for a smarter, more connected future. The SMARTON open winch crane is more than just a piece of equipment; it is a comprehensive solution designed to move what truly matters. By integrating advanced technology, digital tools, and a focus on safety and efficiency, it is helping to build the infrastructure of tomorrow – one lift at a time.

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ANA AND SRE: A PROSPEROUS PARTNERSHIP The ever-growing partnership between ANA Asphalts and machinery provider Specialised Roading Equipment (SRE) has helped the former to grow its project capability, as well as its reputation as a trend-setter in the space. ANA’s Director outlines the SRE difference.

NA Asphalts represents the modern asphalt provider. With a frequent social media presence, a young and ambitious team, as well as a new approach to legacy projects and challenges, the company is now capable of delivering both major and minor scale works. Angus Walker, Director – ANA Asphalts heads up this new direction. He says the development of a new arm within the business laid a path towards establishing what is now one of the company’s most valued partnerships. “Our spray seal business is still quite young – we’re two years in – and we’ve taken the technology and the way we do things from the asphalt side and adapted that. Customers really like the simplicity and the way we deliver our jobs,” Walker says. “Traditionally a customer had to get a spray seal quote, an asphalt quote, a line marking quote, traffic control – it’s a pain. Now we deliver all four aspects in-house. From start to finish they just come to us, and off they go. That’s been the key, filtering all our aspects into one.” One of the foundational values of ANA Asphalts’ operation is innovation, looking at new methods and solutions that can help to complete projects to a higher standard, in a more efficient manner.

Walker says that the industry’s preference – and at times, requirement – to be risk adverse can often shut the door on new ways of thinking and doing. “It’s a funny industry – everyone’s fixed on what’s been in the market for 30 years,” he says. “It’s like comparing a Tesla with a 1999 Holden Commodore. We challenge the status-quo and say, ‘I’m not happy with how we’ve been doing it for 30 years – it’s not going to get us through the next 30’. “Every time you solve a problem, you’ll likely discover another. That’s why we’re constantly finding more solutions to help us.” It was this drive that led ANA Asphalts to Specialised Roading Equipment (SRE). END OF SEARCH Walker and his team were looking for change and a machinery supplier whose product quality and support matched their ambitions. Specifically, a provider of modern, well engineered sprayers that could respond quickly to issues and feedback. SRE emerged as a front runner, not only due to the machinery and service on offer, but also an alignment on attitude. Through Walker’s tutelage, ANA Asphalts has developed a keen interest in identifying

Images: ANA

Both companies share a passion for innovation and collaboration.

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inefficiencies or pain points in the road and asphalt industry, then building or adopting better ways of working, he says. SRE operates with a similar mindset, with the manufacturer pivoting away from being just a machinery manufacturer, to what is now a solutions provider. “The biggest advantage with the SRE team is they’re not a big conglomerate,” Walker says. “The support is unreal. Even though they’re based in New Zealand, they still feel relatively close. Spare parts haven’t been a problem, and technical advice is easy to get – you can still reach the people you need. “From manufacturer to contractor, there definitely needs to be collaboration. SRE are good at that – they take feedback, find any potential improvement areas in their product, and they’re good at closing those gaps.” Another standout was the wait time. “They committed to getting sprayers to us within a 12‑month timeframe, which is unheard of in this game. They’ve delivered not only one, but there’ll also be a second and a third within that time,” Walker says. “It shows the partnership is just getting stronger and stronger.” The adjustable spray bars and modern controls of SRE’s units have helped ANA Asphalts to deliver jobs more efficiently and consistently, helping to grow the company’s customer base, leading to the purchase of two additional 12,000-litre units. IMPROVEMENT ACROSS THE BOARD Both ANA Asphalts and SRE are motivated by the prospect of making a broader impact on the industry, not just their own bottom lines. This motivation culminated in SRE’s Managing Director Mark Wansbrough participating in an industry ‘show and tell’ hosted by ANA Asphalts, attended by its clients and industry partners. This handover event allowed ANA Asphalts’ associates to learn more about the company’s inaugural SRE unit, equipping

MACHINERY & EQUIPMENT

ANA and SRE’s partnership aims to uplift the wider sector.

attendees with knowledge that they could apply within their businesses and contexts. Its Walker’s belief that making the work more attractive to staff, safer and more efficient for crews is helping to set a new benchmark for what a spray seal operation can look like. Pair this with SRE implementing feedback from the likes of ANA Asphalts, and not only does the industry benefit, but also the

wider community, as Walker adds. “With the old sprayers you’d have to get to the yard at 3am, put it on the burn, and run a loud burner and fan at 4am – you can imagine the issues that causes with residents in terms of noise,” he says. “The SRE units are on a plug‑in system tied to a text alert. The operators set it when they finish; if there’s a power issue, it sends a message. Otherwise, they start

at six, unplug it, and off they go with the product at exactly the right temperature. You’re not using diesel to heat the truck, you’re saving wages and time, people aren’t starting at three or four in the morning, and everything is digitally recorded and monitored.” This future of a more data-driven, innovative and collaborative industry is one that excites Walker – and one that he’s already seeing play out through ANA Asphalts’ interactions with SRE. “Everyone wants to know everything – where the trucks are, how hot the product is. Asphalt is asphalt, but it’s how you capture it, sell it, invoice it, monitor it, record it, and measure performance that will matter,” he says. “It’s all good to go and buy the gear and have all the machinery in the world, but if you haven’t got the people to support it, develop it, and keep improving it, it’s worthless. “Every day we can be better – that’s what we push for. That’s one of the biggest reasons why the partnership with SRE has been so successful.”

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BREAKING UP

Rammer has introduced the new Compact Range E06 rockbreaker, engineered to deliver easier maintenance, lower fuel consumption and the reliability that modern operations demand.

ammer’s product portfolio has received an upgrade. For decades, the Finnish Original Equipment Manufacturer (OEM) has designed a variety of hydraulic attachments to support heavy equipment across a wide range of industries. Key to its value proposition are its rockbreakers devices, which break down hard oversized objects that could otherwise disrupt the feed of material processing in a variety of applications. Rammer’s line rockbreakers have been celebrated by operators since they were first manufactured in 1978. “Rammer rockbreakers have earned their reputation through a combination of engineering design, durable construction, and decades of performance in demanding mining, quarrying, demolition, and construction environments,” says Adam Leece, Sales Manager at Total Rockbreaking Solutions. Sitting at the small end of Rammer’s rockbreaking range, the E06 attachment is built to deliver strong and efficient performance for compact carrier machines found on construction and demolition jobs, where a smaller machine still has to break more rocks for less money. These machines range from three to eight tonnes, and with help from the E06, can process a large amount of hard material for their size. “This new rockbreaker is designed to deliver exceptional performance in a compact package,” Leece says. “The attachment combines an impressive power-to-weight ratio with advanced features that help operators get more done.” Such features include Constant Blow Energy (CBE) technology, which provides the rockbreaker with consistent impact energy across every hit – regardless of any changes within the carrier machine’s pressure or hydraulic flow. Additionally, the E06’s Idle Blow Protection (IBP) is a safety technology that prevents the

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rockbreaker from firing until downward pressure is applied to the tool against a solid surface. This protects the tool from failures and reduces stress on its tie rods. By guaranteeing both efficiency and safety, these mechanisms make the E06 a more reliable attachment than some counterparts, while lowering operating costs in demanding applications. Moreover, the tool’s robust modular body design allows for versatile use throughout the rockbreakers’ lifecycle, while optional features such as wear plates for cast body protection and an automatic greasing device help enhance durability and longevity. Together, these characteristics enable the E60 to easily cut through old pavements, break apart concrete foundations, and fracture kerbs or sidewalks for road widening and resurfacing projects. The attachment can also be used in utility trenching – breaching asphalt, hard soil, or underlying bed rock to dig trenches for underground utilities. In addition to Rammer’s new rockbreaker, the Rammer authorised dealer network supplies Australian operators with the rest of the OEM’s comprehensive product portfolio – from compact breakers to the boom systems mounted at mine crushers, along with the servicing that keeps them running. “This range also includes larger rockbreakers, such as the 9033E,” Leece says, “which is suitable for carriers between 65 and 120 tonnes. This attachment also incorporates Rammer’s CBE and IBP technology, but belongs to an entirely different class of equipment.” This dealer network even extends internationally. Groundtec supplies the OEM’s products to operators in New South Wales, while Walkers Hammers distributes them to Victoria, South Australia, and Tasmania. QLD Rock Breakers deals them to Queensland,

Image: Rammer

MACHINERY & EQUIPMENT

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Above: Rammer’s rockbreakers break down hard oversized objects that could otherwise disrupt material processing in a variety of applications.

the Northern Territory, and Papua New Guinea. Meanwhile, Total Rockbreaking Solutions supplies WA operators. Leece explains that this regional dealership structure gives customers access to technicians who understand local operating conditions, can sell the right equipment best suited to these conditions, and can quickly respond when support is needed. He says the relationship between Rammer and its authorised dealers extends beyond a traditional manufacturer-distributor model in this way, with close collaboration across technical expertise, service, and customer support. “Rammer’s Australian dealers operate as authorised factory partners, with ongoing technical, service, training, and product support from Rammer’s headquarters in Lahti, Finland, which is part of the Sandvik Group,” Leece says. “It means lower operating costs and higher production. By minimising unplanned downtime through reliable equipment, fast local service, genuine parts, and predictive maintenance.”

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High performance for demanding lifting needs At Konecranes, we understand that precision and adaptability are key in modern material handling systems. That’s why we’ve developed the SMARTON compact open winch crane — a solution designed to meet the most demanding assembly and maintenance needs. With lifting capacities ranging from 6.3 tons to an impressive 250 tons, SMARTON combines advanced mechanical and electrical engineering with customizable features. From tailored hoisting trolley layouts to TRUCONNECT Remote Monitoring, this crane offers unparalleled flexibility and real-time data insights. It’s not just about lifting; it’s about empowering you to make informed decisions on safety, productivity, and maintenance. Discover how SMARTON can transform your operations with its perfect blend of mechanical excellence, lifting intelligence, and service support.

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Images: SANY

The SANY STR50E fivetonne light tandem road roller is the first of its kind in the world.

NO SHOCKS WITH SANY ELECTRIC The SANY STR50E represents the world’s first fully electric, five-tonne light tandem road roller, designed to address and quash prior hesitations surrounding electric equipment from industry.

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hen it comes to milestones and global firsts in the construction space, the appearance of SANY’s name is not uncommon. Whether it be the world’s longest concrete pump boom, the first ‘lighthouse’ factory for heavy machinery, or the first ever fully battery powered telehandler crawler crane, SANY has long been willing to take the first step into the unknown, helping to find a path for others to follow. Now, the company is once again introducing a global first, this time on a smaller scale. As a key SANY distribution platform in Australia, Putzmeister Oceania’s road construction arm benefits greatly from the broader group’s varied business divisions, which also share a core goal of striving towards greater electrification of equipment and services. As Ryan Van Den Broek, Head of Road Construction – Putzmeister

Oceania explains. “SANY has its own dedicated energy division – everything from wind turbines and solar panels to electric equipment and hydrogen plants,” he says “Environmental, social, and governance (ESG) is one of the core pillars of the business, and that philosophy flows through into everything we do on the electric and ‘green’ side of the product range. “That means that SANY doesn’t just focus on generating electricity but also making sure that we have the machines to actually benefit from this supply, like electric trucks, excavators, rollers and more. “Electric is one of SANY’s primary innovation focuses for the next decade.” The company’s pioneering research and development, as well as its innate eagerness towards electrification, has led to the rollout of a global first – the SANY STR50E light tandem road roller, a 4.5-5 tonne class machine that provides 100 per cent battery-powered drive and vibration. Housing a 1380 millimetre working drum width and powered by a 60 kilowatt-hour (kWh) cobalt-free lithium-iron-phosphate battery, the STR50E has been designed to tackle day-to-day road maintenance such as patching, as well as smaller construction jobs. A standout feature of the STR50E is its regenerative braking capability. Because the machine operates in a back-and-forth compaction pattern, the electric motors switch into generator mode during deceleration, feeding energy back into the batteries. This means energy is only consumed when Ryan Van Den Broek, Head of Road Construction – Putzmeister Oceania.

MACHINERY & EQUIPMENT

the machine is working. When it slows down, it recovers some of that energy, effectively extending its serviceable working time. The STR50E offers flexible charging options. It can be slow-charged from a standard 240-volt (V) supply, which suits overnight or depot charging, or fastcharged at a direct current (DC) fastcharging station. The unit reflects not only SANY’s innovation but also changing trends and requirements within the sector, Van Den Broek says. “We do a lot of work with government and councils,” he says. “Many councils now have minimum requirements for electric machines to meet their carbon targets. Having electric rollers, excavators or smaller regional machines just gives them more options in how they hit those numbers.” A core function of Putzmeister Oceania’s distribution of SANY equipment is education, a particularly important aspect when it comes

to electrification. Despite the “obvious” benefits, Van Den Broek says that apprehension still exists among some in the industry. One of the common misconceptions that he and his team often hear revolves around the operational life and durability of the battery. “The batteries are rated for around 4000 full charge cycles, assuming there’s one charge per day, 300 days of per year, over a 13-year period,” he says. “People hear ‘4000 cycles’ and think they’ll burn through that quickly, but you may not put that many tanks of fuel through a car in its life. It’s just a different way of thinking, and that’s where the education piece comes in.” Combined with the lack of engine oils, filters and many traditional diesel service items, the machine is positioned to deliver lower lifetime operating and service costs compared to conventional roller designs. The STR50E is also designed to integrate with existing telematics

systems, similar to diesel machines. Fleet managers can still see location and utilisation data, but with the added benefit that there is no conventional idle fuel burn to worry about. “Operators love it. It’s almost silent, the performance is fantastic, and all the concerns – power, productivity, doing the job – we’ve been able to tick those boxes,” Van Den Broek says. “Some of the people who initially said they’d never go electric are now saying, ‘maybe we will.’” He adds that Putzmeister Oceania and the wider SANY Group are well positioned to continue developing such technology, well into the future. “SANY is already heavily invested in renewables like wind farms, so we’ve got the technology and the people inhouse,” Van Den Broek says. “We don’t have to outsource everything and try to make it fit. That makes it much easier to innovate and adapt those solutions into machines like the STR50E.”

NEW RAMMER E06 Small in size. Big on innovation. Rammer has expanded its next-generation Compact Range with the introduction of the new E06 hydraulic rockbreaker. Engineered to deliver exceptional powerto-weight performance, the E06 combines Constant Blow Energy (CBE), Idle Blow Protection (IBP) and a robust unified body structure to maximise productivity while reducing carrier stress, fuel consumption and operating costs.

One Brand. Every Size. Proven Performance. From the new E06 Compact Range to Rammer heavy-duty rockbreakers and boom systems, every model is engineered to maximise productivity, reliability and uptime. Want to know more? Contact your Rammer dealer today!

A STRONGER, FASTER NEW CHAPTER

The Adaptalift Group is significantly improving its parts and service offering to support its new role as an authorised JCB distributor and to better serve customers nationwide.

Image: Adaptalift

Jason Hoddan, General Manager of Parts – Adaptalift Group operating the Hanel Lean Lifts.

he Adaptalift Group understands that equipment is only as strong as its after-market support. Since entering a major dealership and distribution partnership with JCB in March 2026, the fully independent and family-owned company has taken strides to strengthen its national capabilities to support existing and future customers. The core driver is a commitment to reducing customer downtime and ensuring that the first and ongoing experience with Adaptalift JCB is fast, reliable, and genuinely premium. Rather than gradually building capability and risking service gaps, the company has chosen to invest heavily up front in both inventory and infrastructure so that customers are supported from day one. As Jason Hodder, General Manager of Parts – Adaptalift Group explains. “Since becoming the authorised distributor for JCB, we’ve invested very 50

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heavily in both parts and infrastructure to support it,” he says. “By investing early and heavily, we make sure our customers don’t suffer any downtime. “This investment isn’t just about today; it’s about supporting our growth over the next five to ten years.” A major part of this improvement is the scale of inventory and the way it is positioned. Adaptalift has already brought in around $1.5 million of JCB parts, with plans to increase that to between $3 and $4 million over the next six to 12 months. “It was really important to make this investment so we could hit the ground running. We want customers’ first experience with Adaptalift JCB to be positive. We want to be fast, proactive, and supportive – and without the right infrastructure and product support, that’s impossible,” Hodder says. He says part of this investment has

also helped to revolutionise internal processes for the manufacturer. By using Hanel Lean Lifts – high-density, vertical storage systems – the Adaptalift Group is now able to store and handle a large number of parts in a compact footprint. Each tower stands about nine metres tall and contains approximately 70 trays that are automatically brought down to the operator at the touch of a button. Instead of staff walking up and down aisles, parts can be retrieved from the very top of the tower in about five and a half seconds, helping Adaptalift to get parts in and out of the business faster, reducing customer downtime and supporting a higher level of service. This technology also effectively turns unused vertical space into highly efficient storage, allowing Adaptalift to increase its parts capacity for customers. “Our new storage process ensures that

MACHINERY & EQUIPMENT

Hanel Lean Lifts allow the Adaptalift Group to store and handle a large number of parts in a compact footprint.

the product is virtually dust‑free and contaminant‑free. Parts can sit in there for a long time and still come out in mint, brand‑new condition,” Hodder says. “We’re a proud family company, and we want customers to see the commitment we’ve made. We’re not here just to sell product; we’re here to improve service and the customer experience.” Adaptalift runs a national distribution network with branches in every Australian state. Parts are held both in the national distribution centre and in local branches, so customers can receive most orders overnight, with larger freight typically arriving within one to two days. “Having parts on the ground where customers need them, when they need them, is critical. If a customer is in regional Queensland, having the parts in Queensland can save them a full day, and time is money,” Hodder says. “We’re looking to become the largest distributor of JCB parts in Australia. We’re the only dealer and distributor with a true national footprint, able to support every state with a growing branch network.” Adaptalift is also strengthening the way customers interact with the parts

The Adaptalift Group is hoping to invest heavily and early to boost its support capacity for customers.

and service network. JCB customers can place orders by phone via a national support network, through the Adaptalift JCB website parts portal, by email, or by visiting their local branch. The team aims for a 30-60 minute response time on web and email enquiries, reinforcing the promise of fast, proactive support. This is aligned with the company’s

positioning: a premium JCB product should be backed by genuine, premium quality parts, readily available when and where customers need them. “Having this infrastructure in place means we can seamlessly bring new line items into the business,” Hodder says. “Long-term, we’re very confident we can support both the product and our customers extremely well.” roadsonline.com.au

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EVENTS

THE TAKEAWAY

Peter Colacino, Chief Executive Officer of the Australian Constructors Association, breaks down key learnings from the Foundations and Frontiers 2026 forum.

Mike Lewis of Laing O’Rourke addresses the crowd at the Foundations and Frontiers 2026 forum.

were characterised by clarity of roles and authorities. Teams understood their responsibilities, raised issues early and focused on solving problems rather than protecting commercial positions. Trust did not replace governance, but rather made it more robust. The third lesson was the importance of aligned outcomes. One of the most powerful observations from the forum came from Western Sydney Airport; project leaders consistently referenced a shared understanding of what they were trying to achieve and why it mattered. The project was not framed as building an airport, but rather a way of creating jobs, enabling economic growth, and delivering long-term opportunities for the region. That shared purpose influenced behaviour throughout delivery. The projects highlighted at Foundations and Frontiers demonstrated that when outcomes are clear, teams are better equipped to make decisions, navigate challenges, and maintain alignment when pressure inevitably emerges. Another recurring theme was the need to stop reinventing the wheel. “If we have built dozens of bridges before, why do we continue starting from scratch?” said one speaker. “The same challenge applies across transport infrastructure. Whether it is bridge components, station designs, procurement approaches or project governance frameworks, there are opportunities to standardise, adopt proven solutions, and scale what already works.” International examples reinforced this point. Mike Lewis from multinational construction company Laing O’Rourke described how the United Kingdom has pursued modern

methods of construction through repeatability, manufacturing, and standardisation. He argued that Australia has many of the capabilities required to pursue these methods, but the challenge is bringing them together systematically, rather than applying them in isolated pockets across individual projects. The final lesson was that productivity is not solely about working faster. Much of the national productivity conversation focuses on labour availability, industrial relations, or project pipelines. These issues are important, but the discussions at Foundations and Frontiers highlighted the fact that productivity improves when people spend less time resolving avoidable problems, and more time creating value. Creating value means investing in design before construction starts. It means involving end users early. It means creating procurement processes that encourage collaboration rather than defensiveness. It means using technology to remove administrative burden rather than replace professional judgement. And it means building environments where people are willing to raise issues before they become crises. The event showed that the industry doesn’t lack examples of success. Western Sydney Airport was delivered on time and on budget. The New Bridgewater Bridge demonstrated the power of trust and leadership continuity. And Atlassian Central showed what can be achieved when teams invest in planning and collaboration with the supply chain. Across the country, successful projects are proving that better outcomes are possible. The challenge now is having the discipline to repeat what works. roadsonline.com.au

Image: Australian Constructors Association

‘T

he Australian construction industry spends too much time focused on finding industry problems rather than identifying and embedding what is already working’ – was the premise behind the Australia Construction Association’s (ACA) Foundations and Frontiers 2026 forum, held in Sydney August 20. The ACA brought together the people behind some of Australia’s most successful projects, and asked what the sector could learn from these achievements. Across initiatives such as the Western Sydney International Airport, the New Bridgewater Bridge, Atlassian Central, major transport programs and the expanding data centre sector, the answers were consistent. The projects that delivered exceptional outcomes did not rely on a single innovation, contract model, or technology. Instead, they shared a common set of behaviours. The first was early contractor involvement. Speakers pointed to the value of bringing delivery teams into projects before critical decisions are locked in. On successful projects, contractors, clients designers, and suppliers work through challenges together during planning and design – when changes are relatively inexpensive and problems can still be solved. Speakers repeatedly highlighted that many of the industry’s most costly issues originate long before construction begins. Projects succeed when teams invest time upfront – aligning objectives, challenging assumptions, and resolving risks early. The second lesson was that culture matters. For example, panellists described culture at the New Bridgewater Bridge, as the multiplier that amplified every other aspect of the project. Meanwhile participants spoke about leaving the Western Sydney Airport contract in the bottom drawer and focusing on relationships first. Across multiple sessions, speakers returned to the same conclusion – that trust accelerates decision-making, unlocks productivity, and creates suitable conditions for innovation. Speakers mentioned that this is not about being soft on accountability, but quite the opposite.. The most successful projects

EVENTS

NEW AND IMPROVED

The Converge Expo is back in 2027 with new exhibitors and sponsors set to facilitate important connections and discussions for Australia’s construction industry.

onverge Expo burst onto Australia’s civil and commercial construction scene in 2025. Hosted over two days in Melbourne’s Convention and Exhibition Centre, the event brought together people, technology, and ideas to support major infrastructure projects across the country, address key challenges, and drive the sector forward as a whole. Molly Hancock, Head of Marketing at Prime Creative Media, says the response to the expo’s debut exceeded expectations. “Seeing Converge Expo come to life in 2025 was incredibly rewarding,” she says. “Bringing more than 5000 people through the doors confirmed that there is a real appetite for an Australian-owned event that genuinely connects the civil and commercial construction sectors.” Off the back of its success, Converge Expo is set to return in 2027. Scheduled for September 15-16, the event will be bigger and better, expanding on everything that made its first iteration such a success. Among these updates is the new Contractor Hub – a space on the event’s exhibition floor dedicated to creating valuable face-to-face access to the teams delivering major projects. Additionally, the expo will host a brand new conference program, which will feature respected industry leaders sharing practical insights into project delivery, procurement, market trends, and upcoming opportunities. The event will also be bolstered by a new matchmaking program, Converge Connect, in 54

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Image: Prime Creative Media

Converge Expo will return in 2027 with an array of updated features for attendees.

which developers and contractors network over curated meetings to discuss industry opportunities and form the partnerships needed to secure upcoming tasks. “Converge 2027 is designed to give attendees the insight, tools, and connections they need to secure their next projects,” Hancock says. “Attendees will leave better equipped to compete for, and win, this work.” These new show features have been lauded by Genesis Equipment, whose presence as a Gold Sponsor for Converge Expo will also be new to the 2027 iteration. The Queenslandbased company has been entrenched in a number of Australia’s heavy industries for close to a decade. “We have more than 100 years of combined experience across workshop, automotive, and truck applications,” says Steve Clifford, General Manager of Genesis Equipment. “We supply premium equipment for these spaces to a national customer base with the help of our extensive dealership network. “Our customers range from automotive plants, truck and bus workshops, car dealerships, and the rail and mining sectors, to domestic car enthusiasts.” With a versatile client base, Clifford understands the value of business exposure to a variety of industry stakeholders. He says that being a Gold Sponsor for Converge Expo will provide a great opportunity to introduce the brand to more of the construction sector, which spans many niches. “The Converge Expo is a major intersection of Australia’s construction space,” he says. “It’s

made of up so many different people – civil contractors, Federal and state government officials, associations, equipment managers, fleet managers, project managers, and more. They will all be attending the event and voicing their needs and hopes for the industry.” Clifford also explains how Genesis Equipment’s sponsorship of the expo will provide imperative access to these discussions, which will impact his business in addition to his customers. “We want to be on the floor, getting our brand in the middle of these conversations,” he says. “We want the greatest number of people to know that we are a key supplier of workshop equipment, and we want to hear the greatest number of industry-wide decisions being made.” The Genesis Equipment team views these networking opportunities as crucial for all industry participants, regardless of their level of involvement in the space. “It’s so refreshing to have access to people at an event like Converge,” Clifford says. “People will tell you the truth about your brand and the sector at large – what works, what doesn’t, and what should be changed. Networking like this is invaluable for any business trying to find new ideas, build relationships, and get exposed to more products. “It’s rare to have all of this in one place, but that’s what Converge does – and we can’t wait to be a part of it.”

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TRANS-TASMAN PRECAST COLLABORATION RETURNS TO SYDNEY The National Precast Association and Concrete NZ Precast Sector Group are bringing their biennial joint industry meeting to Sydney for the 2026 National Precast Industry Showcase.

ROADS OCTOBER 2026

The National Precast Industry Showcase aims to bring precast specialists together to address key issues and growth areas for the sector.

Image: Bianco Precast

lthough precast concrete is a specialised part of Australia’s construction and infrastructure industries, the challenges faced by designers, manufacturers, installers and other project stakeholders extend well beyond Australia’s shores. It’s one of the many reasons why the National Precast Association and Concrete NZ Precast Sector Group (CNZ-PSG) first held a joint meeting in 2012 and have continued the biennial collaboration, alternating between Australia and New Zealand. The event serves as both a technical forum and a networking hub, bringing together precast manufacturers, suppliers, designers, and industry leaders from across both countries. Dave McGuigan, Technical Director – CNZPSG has helped to oversee the successful delivery of several joint meetings. He says the event enables the industry to exchange knowledge around the challenges and opportunities facing the precast sector. “It’s a great chance for members of both organisations to get up to speed with the latest industry developments. Keeping up to date and the factory visit are probably the benefits that attendees value the most,” McGuigan says. “We want people to walk away with both new contacts in the industry, as well as new ideas.” A central feature is a full one-day technical program, where attendees hear from guest speakers, get updates on health and safety, codes and standards developments, industry training initiatives, and other specific technical matters, such as curing and reinforcement detailing. Reinforcement detailing is particularly important in New Zealand, where designers and manufacturers must account for seismic forces. This can result in complex detailing and production requirements. “New Zealand has a strong focus on addressing the potential impacts of earthquakes, so the reinforcing and detailing

aspects can get quite complicated. That doesn’t always make life easy for the precaster,” McGuigan says. While technical sessions form a key part of the program, just as important are the casual and social connections made during the event, McGuigan adds. “It’s as much a social catch‑up and networking as it is a full day of technical program – people are getting industry insights, updates, and the chance to catch up with guest speakers,” he says. A major drawcard of the industry showcase is the factory tour, which gives delegates an opportunity to see how another precast manufacturer manages production, yard layout, lifting, quality and safety. This year’s delegates will visit Ozcast Precast in Sydney. “The factory visit has long been a highlight for showcase attendees. Our members are always keen to see how other precasters are operating,” McGuigan adds. CONTINUED COLLABORATION Beyond the National Precast Industry Showcase, both the CNZ-PSG and National Precast Association are in frequent contact to support the industry’s growth across both nations.

Training is another area in which the two organisations have collaborated, recognising the importance of developing practical skills and encouraging consistent practice across the precast workforce. Concrete NZ initially shared precast training resources developed with New Zealand’s Building and Construction Industry Training Organisation. Building on this early collaboration, the National Precast Association has undertaken significant work to develop an Australian online microcredential program, supported in part by the Queensland Government. The National Precast Association has also supported the inclusion of five new precast-specific units within the Certificate III in Manufactured Mineral Products. “Many of the challenges facing our members are shared across both countries. Bringing the two nations together allows us to learn from one another, build stronger industry connections and explore practical ideas that can improve safety, quality and productivity,” National Precast CEO Cadell Taye says. The 2026 National Precast Industry Showcase will take place at the Swissôtel Sydney from November 9 to 11, 2026. For more information, visit: https://nationalprecast.com.au/nationalconference/

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CONTRACTS & TENDERS

CONTRACTS IN BRIEF

Roads & Infrastructure provides an update on some of the contracts and tenders recently awarded or put to market across Australia and New Zealand. QUEENSLAND $900M in infrastructure contracts renewed A major services provider has been awarded significant contract renewals for the delivery and maintenance of electrical and utility infrastructure across Australia and New Zealand. The recent water and power contract renewals and extensions across Australia and New Zealand are valued at more than $900 million and have been awarded to Downer EDI Limited. In Australia, Downer will become responsible for the delivery of water and wastewater infrastructure services for Logan City Council in Queensland, with works valued at $320 million. Under the extension, Downer will continue its partnership with Council through the Logan Water Infrastructure Program Alliance, which comprises the delivering planning, design and program management services across water, sewerage and treatment assets. In New Zealand, Downer has secured a $378 million contract renewal with Watercare Services Limited (Watercare) to deliver proactive and reactive maintenance across Auckland’s northern water and wastewater network for a maximum term of 10 years. Downer has also been awarded a five-year delivery services panel contract with Vector to deliver electrical capital works across the Auckland energy infrastructure network. Downer will support and deliver ongoing network augmentation, renewal and upgrade projects – with works including asset installation and replacement, overhead and underground works, substations, testing and commissioning, outage planning, traffic management and delivery management. The expected value of this contract is in excess of $135 million. Lastly, Downer has also secured a two-year contract with Invercargill City Council (ICC) in New Zealand to deliver reticulation operations and maintenance across its water, wastewater and stormwater networks, valued at up to about $108 million). The contract has a maximum term of 15 years.

NORTHERN TERRITORY NT Gov awards $37.4M upgrade contract A $37.4 million contract has been awarded to infrastructure company Exact Contracting to seal 22.5 kilometres of the Northern Territory’s Santa

ROADS OCTOBER 2026

Teresa Road. The road connects the Santa Teresa community and Alice Springs, servicing a number of pastoral leases and acting as the main access route for several freight companies. However, it is historically prone to flooding and corrugation. Upgrades to the road will make it more resilient to these hazards, specifically delivering an eight-metre-wide sealed rural arterial road, with associated civil works, site establishment, and traffic management planning and implementation. Exact Contracting will first begin work to upgrade and deliver a two-lane sealed road, starting from around the 40-kilometre mark through to approximately 62 kilometres along the road. These works aim to improve safety for all road users, reduce travel times, and support a more reliable transport route southeast of Alice Springs. The project is part of the $415 million Northern Territory Strategic Roads Package – jointly funded by $322 million from the Federal Government and $83 million from the Northern Territory Government. Exact Contracting’s upgrades will build on previous works delivered as part of the package, including sealing seven kilometres of Santa Teresa Road from the 13-kilometre and 20-kilometre sections. Works are expected to be completed by early 2028.

NT Gov awards $12.95M upgrade contract The Northern Territory Government has awarded a $12.95 million contract to deliver major flood restoration works to the Sandover Highway. The 561-kilometre corridor is a critical connection for livestock, freight, and motorists between the Plenty Highway to Camooweal, and suffered extensive damage during Tropical Cyclone Megan in March 2024. Further damages were caused by the region’s 2025-26 wet season. Local Tennant Creek business Remote Industries Australia has been awarded the contract to deliver key improvements to make the vital corridor more flood-resilient. Construction will commence in September following initial emergency access repairs, aiming to restore damaged sections of the highway to pre-flood conditions. This will include reconstructing and re-sheeting gravel pavement, repairing erosion and drainage infrastructure, and desilting existing drainage systems. The works are expected to be completed by June 2027.

WESTERN AUSTRALIA Consortium awarded $700M contract for Kwinana Freeway A construction consortium has been awarded a $700 million contract to upgrade more than 29 kilometres of Perth’s Kwinana Freeway between Roe Highway and Safety Bay Road in Western Australia. The freeway is a major arterial road in Perth, supporting more than 100,000 road users every weekday. The consortium – consisting of CPB Contractors, McConnell Dowell Constructors, Arup Australia Projects, and Jacobs Group – will begin the upgrades early next year, to ease congestion and improve safety across Perth’s southern suburbs. The works will enable smoother traffic flow and reduce travel times along the freeway. Detailed design will begin on 11 kilometres of widening from Russell Road to Mortimer Road, in addition to an extra lane southbound from Roe Highway to Berrigan Drive, and another lane northbound from Russell Road to Beeliar Drive. New coordinated ramp signals will be installed on 11 northbound ramps, which will create 42 kilometres of continuous smart freeway from Safety Bay Road to the Narrows Bridge. The $700 million upgrade is being jointly funded by the Federal and Western Australian governments. Project completion is scheduled for mid-2029, with significant sections of completed widening to be opened by late 2028.

Engineering consortium appointed for WA rail upgrades Planning is now underway for key freight rail upgrades in Perth’s south to support the future Westport container terminal in Kwinana, Western Australia. A consortium of engineering firms – Arup Australia Projects Pty Ltd and WSP Australia Pty Ltd – have been appointed to form an integrated project team with Main Roads WA and the Public Transport Authority. Construction will proceed, once funding is allocated.

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13/5/2026 5:14 pm