Inside Construction February - March 2023

better back Building

Payapps Chief Revenue Officer

Brett Stephenson discusses how creating a resilient business model is key to success in the ever-changing construction industry climate.

Demolition sector showcase

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REGULAR FOCUS

23 Customised learning for contractor safety

The Australian Rail Track Corporation harnesses Area9 Lyceum’s Rhapsode to set contractors up for success.

12 Building back better Payapps helps construction businesses build resilient business models with technology.

EVENTS

56 Roll up for Sydney Build 2023

A huge line up of expert speakers have been confirmed to speak at Sydney Build 2023 in Sydney.

PROFILE

44 Miranda Swift

Cadet Civil Engineer at Northrop Consulting Engineers and student Miranda Swift inspires the next generation of women engineers.

46 Cathy Hayes

Head of Client and Strategy NSW & ACT at CPB Contractors

Cathy Hayes shares her journey of championing positive change.

ASSOCIATIONS

48 Australian Constructors Association (ACA)

Jon Davies: 2023 will be a year to remember.

50 The National Association of Women in Construction (NAWIC)

Lauren Fahey: Shifting the dial.

52 National Precast Concrete Association Australia

Up close with Shisham.

54 Empowered Women in Trades (EWIT)

Melinda Davis: Attracting young people to apprenticeships.

26 Embracing an integrated approach to wellness

McConnell Dowell adopts The Integrated Approach to Wellness in an effort to improve mental health and wellbeing across its operations.

31 It’s electrifying

Komatsu delivers a new range of electric machines as part of its commitment to creating a more sustainable future for the construction industry.

34 Fighting fire with prevention

CJK Fire & Safety shines a light on the importance of fire safety in the built environment.

38 Unlocking the power of data

Through “connected construction”, Trimble Viewpoint transforms the way the construction industry works.

42 Workwear fit for women

Blackwoods champions gender equality with its extensive range of workwear tailored specifically for women.

DEMOLITION SECTOR SHOWCASE

16 A new lease of life

Showcasing some of the industry leaders making waves in the demolition sector with innovative processes, products, technologies and techniques.

17 Robots raise the bar

Brokk revolutionises safety and efficiency in the demolition sector with its remote-controlled robots.

20

Demolishing unconscious bias

Dr Gretchen Gagel delves into the metaphorical demolition of unconscious bias in the construction industry.

From the editorial team

A year of transformation

Welcome back to our first edition of Inside Construction for 2023. On top of showcasing the latest in construction industry technologies and opportunities for the year ahead, this month we explore the superior demolition solutions driving safety and efficiency in the sector.

Following what was a turbulent year for the Australian construction industry, the new year brings with it new hope and optimism for change. There seems to be a new spark of energy cascading through the industry, with executive leaders and tradespeople alike banding together to set transformation in motion.

Inside Construction’s official media partner, the Australian Constructors Association, is one organisation calling for industry reform. The association’s ambition to transform the industry is multifaceted and CEO Jon Davies says now is the time to make 2023 a transformational marker.

The introduction of new and innovative technologies is another part of the industry shift towards transformation. Our Demolition Showcase features remote controlled demolition robot manufacturer Brokk, a company consistently innovating its products to create safer and more efficient workplaces across the world. Also looking to transform safety in the construction industry, Dr Gretchen Gagel shares her insight into the metaphorical demolition of unconscious bias. Just as important as physical health, mental health should be prioritised to create safe and well workforces. Her advice on how to create awareness of, and address, unconscious bias in construction is profound.

With some challenging years behind us, Payapps is also focused in supporting the industry to foster a bright and prosperous future. The company’s Chief Revenue Officer Brett Stephenson unpacks the benefits of construction technology in building a resilient business model. Looking to be another huge event for

the Australian construction industry, Sydney Build 2023 will host a plethora of transformative solutions for the sector. Across nine stages, topics like digital transformation, modernising construction, driving equality and change, and government initiatives will be covered by industry experts. Held on 6 and 7 March at the International Convention Centre Sydney, the event is set to present new perspectives for approaching the construction industry. For further inspiration, this month we sat down with Miranda Swift, Cadet Civil Engineer at Northrop Consulting Engineers, to hear about her career journey and passion for inspiring the next generation of aspiring women engineers. Co-creator of a new Women in Engineering pilot mentoring program called ‘Hustle’, Swift is helping attain, recruit and retain females within the sector. Her pathway from a small regional town is captivating. Driving transformation in the construction industry is the backbone of Inside Construction magazine. We hope by sharing these stories of industry leaders spearheading change in the industry we uplift and energise you for the year ahead. Enjoy!

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Executive summary

This issue at a glance

As the industry continues to recover from the height of the pandemic, Payapps is supporting construction businesses to create resilient business models bolstered by innovation and technology.

The company is also set to release a global research report in the first quarter of 2023, including Australia, New Zealand, Ireland and the United Kingdom, that will outline the current challenges the construction industry is facing and provide insights on how technology can play an essential part in building a more resilient business for the future.

Payapps Chief Revenue Officer Brett Stephenson unpacks how using construction technology to build a resilient business model can help your business thrive.

He says “building back better” revolves around construction businesses creating a more resilient business model focusing on improved financial management, effective collaboration between builders and subcontractors and workforce productivity.

Pages 12-15.

ARTC has recently launched a new personalised Contractor Safety Management (CSM) Program committed to the safety of its workforce and contractors, with the support of Area9 Lyceum’s e-learning platform Rhapsode.

Built on 25 years of cognitive research, Area9 Lyceum’s fourdimensional learning platform Area9 Rhapsode stood out to ARTC for its adaptive, personalised capabilities.

ARTC has seen significant improvements in contractor safety since the program was launched, with its leaders observing staff being much more proactive and taking greater ownership in setting contractors up for success.

James Kennedy, ARTC’s Program Manager for the CSM Program looks into the new program, how it works and its safety benefits. Pages 23-25.

This month’s showcase explores the superior demolition solutions making waves in the construction industry, from products and technologies to new ways of thinking.

Hear from the demolition companies and people spearheading innovation and improvement in the construction sector.

Brokk is revolutionising safety and efficiency in the demolition sector with its remote-controlled robots, a machine backed by almost half a century of knowledge and experience.

Brokk’s range of demolition robots provides unique characteristics and countless options for a number of industry applications. The company has recently launched its online

asset management solution called MyBrokk and has an ever-expanding range of attachments and tools to enhance the versatility and efficiency of its demolition robots.

Sales Manager Stefan Mace has been with Brokk Australia, Brokk’s Australian subsidiary, for nearly 12 years and provides insight into the global company’s long and exciting history.

Dr Gretchen Gagel delves into the metaphorical demolition of unconscious bias in the construction industry. In an effort to tear down unconscious bias, Dr Gagel provides her advice on how to address and increases awareness of it in the workplace.

Demolition Showcase. Pages 16-21.

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Executive summary

McConnell Dowell has recently adopted The Integrated Approach to Wellness across its operations. Set to achieve industry-wide cultural change, the program is a framework outlining a roadmap of activities for all levels of construction businesses to build a culture of positive wellness and mental health.

Piloted on the Mordialloc Freeway Project in Melbourne, Victoria, the program’s participants reported huge improvements in their mental health and wellbeing. The pilot’s success saw the launch of The Integrated Framework, a roadmap that addresses the key issues around mental health and wellbeing in the construction industry.

McConnell Dowell’s Regional Health & Safety Manager - Victoria/Tasmania, Grant Fuller shares the trials and tribulations and successful outcomes of the program, as well as the reasons for its development. Pages 26-29.

Komatsu has over a century of experience, and with it has come an extensive offering of ground-breaking construction solutions – including

its range of electrified machines and equipment.

Komatsu more recently launched the PC01E-1 in Japan last year – its first electric micro excavator powered by portable and swappable mobile batteries. At bauma 2022 trade fair held late last year, Komatsu proudly displayed the machine along with a concept model of its new 3-ton Full Electric Remote Controlled Mini Excavator boasting six electric motors. Prototypes of the 3-ton PC30 Electric Mini Excavator and 20-ton PC210 Electric Hydraulic Excavator were also on display at the event, with both machines set to be introduced to the market in 2023.

Komatsu’s Executive General Manager Construction Dean Gaedtke delves into the company’s path to electrification, one of its many solutions to creating a more sustainable future for the construction industry. Pages 31-33.

CJK Fire & Safety is striving to educate the construction industry on the relatively new, yet crucial, profession of fire safety engineering. Led by Managing Director and Founder Christina Knorr, the CJK Fire & Safety team takes a unique and holistic approach to provide fire preventative solutions to the construction industry.

Knorr is a shining example of the opportunities that arise from a commitment to, and passion for, the fire safety engineering profession. Not only has she built a successful business that services projects Australia wide, but she also sits on the Engineers Australia Committee in Queensland and on two external advisory committees at the Western Sydney University. She is an examiner for the Engineers Australia Chartered Engineers assessment process and a guest lecturer at the UNSW Edge Construction Law Intensive. One of the latest projects Knorr has

started working on, under the name ‘CJK Fire & Safety Education’, is an education platform offering online courses for the wider construction industry, and property and legal professionals.

Knorr shares her journey in the field of fire safety, as well as the importance of engaging fire safety engineers early, in both new and existing builds. Pages 34-37.

Through “connected construction”, Trimble Viewpoint is enabling real-time decision-making, increasing productivity and boosting profit margins in the Australian construction industry.

By operating in the cloud and leveraging real-time tools and workflow through Trimble Viewpoint, contractors like Growthbuilt, a Sydney-based design and construction company, are working smarter rather than harder, increasing once razor-thin profit margins.

Jon Fingland, Trimble’s Vice President and Category General Manager explores connecting the digital and physical worlds; and Ewan Van Zyl, Chief Financial Officer, and

Komatsu’s Dean Gaedtke talks electrification.

CJK Fire & Safety’s Christina Knorr explores fire safety in construction.

General Manager of Finance and Risk at Growthbuilt shares how Trimble Viewpoint helped his business boom. Pages 38-40.

Blackwoods is championing gender equality in the construction industry with an extensive range of workwear tailored to women from some of the construction industry’s leading suppliers.

A company leading the way in developing specific workwear tailored to women is Blackwoods supplier Workwear Group, across both its KingGee and Hard Yakka brands.

KingGee has committed to ensuring there is a female equivalent of every male garment in its range. New features include pants in two cuts to suit different body types (straight and

People. Pages 44-47. Miranda Swift, Cadet Civil Engineer at Northrop Consulting Engineers and student, is already inspiring the next generation of aspiring women engineers. Swift is currently the company’s youngest cadet engineer in Newcastle, specialising in civil design and drafting. She has also co-created a new Women in Engineering pilot mentoring program called ‘Hustle’ to help attain, recruit and retain females within the sector. Swift shares her journey from a small regional town into the construction industry.

Cathy Hayes is Head of Client and Strategy NSW & ACT at CPB Contractors, driving a relationshipdriven partnerships approach. Hayes works in the bidding space, writing strategy and guiding decisions that drive positive long-term outcomes for CPB Contractors and its clients. She has supported delivery of various building and infrastructure projects such as the hospital redevelopments at Royal North Shore, Nepean, and Campbelltown campuses in Sydney. Also a Director on the Australian Constructors Association (ACA) board, she shares her journey of championing positive change, collaboration and sustainability.

Associations. Pages 48-55. Looking forward to the year ahead, Australian Constructors Association’s Chief Executive Officer Jon Davies shares the organisation’s ambitious goals, with the help of government and key stakeholders, to help transform the construction industry in 2023.

Leigh Eam, NCSM - Apparel & Footwear at Blackwoods explains how gender parity in apparel and footwear is vital to greater comfort and inclusion for women on the jobsite. Page 42-43.

The National Association of Women in Construction is working with industry and government to shift the dial towards gender equality, and this month General Manager Lauren Fahey tells us how.

This month, Inside Construction got up close with one of National Precast Concrete Association Australia’s more recent Industry Partners, Shisham Stanley Group. The company joined National Precast in August 2022 and Managing Director Dean Messina caught up with Inside Construction to provide insight into the business.

As the construction industry continues to face labour and skills shortages, Empowered Women in Trades ’ Head of Programs Melinda Davis shares how investing in youth could be the solution.

Events. Pages 56-58.

To be held at Sydney’s International Convention Centre on 6 and 7 March, Sydney Build 2023 is looking to be another huge event for the Australian construction industry. Inside Construction caught up with Sydney Build event organisers to bring you everything this year’s event has to offer. Now in its seventh year, Sydney Build has firmly established itself as one of the leading construction industry events in Australia, providing a great opportunity for professionals to get together to discuss past, present and future projects.

Blackwoods has a range of workwear fit tailored to women.

Shisham Stanley Group’s Dean Messina shares company insight.

Building back better

For what has been a tumultuous past few years for the construction industry, many businesses and organisations in the sector have had to react in agile and decisive ways to survive. As the industry continues to recover, Payapps is focused in supporting construction businesses to create resilient business models bolstered by innovation and technology.

Payapps Chief Revenue Officer Brett Stephenson is no stranger to business resilience, with a background across the automotive and import and export sectors in sales, account management, logistics, finance and general management roles.

Joining Payapps in November 2021, he now manages the company’s current and future partners, sales, customer success, account management and support functions.

As the economy moves into a new phase, Stephenson says now is the time for construction businesses to seek and seize new opportunities. “The pandemic has been a huge instigator in bringing about the need for more resilient business models in the construction industry,” he says. “But we must remember there will always be new challenges that arise – such as enduring current labour shortages, inflation, environmental issues, and political forces – and it’s more important than ever to ensure that your company can adapt quickly to disruptions.”

He says “building back better” revolves around construction businesses creating

a more resilient business model focusing on improved financial management, effective collaboration between builders and subcontractors and workforce productivity.

Financial resilience

Over the past couple of years, construction business insolvencies have increased sharply, and COVID-19 exposed the construction sector’s fragility of supply chains, workforce management and internal processes. The pandemic highlighted issues around risk-shifting tactics employed by general contractors to pass on risk to other parties like subcontractors.

Labour and material costs continue to rise, resulting in bid costs and payment shortfalls. Builders likely adopt a ‘pay when paid’ clause in their contracts or delay payments until they have received their payment from a third party – impacting subcontractors’ cash flow resilience. The smallest party involved in a project is generally the one holding most of the risk, and as the industry continues to work on thin margins and limited cash flow, it doesn’t take much to send a business under.

Payapps construction technology creates greater financial resilience by automating the payment claim process to provide accurate and up-to-date information on status, approvals, and values. “Being able to have that accurate data available as fast as possible certainly helps with resiliency, because if something does happen, the business can breathe easy knowing it has an efficient payment process,” says Stephenson.

“Payapps seamlessly integrates with most leading accounting and financial software like Xero, MYOB, and QuickBooks so that the business has a single source of truth and data.”

Though not the only solution to these industry concerns, Stephenson says technology plays an important role in futureproofing construction businesses, enhancing business value today and building strategic resilience for tomorrow.

“If we look at the opportunities technology unlocks in building resilience, one major benefit is business continuity,” explains Stephenson. “By improving the flow of information through connected technology and data, businesses are better positioned to manage unforeseen events or crises.”

As we move on from the height of the COVID-19 pandemic, Payapps Chief Revenue Officer Brett Stephenson unpacks how using construction technology to build a resilient business model can help construction businesses absorb stress, recover critical functionality and thrive in altered circumstances.

“The pandemic has been a huge instigator in bringing about the need for more resilient business models in the construction industry.”

Payapps is helping builders and subcontractors build greater resilience by offering technology to make progress payments simpler, faster and fairer for everyone.

“Strengthening your business plan to encompass strategic resilience is vital to driving an effective response to everchanging industry developments.”

For instance, Payapps provides complete visibility of project finances and liabilities through real-time data to ensure construction businesses can make informed decisions quickly and effectively. When you automate the payment claim process with Payapps, you have accurate and up-to-date documentation stored centrally in the cloud, and you know the status of all payment claims, approvals, and liabilities, including recoverable and nonrecoverable value, instantly. Instant access to real-time business information allows businesses to plan for unanticipated events.

Technology also presents a huge opportunity to improve competitiveness. Stephenson says technology can deliver actionable insights with immediate data information to unlock new business opportunities and improve customer outcomes by reducing costs and boosting efficiency.

“Payapps creates more efficient and timesaving payment processes with standardised and consistent claims every time,” says Stephenson. “It reduces the administration of progress claims by up to 50 per cent, giving businesses more time and dollars to focus on the project at hand and pursue new business opportunities.”

Building resilient collaboration

What’s more, technology aids in protecting business reputation, further increasing business competitiveness. Construction technology can ensure projects are delivered

on time and within budget, eliminate data errors that cause project delays or mistakes, and provide transparency across the board. In an industry like construction, where everyone seems to know everyone else, upholding a strong reputation is vital.

“Contractors want to work with subcontractors that have a good reputation and vice versa,” says Stephenson. “Word travels quickly if you’re not doing a good job.”

“If you have access to real-time, immediate data, you can run your business and complete projects faster and more efficiently, in turn making the customer happy.”

With shortages of subcontractors risking project delays, builders are challenged to maintain a positive reputation with subcontractors to ensure continued partnership, while subcontractors are looking for more transparency and collaboration in construction projects.

Payapps technology creates greater business resilience when collaborating with partners by building trust with all parties. Having standardised information in one place means everyone, including subcontractors, works from the same numbers, even when reconciling contract variations and retention. Subcontractors and suppliers can see builders reviewing and approving payment claims promptly, reducing the risk of work stoppages and missed delivery deadlines.

One of Payapps’ customers, Mainbrace Constructions, saw a 50 per cent reduction in the time it takes them to assess and approve subcontractor progress claims after adopting Payapps.

Head of

Rowena Galsim,

Accounts Payable

“Strengthening your business plan to encompass strategic resilience is vital to driving an effective response to ever-changing industry developments.”

Brett Stephenson, Chief Revenue Officer at Payapps.

COVER STORY

Building a resilient business

at Mainbrace Constructions, says Payapps has enabled the company to stay on its toes and be agile. “Having Payapps in place will make working more collaboratively with them even easier,” says Galsim.

Productivity resilience

Investing in construction technology can improve operational efficiencies. Access to real-time, accurate data enables businesses to improve workflow, cash flow and financial management.

For example, Payapps’ customer Westplex spends fewer hours on paperwork and reconciling by automatically creating invoices in Xero with Payapps. Radi Pelemis, Managing Director at Westplex, says using Payapps has simplified the company’s claims processing and saved considerable time. “It gives us a real sense of security that we are claiming the correct values, that everything is accurate, and we are not missing anything,” he says. “It enables us to track everything.”

Likewise, technologies like Payapps help improve productivity resilience within your workforce. Builders and subcontractors are facing skill and labour shortages and are faced with finding new ways to attract and retain talent. Moreover, LinkedIn reports that millennials will make up 75 per cent of the global workforce by 2025. These digital natives are using their sway to drive technological change that makes work more efficient.

Millennials are increasingly considering an organisation’s embrace of technology and innovation as an important factor when choosing an employer.

Stephenson says graduates want to work with

companies that already embrace technology because they know they’re joining a forwardthinking business that’s resilient and going to remain competitive.

“Using industry technology like Payapps can help attract new talent to your organisation while improving employee engagement and morale to reduce turnover,” says Stephenson. “No one wants to join a business using outdated technology and processes.”

“Increasing digital literacy and technology use in the construction workforce helps future-proof businesses and build resilience.

“Employee satisfaction increases due to automation in the workplace, and automating progress payments saves time while reducing errors, keeping employees motivated.”

Furthermore, technology can help foster a healthy, connected, and diversified workforce. Stephenson says when you think about health, you typically think about exercising and taking vitamins, but it’s more than that.

“Just as important as physical health is mental health,” says Stephenson. “When you think about a workforce, they all want to do their best, they all want to be accurate and efficient, and they all want to be productive –technology helps them do that in a big way.”

Adopting a more resilient business model

Several challenges have prevented construction organisations from adopting a more resilient business model – some of which can be quickly overcome with the proper knowledge.

These challenges include being time-poor, especially for subcontractors, to take the time to review existing processes and explore alternatives. Payapps discovered from their own research in 2021 that 67 per cent of construction companies lacked awareness of digitisation benefits in the construction sector. Additionally, due to cost, businesses being intimidated by construction technology, and a preference for the status quo, resistance to change is another factor preventing construction businesses from moving forward.

Providing advice for companies looking to move towards a more resilient business model, Stephenson says, “I understand that change is challenging, and many people don’t like change.”

“Using industry technology like Payapps can help attract new talent to your organisation while improving employee engagement and morale to reduce turnover.”

“Still, businesses need to adopt technology to become more resilient to remain competitive and successful in this ever-changing climate.”

“Instigators like the pandemic have shown us that you must be willing and open to change to stay ahead of the pack.

“We come across a lot of people that have been in the business for decades who want to do things the way they have always done – unfortunately, those are the businesses that are going to be at risk of issues moving forward if they don’t try to harness technology now.”

Stephenson explains that businesses don’t need to rush in and change everything at once, but they need to be open to starting somewhere. During an event in the United States last year, Stephenson presented with Procore about the how technology companies are there to help you during the change process.

“Technology companies will help you and want to see you succeed in building a resilient business model,” says Stephenson. “For example, at Payapps we’ve built an ecosystem where our customers can converse with our partners or us.”

“We’ve already vetted our integrated and strategic partners to understand they have the same beliefs that Payapps do in looking after the customer – so people can have conversations with our partners about how they can use different technologies to make their business more resilient.”

Payapps global research report

Payapps is set to release a global research report in the first quarter of 2023, including Australia, New Zealand, Ireland and the United Kingdom, that will outline the current challenges the construction industry is facing and provide insights on how technology can play an essential part in building a more resilient business for the future.

As the construction sector continues to become more dynamic and unpredictable, from the pandemic to conflicts overseas, it leads to pressures on construction businesses. Stephenson says Payapps wants to understand how it helps its clients build resilience in the face of industry challenges.

“More than just our opinion, we want the market opinion to help us better understand

the developing trends in the construction industry and formulate solutions,” he says. “Discovering the current challenges preventing resilience in the industry will allow us to determine what roadmap we take as a technology provider to assist the market in moving forward.”

“We want to hear it from the coalface; we want to collect that information through a survey and then publish it to allow people to understand what level of resilience their business has.”

Visit www.payapps.com or scan this QR code to subscribe to more expert insights and information about progress payment claims and construction technology.

“Increasing digital literacy and technology use in the construction workforce helps future-proof businesses and build resilience.“

Demolition Showcase

A new lease of life

Demolition plays a significant role in the Australian commercial and civil construction industry and without it, there would be no redevelopment or reuse of the built environment.

Buildings are designed by nature to last for decades, if not centuries, but when that lifecycle ends the demolition sector gives the property, land and materials a new lease of life.

The science of demolition is multifaceted. Whether it be tearing down a building to make way for the new, or removing hazardous structures to keep people safe, demolition is a vital sector of the construction industry.

Demolition companies are increasingly seeking new technologies to assist their operations, deliver projects quickly and efficiently, and make it safer for their teams.

Demolition technology and product manufacturers are responding promptly to the increase in demand. They’re ramping up their innovations, and releasing groundbreaking technologies and machines that are revolutionising safety and productivity.

It’s not just physical things that we demolish, but also the not so physical. The height of the pandemic is behind us, and industry leaders are starting to focus on demolishing things like unconscious bias, unethical behaviour and poor workplace culture.

By demolishing these unhealthy behaviours and placing more importance on increasing diversity, and encouraging growth and collaboration, the construction industry will start to flourish and so too the people within it.

This month’s showcase explores the superior demolition solutions making waves in the construction industry, from products and technologies to new ways of thinking.

Demolition robots

Robots raise the bar

Brokk is revolutionising safety and efficiency in the demolition sector with its remote-controlled robots, relentlessly innovating its products to push the limits of possibility. Born from a vision to make a difference in the demolition sector that started in 1976, Brokk has made its mark as one of the world’s leading demolition robot manufacturers. Today, the company is still driven by that same vision, with thousands of Brokk robots creating safer and more efficient workplaces worldwide.

Since its inception, Brokk has expanded rapidly from its grass roots in Sweden, seeing the establishment of its Australian subsidiary in 2010. Brokk Australia’s Sales Manager Stefan Mace has witnessed the extensive growth of the company’s Australian arm over the past decade, proudly sharing with Inside Construction some of its parent company’s latest innovations benefiting the Australian market.

“I’ve been working with Brokk for nearly 12 years,” says Mace. “It’s been exciting to watch how far Brokk has come in recent years in terms of technology and innovation, such as our new online asset management solution MyBrokk.”

The new hardware and software solution, an online platform developed for connected Brokk robots, was launched by Brokk in 2021. Mace says it allows operators to track and manage their machines, view real-time data and order new parts.

“The platform can also include Brokk Connect, an online platform which analyses and collects data and information to help the operator optimise utilisation and uptime,” he adds. “Many of our customers work on 24-hour sites and require instant information and support – Brokk Connect has made this a reality.”

Brokk’s range of compact, ground-breaking and reliable demolition robots provides unique characteristics and countless options for a number of industry applications. Brokk’s extensive range of machines, ranging in size and power, ensures contractors can choose the machine they need to meet specific job site requirements. For example, Brokk’s smallest machines can fit through doorways, and are light enough to easily enter lifts and climb stairwells. The larger machines provide

incredible power to size ratio, with the largest robot, the Brokk 900, still weighing only 12ton.

Further, Brokk has a huge selection of attachments available, ranging from hammers, crushers and buckets to grapples for soft demolition. Brokk’s ever-expanding range of attachments and tools take its demolition robots to the next level in terms of versatility and efficiency.

With over 10 generations of demolition robots, Brokk focuses solely on improving its signature product. “We’re constantly evolving our robots to offer a range of sizes and capabilities as well as attachments that further extend our offering,” he says.

“Almost half a century of knowledge and experience has gone into our demolition robots, and rather than releasing a bunch of new products like many of our competitors, our goal is to keep innovating and improving

Stefan Mace, Sales Manager at Brokk Australia.

Brokk 300 armed with a Darda crusher on a demolition project in Melbourne’s CBD.

FEATURE

Demolition robots

on our demolition robots to ensure they are the best in the industry.”

A decade ago, people used to see the Brokk robots as a very specialised piece of machinery, but Mace says that they’re now the norm on most demolition sites. Instead of having 12 workers on a jackhammer for example, a 1-ton Brokk robot can do the job quicker, silently and with less than half the manpower.

“No matter if you are a small or medium enterprise in the construction industry or a large corporation operating on large government infrastructure projects of mining sites, we have a Brokk for you,” says Mace.

No stranger to Brokk’s robots and their site advantages, Canberra based demolition company Insideout Demolition has proven Brokk’s variety of attachments and size-topower ratio makes them the ideal machine for demolition jobs.

Embracing Brokk’s robots for its projects has improved safety and efficiency for Insideout Demolition, including on its recent job at a private school in Canberra. Insideout Demolition’s Director Mitchell Neil says that having a range of demolition robots leads to improved methodology and provides the flexibility the company needs when approaching projects.

“On this recent job in Canberra, we were tasked to remove a mezzanine slab from a music hall within a school during school hours,” says Neil. “We used a Brokk 200 and 110 armed with Darda Crusher attachments to demolish the 300-millimetre-thick slab and adjoined staircase.”

“The robots handled the 60-square-foot job with ease in only six hours – a feat that wouldn’t be possible even with the power of a 10 or 12-ton excavator.”

Neil says Insideout Demolition competes for an increasing amount of internal work in tricky environments, and as such needs to be able to omit zero fumes and abide by site noise restrictions. “This capability, along with Brokk’s size-to-power ratio and easy manoeuvrability, enables us to compete on projects other contractors using traditional methods of demolition can’t,” he adds. “This improves our competitive advantage.”

As well as efficiency, safety is another huge benefit of having Brokk robots on site. They allow operators to stand further away from hazardous sites rather than having to sit in the machine cab and eliminate worker fatigue caused by operating heavy machinery. A person can’t operate for 48 hours straight, but a Brokk robot can.

Mace says a lot of Brokk’s machines can

“No matter if you are a small or medium enterprise in the construction industry or a large corporation operating on large government infrastructure projects of mining sites, we have a Brokk for you.”

Insideout Demolition’s Brokk 200 easily removing the mezzanine floor of this school music hall.

also be fitted with its water atomizing kit. “If you’re using the rock breaker in a dusty environment, you can use the water atomizer to bind the dust,” he says. “With no dust, no vibrations for the operator and increased accuracy, everything is a lot safer.”

“Our electric machines are also safer for the environment, emitting zero harmful emissions and no noise pollution.”

In the main, Brokk can provide a solution to many of the demolition sector’s challenges. On top of its range of standard machines, the company has a technical department that can design specialised machines for specific needs.

Brokk Australia also has a range of partner products available aligned with its commitment to safety and efficiency –including electric mini dumpers, electric mini loaders, vacuum lifting for material handling and Aquajet for hydro-demolition.

“In addition to our demolition robots and our partner products, Brokk’s head office in Adelaide has a variety of spare parts to ensure our customers have as little maintenance time on their machines as possible,” says Mace. “We have service agents who support our interstate customers, we visit our customers’ sites to look after their machines or they can come to our workshop for a machine rebuild after 15 years

of use, and we visit all customers on site to provide training on their equipment.”

Looking back at his time with the company, Mace says the biggest challenge for Brokk Australia is increasing exposure of the benefits of the Brokk product.

“We’re an established global company with a growing local team who can provide efficient and personalised service,” says Mace. “Brokk has over 10-million hours of operational experience, and we deliver the latest in innovations for the demolition sector and beyond.”

Once trained, operators are able to operate any Brokk robot, regardless of its size, saving customers time and money when it comes to operator training.

Brokk’s robots and attachments come in multiple sizes ensuring customers can choose the size and power they need.

“We’re constantly evolving our robots to offer a range of sizes and capabilities, as

well as attachments that further extend our

offering.”

Unconscious bias

Demolishing unconscious bias

Sharing her unique and invaluable insight into the demolition theme of this edition, Dr Gretchen Gagel delves into the metaphorical demolition of unconscious bias in the construction industry.

our industry. We are an industry of humble people that serve society in a way that is rarely celebrated to the extent we deserve. We provide the schools that educate our children, the electricity and gas that guide our way in the world. We solve problems like how to make buildings withstand earthquakes and how to move people from one place to another in a fast and efficient way.

I’ve also discussed some of the not-sogreat things about our industry. I would argue that there are elements of our culture that we should demolish, such as unconscious bias.

Understanding unconscious bias

One of the extraordinary benefits of dividing my time between the United States and Australia, and in consulting to clients around the world, is that I’m exposed

their team’s diversity, equity, and inclusion (DE&I) efforts propelled their company from $200 million to $500 million in annual revenue in three years.

Sam shared that they had tried to work on DE&I in the past with little success. The turning point for him was attending a course by White Men as Full Diversity Partners (WMFDP). This training opened Sam’s eyes to the fact that white men don’t fully understand that they live in and create a unique culture because they exist in that culture – it is transparent to them. This is not an attack on white men. It is an acknowledgement that those of us who are not white men might experience the world in a different way and that unconscious bias can shape how we interact with people that are different from us.

The philosophy of WMFDP co-founder Bill Proudman is documented in the book

Four Days to Change: 12 Radical Habits to Overcome

Bias and Thrive in a Diverse World by WMFDP co-founder Dr. Michael Welp.

It shares the learnings of the nearly threedecade journey of Michael and Bill in leading their highly successful programs to help not only enlighten us to the unconscious bias that exists in the world, but to help us understand how to overcome that bias and engage in a way that achieves inclusion. In Sam’s case, that inclusive thinking led to breakthrough business results.

Let me share one example of unconscious bias that I’ve experienced. In 2013 two men, founding partners of a strategy firm in the engineering/construction/energy/mining industries, hired me as the first President of their firm. I had worked with both of them at a prior strategy/investment banking firm and both were aware of my capabilities. Soon after I joined, people started asking me this question – “Are you a woman-owned business?”. In the United States womenowned business certification can at times provide for preferential selection as a supplier. My response – “No”. In many instances, the next question was, “Then why did Mark and Clark hire you as President?”. Really. Another common example of unconscious bias shared in the book is the story of a boy and his father involved in a car accident. The father passes away immediately at the scene, while the boy is transported to the hospital’s emergency room and taken instantly into surgery. Before operating, the surgeon stops and says, “I won’t operate on this boy – he is my son.” Did you solve the riddle?

Everyone has unconscious bias. I have it too. Breaking down unconscious bias in the construction industry will lead to higher levels of inclusivity and better performance.

Tearing down unconscious bias

So how do we go about bulldozing unconscious bias? Here are my suggestions as a starting point:

• Learn: Learn about what unconscious bias is and how it impacts all people. The book I’ve mentioned in this piece is a great starting point but there are many books and courses out there. The key is to have an open mind that allows you to fully

understand the different experiences of yourself and others in the world.

• Set a goal: Whether it’s a personal goal to be more inclusive or an organisational goal, doing something concrete with what you’ve learned is important. This is not about the numbers game of diversity; it is about inclusion and how people feel about their experience within your team or organisation. Setting an individual goal to be more present to how you ‘show up’ to others is a great starting point.

• Be open to feedback: On the day I wrote this editorial I read a wonderful article in Harvard Business Review by Sabina Nawaz entitled To Build New Habits, Get Comfortable Failing. I was reminded of my time learning to play golf decades ago. You’re not perfect at anything when you start. Asking great questions will help you understand how your team is feeling about inclusion.

• Create psychological safety: I am a huge fan of Amy Edmonson, Harvard, author of The Fearless Organization and psychological safety research expert. People need to feel safe in sharing their experiences and confident that leaders will react in a positive way and work to create a more inclusive culture. Either that, or they will leave.

I speak of these things because I love our industry as it is today, and value the fact that we can always do better. Regardless of your gender, ethnicity or personal characteristics, being aware of and addressing unconscious bias will only make you, your teams and your organisations stronger.

Dr. Gretchen Gagel is Chair of Brinkman Construction (US), a member of the National Academy of Construction (US), a member of the Construction Industry Culture Taskforce (AUS), and an affiliate professor at the Australian National University and the University of Denver. As President/Managing Director of Greatness Consulting Pty Ltd she continues to advise organisations within the construction industry on optimising capital program delivery and developing talent. You can hear more from Gretchen on her Spotify podcast, “Greatness”.

“I would argue that there are elements of our culture that we should demolish, such as unconscious bias.”

Customised learning for contractor safety

The Australian Rail Track Corporation (ARTC) is changing its safety approach to set contractors up for success with the support of Area9 Lyceum’s Rhapsode.

ARTC has recently launched a new personalised Contractor Safety Management (CSM) Program committed to the safety of its workforce and contractors, with the support of Area9 Lyceum’s e-learning platform Rhapsode.

The company’s new approach to contractor safety comes as part of its long-standing commitment to safety and the communities it works in.

James Kennedy, ARTC’s Program Manager for the CSM Program has a career spanning more than 25 years in the construction industry and knows first-hand the imperative of safety on the job site.

“We want people to go home safely, and we endeavour to embed an emotional attachment to safety across our workforce rather than take an impersonal compliance-based approach,” says Kennedy.

“Everyone has a story that relates to safety – it might be about an injury at home, it might be about a friend or an associate that’s been injured at work, or someone who’s had a serious incident and their family is still dealing with the fallout.

“By sharing and reflecting on real-life stories, we link the emotional response to driving the right behaviours in workplace safety.”

After identifying a gap in contractor safety, ARTC recognised the CSM Program needed to produce a behavioural shift for its employees, as well as equip them with the knowledge, skills and tools to set contractors up for success.

“As a company that embraces technology to drive learning outcomes, ARTC jumped at the opportunity to improve safety by again leveraging technology,” Kennedy says.

Renee Andary, Head of Capability at ARTC, says the company’s passion for technology and innovation was recently recognised when it was awarded Best Use of Gamification/ Simulation for Learning and nominated for Best Blended Learning Solution at the 2022 Australian Institute of Training and Development Awards.

“On the back of the success of our awardwinning Non-Technical Skills program, the opportunity to further innovate in the design of this safety critical program led us to partner with cloud-based adaptive-learning software provider Area9 Lyceum in 2021,” says Andary. Built on 25 years of cognitive research, Area9 Lyceum’s four-dimensional learning platform Area9 Rhapsode stood out to ARTC for its adaptive, personalised e-learning capabilities. “Rather than typical e-learning which

“That’s what this program is all about – setting a new culture and placing just as much importance on behavioural training as we do technical training.”

ARTC promotes diversity and inclusion; training delivery needs to consider this diverse approach.

Contractor safety

operates like a PowerPoint presentation with questions inserted after learning material is delivered, the Rhapsode platform is far more powerful in that it still does the presentation type work, but the adaptive learning also prompts questions suited to the learner’s development needs,” Kennedy says.

“The AI identifies for each learner their competency through the course and adjusts in real time to support their development to achieve proficiency, whether they are a novice all the way through to an expert – the program will select the relevant learning material based on their experience and knowledge.”

For instance, Kennedy says if the learner nominates themselves as a novice, Rhapsode

will take them through all learning material at a steady pace before prompting questions. If the learner nominates themselves as an expert, Rhapsode will limit the theory and proceed quickly to the question set to make for a faster learning experience that confirms the learner’s competence. Between both ends of the scale, the program adapts based on the learner’s individual competency in real time.

Dr Khurram Jamil, President - Global Markets at Area9 Lyceum says Rhapsode takes a scientific approach to achieve the best possible learning outcome for each individual by measuring the impact of training and addressing how different people learn.

“Area9 Rhapsode guides you step-by-step through course content and adapts along the way, allowing each learner to speed through things they already understand and focus on the content they are less proficient in,” Jamil adds.

“The adaptive learning platform puts people on the path to proficiency, rather than taking them through ineffectual, disengaging training for the sake of ticking a box.”

Using Rhapsode, ARTC designed a full blended learning campaign, comprised of five e-learning modules followed by a final face-to-face training module delivered by Paul Blake, Learning Advisor – Contractor Safety at ARTC.

Blake says the program has a focus on all of the technical aspects around legislation, obligations, concepts of principal contractors, safe work method statements and safety management plans, but there’s much more to it.

“Beyond the technical side of safety, the behavioural side is just as important, and this program really leans into each individual’s emotional and personal connection to safety,” Blake says. “When people take safety seriously in their day-to-day work, they don’t deflect or put the blame on someone else, they take ownership.”

“That’s what this program is all about –setting a new culture and placing just as much importance on behavioural training as we do technical training.”

As well as each learner receiving their results upon completion of each module, Blake also receives a report from Rhapsode to help streamline the face-to-face module of the

Many of ARTC’s workplaces are in remote locations and delivered under difficult conditions.

ARTC delivers a significant amount of work via a contractor delivery model.

program. These detailed results enable him to identify which learner needs more training or help in individual areas enabling him to tune the training accordingly.

Further, Kennedy says Rhapsode has removed the need to cover the theory in the classroom and allows the trainer to focus on team-based exercises in an engaging, interactive format – a far more enjoyable and impactful experience for learners.

“When we bring people into the classroom, the last part of the program, we’re able to focus on behavioural messaging, team activities, and exploring scenarios and case studies – this results in a far richer session with people putting safety into practice, rather than the trainer lecturing on technical theory,” Kennedy says.

In its scenario-based learning, ARTC has created and included aural narration, written notes and video-based scenarios in the adaptive e-learning modules which Blake says activates the learners’ thinking process before unpacking each scenario with the class.

“The scenarios are great because when they do come into the classroom it’s nothing new to them, it’s just that we’re going to expand on it and unpack it a little bit more,” Blake adds. “It provides a platform for collaboration and discussion which in turn brings out personal stories and evokes emotion in what safety means to each individual.”

The ARTC team has been open to feedback and has provided participants an anonymous online survey from the program’s inception to gain unfiltered feedback. Kennedy says the results have been overwhelmingly positive.

“We have followed a continuous improvement approach to adapt quickly to suggestions for improvement and tailor the learning experience to get over the learning curve as quickly as possible,” Kennedy says. “Thanks to participant feedback we addressed any issues promptly to refine both e-learning and face to face training – the program flows quite seamlessly now.”

ARTC has also seen significant improvements in contractor safety since the program was launched, with its leaders observing staff being much more proactive and taking greater ownership in setting contractors up for success.

“Contractors are feeling better supported and are reporting better relationships with their contractor managers,” Kennedy says. “Teams are working better together to identify hazards before they turn into incidents, and what that’s translating into is fewer incidents, safer and happier workplaces, and increased trust and transparency.”

“People feel calmer when they’re on site, it’s not as frantic, planning is more thorough, and if things don’t go to plan, they’ve got the bandwidth to deal with it.”

In addition, Kennedy says ARTC has seen an improvement in Total Reportable Injury Frequency Rates and a general reduction in work health and safety incidents across all operations.

“Improving leading indicators such as hazard identification activities and safe work interactions confirm the increase in proactive activities being delivered by ARTC personnel,” he says.

“It’s a sure sign that ARTC is moving in the right direction when it comes to safety maturity.”

“Contractors are feeling better supported and are reporting better relationships with their contractor managers.”

ARTC’s approach to managing contractor safety focuses heavily on setting contractors up for success.

FOCUS

Mental health and wellbeing

Embracing an integrated approach to wellness

Paving the way for improved mental health and wellbeing in the construction industry, McConnell Dowell has recently adopted The Integrated Approach to Wellness across its operations.

Construction is a core industry of the Australian economy and supporting the mental wellbeing of our construction workforce is vital to the sectors continued success. One construction company determined to promote good mental health and wellbeing not only within its business, but industry wide, is McConnell Dowell.

The Creative Construction Company has successfully delivered iconic infrastructure around Australia and the world, and its success stems from its investment in its people.

McConnell Dowell’s Regional Health & Safety Manager - Victoria/Tasmania, Grant Fuller has been in health and safety management for over 10 years. Originally from the United States, Fuller moved to Australia in 2012 and quickly developed a passion for cultivating and supporting healthy workplace cultures.

“When I first arrived in Australia, I started my safety journey in the civil construction sector and over the next few years started to shift my focus to the psychological aspects of health and safety,” says Fuller. “I started focusing on the culture aspect quite early, and in 2016 identified a need for more mental health and wellness support in the construction industry as a whole.”

“At that time, it was an industry that had a lot of people who didn’t seem to be in a good headspace or overly engaged, and so I began searching for the cause.”

After heading down a path of discovery, Fuller found that ‘burnout’ is one of the causes of poor mental health and wellbeing in the construction industry. It’s a demanding industry with traditionally long work hours, tight deadlines and high demands, and ‘burnout’ is a common psychological result of these factors.

You would be hard-pressed to find a construction company that doesn’t have stringent standards, procedures and support around physical safety. Yet a report conducted for suicide prevention and support group MATES in Construction found construction workers are six times more likely to die from suicide than an accident at work.

Fuller has spent his career championing improved workplaces within the construction industry by building psychologically safe environments. In 2018, he partnered with

senior business leaders from eight major infrastructure construction companies and Professor Luke Downey from Swinburne University of Technology to deliver a report on the mental health of the white-collar population within the Australian construction industry.

“We wanted to actually attain figures around how the industry is supporting the mental health and wellbeing of its people,” explains Fuller. “With the financial support of eight major infrastructure companies, we were able to come up with enough funding for the survey and report to be undertaken and completed in June 2018.”

“The Downey-Swinburne Report came out shortly after, with over 680 respondents to the survey from a massive cross section of the construction industry, showing how interested people were in this space within our industry.”

Before the report was released to the public, Professor Downey invited the participating leaders to the university to hear the findings firsthand, including Fuller. As the findings were shared with the group, Fuller says the room fell silent with everyone in shock.

“Everyone knew that there was going to be negative impacts to mental health within the industry, but nobody knew it was going to be as bad as it was,” he says. “The report highlighted high levels of stress, anxiety and depression among the surveyed construction professionals, up to four times population norms.”

“Work/life dissatisfaction rates were twice that of the population norm with 50 per cent of respondents reporting they felt burnt out and 75 per cent reporting they experienced moderate to high levels of stress.

“We quickly discovered that the survey results are not a sole company issue, this is an industry wide issue, and we need to change it.”

In response to the alarming findings Fuller, along with the senior business leaders who participated in the reports delivery, established Wellness in Infrastructure (WII) – an initiative ‘for-industry-by-industry’.

From there, a steering committee and working group was formed with a focus on bettering the lives of the white-collar population in the construction industry. But

the benefits extend far beyond just whitecollar workers explains Fuller.

“If the white-collar management is in a better mental health space there is going to be a trickle-down effect, it’s going to see the blue-collar workforce in a better space as well,” he says. “The working group started on a few different initiatives but one thing that I had been working on for some time was this idea of an integrated approach to mental health and wellness.”

“This approach starts with leadership setting the desired behaviours on a project, which in turn integrates down throughout the team –the goal is to create trust and psychological safety on every job.”

In 2019, Fuller was given the opportunity to join McConnell Dowell as the Health & Safety Manager on the Mordialloc Freeway Project in Melbourne, Victoria. Around the same time, WorkSafe Victoria’s WorkWell Mental Health Improvement Fund came out with its third round of funding allowing consultants to be able to apply for the first time.

Together, a project consortium comprising leadership consultancy company Lysander, Fuller and Professor Downey, in conjunction with Wellness in Infrastructure, established The Integrated Approach to Wellness program. Set to achieve industry-wide cultural change, the program is a framework

outlining a roadmap of activities for all levels of construction businesses to build a culture of positive wellness and mental health. With Lysander leading the initiative, the consortium compiled and submitted a grant proposal incorporating the critical findings from the Downey-Swinburne Report to pilot the newly developed program on the Mordialloc Freeway Project.

Over $1 million was successfully secured for the project and the results were staggering. According to psychosocial survey results, participants reported a 60 per cent improvement in work/life balance satisfaction, 46 per cent improvement in depression, 34 per cent improvement in stress and 41 per cent improvement in burnout.

“We absolutely knocked the Mordialloc Freeway Project pilot out of the park because the senior leaders on the project grabbed the program with both hands, embraced it, believed in it, and put emphasis and importance on it,” says Fuller. “The rest of the team followed in the senior leaders’ footsteps, and we were able to really kick some goals.”

Following the success of the pilot, The Integrated Approach to Wellness program has continued to be rolled out across Victoria with plans to be rolled out nationally in 2023. Fuller has been working closely with various

“We found the importance of committed and empowering leadership is vital to cultural change.”

Bridge beams being placed over Centre Dandenong Road along the Mordialloc Freeway.

FOCUS Mental health and wellbeing

consulting companies to ensure that when the program is launched nationwide the approach is aligned and consistent across the different states and regions.

He says the biggest outcome that he personally wanted out of the pilot program on the Mordialloc Freeway Project, besides being able to prove that it worked, was to be able to give the framework back to the industry to utilise. “It has resulted in The Integrated Framework, a roadmap that addresses the key issues around mental health and wellbeing in

the construction industry,” says Fuller. “We now have a website that anyone can visit and use elements of The Integrated Framework at no cost – further, WII aims to continue to roll out the framework and make sure that it’s available for any size contractor to use.”

The Integrated Framework follows four key areas: Constructive and Committed Leadership; Culture and Connection; Communication and Participation; and Practical Templates, Tools and Resources.

Mordialloc Freeway linking Mornington Peninsula Freeway and Dingley Bypass.

In determining the key areas, the WII steering committee held focus sessions to identify the causes of the current state of mental health in the construction industry. A cross-section of more than 80 employees from companies who had participated in the survey for the Downey-Swinburne report engaged in the workshops.

The findings showed that leadership is one of the top reasons for poor mental health and wellbeing in the workplace. “We found the importance of committed and empowering

leadership is vital to cultural change,” says Fuller. “Constructive and Committed Leadership is the first step to a brighter future for the construction

Workshop participants expressed a need for better Culture and Connection in the workplace, something Fuller says is about pushing for change in the status quo. “A connected team is the backbone of having a great culture,” he says. “If you have a connected workforce, trust and accountability will follow.”

Communication and Participation is another key area participants expressed a need for improvement. Fuller says it’s about management leading the way in participation. If a project director attends a leadership session with their team, they’re immediately communicating that they value what the session has to offer. They’re communicating that they care about self and

Finally, the area of Practical Templates, Tools and Resources aims to provide straightforward and easy to use material for all workplaces. “We want to provide supportive resources that people can easily digest and implement in the

“Each of these key areas are interconnected with the other – a lot of the time it’s about having the ability to have a conversation around behaviours or attitudes and making the time for

“A lot of people within this industry have never sat and reflected on their own leadership behaviours and it’s time we all do.”

The benefits of rolling out The Integrated Framework across the Australian construction industry are vast Fuller explains. “By increasing our leadership’s awareness of behaviour and creating more psychologically safe environments throughout our industry, we can build an industry that’s more attractive to those that aren’t currently within it and improve the lives of those that are,” he says.

The Integrated Framework has been implemented across a number of organisations that are achieving positive mental health outcomes and continues to spread rapidly across the construction industry.

If you’d like to learn more, visit The Integrated Framework website at www.theintegratedframework.com.au

“A lot of people within this industry have never sat and reflected on their own leadership behaviours and it’s time we all do.”

It’s electrifying

Joining Komatsu in 2000, Executive General Manager

Construction Dean Gaedtke shares the company’s path to electrification, one of its many solutions to creating a more sustainable future for the construction industry.

With deep roots in delivering cutting edge equipment and technology for the construction industry, it’s no surprise that Komatsu is committed to helping create a thriving and sustainable future for the sector. The company has over a century of experience, and with it has come an extensive offering of ground-breaking construction solutions – including Komatsu’s range of electrified machines and equipment.

Well versed in Komatsu’s electrification voyage, Executive General Manager Construction Dean Gaedtke has been with the company for over 22 years. As he’s moved up the ranks from sales representative in 2000, to his current role as executive general

manager, Gaedtke has seen Komatsu move from strength to strength in the electrification space.

“Our electrification journey dates to the 1950’s,” he says. “At this time, the company began developing its first diesel electric wheel loader.”

“In the 1970’s the company had developed a diesel electric mining dump truck and as we moved into the 2000’s, Komatsu began developing its range of hybrid machines.”

In 2008, Komatsu introduced what Gaedtke says is the world’s first hybrid hydraulic excavator in response to the climbing fuel prices at the time. The 20-ton hybrid excavator was also Komatsu’s first commercial scale solution,

Komatsu’s electrified machines premiered at bauma 2022 in Munich, Germany. Image: PhotoHilderson

Dean Gaedtke, Executive General Manager Construction at Komatsu.

FOCUS

Electrification

marking the beginning of extensive growth in the company’s electrification venture.

Komatsu more recently launched the PC01E-1 in Japan last year – its first electric micro excavator powered by portable and swappable mobile batteries. At bauma 2022 trade fair held late last year, Komatsu proudly displayed the machine along with a concept model of its new 3-ton Full Electric Remote Controlled Mini Excavator boasting six electric motors. Prototypes of the 3-ton PC30 Electric Mini Excavator and 20-ton PC210 Electric Hydraulic Excavator were also on display at the event, with both machines set to be introduced to the market in 2023.

“These prototypes are a great indicator of where the company is taking electrification, and once launched, you’ll see these models grow in exposure over the next couple of years,” says Gaedtke.

Following the successful launch of the prototypes, Gaedtke says customers are now asking questions around the challenges of purchasing and utilising electrified machines. “The big question is obviously price,” he says. “Yes, the customer will use no fuel, but there is an initial higher cost for an electrified machine.”

“Most people understand the impact of

carbon in our environment and want to do the right thing – but of course our customers need a favourable Return on Investment (ROI) from the technology.”

Gaedtke says another concern for customers is around the infrastructure and technology needed to recharge the machines on a construction site. Customers are asking how long the machine lasts before it needs to be recharged, and what is needed and how long it takes to recharge it.

“The technology has come a long way, but there’s still some way to go,” says Gaedtke. “All of these site challenges that have been brought to our attention we have, or are working towards, solutions.”

But he says the benefits far outweigh the challenges. First and foremost, electric machines produce zero emissions in alignment with Komatsu’s commitment to achieving a sustainable society.

In developing safe, productive, smart and clean workplaces for a brighter future, Komatsu’s electric machines have quieter motors producing less noise and vibration. This means the machines can continue to operate on noise restricted sites and operators are more comfortable, resulting in less impact on the body.

Electrified machines don’t require engine oil, so immediately they remove the risk for a hazardous fluid on site that could potentially leak, creating a contamination problem.

There’s also a huge benefit in the reduced maintenance requirements and operating cost of electric machines. Fewer moving parts and fluids result in significant maintenance cost and time savings; and all electric components of the machines require little to no regular maintenance.

When it comes to efficiency, Gaedtke says, “As you combine our electric machines with our semi-autonomous technology, operators are able to dig and grade more accurately, in turn improving efficiency.”

On top of their recently released prototypes, Gaedtke says there’s a lot happening in the design areas of the business, and customers can expect more electric machines and technologies to be released in the coming years.

“We’re excited about the impending launch of Komatsu’s Electric 3-ton Mini Excavator

“As you combine our electric machines with our semiautonomous technology, operators are able to dig and grade more accurately, in turn improving efficiency.”

A concept model of Komatsu’s new 3-ton Full Electric Remote Controlled Mini Excavator.

Image: PhotoHilderson

and the Electric 20-ton Excavator,” he says. “You’ll also see advancements from Komatsu’s mining technology that we will adopt to develop construction technology.”

“We have released Intelligent Machine Control (iMC) machines that can cut to grade the first time with no errors, and our equipment will continue to be developed to be even smarter over the next few years.

“At a time when we’re seeing skill and resource shortages, Komatsu’s electrified machines in the pipeline will make operators’ lives easier.”

The level of innovation at Komatsu is increasing rapidly and spearheading a prosperous future for the industry. The engineers and graduates joining the company are able to work with the latest in technology, from autonomous and semi-autonomous machinery to threedimensional digital control and the software smarts that run in the background of Komatsu’s equipment.

Speaking of the internal response from Komatsu employees, Gaedtke says team members new and old are excited by the innovative machines and equipment being launched by the company. “They’re contributing some fantastic ideas in the electrification and 3D Control space, which is exciting for us to see,” he adds.

Further to electrification, Komatsu has continued to showcase its commitment to developing products designed to mitigate environmental impact. Electrification is one large piece of the puzzle towards carbon neutrality, explains Gaedtke, along with the further advancement of hybrid and diesel electric equipment, and adopting new technologies for solutions such as hydrogen fuel cells.

Declaring in 2021 it will become carbon neutral by 2050, Komatsu’s ongoing efforts towards net zero carbon emissions includes three scopes. Scope One and Two involves extending the company’s efforts of reducing CO2 emissions in its supply chain and factories, while also working to cut down CO2 emissions at its business sites; and Scope Three will see the company reduce CO2 emissions from the use of its products, which will all combine to benefit its customers’ total workplace operations.

“This strategy focuses on the supply chain, production and the end of use of our machines,” says Gaedtke. “Electrification is an important detail of Scope Three in how we build our machines and how they operate in terms of sustainability.”

“We have factories around the world harnessing a mix of solar and geothermal power to operate more sustainably and we also use biomass for our power generation.

“Komatsu has been on a journey to net zero for some time and our three scope strategies for carbon combat are committed to this goal.”

“At a time when we’re seeing skill and resource shortages, Komatsu’s electrified machines in the pipeline will make operators’ lives easier.”

A prototype of the 20-ton PC210 Electric Hydraulic Excavator on display at bauma 2022. Image: PhotoHilderson

Komatsu’s 20-ton PC210 Electric Hydraulic Excavator is set to be introduced to the market in 2023.

Image: PhotoHilderson

Making buildings fire safe

Fighting fire with prevention

Built

From new highrise apartments in the city, to old buildings in remote communities, CJK Fire & Safety is there to ensure compliance and safety. No job is too big or too small.

to provide fire preventative solutions to the

Australia-wide.

“After practicing for five years in Sydney, my partner and I moved to Cairns, Queensland, and discovered there wasn’t a single fire safety engineering consultancy in the area,” says Knorr. “I saw the opportunity to launch my own business and today CJK Fire & Safety is the only fire safety engineering consultancy in Cairns.”

In just three years, Knorr has established her business as one of the best in the state, backed by strong relationships with fire brigades and certifiers.

A lesser-known profession in the construction industry, Knorr wants to raise awareness and further educate graduates and the wider industry in the field of fire safety.

Risk assessments and reporting

Providing reports and advice on both new build designs and existing buildings, fire safety engineers ensure buildings meet

on a foundation of commitment and expertise, CJK Fire & Safety is shining a light on the importance of fire safety in the built environment.

industry codes to protect the property, its occupants and the surrounding environment from the risk of fire.

“Working closely with building engineers and architects, we conduct fire risk assessments to identify areas where fire safety danger is present,” says Knorr. “From this assessment we produce a fire strategy report identifying risk mitigation actions and providing advice and recommendations on a buildings design.”

“This could include additional fire detection to allow for increased travel distances to fire exits, using non-combustible materials or ensuring locations of fire-fighting equipment are accessible.”

As buildings continue to become more complex, technology has also become an integral part of the fire safety engineering role. The CJK Fire & Safety team uses computer simulation modelling to produce effective fire safety designs.

“These designs provide a visual of things like evacuation routes and potential paths for fire and smoke spread,” adds Knorr.

Compliance

In Australia constructors are required to build in accordance with the Building Code of Australia (BCA), and Knorr says there are two ways to meet compliance in terms of fire safety when designing and constructing a building.

“The first is the prescriptive path where the code tells you that, for example, a corridor needs to be a certain length, or a window needs to be some millimetres away from a fence – if you follow these rules then you meet compliance with the BCA,” she explains.

“For unique builds on the other hand, such as architecturally complex commercial buildings, it becomes difficult for designers to follow these prescriptive requirements, and a fire safety engineer should be brought in to apply their specialist knowledge.

“Through our holistic approach we can find a solution to ensure any building, no matter how complex or unique in design, is fire safe, high performing and compliant to the BCA.”

CJK Fire & Safety can also assist in identified non-compliance issues within existing buildings, such as heritage buildings that may have complied to a code 50 years ago but no longer comply to today’s code. This also

includes buildings that have been issued with an enforcement notice from Council outlining that a non-compliant structure needs to be corrected.

“In the case of existing buildings, our role is to demonstrate what the builder needs to do to make the building safe for occupants,” says Knorr. “We look for defects and identify what can be done to fix those defects without having to pull the building apart.”

“For all buildings, new and existing, we develop Performance Solutions for when a construction project, or parts of it, deviate from the prescriptive requirements of the BCA to ensure compliance with the requirements in the code.”

The CJK Fire & Safety team is also trained and experienced in providing expert witness services in building compliance legal matters.

“Through our holistic approach we can find a solution to ensure any building, no matter how complex or unique in design, is fire safe, high performing and compliant to the BCA.”

CJK Fire & Safety’s Christina Knorr audits a client’s fire safety equipment to ensure it is in the correct location and has been serviced.

FOCUS

Making buildings fire safe

These services involve the team providing expert opinion in building defects, postfire investigation, insurance claims and combustible cladding legal matters.

“An expert witness can be required in legal matters to assist the Court in making a decision on a claim,” says Knorr. “Our

experienced team is well versed in Code of Conduct and confidentiality requirements when it comes to litigation and expert reports to streamline an effective resolution.”

Trending fire hazards

Regarding combustible cladding, Knorr says it is a major issue currently being investigated by governments and professionals worldwide. Combustible cladding is generally installed to external building façades, with certain types burning rapidly if they catch alight. The installation of combustible aluminium composite panels and combustible insulation to form external façades has caused large fires in Australia and the world.

“Combustible cladding has affected many apartment owners, because it makes it near impossible to sell their property,” says Knorr. “Whilst updated legislation has prohibited combustible cladding on new developments, existing installations can be subjected to risk assessments.

“We have been engaged to assess risks associated with combustible cladding that has been installed on certain buildings and offer risk mitigation methods.”

Further, the use of lithium batteries is the latest hazard affecting the fire safety of buildings. Knorr says the danger of lithium batteries is extensive, being in nearly every chargeable battery from laptops and cars to smoke detectors. “Personally, I think this is a bigger challenge because the combustible cladding is just on the exterior of the building,” she says.

“But lithium batteries are regularly located inside the building, meaning dire consequences should they cause a fire – and we can’t control what people keep inside their apartments, so we have a huge challenge in front of us trying to figure out a solution.”

The bigger picture

Although using the services of a fire safety engineer is optional, in the sense that a builder can develop a design that follows the prescriptive measures of the BCA, Knorr says it’s beneficial to engage a fire expert early.

“Fire safety engineers can help save lots of money, particularly in bigger projects that are being planned,” says Knorr. “Without us, a project could be priced and tendered,

Every piece of fire safety equipment must comply with the relevant code and legislation. The team at CJK Fire & Safety checks if any defects must be rectified in accordance with the Building Code of Australia.

then later down the track in the middle of construction, issues could arise.”

“Then, they find they need to get a fire safety engineer in retrospectively, which is obviously not ideal – it’s just an additional cost that hasn’t been accounted for and further delays the project.”

When engaged early, CJK Fire & Safety can advise on options to overcome compliance hurdles before they arise.

Providing advice for graduates looking for a role in fire safety engineering, Knorr says the most important aspect is being interested in the subject. There are unlimited resources for self-studies and further education in the field.

“It’s an interesting job and it’s versatile,” she says. “You gain insight into a diverse range of projects, you get to design and work with computer modelling, and it never gets boring.”

Many engineering consultancies are currently looking for graduate engineers, and to enter the field of fire safety, the graduate engineer can be from any field including mechanical, chemical and structural.

One of the latest projects Knorr has started working on, under the name ‘CJK Fire & Safety Education’, is an education platform offering online courses for the wider construction industry, and property and legal professionals. She says many of the issues currently being problematic in the industry are because of lack of knowledge.

“It begins with building users when they don’t know what to do when there’s a fire or what equipment they’ve got available, and we also find some architects and even certifiers are not experienced with certain aspects of fire safety,” she explains.

“The goal is to develop a solid educational platform for people to be able to refer back to, find topics of interest, and work on professional development.”

It is also a place where professionals can collect Continual Professional Development (CPD) points for currency.

Knorr is a shining example of the opportunities that arise from a commitment to, and passion for, the fire safety engineering profession. Not only has she built a successful business that services projects Australia wide, but she also sits on the Engineers Australia Committee in Queensland and on two external advisory committees at the Western

Sydney University. She is an examiner for the Engineers Australia Chartered Engineers assessment process and a guest lecturer at the UNSW Edge Construction Law Intensive. For several years Knorr has been representing fire safety engineering at conferences, summits and seminars, sharing the necessary technical knowledge to a broader audience.

With Knorr heading the business, the CJK Fire & Safety team continues to be recognised throughout the construction industry for their fast turn-over of projects, excellent customer service and personalised approach.

As part of a fire risk assessment, CJK Fire & Safety’s Christina Knorr inspects potential fire and safety risks.

“Fire safety engineers can help save lots of money, particularly in bigger projects that are being planned.”

Connected construction

Unlocking the power of data

Despite a host of obstacles, from the pandemic to floods and nearly everything in between, the Australian construction industry has made impressive strides towards digitisation. Many contractors have traded manual information gathering and disconnected software for connected, real-time data powered by cloud-based workflows, mobile applications, and analytical and forecasting tools, like those from Trimble Viewpoint, that bring entire project teams together. This “connected construction” environment is helping them overcome traditional and new operational challenges and transforming how the construction industry works.

Jon Fingland, Vice President and Category General Manager at Trimble, has been with the company for over 22 years and understands the importance of data and connected construction. Today, his role is focused on construction operations, in particular the company’s software and solutions that help manage and deliver construction projects.

Transforming the way construction works

“Our mission at Trimble is to transform the way the world works by connecting the digital and physical worlds,” says Fingland.

“In the construction industry, that’s about connecting construction across the lifecycle to help our customers deliver projects on time, on budget and with confidence. We

have to do that by connecting people, assets, workflow and projects with the right data at the right time to drive very specific outcomes.”

“We are outcome-driven – our focus is to increase productivity, safety, predictability, quality, and in today’s world, create a more sustainable environment.”

By operating in the cloud and leveraging real-time tools and workflow through Trimble Viewpoint, contractors like Growthbuilt, a Sydney-based design and construction company, are working smarter rather than harder, increasing once razor-thin profit margins.

Improving a Sydney-based contractor’s bottom line

It’s connected construction that Ewan Van Zyl, Chief Financial Officer, and General Manager of Finance and Risk at Growthbuilt, attributes to the company’s ability to navigate change and push through industry barriers. While some other companies scrambled to modernise during the COVID-19 pandemic, Growthbuilt used Trimble Viewpoint technology and processes to keep every aspect of the business connected and moving forward.

It’s a distinction that sets Growthbuilt apart. “With connected data and workflows, we know everyone is working from the same information and that information is up to date and accessible by anyone, at any time,” says Van Zyl. “Trimble Viewpoint allows us to work from a single source of data across the company.”

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Jon Fingland, Vice President and Category General Manager at Trimble.

“Our mission at Trimble is to transform the way the world works by connecting the digital and physical worlds.”

Through “connected construction”, software solutions company Trimble Viewpoint is enabling real-time decision-making, increasing productivity and boosting profit margins in the Australian construction industry.

“It provides the visibility and insights that reduce errors and increase productivity so we can deliver the best possible project outcomes.”

The quest for a single source of truth

Access to accurate construction data is just as important as having the right tools in hand, but many contractors continue to struggle with the information silos that have plagued the construction industry for decades.

Contractors often have numerous teams using their own technology tools, some of which don’t communicate seamlessly with each other (if at all). As a result, multiple versions of the same data exist, leading to manual data collection and input that requires valuable time and resources. This can open the door to errors and omissions that trigger design changes and rework.

For instance, one set of data might be used to design a project, while another is used to translate those designs into workable construction plans or phases. Once construction starts, project managers and operations teams might collect and disperse their own sets of data, while accounting teams spend hours poring over that same data to make sense of it or keep billing cycles going. Executives and owners then require an entirely different set of data to understand their company’s financial health.

Running faster, better, cheaper, safer, greener

Trimble recently did a survey of contractors specifically around their use of data and Fingland says the survey results speak for themselves. “What we found is the contractors that are using their data and analysing it are providing better budgets; they’re improving productivity, profitability and safety,” he says.

“Trimble Viewpoint works with its customers consistently throughout the market to understand their productivity rates against crews, equipment and operators, and help them make more informed decisions.

“Data can help unlock how to deploy capital in the most effective way for your business,” adds Fingland.

Construction projects today generate mounds of data, but without a connected construction environment that standardises

and makes it available to the right people at the right time, making good use of data can be difficult. “If you’ve been running a business for a decade or more, you’re probably sitting on a big chunk of data that is super powerful and shouldn’t be wasted,” Van Zyl adds.

Actionable, real-time data empowers all stakeholders

With cloud-based technologies, this dream of a connected construction environment has become a reality. Today, cloud platforms power workflows from a single set of uniform data that is connected across project lifecycles and accessible by all stakeholders in real-time. Data can be collected and accrued by mobile applications on smartphones or tablets, as well as through web-based data portals. This streamlines workflows and empowers contractors and back-office staff with actionable intelligence to make the best decisions for their projects, teams and the bottom line.

“By connecting the office to the field with Trimble Viewpoint, we can help create an environment where we can attract a different workforce, where we can manage the supply chain challenges that exist today, and enable new ways to construct,” Fingland says.

“It creates transparency and ultimately creates a better experience for the customer, where they can deliver the work better and more efficient in real-time.”

How everyone benefits from standardised data

Different stakeholders can work with standardised data in ways that make sense to them, using tools that put segment data into the formats they need to understand and act on it appropriately. With Trimble Viewpoint’s connected construction software solutions: • E xecutives can access real-time dashboards for up-to-the-minute visibility into projects as they’re happening.

“Data

can help unlock how to deploy capital in the most effective way for your

business.”

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Connected construction

• Accounting, human resources and payroll teams have the properly routed and formulated data they need at their fingertips to keep bills and employees paid and cash flows fluid.

• P roject teams and subcontractors can work confidently, knowing that everyone is working from the same page and are immediately alerted when changes are made.

• O wners, designers and architects can respond to change requests quickly with a clear understanding of how they’ll impact the finished product. Most importantly, with Trimble Viewpoint’s advanced analytic and business intelligence tools, construction professionals can break down, sort and study data quickly and in new ways for insights that mitigate risks, maximise performance and keep projects moving.

The connected construction journey: where to start

Although many of the contractors who have long resisted the cloud and new technologies are coming around, some aren’t sure where to start their connected construction journey. Fingland explains that any transformation initiative should start with clear objectives that tie to larger company goals. This ensures the initiative receives the attention, support and focus it needs to succeed. The outcomes of connected construction will become even more valuable if they align with the company’s larger strategic initiatives and economics.

“When adopting a new technology, first and foremost you should work backwards from the desired outcome to understand what strategic business driver you’re trying to solve,” Finland says.

More keys to a successful connected construction initiative

A connected construction initiative also needs a dedicated budget and requires top-down support and endorsement for success. For processes to change, teams also must see the value of the new process and receive ongoing

support through frequent communication and skills development. Whether implementing a new way to do quantity take-offs or moving to fabrication-level models, it’s critical to build trust and confidence in the re-engineered process.

For Growthbuilt, taking a close look at processes has been an important step that Van Zyl recommends prioritising. “Review the processes that have the biggest impact on your company, business or operations,” he says. “I would rarely recommend reviewing every process in your business because it would take too long.”

“Instead, pick the processes that are the most important to your business and have the highest risks associated with them.”

Taking an inventory of existing data and quantifying its value will help identify opportunities for improving it to drive better and faster decision-making, Fingland says. Because data is invaluable in a connected construction ecosystem, fostering a company culture that values data as a core asset and continually seeks to capture, curate and use it for maximum effect is vital.

Staying competitive among increasing demands

If the past few years have taught us anything, it’s that the construction industry’s digital transformation will continue at a rapid pace. Once hesitant to embrace change, contractors who are digitising their operations and moving to cloud-based technologies are staying competitive among tightening margins, rising costs, increasingly complex projects and labour challenges.

“Increasingly, projects will require reporting, accurate data, quicker cycles and other demands that make real-time data and workflows a necessity,” Fingland says.

“The cost of working with disconnected systems and information silos will only increase for those who don’t digitise, as competitors turn to connected construction solutions that make data aggregation, analysis, reporting and workflow automation not only possible, but easy.”

To explore Trimble Viewpoint’s connected construction software solutions, visit www.viewpoint.com/en-au

“Increasingly,

projects will require reporting, accurate data, quicker cycles and other demands that make realtime data and workflows a necessity.”

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Gender inclusive workwear

Workwear fit for women

As we continue to see an increase in diversity and inclusion in the Australian construction industry, Blackwoods is championing gender equality with workwear tailored to women.

In support of diversity and inclusion, the team at Blackwoods believes gender shouldn’t be a trade-off for comfort on the jobsite. Blackwoods is one of Australia’s largest providers of industrial and safety supplies and the company strives to partner with brands that embrace an industry wide culture of balance and inclusion.

The company’s extensive range of workwear from some of the construction industry’s

inclusive workwear and says she’s proud to be a part of a company driving equality in the industry.

“At Blackwoods we’re conscious of the ever-changing face of the construction and infrastructure industries,” says Eam. “It’s terrific to see gender parity in apparel and footwear is now a reality.”

“It not only means greater comfort and inclusion for women, it’s also about greater productivity on the jobsite.”

Wearing ill-fitting clothes and not having the correct work uniform can make you feel uncomfortable and out of place; and this is just as prevalent on the jobsite. It’s hard to perform at your best when you don’t feel comfortable with what you are wearing.

Further, for construction professionals, physical tasks demand that you be mobile, agile, and not restricted by your apparel. Plus, having the same workwear as your colleagues allows you to feel a part of the team and gives you a sense of belonging. Yet women’s workwear in the trade industries has often fallen short.

“With the recent pandemic and a dire skill shortage across the board, an increasing focus is being placed on recruiting and supporting women as they transition into trade roles,” says Eam.

“Not only does greater female representation across the construction industry help reduce a staffing gap, but concrete evidence suggests that having more women on the team increases an organisation’s productivity, profitability and improves workplace culture.”

A study by Workplace Gender Equality Agency (WGEA) and Bankwest Curtin Economics Centre (BCEC) looked at 4,841 reports submitted by Australian businesses capturing the data of roughly 4.3 million employees. The results showed that an increased share of 10 percentage points of top-tier female managers led to an increase of 6.6 per cent in the market value of ASX-listed companies – which equated to around $104.7 million.

Another study conducted by McKinsey & Company showed companies that had greater workplace gender diversity were up to 21 per cent more profitable. Yet, in the male-dominated trade industries in Australia women make up only 2 per cent of the workforce.

Blackwoods has a large range available of workwear fit tailored specifically to women.

“To help reduce the diversity gap and encourage women to consider a career in trade, state governments across Australia are implementing plans to support access to training and encourage women to stay in the industry long term,” says Eam. “In 2020, the NSW Government announced it was launching a Trade Pathways for Women program to offer supported and accessible pathways to trade careers for women and improve their access to training with fee-free options.”

The Victorian Government, with the help of the Building Industry Consultative Council (BICC), has launched the Building Gender Equality: Victoria’s Women in Construction Strategy 2019-2022. This mandates that state construction projects have female representation in at least 3 per cent of trade roles, 7 per cent of non-trade roles and 35 per cent of management, supervisory or specialist roles. High-level changes like these are a great step in the right direction, but more work needs to be done to promote gender equality in the workplace on a more individual or company level.

Dr Phillippa Carnemolla is a Senior Research Fellow at the University of Technology Sydney, who studied female high school students’ perceptions of the construction industry. She points to the need for female role models in leadership positions, better career guidance in schools that show trades as a viable option for women, and for leading companies to reform their company culture to be more inclusive.

A simple way that women can feel more included and comfortable on the worksite is to have fit-for-purpose apparel. A company leading the way in developing specific workwear tailored to women is Blackwoods supplier Workwear Group, across both its KingGee and Hard Yakka brands.

Peter Allery, National Sales Manager, Safety at Workwear Group says the company recognises the importance of having a diverse and equal workforce.

“We recognise women are becoming an integral part of the industrial workplace, as such makes complete sense to have the right apparel and footwear to suit individual needs, irrespective of gender,” says Allery.

“Each brand has reviewed its range of workwear and high visibility clothing to

design them for women’s figures and take into consideration comfort, fit and covering modesty areas effectively.

“This means female tradies can get stuck in and feel confident and at ease on the jobsite.”

KingGee has committed to ensuring there is a female equivalent of every male garment in its range. New features include pants in two cuts to suit different body types (straight and curved); a women’s style in the fleece and puffer jacket range; and a new stretch denim style to accommodate fit and boot height.

Whether you’re on the jobsite, in the office or on the road, the team at Blackwoods believes every worker should feel safe, included and part of the team.

Eam says: “While there is a long way to go to get to gender parity in the trade industries, getting women the right workwear is a first step towards a more equal and balanced workplace.”

Check out the Blackwoods Uniform Solutions Guide at www.blackwoods.com.au

“It not only means greater comfort and inclusion for women, it’s also about greater productivity on the jobsite.”

Miranda Swift: leading by example

At just 21 years of age, budding Cadet Civil Engineer and student Miranda Swift is already inspiring the next generation of aspiring women engineers.

Growing up regionally in Lithgow, a small town in the Central West region of New South Wales, Miranda Swift was given a taste of the construction industry at the age of 16 and never looked back. Today, she is a Cadet Civil Engineer at Northrop Consulting Engineers (Northrop) while also studying a Bachelor of Engineering degree at Charles Sturt University (CSU).

Joining Northrop in early 2022, Swift is currently the company’s youngest cadet engineer in Newcastle, specialising in civil design and drafting. She’s also a part of the company’s newly established cadetship program.

“I find it to be very rewarding working for a large organisation like Northrop,” says Swift. “I’ve been put in a position where I have the ability to make waves and really push for positive change in the industry.”

The passionate engineer first joined the construction industry as a part-time structural draftsperson for small civil engineering company Calare Civil in Bathurst. Soon after,

she began a full-time position as a Cadet Civil Engineer for the company, completing geotechnical testing and analysis, wastewater management and marketing functions, as well as performing structural dilapidation and minor design inspections and reports.

Now balancing work and study, Swift’s days are jam packed, but she’s made the time to take her career one step further and create positive change in the industry. A Student Scholar and Ambassador for Engineers Australia, she has co-created a new Women in Engineering pilot mentoring program called ‘Hustle’ to help attain, recruit and retain females within the sector.

“The initiative was successfully launched in November 2022 with the goal of empowering aspiring and established female engineers from rural and regional backgrounds,” she says.

“My pathway from a small regional town into the construction industry wasn’t an easy one and I faced adversity along the way.

“Through this program, I hope to help support women in construction by bringing opportunities and support back home to the Central West so that more young women can go after a rewarding career in the engineering sector.”

As a result of her hard work, Swift was awarded a Women in Engineering Scholarship in 2020 to study engineering at CSU. In 2022 she was again recognised for her efforts, winning the Generate Property University Scholarship, 2022 Undergraduate Excellence in Construction Award at the NAWIC Awards for Excellence.

In her accepting speech on the night, Swift spoke of the hardship and adversity young girls face today. “We act as if every young girl has the opportunities, the funds and the support system to fall in love with this incredible industry, but they don’t,” she said.

“To change the pipeline, we need to grab the hand of the girl who doesn’t have a safe place to call home; the girl who is working three jobs to put herself through high school; the girl that is exhausted with adversity and full of so much doubt; and we need to grab her hand and show her the way – her resiliency would be an asset to the challenging world of construction.”

Receiving $4,000 as part of the scholarship,

“I’ve been put in a position where I have the ability to make waves and really push for positive change in the industry.”

Swift has generously committed to awarding a portion to a young girl from a low socioeconomic high school so she too, can follow her dreams. Swift says she hopes by doing so, she can lead by example.

Speaking to the crowd on the night of the awards, Swift said: “I stand in front of a room full of people 16-year-old Miranda couldn’t have even dreamt of crossing paths with; a room full of so much influence, so much talent and so much passion.”

“So please allow my actions to make waves within the industry – let me lead by example.

“Each and every one of you have the ability to change at least one young girl’s life, and you have no idea how big your impact in this world can be when you learn to help others.”

The Northrop team has strongly supported Swift’s commitment to fostering opportunities for females in the construction industry, encouraging her to pursue the establishment of ‘Hustle’ and celebrating its recent launch.

“I am really grateful to work alongside some remarkable female leaders at Northrop, who have continued to inspire me,” says Swift.

“Northrop has backed the program from the beginning and they’re really supportive of promoting initiatives like it.”

Since the program’s launch, Swift says it’s been getting attention from large organisations wanting to be a part of it. At the

moment, there’s 30 participants who will start the program during International Women’s Week this year, with the program on track to roll out nationally in the coming months.

On top of her passion for promoting women in construction, Swift also helps drive sustainability initiatives for the construction industry through her role on Northrop’s Habitat Climate Action committee. In alignment with Northrop’s goal to be carbon neutral by 2030, she has contributed to internal policy development and sustainable design solutions within the company.

“We’ve been looking at how we can change our design solutions to be more sustainable and carbon free,” adds Swift.

“I’d like to get more involved in sustainable engineering and look forward to seizing any opportunities that arise in this space.”

With over five years of experience in the construction industry under her belt, Swift says her advice for young girls aspiring to join the industry is to “just go for it”.

“The sky is the limit in what you can achieve, who you can meet and where you can go with your career in the construction industry,” she says.

“Put your hand up for opportunities and talk to people in the industry.

“Through this program, I hope to help support women in construction by bringing opportunities and support back home to the Central West so that more young women can go after a rewarding career in the engineering sector.”

Miranda Swift giving her acceptance speech after taking home the Generate Property University Scholarship, 2022 Undergraduate Excellence in Construction Award at the NAWIC Awards for Excellence.

Cathy Hayes: spearheading change

Cathy Hayes shares her journey of championing positive change, collaboration, and sustainability in the construction industry.

Driving a relationship-driven partnerships approach, Cathy Hayes joined CPB Contractors in 2017 in strategy and development. Now Head of Client and Strategy NSW & ACT, she continues to support a collaborative and inclusive environment.

Hayes looks at projects holistically, ensuring the company is not only delivering physical assets such as a building or road, but also a legacy. Her position as Director on the

Australian Constructors Association (ACA) board further facilitates a key objective of her role with CPB Contractors – helping the business better collaborate with its clients.

“Being involved with the ACA provides insight into what our clients want now, but more importantly how we can work together to build a more sustainable industry,” says Hayes.

“The projects we deliver can take years to

Head of Client and Strategy NSW & ACT at CPB Contractors

Cathy Hayes, Head of Client and Strategy NSW & ACT at CPB Contractors.

complete, so it’s important we take a longterm perspective.”

“I am passionate about conversations that create better outcomes for the industry’s future.”

Hayes works in the bidding space, writing strategy and guiding decisions that drive positive long-term outcomes for CPB Contractors and its clients. This involves listening to what a client wants and delivering it well and researching and implementing strategic advice that improves business efficiency.

The strategy leader began her career as a registered architect, working for medium sized firms on projects such as the buildings and infrastructure for the 2000 Summer Olympics in Sydney. From there, Hayes started her own business which she ran for 12 years, before moving into a project manager position for Housing New South Wales.

Hayes joined global architectural practice Woods Bagot in 2011, stepping away from architectural design and into a management position. “My job was to make sure that the studio was profitable, that we were hiring the right people and fostering a design-centric culture to make sure that we were delivering to our value proposition,” she explains.

“That’s when I started doing my Executive Masters of Business Administration (MBA) and started to get really excited about strategically directing a sustainable built environment.”

Juggling full time work and motherhood, Hayes completed her MBA and took the time to study overseas in London, studying courses in strategy, systems thinking and complexity theory. “I think these courses really helped me in ways I never knew they would in terms of my understanding of these really big projects that are coming to market now, like the renewable energy zones in New South Wales,” she says. “CPB Contractors is tackling complex projects every day and I think that these courses have really assisted me in thinking outside of the box.”

Not long after, Hayes joined an architecture and planning startup called Ridley, now known as Willow, as a principal. It was a company that was looking to disrupt the architecture profession with technology.

“We started to look at how we could use technology to maintain an asset with predictive maintenance, now commonly

known as a digital twin,” she says. “I did that for some years, and it was a really exciting phase in my career.”

This led her to join CPB Contractors in 2017, a move that Hayes says was a big step up in her career. “CPB Contractors is Australia’s leading contractor and digital engineering is an everyday requirement with sophisticated digital frameworks enabling efficient delivery and innovation,” she says. “I really valued the opportunity to learn more about these developments in a large company.”

Working in the New South Wales arm of the business, she supports the delivery of, among others, Sydney’s Pitt Street Station; as well as the 39-storey build-to-rent residential tower – Indi Sydney City – under construction over the station’s southern entrance; and the commercial tower – Parkline Place – to be built above the station’s northern entrance. Hayes has supported delivery of various building and infrastructure projects such as the hospital redevelopments at Royal North Shore, Nepean, and Campbelltown campuses in Sydney.

“I’ve worked on a range of healthcare projects that have transformed their community’s access to care within in a modern, patient centric environment,” says Hayes. “The community really gets behind health projects, which is important to a successful outcome.”

“I’m really proud of being a part of the CPB Contractors team. These redevelopments are founded in patient-centred care, and the health construction teams at CPB Contractors are experts in what they do and are personally committed to the outcome.

“We’re helping meet the needs of the local community and it’s a great feeling.”

As a director at the ACA, Hayes is also immersed in the conversations that are spearheading change. The ACA team is tackling the hard topics around creating a sustainable industry, identifying future industry challenges, and creating an attractive and diverse industry.

“The ACA is growing its ability to influence,” says Hayes. “I’ve only been a director at the association for a little over a year, and I feel as though I can be effective and lead industry change.”

“It’s really exciting to be contributing to the future of the construction industry.”

“Digital engineering is an everyday requirement at CPB Contractors, with sophisticated digital frameworks enabling efficient delivery and innovation.”

Australian Constructors Association

2023 will be a year to remember

Looking forward to the year ahead, Australian Constructors Association’s Chief Executive Officer Jon Davies shares the organisation’s ambitious goals, with the help of government and key stakeholders, to help transform the construction industry in 2023.

‘Woman’, ‘teal’, ‘gaslighting’… these were some of the words that dictionary publishers say captured the spirit of 2022. For the construction industry, undoubtedly, the word for 2022 was ‘productivity’. The industry concluded the year with the realisation that improving industry productivity was an imperative.

The productivity performance of Australia’s construction industry is lower today than it was 30 years ago, and the opportunity presented by just bringing the industry’s performance in line with other industries is significant. Aside from the enormous $47 billion in savings it would contribute back to the economy, improving the industry’s productivity would help correct the growing trend of industry insolvencies, address the capacity shortfall, and help shape a new positive industry culture that would attract the next generation of workers. Literally, improving industry productivity will help to save Australia’s ailing construction industry.

New ambition

Countless reports and inquiries produced throughout 2022 such as the House of Representatives Inquiry into procurement of government-funded infrastructure, the Productivity Commission’s interim five yearly review of productivity performance, the review of Australia’s migration system, the national Employment White Paper, Infrastructure Australia’s updated Market Capacity Report and more, all point to productivity and have the support of government and industry.

The window of opportunity is open. But the ambition for 2023 needs to be much bigger than just improving productivity. The ambition must be to fundamentally transform Australia’s construction industry. This starts with driving reforms that are nationwide and industry reciprocating by committing to working differently.

The lynchpin

Every stakeholder needs to commit to change – to doing things differently – but ultimately the Federal Government is the lynchpin for reform. States and territories all recognise the challenges and are working to improve the sector, but incremental change is not enough.

Government act as a passive buyer of infrastructure. It is time for an informed buyer – a model client.

Whether through implementation of the Australian Constructors Association’s proposed Future Australian Infrastructure Rating (FAIR), pre-conditions added to the updated National Partnership Agreement or development of national procurement principles, the Federal Government needs to start using its buying power to fast-track reform.

2023 is a go

The Federal Government is in the driver’s seat. Now is the time to strap in the passengers, start the engine and floor the accelerator. To kickstart the process, this year

top of the agenda.

The new National Construction Industry Forum led by the Federal Government is likely to focus on other aspects of the transformation agenda such as workplace relations, culture, skills and training, gender equity and productivity. This is in addition to the important work of the Construction Industry Culture Taskforce underway with progressing trials of the new industry Culture Standard.

The Australian Constructors Association is proud to partner with government and other industry stakeholders in these collaborative forums and while much of the ask is of government, we accept that contractors are also part of the problem. We will be working on unilateral change initiatives that will not

2023 will indeed be a year to remember. Yes, the focus is on productivity, but the ambition is to transform the industry.

If successful, the construction industry will become a flexible industry where both projects and workers are able to productively work the hours that best suit them. The industry will provide equal opportunity for all genders, nationalities and ages. It will construct resilient infrastructure while nurturing the environment. It will be at the forefront of technological advancement. It will be a profitable industry that rewards collaboration over conflict and innovation over status quo. Construction will be Australia’s most soughtafter industry for the next generation of workers. Let 2023 be a transformational marker – the stake is in the ground.

“The Federal Government is in the driver’s seat. Now is the time to strap in the passengers, start the engine and floor the accelerator.”

ASSOCIATIONS

The National Association of Women in Construction

Shifting the dial

The National Association of Women in Construction is working with industry and government to shift the dial towards gender equality, and this month General Manager Lauren Fahey tells us how.

What does NAWIC stand for

The National Association of Women in Construction (NAWIC) is a peak body advocating for safety, gender equality and economic security for women in construction. Gender inequality affects all Australians. It influences what we choose to study, the jobs we do, how we share unpaid work at home and our economic security. It impacts business profitability, productivity and our ability to innovate. Time and time again, research shows that the more diverse a company, the better its performance.

As the third largest industry in Australia in terms of employees and contribution to gross domestic product, construction has staggeringly few female participants. According to a 2022 report from the Australian Bureau of Statistics, 11 per cent of the construction industry is female in management, support and administration roles; and an additional 2 per cent of the industry is women in trades and on the tools.

Gender inequality starts at the beginning

The World Economic Forum’s 2019 Global Gender Gap Report found Australian women rank first in the world for educational achievement and participation but 70th in the world for workplace achievement and participation. This is particularly relevant for women in construction, where culturally this inequity begins in primary school:

• Children in primary school already define jobs as belonging to ‘boys’ or ‘girls’ with education materials reinforcing the unconscious bias.

• In high school, girls are more likely than boys to opt out of intensive maths. This prevents them from pursuing further study in science, technology, engineering, architecture and mathematics.

• Girls are less likely to pursue careers in STEM, construction, finance and trades.

• Under 50 per cent of women complete apprenticeships according to a statement released by Minister for Training and Skills Development Di Farmer in 2022.

Women earn less than men

The findings of Workplace Gender Equality Agency’s 2022 report, The State of Inequality in Australia from its Gender Equity Insights

Series, show that in the construction industry the pay gap is a massive 30.6 per cent. The gender pay gap is influenced by several factors:

• L ack of women in senior leadership and decision-making positions.

• Discrimination and unconscious bias in recruitment and remuneration.

• L ack of flexible work and affordable childcare and care leave.

• O ver-representation of migrant and refugee women in low paid and insecure work.

• Barriers to employment for single mothers, women with a disability, LGBITQA+ people and women from culturally diverse backgrounds.

• Sexism, sexual harassment, bullying and workplace violence against women.

A total of 73 per cent of NAWIC Members surveyed in 2022 reported they have experienced gender adversity in the workplace.

Women have a significant unpaid workload

Women do more than twice the amount of unpaid work in the home than men –physically and emotionally. This workload grew exponentially during the global pandemic. To juggle this unpaid work with paid work, women are far more likely than men to be in low-paid, insecure or casual work. The lack of part time and flexible options make the construction industry inhospitable. Being paid less – or not at all – means that women have less money in their superannuation. This puts older women at greater risk of poor health, poverty and homelessness than men.

Creating systemic change

To achieve gender equality in construction we need to close the gender pay gap. We can do this by increasing the representation of women in construction leadership roles and ensuring safe and respectful workplaces. We can do this by legislating quotas for female participation and implementing policies for workplace equity reporting. We can do this by placing gender on the tender on both government and private contracts.

An important part of promoting gender equality at work is allowing flexible work

practices, portable long service and carers leave. This includes supporting men as carers and parents and making flexible work available for them too. We can do this by providing affordable childcare with hours of operation aligned to construction workplaces. We can do this by creating job share arrangements and staggered shifts that make construction industry roles part time and more flexible for women and carers.

We can start at the beginning by implementing national curriculum that encourages young girls in STEM and construction that dispels gender bias in our new generation. We can provide resources to children with women in construction roles – ‘you can be what you can see’. We

can provide safe, accessible and appealing education pathways for women in trades and construction professions.

Our goal at NAWIC is to urge industry and government to collaborate with us to strive for 25 per cent female participation by 2025. This is a stepping stone to 30 per cent female participation, where we know permanent cultural change occurs.

Supporting women in construction is a significant way we can improve female economic security, overcome the skills and labour crisis, and deliver greater profitability and innovation to the construction industry. At NAWIC we think that’s worth advocating for. Join us and be a #changemaker. We rise together.

“Join us and be a #changemaker. We rise together.”

National Precast Concrete Association Australia

Up close with Shisham

We also manufacture a wide variety of engineered steel products for the precast and tilt-up sectors such as cast in plates, threaded bars, the Shisham Early Bracing System (SEBS), specified fixing plates and angles (standard and non-standard), customer specified strongbacks and other metal products.

We frequently work closely with customers to problem solve and present solutions for atypical situations designed to improve efficiencies and provide cost savings.

What makes you different from others?

Dean: Our scope is unlimited because we have the freedom of designing and manufacturing our own products and can therefore guarantee the quality.

Shisham has always believed in a comprehensive approach. We highly value our clients, and we like to be an integral part of their business by being able to understand and offer solutions to their desired outcomes.

This month, Inside Construction got up close with one of National Precast Concrete Association Australia’s more recent Industry Partners, Shisham Stanley Group.

National Precast Concrete Association

Australia (National Precast) Industry Partner and Supplier members play an important role not only in supplying products and services to National Precast members, but in supporting the important work that is undertaken by the industry’s peak body.

Shisham Stanley Group (Shisham) joined National Precast in August 2022 and Managing Director Dean Messina was proud to catch up with Inside Construction to share the company’s journey.

How long has Shisham been around?

Dean: We have been operating for over 40 years. We are a second-generation family-operated engineering company that remains Australian owned, operates with branches in Melbourne and Brisbane, and supplies nationally.

With customers across Australia and abroad, and manufacturing and fabricating plants located both in Australia and overseas, we have grown to be a major player in the precast industry.

What is the company’s core business?

What do you like most about the precast industry?

Dean: For more than 40 years the precast industry has enabled our company to establish a firm foundation and grow. In doing so it has challenged us to come up with innovative new designs to improve the use

Shisham Stanley Group.

Dean: Since 1977 Shisham has grown to be one of the market leaders in the manufacturing, and supply and hire of precast concrete push-pull braces.

With a core focus on braces, Shisham is excited to participate in the development of a new National Precast publication on precast bracing and propping.

National Precast Industry Partner Shisham is one of the market leaders in the supply and hire of precast push-pull braces.

and safety of our bracing systems. Also, it is a very grounded industry full of switched on and down to earth operators.

How long have you been a National Precast Industry Partner and why did you decide to become one?

Dean: While we have been aware of National Precast for some time, we decided only some months ago to partner with the association as an Industry Partner member.

With bracing and propping being an important part of our business, we believe we have something to offer in terms of helping to better educate the market on the use of bracing systems and allied products. Being involved opens opportunities for us to contribute to the work National Precast is doing on Australian Standards Committees and in producing publications like the new guide to bracing and propping which is currently being drafted.

What we have seen so far is a vibrant organisation that is doing some great things for both its members and the industry. We are excited about the opportunity to be involved.

Where do you see the precast industry heading in the next few years?

Dean: Great question. The precast industry is growing – we believe the role we play is only limited by our imaginations in so far as challenging the norm to do things better and creating new opportunities.

National Precast

Several new faces have joined National Precast Concrete Association Australia’s Board of Directors, with the organisation also announcing a new leader.

National Precast Concrete Association Australia’s (National Precast) CEO Sarah Bachmann has announced Michael Waeger from Waeger Constructions has stepped down as President after three years in the role and has been replaced by Jeff Stratford, General Manager of Euro Precast in Queensland.

Bachmann says that Waeger made a big contribution while on the Board, having seen the organisation through difficult COVID-19 pandemic years and having led some major changes during his term.

“We have strategically tried to position National Precast to provide better value to members and the broader precast industry by introducing new services and reducing fees,” Bachmann says. “We are now ready to make more precasters aware of what we do and why they need to join.”

“Stratford – along with the rest of the Board, many of whom are new –will no doubt be keen to make further changes and is enthusiastic about helping to spread the word so we can realise the planned growth in membership and strengthen National Precast’s voice.”

Stratford comes to the Board following a long involvement with National Precast. Having worked for Reid Construction Systems for many years, he is now General Manager of Euro Precast’s Queensland operations.

Michael Waeger remains on the Board as Immediate Past President and he and Stratford are joined by existing Board members who have been reappointed – Alberto Ferraro from PERMAcast and Riccardo Musella from Reinforced Earth.

While Peter Healy, Hollow Core Concrete’s Managing Director has stepped down from the Board, his son, General Manager Joe Healy has been appointed. Also newly appointed to the Board are Brett Foster from Advanced Precast, Michael Hudson from Hudson Civil, Chris Kouris from Reid Construction Systems, and Professional Associate Individual Members with a long precast history, Bob Connell and Simon Hughes. Bachmann adds: “Our thanks go to retiring Board members Craig Zinn from Stresscrete for his many years served on the Board and as President, and to Jason Walsh from Delta Corporation and John Cole from Austral Precast.”

Leading the helm of National Precast for the next two years is newly elected President Jeff Stratford (Left), Euro Precast Queensland’s General Manager; along with longstanding CEO Sarah Bachmann (Right).

Shisham’s Melbourne factory manufactures and supplies a wide range of engineered steel products for the precast industry.

ASSOCIATIONS

Empowered Women in Trades

Attracting young people to apprenticeships

Attracting young people to apprenticeships is a hot topic of conversation wherever the Empowered Women in Trades (EWIT) team go. The construction industry is desperate for young people wanting to undertake an apprenticeship. Employers are keen to share their knowledge and invest in providing future generations the opportunity to learn a skilled trade. We are constantly being asked why young people lack the enthusiasm or desire to enter a trade role.

The short answer – the apprenticeship system is broken.

Backed up by a recent report released by the National Youth Commission of Australia, Apprenticeships and traineeships - delivering on potential, it is clear major changes are needed to increase enrolments and retention.

In 2022, the apprenticeship system began receiving significant attention through the Australian Skills Guarantee consultation process and changes need to be made. Our skilled trades are crying out for support with a 5.8 per cent increase in jobs expected in the construction sector by November 2026, according to the Employment Insights for Australia report by Labour Market Insight.

So, what is the solution?

Strengthening career support for youth

Provide youth with insight, understanding and the human skills needed to thrive in an apprenticeship from start to finish. NCVER’s Completion and attrition rates for apprentices and trainees 2020 report shows that only 56.1 per cent of all apprentices and trainees that commenced training in 2016 went through to completion. In skilled trades specific roles, that number reduced to 55.1 per cent. To lose so many, you need to question how the career decision was made in the first place.

per cent nationally.

Young people need cheerleaders. They need people in their corner showing them different educational pathways and career options from the start of their secondary schooling – not just at the time of their electives. Cheerleaders aren’t just our school staff, nor are they just the career practitioners at school. Cheerleaders are the community; they are those seeking the best for a young person, including parents, family friends, educators and neighbours. During COVID-19, our young people experienced a significant disruption to their schooling. The personal experience in our home was challenging and some days were better than others. However hard, we also saw some real benefits appear during this period. Having my kids witness the day-to-day trials and tribulations of a workday, see the human skills on display, ride the highs and lows of success and get to ask questions about the world of work was a whole new experience. It was incredibly valuable and is something they would never have gotten to experience at such a young age. It made an impact.

As a community of workers, we can change the narrative. Career conversations need to start early. We need to plant the seeds for young people in Year 7 and Year 8 to start to give them ideas of what a career could look like for them, help them discover what they enjoy and what they don’t. We need to highlight different ways of learning, such as traditional pathways and more vocationally based pathways such as apprenticeships, as valid and viable options.

By Melinda Davis,

It is easy to blame a system – the apprenticeship system or the school system. It can always be better. What we really need to remember is that these systems are just two cogs in the wheel. No matter how good the system is, it will never be all we need to make the shift back to attracting young people towards apprenticeships and traineeships, specifically skilled trades. Current unemployment rates sit at 3.4 per cent nationally, however youth unemployment continues to buck trends and is sitting at 7.7

Education is changing, the world of work is changing and as cheerleaders for young people we need to make sure the advice and support provided reflects the environment we are expecting them to launch into. We are working in a world with less focus on the technical skills you currently have and more focus on the human skills you possess.

Shaping the narrative

Share experiences – speak to young people about the highs and lows of employment, bring them to work with you and give them experience. Take an interest in their interests. Wherever you can, normalise the conversation around work so you set realistic expectations.

As the construction industry continues to face labour and skills shortages, Empowered Women in Trades’ Head of Programs Melinda Davis shares how investing in youth could be the solution.

“Our skilled trades are crying out for support with a 5.8 per cent increase in jobs expected in the construction sector by November 2026.”

Empowered Women in Trades’ Head of Programs.

Leave bias at the door – our careers have been shaped by experiences. Not all of these experiences have been positive. Just because you did or didn’t go to university, it doesn’t mean that’s the right option for everyone. Encourage our young people to explore their options and make an informed choice.

Remove the question – no longer are people asking, ‘what do you want to be when you grow up?’ or ‘what career do you want when you leave school?’. We need to reshape our vocabulary to be more along the lines of ‘what will you enjoy doing over the next couple of years?’ or ‘how do you feel you learn best?’. Fun fact – many of the jobs that our current youth will take on in the future don’t even exist yet.

Remember – a career for most people spans for decades; it is a marathon, not a sprint. Even if the young person changes their mind, there is always another option. Supporting them to have realistic career goals and encouraging them to learn from failure will support a growth mindset.

Adjusting the mindset

To improve the attraction to careers in skilled trades, we need to continue to focus on expanding the conversation and experiences of trades from an early age, particularly for females. Adjusting the mindset of females to take up these roles is crucial in building a continuous pipeline. Only two per cent of trades roles across Australia are currently held by women even though 50.7 per cent of the Australian population as of June 2022 is female. We can be the drivers of change.

The EWIT team had the privilege of working with several secondary schools across Victoria in 2022. We worked specifically with female and non-binary students in Year 7 and 8 to introduce them to the world of trades via immersive experiences delivered at school. Students were provided with the opportunity to get on the tools and try something different.

Delivering these sessions to over 150 students in the early year levels allowed for lived experience, created the freedom to explore possibilities and allowed for discussion around apprenticeships and traineeships as a viable vocational pathway. After just a double school period, students provided us overwhelmingly positive feedback.

“Today I learned that stereotypes around trades are not true and there is so much more to trades than meets the eye,” said one student.

“I love the idea of this program,” said another young student. “It is spreading an amazing message for girls and giving me hope that a career in trades could be for me.”

Government funding and support is a critical piece of the puzzle to allow experiences like this to be delivered to our workforce of the future. The investment needs to be less in the system and more in the future pipeline. Funding should be provided for programs that provide immersive experiences and focus on the five pillars of positive psychology –Positive Emotion, Engagement, Relationships, Meaning and Accomplishment – and further provide young people with the tools needed to flourish in a skilled trade career.

Every successful system needs a solid foundation, and the apprenticeship system is no different. Building the belief in young people from an early age that an apprenticeship is an exciting career option is crucial to seeing the system succeed. Providing immersive experiences and developing realistic career goals will provide critical support to industry, attracting apprentices and creating a pipeline of potential employees. Creating the pipeline will go a long way to fix the gap and help fill the 5.8 per cent of new roles being generated in construction. The EWIT team will continue to do this in 2023 and beyond.

No one voice alone will provide the solution – it will truly take a village. Are you ready to join the EWIT village and make a significant impact in this space?

“Only two per cent of trades roles across Australia are currently held

by

women.”

Financial data from Fair Work Ombudsman Australia for apprenticeships/post apprenticeships versus financial data for university from The University of Sydney Commonwealth Supported Places (CSP) & from QILT Graduate Outcomes Survey 2021.

Sydney Build 2023

Roll up for Sydney Build 2023

To be held at Sydney’s International Convention Centre on 6 and 7 March, Sydney Build 2023 is looking to be another huge event for the Australian construction industry.

This month, Inside Construction caught up with Sydney Build event organisers to bring you everything this year’s event has to offer. The event will run over two massive days from March 6 to 7 at the International Convention Centre Sydney, 14 Darling Drive.

Bringing together professionals in the built environment and design industry alike, Australia’s construction, architecture and

Event topics

450 top-level speakers to present across 9 stages.

Sydney Main Stage

Government updates and initiatives, major projects, procurement, and commercial and residential real estate development.

Digital Construction Stage

Digital transformation, latest technology trends, augmented reality and virtual reality, data management and security, digital twins, smart buildings, precincts and cities.

Sustainability Stage

Circular economy, net-zero, embodied carbon management, regenerative design, renewable energy, building life cycles and environmental, social, and governance sustainability.

Architecture and Design Stage

Innovation in architecture, workplace design, social and cultural inclusion, urban architecture, and meeting the needs of the people.

Diversity and Inclusion Stage

Importance of leadership, age, gender, and cultural diversity, driving equality and change, reconciliation in construction and participation policy.

Future of Construction Stage

Latest industry trends, modernising construction, modular methods, skilled workforce shortage, retention, upskilling and 3D printing.

Infrastructure Stage

Updates from latest infrastructure projects (Sydney Metro, Western Sydney Airport, Coffs Harbour Bypass, etc.), transport decongestion, electric vehicle transition.

Climate Resilience and Safety Stage

Fire, flooding, earthquake and natural disaster safety, building resilience to extreme weather conditions, quality assurance and defects.

Skills and Wellbeing Stage

Wellbeing and mental health in construction, available industry initiatives, sales training, business planning, digital marketing and social media strategy.

Alternatively, a full list of the summit agendas and more information on the speakers to be hosted across each stage can be found at www.sydneybuildexpo.com/2023-agenda

infrastructure show will feature more than 500 exhibitors, 450 speakers and 20,000 attendees.

Now in its seventh year, Sydney Build has firmly established itself as one of the leading construction industry events in Australia, providing a great opportunity for professionals to get together to discuss past, present and future projects.

Hear from expert speakers confirmed including:

• Alberto Sanchez, Head of PlanningLendlease.

• John Hainsworth, Technical DirectorSmart Infrastructure - Mott MacDonald.

• Stacy Mitchell, Program Director, TfNSWTransport for NSW.

• Marco Assorati, Executive Director AsiaPacific - WeBuild.

• Yolanda Espinar Garcia, Digital Delivery Lead - Jacobs.

• G eorgina North, Head of Technology & Innovation - Laing O’Rourke.

• Mulalo Mudau, Principal Project Manager/ Board Of Directors - AECOM.

• Renata Tracey, Civil Section Manager, Principal - Stantec.

• L auren Gaudion, Chair - Young Engineers

Key events

Meet the Buyers

Sydney Build’s Meet the Buyer events are a great opportunity for suppliers to introduce themselves to new buyers and learn about new projects. For buyers, they enable them to increase their supply chain and brand profile to potential new clients.

Architect’s Hub

The Architect’s Hub at Sydney Build will feature a wide range of 3D models and designs of exciting projects based in Sydney and Australia. This dedicated area will showcase innovative work by reputable architecture firms for all to see.

Sydney Build Bar

– Sponsored by Wurth

Grab a seat, relax over a drink, listen to the DJ and network with professionals from across the construction industry.

• Saumya Menon, Director Health, Safety & Environment - Landcom.

• Tony Lavorato, Design Director, StructuresAurecon.

• Harman Singh, Smart Cities and Places Lead - GHD Digital.

• Cathy Jameson, Design Director, Regional Practice Area Leader - Gensler.

• Alexander Yammas, Digital Engineering Lead - Roads Aviation and Civil - WSP.

• A shley Barnes, Design Manager - Richard Crookes Constructions.

• Emma Birkett, Development ManagerMirvac.

Hosted by global trade show event management company Oliver Kinross, Sydney Build is a part of its award-winning, international ‘BUILD’ exhibition portfolio. Also across the two days, the Sydney Infrastructure Expo and Digital Construction Australia will be co-hosted at the venue showcasing the latest in technology and innovations. These additional events extend the show’s outreach into the infrastructure and transportation industries, offering a more focused insight into their relevant fields.

Sydney Build boasts a comprehensive

Networking Hub events

Diversity in Construction

The annual Diversity in Construction Networking Event is free-to-attend for all. Learn from an inspiring panel of industry leaders as they celebrate the successes and discuss the challenges. Feel inspired by the diverse stories that make up one of the most exciting industries. Sydney Build is currently working with a large team of champions driving change and diversity, making Australia’s built environment an inclusive industry.

Date: 6 March

Time: 11:15am - 12:45pm

Location: Networking HUB

Women in Construction

The annual Women in Construction Networking Event, in collaboration with Sydney Build’s key partner NAWIC, is free-to-attend for all. Learn from an inspiring panel of industry leaders as they celebrate the successes and discuss the challenges facing female AEC professionals. Network with fellow professionals and feel inspired by the diverse stories that make up one of the most exciting industries.

Date: 7 March

Time: 11:15am - 12:45pm

Location: Networking HUB

BCI Central Networking Breakfast

Join BCI Central for a networking session and panel discussion. Drinks and refreshments are provided, first come first served.

Date: 6 March

Time: 9:30am - 11:00am Location: Networking HUB

CIOB Networking

Join CIOB for a networking session and panel discussion. Join the members to chat about what they’ve been up to locally, and how you can get involved.

Date: 6 March

Time: 5:15pm - 6:30pm Location: Networking HUB

Media Centre

Interviews with speakers and exhibitors can be arranged at the Media Centre. For all media-related inquiries including official media badges, you can contact marketing.

Location: Media Centre

Raise funds for R U OK?

Sydney Build organisers understand how important suicide prevention is in the construction industry, so they have decided to fundraise for R U OK?

Competitions and entertainment

Music and entertainment

The Sydney Build team believes that exhibitions should be fun, interactive and memorable.

At the expo there will be a wide range of live music performances, buskers, entertainers and a few special surprises.

Prizes and competitions

Want to win power tools? How about a new iPad, a bottle of champagne or even a holiday? Keep your eye out on the day for the prize giveaways.

VIP Lounge

The Sydney Build team would like to invite all holders of VIP event tickets, speakers and exhibitors to join the VIP Lounge.

Location: VIP Lounge

Free professional headshot

Thinking of updating your headshot? Get your free headshot to use on LinkedIn, company websites and business cards.

Fresh popcorn

Who doesn’t love good popcorn? You can now enjoy freshly made popcorn at Sydney Build. Follow the scent trail and it will guide you to some free popcorn.

program and diverse range of displays, from cutting-edge seminars and live equipment demonstrations to a unique show floor format to stimulate business networking opportunities between attendees and exhibitors.

Key sponsors for the event include high profile BIM and digital asset management firms Edara Systems, Autodesk and MYOB; build-related firms consisting of the WURTH Group, Spantec and DECO; and crucial

Scan the QR Code to donate and help start more life-changing conversations. Your support will help R U OK? to inspire and empower more tradies to meaningfully connect with those in their world and lend support when they are struggling with life.

Free to attend, Sydney Build registrations are still open on the expo’s website.

stakeholders spanning across the Australian built environment industry such as CSR, Australian Made and Procore are confirmed to exhibit.

Uniting thousands of construction experts, architects, engineers, designers, government personnel and aspiring tradies, Sydney Build is projected to provide guests new perspectives and favourable circumstances for approaching the construction industry. In addition, the event provides a platform for attendees to build lasting relationships within the industry to further the growth potential of Australian construction development.

Additional information on Digital Construction Australia can be found at: www.digitalconstructionaustralia.com

Additional information on the Sydney Infrastructure Expo can be found at: www.sydneyinfrastructureexpo.com

For more information and to register a complimentary ticket visit www. sydneybuildexpo.com or email marketing@ sydneybuildexpo.com.au

Reduce costs with Hybrid technology

Hybrid technology significantly reduces the impact of equipment on the environment, without adversely impacting the economic feasibility of a project.