Procore CEO Tooey Courtemanche reveals how future technologies are shaping the company’s bold path forward.
Feel the tension
Shaping the future
Discover how Procore is ushering in a new era of data-driven innovation in the construction industry.
14 Synergy of systems and success
Buildcorp reveals how leveraging cutting-edge software from key technology providers like Payapps has streamlined its operations.
39 Emmeline Rocks: Leading projects, leading change
Emmeline Rocks shares her journey as a civil engineer and project manager, driving transformation in the construction industry.
42 Samantha Grant: “There’s a place for you”
ACCIONA’s Samantha Grant discusses breaking barriers and creating opportunities for women in construction.
52 Accelerating technology adoption
Dr Gretchen Gagel outlines practical strategies for speeding up technology adoption in the construction industry.
Melinda Davis from Empowered Women in Trades highlights the changemakers shaping a brighter future for women in trades.
46 Industry innovation and modern methods
The Australian Constructors Association champions innovation to boost productivity in the construction industry. 50 Male allies
The National Association of Women in Construction introduces its Male Allies Program, equipping men with the tools to champion diversity and inclusion in the workplace.
Hobson Engineering explores how its tension-controlled bolts are enhancing efficiency in major construction and infrastructure projects throughout Australia.
22 Bringing skills to life
Komatsu offers an inside look at its registered training organisation – the Komatsu Training Academy.
26 The collaborative edge
Discover how Built Environs is revolutionising healthcare construction in South Australia. 31 The sky’s the limit
Aptella reflects on the evolution of construction layout methods and explores the technologies paving the way forward. 34 Rise to the top
KONE shares how its vertical transportation solutions are improving the flow of urban life.
Revealing the winners of the 2024 Women in Industry Awards.
Discover what No-Dig Down Under 2025 has to offer.
Building Australia’s future
Explore Converge, an exciting new event for the municipal works, commercial and civil construction sectors.
From the editorial team
Tech-driven breakthroughs
This month, we highlight the trailblazing organisations driving transformative technologies that are set to reshape the construction industry.
According to the Australian Constructors Association’s Nailing Construction Productivity report, enhancing construction productivity could potentially add $56 billion to Australia’s economy. The key to unlocking this potential? Technology.
Technology has the power to enhance efficiency, safety, productivity, communication and capacity to solve problems. It can mitigate risks, provide valuable insights and enable contractors to build faster, more cost-effectively and more intelligently. While the construction industry has traditionally been slow to adopt new technologies, an increasing number of businesses are now making significant strides, with construction technology providers leading the way.
Platform technology is one such advancement on the rise. Construction management platforms are now in use at 49 per cent of Australian and New Zealand businesses, according to a 2023 industry report. In this edition, we explore the evolution of one of the world’s largest construction software-as-a-service solutions and unveil the innovations this company has in store.
Another award-winning construction software solution is simplifying and standardising progress payment claims for construction companies across Australia. This technology is significantly reducing project risk and improving collaboration for a prominent commercial Tier 2 builder.
We also delve into the evolution of construction layout methods, showcasing new technologies from
robotic total stations to autonomous layout robots, which are leading progress in this space.
Inside buildings, one elevator and escalator manufacturer is revolutionising the way people navigate the built environment. Its vertical transportation solutions are utilising advanced technologies like artificial intelligence to optimise how people move in and around buildings. We take a look at how the company ensures seamless travel in urban environments, harnessing cutting-edge tools.
Equipping Australia’s construction workforce with the skills needed to leverage these technologies is a future-oriented registered training organisation launched by an original equipment manufacturer. We explore the training and development opportunities offered and look at how they are preparing technicians for the future.
We are also excited to announce Converge, a groundbreaking event for the construction sector. This edition offers a detailed look at what makes Converge a must-attend for industry professionals.
We hope you enjoy our August 2024 edition of Inside Construction.
Chief Executive Officer John Murphy
Chief Operating Officer Christine Clancy
Group Managing Editor Andrew Hobbs andrew.hobbs@primecreative.com.au
Inside Construction is available by subscription from the publisher. The rights of refusal are reserved by the publisher
Articles
All articles submitted for publication become the property of the publisher. The Editor reserves the right to adjust any article to conform with the magazine format.
Copyright
Inside Construction is owned by Prime Creative Media and published by John Murphy. All material in Inside Construction is copyright and no part may be reproduced or copied in any form or by any means (graphic, electronic or mechanical including information and retrieval systems) without written permission of the publisher. The Editor welcomes contributions but reserves the right to accept or reject any material. While every effort has been made to ensure the accuracy of information, Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in Inside Construction are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.
Project Picks
Project Picks
From office towers to transformational rail infrastructure, this month’s projects are paving the way for greener, more resilient urban landscapes.
Nine The Esplanade, Western Australia
Contractor: Multiplex
Current value: $500 million
Details: Nine The Esplanade is a 19-level, approximately 33,500-square-metre Premium
Grade office tower being delivered for Brookfield Properties and Cbus Property in Perth. Featuring more than 4,600sqm of onsite co-working and conferencing facilities and highly efficient floorplates with a side core designed to capture views across the Swan River, the tower will take centre stage at Perth’s Elizabeth Quay. Other building highlights include premium end-of-t rip facilities, touchless technology, inter-floor connection opportunities, floor-to-ceiling glass, secure lift destination controls and undercover parking.
Status: Since starting construction in early 2023, Nine The Esplanade has quickly progressed out of the ground with the tower set to top out in the coming months. So far more than 250,000 hours have been worked onsite and around 21,000 cubic metres of low-carbon concrete has been poured to help form the building structure. Completion is anticipated in 2025 at which point Multiplex will not only become the construction delivery partner but also an anchor tenant of the new tower, moving its Perth head office to Nine The Esplanade.
Initiatives: Reflecting the latest thinking in environmentally sustainable workplace design, the next-generation office tower will raise the bar in Perth, targeting a 6 Star Green Star rating, 5.5 star NABERS Energy rating and IWBI WELL Gold Core certification.
Nine The Esplanade is set to top out in the coming months. (Image: Brookfield Properties and Cbus Property)
TCBOLT
» Higher strength: Property Class 10.9.
» Hot Dip Galvanised (HDG) for use in Australian structural
» Calibrated bolt, simple tool: no ongoing calibration.
» Cup head bolt: ONE SIDED INSTALLATION
REGULAR Project Picks
Project Picks
Gold Coast Light Rail Stage 3, Queensland
Contractor: John Holland on behalf of GoldlinQ
Current value: $1.2 billion
Details: Gold Coast Light Rail Stage 3 (GCLR3) is a $1.2 billion, 6.7km extension of the light rail network from Broadbeach to Burleigh Heads, funded by the Queensland and Australian governments in partnership with the City of Gold Coast. The project includes an upgrade and expansion of the existing depot and stabling facilities, new light rail and bus connections at Burleigh Heads and Miami, and supporting works and improvements, such as signalised traffic intersections and upgrades, safer signalised pedestrian crossings and improved pedestrian and bicycle facilities. With more than 20 active construction sites, this stage of the light rail project is expected to directly support more than 760 jobs with a 100 per cent local workforce, exceeding the local industry target. Status: As the lead contractor, John Holland is currently delivering new and upgraded utilities, including water, gas, power, telecommunications, drainage and sewer infrastructure. In total, 23km of utilities are being identified, relocated and upgraded. Overhead power lines that currently cross the Gold Coast Highway are being relocated beneath the road surface, improving safety and reliability. Earlier this year, the first of four traction power substations arrived onsite, which will support future tram operations. After more than a year working on the underground city of utilities, the GCLR3 project heads above ground with a major milestone reached – the first significant concrete pour for track works. By the end of 2024, around 50 per cent of the total track will be installed. Initiatives: The GCLR3 project team has installed 29 temporary solar and battery pack light towers along the alignment, replacing fixed street lighting that would have used non-renewable power during construction to light the Gold Coast Highway. Ten electric vehicles are transporting the project team along the alignment during construction. More than 52,000kW hours of renewable electricity have been generated from onsite solar pods since December 2023. Additionally, 205,000 litres of biofuel (B05) have been used in construction plant and equipment since May 2023.
One Sydney Harbour, New South Wales
Contractor: Lendlease
Details: Watermans Residences at One Sydney Harbour, Barangaroo, Sydney, represents the final chapter of over a decade of work by Lendlease at Barangaroo South, transforming this precinct into a vibrant, mixed-use and connected extension of Sydney’s CBD. Designed by Pritzker Prize-winning architect Renzo Piano, the 30-storey tower offers 162 contemporary apartments with high-end luxury interior design and north-facing park, city and water views.
Status: The project is scheduled for completion in late 2024.
Initiatives: As a company, Lendlease is working towards its goal of zero fossil fuels in its Australian construction activities. To achieve this, the company is prioritising the use of electric construction machinery and equipment, and biofuels such as biodiesel and renewable diesel, where electric options are not available. Watermans Residences was one of Lendlease’s first projects to trial fossil fuel-free construction methods. Lendlease deployed electric machinery and equipment where options were available, including a concrete pump, two tower cranes, two hoists, elevated work platforms and a formwork hoist. The electric concrete pump, exemplified by the Schwing SP 3800 E supplied by Azzurri Concrete, showed compelling energy, carbon and cost advantages over diesel concrete pumping.
Watermans Residences at One Sydney Harbour is nearing completion.
(Image: Lendlease)
Base concrete pour at Miami ready as part of light rail track works.
(Image: Courtesy of the Queensland Government)
Buildcorp utilised Procore Quality at the National Rugby Training Centre. Utilising a single quality control system for all stakeholders enabled transparent and rapid collaboration. (Images: Procore)
Shaping the future
From its humble beginnings, Procore has grown into a powerhouse in the construction industry, pioneering a new era of data-driven innovation.
Reflecting on Procore’s remarkable growth reveals a story deeply rooted in the passion and vision of its founder and CEO, Tooey Courtemanche.
Courtemanche’s journey into construction began early. Growing up in California, he worked after school at a construction company, gaining hands-on experience from a young age. After high school, he briefly attended college before deciding to pursue a career as a carpenter and also working as a real estate developer in his early 20s.
“I gained experience in everything from swinging a hammer to managing project budgets,” Courtemanche recalls. “I then left the construction industry, and my wife and I moved to a small town in California called Santa Barbara, where we bought a house.”
A pivotal moment came when Courtemanche, while running a technology company in San Francisco in an industry unrelated to construction, started remodelling his home. Returning to construction work was a revelation, he says, highlighting the extent of the industry’s stagnation in technological advancement.
“I realised that technology had failed to deliver for construction, and as such most of construction had not advanced significantly
in the 20-odd years since I had left the industry,” he says. “Meanwhile, technology was transforming other industries.”
Combining his construction background with his skills as an engineer, Courtemanche developed software to manage his home remodel. This innovation became the foundation of Procore.
“That was over 22 years ago, and after completing my house, I realised there was an opportunity to take this solution to the world,” says Courtemanche. “I have been on that journey ever since, building a global company around that idea.”
Breakthroughs and ongoing challenges
With nearly 40 years in construction and over two decades at Procore, Courtemanche has witnessed many industry changes. Yet, what he finds most intriguing is what has remained the same.
“If I rewind time back to 1982 when I started in construction, everything was written down on legal pads, everything was very analog, and people were picking up the phone to call each other,” he says. “Technology has made it to the project site, which is transformative, but we are still in the early stages of transitioning the industry from analog to digital.”
“Many of the people we talk to every day are managing their projects using Microsoft Office – Outlook, Word and Excel – but they are now becoming more aware of modern platforms like Procore.”
People who were previously constrained by the lack of technology now have access to tools that enable them to build better, smarter and safer.
Another significant industry change Courtemanche points out is the increased focus on quality, as a result of the Residential Apartment Buildings (Compliance and Enforcement Powers) Act 2020 and Design and Building Practitioners Act 2020.
Five years ago, Procore built products to meet the quality needs of its Australian customers, and now those products are benefiting its global customers as well.
The rise of platform technology Courtemanche notes that the early use of technology in construction was quite basic. The release of the iPhone in 2007 and the iPad in 2011 marked a turning point, introducing point solutions that allowed users to download snag list apps, manage tasks, take notes and send emails directly from their phones.
The industry has now evolved to embrace modern technologies, including web-based software-as-a-service (SaaS) solutions like Procore. As a platform, Procore offers fully interoperable products and technologies that are accessible both online and offline. Users can continue working even without an internet connection, with all data syncing seamlessly once connectivity is restored.
According to Procore’s How We Build Now: Technology and Industry Trends
Connecting ANZ Construction in 2023 report, construction management platforms have been implemented across 49 per cent of Australian and New Zealand businesses. These platforms are by far the most popular choice to drive change over the next three years.
“Today, the most common technology deployment on project sites is platform technology like Procore,” says Courtemanche.
“This allows customers to aggregate a lot of data entered into the platform daily, enabling them to effectively manage jobs by leveraging the insights gathered. The beauty of this data is that it is structured, allowing for
the application of newer technologies like artificial intelligence (AI).
“This provides better insights into necessary activities, manages risk more effectively, and captures new opportunities on the jobsite – all because of the structured data built on this platform.”
Unlocking insights
Platforms like Procore underscore the importance of interoperability in modern solutions. Without interoperability, relying on disparate point solutions can limit the system’s value, as data remains fragmented and isolated. In today’s dynamic and competitive construction environment, integrated platforms that connect and communicate effectively are essential for unlocking insights and enhancing project productivity.
Courtemanche explains that when a request for information (RFI) is required in the field, it often impacts both cost and schedule. Therefore, an effective RFI tool must integrate with financial controls and scheduling systems to provide valuable insights.
“That’s where the magic happens – that interoperability on a single platform,” says Courtemanche. “You get stifled if you have a siloed product that doesn’t talk to all your other products.”
“Procore doesn’t have a product for every single solution in the marketplace right now; we have many partners who build on our platform today that extend our capability and allow our customers to do more.
“Our customers don’t really feel like they’re not using Procore; it feels like they’re using Procore, but they’re actually using a third-party integrated application to solve problems.”
Investing in a data strategy
While Procore provides a plethora of data to help drive project efficiencies, Courtemanche emphasises the importance of investing
“Today, the most common technology deployment on project sites is platform technology like Procore.”
Procore played a crucial role for Martinus in the City Rail Link project by providing greater consistency in processes and procedures.
Technology Showcase
“The most successful companies are those that take data and data strategy seriously, often assigning one or more full-time employees to it.”
in a data strategy to standardise and report that project data. He has observed that the most successful companies are investing in developing a robust, multi-year data strategy.
Despite this, Procore’s 2023 How We Build Now report highlights that only 14 per cent of companies have implemented a data strategy, with quality varying based on the company’s data maturity.
“Some organisations will dabble, having someone treat their data strategy as a part-time job, and they’re consistently unsuccessful,” says Courtemanche. “The most successful companies are those that take data and data strategy seriously, often assigning one or more full-time employees to it.”
“Ultimately, the wealth of knowledge in the data can help them build more profitably and avoid risks that could be the downfall of their business, if they can effectively extract that knowledge.”
A robust data strategy is crucial, particularly in an industry with such narrow margins. General contractors operate on low gross margins, where a single mistake or oversight can potentially lead to insolvency, a scenario that occurs all too frequently in today’s climate. Implementing an effective data strategy enables executives to avoid these risks, providing them with the confidence that they are making informed decisions based on available information rather than relying on ad-hoc approaches.
Growing demand
Procore’s technology is playing an integral role in supporting developers in sectors that are seeing growing demand like data centres. The company has a large footprint globally in these projects, with Procore customers building many of the largest data centres around the world.
Courtemanche notes that data centres are increasingly viewed as a commodity by developers, who are seeking ways to construct them more quickly and cost-effectively.
“With Procore’s system, our customers are actually building standard operating procedures and documenting them in Procore as they go,” he explains. “When they finish a data centre, they look for areas of inefficiency in the data and then for the next data centre, they solve for that by updating their standard operating procedures.”
“Procore is extremely valuable in helping our customers build more productively and to gain developers more business to build more data centres, because they do it better than anyone else.”
Procore helps customers maximise efficiency by enabling them to build more with fewer resources. This is particularly valuable in sectors such as residential and multi-residential construction, which are grappling with housing shortages and population growth. According to the company’s statistics, customers using Procore can manage 48 per cent more construction volume per person compared to those not using the platform.
This improved efficiency is crucial in the housing market, where interest rates significantly impact both developers and potential buyers. As a result, developers can offer lower-cost products that become more attractive to consumers. These consumers benefit from purchasing affordable homes that maintain high standards, thanks to the efficiencies gained during construction from using Procore.
“We believe that by enabling our customers to build more productively, we enable them to deliver on our housing targets,” says Courtemanche.
Navigating industry challenges
One challenge facing major contractors is the chronic labour shortage. By enhancing productivity through a unified system and standard operating procedures, Procore helps customers achieve more with fewer resources. This approach not only increases construction volume per person but also allows field workers to focus on their core job – building – rather than wrestling with technology.
On average, 14 per cent of total spending on projects could be saved with more efficient data management, according to Procore’s 2023 How We Build Now report.
Additionally, Procore’s university education program, recently launched in Australia and New Zealand, reflects its commitment to advancing industry skills and knowledge.
“In the US, 98 per cent of undergraduate construction programs accredited by the American Council of Construction Education use Procore,” says Courtemanche. “Students cannot graduate without learning Procore.”
“Our goal is to offer this service for free to every construction management university program in Australia and New Zealand, allowing graduates to benefit from Procore right from the start.”
An industry partner
In a constantly evolving industry, Procore has remained at the forefront of technological advancements, excelling in providing insights and enhancing productivity across various project stages.
“We firmly believe that we are the only company solely focused on the construction industry that provides a platform as broad as we do globally, and that is a big differentiator for us,” says Courtemanche. “We have also long seen ourselves as more of a partner than a technology provider.”
“We do not look at a software sale as a transaction; rather, we see it as entering into a long-term partnership. What this does is build a level of trust with our partners – our customers.
“Over time, as people move from one construction company to another, they bring Procore with them because we are recognised as a trusted advisor, not just a vendor.”
Courtemanche explains that many competitors offer products that are not connected and market them as platforms, though they lack true integration. He emphasises that Procore, which was built as a cloud-based platform from the start, distinguishes itself by not only developing its own software but also by boasting over 500 partners who build on its platform. This integration allows for a unified data system, enhancing the application of AI and the overall benefits of having consolidated data.
Procore invests $300 million annually in its platform, with plans to invest $1 billion over the next three years, matching the amount invested in the previous three years.
“We are a global, enterprise-grade construction platform,” says Courtemanche. “We recognise the importance of data sovereignty, localisation and other factors that major global construction companies value highly.”
Next frontiers
Procore shows no signs of slowing down, with a host of new innovations on the horizon. The company is set to launch its
Document Management product soon. According to Courtemanche, this capability has been highly requested in the Australian market. Procore has conducted a beta program with some of the largest builders and developers in Australia and New Zealand, receiving outstanding positive feedback.
“We believe this will be a major enhancement and a significant benefit for our customers, as it allows teams to manage their quality programs and site activity alongside formal document control and correspondence in a single project delivery solution,” says Courtemanche.
Courtemanche also highlights Procore’s Correspondence tool, which was developed in response to feedback from its customer base in Australia.
The company envisions a future where construction operates within a seamlessly connected environment, enabling stakeholders – such as developers, head contractors and subcontractors – to interact effortlessly.
To achieve this, Procore is developing a platform integration that will allow each entity to maintain their own Procore account while being interoperable with others. This means they won’t need to leave their private accounts to collaborate, as everything will be interconnected. The integration is currently being released in the US and is expected to be introduced to the Australian and New Zealand markets in the near future.
With its extensive suite of connected products and more innovations on the way, Procore is poised to continue shaping the future of construction.
Procore helped
streamline its core business to identify and focus on the key drivers that deliver greater accessibility, efficiency and profitability outcomes.
“We do not look at a software sale as a transaction; rather, we see it as entering into a long-term partnership.”
Woollam
Synergy of systems and success
Buildcorp has long been at the forefront of systems innovation, leveraging cutting‑edge software from key technology providers like Payapps to streamline its operations.
As a prominent commercial Tier 2 builder with a robust presence in New South Wales, Queensland and Victoria, Buildcorp boasts an impressive track record, having successfully delivered over $8 billion worth of projects across diverse sectors, including education, health, commercial and sports.
One standout project in Buildcorp’s portfolio is the Bondi Pavilion restoration and conservation in Sydney, NSW, which clinched the ‘Restoration/Adaptive Re‑use of a Historic Building: $50‑$100 million’ category at the Master Builders Association of NSW’s 2023 Excellence in State Awards. In Victoria, Buildcorp delivered the fit out for the MinterEllison building, earning accolades at both the 2021 Master Builders Victoria Excellence in Construction Awards and Master Builders Australia’s 2021 National Excellence in Building and Construction Awards. Other notable projects include the National Rugby Training Centre at Ballymore
Stadium in QLD and the recently awarded Loreto Normanhurst boarding school in NSW. With over 34 years of experience, Buildcorp has built a stellar reputation for delivering successful projects. Integral to this success is the company’s commitment to innovation and excellence in system adoption, including the integration of industry technologies like Payapps. This award w inning construction software solution simplifies and standardises progress payment claims, significantly reducing project risk and improving project collaboration. Buildcorp also highly values the strategic partnerships it shares with its subcontractors. By investing in Payapps, the company demonstrates the importance of having an efficient contract administration and treasury function to support its subcontractors.
Toni Hall, group commercial business systems manager at Buildcorp, oversees the company’s commercial systems, processes
Buildcorp utilises Payapps to enhance efficiency and collaboration across the business.
and procedures. She explains that Payapps has been a cornerstone of Buildcorp’s operations since its adoption.
“After reviewing our subcontractor payment system, Buildcorp adopted Payapps in 2016,” says Hall. “Reflecting on my time working for another builder in that same year, we were still using cheque payments, so it was an early adoption for Buildcorp.”
“We aimed to reduce project risk and the amount of time spent on payment claims, which impacts our subcontractors, project teams, accounts payable and even senior management.
“Now, with Payapps, Buildcorp faces less risk from security of payment claims, and subcontractors benefit from improved visibility of cash flow and a clear understanding of how, when and what they need for their payment claims, preventing them from slipping through the cracks.”
Buildcorp’s commitment to robust systems and procedures was a significant factor in attracting Hall to the company. Its internally built systems, particularly those focused on health, safety, environment and quality, have earned several industry awards for innovation and excellence. Buildcorp’s systems are ISO 9001 and ISO 14001 certified, and its work health and safety (WHS) management system is accredited by the Federal Safety Commissioner. Hall underscores the importance of integrating new technologies with these established systems, leveraging platforms like Payapps to enhance efficiency and collaboration across the business.
“It makes more sense to build on what we’ve already established and integrate with external providers such as Payapps,” says Hall. “We have long utilised Jobpac as our financial management platform and Procore for project management – the seamless integration of Payapps with Jobpac is crucial for Buildcorp’s operations.”
Hall recalls that in the past, manually completing subcontractor payment claims could take hours due to the need to chase down information and approvals. She remembers spending countless hours in previous roles trying to obtain missing details from subcontractors. With multiple claims to handle, an entire month could easily be consumed by this process.
“With Payapps, setting up a claim at the start of a project takes only about 10 minutes,” says Hall. “After that, you just wait for the claims to come in.”
“You still need to do the physical assessment onsite, which involves the project manager or estimator, depending on who’s assessing the claim. But Payapps removes a huge pain point – administration.
“Depending on what is being claimed, it can take just two minutes to physically process it with Payapps.”
Streamlining Buildcorp’s operations and project delivery, the company integrates the actual number of outstanding, approved and submitted claims from Payapps into its project dashboard, one of its internal systems. Team members, whether onsite or in the office, can open the dashboard to view not only their latest safety scores and current quality data but also current and pending Payapps claims, along with high level project information. This dashboard serves as Buildcorp’s first point of information for all projects.
Further boosting efficiency, Hall notes that any outstanding claims are easily highlighted and can be quickly addressed in Payapps. “We can also reassign an approver promptly if someone, for instance, goes on leave,” she explains. “A project doesn’t halt if the project manager is called away on a family emergency or needs to take scheduled leave.”
“Projects are tough, so we need to ensure our systems are as seamless as possible. Payapps helps ensure projects don’t stop, subcontractors get paid, and all risks associated with progress payment claims are captured and mitigated.”
According to Hall, Payapps has garnered positive feedback from both team members and clients. During job interviews, candidates often enquire about the systems used, and Buildcorp proudly highlights its use of the latest technologies, including Payapps. Future team members appreciate knowing these systems will simplify their work.
“Our subcontractors are also very keen on Payapps because it allows them to submit claims easily without having to chase project managers or contracts administrators for approval,” explains Hall.
“Our accounts payable team loves it because they no longer have to chase for extra information from teams or subcontractors.
“Payapps helps ensure projects don’t stop, subcontractors get paid, and all risks associated with progress payment claims are captured and mitigated.”
Toni Hall, group commercial business systems manager at Buildcorp. (Images: Buildcorp)
Technology Showcase
Payapps enables the Buildcorp team to focus on high-value project tasks rather than spending extensive time on manual administration.
“Our clients think it’s great too, because they can have confidence in Buildcorp’s ability to deliver the project financially, both upstream and downstream.”
Payapps and other technology solutions have been crucial in maintaining Buildcorp’s competitiveness in an increasingly challenging market. The company’s robust safety and quality systems have been further enhanced by integrating platforms like Payapps and Procore. These technologies allow the Buildcorp team to focus on high‑value project tasks rather than spending extensive time on manual administration.
Buildcorp also leverages data from Payapps and its other systems for its estimating team, enabling the company to effectively track expenditures and manage subcontractors.
“As a result, we are competitive not just in the tendering phase but also in the delivery phase,” says Hall.
“Clients appreciate this efficiency because
Buildcorp’s head of systems and technology collaborates closely with the company’s group services to integrate advancements like Payapps into existing systems. According to Hall, extensive internal collaboration ensures that any new implementation works seamlessly across the board. “We don’t have siloed systems for safety, quality, financial and commercial functions – you can’t implement a system in isolation from the rest of the business,” says Hall. “For Buildcorp, there’s a lot of teamwork and collaboration involved.”
As for the future, Hall believes that the next five years will be significant for technological evolution, particularly with the rapid escalation of artificial intelligence technologies. She notes that all departments at Buildcorp are actively staying up to date with current developments, with many department heads regularly communicating with their contemporaries to share insights.
“Our technology providers are keen to keep working with Buildcorp and are therefore eager to develop alongside us,” says Hall.
“For instance, I participated in a webinar held by Payapps on the proposed changes to the Building and Construction Industry Security of Payment Act 2002 in Victoria, which was really helpful.”
As technology continues to evolve, Buildcorp remains committed to staying ahead of the curve and leveraging its long standing
“With Payapps, setting up a claim at the start of a project takes only about 10 minutes.”
experienced professionals and fresh talent, the ositioned to embrace future
received
Payapps has
positive feedback from Buildcorp’s team members, subcontractors and clients.
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SkyPoint Gold Coast
Structural bolting
Feel the tension
Hobson Engineering’s tension-controlled bolts are enhancing efficiency in major construction and infrastructure projects throughout Australia.
“Ultimately, the TC bolt is the simplest and quickest method for achieving correct tensioning.”
In structural engineering, advancements often come in the form of small innovations that promise big advantages. One such innovation making waves in the construction industry is tension-controlled (TC) bolts.
Gavin McPherson, lead engineer at Hobson Engineering, says that TC bolts have great potential in improving efficiency in structural applications. He explains that, unlike traditional methods relying on manual marking or additional direct tension indicators, TC bolts simplify the installation process.
“Hobson Engineering’s TC bolts offer a streamlined installation process using a shear wrench, a tool that does not require calibration,” says McPherson. “The quality control is built into the bolt itself.”
“The shear wrench holds the bolt, tightens the nut to the required tension, and then shears the spline off, ensuring correct installation.”
This process not only ensures correct installation but also provides a clear visual indicator of proper tensioning. Inspectors can quickly verify that all spline ends are sheared off, confirming that the bolts are tensioned correctly – an assurance that traditional methods struggle to match. “In comparison, traditional methods like turn-of-nut require
marking the nut, bolt and steelwork, then rotating the nut a specific angle based on the bolt’s diameter and length,” says McPherson.
“Another alternative is the direct tension indicator, which involves placing an additional indicator device under the structural washer and tightening until visual indicators appear. Ultimately, the TC bolt is the simplest and quickest method for achieving correct tensioning.”
McPherson notes the TC bolt is ideal for virtually all structural bolting applications where fully tensioned connections are required. Hobson Engineering’s TC bolts are exclusively available in property class (PC) 10.9, which offers approximately 20 per cent greater strength compared to the more commonly used PC 8.8 structural bolts on the market. This strength advantage makes TC bolts particularly suitable for projects requiring robust structural integrity, such as high-rise buildings, bridges and industrial structures. While the initial cost of adopting TC bolts may seem daunting, McPherson emphasises the long-term efficiency gains. He explains that the primary drawback, or the biggest barrier to adopting these bolts, is the need for a specialised tool called a shear wrench, which is designed exclusively for tightening TC bolts. In contrast, standard structural bolts can be
Gavin McPherson, lead engineer at Hobson Engineering.
(Image: Hobson Engineering)
Hobson Engineering’s tension‑controlled bolts have a unique three c haracter trace code on the bolt head and offer an accurate visual inspection via break off spline. (Image: Hobson Engineering)
tensioned using more versatile tools like rattle guns or impact wrenches, which can also be used for tasks such as changing a car tyre.
“Despite the higher upfront cost of the shear wrench, the efficiency savings it offers can offset this expense,” says McPherson. “For businesses that regularly install structural bolts, the TC bolt and shear wrench method significantly reduces time and labour.”
“This process requires only one person to tension the bolts, compared to the two people typically needed for traditional methods.
“As a result, the labour savings can recoup the cost of the tool within as little as a month of installing structural bolts.”
McPherson estimates that TC bolts accelerate installation times by 20 to 30 per cent compared to traditional methods like the direct tension indicator. This time saving is crucial in fast-paced construction environments where meeting deadlines can hinge on the speed and reliability of bolting solutions.
Highlighting the practical success of TC bolts, McPherson reflects on the Circular Quay Tower, now known as the Salesforce Tower, delivered by Lendlease in Sydney, New South Wales.
“This project utilised our TC bolts in nominal sizes ranging from M24 to M36,” says McPherson. “Although our standard stock range has a hot-dip galvanised finish, the client for this project requested a plain or black finish, meaning no coating on the bolts.”
“Hobson Engineering collaborated with the factory and project team to meet this unique demand and usage requirement.”
From an aesthetic perspective, the bolt head is not a traditional hex head but rather resembles a cup head bolt. This has benefits in heritage works where the structure needs to replicate hot-driven rivets or where a smooth appearance is desired.
Darren Latham, project manager for structures and building NSW at Lendlease, explains that the decision to use TC bolts was driven by the large number of bolts required for the structure and the need for all connections to achieve tension friction.
“Using the part turn method or other methods for bolts of this size (M30 to M36) is slow and difficult to manage from a quality assurance (QA) perspective,” says Latham.
When the correct pre load is reached, the outer socket stops rotating. The inner socket then counter‑rotates and shears the spline off before the wrench safely ejects the spline. The bolt is now properly installed with the correct tension.
(Image: Hobson Engineering)
“The visual nature of the TC bolt achieving tension is far easier to monitor.”
Latham notes that the tensioning of TC bolts resulted in approximately a 50 per cent saving in time and labour costs for large connections and reduced workforce fatigue, as the method of tensioning with the torque wrench did not require heavy impact equipment.
“This saving made in time and labour outweighed the additional cost of the TC bolts relative to standard PC 8.8 structural assemblies, and allowed us to maintain an efficient installation program,” adds Latham.
“As composite tower structures are reliant on consistent cycle times to maintain the program, we achieved a four-day cycle due to the efficient bolting/tensioning.
“The material grade of the TC bolt being PC 10.9 allowed us to reduce the quantity of bolts by around 30 per cent in the connections – this is important with some connections having in excess of 300 bolts and again offset the additional costs associated with TC bolts.
“For businesses that regularly install structural bolts, the TC bolt and shear wrench method significantly reduces time and labour.”
“I would certainly recommend TC bolts for large, bolted steel connections requiring tensioned bolts; it is certainly the most efficient and cost-effective method.”
Originating in Japan in the 1970s, TC bolts have since gained traction globally, particularly in markets like the United States with a robust steel frame industry. In
“I wouldn’t recommend TC bolts for small structural projects, as traditional methods suffice for such tasks,” says McPherson. “But when dealing with a high volume of bolts, the TC bolt is ideal.”
Despite their proven benefits, TC bolts currently face a standards gap in Australia’s structural bolting regulations.
Gavin acknowledges this challenge and underscores the importance of assisting design teams in navigating compliance requirements. “The existing standards allow for AS1252.1 bolts and, as an alternative, EN14399-3 bolts, which are essentially K0 bolts,” he explains. “Our TC bolts are classified as EN14399-10 bolts.”
“Although their dimensions and properties are very similar to the EN14399-3 specification, TC bolts are not specifically included in Australian standards.
“To address this, Hobson Engineering has an expert team available to assist design teams in ensuring compliance when using our TC bolts on their projects.”
This proactive approach ensures that projects incorporating TC bolts meet or exceed regulatory expectations, fostering confidence among stakeholders.
With their ability to streamline installation,
“I would certainly recommend TC bolts for large, bolted steel connections requiring tensioned bolts; it is certainly the most efficient and cost-effective method.”
Large bolted steel connections using Hobson Engineering’s tension controlled bolts. (Image: Lendlease)
Insights that save lives.
A new animation puts the spotlight on lessons learned.
As part of an Enforceable Undertaking, Multiplex have developed a new incident animation, in collaboration with WorkSafe Victoria, to educate the industry about the dangers of high-risk work. The animation recreates a real-life workplace incident to share valuable lessons learned and prevent recurrence.
With working at heights creating a significant risk to safety on site, this animation shares lessons learnt from a recent incident involving a falling object.
Watch the video via the QR code.
Bringing skills to life
Komatsu, through its registered training organisation, is setting new standards in career development for both current and aspiring construction and mining professionals.
In recent years, the construction industry has faced significant challenges, from a persistent skills shortage to the disruptive impact of the COVID-19 pandemic and border closures.
Komatsu, with its unwavering commitment to investing in its workforce, recognised the urgent need for a forward-thinking training solution. In response, the Komatsu Training Academy (KTA) was launched in 2017.
The KTA is more than just a registered training organisation (RTO); it’s a strategic initiative designed to upskill Komatsu’s workforce and the broader industry. By addressing the critical skills shortage head-on, the KTA is playing a crucial role in ensuring a robust future for the construction and mining sectors.
Janine Gurney, who joined Komatsu in 2016, is deeply passionate about the comprehensive training and development opportunities the KTA offers. As the general manager of strategic capability at Komatsu and CEO of the KTA, she has witnessed firsthand the transformation the academy has brought to the industry.
“The evolution of the KTA, including our two purpose-built education training facilities in Brisbane and Perth, directly responds to the critical skills shortage in the construction and mining sectors,” says Gurney.
“Our mission is to train our technicians to the highest standards, equipping them with the skills needed to support our customers, maintain Komatsu machines and drive onsite productivity.
“Additionally, we extend our training opportunities to our customers and the broader industry, ensuring they recognise the Komatsu brand and maintain their Komatsu machines effectively to maximise performance and longevity.
“We are committed to equipping our apprentices and technicians with the skills needed for both the present and the future.”
The KTA offers a comprehensive mix of fully accredited, nationally recognised qualifications and individual units of competency, as well as specialised operator, technical and leadership training. Its suite of nationally recognised qualifications covers civil construction, mobile plant technology, auto electrical and fabrication, as well as Smart Construction and Autonomous Workplace and Remote Operations. These training offerings are available not only to Komatsu employees but also to its customers and the broader construction and mining industries, either online, onsite, at customers’ premises or at a Komatsu training facility.
“We
are committed to equipping our apprentices and technicians with the skills needed for both the present and the future.”
Janine Gurney, general manager of strategic capability at Komatsu and CEO of the Komatsu Training Academy. (Image: Komatsu)
Next-gen training hubs
Enhancing its training capabilities, the KTA boasts two state-of-the-art, purpose-b education training centres in Brisbane, Queensland and Perth, Western Australia.
The Komatsu Technical Education Centre (KTEC) in Brisbane is one of the most advanced technical training centres for mining, earthmoving and utility equipment in Australasia. It features seven training rooms, five technical/electrical laboratories, a large machine workshop and a virtual reality room. Additionally, the KTA has invested in a Smart Solutions Training room that focuses on innovative technologies in both Smart Construction and Smart Quarry applications. Technicians and operators learn geospatial, edge computing, drone surveying, machine calibration, network configuration and other future-focused skills critical to the correct operation of Komatsu auto dozers, semi-autonomous excavators and Smart Quarry Site systems. This enables businesses to increase efficiencies and operate their machines with millimetre accuracy.
Civil Construction Plant Operations. Managed through the KTA, Komatsu’s Apprentice Training Program goes beyond technical skills, equipping apprentices with essential life skills. This approach ensures new industry entrants develop personal responsibility and awareness alongside their trade expertise.
This innovative program has achieved impressive results, with apprentices being six months ahead of their peers in traditional apprenticeships and gaining a one-year advantage by the end of their training.
“With this semi-autonomous equipment in the smart construction space, operators experience the future of automation,” says Gurney. “It’s about understanding how the technology works rather than being the best operator in the field.”
The second facility, KTEC Perth, opened its doors in January 2023. Komatsu invested $6 million to build this facility, plus another $2 million in fit-out, training aids and the latest technology. This highly interactive, technically advanced and globally connected facility is designed to establish career pathways into high-technology areas of autonomous and smart construction.
Equipped with the latest equipment and technology, these facilities enable the KTA to deliver industry-leading training, including its award-winning Apprentice Program.
Transformative apprentice training
Komatsu offers a range of trade apprenticeship courses for the construction industry, including a Certificate III in Mobile Plant Technology, Certificate III in Automotive Electrical Technology, Certificate III in Engineering – Fabrication Trade (boilermaking/welding) and Certificate III in
Apprentices spend the first three weeks of the program at a KTEC facility, learning from Komatsu’s training experts.
The workshops are designed to deliver hands-on training for both construction and mining class machines, ensuring that students gain practical skills and experience. Both training facilities also incorporate a number of simulators, so trainees can safely learn on a range of machines from small utility machines to ultra-class mining machines.
“Our Komatsu Apprenticeship Development Program doesn’t just focus on technical on-t he-job skills,” says Gurney. “We also cover critical areas such as mental health awareness, public speaking, road safety, fatigue management, drug and alcohol awareness and business skills.”
“This holistic approach means that an apprenticeship with Komatsu can open doors to various career pathways, not just within Komatsu but in any roles they may choose.”
Komatsu plans to train 600 apprentices over the next two years, aiming to maintain its impressive 85 per cent retention rate, significantly exceeding the industry average of around 50 per cent,
“Our mission is to train our technicians to the highest standards, equipping them with the skills needed to support our customers, maintain Komatsu machines and drive onsite productivity.”
Shaping tomorrow’s leaders: Komatsu’s newest training facility in Welshpool, Western Australia. (Image: Industriarc)
Industry training
according to data from the National Centre for Vocational Education Research.
“We’ve built award-winning apprenticeship programs because we want to ensure that they’re getting exposure to the next generation of technology, from driverless trucks to autonomous machines,” says Gurney. “It’s also about providing them essential life skills to ensure they are well-rounded tradespeople of the future.”
“Komatsu has been recognised for its commitment to training and development of our apprentices, winning the Australian Apprenticeships Employer Award at the 2023 Australian Training Awards.”
Customised learning
Beyond the Apprentice Program, the KTA offers technical programs that are product-specific for its customers. Operator and technician training courses available through the KTA cover a variety of mining, construction and utility machines, including backhoe/loaders, dozers, shovels, crushers, dump trucks, excavators (conventional and hybrid), graders and wheel loaders, as well as general systems and technologies.
The KTA can also develop and tailor any training program to suit customers’ specific requirements.
“If a customer buys a WA1200-6 Wheel Loader, for instance, we deliver training based on that product,” says Gurney.
“We provide all Komatsu customers with technical training specifically for the product they’re purchasing, considering their specific requirements.”
Through these courses, the KTA aims to deliver customers measurable and sustainable improvements in productivity, cost reduction, machine reliability and safety.
Elevating construction careers
Building on these training solutions, the KTA’s upgrade program focuses on upskilling existing technicians to become dual-traded professionals. For example, a mobile plant technician who is primarily focused on machinery maintenance can now expand their expertise to include electrical systems.
As the industry moves towards electric and hybrid machines, technicians having both mechanical and electrical knowledge is becoming more crucial.
“Through this program, industry professionals have the opportunity to become dual-traded, so that they can perform multiple roles,” says Gurney. “This initiative is not only for our own employees but also for our customers.”
“We have delivered several upskilling programs that allow participants to earn additional qualifications, helping address the skills shortage in the industry.”
In response to the skills shortage, the KTA not only provides dual trade opportunities but also focuses on upgrading mechanics from other industries. For example, light vehicle or heavy vehicle mechanics, who already have a foundational understanding of hydraulics and electrics, are upskilled to transition into the large mobile plant area of the construction industry.
“Through the KTA, we offer various programs and initiatives focused on upskilling and cross-skilling,” says Gurney.
“As an original equipment manufacturer and RTO, we are exploring collaborative strategies to ensure a sufficient workforce to sustain the future of the construction and mining industries.”
The KTA exemplifies Komatsu’s broader commitment to safety, community engagement, career development and technological advancement. As technology rapidly evolves, the KTA strives to stay at the cutting edge, ensuring that both Komatsu employees and the wider construction industry are equipped with the highest standard of training. By continuously updating its facilities with the latest technology and focusing on future-oriented skills, the KTA is not just meeting the current demands of the industry but also preparing for its future needs.
Inside Komatsu’s newest training facility in Welshpool, Western Australia.
(Image: Industriarc)
The collaborative edge
“Our team is passionate about engaging in projects, especially those in the health sector, that bring significant benefits to the community.”
Built Environs is revolutionising healthcare construction in South Australia, merging innovation and collaboration to create medical facilities that promise lasting benefits for local communities.
From the award-winning Modbury Hospital Upgrade, honoured with the National Health Facility Award, to The Queen Elizabeth Hospital (TQEH) Stage 3 Redevelopment, Built Environs continues to set benchmarks in the health sector.
These projects showcase Built Environs’ expertise in managing complex endeavours within operational environments, demonstrating its ability to deliver large-scale, world-class health infrastructure.
Tony Jachmann, general manager for South Australia at Built Environs, sheds light on the company’s focus on the health sector, the challenges faced and the innovative techniques employed to ensure seamless integration with existing hospital operations.
“We have been constructing medical facilities for the better part of 20 years. In the last five years, we have focused more
intensely on this sector, aligning with our strengths in safely delivering high-quality, complex projects within operational environments,” says Jachmann.
“Our team is passionate about engaging in projects, especially those in the health sector, that bring significant benefits to the community.”
The Modbury Hospital Upgrade in Adelaide’s north stands out as one of South Australia’s most complex hospital redevelopments. This ambitious project involved a 13,000-square-metre refurbishment of existing facilities, with all works conducted above, below or adjacent to a live operational environment. Built Environs successfully completed the infrastructure and building services upgrades, as well as new build and refurbishment works, all while keeping the hospital fully operational.
The Queen Elizabeth Hospital Level 2 Operating Theatre. (Image: Tom Roschi Photography)
Despite the added complexity of the COVID-19 pandemic, the project was completed ahead of time and under budget.
“It was a two-and-a-half-year job, heavily staged due to access restrictions,” he says.
“We also dealt with latent asbestos, which required meticulous separation of construction activities from public areas.
“Setting up safe work zones and using structured processes, such as decontamination units and negative-pressure enclosures, was crucial.”
Built Environs utilised extensive 3D point cloud scanning for the Modbury Hospital Upgrade. This technology allowed the project team to identify clashes before starting onsite work, ensuring efficient and clash-f ree execution.
“It meant we could execute the work with certainty,” Jachmann adds.
“In situations where we had limited time to undertake works because beds were going offline, this prior planning ensured we didn’t encounter unforeseen issues that would extend those durations.
“This built trust between us and the hospital staff – when we said we needed two weeks, they knew it would be two weeks or less.”
In late 2021, following the success of the Modbury Hospital Upgrade, Built Environs was appointed as the managing contractor for the TQEH Stage 3 Redevelopment – another complex endeavour. This two-and-a-half-year project involved delivering a new $250 million clinical services building, including a 46-bay emergency department, 12 operating theatres, a 14-bed intensive care unit, a new imaging department, a 52-bed rehabilitation unit and four procedure rooms.
Completed in May this year and going live in June, the project highlights the company’s diligence and integration with end users throughout the construction, commissioning and handover processes.
Managing traffic and access was crucial for the TQEH project, given its proximity to an operational environment. The project team used animated modelling of traffic flows and detailed construction animations to strategise site access and effectively segregate construction activities from hospital operations. “That planning was really worthwhile,” says Jachmann.
“It was great to share that with the stakeholders to provide them with comfort about how the construction delivery would unfold.”
The team also employed 3D point cloud scanning and service capturing to ensure accurate as-built data, which is vital for future renovations. “For the post-tensioned slab, we scanned and incorporated as-built data of all post-tension tendons into the model, simplifying future work,” says Jachmann.
“The team also followed stringent processes for wall closeouts, capturing visual records of everything in the walls before closure, ensuring accuracy for future renovations.”
Luke Goldup, senior project manager for the TQEH project at Built Environs, emphasises the importance of collaboration and communication with the client.
“The communication transfer that we had between us and the client was thorough and extensive,” says Goldup. “This reduced the risk of miscommunication across multiple layers of our organisation and the client’s group.”
“We proactively managed site tasks, ensuring ample notification for the client and maintaining operational areas at all times.”
On the eastern side of the TQEH site, the team implemented multiple fencing setups to ensure uninterrupted patient access. Although the client mentioned they could shut down
“The communication transfer that we had between us and the client was thorough and extensive.”
The Queen Elizabeth Hospital Ground Floor Radiology Department. (Image: Tom Roschi Photography)
FOCUS
Health infrastructure
the area for a week or two with advance notice, the project team knew it was important to avoid that and instead staged the works to minimise impact.
“Another highlight was our early notifications for critical works,” says Goldup. “For instance, near one of the main hospital entrances, we needed to undertake asphalt works.”
“Recognising the importance of this entrance, we notified the client about seven or eight months in advance.”
Goldup highlights that Built Environs’ approach to user engagement went beyond the initial brief, ensuring extensive user consultation and alignment with the client’s requirements.
The TQEH project also achieved significant sustainability outcomes, becoming the largest fully electric hospital in South Australia. Innovations such as green steel and laminated veneer lumber (LVL) reduced carbon emissions by close to 2,900 tonnes, earning a six-star IGRAT rating, a first for a building of this scale.
Using a range of innovative techniques and technologies, Built Environs successfully delivered both the Modbury Hospital Upgrade and the TQEH project with zero unplanned disruptions to hospital operations.
Building on this success, Jachmann expresses the company’s enthusiasm for continuing to assist South Australia’s Department for Infrastructure and Transport and Department for Health and Wellbeing, with their infrastructure rollouts and upgrades.
“We secured the Flinders Medical Centre Redevelopment following our success with TQEH,” says Jachmann. “This $350 million project will commence in September this year and continue through to mid-2027.”
“We have been constructing medical facilities for the better part of 20 years.”
“This approach allowed us to refine the brief into more specific, targeted outcomes, ensuring the final build closely aligned with the client’s needs,” explains Goldup.
“We conducted an unprecedented number of user walkthroughs, which the client prioritised to mitigate the risk of misalignment between what we were building and what the client’s user groups expected.”
The team also took an active role in procuring medical equipment, ensuring early incorporation into the design and alignment with end-user expectations.
Built Environs has also secured the next stage at Modbury Hospital, which involves the delivery of a new mental health facility currently underway and scheduled for completion at the beginning of 2026.
“We are proud to have such valuable repeat work with a great client,” says Jachmann.
“We truly enjoy these projects.”
“They are fulfilling, and our team can take pride in what they deliver. For example, the TQEH project will benefit 50,000 people per month, amounting to over half a million people a year.
“The Flinders Medical Centre, being an even larger hospital, will provide incredible benefits to the community as well.”
Looking ahead, Built Environs is not just building medical facilities; it is building the future of healthcare in South Australia. The company aims to continue delivering to the highest quality standards, always putting its clients front and centre. Through meticulous planning, collaboration, technological innovation and a deep commitment to community wellbeing, Built Environs continues to deliver projects that not only meet but exceed expectations, providing enduring value for generations to come.
The Queen Elizabeth Hospital Level 2
Pre‑operative Recovery Bay. (Image: Tom Roschi Photography)
The Queen Elizabeth Hospital. (Image: Artie Duggin)
A municipal works, civil and commercial construction event.
17-18 September 2025,
In September 2025, a new event will be landing at the Melbourne Convention and Exhibition Centre. Converge will bring together leading decision makers in the Municipal Works, Civil and Commercial Construction space, to share the tools, ideas and technologies that are shaping these sectors.
AUSTRALIAN BULK HANDLING EXPO
The sky’s the limit
The evolution of construction layout methods, driven by a relentless pursuit of precision and efficiency, has seen Aptella emerge as a leading solutions provider.
From the ancient Egyptians meticulously aligning stones to today’s skyscrapers towering over city skylines, the tools and techniques for construction layout have continuously evolved, driven by technological advances that redefine and ultimately revolutionise industry standards.
David Grabham is the national sales manager for the building sector at Aptella, an industry leader in automation and technology. He expresses his enthusiasm for the company’s role in this field.
“Before coming to Aptella, I was a project manager for big construction sites, so I feel I’m in a unique position to see both sides,” says Grabham. “I’ve been on the ground and now I’m educated and leading the selling of exciting new technologies and products to the very people who I know need it most.”
“From my prior experience on jobsites, I know how truly revolutionary this can be for building contractors and trades.
“It’s a privilege to see how forward thinking Aptella is in this space and what’s on the horizon – I’m excited to be a part of it and see where it goes from here.”
Until very recently, construction layout relied on field tools like theodolites, string lines and plumb bobs. The accuracy of these methods depended heavily on the experience of those onsite, as well as worksites being free from obstructions and having favourable weather conditions. Contractors painstakingly measured and marked building foundations and structures using tape measures and string lines. While effective, these methods were time-consuming and prone to errors, which increased costs and project timelines.
From the traditional water level to cutting-edge laser levels, the evolution of levelling tools has become indispensable in the modern tradesperson’s arsenal, ensuring precise alignment in diverse applications
“It’s a privilege to see how forward thinking Aptella is in this space and what’s on the horizon – I’m excited to be a part of it and see where it goes from here.”
The HP SitePrint operates in tandem with robotic total stations.
(Images: Aptella)
Surveying technology
“Having everyone suddenly working together from the same point of truth means there’s a sharp increase in efficiency and, of course, a ten times better product.”
such as slabs, drains, joinery, electrical fit-outs and more. The latter half of the 20th century witnessed a transformative shift with the emergence of new electronic surveying instruments. Urban development boomed and population growth drove demand for larger-scale projects as skyscrapers began to dominate city skylines across the globe. Robotic total stations from leading companies, such as Aptella – the exclusive distributor of Topcon equipment in Australia – emerged as pivotal innovations, blending precision optics with automated data collection capabilities. These devices revolutionised the industry by enabling accurate measurement of distances, angles and positions based on complex and detailed digital plans.
The use of these precise layout tools has traditionally been restricted to surveyors with specialised skills and knowledge for measuring and positioning construction plans onsite. Most construction work still relies on manual methods such as tape measures and string lines, which involve a high level of manual labour and carry a significant risk of errors, leading to budget and program blowouts.
The advent of the Topcon LN-150 brought survey-grade accuracy and set-out methods into the hands of building trades, providing them with greater control and autonomy. This state-of-the-art robotic layout navigator was designed to streamline construction layout operations with a solution that is as easy to use as a laser level yet as accurate as a surveyor’s robotic total station. Builders could suddenly automate and execute layout and construction verification processes, leading to increased productivity, accuracy and savings across the jobsite while eliminating the need for rework or corrections.
Murray Burgess, a contracts manager at leading concrete company Kraftur, says project teams have experienced efficiency gains of between 50 to 80 per cent since adopting new construction set-out technology from Aptella.
“Previously, we’d be relying on someone else for our accuracy, namely surveyors,” says Burgess. “We’d be saving at least two hours a day eliminating string lines and other manual methods.”
“Not to mention no longer being held hostage if there are bad winds, weather events or things in the way that we need to move or adjust to.
“We’re using half the amount of manpower to do a set out.”
Burgess believes this technology gives Kraftur a notable point of difference. “It’s about delivering the best product to our clients and the builders that we’re working for,” he says. “It sets us apart.”
Building upon the foundation laid by robotic total stations like the Topcon LN-1 50, an exciting new advancement is the autonomous layout robot, which represents the next frontier in construction innovation. The groundbreaking HP SitePrint technology serves as a natural extension to the robotic total stations, transforming weeks of existing layout plans into days of autonomous work. This technology is renowned for its speed and accuracy.
The HP SitePrint operates in tandem with robotic total stations like the Topcon LN-150, utilising real-time data feeds and precise positioning technology to mark out critical points and lines according to digital plans. This integration eliminates the need for manual intervention in layout operations, reducing human error and enhancing overall project efficiency.
Mitchell Laughlin is a senior manager in building automation technology at Aptella. He says the HP SitePrint combines advanced robotic capabilities with cutting-edge software algorithms to autonomously execute layout tasks on construction sites.
“It’s essentially a printhead on wheels,” says Laughlin. “So, it’s an inkjet printer that can print all of your construction plans onto a construction surface.”
“Whether it’s concrete or formwork, it can lay it all out for you on the floor. With the HP SitePrint, you’re getting rich, detailed information in an array of colour and including text references – from line work to arcs and everything else – it’s all set out exactly as you see it on a plan.”
Laughlin also notes that it helps to coordinate all the different contractors on a jobsite.
“The simple fact that it’s not the electrician or the plumber coming in and working off their own plans means you suddenly have this integrated and seamless site-wide level of thinking,” he adds.
“Having everyone suddenly working together from the same point of truth means
there’s a sharp increase in efficiency and, of course, a ten times better product.”
Grabham says the benefits of these modern technologies cannot be underestimated. “The adoption of these technologies has completely revolutionised the construction industry,” says Grabham. “We know the next big challenge for our industry is going to be a shortage of skilled labour, so anywhere we can be utilising technology to increase productivity is key.”
“This technology really means that companies can redeploy the labour on a jobsite to the areas they need it most. That’s significant and saves a huge amount of money.”
Laughlan agrees, “These technologies essentially make you completely self-sufficient on a jobsite. You’ve suddenly got the ability to set out your own plans and understand your job in 3D.”
“You can work to your own timeline and on your own schedule; there’s nothing more powerful than that. It also means work rarely needs to be redone or fixed.
“The feedback we are getting from companies is incredible. We won’t be returning to the past; it’s onwards and upwards from here and a really exciting time to be working in this industry.”
The HP SitePrint brings several advantages to construction projects, particularly in its ability to handle complex geometries and irregular site conditions. It can accommodate intricate design requirements as modern architecture continues to evolve. Grabham also says it’s a natural extension to existing technology.
“It integrates seamlessly with what we already have, enhancing overall project coordination and data consistency,” says Grabham.
Grabham says his company, Aptella, is never satisfied with settling for its great products and is always looking to the future.
“I guess that’s the really exciting part, because we don’t know how far this can go,” he says. “It’s crazy to think we’re already at this point, and in some ways, I can’t even picture what might happen in five years from now.”
“The evolution of construction layout methods is only going to continue as we advance with technologies like artificial intelligence and augmented reality.
“These innovations, if used and explored thoroughly and effectively, can only benefit sophisticated construction projects and the architecture of our time.
“We can set new benchmarks by being the leaders in these technologies. At Aptella, there’s no limit to where this technology can take us, but we’re along for the ride.”
The evolution of layout methods in the construction industry highlights a transition from manual craftsmanship to digital precision. Technologies like the Topcon LN-150 robotic total station and the HP SitePrint autonomous layout robot exemplify how innovation drives progress in construction layout, empowering professionals to achieve higher levels of accuracy, efficiency and safety in building practices worldwide.
As the construction industry embraces new technological frontiers, the future promises even greater advancements. Aptella is dedicated to pioneering innovation and deploying it to shape a landscape where precision and efficiency converge seamlessly in the construction of tomorrow.
The Topcon LN-150 brings survey-grade accuracy and set-out methods into the hands of building trades.
“The evolution of construction layout methods is only going to continue as we advance with technologies like artificial intelligence and augmented reality.”
(Images:
Rise to the top
In an era of rapid urbanisation, KONE is at the forefront of improving the flow of urban life from the ground up.
“Early engagement helps us build strong relationships with developers, understanding their vision for the end user.”
With cities expanding and billions flocking to urban areas, KONE’s state-of-the-art elevators and escalators are revolutionising the way people navigate the built environment. The company’s extensive portfolio, spanning residential, commercial and infrastructure sectors, is enhancing city living one project at a time.
Adam Grando, director of new building solutions for Australia and New Zealand at KONE, emphasises the company’s mission: “By 2050, more than two in every three people on the planet will live in urban areas. As leaders in the vertical transportation space, we’re deeply engaged in optimising how people move in and around buildings, ensuring seamless travel to destinations in urban environments.”
The power of early engagement
KONE’s expertise is showcased in landmark projects such as the North Tower in the Waterfront Brisbane development and Queensland’s Cross River Rail. Committed to on-time and on-budget delivery, KONE’s dedicated team collaborates closely with stakeholders to provide a seamless, end-to-end solution. National sales manager Eliot Goldstone highlights the importance of early engagement for project success.
“Early engagement helps us build strong relationships with developers, understanding their vision for the end user,” says Goldstone. “It allows us to design the people flow of the building seamlessly and integrate requirements like sustainability from the outset.”
KONE DX smart elevators are future-proof, utilising artificial intelligence technology to predict lift movements and enhance energy efficiency.
KONE)
Sustainability has also become a crucial factor in these early engagement discussions to ensure KONE can assist project teams in achieving green building ratings, such as those from the Green Building Council of Australia (GBCA) and NABERS.
KONE’s advanced tools further underscore the importance of early planning. Its Car Designer allows architects to customise elevator designs, while energy calculator tools provide energy statistics and ensure ISO accreditations and ratings.
“We conduct traffic analysis to determine wait and travel times and assess the need for destination control systems to enhance people movement within the building,” says Goldstone. “We offer a wide range of tools and are soon to launch even more to complement our existing offerings.”
From an architect’s perspective, early engagement with KONE is crucial. It ensures all developer requirements are met while providing a deep understanding of elevator operations and future technologies. This partnership allows KONE to align with the architect’s vision for the project, working together to optimise solutions for the best end-user experience.
“We work extensively with architects, presenting information on sustainability, traffic analysis and other key factors,” says Goldstone. “Often, standard elevator templates don’t meet the specific needs of a building.”
Early engagement enables architects to design buildings around the elevator’s core foundation, considering height and space requirements. This collaboration also integrates sustainability practices and traffic analysis studies from the start, benefiting both builders and developers.
Solutions for sustainable design
KONE offers a range of digital tools to assist project teams in meeting their sustainability goals, but as Goldstone points out, the efficiency of the product itself is crucial. Receiving Green Star ratings from the GBCA begins with having ISO-certified, energy-efficient products that meet all relevant regulations. KONE provides 26 products that meet these accreditations, with all units being carbon
neutral upon installation, significantly reducing the building’s carbon footprint. KONE’s regenerative drive system, which feeds energy back into the building, further enhances energy efficiency by recapturing otherwise wasted energy. Additionally, the company’s energy calculator tool helps verify an elevator’s operational efficiency once the building is complete.
“It really starts with the product, which is key – not just for energy efficiency but also for future-proofing the building,” says Goldstone. “We then provide the data to prove successful implementation.”
“Our KONE DX smart elevators are completely future-proof, integrating artificial intelligence (AI) technology to predict lift movement, further enhancing energy efficiency.
“It’s not just about meeting an energy rating; it’s about leveraging future-proof technologies like AI and our 24/7 connected services to further enhance building and operational efficiency.”
With sustainability in construction advancing rapidly, especially over the past two to three years, green products have transitioned from a luxury to standard practice. KONE has made its DX elevator one of the leading products on the market, ensuring it is carbon neutral. However, according to Goldstone, the real evolution is in the concept of circularity.
“The circularity of buildings is now absolutely crucial,” he says. “In a circular economy, we consider what happens to our products not only during the lifecycle of a building but also at its end.”
KONE focuses on recycling and repurposing materials. For instance, its elevator ropes, at the end of a building’s lifecycle, have been repurposed for zoos, fishing nets and fencing on farms. The company actively explores how its products can be reintegrated into the wider circular economy.
“It’s not just about having a green product or a green building; it’s about what happens at the end of deconstruction,” adds Goldstone. “During the modernisation of equipment, we consider how to repurpose parts and materials to benefit the wider economy beyond just the elevator space.”
“The circularity of buildings is now absolutely crucial.”
FOCUS
Vertical transportation
Early planning is crucial for project success. KONE’s online tools, such as the Car Designer, offer customisation of elevator designs and energy calculators for ISO accreditation and ratings.
“We work and try to partner with various organisations, figuring out where our parts can go. Currently, a lot gets recycled, but there’s significant potential for reuse within the Australian market.”
Productivity
and innovation
Just like its products, KONE leverages digital solutions and technology to support its clients with strong data points, enabling the development of better programs.
people and materials around a jobsite. This optimisation ensures the availability of elevators for workers, enhancing their efficiency and productivity throughout the entire construction installation process.
The
future of people flow
“By 2050, more than two in every three people on the planet will live in urban areas.”
The company also employs innovative installation methodologies, such as the JumpLift solution, which allows the elevator system to be installed while the building is still under construction.
“We can get halfway up the shaft,” says Grando. “We can hand part of that over so that they can start the fit-out, and then we can start working on another elevator in the building.”
“It’s all about staging, phasing, having good data points and using historical information to help us build an optimum program.”
KONE also utilises a platform called SiteFlow, which allows the company to monitor and analyse the movement of
With an impressive array of sustainable, technology-driven solutions, KONE continues to pioneer advancements that will shape the cities of tomorrow. In the next 12 months, the company is set to introduce exciting new products for the high-rise sector, along with innovative hoisting and other solutions.
“So, watch this space,” says Grando. “We’re going to be covering some really important segments in the residential and non-residential markets, catering to high-rise as well as low to medium-rise developments, which we’re very excited about.”
By continually embracing innovation, technology and sustainability, KONE delivers cost-effective and efficient solutions that improve the flow of urban life, ensuring society reaps the benefits of smarter, more sustainable cities.
experience and industry exposure during her studies. Initially interested in pursuing
construction project I worked on during my time with Hansen Yuncken,” says Rocks.
Emmeline Rocks, civil engineer and project manager at Zauner Construction. (Images: Simon Dallinger Photography)
“I think your first project is always important to you, because that’s the one where you have the steepest learning curve.”
Rocks explains that the project was a rapid build, incorporating both modular and traditional construction methods. Due to the fast pace of the project, she had to quickly learn and adapt, facing a particularly steep learning curve during the defects liability period.
“Adding to that complexity was trying to juggle the different requirements in NSW and VIC, due to trades being split across both sides of the border.”
After completing her placements, Rocks joined Zauner Construction full-time and was promoted to project manager at just 24.
Currently delivering the redevelopment of Jacob Toyota’s showroom in Wodonga, VIC, which commenced in September 2023, she serves as the primary client contact. Together with the project site management team, she coordinates the construction program, oversees subcontractors and ensures quality and safety compliance.
In addition to her operational responsibilities, Rocks manages budgeting, financials and the submission of client progress claims. She is also responsible for assessing and processing subcontractors’ progress claims.
“The Jacob Toyota showroom redevelopment is scheduled for completion in late 2024,” she says. “It’s been rewarding to build strong relationships with the client and witness the project evolve from its concept design to the actual construction taking shape.”
“I aim to be a role model for other young females so that they can pursue and enjoy thriving careers in construction and help play a role in increasing diversity in the industry.”
“I was really thrown in the deep end,” she says. “I was given the opportunity to close out final defects post-handover, working directly with the principal of the school to complete our works, prioritising student safety and learning.”
Successfully completing this phase of the project gave Rocks confidence in her abilities. Reflecting on her journey, she notes, “I think if I hadn’t had those placements and had just gone straight into a job doing engineering design, I would have had second thoughts about my career choice.”
Her placements allowed her to explore different facets of engineering and ultimately choose the path that suited her best. Rocks’ final two placements were at Zauner Construction in Albury, NSW, where she worked on the Northeast Health Wangaratta redevelopment, a complex hospital upgrade project in Victoria. Delivered during the height of the COVID-19 pandemic, this five-stage, two-year project presented numerous challenges. “We were working in a live hospital environment, ensuring we maintained patient safety while delivering a quality build,” she says.
Rocks thrives on the fast-paced, dynamic nature of the construction industry. “No two days are the same,” she says.
“There’s always a new challenge to overcome, and that’s what I really enjoy.”
Her achievements were recently recognised when she received the Women in Building Award at the Master Builders Association of NSW’s 2024 Riverina Murray Regions Excellence in Building Awards and second place at its 2024 Building Degree Graduate Awards. The judges praised her for encouraging other females to join the construction industry.
“It was an absolute honour to be recognised for my hard work in the industry,” says Rocks.
“I aim to be a role model for other young females so that they can pursue and enjoy thriving careers in construction and help play a role in increasing diversity in the industry.”
Looking ahead, Rocks hopes to continue growing as a project manager, taking on bigger and more complex projects, and mentoring junior employees to help them develop their careers. Her journey is a testament to the many pathways and opportunities in the construction industry.
Emmeline Rocks receiving the Women in Building Award at the Master Builders Association of NSW’s 2024 Riverina Murray Regions Excellence in Building Awards.
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Samantha Grant: “There’s a place for you”
Purpose-driven, passionate and incredibly inspiring, Samantha Grant is smashing ceilings and opening doors for women in construction.
Samantha Grant, women in construction lead for the Western Harbour Tunnel project at ACCIONA, is spearheading efforts to promote equity and diversity in the industry. Her dedication shines through in her innovative programs designed not only to attract women to construction but also to retain them.
However, advocating for women in male‑dominated fields wasn’t always part of Grant’s plan. Reflecting on her journey, she recalls her days as a Year 10 student choosing electives, never imagining she would end up leading initiatives for women in construction.
“I did a communications degree and thought I was going to be a journalist,” says Grant. “I ended up falling into education, working at the Royal Ballet School – an international school for aspiring professional dancers.”
After spending a few years in London, Grant returned to Australia and continued her career in education. She became the dean of students at an all women’s residential college in Sydney, where she lived on campus and immersed herself in the community.
“These young women were, and are, so brilliant in terms of their ability to articulate their ideas, how smart they are and how driven they are,” says Grant. “But it struck me that the confidence I saw within the walls of the college didn’t translate when they stepped outside.”
“I wondered, why is this happening? These girls are absolute superstars in the comfort and confidence of their own home, their own college, but the second they get out into the real world, the world isn’t supporting them the way that we should.”
The program, divided into several blocks over 12 months, began with Grant asking participants to write a letter to themselves, envisioning where they wanted to be in a year.
“This woman wrote just one line: ‘I want to look in the mirror and feel like I’m worth something’,” Grant recalls. “However, within just 48 hours of the course, something remarkable happened.”
“It was like a light had switched on for her; she discovered her own worth, realising she was a strong, capable and talented woman.
“In that short time, she transformed from someone who doubted herself – who thought she didn’t even deserve to look in the mirror – to someone confidently participating. It was like the power of the sisterhood had shown her who she really was, and quietened the voices telling her she couldn’t.”
In late 2023, Grant sought her next career move and joined ACCIONA as the company’s women in construction lead for the Western Harbour Tunnel project in Sydney, New South Wales. Her role is funded by the Women in Construction focussed Infrastructure Skills Legacy Program (ISLP), a pilot initiative with at least 16 other project officers working on various projects across NSW.
“We come together once a month to share our progress and collaborate on reaching specific targets,” says Grant. “The ISLP pilot has set goals for the project officers to achieve over the next couple of years: 4 per cent women in trades and 7 per cent women in non t raditional roles.”
“It was like the power of the sisterhood had shown her who she really was, and quietened the voices telling her she couldn’t.”
This realisation ignited Grant’s commitment to her current work. She knew she wanted to remain in a field where she could help women feel empowered and ensure their voices are heard. This passion guided her journey in the years that followed, leading her to become the Women’s Leadership Program manager at Downer in 2022.
In this role, Grant managed the program across the company’s Australian operations, travelling the country to engage with women in diverse roles and listen to their experiences. She witnessed firsthand the significant impact these initiatives can have in a short period.
One of her most memorable moments was seeing the transformation of a woman working on a rail project in Far North Queensland.
“Based on the pilot’s success, the government may decide to make these targets mandatory for future projects.”
As the women in construction lead, Grant focuses entirely on what ACCIONA can do at a project level to attract women, both in white‑collar and blue collar positions. Once top talent is on board, she shifts her focus to supporting and retaining them.
Grant is exploring innovative ideas and breaking down barriers that have historically hindered women from staying in the industry. These initiatives include addressing challenges such as childcare and flexible working hours.
“I’m a mother myself – I have a three‑year‑old little boy – but you don’t need to be a parent to understand the challenges of juggling responsibilities,” she says. “We all have commitments outside of work, and for me, my
main responsibility outside of work is my son.”
‘Backup Care’ program, which provides support for parents when their usual childcare arrangements fall through. ACCIONA is the first company in Australia to implement this program, starting with the Western Harbour Tunnel project, in partnership with Bright Horizons.
“If your child is typically in daycare and a situation arises, you can log into the backup care portal, and within two hours, a nanny will arrive at your house to care for your child so you can continue working,” explains Grant. “Conversely, if your usual arrangement involves a nanny or a family member who can’t care for your child due to illness, we provide daycare at a centre near you for that day.”
“The same day the program launched, two childcare bookings were made for the following week.”
In the same month, Grant also launched ‘Building Futures’ – a traineeship program for female students in Year 10. Approximately 26 girls from schools across Sydney have enrolled in the program, which ACCIONA will host onsite at the Western Harbour Tunnel project.
“This was an intentional decision; we wanted to ensure the entire day was spent onsite, exposing them to ‘boots on the ground’ experiences rather than being constrained in a corporate office,” says Grant. “This is the first stage of the program.”
The day will kick off with the girls arriving onsite, where ACCIONA has organised a panel of women who work in the field. Following this, there will be a lunch session where students can interact with young women graduates working on the project. Afternoon activities will include an emergency drill, operating equipment, exploring the tunnel and meeting a woman who runs the road header. “The second part of the program will take place in September
obtain a TAFE qualification in engineering, preparing them for further studies. The ultimate goal is for them to join ACCIONA as full‑time employees.
Programs like these have the potential to be transformative for women already working in construction as well as those contemplating a career in the sector. On International Women’s Day, Grant consulted a focus group of women at ACCIONA for advice they would offer to other women looking to enter the industry. Based on their feedback, she wrote a report titled There’s a Place for You.
“That’s what I would tell any woman considering a career in the industry: there is a place for you, and you will be valued,” says Grant. “There’s a place for everyone.”
While Grant has made great strides in advocating for and supporting women in traditionally male‑dominated industries, she considers one of her greatest achievements to be her son. “Becoming a mother showed me that achieving things is always easier when you have a community around you, to support, advocate with and walk beside you,” says Grant.
“Like the old saying goes, ‘It takes a village to raise a child,’ and the same is true for achieving gender equity – it just can’t be done alone. We need a village, too.”
Looking ahead, Grant aims to continue introducing initiatives that positively impact people’s lives outside of work and make work accessible for those who have previously faced barriers.
“That’s what I would tell any woman considering a career in the industry: there is a place for you, and you will be valued.”
Samantha Grant, women in construction lead for the Western Harbour Tunnel project at ACCIONA.
(Image: Clara Millan)
Empowered Women in Trades
Trailblazers of trades
Empowered Women in Trades’ Melinda Davis puts a spotlight on the trailblazers and changemakers creating a brighter future for women in trades.
The world of Empowered Women in Trades (EWIT) has been incredibly exciting over the last few months, with trips to Toowoomba in Queensland, Timboon and Ballarat in regional Victoria, and the first women in trades networking event in South Australia. The hive of activity has been lots of fun, but in the quiet moments, when you have an opportunity to reflect, that’s when the real excitement happens. A movement is happening in the world of trades.
Supporting more women to go into trades has been an ongoing issue for many years, with less than 3 per cent of women in trade roles across the country. However, this is slowly changing. Women in Plumbing statistics showed that two years ago, female representation sat at less than 1 per cent. The latest Federal Government labour market insights report shows female representation now making up 3 per cent of plumbers across the country. It is a shift in the right direction. Strong leadership and vision are what we need to continue driving change, shifting
culture and moving towards the EWIT ethos of 30 per cent of women in trade roles by 2030. In the industry, we have strong leaders. We have our pioneer women who have led the way and forged a path for others to follow in their footsteps.
Trailblazers like Anna Langford, the first female carpentry apprentice for Master Builders South Australia and now a mentor for the future generation of trades, and Amy Stanton, a plumber who has been open about her journey through trades from apprentice to business owner, shine a light for other women interested in entering the industry. Anna, Amy and many other women like them were the beginning of a movement that changed the landscape in trades.
The most critical part of any movement is the first followers. The first followers are the group of people who become the changemakers and embrace the leadership of the trailblazers. Their actions, beliefs and values begin to normalise behaviours. In the world of trades, our changemakers are out there doing
in Trades.
Participants of the pre‑employment program driven by Lendlease and the Apprenticeship Engagement Network. (Images: Empowered Women in Trades)
Empowered Women in
Trades’ Louise Azzopardi and Melinda Davis with trailblazers of trades.
amazing things to normalise and embrace diversity in trades. Let me introduce you to just a couple of changemakers.
superstar who advocates for women entering trades. Ashley Belteky is a diesel mechanic and VET champion who travels the country telling her story and instilling belief in future generations that women can be whatever they want to be.
In Victoria recently, ten incredible women joined a pre-employment program driven by Lendlease and the Apprenticeship Engagement Network (AEN). EWIT was thrilled to be part of this program and equip these women with the skills and knowledge to support their career development and wellbeing. These superstars have all entered the industry in various apprenticeship roles. Speaking to these women about being changemakers in the industry and seeing them rise to the challenge and be ready to go out there and be themselves and embrace the challenges coming their way was epic.
in the industry as they work to build a better Australia. They are standing side by side with women onsite and getting on with the jobs they are being paid to do. Why? Because that is what we should be doing: treating all people onsite with respect, supporting common goals and just being good humans. With the trailblazers leading the way, the changemakers normalising behaviours and organisations like EWIT working to build the pipeline of future workers, create opportunities for women to enter trade-based roles and support retention in the industry, the future is bright. Whilst we aren’t perfect yet and we still have a way to go, it is important to acknowledge that this movement is happening, and that is a brilliant thing.
“A movement is happening in the world of trades.”
“The most critical part of any movement is the first followers.”
ASSOCIATIONS
Australian Constructors Association
Industry innovation and modern methods
With a substantial economic boost projected from improved construction productivity, the Australian Constructors Association is championing innovation as the path forward.
“The construction industry is not experiencing a shortage of work; it is facing a shortage of workers.”
The Australian Constructors Association’s (ACA) report, titled Nailing Construction Productivity, highlights a potential $56 billion boost to Australia’s economy through enhanced construction productivity. However, the benefits extend far beyond financial gains. The construction industry is grappling with an ageing workforce and a declining number of new entrants. In an industry plagued by inefficiencies, the only way forward is to become more efficient, not by reducing our workforce, but by leveraging innovation and modern methods of construction (MMC) to do more with the people we have.
A common misconception that needs to be addressed is the notion that increased productivity equates to job losses. The construction industry is not experiencing a shortage of work; it is facing a shortage of workers. The priority should be on improving the efficiency of the existing workforce through innovation and MMC, ensuring that we meet growing demands without compromising quality or safety.
The $56 billion potential economic opportunity from increased productivity is not simply theoretical; it represents a tangible goal that can stimulate growth and improve living standards. Yet, the shrinking workforce poses a significant challenge to realising this potential. The challenge is not only to fill the vacancies left by those leaving the industry but also to transform how we work to maximise output from the current workforce.
By
Jon
Davies,
CEO of the Australian Constructors Association. (Images: Australian Constructors Association)
National Construction Strategy
In response to these challenges, ACA’s Nailing Construction Productivity report advocates for a government-led National Construction Strategy to drive productivity improvements. The Commonwealth has tasked the ACA with spearheading the development of part of this strategy, focusing on improving innovation and the use of MMC. This represents a significant opportunity to overcome current barriers and unlock the potential of modern construction techniques.
Modern methods of construction
MMC involves shifting a significant portion of construction activities from onsite locations to controlled factory environments.
This can range from producing standardised components to assembling complete project sections and modules. Factory-based construction offers higher productivity due to standardisation, reduced exposure to site-based risks such as adverse weather, and a safer working environment that allows for flexible work hours. Moreover, it generates less waste, leading to lower energy consumption and contributing to national decarbonisation efforts.
Developing the strategy
Over the next year, the ACA will collaborate with key industry stakeholders and government bodies to develop a strategy aimed at enhancing innovation and adopting MMC. This process will involve a comprehensive review of existing literature and current initiatives to identify best practices and areas needing improvement. A significant focus will be on identifying and addressing barriers to innovation and MMC adoption. Common obstacles include a lack of awareness about MMC, market
Pier installation in Carrum, Victoria.
scale limitations, regulatory hurdles and resistance to change within the construction industry. The strategy may propose solutions such as targeted education and training programs, increased standardisation in design and incentives for manufacturing and assembly design.
For example, the strategy could explore whether to standardise the design of certain structures, such as bridges, both within and across jurisdictions.
Measuring success
Establishing clear, quantifiable metrics will be crucial for tracking the strategy’s success. The principle “what gets measured gets done” stresses the importance of
setting specific goals to monitor progress. By doing so, stakeholders can ensure the strategy stays on track.
While the initial focus will be on transport infrastructure, the principles and practices developed can be applied to other sectors, including residential and commercial buildings, which stand to benefit significantly from MMC efficiencies and innovations.
By addressing innovation barriers, promoting MMC adoption and establishing measurable success criteria, the construction industry can maximise the potential of its existing workforce. This will ensure Australia is well-equipped to build the infrastructure necessary for the future.
“The challenge is not only to fill the vacancies left by those leaving the industry but also to transform how we work to maximise output from the current workforce.”
Works underway at the Cardinia Road, Pakenham Level Crossing Removal Project.
Male allies
The National Association of Women in Construction’s Male Allies Program is equipping men in the construction industry with the tools to champion diversity and inclusion in the workplace.
At the National Association of Women in Construction (NAWIC), our vision is an equitable construction industry where all women fully participate and thrive. Construction is the second most male‑dominated workforce in Australia, after mining, and there is not only one solution to improving women’s participation in the industry.
The NAWIC Male Allies Program is designed to help men in the construction industry understand and champion diversity and inclusion in the workplace. In partnership with Lysander Consulting, this self paced course, consisting of five digital modules, aims to build awareness and knowledge. It explores key concepts, engages participants in interactive learning experiences and helps develop actionable plans to drive cultural change within their teams and organisations. Male allies play a crucial role in advancing gender equality and dismantling stereotypes. By actively supporting and advocating for
women, they help create a more inclusive society. Their collective voices call for equal opportunity, respect and recognition for all genders, contributing to a more balanced industry and increasing the rates of attraction, development and retention of women. By participating in the program, learners will develop a comprehensive understanding of gender disparities, biases and challenges faced by women in male dominated industries. They will recognise the importance of male allyship in creating an inclusive workplace culture and fostering diversity while acquiring practical skills and strategies to support and advocate for female colleagues, challenge biases and promote gender inclusivity. By exploring individual and collective roles in fostering gender inclusion – across personal, social, societal and organisational levels – learners will be able to commit to implementing actions to promote gender inclusivity, advocate for change and shift the culture in construction once and for all.
By the National Association of Women in Construction.
National Association of Women in Construction members, both individual and corporate, have access to the Male Allies Program for free. (Image: Symal)
The five digital modules are:
1. Foundations of Inclusion – Develop a comprehensive understanding of gender disparities and their impact on both individuals and the wider organisation. Foster empathy and awareness of the challenges women face in male dominated industries.
2. Breaking Bias – Identify common stereotypes and biases affecting women and understand the consequences. Increase awareness of and overcome unconscious biases by utilising tools for recognition.
3. Allyship in Action – Define the role of a male ally, apply strategies to support female colleagues and understand the importance of bystander intervention. Develop skills in mentoring and sponsoring women for career development.
4. Driving Change – Apply techniques that promote diversity and inclusion in teams and the wider organisation. Identify and address microaggressions, fostering a culture of respect and inclusion.
5. Leadership Impact – Develop action plans to create a positive and inclusive leadership shadow. Empower and inspire male allies to lead by example.
The NAWIC Male Allies Program has been released and is exclusive to NAWIC members. With program structures for both individuals and corporations, there is an option for everyone. You can register your early interest online by searching for ‘Male Allies Program’ on the NAWIC website.
nawic.com.au
“Male allies play a crucial role in advancing gender equality and dismantling stereotypes.”
“By participating in the program, learners will develop a comprehensive understanding of gender disparities, biases and challenges faced by women in male-dominated industries.”
National Association of Women in Construction members, both individual and corporate, have access to the Male Allies Program for free. (Image: Kristoffer Paulsen)
Accelerating technology adoption
Dr Gretchen Gagel outlines practical strategies for accelerating technology adoption within the construction industry, offering insights for individuals, teams and organisations alike.
I remember visiting a construction project years ago and discussing technology use with the team. I heard things like, “Yes, we’re supposed to use this scheduling software, but it’s too complicated, so we manage the schedule with a spreadsheet,” and “Our team has this great new technology for identifying design clashes, but no one else in the organisation seems interested in using it.” Do these statements sound familiar? I believe they highlight two of the many challenges we face in adopting technology in the construction industry.
In my previous Inside Construction editorials, I have explored advancements in construction technology, including areas like artificial intelligence (AI). In this piece, I focus on the specific steps you, your teams and your organisation can take to accelerate technology adoption. I believe that those who win the technology adoption race will gain a competitive advantage in the construction industry in the coming years.
For instance, imagine feeding three million pages of design documents for a high-rise into AI and then being able to ask “Gretchen” for the specification of the paint used in room H8 on Level 3 and receiving an instantaneous answer. That is exactly what Dr Sarah Buchner, founder of Trunk Tools, is achieving.
Here are some key elements to consider for enabling faster and more effective technology adoption within your teams and organisations:
1. Develop a technology strategic plan
I invited Ted Souder, a retired Google executive and one of the first 300 employees at the company, to appear as a guest on the Greatness Podcast after he stated on LinkedIn that any business strategy developed more than 10 years ago was obsolete. According to Ted, such plans fail to include a digital transformation strategy and are therefore doomed to fail.
I invited Ted to join me virtually for my keynote speech at the Construction User Roundtable (CURT) in Arizona earlier this year, where he shared a concrete five-step framework for developing a digital transformation strategy:
a. Embrace a digital mindset – aspire to be an industry leader in technology adoption;
b. Deputise a group of leaders – to audit the organisation and find friction;
c. Understand that you do not need to do it alone – leverage local technology incubators, for example;
d. Create full transparency for the technology adoption strategy – to everyone in the organisation; and
e. Develop a strategy and vision for the future – including how technology can enhance organisational performance. These steps may sound simple, but adopting a systemic approach to developing your organisation’s comprehensive technology strategy is critical. This strategy must be integrated into your overall strategic plan to ensure that leaders understand its importance and are committed to its execution.
2. Dedicate resources
Too often, organisations either rely solely on their IT departments to explore technology solutions – despite these departments potentially lacking an understanding of the operational needs – or depend on grassroots technology exploration, which can lead to disjointed technology usage across the enterprise. Dedicating human and financial resources to the deliberate exploration of new technologies is critical, especially given the rapid pace of technological development in the construction industry.
As Ted stated, you do not have to do this alone; partnering with technology incubators and industry associations is a great way to broaden your understanding of emerging technologies in the construction sector.
3. Invest in enterprise-wide training
Once a technology solution is selected, consistent enterprise-wide adoption is achievable only if users are adequately trained. “On-the-job training” is often insufficient, and inadequate training can lead to underutilisation of the technology, resulting in unmet expectations. This can lead to comments like, “See, it didn’t work”, as well as frustration and under-investment in future technologies. Organisations need to celebrate effective technology implementations to build momentum for future deployments, and investing in training is a critical component of that success.
4. Adopt a zero-tolerance attitude
Years ago, the partners of the organisation where I was CEO decided to utilise a new travel expense tracking app to simplify the collection, coding and billing of clients for our travel expenses. Despite unanimous agreement, months later, one partner had still not started using the technology, and it was wreaking havoc on our client invoicing. As CEO, I asked nicely twice, and then I said, “If you don’t start using this technology, we will not reimburse your travel expenses.” Allowing people to avoid adopting technology sends a message that we are not serious about adoption and creates inconsistent internal and externally facing systems and processes. As a leader, I believe it is okay to hold people accountable for technology adoption.
I believe these strategies are fundamental for effectively selecting and adopting technology solutions in a strategic way that contributes to the organisation’s bottom line.
5. Here are some additional tips
• Lead the way: Leaders set the tone. If you are the leader of an organisation, business unit or team and not utilising the technology being adopted, it sends a clear message that it is okay to not adopt the technology.
• Address people’s fears: Much of the reluctance to adopt new technology stems from fear. I have learned a lot about our brains from many people, including my friend Kristen Hansen, author of Traction: The Neuroscience of Leadership and Performance In our brains, the social pain we feel during a failure to learn a new technology feels similar to the physical pain of breaking our leg. We need to realise that people may fear failure and may fear an inability to learn the new technology. Creating the psychological safety to talk about this fear will eliminate a barrier to technology adoption.
• Be patient: Technology adoption rarely creates wins overnight. We need to create the space and time for people to learn and implement the technology, which is challenging given the pace of the construction industry. When deadlines loom, people are not going to invest time in utilising a new technology if it initially takes longer to complete tasks. We need to create that breathing space to experiment, fail, learn and excel.
• Celebrate successes: We excel at tackling complex problems in our industry but sometimes overlook the importance of celebrating our successes. When a person or team successfully adopts a technology, take the time to publicly celebrate that win.
Envision the CEO of your organisation sharing these points during a company-wide meeting:
1. Each year, we dedicate resources to investigate technologies that, if implemented, would provide the greatest value to our organisation by enhancing efficiency, safety, competitiveness and owner/shareholder return;
2. T his year we investigated 16 technologies and have selected these three for implementation over the next 12 months;
3. We are dedicating $600,000 to training and support efforts to ensure we achieve the consistent, enterprise-w ide adoption of these three technologies;
4. We need each of you to be on board with this decision and committed to adopting these technologies in order to succeed; and
5. Twelve months from now, we will evaluate our technology adoption efforts and our return on investment, make any necessary adjustments, and share this information company-wide.
This type of conversation sets the tone from the top on technology adoption.
Leaders must be strategic in choosing which technologies will have the greatest return for the organisation, commit adequate resources to training and implementation, and hold people accountable for adoption. Creating a clear vision of what digital transformation will accomplish for your organisation, setting the course and sticking with it is critical as a leader.
Dr Gretchen Gagel is chair of Brinkman Construction (US) and a member of the Global Risk Committee for GHD Engineering, the National Academy of Construction (US), the Construction Industry Culture Taskforce (AUS), and the Associated General Contractor (AGC) of America National Diversity and Inclusion Committee. Gretchen is passionate about leading change in the construction industry and developing its future leaders. You can hear more from Gretchen on her Spotify podcast, “Greatness”.
“I
believe that those who win the technology adoption race will gain a competitive advantage in the construction industry in the coming years.”
“Much of the reluctance to adopt new technology stems from fear.”
Women in Industry Awards 2024
Recognising remarkable women
In a momentous celebration of innovation, leadership and excellence, the winners of the 2024 Women in Industry Awards have been announced.
“Having women up here, to talk to young women, to tell them that engineering is a really great way to get involved in changing the future, is something that I’m really proud of.”
Recognising outstanding women from across various industrial sectors, the Women in Industry Awards highlight the remarkable achievements and inspiring stories of individuals who are shaping the future of their respective fields. On 20 June 2024, this year’s winners were unveiled at a glamorous gala event held in Sydney.
2024 Winners
Safety Advocacy Award – Kathleen Kelly, McConnell Dowell
Kathleen Kelly is deeply passionate about crafting and implementing health, safety and wellbeing programs. Currently, she is a significant contributor to the strong safety culture that has been established for the New Bridgewater Bridge project in Tasmania. Throughout her 22-year career in the construction industry, Kelly has earned multiple accolades from projects and organisations alike for her fervent dedication to cultivating a culture of safety excellence. “I love my job,” Kelly said on the night. “I am a winner because of the support that I get from all my team members.”
Rising Star of the Year – Kate Leone, UGL
Kate Leone is passionate about engineering for change and being at the forefront of technical innovation. She currently works for UGL as a communications engineer on the M6 Stage 1 project in Sydney. Leone is an advocate for increasing global access to technology and diversity in science, technology, engineering and mathematics (STEM) and has ambitions to lead her own projects with a complete gender balance. She is also a teacher and mentor with active involvement with various industry organisations and associations.
Business Development Success of the Year – Sandra Robinson, United Rentals
Sandra Robinson has served as a business development manager within the Kennards Major Projects division for nearly a year, having been promoted to this position within her first year at Kennards. In her first six months in this role, she achieved 252 per cent of her sales target and increased project management team numbers by 200 per cent as a result of winning additional projects.
Industry Advocacy Award – Steph Gee, CM & SM Gee Electrical
Steph Gee is a shining example of grassroots advocacy in the national electrotechnology sector. As a fully licensed electrician and business owner, she actively promotes gender equality and empowerment on jobsites. Gee holds influential positions on national industry boards and government training and apprenticeship committees, ensuring that the voices of her sector are heard and represented at the highest levels of decision-making within both the electrotechnology sector and the national energy market.
Mentor of the Year – Kirstin Reblin, Opal Packaging
Kirstin Reblin, general manager of transformation at Opal Packaging (Opal), is a dedicated advocate for fostering female talent across all areas, levels and sites at Opal. Since 2020, she has served as a National Association of Women in Operations (NAWO) Mentor, leading the expansion of mentoring programs and spearheading Opal’s NAWO Mentoring initiative. Her commitment to diversity is exemplified by her creation of ‘Thinking Diversity: Women at Opal’ in September 2022, which has grown to over 450 members.
Excellence in Construction – Sinead Redmond, GeelongPort
Sinead Redmond, GeelongPort’s head of infrastructure delivery, has been a qualified engineer and project manager in the construction industry for over 18 years. She holds leadership positions in several industry organisations and led the establishment of The National Association of Women In Construction’s first regional chapter. Her advocacy and volunteering in the industry have led to changes in policies and the development of mentoring and programs.
Excellence in Engineering – Allyson Woodford, APA Group
Allyson Woodford, general manager of engineering and planning at APA Group, leads more than 355 people to support APA Group’s $22 billion worth of critical energy infrastructure across Australia. She has held leadership positions within the Institution of Chemical Engineers for over 25 years, supports
really great way to get involved in changing the future, is something that I’m really proud of,” said Woodford as she accepted her award.
Excellence in Energy – Vesna Olles, BOC South Pacific
Vesna Olles is the director for clean energy and strategy at BOC South Pacific. She has championed BOC South Pacific’s efforts in clean energy, and advocated for the company’s investment in nation-building projects that will support Australia’s transition to net-zero emissions and pave the way for the emerging hydrogen industry. Olles is a strong advocate for women in the workplace and actively mentors her female colleagues.
Excellence in Transport – Anne Modderno, Swietelsky
Anne Modderno, the first female managing director of any Swietelsky international subsidiary, has led significant progress since her appointment in May 2023. She spearheaded the development of the company’s Sustainability Strategy, reflecting her dedication to driving positive social and environmental impact. Beyond her professional achievements, Modderno advocates for inclusivity and diversity within the transport sector, promoting initiatives to increase women’s participation and close the gender pay gap.
Excellence in Manufacturing – Derelle Mitchell, Health Focus Manufacturing
Managing director Derelle Mitchell founded Health Focus Manufacturing (HFM) in
on the cusp of launching a state-of-the-art manufacturing facility.
Excellence in Mining – Sinead Booth, Fortescue
Sinead Booth epitomises excellence and innovation as the head of decarbonisation delivery at Fortescue. She has spearheaded transformative initiatives, particularly in sustainability and decarbonisation. Booth’s commitment to women’s development extends beyond her professional endeavours, demonstrated by her leadership at the Gomo Foundation, dedicated to educating disadvantaged women in Africa. In her role, she has established pioneering programs aimed at bridging the gender gap in the mining sector.
Woman of the Year – Derelle Mitchell, Health Focus Manufacturing
Chosen from the winners of the other award categories, this year’s award went to Excellence in Manufacturing winner, Derelle Mitchell.
During her acceptance speech, Mitchell spoke about her passion for her job: “I wake up every day at four o’clock in the morning and I just love it and I love the people I work with – if it wasn’t for them, I wouldn’t be standing here right now.”
The Inside Construction team congratulates all winners and finalists of the 2024 Women in Industry Awards on their outstanding achievements, leadership and commitment to their sectors.
“I am a winner because of the support that I get from all my team members.”
The winners of the 2024 Women in Industry Awards were announced at a gala event held at the Doltone House Hyde Park Ballroom in Sydney. (Image: Prime Creative Media)
Tomorrow’s trenchless technology
The southern hemisphere’s only large-scale conference and exhibition dedicated to trenchless technology is returning to Melbourne in 2025.
“As the only event in Australasia for the trenchless technology industry, we know how important No-Dig Down Under is to the sector.”
Organised in partnership with the Australasian Society for Trenchless Technology (ASTT), No-Dig Down Under will once again showcase cutting-edge innovations and industry expertise from around the globe.
With a trade show floor spanning 6,000 square metres, the 2025 event has already sold 80 per cent of its exhibition space, following the sold-out successes of the 2022 and 2023 shows.
Lauren Chartres, show director of No-Dig Down Under, attributes the rapid uptake of exhibition stands to the industry’s keen enthusiasm for the event.
“As the only event in Australasia for the trenchless technology industry, we know how important No-Dig Down Under is to the sector,” said Chartres.
“It’s the one opportunity that suppliers have to connect with all the industry decision-makers in one place at one time.”
Attendees can look forward to engaging with companies specialising in trenchless technology, such as Pipe Core, Rob Carr, Vermeer Australia, Bothar, Interflow, Tracto,
CDE and Vacvator. The 2025 event promises an expanded array of large equipment displays, live product demonstrations and technology showcases, featuring the latest advancements in trenchless technology, including innovations from Veolia.
Joe Meissner, general manager of network services at Veolia, expresses the company’s enthusiasm for demonstrating its proven trenchless technologies in condition assessment, drain cleaning, relining, civil projects, specialised large-scale bypass pumping and dewatering.
“One of Veolia’s corporate values is innovation, and this is what differentiates us from our competitors,” says Meissner. “Veolia invests heavily in the latest technologies, and we are driven to innovate for our clients.”
“Interestingly, over the past couple of years, we have experienced huge demand for innovation across the country from large water authorities, boards to councils and large civil construction companies, to name a few.”
At No-Dig Down Under 2025, attendees will be able to experience the latest cutting-edge technology that Veolia
For
Images: Prime Creative Media.
Network Services has across its national fleet, as well as practical demonstrations of its equipment and innovations.
the opportunity to meet some of our highly professional team members, who are ready and willing to assist with any challenges or opportunities that they may need support with in their businesses,” says Meissner. “We simply can’t wait to see you all there.”
“Veolia provides more than just a turn-key service; as I like to say, we provide solutions, not variations.
“Our team comprises highly skilled water professionals who work with and listen to clients’ needs to solve high-risk, complex, planned or one-off type (responsive) projects and asset management challenges.”
Complementing the exhibition is a comprehensive social events program, including welcome drinks, a networking event and the prestigious gala dinner featuring the ASTT Awards ceremony.
“The ASTT is the peak, non-for-profit body committed to promoting and advancing the trenchless technology industry across Australia and New Zealand,” says Ben Crosby, president of the ASTT. “The ASTT represents our members and the advancement of the trenchless industry.”
“Our members are a diverse representation of water authorities, designers, contractors, suppliers and manufacturers and as the ASTT we promote, connect and aid the use of our technology.
“To ensure the industry stays front-of-m ind when it comes to major infrastructure projects, it’s crucial that we work closely with those organisations that are implementing these works.”
plumbing professionals. The event will provide a unique opportunity for decision-makers to discover solutions that enhance efficiency and sustainability in infrastructure projects.
For the first time, No-Dig Down Under will be co-located with Converge, a new event focused on municipal works, civil and commercial construction. This co-location will offer an enhanced opportunity for both exhibiting companies and attendees.
nodigdownunder.com
“Veolia provides more than just a turn-key service; as I like to say, we provide solutions, not variations.”
Building Australia’s future
In September 2025, the Melbourne Convention and Exhibition Centre will host Converge, an exciting new event for the municipal works, commercial and civil construction sectors.
Date
17-18 September 2025
Venue
Melbourne Convention and Exhibition Centre
Registrations
Tickets to attend the exhibition are free. For more information, visit convergeexpo.com.au
Enquiries
converge@ primecreative.com.au
Converge will bring together top decision-makers from municipal works, civil and commercial construction, creating a vibrant space for sharing cutting-edge tools, ideas and technologies in these sectors.
As Australia’s only one-stop-shop for sub-contractors, project engineers, council fleet managers and large-scale construction contractors, the event promises an immersive experience. Attendees can expect live demonstrations, equipment showcases and dynamic conference spaces, providing invaluable solutions for building and maintaining Australia’s future.
Take a journey
The event will take attendees on a journey from small-scale projects to major utility centres, public lands and civil and commercial construction sites. Co-located with No-Dig Down Under, Converge will attract engineers involved in infrastructure construction and management, attending as part of their continuing professional development through Engineers Australia. No-Dig Down Under draws decision-makers from utility companies and councils keen on the latest trenchless technology.
From the large scale
A key segment of the show will be dedicated to civil construction and road maintenance, in partnership with Roads & Infrastructure and Infrastructure magazines. Tier 1 to Tier 3 contractors will gain exclusive insights into the latest equipment and technology reshaping the industry. Leaders from major
civil works projects will share their knowledge on Victoria’s Big Build and the state’s 10-year, $120 billion infrastructure pipeline. From construction sites to boardrooms, Converge will provide leaders with solutions for managing large-scale projects. A dedicated construction technology space will showcase live demonstrations of the latest software transforming commercial construction. This area will also feature the exclusive Inside Construction Summit, bringing together key leaders working on Australia’s largest construction projects. Produced in partnership with Inside Construction magazine, the summit will offer a unique opportunity to advance the industry by sharing knowledge on the latest technologies, innovations and solutions driving success in major projects.
To the small scale
Converge will cater to councils and asset managers with a niche area showcasing the latest tools available in municipal works. From horticulture equipment to road maintenance and large-scale trade tools, this section will serve as a one-stop-shop for council fleet managers and sub-contractors, with a special focus on zero-emission technology.
Get involved in Converge 2025
Don’t miss your chance to be part of this groundbreaking event for the Australian construction industry. Early bird stand enquiries, conference speaking positions and sponsorship opportunities are available now. Join us at Converge 2025 and be at the forefront of Australia’s construction evolution.
Image: Prime Creative Media.
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