Blueprint leadership bold for
From admin to CEO: Bowhill Engineering’s Jodie Hawkes shares her journey, shaped by the transformative support of Vistage.
UPSKILL LEADERSHIP
‘I wanted personal needed hold through on my Rodney
REGULAR FEATURE
WOMEN IN CONSTRUCTION
Blueprint for bold leadership
46 Redefining student living with precast concrete
Explore how Sydney’s Wee Hur Student Village is reimagining student living through innovative precast concrete design and functionality.
48 Breaking the zero-sum cycle
The Australian Constructors Association calls for a shift towards more balanced, collaborative contracting practices.
50 Building a circular, responsible future
Highlighting the pivotal role of construction professionals in driving sustainability, the Green Building Council of Australia explores circularity in the built environment.
54 Hire sector hits the stage
One of Australia’s leading construction equipment hire businesses strengthens its commitment to Converge, marking a pivotal moment for the industry event.
56 Partners in trenchless progress
Victoria’s top water corporations join forces for No-Dig Down Under 2025, focusing on sustainable, trenchless infrastructure solutions for the future.
12 Taking surveying to the edge
Komatsu demonstrates how it is revolutionising surveying with advanced technology that enhances speed, safety and accuracy.
16 Anchored in innovation
McConnell Dowell showcases its position as a trusted leader in marine infrastructure delivery.
20 The ultimate workhorse on wheels
Ford unveils its latest powerhouse mid-size truck, engineered to handle the most demanding construction environments with ease.
Jodie Hawkes reflects on her journey from the admin team to the CEO’s office, shaped by the transformative support of Vistage.
Women leading the future
Autodesk shares its vision for a future where women have ample opportunity to lead, innovate and shape the construction industry.
Shifting the dial on culture
Empowered Women in Trades says that while breaking down barriers and navigating cultural change are often discussed, the time for action has arrived. 34 Doing things differently
Highlighting the women leading change in the construction industry, NexGen showcases the journey of its founder.
The not-so-little-things affecting women
The National Association of Women in Construction reveals that microaggressions and harassment remain common challenges for women in the industry.
38 Ekaterina Lanshakova: Forging new foundations
Mirvac’s Ekaterina Lanshakova highlights the key projects and experiences of her construction career.
40 Caitlyn Knox: From uncertainty to opportunity
Caitlyn Knox shares how her unexpected journey as a mobile plant mechanic at Komatsu led to an exciting career path in the construction industry.
42 A story of perseverance
Dr Gretchen Gagel reflects on her groundbreaking work in construction, proving that perseverance and leadership can break barriers.
From the editorial team
Building a new legacy
This month, we highlight the companies, organisations and women building a new legacy of equality, innovation and opportunity in the construction industry.
From project sites to executive boardrooms, women are driving creativity, championing diversity and laying the foundations for a more inclusive industry. The outdated belief that construction is a one-gender domain has been firmly dismantled. Today, it’s a space where everyone can thrive.
Yet, while progress is evident, the journey toward true gender parity in the construction industry is far from over. The NSW Government’s annual Women in Construction survey provides a telling snapshot: a 12.5 per cent rise in women joining the industry over the past year, with women now representing 20 per cent of the workforce.
Encouraging? Absolutely. But the finish line – an industry that truly reflects our society’s diversity –remains ahead.
This edition celebrates the women leading this transformation and the organisations supporting their rise. It features the story of an executive leader in engineering, who shares how one of the world’s largest organisations for CEO coaching and peer advisory has helped her grow both personally and professionally. A global construction software company reflects on how its technology is advancing the industry while fostering opportunities for women to lead and innovate. An organisation focused on cultural change emphasises the urgent need for action, sharing practical steps businesses and leaders can take to create inclusive workplaces.
We also feature the journey of a mobile plant mechanic who
transitioned from business studies to a thriving career in construction, as well as the personal story of one of our regular contributors, who highlights her success in the industry and the lessons she hopes to pass on to future female leaders.
While we celebrate women in construction in every edition, this month we made it our focus. Inside Construction is committed to supporting the industry and all those who are part of it. Together, we can build an industry where equity forms the bedrock of success and drives sustainable growth.
As we plan for a brighter future, we must also address the environmental impact of construction. We explore the vital role of circularity in the built environment, with insights from the nation’s authority on sustainable buildings and communities.
We hope you find both inspiration and fresh perspectives in this special edition of Inside Construction
Chief Executive Officer John Murphy
Chief Operating Officer Christine Clancy
Group Managing Editor
Andrew Hobbs andrew.hobbs@primecreative.com.au
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Ashley Grogan ashley.grogan@primecreative.com.au
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Head of Design Blake Storey blake.storey@primecreative.com.au
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Client Success Manager Louisa Stocks louisa.stocks@primecreative.com.au
Cover image credit Bowhill Engineering
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Aerial surveying technology
Taking surveying to the edge
Komatsu’s Smart Construction Edge 2 is moving surveying forward by enhancing speed, safety and accuracy through cutting-edge technology.
Surveying has always been a cornerstone of construction, but traditional methods are often time-consuming and carry safety risks. Thanks to innovations like aerial surveying via drones, the process is evolving. Komatsu’s Smart Construction Edge 2 takes this even further by providing faster data availability, reducing downtime and enabling rapid processing – empowering project teams to make informed decisions quickly.
Edge 2’s impact on construction workflows becomes evident immediately. It provides drone pilots with an intuitive, seamless setup and flight workflow, enhancing efficiency and ensuring greater accuracy. James Mackenzie, product manager for Smart Construction at Komatsu and expert in drone technology, describes it as an all-in-one solution, functioning as both a global navigation satellite system (GNSS) base station and a processing tool. The result: highly accurate 3D terrain maps of construction sites, produced with ease and speed.
“It’s a GNSS device that receives correction from satellites; it also functions as a computer in one,” says Mackenzie. “It processes the drone data afterwards and can even serve as a GPS base station for GPS rovers.”
Edge 2 provides highly accurate 3D terrain maps of construction sites. (Images: IndustriArc)
Streamlined, field-ready technology
Traditional surveying methods often require workers to traverse rugged terrain and active construction zones, which presents safety challenges. For Mackenzie, drone-based surveying offers a safer and faster alternative.
“Aerial surveying, especially for earthworks, is highly efficient,” he explains. “A drone can cover an entire site in a fraction of the time it would take for a surveyor to walk it.”
Edge 2 amplifies this efficiency by processing data onsite without requiring internet connectivity, eliminating the need to return to the office. “The 3D drone data is ready in rapid time,” Mackenzie adds.
“We’re saving hours, if not days, compared to traditional methods, which is invaluable for field teams under time pressure.”
For instance, Edge 2 can process data for a 1-hectare site in under 10 minutes and for a 20-hectare site in under 60 minutes. Large-scale sites of up to 50 hectares are processed in under two hours – a game-changer for project timelines.
Real-time decisions, real results
Edge 2 also functions as a base station, as Mackenzie explains: “GPS devices need
a base station to achieve survey-grade accuracy with drones and rovers,” he says. “Edge 2 delivers real-time kinematics (RTK) corrections to drones or rovers and can also record RINEX data for post-processing kinematics (PPK), making it an incredibly versatile tool.”
“Komatsu equipment, such as our intelligent machine series of excavators and dozers, Smart Construction 3D-MG, and other compatible GPS machinery, can also use these corrections to operate in RTK mode. Once activated as a base station to broadcast correction data, an unlimited number of devices can connect and use the service.”
In construction, time is a critical asset.
Edge 2’s processing power allows users to calculate site volumes and assess current site conditions instantly, facilitating proactive decisions that can significantly impact project outcomes.
“Traditionally, volume surveys might happen at the end of each month,” says Mackenzie. “But after a month, you’ve already moved so much dirt. If you’re behind schedule, catching up becomes much harder.”
“With Edge 2, users can monitor progress daily, allowing them to adjust resources – like adding more trucks – to stay on schedule, making it easier to keep projects on track.”
Edge 2’s ease of use, nicknamed the “everyday drone,” makes it accessible to a range of users, including engineers, supervisors, project managers and operations managers, with only minimal training. “It’s so easy to use that really anyone can operate it,” says Mackenzie. “You don’t need to be a surveyor.”
This ease of use makes it an appealing tool for construction companies looking to streamline their workflows.
Edge 2’s ease of use, nicknamed the “everyday drone,” makes it accessible to a range of users.
Komatsu’s Smart Construction Edge 2 functions as both a global navigation satellite system base station and a processing tool.
“We’re saving hours, if not days, compared to traditional methods, which is invaluable for field teams under time pressure.”
FOCUS
Aerial surveying technology
“The data is captured in 3D and processed with high accuracy.”
No longer does site surveying have to be the sole responsibility of a specialised team; with Edge 2, anyone can take on this role, freeing up valuable resources.
Raising accuracy, reducing risk
Manual surveying poses some risk of human error, with missed data points potentially leading to miscalculations, delays and costly rework. With Edge 2, these risks are eliminated. Once programmed, the drone captures everything in its path, eliminating the chances of missing critical details like stockpiles or terrain variations.
“If you follow best practice and set the right parameters, the drone will cover the entire site accurately,” says Mackenzie.
“It’s not going to miss a stockpile or a batter. The data is captured in 3D and processed with high accuracy.”
The future of surveying
Officially launched in September, Edge 2 has already received positive feedback from early adopters. “Customers are loving it,” says
Mackenzie. “They’re seeing time and cost savings. The speed and accuracy of the data are what impress them the most.”
Komatsu has plans to enhance Edge 2 further through software updates and features based on user feedback. “We actively listen to the voice of the customer and implement new features based on this,” says Mackenzie.
Moreover, Edge 2 integrates seamlessly with the Smart Construction Cloud Structure from Motion (SfM) solution, giving customers the option to process high-resolution data in the cloud when required.
Smart Construction Edge 2 is not only redefining aerial surveying accuracy and efficiency but also elevating standards for project management in construction. As Komatsu continues to innovate, Edge 2 represents a vision of aerial surveying where technology-driven precision and real-time data create a foundation for better decision-m aking, productivity and project outcomes.
Edge 2 processes data onsite without requiring internet connectivity.
Marine construction
Anchored in innovation
With over 330 marine projects completed globally, McConnell Dowell has firmly established itself as a trusted leader in marine infrastructure delivery.
“The engineering focus within McConnell Dowell is very strong.”
From wharves and jetties to submarine pipelines and breakwaters, McConnell Dowell’s engineering solutions have underpinned Australia’s resource exports for over 60 years. Tackling the complex demands of marine construction, the company consistently demonstrates creativity and expertise.
Among McConnell Dowell’s flagship projects is the Stanley Point Iron Ore Terminal at Port Hedland, an integral part of the $10 billion Roy Hill Iron Ore project. In the Pilbara, the company has constructed four major berths for Fortescue Metals Group and delivered two expedited export wharves for BHP. McConnell Dowell also managed a two-phase wharf upgrade for Rio Tinto at Dampier Port – each project underscoring its reputation for reliable
large-scale marine construction. Building on this legacy, the company now leads a major export jetty project in North Western Australia, the Mardie Salt & Potash Marine Structures. The recent appointment of Mick Slocombe as general manager for South and Western Australia reinforces McConnell Dowell’s commitment to sector leadership. Slocombe, who brings extensive marine and port experience, will drive new growth in Australia’s marine infrastructure. Previously, he established businesses in WA in 2013 and in the Philippines in 2017. Under his leadership, both ventures evolved from small operations into thriving contracting businesses that continue to flourish today. Reflecting on his time in the Philippines, Slocombe recalls, “We delivered key projects,
Pile driving on the 2.43 km‑long Mardie Salt & Potash jetty, currently under construction by McConnell Dowell. (Images: McConnell Dowell)
including wharf extensions, dredging, reclamation and water infrastructure,” underscoring the breadth of his expertise. With his return to Australia, Slocombe was eager to apply his international experience to McConnell Dowell’s projects across SA and WA.
“McConnell Dowell has constructed many of the wharves and jetties essential to Australia’s resource exports, and our expertise in marine construction continues to advance,” says Slocombe. “Looking forward, we aim to maintain our distinct identity as a marine contractor capable of delivering creative, thoughtful solutions for our clients.”
Central to McConnell Dowell’s success is its extensive fleet of specialised marine assets, including jack-up barges, flat-top barges and support vessels, along with the company’s in-house designed, purpose-built cantilever traveller system, or canti-traveller. All vessels are currently deployed and in high demand. This advanced equipment, combined with the team’s expertise, underpins the company’s creative and forward-thinking approach to marine projects.
The canti-traveller system, for example, allows rapid, safe and environmentally lowimpact construction by operating without the need for marine vessels.
“When environmental constraints present a challenge, our canti-traveller system becomes essential,” Slocombe explains.
“It acts as a travelling platform for installing piles and jetty modules sequentially, propelling itself along the jetty alignment via its hydraulic jacking system.”
The Mardie Salt & Potash Marine Structures project is one that has benefited from the canti-traveller methodology. McConnell Dowell’s scope of work involves the design, supply, fabrication, construction, installation, testing and commissioning of a 2.4km jetty structure, complete with a head-end platform, berthing and mooring dolphins; a materials handling conveying system, including a shiploader; non-process infrastructure and ancillary equipment. With the 2.4km jetty now complete, remaining work includes constructing the head-end platform, supported by jack-up barges.
The strong heritage of marine projects in North Western Australia highlights McConnell Dowell’s creative construction approach, achieving strong outcomes for clients while prioritising safety and environmental protection. These principles are central to every marine project McConnell Dowell undertakes. Slocombe credits the company’s engineering team and offshore manufacturing facilities for these accomplishments, emphasising its role in developing temporary works and innovative construction methods.
“Our in-house team exemplifies McConnell Dowell’s commitment to being
“When
environmental constraints present a challenge, our canti-traveller system becomes essential.”
Sunrise over the Mardie Salt & Potash jetty on the Pilbara coast during McConnell Dowell’s construction works.
FOCUS
Marine construction
‘The Creative Construction Company,’ with a sharp focus on innovation, digital engineering and robust engineering practices overall,” he says.
Each McConnell Dowell region has a dedicated engineering head reporting to the group’s central engineering function, along with a team specialising in digital engineering – a practice Slocombe sees as key to the industry’s future.
disruption is essential. Effective coordination with port operations is thus a priority.
Looking to the future, Slocombe envisions growth in McConnell Dowell’s marine business, driven by shifts in demand and market trends across Australia. Precious mineral exports from new regional locations require new infrastructure.
“Our
expanding digital engineering expertise ensures we deliver solutions that meet the highest standards in the marine sector.”
“We design projects in 4D, allowing us to visualise the construction process before work even begins,” he adds. “This approach greatly aids in identifying and addressing potential issues and risks ahead of time. The engineering focus within McConnell Dowell is very strong.”
Increasingly, clients expect visualisations of project methods, and McConnell Dowell’s digital capabilities enable these dynamic presentations, which are invaluable for clear client communication and project planning.
“Our expanding digital engineering expertise ensures we deliver solutions that meet the highest standards in the marine sector,” says Slocombe.
The company’s marine projects often take place within operational port environments, where balancing productivity with minimal
In the water sector, the need for desalination infrastructure is also on the rise, necessitating offshore systems like intake structures and brine outfalls. Such projects depend on capable marine contractors and specialised equipment.
“With 60 years of offshore experience, a formidable fleet of marine assets and highly skilled teams, McConnell Dowell is uniquely positioned to meet this increasing demand,” says Slocombe. “Marine projects require specialised expertise, and we are fortunate to have experienced professionals across Australia and around the world ready to contribute their skills wherever projects arise.”
Backed by a legacy of creativity, a robust history, an impressive portfolio, specialised knowledge and a fleet of state-of-the-art equipment, McConnell Dowell continues to establish itself as a trusted name in the marine sector.
Utilisation of turtle f riendly lighting on McConnell Dowell’s temporary works canti t raveller, in accordance with project illumination requirements for night shift operations.
The ultimate workhorse on wheels
Ford’s latest powerhouse mid-size truck is engineered to tackle the toughest terrains, offering strength and reliability for construction and infrastructure professionals.
Set to launch in 2026, Ford’s Ranger Super Duty is designed to expand the boundaries of what a mid-size utility vehicle can do.
Engineered in Australia for industries that demand high performance, including construction and infrastructure works, this game-changing ute combines rugged design with features built to endure extreme conditions and heavy-duty tasks.
With an emphasis on heavy-duty capability, load-carrying and towing capacity, the Ranger Super Duty is set to support productivity on construction sites of all scales and complexities, including in remote locations.
Developed in collaboration with heavy-duty fleet operators and the team behind Australia’s top-selling 4x4, it’s
built to meet the high demands of midsize truck users. Key features enable construction workers to:
• Tow more: Boasting a 4,500kg maximum braked towing capacity, the Ranger Super Duty can haul a wide range of heavy supplies, earthmoving equipment and essential tools.
• Carry more: With a 4,500kg gross vehicle mass (GVM), the Ranger Super Duty provides substantial carrying capacity, ideal for the needs of construction professionals on major project sites.
• Do more: Its 8,000kg gross combined mass (GCM) equips the vehicle to handle tasks that typically require larger trucks, adding versatility to construction and infrastructure operations.
The Ranger Super Duty is designed to improve transport efficiency and onsite productivity, giving construction teams the dependable support needed to complete projects safely and effectively. Construction and infrastructure professionals are encouraged to register
their interest with Ford to stay informed about the Ranger Super Duty’s launch and explore how it can enhance their operational capabilities.
ford.com.au/showroom/trucks-and-vans/ ranger/super-duty/
The Ranger Super Duty is designed to improve transport efficiency and onsite productivity.
Ford is set to launch the Ranger Super Duty in 2026. (Image: Ford)
The Ranger Super Duty is built to endure extreme conditions and heavy-duty tasks. (Image: MaxSafaniuk/ stock.adobe.com)
Women in Construction
Blueprint for bold leadership
Jodie Hawkes reflects on her journey from the admin team to the CEO’s office, shaped by resilience, strategic growth and the transformative
For over 65 years, Vistage has empowered business leaders through peer advisory groups and executive coaching.
Jodie Hawkes, CEO of Bowhill Engineering, has felt this impact firsthand. A committed Vistage member for six years, Hawkes sees it as both an anchor and a compass in her leadership journey.
From refining Bowhill Engineering’s systems to standing firm in a male‑dominated industry, Hawkes reflects on how Vistage has sharpened her leadership approach, helping steer the company toward sustainable success.
Hawkes’ journey with Bowhill Engineering, a multi generational, family owned metal fabrication business in South Australia, began under challenging circumstances.
“My husband, the managing director at the time, lost his brother in a motor vehicle accident,” she says.
While on maternity leave from another company with her first child, she stepped into an administrative role at Bowhill Engineering to help support the business. Beginning with a team of just 12, Hawkes has seen the company grow to over 60 team members – a success she attributes in large part to Vistage.
Vistage is one of the world’s largest organisations for CEO coaching and peer advisory, supporting small and mid size business leaders through tailored leadership programs and providing access to a wealth
of experience, research and wisdom from respected business leaders. With over 45,000 members globally, Vistage employs a proven approach to drive better results, accelerate growth and maximise leadership impact.
Already familiar with the organisation through her husband’s involvement, Hawkes was encouraged to join six years ago by chair Jerry Kleeman. She considers this one of her best decisions for personal and professional growth, especially during her transition from chief financial officer to CEO 14 months ago.
“Overcoming imposter syndrome has been a significant challenge,” says Hawkes.
“Vistage helped me back myself and embrace authenticity.”
“Learning to share my own perspective not only gave me confidence but also resonated with our team.”
Through Vistage, Hawkes has strengthened her sense of purpose – a clear ‘why’ that drives her. While she sees herself as passionate, driven and strong on accountability and execution, her Vistage peers have helped her recognise her unique ability to drive positive change in regional communities and focus on what truly matters. “Recognising the broader impact has strengthened my belief in what we’re working to achieve,” she says.
Guest speakers and peers alike have influenced her systematic approach and refined her vision.
The Bowhill Engineering team at the new B5 facility, set to open in early 2025.
One such connection, a guest speaker at Vistage, introduced Hawkes to Bowhill Engineering’s current board chair, now a mentor and close friend.
“It’s not just the speakers. It’s the entire Vistage community,” she explains. “The value of learning from others who have faced similar challenges is enormous.”
With insights from Vistage, Hawkes has cultivated what she calls her “strategic playbook” for Bowhill Engineering. Her approach to accountability and goal setting evolved, shaped by practical techniques from the organisation. She admits she struggles with details like names and statistics, but thanks to her favourite Vistage speaker, Gary Bertwistle, she found a solution.
These connections have shaped Bowhill Engineering’s approach to team empowerment and succession planning, providing a framework for long term growth.
“He introduced me to the concept of a ‘second brain’ – harnessing digital tools to organise your life. Now, I keep everything organised in OneNote,” she says.
On the business front, Vistage has been instrumental in Bowhill Engineering’s evolution from survival to growth. “We’ve focused on resilience and incremental improvement,” says Hawkes. “Small, steady changes add up to significant progress.”
Reflecting on a recent Vistage webinar with James Clear, Hawkes recognised that Bowhill Engineering had adopted many of his principles as practices. “Commit to small improvements instead of trying to overhaul everything at once, and you set yourself up for lasting change,” she says.
For Bowhill Engineering, Vistage’s influence has resulted in 20 years of steady, month‑by‑month improvements that Hawkes believes have “truly stuck.”
Vistage has connected Bowhill Engineering with several industry experts over the years. For instance, Trudy MacDonald, a strategic HR consultant, helped redefine job descriptions, transforming roles from transactional to aspirational. Nick Setchell, founder of RealTime CEO, introduced 12 month rolling cash flow forecasts to the team. Each expert has added a layer to Bowhill Engineering’s evolving business system, illustrating how Vistage connections have been woven into the company’s fabric. “Almost every aspect of our business – down to our legal team and accountant – has a link back to someone we met through Vistage,” says Hawkes.
“For a business of our size, our systems are sophisticated because we’ve consistently made purposeful improvements,” she explains. “Our succession planning, performance appraisals – they all operate within a fully developed framework.”
Hawkes often sees new Vistage members who excel in some areas but lack a holistic view of business management. “Vistage helps plant seeds early,” she says. “Meetings often introduce new concepts that may not seem immediately relevant but later prove valuable.”
Preparedness, she adds, has been key to Bowhill Engineering’s resilience. When the COVID 19 pandemic struck, the company was able to weather the storm thanks to years of strategic planning on “disruption.”
“That resilience is rooted in what we’ve learned through Vistage,” says Hawkes.
Vistage has also played a key role in helping Bowhill Engineering excel in community engagement. When the environmental, social and governance (ESG) framework emerged, covering 20 different areas, Hawkes initially thought, ‘I’m already managing compliance –this just means more work.’ However, hearing about ESG consistently through Vistage encouraged her to gradually integrate it into the business. Today, the company is in a strong position in this space.
One notable ESG initiative saw Bowhill Engineering underground its power lines to enable future growth. This investment paved the way for a new facility and included a 100 k ilowatt solar addition, with the company also installing 30 kilowatts for the local community centre. “This project significantly reduced the centre’s power bill, benefiting the entire community,” she says. “It’s been a true win w in, with long‑term impact.”
“Almost every aspect of our business – down to our legal team and accountant –has a link
back to someone we met through Vistage.”
Bowhill Engineering constructed the girders for the Sydney Gateway Airport project.
Women in Construction
Further, Vistage’s influence has enabled Bowhill Engineering to develop strong systems to support innovation, stability and knowledge transfer. Hawkes refers to this as “the rhythm” of the company – a monthly cadence of culture and alignment check‑ins.
Setting 90 day goals and conducting weekly one to ones, Bowhill Engineering has built a framework where accountability flows throughout.
With a five year succession plan now underway, Bowhill Engineering’s framework allows Hawkes time to fine t une every detail.
“Vistage laid the foundation; now, it’s about making adjustments to ensure it succeeds,” she says.
“Vistage
provides a real, grounded view of success.”
“Sometimes I feel we’re not moving fast enough, but then I reflect on our progress over the last 90 days, the past year, or even five years, and I see that we’re consistently moving forward,” she says.
“That’s the power of having a robust system behind us – it holds us accountable and drives sustainable growth.”
Hawkes has also created a family charter to address the future of Bowhill Engineering’s next generation. “Vistage planted that seed about 10 years ago, and five years ago, I finally started the process,” she explains.
The charter sets expectations for her four children regarding their possible future roles and responsibilities within the company, removing emotional barriers to future decisions.
Vistage has guided Hawkes in both personal and professional growth. Her Vistage group
Bowhill Engineering’s facility on the cliff top of the Murray River, South Australia.
tackles life’s essentials, from family to health and self care, understanding that true success includes both. Recently, a dietitian hosted by Vistage discussed the importance of cortisol management – an insight Hawkes found invaluable.
“Vistage provides a real, grounded view of success,” she says. “You see the triumphs but also the years of hard work and dedication it took to achieve them.”
“While I didn’t attend university, I see Vistage as my ‘degree in one month chunks over 20 years,’ balancing reflection with real‑world application.”
Hawkes encourages other leaders to seek mentorship and peer support, as she’s found through Vistage. “Building a strong network, one that’s balanced between personal
and professional perspectives, is key,” she adds. “One of the strengths of Vistage is the diversity within each group – different business sizes, types and structures.”
“Hearing perspectives from other sectors can offer valuable lessons that you can apply to your own industry.”
Choosing who to surround herself with has been crucial to Hawkes’ journey. “Sometimes the best insights come unexpectedly,” she says. “A topic might seem unrelated, but then something clicks, and it’s exactly what I needed.”
For Hawkes, Vistage has been more than a network – it’s been a lifelong blueprint for bold leadership.
Ready to grow? Visit vistage.com.au
“The value of learning from others who have faced similar challenges is enormous.”
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Women in Construction
Breaking barriers and building futures
Women leading the future
Autodesk isn’t only advancing construction through technology; it’s creating a future where women have ample opportunity to lead, innovate and shape the industry.
While construction has long been viewed as a male-dominated industry, a profound transformation is taking shape. Women across the Asia-Pacific are redefining what it means to work in construction, and Autodesk is at the forefront of this shift, providing the tools, resources and support to make the field more accessible, inclusive and innovative.
Digital intelligence, data analytics and software that enhance collaboration are pivotal tools that have made construction an attractive, viable career path for diverse employees.
A movement gaining momentum
Gender equality in construction has seen a surge in recent years, as women take on more
senior roles across the industry. Autodesk recognises this momentum, celebrating the unique contributions women bring, from technical expertise to leadership. In a field increasingly reliant on technology, the demand for a diversified skillset has never been greater – and women are stepping in to meet this need with their expertise in areas like building information modelling (BIM), project management and digital engineering. Autodesk’s commitment to gender diversity goes beyond words. With a holistic approach to workplace inclusivity, the company is investing in initiatives, including providing technology training and supporting policies that create equitable opportunities for women to grow and succeed.
“The
industry needs to be more open to being challenged in the way things are done.”
Women in construction.
(Images: Supplied by Autodesk)
marketing and customer success at Autodesk, describes how technology is “really enabling and opening up a lot more doors and opportunities for women, bringing in a more diversified workforce.”
As construction evolves, Autodesk aims to make sure women are not just part of the industry’s future but are also leading it.
Redefining leadership
“Take every opportunity, every day, to do better.”
In regions like Australia and New Zealand, women are increasingly occupying leadership roles, bringing a fresh perspective to the field. Lendlease project engineer Silvia Salazar recalls her early career when she was often the only woman onsite. She faced challenges, but her perseverance has opened the door for others. Today, women are not just participating in construction; they are driving change and challenging stereotypes, she says.
Preeya Selvarajah, senior product marketing manager of APAC at Autodesk, explains that the image of construction as a “brute-force” field is evolving. She notes that the introduction of technology and digitisation has not only diversified the skillsets needed but also created a more level playing field. This shift is evident on construction sites and design teams, where collaboration and innovation are key, rather than solely performing onsite tasks. Visibility matters, Selvarajah emphasises, as young women entering the industry now see female leaders as examples of what is possible,
not only attainable but celebrated. Voices from across the industry highlight the importance of a balanced work-life environment, an inclusive culture, and policies that enable women to thrive. Sally Archer, digital engineering manager at Built, discusses how diverse perspectives are invaluable: “The industry needs to be more open to being challenged in the way things are done.”
SHAPE construction planning D&C Sadaf Sharikian supports this sentiment, highlighting the unique perspectives women bring to construction – “a totally different set of skills and perspective” that enhances teamwork and leads to better outcomes.
Embracing digital transformation
The rapid adoption of digital tools has reshaped construction practices across The Association of Southeast Asian Nations (ASEAN), and Autodesk is encouraging women to take the lead in this new landscape. Autodesk’s construction partner manager, Chiamin Lau, speaks to the rewards of working in the industry, noting that attention to detail – a skill many women excel in – is essential in today’s technology-driven construction landscape. She encourages more women to consider the field, saying it’s no longer “a job in the sun,” but one that involves sophisticated technology and requires keen analytical skills.
BIM modeller Wang Weilin of KTC Civil Engineering tells Autodesk that she chose construction because it allows her to see the
Women in construction.
tangible results of her efforts. Even without directly building structures, she feels her contributions have a meaningful impact.
Women are at the forefront
The adoption of digital tools has opened the industry to new ways of working.
Autodesk technical solutions executive Monica Roquel and Welltech Construction BIM manager Zhao Yan observe that women are now at the forefront of technology implementation. They see digital intelligence and data analytics as tools that have made construction an attractive, viable career path for everyone.
Similarly, Turner & Townsend director Siti Sabariah Norman reflects on her 15-year journey in construction, noting that the industry has shifted from manual labour to intelligent processes supported by digital technology. She shares advice with young women considering the field: “Take every opportunity, every day, to do better,” adding
that efforts compound over time, building expertise and success.
For Autodesk, this digital transformation is not just a trend but a vital shift that makes the industry more inclusive, enabling women with technical and analytical skills to play prominent roles.
Bringing dreams to life
In India, too, women are making strides, gaining visibility in roles previously considered out of reach. Autodesk spotlights women like Swathi Parameswaran, head of planning at L&T Realty, who is excited by the increasing presence of women on job sites. She encourages young women to embrace hands-on experiences and make the most of every learning opportunity.
“One of the things that still is mind-blowing to me is to be able to convert somebody’s vision or dream from just paper into an actual built product, and the kind of pride that you feel, I think, is incredible,” says Parameswaran.
“One of the things that still is mind-blowing to me is to be able to convert somebody’s vision or dream from just paper into an actual built product, and the kind of pride that you feel, I think, is incredible.”
Women in construction.
Women in Construction
Seema Patil of Kalpataru Limited entered the industry 15 years ago when only 10 out of her 60 classmates were women. Today, she sees a steadily growing number of women entering the field.
Nirlipta Swain, assistant manager of IT and digital at Tata Projects, recalls an early job interview where she was asked if she saw herself as a “site person or an office person.” She never allowed herself to be boxed into any role. Seeing women leaders in construction, she wondered, “Why can’t I be one of them,too?”
Swain’s story is one of resilience and ambition, encouraging women to be “changemakers” rather than waiting for the industry to change for them.
Namratha Suresh, planning manager at Shapoorji Pallonji E&C, and Jonaki Bhayani, design manager of BIM and VDC at Rustomjee, also acknowledge that while the construction industry remains male-dominated, women have a real chance to make their mark.
Constructing tomorrow
Autodesk’s Constructing Tomorrow: Building a Dynamic Workforce for the Future report highlights the benefits of diversity, showing how a balanced workforce boosts wellbeing,
improves talent retention and drives economic success. Research by McKinsey & Company adds weight to this perspective, revealing that companies in the top quartile for gender diversity on executive teams were 21 per cent more likely to outperform in profitability.
Technology’s role in reshaping construction cannot be overstated. In Queensland, Australia, Construction Skills Queensland’s 2021 Women in Construction report reveals between 2000 and 2020, the number of women in construction doubled, demonstrating the field’s growing accessibility. By driving innovation and advocating for a culture of inclusion, Autodesk is paving the way for a construction industry where all genders are empowered to contribute and succeed.
With a renewed focus on equality, Autodesk is helping build a legacy that promises a brighter, more inclusive future for construction. Through its advocacy for gender diversity and investment in cuttingedge technology and training, Autodesk is ensuring women are not just part of construction’s story – they’re leading it. The future of construction is diverse, equitable and full of potential, with Autodesk proud to support the women transforming the industry.
Women in construction.
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Shifting the dial on culture
Empowered Women in Trades argues that while breaking down barriers and navigating cultural change are often discussed, the time for action has arrived.
“A change in culture is not something we can simply talk about and then sit back and watch happen.”
The conversations around breaking down barriers for women and navigating cultural change are often robust, fuelled by people who don’t just want better for women, but for all humans. The thing with conversations is that they’re all talk. They are great catalysts for sharing ideas and knowledge, but it’s the actions that follow these conversations where we often fall short – and it’s through action that we would begin to see changes come to life.
A change in culture is not something we can simply talk about and then sit back and watch happen. It takes time. It needs to be something we collectively believe in, something we know will bring about a positive shift, and ultimately, it must be something we want to do.
I have attended so many roundtables, workshops and conferences this year and have heard from some amazing people and organisations doing great things. However, these events are often filled with ‘the converted’ – people who are already on board
with making a culture shift and are well on their way to making progress. We are not addressing the deep-rooted culture embedded in the industry as a whole.
Culture change is an investment and needs to be led not just from the top down, but from all levels of the organisation. Bringing more women into construction is not just a matter of implementing a policy and expecting everyone to get on board. Organisations often approach Empowered Women in Trades (EWIT) with questions about culture, and for anyone considering doing the same, let me be blunt. We cannot fix your culture. We can support you in putting steps in place to see a culture shift, provide information and guidance, and be in your corner, but we can’t fix it.
Here are the steps you can take now to support an inclusive culture:
1. Reflect on your organisation. Be open and honest about where the line sits in terms of appropriate behaviour in the workplace.
Empowered Women in Trades guides businesses in fostering cultural change. (Image: Fred/ stock.adobe.com)
Poor behaviour is poor behaviour and should always be called out, regardless of its origin – not just because you hire a woman.
2. Don’t see hiring a woman as the reason to change your culture; do it because it’s the right thing to do. Change your organisation’s culture because humans at all stages of life should have access to flexibility, support and an inclusive workplace that allows them to be authentically themselves. In case you missed the memo – just like women, not all men are the same.
3. Change your language. Language is a powerful tool and can connect to powerful emotions. It takes time to change, and no one is expecting you to be perfect. Simply moving from terms like ‘guys’ or ‘the boys’ to ‘team’ supports inclusivity.
4. Invest in your people. Often, professional development programs around culture, diversity and inclusion are delivered to leaders of an organisation or are
instigated as a response mechanism because something has occurred. Provide opportunities at all levels of the organisation for people to learn, develop and understand the impact of behaviour and how powerful their individual actions can be.
5. L ead with kindness and acknowledge that we won’t always get it right – but we are trying. Owning mistakes and correcting behaviours creates a ‘lead by example’ culture.
Culture won’t shift overnight, but it will change over time if we continue to work together to foster an industry that, as a collective, wants to be better for each other. Change needs to be driven by the people in your organisation, but you don’t have to do it alone. Reach out to organisations like EWIT, who are here to help you cultivate cultural change. My final piece of advice: just be a good human – that’s a great place to start.
Empowered Women in Trades underscores the transformative power of language in shaping cultural change. (Image: Gorodenkoff/ stock.adobe.com) in Trades.
“We are not addressing the deep-rooted culture embedded in the industry as a whole.”
Women in Construction
Doing things differently
Highlighting the women leading change in the construction industry, NexGen showcases the journey of its founder, Dominique Gill.
When I was asked to write about women breaking barriers in construction, Dominique Gill instantly came to mind. It’s rare to see women running a business in any industry, let alone in construction, and Dominique’s journey with Urban Core is nothing short of inspiring. Starting from scratch in 2016, she’s built an incredible business recognised as one of Australia’s ‘Fast Starters’ by The Australian Financial Review. But it’s not just about growth for Dominique – she’s on a mission to do things differently and push for change.
This year, Urban Core has achieved what many might think is impossible: a 50 per cent gender-diverse workforce. That’s huge in an industry where women make up just over 13 per cent of the workforce. For Dominique, diversity isn’t just a goal or a checkbox – it’s about giving everyone a voice and creating an
environment where different perspectives lead to stronger ideas and solutions. As she puts it, “When we have more women and diverse voices at the table, everyone wins. It’s not just good for business – it’s the right thing to do.”
Dominique’s vision goes beyond just building a diverse team; she’s also committed to building sustainably. Urban Core is a member of the Green Building Council of Australia, and every project reflects her focus on the future. She doesn’t just want to build for today but also protect tomorrow. “Sustainability is about future-proofing,” she says, and that means every project is handled with care for the planet, from carbon neutrality to environmental management plans. I personally love that Urban Core has planted over 2,000 trees to offset carbon emissions.
Dominique Gill, founder and managing director of Urban Core, and founder and chair of NexGen.
(Image: Urban Core)
As a mother of three, Dom understands the importance of parental leave. Urban Core has introduced its own parental leave policy, going beyond the government standard to support all primary carers. This policy includes a flexible return to work arrangement within 24 months, ensuring that parents can transition back into their roles at a pace that works for them.
But Dominique didn’t stop there. She wanted to change how young people (especially young women) see construction, so she founded NexGen, a not-for-profit that brings the industry to students. Through school visits and community events, NexGen Ambassadors show young people the many paths they can take in construction, breaking down stereotypes and encouraging them to dream big. Ambassadors share their own journeys with students, hoping to show that a career in construction isn’t merely possible –it can be exciting and rewarding.
Dominique has been recognised with the 2021 NSW and National Crystal Vision Award for her work in advancing women in construction, but for her, it’s not about awards. It’s about real change, making sure this industry becomes a place where anyone, no matter who they are, can feel at home and build a future.
Through Urban Core and as the chair of NexGen, Dominique is showing all of us that construction is about building a community, a culture, and a future we can all be proud of.
“When we have more women and diverse voices at the table, everyone wins.”
By Lauren Fahey, executive director at
(Image: NexGen)
Dominique Gill heads Urban Core’s 50 per cent gender-diverse workforce. (Image: Urban Core)
Dominique Gill empowers every team member at Urban Core to have a voice. (Image: Urban Core)
The not-so-little things affecting women in construction report reveals real lived experiences.
The not-so-little-things affecting women
Despite recent progress, a survey by the National Association of Women in Construction reveals that microaggressions and harassment remain common challenges for women in the industry.
Women are increasingly being encouraged to join the construction industry, which is promoted as a place to grow, thrive and succeed, with workplaces offering flexible working arrangements, progressive policies, attractive wages and opportunities for both professional and personal development. However, a recent survey conducted by the National Association of Women in Construction (NAWIC) and TDC Global shows that the reality can be quite different.
The not-so-little things affecting women in construction survey explores how organisations can better address and prevent microaggressions and harassment in the industry. With over 650 respondents, the data reveals real lived experiences and provides recommendations to shift the cultural challenges in construction and remove the barriers women continuously face.
Microaggressions are seemingly small, indirect and subtle actions, comments and/or statements that happen frequently and are widely felt by marginalised groups. They can be as simple as insensitive statements, questions or assumptions
that are strongly linked to unconscious bias in the aggressor. On their own, these microaggressions may seem minor, but over a woman’s career span, their impact is anything but small. Microaggressions can have serious implications for women’s career progression, hindering advancement opportunities and perpetuating pay gaps. In one alarming instance, a participant reported a pay discrepancy of “$75k difference for someone who is in the same role as me,” highlighting the profound impact of unchecked microaggressions.
The reporting of microaggressions is a complex issue. Whether the concern is about retaliation or the belief that it will harm their career, it is clear that women are hesitant to report microaggressions they have either experienced or witnessed. Women often refrain from addressing microaggressions due to the fear of retaliation or retribution. They worry about being labelled as difficult, unapproachable or emotional, which can lead to isolation in the workplace. Speaking up can sometimes lead to fewer opportunities and can even be career-ending
By the National Association of Women in Construction.
in certain environments. The emotional and psychological impact of microaggressions can lead to self-doubt, decreased confidence, and even mental health issues. This emotional toll can make it difficult for women to address these issues in the workplace.
Following the results of the survey, it is clear that changes are needed within the industry to tackle microaggressions and harassment head-on. Based on input from survey participants and listening sessions, the following recommendations have been carefully considered:
• Education and training for line managers/supervisors: Implement mandatory soft skills training for all managers, regardless of the number of direct reports.
• Facilitated roundtable discussions with industry decision-makers: Encourage organisations to demonstrate concrete actions for improvement. Move beyond lip service by reviewing redundancy and recruitment statistics, examining strategies for attracting women to the workplace, and addressing problematic employees. Encourage organisations to conduct in-house surveys to establish business needs.
• Practical skills sessions: Offer training for individuals on dealing with microaggressions, harassment and inappropriate workplace behaviours.
• Career counselling: Address the ‘leaky pipeline’ issue by providing counselling for career trauma and recovery.
• Subsidised legal support: Offer legal support to NAWIC members with the option to have a lawyer on retainer to provide legal advice as required. From November 2024, NAWIC members will be able to access one hour of free employment legal advice as part of their membership benefits.
• Government lobbying: Seek increased access to complaint, redundancy and non-disclosure agreement statistics within construction organisations. With 41 per cent of aggressors being supervisors and managers, organisations can also take action to address and prevent microaggressions and harassment by:
1. Implementing Gender Equality Action Plans – Develop and document strategies to support a gender-equal workplace.
2. Increasing representation of women in senior roles – Ensure representation of women in senior roles, C-suite positions and human resources. This can help raise awareness of microaggressions in the workplace.
3. Providing support and reporting mechanisms – Empower women to speak up by offering tools and brochures, implementing robust reporting mechanisms including anonymous channels, linking reporting mechanisms to financial impact, and conducting specific exit interviews for women to identify issues.
4. Developing training and development initiatives – Provide training on unconscious bias, safety and onboarding; mandatory training for new managers; education on subtle forms of discrimination and their impact; and consistent education programs that build awareness of the financial consequences of microaggressions.
5. Encouraging an active bystander approach – Promote peer accountability to call out inappropriate behaviour and emphasise the importance of male allies in changing workplace culture with allyship training.
6. Establishing internal support systems –Create industry peer support groups for networking and empathy.
So, what comes next? Our final guidance is to focus your efforts where you believe you can have the greatest impact right now and to remain committed. Remember, it’s about progress, not perfection.
NAWIC is a membership-based, not-for-profit organisation dedicated to attracting, developing and retaining women in the construction industry. With local chapters in every state and territory, we encourage you to come and say hello and connect with like-minded people focused on making a difference and advocating for cultural change. You can read The not-so-little things affecting women in construction report on our website at nawic.com.au, following the links to Learning Hub and Engagement, and be part of the conversation on our socials @nawicau
“On their own, these microaggressions may seem minor, but over a woman’s career span, their impact is anything but small.”
Ekaterina Lanshakova: Forging new foundations
In just two years, Ekaterina Lanshakova has emerged as a dedicated and influential presence in the construction industry.
While she does not recall what first drew her to construction, Ekaterina Lanshakova, now a contracts administrator at Mirvac, can’t imagine being anywhere else. Her journey began 10 years ago when she moved to Australia, where finding work, especially in Queensland, proved to be a test of persistence. Rejections came frequently, often citing her lack of local experience or her accent as barriers.
Leveraging her strong foundation in customer service and hospitality, Lanshakova aspired to break into a new field. She earned her construction white card, applied tirelessly, and in 2019, secured a role in property services.
In this position, Lanshakova became a vital link across Mirvac’s departments –construction, development, design and marketing – ensuring that each made the most of the RIB CX system. Her role blended technology with customer service to drive operational efficiency, collaborating with teams and technology consultants to enhance the system’s functionality. She handled everything from adopting new system updates and conducting audits to troubleshooting, training and providing proactive support for all users.
“It’s a fantastic industry to be part of.”
“During my time at one of the buildings, I met some members of the Mirvac team, and we discussed Mirvac’s culture and what it was like working there,” says Lanshakova. “One of Mirvac’s building managers referred me to a few roles within the company, and I discovered an opportunity in business support for the RIB CX system – a web-based construction management software.”
Though the title “RIB CX Business Support” and its requirements in construction, development and IT were unfamiliar, Lanshakova leaned on her customer service experience and applied. “After a series of interviews, aptitude tests and checks, I was offered the role,” she says.
At the end of last year, impressed by Lanshakova’s work ethic and versatility, Mirvac’s construction division offered her the role of contracts administrator. “I accepted eagerly and haven’t looked back,” she says. “It’s a fantastic industry to be part of.”
In this position, Lanshakova sees herself as a jack-of-all-trades. She coordinates closely with the site team to track progress, anticipate needs and manage purchasing and equipment requirements. Simultaneously, she collaborates with project leads to support forecasting and strategic planning.
“My role covers everything from processing and invoicing purchase orders to assisting with tender packages,” Lanshakova explains.
Her expertise with the RIB CX platform has also made her the go-to person for questions
Ekaterina Lanshakova, contracts administrator at Mirvac, onsite.
(Images: Ekaterina Lanshakova)
about the system’s functionality, often helping colleagues troubleshoot or improve their workflow.
Additionally, Lanshakova supports procurement and works with various departments to address specific project needs. With many Mirvac projects aiming for Green Star certification, she plays a crucial role in helping project teams meet sustainability standards, ensuring that these practices are integrated effectively.
Lanshakova’s passion for construction has only deepened with her experiences at Mirvac. “My journey here has been fantastic,” she says. “I’ve been really fortunate with the support, culture and management. We have a great team environment.”
At the start of this year, Lanshakova was immersed in the Green Square project – a large mixed-use development near Sydney’s CBD – and she remains actively involved. Recently, she’s also moved to her second project, Harbourside, a $2 billion revitalisation of Darling Harbour’s mixed-use precinct.
“Both are major projects, and from my first day in construction, I’ve truly felt like part of the team,” says Lanshakova. “Being genuinely heard as a woman in construction is one of the things that really sets Mirvac apart for me.”
Lanshakova considers Green Square a standout among her projects. Though particularly challenging, she finds the process rewarding, especially when looking back to see how each obstacle was navigated and resolved.
“There’s something incredible about seeing a finished project and knowing the effort that went into it,” she says. “With each assignment, you need to dive in and quickly get up to speed. Every day brings fresh challenges and new opportunities to learn.”
Harbourside, on the other hand, has offered her a different experience since she joined from the outset, giving her a unique perspective on how each decision shapes the final outcome. She adds that every project and team dynamic is distinct, a quality of her work that she genuinely loves.
Despite her modesty, Lanshakova’s accomplishments have not gone unnoticed. In a remarkably short time, she transitioned from hospitality to property, and then into construction with Mirvac – an achievement in itself. Her move into her current role was
initiated by her colleagues, who recognised her potential from her work in business support. She’s even earned a couple of internal awards, which hold special value to her as they were nominated by her peers.
“Even in the day-to-day, there are moments I feel proud of,” she says. “Recently, on Green Square, I conducted an audit to give our team an overview of our position with vendors, subcontractors and finances. It took time to pull everything together, but presenting a clear snapshot of our progress to management was a great feeling.”
Another highlight was speaking and hosting a roundtable at the FCON-Tech Construction Technology Summit earlier this year, an experience she admits was daunting, yet rewarding as she shared her insights with other industry professionals.
“I also recently completed three contract administration courses at the Institute of Applied Technology (IAT), a new initiative from the New South Wales Government,” she says. This led to a partnership with the IAT, where she organised a site visit at Harbourside for women in construction. “About 25 women from IAT courses joined us, and we shared an overview of the project, explained what we’re building, and took them to a viewing platform for a firsthand look at the site,” says Lanshakova. Her success rests on a guiding philosophy: “It’s better to try and see where you land rather than regret not taking a chance.”
When Lanshakova applied for her initial business support role two years ago, she had no experience in construction, development or even the platform she was hired to support. But her eagerness to learn and embrace new challenges helped her not only secure the role but also thrive in it.
For Lanshakova, the upcoming years bring the excitement of seeing the Harbourside project to completion. “Seeing the final product is one of the most exciting parts of construction –creating something tangible that people will use,” she says. “It’s a lasting reminder that I was part of bringing it to life.”
As for her career, she envisions building on her expertise in her current role and gradually stepping into more senior positions. With her tenacious spirit and drive to “give it a shot,” Lanshakova’s future in the industry is undoubtedly promising.
“Being genuinely heard as a woman in construction is one of the things that really sets Mirvac apart for me.”
Caitlyn Knox: From uncertainty to opportunity
Caitlyn Knox has built a successful career as a mobile plant mechanic at Komatsu after an unexpected journey from business studies to the construction industry.
“My advice for anyone considering the industry, men or women, is simple: give it a crack.”
Caitlyn Knox didn’t set out to become a mobile plant mechanic – let alone thrive in the role –but her journey from business student to award-winning heavy industry professional at Komatsu proves that taking a leap of faith can lead to extraordinary opportunities.
Knox’s path began far from the world of heavy machinery. Initially pursuing a business degree, she soon realised that it wasn’t the right fit for her. Rather than sticking with an uninspiring path, Knox made a bold decision to enrol in a construction pathways course at TAFE. It was a move that would change her life. “I found I loved working with my hands and being outdoors,” she recalls. “It just clicked for me.”
With her newfound passion, Knox dove into the job market, applying for over 20 roles in various fields. Despite not knowing much about the construction industry, her tenacity led her to secure an apprenticeship with Komatsu – although she admits she hadn’t even heard of the company before applying.
“I didn’t know what a plant mechanic was, but I was open to giving anything a go,” says Knox. “If it didn’t work out, I figured I’d move on to something else.”
Despite lacking mechanical experience beyond holding a torch for her dad while he fixed the family car, Knox relied on her work
ethic and willingness to learn. Since starting her apprenticeship at Komatsu in 2019, she has become dual qualified as a plant mechanic and automotive electrician.
Now excelling in her role, Knox is currently filling in as a workshop supervisor, but her main position is leading hand in the remarketing department. Her day-to-day responsibilities involve receiving construction machinery, assessing their condition, quoting repairs, and getting them sale-ready as second-hand equipment. Handling repairs, servicing and ensuring each machine is in top shape for sale has become second nature to her.
“Lately, I’ve been working on a lot of bulldozers,” Knox explains, adding that they’ve become her specialty.
Reflecting on her journey, Knox highlights several career-defining moments. During her apprenticeship, she helped build a calf dozer for the Australian Army Museum of Military Engineering – an experience she calls unforgettable. She also won Komatsu’s Apprentice of the Year award at both the state and national levels in 2022, a remarkable way to cap off her apprenticeship.
Her achievements didn’t stop there. Knox was a regional winner and state finalist at the 2023 NSW Training Awards, which led to her role
Caitlyn Knox, mobile plant mechanic at Komatsu.
(Images: Orville Tagud –Greater Visuals)
as a VET Ambassador, encouraging young people into pursuing vocational education.
“Being a VET Ambassador has been an amazing experience – we’ve just wrapped up a roadshow on the NSW North Coast,” she says. “I get to visit schools and talk about career pathways, showing how your life can change with the right opportunities. It has definitely opened up so many doors for me and taken my life in a direction I never imagined.”
While Knox has seen plenty of success in her career so far, she has faced challenges along the way. However, she notes that these weren’t the typical challenges some might expect – such as being a woman in a male-dominated industry.
“The workshop was welcoming, and it was all about proving yourself through hard work, regardless of gender,” she says. “The real challenge for me was coming in with no mechanical background.”
“Some of the other apprentices had experience – one had even completed an apprenticeship as a fitter and machinist. I had to work hard to catch up, but I did.”
Knox believes the industry is evolving, and negative experiences around gender are becoming rarer.
“My advice for anyone considering the industry, men or women, is simple: give it a crack,” she says.
“What do you have to lose? You might start out unsure, like I did, but it could change your entire career and life for the better. You won’t know until you try.”
Looking ahead, Knox is focused on solidifying her skills and technical knowledge. Long-term, she’s interested in moving into supervisory roles or exploring Komatsu’s Smart Construction solutions, which integrate the latest technologies.
“I’m also considering getting more involved with Komatsu’s apprenticeship program,” she adds. “That’s a career path I’m excited about.”
As she continues to build her career, Caitlyn Knox is a clear example of how embracing new challenges can lead to success. Her journey demonstrates that with the right mindset and determination, the construction industry offers a world full of rewarding possibilities.
“I get to visit schools and talk about career pathways, showing how your life can change with the right opportunities.”
Komatsu’s Caitlyn Knox.
Women in Construction FEATURE
“Pausing to think about how conversations and stories build inclusion is important.”
(Image: Kostiantyn/stock.adobe.com)
A story of perseverance
Dr Gretchen Gagel’s journey as a trailblazer in the construction industry shows how barriers can be broken and lights the way for the next generation of female leaders ready to make their mark.
“I fell in love with the construction industry because of the vital role we play in building and maintaining the assets of society, and that is why I stayed.”
When speaking at conferences or to groups of leaders, I am often asked to share my personal story of success in the construction industry. I took that request to heart when writing my soon-to-be-released book, Building Women Leaders: A Blueprint for Women Thriving in Construction. While the voices and ideas of over 120 thought leaders are included, my personal story also shines through.
My father disowned me when, at 17 years of age, I turned down my Harvard admission to attend engineering school at Southern Methodist University. He felt it was not an appropriate career choice for a young woman and instead encouraged me to earn my “MRS degree,” to find a man to take care of me. I am grateful I had the fortitude to make the decision that was right for me. My engineering career started and ended as an engineering intern for Lone Star Gas in Dallas, Texas, from 1983 to 1985. I say “ended” because, when I graduated as a mechanical engineer in 1986, Ralston Purina – now Nestlé Purina – hired me as their first female operations manager in the US – 62 men and me. I would describe my six-year career with Ralston Purina as successful – managing my own plant within two years and leading a much larger plant at the age of 27 – and at times extremely challenging, like when I walked into a plant I managed to find “@#$% Gretchen” painted on the wall. I left Ralston Purina because my soon-to-be husband no longer wanted to follow my career transfers.
After I received my Master of Business Administration, I joined what was then the largest investment banking and strategy firm in the construction industry – woman number two in 45 years. Again, I successfully became a director within four years and started a new business unit advising large clients such as General Motors and Intel. The challenges continued, including sexual harassment and contractors saying they would rather have “John” develop their strategic plan than a woman.
During these early days of my career, I was not consciously thinking about breaking barriers as a woman. I was pursuing my passions and raising my hand for opportunities where I could learn, grow and be challenged. I fell in love with the construction industry because of the vital role we play in building and maintaining the assets of society, and that is why I stayed. My male mentors and allies enabled my success, as there were no women to do so. When my first manager at FMI was told he needed to send in a man instead of me, he informed that potential client that they needed to find a new consulting firm because I was a vital member of the team. That is allyship.
In future editions of Inside Construction, I will share the leadership lessons I learned throughout my career as the CEO and managing director of four organisations, as well as from my PhD studies in leadership. One cannot talk about women breaking barriers without grounding the discussion in an exploration of dominant culture and unconscious bias.
Dominant culture
I believe that understanding how to support all people in our industry begins with a discussion of our dominant culture, which may vary depending on geographic location. The dominant culture of any industry is shaped by the demographics of the largest populations within that industry – gender, age, education level, etc. In most parts of the world, the construction industry is dominated by “more tenured” men of a European background. This is not a bad thing; it is simply a fact.
People who fit within the dominant culture often do not realise how challenging it can be for those who do not, because it is not their lived experience. I was recently in a meeting of construction leaders in the US where a young man shared that he did not see anyone who looked like him at his company, and he also did not appreciate a culture that demanded he prioritise work over his family. He stated he planned to leave the construction industry, and I can relate. Not only was I the second woman hired at FMI, but I also flew over 100,000 miles domestically in 1996 and somehow managed to find time to give birth to my son. That was what was expected of me in our industry at the time given its dominant culture.
The important takeaway for you as leaders is how important it is to take the time to understand the dominant culture, not only of our industry but also of your organisation and teams. What values are the underpinnings of that culture? Do people see others who look like them? What do we do that makes people feel, or not feel, like they belong? Sometimes we inadvertently tell stories that send the wrong signals. I am reminded of a recent incident where a male executive was dining with several female industry leaders and told the story of his upcoming golf trip with current and past male employees of their company. It sent an unintended message. Pausing to think about how conversations and stories build inclusion is important.
Unconscious bias
In an earlier edition of Inside Construction, I wrote an article about “demolishing unconscious bias” in our industry. We all have bias, and it is critical to the efficiency of our brains. As noted social activist Howard Ross said during our Greatness Podcast, you do not
want to have to go to your prefrontal cortex to strategise when the car in front of you hits the brakes. You need an immediate action driven by bias, the file folders of your brain, that says “hit the brakes.”
During the time I was writing about this topic in the book, I landed at Reagan Airport in Washington, DC. My shared ride driver asked me, “Busy week?” I responded, “Yes –Kansas City, Chicago, DC, New York; fairly busy.” His next question was, “Oh, are you a flight attendant?” By the way, I was wearing a business suit. I calmly stated that, no, I was a business executive, and asked him, “Do you think you would ask a man that same question?” He admitted he probably would not, or that he would ask him if he were a pilot instead. This is unconscious bias.
As a leader in the construction industry, it is important to explore your own unconscious bias. What assumptions are you subconsciously making about people? How do your actions support equality without prejudgment? These are the questions we must ask ourselves as leaders in the construction industry.
I look forward to sharing more of the insights from my career and the book in future editions of Inside Construction. In the meantime, I encourage you to take time to explore the topics of dominant culture and unconscious bias, as I believe understanding these concepts is critical to our ability to build an inclusive, sustainable construction industry.
Dr Gretchen Gagel, GAICD, is the former chair of Brinkman Construction (US) and a member of the Risk Committee for GHD Engineering, the National Academy of Construction (US), the Construction Industry Culture Taskforce (AUS), and the Associated General Contractor (AGC) of America National Diversity and Inclusion Committee. Gretchen is passionate about leading change in the construction industry and developing our future leaders. You can hear more from Gretchen on her Spotify podcast, Greatness and her book, Building Women Leaders: A Blueprint for Women Thriving in Construction, is available for pre-order on Amazon. Find out more at gretchengagel.com
“One cannot talk about women breaking barriers without grounding the discussion in an exploration of dominant culture and unconscious bias.”
Converge Expo 2025 is coming...
A new event for the municipal works, commercial and civil construction industries.
Melbourne, September 2025
Converge is Australia’s premier event for Sub-Contractors, Project Engineers, Council Fleet Managers, and Large-Scale Construction Contractors across the municipal works, civil construction and infrastructure space.
Through a mixture of live demonstrations, equipment showcases, and conference spaces, Converge will bring industry experts together to share knowledge and deliver solutions for building and maintaining Australia’s future.
National Precast Concrete Association Australia
Redefining student living with precast concrete
Situated in the vibrant Sydney suburb of Redfern, the Wee Hur Student Village emerges as a premier student housing complex, blending modern design with practical functionality.
Project
Wee Hur Student Village
Location
Redfern, New South Wales
Master Precaster
Advanced Precast
Builder
Richard Crookes
Constructions
Architect
AJC Architects
Engineer
Webbed Design – WEBBER
Located at 13-23 Gibbons Street in Redfern, New South Wales, this project is a testament to the transformative power of architectural innovation and the seamless integration of precast concrete elements.
A fusion of design and practicality
The Wee Hur Student Village stands as a striking example of how AJC Architects’ visionary design became a reality by teaming up with one of Australia’s leading precasters, Advanced Precast.
This 18-storey tower, crafted from tinted precast concrete, evokes the look of Sydney
sandstone, giving the structure a distinct and contextual presence. The building’s design reflects both pre- and post-colonial narratives, enriching its architectural significance.
Advanced Precast, a National Precast Master Precaster, played a pivotal role in bringing the architectural vision to life.
According to Brett Foster, Advanced Precast’s operations manager, over 280 unique precast elements were meticulously crafted, including brick inlay façade panels and special brick inlay feature panels that project outwards.
“The use of special window moulds, with windows fitted in the factory before delivery,
Precast concrete elements were expertly utilised to create the eye-catching façade of the Wee Hur Student Village. (Images: National Precast)
By the National Precast Concrete Association Australia (National Precast).
exemplifies the project’s commitment to efficiency and precision,” says Foster. “The façade features recesses and grooves to achieve the architectural intent of vertical and horizontal banding, further enhancing the building’s aesthetic appeal.”
Sustainability and efficiency
Precast concrete was chosen for the Wee Hur Student Village for its aesthetic appeal, durability, and ability to integrate architectural elements that would resonate with Sydney’s landscape and heritage. Mimicking Sydney sandstone, the tinted precast concrete creates a visually appealing and contextually relevant façade. The incorporation of brick inlays into the precast panels allows for seamless integration with the surrounding suburbs. Significant time and cost savings were achieved by using precast. Speedy installation and reduced onsite labour, along with minimised scaffolding requirements and the ability to work on multiple building sections simultaneously, resulted in significant cost savings for the project.
That said, the project did face challenges, particularly in extending slabs to the façade and integrating non-loadbearing precast panels. These were addressed by engaging Advanced Precast early in the consulting process, ensuring thorough planning and seamless integration of architectural and engineering requirements. This collaborative approach ensured that the benefits of precast construction, including efficiency and cost savings, were fully realised.
Community focus
Designed as a social hub, the village offers a variety of shared spaces, including a rooftop garden, barbecue area, cinema, games room and 24-hour gymnasium. The interior design features colours inspired by the Australian landscape, with timber accents for warmth, creating an inviting and inclusive environment for students.
At the ground level, the podium continues the tone of neighbouring brick shops, enlivening the streetscape with fine grain detailing, steps and splayed reveals. A new landscaped public laneway, complete with a bicycle repair workshop and retail spaces, enhances the community feel.
The Wee Hur Student Village exemplifies a harmonious blend of architectural excellence, sustainability and community-focused design. Its prime location, innovative use of precast concrete and dedication to creating a vibrant student community raise the bar for student accommodation in Sydney.
The project not only provides high-quality living spaces but also contributes positively to the urban landscape and student life in Redfern.
“The use of special window moulds, with windows fitted in the factory before delivery, exemplifies the project’s commitment to efficiency and precision.”
Tinted precast concrete gives this 18-storey tower a distinct presence.
Breaking the zero-sum cycle
The Australian Constructors Association believes it’s time to embrace a more balanced, collaborative approach to contracting for a sustainable future.
“In a zero-sum setup, every win for a contractor is seen as a loss
for a client, and vice versa.”
By Jon Davies, CEO of the Australian Constructors Association.
(Image: Australian Constructors Association)
As we near the close of another year, the construction industry is facing familiar challenges. Despite progress in recent reforms, we are caught in a frustrating back‑and our gains.
For years, the terms of contracts in construction have swung back and forth like a pendulum. In times of plentiful work, it swings to terms deemed more favourable to contractors, and then when work starts to dry up, terms are tightened up and the pendulum swings back to clients. Some might say this is merely the laws of supply and demand, but it is just another feature of the zero sum game that construction has become – where one side’s gain is another’s loss.
In a zero sum setup, every win for a contractor is seen as a loss for a client, and
straightforward, low r isk projects could be handled with lump sum contracts, while complex, high r isk projects might benefit from collaborative, open book agreements where multiple parties share both risks and rewards.
The Australian Constructors Association (ACA) has long advocated for this more balanced approach. We believe that moving away from adversarial, zero sum contracts can help achieve positive outcomes for everyone involved – contractors, clients and communities.
swinging wildly from one extreme to the other and instead find a balanced approach? The answer lies in a collective effort from everyone. To avoid the limitations of zero sum thinking, we need to challenge traditional views and push for a fairer, more sustainable approach to contracting. If we continue operating as a zero sum industry, we risk falling short of Australia’s infrastructure needs, both in terms of timing and cost effectiveness. A fairer approach could help us meet these needs without burdening any one party unfairly.
in challenging areas like workplace culture. By focusing on improving the way people work together on construction projects, we’ve shown that a better, more sustainable approach to industry practice is within reach. Achieving meaningful change requires consistency. It’s not enough to make small improvements and then revert to old ways. If we want a construction industry that can reliably deliver for Australia, we must stay united in our commitment to reforms and resist the temptation to fall back into old, divisive patterns.
“We
believe that moving away from adversarial, zero-sum contracts can help achieve positive outcomes for everyone involved –contractors, clients and communities.”
Image: trahko/stock.adobe.com
Green Building Council of Australia
Building a circular, responsible future
the Green Building Council of Australia explores circularity in the built environment.
the built environment industry faces on its path toward waste reduction and decarbonisation.
The circular economy takes our current ‘Take, Make, Waste’ linear economy and uses good design, processes and policies to eliminate waste and pollution, to keep materials in use for longer at their highest value and to regenerate nature. Rather than being destined for landfill, materials are kept in circulation through maintenance, reuse and refurbishment, to name a few – an approach that could have a significant impact in Australia, where building and construction waste accounts for 40 per cent of all waste.
Considering the impact of this industry, positive change will not only significantly reduce Australia’s waste but also address hard-to-abate CO2 emissions. It also has the potential to contribute $210 million to Australia’s economy by 2047-48 and create an additional 17,000 full-time equivalent jobs. In a circular economy, the built
manager for products and materials at the Green Building Council of Australia (GBCA), the nation’s authority on sustainable buildings and communities and the home of Australia’s only national, voluntary, holistic rating system for sustainable buildings and communities –Green Star. We sat down with Featherstone to unpack why a circular economy is needed in Australia’s built environment and what GBCA is doing to create change across the board.
The importance of circularity
“Circularity is crucial to achieving so many of our environmental and social sustainability goals within the built environment, because its principles tie together individual efforts in sustainability and can even amplify them,” explained Featherstone.
“Buildings and fitouts account for around 50 per cent of resources used worldwide –which equates to 42.4 billion tonnes of raw materials every year.
Lot Fourteen, South Australia | Renewal SA, 6 Star Green Star – Communities v1.1.
(Image: Supplied by the Green Building Council of Australia)
By the Green Building Council of Australia.
“With only 7.2 per cent of materials being returned to the global economy after use, we have a lot of opportunities to reduce and eradicate waste and pollution, to retain materials in use at their highest value (and for longer), and to regenerate nature.
“There is also an opportunity to utilise the existing buildings we have to retain the visual heritage of our cities whilst improving their performance.”
Reducing embodied carbon Embodied carbon reduction is a perfect example of a circular economy in action. By either refusing new buildings or materials, or by keeping existing buildings and materials in use for longer, we can reduce the CO2 and other greenhouse gases required to produce them.
“We have a number of choices we can make in circularity to do this. If we do need to build, designing our projects cleverly with lower embodied carbon materials (low-carbon concrete as opposed to traditional concrete that uses a high ratio of Portland cement) and/or reducing the mass of the materials
we use are other great options that are inherently circular,” said Featherstone. There are many Green Star projects in Australia that showcase the benefits of refurbishing buildings, including Lot Fourteen, SubStation no.164 and Quay Quarter Tower.
Quay Quarter Tower, a 6 Star Green Star rated building, is a world-leading example of circularity, sustainable design and construction, and shines a light on the advantages that upcycling buildings brings.
Adaptive reuse was key to breathing new life into the inefficient and ageing building. The team behind Quay Quarter Tower completed the historic rebuild, retaining 65 per cent of the existing structure, including columns, beams and slabs, and 98 per cent of its original structural walls and core. Through a Life Cycle Assessment, they demonstrated a saving of over 12,000 tonnes of CO2e in upfront carbon emissions from the reuse of concrete alone. Each decision made from inception all the way through the lifecycle of a building has a profound impact on its carbon emissions. But
“There is also an opportunity to utilise the existing buildings we have to retain the visual heritage of our cities whilst improving their performance.”
Lot Fourteen, South Australia
| Renewal SA, 6 Star Green Star – Communities v1.1. (Image: Supplied
Green Building Council of Australia
Quay Quarter, New South Wales | Dexus, 6 Star Green Star – Office As Built v3. (Image: myphotobank.com.au/ stock.adobe.com)
“Our buildings will be designed with consideration for their current and future states; they’ll be flexible to our needs, with better materials that have lower social and environmental impacts from cradle to grave.”
Propelling circularity
There are a few ways Featherstone and the team at GBCA are working to deliver circularity in the built environment. These include Green Star – GBCA’s voluntary rating system to assess and recognise sustainable building practices –and the Responsible Products Program.
“We are driving a huge transformation in the supply chain for products and materials, which include those that are ready for Green Star,” she said. “Our vision is to create a long-term roadmap and tools to assist industry navigate all the changes necessary to transform to a circular economy, with our sights set on a built environment that is not only resilient to changes but which eliminates waste and CO2 through superior design and material selection.”
“When it comes to the products and materials the industry uses, our Responsible Products Program values products that have lower environmental impact, are transparent, respect human rights and drive valuable social outcomes, and are less carbon intensive in their production and processes. In turn, the use of these responsible products is rewarded in our various Green Star tools.”
Featherstone added, “Whether your project is an office fitout, or the refurbishment
of a historic building, we rely on product certification initiatives to verify the sustainability claims of manufacturers in alignment with our own Responsible Products Guidelines. Doing this ensures Green Star projects are using certified products that do what they say they’re doing.”
“We are also developing online systems to help connect product manufacturers to Green Star project users, and in the future, to industry more broadly. There are currently over 10,000 responsible products available in our database that have been certified by initiatives we have recognised in the Responsible
“The GBCA team is always aiming to help expand industry’s knowledge on circular economy, embodied carbon and responsible products and materials through education, by delivering masterclasses, webinars and a series of lunch and learn sessions developed for manufacturers here in Australia.”
A circular future
For Featherstone, a future with a highly circular economy will be less polluting and wasteful. “Our buildings will be designed with consideration for their current and future states; they’ll be flexible to our needs, with better materials that have lower social and environmental impacts from cradle to grave,” she said.
“We will have more data available to us to enable us to make better decisions throughout the building’s lifecycle, and buildings will retain their value at the end of use because they can become material banks, enabling owners to reuse or repurpose or on-sell elements that have been traditionally treated as waste in the linear economy.”
You can make sense of the changing world and hear more about circularity and sustainability in the built environment at TRANSFORM 2025 – the place where industry leaders gather. We know circularity is central to a sustainable future but how do we implement principles in practice? Join our speakers as they explore innovative solutions that are accelerating change. Inside Construction is a proud partner of TRANSFORM 2025.
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Hire sector hits the stage
One of Australia’s leading construction equipment hire businesses is now backing Converge, signalling a major boost for the event.
Date 17-18 September 2025
Converge 2025 has gained a huge new partner: Opt Hire, one of Australia’s leading equipment hire companies. Opt Hire’s support brings significant momentum to the event, furthering its mission to unite construction leaders around innovation and sustainability.
Opt Hire, known for its cutting-edge eco-f riendly power, lighting and light compaction solutions, is a key player in helping the construction industry meet environmental and productivity targets. By sponsoring Converge, the company highlights the event as more than a gathering; it’s a hub for industry trailblazers – from subcontractors to fleet managers and major contractors.
With Opt Hire on board, Converge 2025 is set to be a premier destination for the latest advancements in municipal works, civil and commercial construction.
The equipment hire sector, and companies like Opt Hire, play a vital role in Australia’s construction landscape. Renting essential machinery offers companies cost-effective access to advanced technology, eliminates
costly capital outlays, and enhances site safety through reliable, up-to-date equipment. These benefits are especially important in an industry where efficiency, flexibility and sustainability are key.
Opt Hire is set to showcase an array of innovative solutions at Converge 2025, featuring hybrid power generators and battery storage systems that deliver substantial fuel savings and reduced emissions compared to traditional diesel-powered equipment. The company’s display will also include hybrid and solar lighting towers, providing sustainable illumination options for remote or off-grid sites. To further support its customers, Opt Hire will present its Compound Power Usage Calculator – an advanced tool designed to help users optimise power consumption and identify cost-saving opportunities with hybrid power.
For attendees, Opt Hire’s presence means a firsthand look at technology driving change –like solutions that save fuel, reduce emissions, and bring efficiency to remote projects.
The Opt Hire branch team in Thomastown, Victoria. (Images: Bluetree Studios)
“Opt Hire is thrilled to be supporting Converge 2025,” says David Ewan, Opt Hire’s business unit manager.
“The event gives us an invaluable platform to strengthen our presence and connect with industry leaders who share our commitment to sustainable practices.
“By sharing our expertise in powering and lighting construction sites with hybrid power solutions, we aim to foster knowledge exchange and collaboration with industry peers.
“Ultimately, we aim to inspire positive environmental change by showcasing the tangible benefits of reducing carbon emissions and minimising our ecological footprint.”
He adds, “We believe that by working together with like-minded companies, suppliers and stakeholders, we can
uncover new opportunities to innovate and drive sustainable solutions across the construction industry.”
With Converge 2025 gathering support from pioneering companies and gaining publicity in Australia’s leading business-to-business publications – including Roads & Infrastructure, Infrastructure Magazine, Utility Magazine, Earthmovers & Excavators, Council Magazine, Earthmoving Equipment Magazine, Inside Construction and The Tradie – it’s shaping up to be a defining event for the Australian construction industry.
Join Opt Hire and other leaders in championing a bright and sustainable future for municipal works, civil and commercial construction. To get involved, visit convergeexpo.com.au
Two events, one powerful audience
Converge will be co-located with No-Dig Down Under, engaging an active audience of engineers and asset owners involved in infrastructure construction and management. Attendees participate in No-Dig Down Under as part of their continuing professional development requirements through Engineers Australia.
No-Dig Down Under attracts key decision-makers from utility companies across
“The event gives us an invaluable platform to strengthen our presence and connect with industry leaders who share our commitment to sustainable practices.”
Opt Hire is set to showcase hybrid power generators and battery storage systems at Converge 2025.
No-Dig
Down Under 2025
Partners in trenchless progress
Victoria’s leading water corporations are rallying behind No-Dig Down Under 2025, united by a commitment to sustainable infrastructure solutions.
“The trenchless sector is always striving to learn and support each other to be better.”
As urban populations rise and the demand for sustainable infrastructure intensifies, trenchless technology is becoming a game‑changer in the way water utilities manage resources and deliver essential services. Leading the charge are Yarra Valley Water, Barwon Water and Greater Western Water, all of which have come on board as industry partners for No Dig Down Under 2025.
Their collective support of this pivotal event underscores the utilities’ commitment to reducing environmental impacts while advancing resilient infrastructure solutions.
With trenchless solutions at the forefront of their operations, these water corporations are embracing a future where innovation and sustainability go hand in hand.
No Dig Down Under offers the perfect platform for them to stay ahead of the curve – engaging with cutting edge technologies, exchanging insights and exploring best practices in environmentally conscious construction methods.
As the southern hemisphere’s largest conference dedicated to trenchless technology – and the second largest globally – No Dig Down Under is a must attend event for professionals dedicated to revolutionising the infrastructure landscape.
Yarra Valley Water, a long standing advocate for trenchless technology, is particularly excited about this opportunity. Ash Hamer, divisional manager of operations, emphasises the value of engaging with current trends and innovative practices that directly benefit customers. “We have a long history with trenchless technology and are committed to being an active partner in the industry to ensure we’re fully engaged with current trends, new technology and best practices that enable us to provide value to our customers,” says Hamer.
Yarra Valley Water’s service area, which spans diverse locations – from environmentally sensitive areas to densely populated urban spaces – requires a focused approach to trenchless construction. Hamer highlights the importance of collaboration to ensure the successful delivery of projects that meet both technical and environmental demands.
“To ensure success, Yarra Valley Water collaborates closely with our partners to utilise the appropriate equipment for the geotechnical profile,” says Hamer. “This collaboration includes targeted geotechnical baseline reports that provide a clear risk picture to all partners involved.”
He adds that Yarra Valley Water looks forward to the ongoing knowledge exchange
Barwon Water delivering a trenchless project near Warncoort, west of Birregurra.
(Image: Barwon Water)
that No‑Dig Down Under 2025 will foster, reinforcing the sector’s commitment to continuous improvement.
“The trenchless sector is always striving to learn and support each other to be better,” says Hamer. “This requires all partners in the supply chain to be actively involved to realise the full benefit of this technology.”
Equally enthusiastic about No Dig Down Under 2025 is Barwon Water, a corporation known for its culture of innovation and commitment to sustainability. With an emphasis on creativity and continuous improvement, general manager of planning, delivery and environment Seamus Butcher says Barwon Water is excited to connect with like m inded professionals and learn from the diverse perspectives of industry leaders.
“We’re keen to engage with other water corporations to exchange insights and to learn more about the ‘no d ig’ industry,” he says.
Barwon Water is already implementing trenchless methods like sewer relining and horizontal directional drilling (HDD) in key projects, with an annual investment of $10 million to rehabilitate 25 kilometres of aging infrastructure.
Butcher points to projects such as the Colac pipeline, which incorporates HDD to protect local wildlife and waterways while minimising environmental disruption.
Other projects, such as the Colac to Birregurra pipeline, have also adopted trenchless methods. By harnessing these solutions, these projects are minimising the destruction of habitat and reducing carbon emissions, creating a healthier environment.
“Leveraging technology and data is helping to improve the performance of our assets and progress our longer term aim of moving towards zero sewer spills,” says Butcher. “A collaborative approach is central to our success.”
“We encourage contractors to propose new ideas and innovative methods, fostering industry leading improvements that enhance safety, quality and environmental stewardship and minimise customer impact.”
Greater Western Water (GWW) is also on board as a key partner for No Dig Down Under 2025. Ian Burton, general manager of growth and infrastructure, notes that the event aligns with GWW’s dedication to sustainable, customer centric construction solutions.
“Trenchless technologies provide an innovative way to install and repair our essential water and sewerage infrastructure without extensive surface excavation.”
and
projects.
Yarra Valley Water uses trenchless technology for capital works
renewals
(Image: Yarra Valley Water)
essential water and sewerage infrastructure without extensive surface excavation,” says Burton. “The water industry faces shared challenges, and the conference will be a great opportunity to share key learnings and successes around water and sewerage infrastructure projects.”
Recent projects, such as the Elizabeth Street Sewer upgrade and the Werribee Open Range Zoo Recycled Water Main, have benefitted from trenchless solutions that minimise disruption.
“We are focused on adopting innovative, less invasive construction methods and sharing knowledge across the water sector and with our construction partners through conferences and ongoing training and development of our people,” says Burton.
GWW’s ongoing commitment to technological advancements is key to its 2030 Strategy, which focuses on delivering long term value for customers and supporting communities to thrive. Burton looks forward to learning from other leaders in the industry to help achieve these ambitious goals.
“Knowledge sharing with our industry peers and partners can lead to more efficient, cost effective solutions for future projects and directly benefit our customers and community,” he says. “We also see this as a valuable opportunity to explore new potential partnerships and collaborations.”
“Knowledgesharing with our industry peers and partners can lead to more efficient, cost-effective solutions for future projects and directly benefit our customers and community.”
“GWW is committed to delivering safe, efficient and environmentally conscious solutions and we look forward to sharing our knowledge and also learning from others to better support our customers and broader community now and into the future.”
GWW has long relied on trenchless technology in its infrastructure projects, especially in environmentally sensitive locations. Burton highlights how using these methods has reduced noise, dust and traffic impacts, making them ideal for high‑density urban areas.
“Supporting our employees’ growth and development is a high priority and we see the workshops and training sessions on offer as a great opportunity for our people to refine their skills, learn about regulatory changes, and improve safety practices.”
As these water corporations come together to support No Dig Down Under 2025, their shared commitment to sustainability and innovation is set to help shape the future of trenchless technology in Australia.
nodigdownunder.com
Greater Western Water used a tunnel boring machine on its Elizabeth Street renewal project. (Image: Rob Carr)
UPSKILL YOUR LEADERSHIP
UPSKILL YOUR LEADERSHIP
on your business, not in it: up time and focus on what matters.
Work on your business, not in it: Free up time and focus on what matters.
wanted a place where I could go and learn and invest in my own personal and professional development. I didn’t really know that I needed it at the time, but having a non-executive board that would me accountable and give me a place to present ideas and work through challenges together is something that I’ve found invaluable my business journey.’
Rodney Frost, Vistage Member
Rodney Frost, Vistage Member
Find out about becoming a Vistage member
Find out about becoming a Vistage member
