HEMMING & NICOLL CONSTRUCTIONS FEB 2026 VOL 08 BUSINESS VIEW OCEANIA ALSO IN THIS ISSUE GLOBAL RAIL AUSTRALIA AND GRA NETWORKS • NATIONAL SENIORS AUSTRALIA CRAFTING A SUCCESSFUL 2026
WWW.BUSINESSVIEWMAGAZINE.COM Email for all inquiries: info@businessviewmagazine.com 2422 Palm Ridge Road, Suite 820 Sanibel FL, 33957 239.220.5554 CONTACT US TITLE SPONSORS GREAT NEWS! Business View Publishing was named to the 2020 Inc. 5000 list of America’s Fastest-Growing Private Companies! Read the press release Editor in Chief Karen Surca Editor Veronica Enair Research Directors Dylan Tenbrink Clementine Walton Contributing Writers Dan Macharia Director of Production Jared Ali Director of Marketing Nora Saliken Director of Administration Michelle Siewah Digital Strategist Jon Bartlow Art Director Renée Yearwood Managing Director Alexander Wynne-Jones COO Matthew Mitchell Executive Publisher / CEO Marcus VandenBrink 1 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
EDITOR’S NOTES In just a blink of an eye, we are nearly halfway through the first quarter of 2026. Organizations across the Oceania region are in full swing, carrying out some of the key objectives they brought into a new year. Despite current unpredictability in the global economy, the Oceania region is showing signs of growth, and the success of local businesses and key organizations reflects this trend. February’s edition brings our readers an in-depth profile feature with ArcStructural, a leader in the construction sector specializing in the use of steel. With projects lined up, this construction success story remains committed to its client base and works to carry out its vision while using the very best materials. Set to expand, this company has much to look forward to as it builds a winning year ahead. New construction continues to see demand across the Oceania region, and we are following this trend by profiling two leaders in the field in our current issue. We sat down with the Oliver Kelly Group to discuss its leading position in the commercial and civil infrastructure sector. This success story has grown from strength to strength, working on key infrastructure projects and commercial buildings throughout the region. Building a clear path ahead, we also profiled Hemming and Nicoll Constructions. A home builder that designs beautifully crafted homes and puts its clients in the driver’s seat. Working to achieve a home of their dreams, this design builder has a corner on the market and finger on the pulse of its clients’ vision. February’s issue also profiles Barwon Asset Solutions and the Global Infrastructure Group. While one keeps the taps on with water solutions, infrastructure, and delivery, the other keeps transportation running smoothly and is a key player in the logistics and transportation sector throughout the region. Always adapting to fit sector needs, both these leaders are focused on top delivery services. As always, our editorial team looks forward to bringing you exciting developments across all business sectors in the region, and we enjoy producing leading sector-focused features that engage and inform our valued business readership. We hope that our valued business leaders learn a little something new about their relevant business sector, as well as key developments in other industry sectors that may help drive their business model forward. Karen Surca Editor in Chief Dear Readers, 2 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
13 ARC STRUCTURAL Strong as Steel 23 BARWON ASSET SOLUTIONS Smart Asset Management delivering stronger communities 33 HEMMING & NICOLL CONSTRUCTIONS Crafting a Successful 2026 43 OLIVER KELLY GROUP Building Excellence 53 GLOBAL RAIL AUSTRALIA AND GRA NETWORKS On Track for 2026 VOLUME 08, ISSUE 02 COVER HEMMING & NICOLL CONSTRUCTIONS 2 EDITOR’S NOTES 5 OPENING LINES CONSTRUCTION BARWON ASSET SOLUTIONS. 23 3 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
43 HEALTHCARE The articles in this publication are for information purposes only. Business View Publishing assumes no liability or responsibility for any inaccurate, delayed, or incomplete information, nor for any actions taken in reliance thereon. The information contained about each individual or organization has been provided by such individual or organization without verification by us. The opinion expressed in each article is that of its author and does not necessarily reflect the opinion of Business View Publishing. OLIVER KELLY GROUP 65 NATIONAL SENIORS AUSTRALIA Seniors First 4 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
ALL RISK, NO REWARD FOR OUTBACK FARMERS: NSW FARMERS ASSOCIATION Source: arr.news, Contributor ARR News, First Published February 23rd, 2026 Shortchanged farmers in the state’s northwest are desperately calling on the government to deliver fairer compensation for small-scale title mining claims. NSW Farmers Acting CEO Mike Guerin said the proposed compensation amounts for opal mining claims fell well short of the real and ongoing losses faced by farm businesses hosting mining activity and called on the NSW Government to urgently rework the proposed compensation framework to ensure farmers were treated fairly and not forced to absorb the full financial and operational impacts of mining activity on their land. Under the current proposal, landholders would receive as little as $50 per claim in White Cliffs and $200 near Lightning Ridge, amounts NSW Farmers said were nowhere near the actual losses borne by farm businesses. “A lot of people don’t realise that an opal miner can turn up with a piece of paper and completely disrupt your business or your backyard,” Mr Guerin said. Opening Lines 5 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
compensation amounts, nor did it support the government’s response, which failed to reflect the full extent of impacts experienced by affected landholders. Mr. Guerin said an evidence-based approach was needed to properly account for the costs associated with a small-scale title claim on their farm, to ensure farmers were not left carrying an unfair burden. “Real-world losses extend well beyond the immediate surface disturbance and include increased biosecurity risks and ongoing management costs, defensive spending, livestock disruption, and significant impacts on labour and farm management,” Mr. Guerin said. “Landholders have told us they can lose us up to a one-kilometre radius around the actual title site as the livestock behaviour is disturbed on the adjacent land, which can also impact animal health, and access to watering points. “We’ve calculated a compensation rate of approximately $1500 per claim that more accurately reflects the true costs and losses incurred by farm businesses hosting opal mining activity. “If the government is unwilling to provide fair and equitable compensation, in lieu of compensable loss, then opal mining should be restricted to public land only, within designated reserves established specifically for that purpose. “Even the Independent Reviewer identified that less than 1.5 per cent of the available area is being used for opal mining, indicating there is a huge area of land potentially available for the continuation of activity within existing areas.This is contrary to the claim that there is a lack of land available and NSW Farmers does not support expansion of the current footprint to Opal Prospecting Area 4.“ “Most of us only own the top few metres of dirt, and the government can sell the rights underneath the surface to miners who then have the right to turn up, dig holes, disrupt your operation, and create a huge mess. “This is a massive impost on farmers who are doing their best to produce healthy plants and animals in a pretty harsh environment, and this pittance proposed by the government as ‘compensation’ is little more than an insult.” NSW Farmers did not support the outcome of an independent review that recommended tiny 6 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
OPENING LINES GEN Z LEADS GREAT URBAN EXODUS – AUSTRALIA’S FUTURE WORKFORCE IS HEADING TO THE REGIONS: RAI Source: arr.news, Contributor ARR News, First Published February 17th, 2026 Generation Z may be on the march to the regions – now the most likely cohort considering a move out of metro areas, according to new survey results released today by the Regional Australia Institute (the RAI). Generation Z (18 to 29 years) has overtaken its older counterpart, Millennials (30 to 45 years), in having the greatest desire to leave the city behind, with almost half (49 per cent) contemplating relocating. Overall, the annual snapshot shows more than 5.3 million or one-in-three (37 per cent) metropolitan Australians have set their sights on regional Australia saying they would consider a future move, with cheaper cost of living, more affordable housing, and getting back to nature the top drivers for the change. While the younger cohorts are open to a life beyond the city limits, 64 per cent of Baby Boomers surveyed said they are staying put. RAI CEO Liz Ritchie said the regional dream is the new Australian dream and there is a demographic shift on the horizon. “The cliche is that older metro-dwellers look to the regions when they retire, but in fact the desire for the younger cohort to make the shift from our cities is increasing.The secret is out that regional Australia has a lot to offer younger people – this is why we say the future of Australia is regional. “This is a wake-up call for employers and policy makers. Young people are not just chasing a tree change, they’re looking for career opportunities, lifestyle benefits, and communities where they can thrive. Regional Australia is increasingly seen as a place where you can get ahead and enjoy a balanced life,” Ms Ritchie said. The market research commissioned by the RAI, and undertaken by YouGov, showed 61 per cent of Gen Z city workers said a salary increase was the number one factor that would persuade them to take a job outside metropolitan Australia. A financial incentive, for example, a relocation payment (49 per cent), and faster career progression (45 per cent) rounded out the top three factors this cohort were chasing when considering a regional career. 7 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
“Interestingly, Generation Z are also seeking flexible working arrangements, along with help gaining skills and training, suggesting these movers are keen to learn and get ahead, but also achieve a positive work/life balance. RAI first commissioned this market research in December 2020, and it found concern about limited job opportunities (55 per cent) for self or partner was identified by respondents as the biggest barrier to moving to Regional Australia. However, in 2025 only 27 per cent listed it as a barrier, with more than 64,000 roles available in December 2025. Founder of ViewJobs, Lewis Romano, said regional Australia now represents one of the most significant workforce and economic opportunities in the country. “Regional markets are actively seeking skilled and motivated workers, and the breadth of roles available today means people can build meaningful careers without compromising on ambition or earning potential.” Regional employers are competing hard for talent, particularly across healthcare, education, trades and community services. We’re seeing strong salary growth and faster career progression in many regional markets compared to metropolitan equivalents, which is a powerful drawcard for younger workers considering the move,” Mr Romano concluded. The main barrier to moving for younger people was fear of isolation from family and friends (Gen Z: 44 per cent), while unsurprisingly older generations were concerned about access to health care (Baby Boomers: 71 per cent). Millennials (born 1981 to 1996) buck the trend here. Their concerns reflect their time of life – their biggest worry about leaving the city is limiting their career (40 per cent) and taking a pay cut (equal to concerns about isolation 39 per cent each). Access to healthcare comes in at fourth spot (37 per cent). And where will these Australians move from? Sydneysiders are among the most likely metrodweller to make the change, with 41 per cent saying they would consider a life in the regions – Melbournians took second place at 38 per cent. Additional highlights from the data from all respondents: • Over 1-in-3 metro-dwellers (37 per cent) surveyed are weighing up a move to regional Australia. This is equivalent to 5.3 million people. • The timeframes for moving have eased slightly over the last 12 months with just six per cent of all potential movers saying they would be likely to head to the country in the next six months. In 2024, 10 per cent were ready to go. • More than one third (34 per cent) of potential movers said they would be likely to make the change in the next three to five years. This is up from 25 per cent just 12 months earlier. • Gender also plays a part. Of respondents, 41 per cent of men were likely to move, while only 33 per cent of women indicated the same. • Access to healthcare is a significant concern for potential metro-dwellers with 53 per cent citing it as their greatest barrier. • Almost one third (29 per cent) of Generation Z see the ability to work remotely as a pull factor to regional Australia, compared to just 16 per cent of Generation X (45-61 years). • A salary increase is the number one factor (53 per cent) that would persuade metro-dweller to take a job in regional Australia. “This is also important information for policy makers planning for growth in regional Australia. It supports our 40 for the Regions campaign – and in particular our call for 40 per cent of homes built under the National Housing Accord to be built in the regions,” Liz Ritchie said. “The momentum to move to the regions continues, so we need to plan for it. We need a National Population plan, investment in regional infrastructure and a commitment to ensure that regional life is not ‘second tier’ in health care, childcare and education,” Liz Ritchie concluded. RAI commissioned this research as an integral component of its Move to More campaign, which aims to highlight and promote the diverse opportunities available for living, working, and investing in regional areas. 8 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
OPENING LINES 2026 CO-PILOTS IN THE FIGHT FOR FAIRER REGIONAL SKIES: RCA, AAA Source: arr.news, Contributor ARR News, First Published February 09th, 2026 Regional Capitals Australia (RCA) and the Australian Airports Association (AAA) have signed a Memorandum of Understanding (MOU) that sets out an agreement to work together to advocate for fairer airfares, stronger connectivity and more sustainable airports across regional Australia. With a Productivity Commission inquiry and a Senate inquiry both examining the future of regional aviation, 2026 is poised to be a pivotal year for regional air services. RCA Chair and Mayor of Dubbo Regional Council, Cr Josh Black, said the focus of these inquiries provided a once-in-a-decade opportunity to put regional communities front and centre in a national conversation about more equitable aviation. “Regional airports are the lifeblood of regional communities – critical to health, education, tourism, trade and disaster response and resilience. “Yet the financial viability of regional airports is constantly under threat, with sustainability often propped up by local government rates rather than state of federal funding sources. “Regional communities are paying not only higher average airfares but also for the costs of keeping airports open through their local rates. “Decisions made this year will likely shape the next decade, determining whether regional air services become more reliable, more equitable and more future-ready – or whether the current fragile state continues.” AAA Chief Executive Officer Simon Westaway said the MOU formalises a shared commitment to evidencebased advocacy at a critical moment for regional aviation. “Regional airports are critical national infrastructure, but many are operating under intense financial pressure,” Mr Westaway said. “This MOU recognises that airports and the communities they serve are facing the same structural challenges – including high regulatory costs, ageing infrastructure and limited access to sustainable funding. “By working closely with Regional Capitals Australia, we can bring together airport-level evidence and regional community impacts to make a stronger, more credible case to government at a time when major policy decisions are being made.” The MOU builds on a jointly commissioned Regional Airports Survey, led by the Australian Airports Association in partnership with Regional Capitals Australia, which will be distributed to participating regional airports this week. 9 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
Mr Westaway said the federal inquiries provide a rare opportunity to take a system-wide view of regional aviation. “If we want affordable, reliable air services for regional Australia, we need to ensure airports are financially viable and appropriately supported to deliver the services communities rely on,” he said. The MOU will see RCA work with AAA on opportunities to identify and progress shared research, policy and advocacy priorities. “This year’s federal inquiries will be critical to deeply understanding not only these factors, but the enabling role airports and fair fares play in terms of liveability, service delivery, jobs and skills and resilience of our regions,” Cr Black said. “We need a strong voice to ensure the viability of regional aviation so that the millions of Australians living beyond the state capitals, both today and those in the future, have equitable access to air travel and the liveability it enables,” Cr Black said. RCA and the AAA will continue to highlight to government the need to: • take further action to secure the ongoing viability of regional aviation routes; • establish recurrent federal funding for both capital and operational security costs of regional airports; and • resolve inequitable security requirements that impose city-level costs on low-risk regional airports. 10 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
ARC STRUCTURAL STRONG AS STEEL construction BARWON ASSET SOLUTIONS SMART ASSET MANAGEMENT DELIVERING STRONGER COMMUNITIES 11 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
HEMMING & NICOLL CONSTRUCTIONS CRAFTING A SUCCESSFUL 2026 OLIVER KELLY GROUP BUILDING EXCELLENCE GLOBAL RAIL AUSTRALIA AND GRA NETWORKS ON TRACK FOR 2026 12 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
STRONG AS STEEL ARC STRUCTURAL AT A GLANCE ARC STRUCTURAL WHAT: A leading steel construction company going from strength to strength WHERE: Truganina, Victoria, Australia WEBSITE: www.arcstructural.com.au DELIVERING COMPLEX STEEL SOLUTIONS AT SPEED— WITHOUT EXCUSE 13 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
In structural steel, reputation is forged the same way the work is: through precision, consistency, and performance under pressure. For ArcStructural, that performance is driven by a straightforward principle that shapes everything from project delivery to supplier selection and internal culture—“deliver without excuse.” Incorporated in November 2020, Arc Structural is a relatively young name in Victoria’s construction market, but the foundations behind it run much deeper. Founder Andrew Moir grew up around the industry 14 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
through his father, who has spent roughly 40 years in construction. Before launching Arc Structural, Moir served as Operations Manager for his father’s business, Engineering Directions, overseeing dayto-day delivery and building the client and supplier relationships that continue to support ArcStructural’s work today. Moir’s leadership style was also shaped outside the industry.After leaving high school, he spent time on the tools with his father before joining the military. When he returned, he transitioned into management roles within construction—bringing with him a focus on accountability, clarity, and team cohesion that remains central to the business’s identity. STRUCTURAL AND ARCHITECTURAL STEEL FOR TIER-ONE DELIVERY ArcStructural operates as a structural and architectural steel contractor, supporting many of Victoria’s tierone builders across projects that demand both technical expertise and schedule discipline. The company delivers work across infrastructure, health, aviation, education, and large-scale commercial construction, with a strong emphasis on complex builds where steel interfaces with multiple trades and high-performance outcomes are non-negotiable. A defining element of ArcStructural’s model is its focus on modular and prefabricated solutions— investigating opportunities to shift as much work off-site as possible to improve safety, control quality, and accelerate on-site construction programs. That approach has become increasingly valuable in today’s environment, where compressed timelines, labor constraints, and design coordination challenges often define the difference between a project that runs smoothly and one that doesn’t. While the company maintains a diverse portfolio, Moir notes that a significant portion of current demand is being driven by the data center sector, alongside major hospital and commercial works. Compared to high-rise construction—where steel scopes can be intermittent and stretched across multi-year timelines—data center programs are typically intense, fast, and continuous. Where high-rise steel packages might require a burst 15 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 ARC STRUCTURAL
of activity at early levels, then months of waiting for the concrete structure to rise before returning for roof works, data center builds often compress the bulk of steel activity into a four- to six-month window, requiring the company to move quickly from design to drawings, fabrication, and installation. AWARD-WINNING PROJECTS AND PRECISION AT HEIGHT ArcStructural’s capability is perhaps best illustrated by the projects that have earned recognition at a national level. The company was awarded two national wins through the Australian Steel Institute, acknowledging excellence in both engineering and clad structures—awards that reflect not only fabrication skill, but the planning and coordination required to execute complex geometry within realworld construction constraints. One award-winning project involved the sky bridge at 308 Exhibition Street, the Shangri-La building, a structure installed at roughly the 46th-plus floor between two towers. The challenge wasn’t simply building it—it was ensuring it would fit first time, at height, without costly or dangerous rework. That demanded extensive surveying and careful alignment with the as-built conditions, supported by modular fabrication off-site so the installation could be executed efficiently and safely. The second nationally recognized project was the Melbourne Quarter Tower modular roof structure, a multi-level roof spanning eight floors with complex geometry and an incline that made extensive work at height unsafe.To solve this,Arc Structural modularized major components off-site, reducing exposure and keeping high-risk site work to an absolute minimum. The project also required coordination with other contractors working at Arc Structural’s facility, including cladding and additional elements that integrated with the steel frame—highlighting the collaborative logistics necessary to deliver modern modular solutions. A GROWING TEAM BUILT FOR FULL-SERVICE DELIVER ArcStructural is structured to keep a significant portion of delivery in-house, supporting tighter 16 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
control over schedule,quality,and safety.The business includes office-based estimating, administration, and project management; a warehouse operation responsible for processing, fabrication, and welding; and site installation crews including riggers, welders, and crane operators. The company is now approaching 100 personnel, a sharp increase from the roughly 40-person scale the operation sat at during the earlier transition from Moir’s previous role into the ArcStructural structure. That growth reflects both expanding market demand and an operating model built for end-to-end accountability—one that can handle the pace and complexity of contemporary construction programs. CULTURE, ACCOUNTABILITY, AND AN OPEN DOOR In an industry where delays can quickly turn into blame-shifting, ArcStructural takes a different approach. The company’s internal motto—“deliver without excuse”—is positioned as a response to what Moir sees as a lack of accountability across construction delivery when schedules tighten, and pressure rises. For ArcStructural, accountability is not punitive; it’s clarifying. People are expected to own their role, control what they can control, and support the broader team when a problem emerges. Moir describes this as an “extreme ownership” mindset—recognizing that while you cannot control every external variable, 17 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 ARC STRUCTURAL
you can influence outcomes through preparation, communication, and personal responsibility. That mindset is reinforced by a supportive, cohesive team structure. While roles are clearly defined, the culture emphasizes stepping in when someone is struggling and treating success as a shared objective. Moir also maintains an open-door policy, encouraging team members to raise issues early, speak candidly, and maintain transparency across the organization Coming from the military, he places particular emphasis on honor, integrity, and trust—traits he prioritizes highly in hiring and leadership development. In high-stakes projects with tight timelines, those characteristics often matter as much as technical skill. SUPPLIER MANAGEMENT AS A DELIVERY STRATEGY ArcStructural’s emphasis on accountability extends beyond its own teams. In steel, no contractor delivers alone—and Moir is direct about the link between supplier performance and his company’s ability to live up to its own promise. “If our motto is deliver without excuse, we can only deliver as well as the people supplying stuff to us,” he explains. The company prioritizes suppliers and subcontractors with proven track records—partners who meet commitments, deliver on time, and treat their word as binding. In an environment where design can lag behind program expectations and multiple trades must interface seamlessly, any slip in materials, transport, shop detailing, or engineering can cascade into downstream delays. As such, ArcStructural places strong value on 18 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
alignment with key third-party providers, including temporary works engineering for erection methodology, bracing, and structural propping, as well as shop detailing partners whose ability to work proactively—rather than continuously generating avoidable RFIs—can materially impact speed to site. For ArcStructural, supplier relationships are not a procurement function; they are a core operational strategy. INDUSTRY TRENDS: ROBOTICS, SKILLS, AND THE NEXT GENERATION Looking ahead, Moir sees technology reshaping structural steel and manufacturing at every level. Robotics and advanced processing equipment are already present, but the pace of advancement in software, automation, and integrated manufacturing systems is accelerating rapidly. He points to global examples of highly automated manufacturing facilities—where speed, precision, and scale are redefining what efficient production looks like—and believes Australian manufacturers will need to continue investing in both equipment and people to remain competitive. At the same time, he is clear that complex steel structures still rely heavily on experienced tradespeople. Automation can support repetitive processes, but projects involving complex geometry, modular interfaces, and tight tolerance installation continue to demand competence, judgment, and craft. That creates a second major priority for the sector: attracting younger people into manufacturing and fabrication careers, and equipping them with the skills required to operate increasingly advanced systems. 19 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 ARC STRUCTURAL
Moir believes the solution is not solely on-the-job learning. With technology advancing so quickly, he sees strong value in deeper collaboration between education providers and industry—creating training environments that expose students to advanced robotics, multiple equipment platforms, and modern processing systems before they enter the workforce. GROWTH AMBITIONS: CAPACITY, AI, AND LEADERSHIP DEVELOPMEN ArcStructural’s growth plan is ambitious but grounded in operational reality. Over the next five years, Moir’s key aspiration is to scale local manufacturing capacity through expansion into a larger facility—potentially through land acquisition and a purpose-built site designed around the company’s specific needs. At the same time,Arc Structural is actively investing in technology adoption—not only in fabrication and processing equipment, but in the office and administrative environment where efficiency gains can free teams to focus on delivery. The company has recently joined the Wyndham AI program, partnering with Wyndham City Council and RMIT to explore practical AI implementation. The initial focus is on reducing administrative burden, with the longer-term aim of identifying broader AI opportunities across project management, planning, and internal systems. For Moir, the objective is clear: stay ahead of the curve, find real efficiency gains, and build an organization that can scale without losing the accountability, quality, and team cohesion that made growth possible in the first place. A TEAM BUILT TO DELIVER— COLLABORATIVELY AND WITHOUT EXCUSE As ArcStructural continues to take on large, complex 20 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
21 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 ARC STRUCTURAL
projects with accelerated timelines, Moir believes the most important differentiator is not steel alone— it is mindset. Delivering consistently at a tier-one level requires collaboration across the business, proactive communication with clients, and a leadership approach that prevents overload and supports people as the company scales.ArcStructural intends to grow, but to grow in a way that lifts capability across the team and creates opportunity internally—developing the next generation rather than constantly relying on external hires. Because complex structures are built by people first. And ArcStructural’s promise to clients—and to itself—remains simple: Deliver without excuse. PREFERRED VENDOR/PARTNER n Surdex Steel Pty Ltd www.surdexsteel.com.au Surdex Steel, part of the Southern Steel Group, delivers unbeatable buying power, expert distribution and precision processing. From drilling and notching to full plate profiling, we offer fast turnaround, fixed pricing and personalised service—managing projects of any size with guaranteed long-term supply. 22 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
SMART ASSET MANAGEMENT DELIVERING STRONGER COMMUNITIES BARWON ASSET SOLUTIONS BUILDING CAPABILITY, AND DELIVERING REGIONAL PROSPERITY—FROM THE GROUND UP AT A GLANCE BARWON ASSET SOLUTIONS WHAT: A fast-growing asset maintenance company with innovative solutions and a forward focus that supports the water industry WHERE: Geelong, Victoria WEBSITE: www.barwonassetsolutions.com.au 23 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
When a utility talks about “regional prosperity,” it can sound like branding, until you see it embedded in how the work is structured, where jobs are created, and how value is returned to the community. For Barwon Asset Solutions (BAS), a wholly owned subsidiary of Barwon Water, that idea isn’t a slogan. It is the logic behind why the organisation exists, how it has grown, and why it is becoming an increasingly strategic lever for Barwon Water’s long-term sustainability. Pictured is Anna Murray, General Manager of Barwon Asset Solutions 24 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
BAS was formed in 2017 as part of a major strategic shift by Barwon Water, the Victorian water authority responsible for harvesting, treating, and distributing water across the Barwon region, as well as collecting and treating wastewater. Like many utilities, Barwon Water’s maintenance model had evolved, moving from internal delivery to outsourced maintenance, then back again. According to BAS General Manager Anna Murray, the decision to insource maintenance was driven by the practical question of cost. Could the work be done more efficiently without high external overheads, while remaining community-based?. Barwon Water’s vision is regional prosperity, and that includes creating local opportunity, retaining skilled talent in the region, and supporting a thriving community where people can afford their bills and see a future for their families. The key nuance is how Barwon Water chose to do it. Instead of building insourced maintenance department as just another internal department, BAS was established to serve the maintenance needs of Barwon Water, while also having the ability to generate revenue externally. At inception, BAS had 55 employees, with two women, both in administrative roles. Today, it has grown to approximately 160 employees, with women representing about 23% of the workforce in all areas of the business, a significant shift in a predominantly field-based, trade-heavy environment. WHY THE SUBSIDIARY MODEL MATTERS: REVENUE THAT PROTECTS CUSTOMERS The financial reality for Australian water authorities is straightforward: they don’t operate like typical government-funded departments. Revenue comes primarily from customers paying water and sewer charges, and pricing is shaped through long-term regulatory planning. Every five years, Barwon Water must balance what it can collect through rates with what it must spend to maintain and renew an aging and expanding asset base, while also maintaining customer affordability. That’s where BAS plays a uniquely strategic role. As a separate entity, BAS can pursue external work and generate additional revenue streams. Those returns can then help Barwon Water offset pressure on customer bills, supporting affordability while still enabling investment in essential infrastructure. The BAS model isn’t just about delivering maintenance differently. It is about creating a mechanism that helps a regional utility keep costs down without cutting capability. CORE CAPABILITIES: CIVIL, MECHANICAL, ELECTRICAL—AND INCREASINGLY DIGITAL At its foundation, BAS delivers the work most people associate with a water authority: keeping essential services running. That includes reactive civil works 25 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 BARWON ASSET SOLUTIONS
such as fixing burst water mains, addressing sewer leaks, and responding to customer-reported issues in the field. A large portion of the day-to-day program remains driven by real-time response; when a community member reports water on a footpath, BAS crews are deployed to locate and repair the fault. The skill set is evolving quickly. Like many utilities, Barwon Water is accelerating into a more digital operating model, with sensors and monitoring becoming standard across networks. BAS is adapting to a future where a leak is detected by data before a customer notices it, requiring teams to blend traditional trade knowledge with new tools for pinpoint detection, location, and verification. Alongside civil operations, BAS supports the mechanical and electrical backbone of water infrastructure, including pumps, switchboards, instrumentation, and plant maintenance. Trades across the business include electricians, fitters, fabricators, and civil operators—traditional roles that are now increasingly intersecting with modern systems and monitoring. A GROWING PROJECTS FUNCTION FOR COMPLEX, “FIDDLY” WORK One of BAS’s most notable growth areas is project delivery. While Barwon Water retains responsibility for major capital works, BAS has established a strong niche in projects typically in the $2–$3 million range, jobs that are too complex or interface-heavy to be managed efficiently through conventional models, yet not always suitable for outsourcing to a principal contractor with major margin layers. These are often brownfield projects, work that must be completed while essential services continue flowing andwhere sequencing, stakeholder coordination, and risk management are central to success. That capability has expanded rapidly. BAS is now on track to deliver roughly $25 million in capital projects for Barwon Water within a year, work that did not exist as part of its early mandate but has become a major part of the operating model. THE THREE-PART GROWTH PLAN BAS describes its growth trajectory through three complementary lenses. First, the business must grow in line with Barwon Water’s needs. As the parent authority expands, modernises, and shifts technologies, BAS must keep pace with the service demands and capabilities required to support the region’s essential assets. Second, BAS is scaling external works. The logic is simple: margin generated in the external market supports Barwon Water’s ability to keep customer bills lower. BAS bids in open tender markets and competes for work, but it does so with the governance, safety, environmental standards, and “care for country” mindset that come from operating inside a water authority environment. Sometimes that premium approach is exactly what a client 26 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
www.auswideplumbing.com.au Contact Us PROVIDING EXCEPTIONAL CIVIL INFRASTRUCTURE SERVICES & POLY WELDING Our industry experience and commitment to quality ensure every project meets the highest standards—from large-scale water authority works to poly welding for civil contractors. We collaborate with water authorities, councils, commercial clients, contractors, and developers to deliver tailored civil and poly welding solutions across Victoria. With a strong focus on safety, sustainability, and on-time delivery, Auswide Plumbing & Civil is a trusted leader in poly welding and civil construction throughout Geelong and surrounding regions. 03 5229 2380 Civil Construction In Geelong And Regional Victoria WATER & SEWER INFRASTRUCTURE HYDRO EXCAVATION / NDD BACKFLOW TESTING ASBESTOS REMOVAL CIVIL EQUIPMENT HIRE CIVIL & RAIL INFRASTRUCTURE POLY WELDING SUBDIVISION & LAND DEVELOPMENT
BUILDING MORE THAN INFRASTRUCTURE: THE AUSWIDE PLUMBING & CIVIL STORY Established in 2007 in the rugged Pilbara region of Western Australia, Auswide Plumbing & Civil, formerly Auswide Plumbing & Maintenance, was built on hard work, technical expertise, and an uncompromising commitment to safety and quality. Under the leadership of Simon and Kellyanne Sheahan, the business became a trusted partner to the mining industry, delivering complex mine site expansions and major infrastructure upgrades across the region. Over more than a decade in Western Australia, Auswide earned a rock-solid reputation for outstanding workmanship and service, underpinned by an impeccable safety record with zero injuries or incidents. That same standard of excellence now drives the company’s operations in Victoria, where Auswide proudly supports the civil construction industry across Geelong and regional areas. Today, Auswide Plumbing & Civil delivers high-performing utilities and civil infrastructure services across water, sewer, stormwater, and road and rail projects. From residential subdivisions to large-scale water authority works, the team brings a detail-driven, professional approach to every job. As an accredited contractor for Barwon Water, Central Highlands Water, and Greater Western Water, Auswide adheres to strict industry standards while providing tailored, costeffective solutions for each client. Safety remains at the core of everything Auswide does. Every team member is committed to working in line with company and client safety systems, actively identifying and managing risk, and participating in thorough planning processes such as pre-starts and SWMS development. If conditions change, work stops, risks are reassessed, and controls are put in place before moving forward, because no task is ever worth compromising wellbeing. Just as important as safety is culture. Auswide lives by the philosophy of “work hard, play hard,” fostering a proactive, solution-focused team that takes pride in excellence while enjoying the journey. Teamwork, respect, accountability, and open communication are not just values on paper—they are lived every day on site and in the office. Clean sites, well-maintained equipment, and professional presentation reflect pride in the Auswide brand and respect for clients and communities. With the capability to manage projects from estimating and planning through to construction, testing, and commissioning,Auswide Plumbing & Civil continues to grow as a trusted leader in the Geelong civil contracting space. Building not only infrastructure, but lasting relationships and a legacy of quality.
wants. Sometimes the market only wants the lowest price. BAS is increasingly selective in pursuing external opportunities that align with its standards and values. Third, BAS is investing in new capabilities that fill gaps in the water sector. These include innovationbased solutions that reduce time, cost, and risk for utilities, and then offering those services externally. For Anna Murray, the three lenses are interconnected. “When we grow alongside Barwon Water, compete selectively in the market, and invest in innovation, we’re creating a business that strengthens the region’s infrastructure while remaining commercially disciplined.That balance is what sustainable growth looks like for BAS.” LAND, WATER, AND ENVIRONMENTAL SERVICES: A NICHE WITH REAL DEMAND Beyond pipes and plant, BAS maintains a significant portfolio of land reserves includingreservoir sites, easements, channels, and associated assets. What began as standard grounds maintenance has evolved into a broader environmental services capability with high relevance to councils and developers A standout example is Water Sensitive Urban Design (WSUD) maintenance. As housing estates expand, councils increasingly require developers to build wetlands and stormwater management assets that control runoff and protect waterways. Once these assets are built and handed to councils, many councils lack the capability and resourcing to maintain them properly, creating an operational gap that BAS has moved quickly to fill. BAS now maintains WSUD sites as a speciality service for multiple councils, carving out a position in a space That requires a deep understanding of rain gardens, wetlands, vegetated swales, and biofiltration systems. The land services portfolio is also expanding into land rehabilitation and revegetation, including restoring large sites, some previously used for pine plantations, back to natural ecosystems. Where possible, these programs may support carbon sequestration initiatives, potentially generating 29 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 BARWON ASSET SOLUTIONS
carbon credits while improving environmental outcomes. BAS also works closely with Traditional Owners to ensure cultural values are embedded in land management approaches. WASTEWATER HEAT RECOVERY: TURNING LOST ENERGY INTO A NEW OPPORTUNITY Among the most forward-looking initiatives in the BAS pipeline is wastewater heat recovery, a concept that is well established internationally but still emerging in Australia. Wastewater in sewer networks often runs at relatively consistent temperatures, largely due to domestic hot water inputs. Rather than the heat going to waste, BAS is exploring the potential to extract that thermal energy and repurpose it for facilities with continuous heating demand, such as council swimming pools that currently rely on gas boilers. If implemented successfully, the model will support emissions reduction goals, lower energy costs for community facilities, and position BAS at the forefront of an innovation not yet widely adopted in Australia. It also represents the third growth pillar in action: developing new capability, proving it locally, and then offering it more broadly. CULTURE BUILT ON COMMUNITY, OPPORTUNITY, AND SERVICE Internally, BAS’s cultural identity is strongly connected to place. When employees were surveyed as part of the growth plan process, what resonated most was a sense of community. Our people live in the region, raise their families, and take pride in maintaining the assets that keep it functioning. That “service” mindset extends to how BAS teams interact with the public. Field crews regularly engage with residents during reactive response work, and the organisation puts strong emphasis on a customerfirst approach, that is, communicating respectfully, minimising disruption, and treating community members as stakeholders, not obstacles. Over the last few years, BAS has also undergone 30 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
a cultural lift as it moved away from the legacy mindset of “contractor” and toward the reality of being a valued part of the broader Barwon Water group. Leadership describes measurable gains in engagement and trust through the Victorian Public Sector survey process, with significant increases in employees feeling heard, supported by managers, and valued by senior leadership. SHIFTING THE GENDER BALANCE THROUGH PRACTICAL RECRUITMENT CHANGES One of BAS’s most compelling recent achievements has been increasing female participation in a fieldbased workforce, moving from two women in admin roles at inception to 23% women across all areas of the business today Rather than approaching this as a branding exercise, BAS asked the women already in the organisation what needed to change. The answer was practical: job ads needed to clearly describe the work, titles needed to reflect the actual role, and applicants needed someone relatable to speak to. BAS rewrote position descriptions to accurately portray field-based outcomessuch as working outdoors, finishing at consistent times, completing tangible work each day, and going home without “after-hours admin” overhang.The organisation also changed the listed contact person to a woman in the role so applicants could speak peer-to-peer, and created videos showing the real day-to-day work with women visibly represented. The impact was immediate. A campaign that previously might have drawn only a handful of female applicants resulted in 22 women applying, and BAS hired five women from that intake, an outcome that later received award recognition TRAINEESHIPS AND APPRENTICESHIPS AS A WORKFORCE ENGINE BAS’s traineeship and apprenticeship programs are central to how the organisation builds capability and improves diversity. The traineeship pathway provides a structured entry point, particularly for school leavers or career changersto build practical skills and determine whether the work is the right fit. Over five years, BAS expects to have supported around 22 trainees, and leadership notes that those who complete the pathway are far more likely to transition into permanent roles Apprenticeships in electrical, fabrication, and fitting are similarly critical and have proven to be one of the strongest mechanisms for bringing more women into trades where the external candidate pool remains limited. BAS also notes that, as a government-owned entity, it may not always outbid top-tier contractors on salary, but it can offer the stability and benefits that matter over the long term, including parental support programs and flexible working arrangements that are increasingly important to both women and men in field-based roles. NEAR-TERM PRIORITIES: SERVICE EXCELLENCE, SAFETY, AND EXTERNAL GROWTH Looking ahead 12 to 24 months, the vision is 31 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02 BARWON ASSET SOLUTIONS
INDUSTRY PARTNERS n Auswide Plumbing and Civil www.auswideplumbing.com.au Auswide Plumbing & Civil, established in 2007, delivers high-performing civil and utilitiy infrastructure projects across Victoria. Trusted for safety, quality, and technical expertise, Auswide completes projects with a team of superstars for water authorities, road & rail major projects, private developers and government projects. n CMP Consulting Group Pty Ltd www.cmpgroup.com.au CMP Consulting Group is an Australian-owned engineering consultancy specialising in water infrastructure. CMP partners with public and private clients, delivering innovative, sustainable solutions in design, construction, and asset management, with a commitment to quality and creating a better water future for communities across Australia. anchored in three priorities. The first is service excellence, ensuring that whether the client is Barwon Water or an external organisation, the experience is consistently professional, customerfocused, and values-driven. The second is safety, with particular attention to reducing musculoskeletal injuries. While BAS is not necessarily operating in high-risk environments dayto-day, repetitive physical demands are impacting well-being. Leadership is focused on redesigning tasks and improving work methods to reduce strain and prevent injury. The third is external growth, expanding revenuegenerating work that supports the parent authority’s affordability objectives. In practical terms, that means continuing to develop new capabilities, selecting external projects aligned with BAS’s quality and governance standards, and delivering margins that help keep regional customer bills low. A REGIONAL MODEL WITH BROADER RELEVANCE Barwon Asset Solutions is not simply a maintenance unit. It is a deliberately designed structure that delivers essential services, builds local capability, creates pathways into trades, and generates external revenue to support customer affordability. It is, in effect, a regional prosperity model expressed through operational strategy. From civil response crews and complex brownfield projects to WSUD maintenance, land rehabilitation, and emerging wastewater heat recovery, BAS reflects what happens when a utility aligns infrastructure delivery with community outcomes, then builds the business architecture to sustain it. As BAScapabilities continue to expand, its impact may prove to extend well beyond the Geelong region, offering a blueprint for how water authorities can strengthen service delivery, workforce development, and financial resilience at the same time. 32 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
HEMMING & NICOLL CONSTRUCTIONS BUILDING THE FINEST HOMES IN VICTORIA THROUGH CRAFT, DISCIPLINE, AND LONG-TERM VISION AT A GLANCE HEMMING & NICOLL CONSTRUCTIONS WHAT: A creative and top-tier home builder making homes built to last WHERE: Victoria, Australia WEBSITE: www.hemmingandnicoll.com CRAFTING A SUCCESSFUL 20 33 BUSINESS VIEW OCEANIA VOLUME 08, ISSUE 02
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