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The new Weathering Steel Design Guide for Bridges collates essential guidance for the application of REDCOR® weathering steel in bridge projects.
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The numbers defining Australia’s housing challenge are wellrehearsed, but the methodology for meeting them is undergoing a transformation.
This issue of Infrastructure magazine looks at the shifts occurring behind the hoardings – from how to de-risk the land to who is being trained to build upon it, as well as the technology that is streamlining project management.
It is clear construction in Australia is no longer just about the build. It is about the sophisticated integration of policy, technology, and social responsibility.
We talk with Development Victoria Chief Executive Officer Anne Jolic, who discusses the vital role of state-led urban renewal.
While the private sector excels at delivery, the front-end hurdles –decontamination, site assembly, and planning – often represent a level of risk that can stifle investment.
By acting as a bridge between policy and commercial feasibility, the state is creating the certainty that institutional equity demands, turning dormant industrial zones such as Docklands and the Fitzroy Gasworks into viable, sustainable communities.
However, preparing the land is only half the battle. As Melbourne Polytechnic Chief Executive Frances Coppolillo notes, Australia is currently in a “decisive battle” for skills.
The launch of the Future of Housing Construction Centre of Excellence highlights a pivot toward Modern Methods of Construction (MMC).
Coppolillo says prefabrication and digital design aren't just productivity levers; they are essential tools to meet the nation’s 2051 population targets.
Also in this edition, we take a look at the companies leading the shift toward
in
at
digital design and how integration of real-time visibility and mobilefirst platforms is allowing project leadership to move from reactive to proactive management, capturing granular data on materials, equipment, and compliance directly from the field.
Urban renewal is also a vital component of reaching housing targets, with a recent RMIT University report offering a compelling argument for refurbishment over demolition.
As Australia looks toward the massive task of renewing social housing stock, the findings suggest that retrofitting can be faster, more environmentally sound, and less disruptive to vulnerable communities than the knockdown-rebuild model.
Also in this edition, we deep dive into Melbourne’s great rail shift, step into the future with cars that listen to the road and invite you to celebrate innovation with nominations now open for the 2026 Endeavour Awards.
Happy reading
Lisa Korycki Editor, Infrastructure Magazine
Don’t forget to follow Infrastructure
New guides simplify bridge design
Renovation over knockdown
Absorbing complexity early
Geosynthetics and the engineering advantage
Construction sector confronts the future
Accelerating modern methods of construction
Prestressed or posttensioned concrete?
From smoke to safety
Sustaining the future of rail freight
Melbourne’s great rail shift
Cars that listen to the road
Shaping the next era
Celebrating innovation
OUTLOOK
Shape the next chapter of rail reform
Victoria’s 30-year infrastructure roadmap
Reinforced Concrete Design Workshop: Module One 18 + 19 February (ZOOM)
Pile Foundations Design Geotechnical Workshop 24 + 25 February (ZOOM)
Accounting & Management for Engineers Course
Residential Slabs & Footings Design Workshop
Structural Steel Design Workshop
Risk Management Workshop
Shallow Foundations Design Workshop
Forensic Engineering Workshop
Cracking in Concrete Structures Design Workshop
Prestressed Concrete Design Workshop
Process Piping Pressure Design Workshop
Retaining Walls Design Workshop
Slope Stability Design Workshop
Wind Design Workshop: Low & Medium Rise Structures
Timber Design Workshop: Module One
Concrete Pools & Tanks Design Workshop
Reinforced Concrete Design Workshop: Module Two
Building Code of Australia (BCA/NCC) for Engineers
Hydraulic Engineering Design Workshop
Cement & Concrete Practice Course
On-Site Detention Systems Design Workshop
Earthquake Design Workshop: Module One
Earthquake Design Workshop: Module Two
Industrial Concrete Floors & Pavements Design
Masonry
Paul Uno
The Gold Coast Cooperative Corridor (GC3), a landmark collaboration set to advance connected and automated vehicle (CAV) technologies in Australia, has been launched.
The initiative between Lexus Australia, the City of Gold Coast, and the Queensland Department of Transport and Main Roads, was announced at the ITS Australia Summit opening celebrations.
GC3 is expected to accelerate the deployment and real-world testing of cooperative and intelligent transport systems (C-ITS), supporting safer, cleaner, and more efficient mobility networks in the lead-up to the 2032 Brisbane Olympic and Paralympic Games.
A cooperative corridor is a connected stretch of transport infrastructure equipped with smart technologies that enable real-time
communication between vehicles, roadside systems, and traffic management networks. This digital connectivity underpins next-generation mobility, helping reduce congestion, prevent collisions, and optimise the performance of the entire road ecosystem.
In its first phase, GC3 will establish a living testbed across key Gold Coast intersections, deploying C-ITS-enabled roadside units, smart signal controllers, and AI-driven analytics platforms.
These innovations will demonstrate how data integration, connectivity, and automation can deliver tangible safety and efficiency benefits. The outcomes will inform evidence-based policy, guide infrastructure investment, and provide best-practice frameworks for future CAV deployments across Australia.
The launch of GC3 highlights how collaboration between industry, government, and research can accelerate the development of practical, scalable ITS solutions.
“ITS Australia is proud to see initiatives like the Gold Coast Cooperative Corridor bringing together public and private partners to deliver this life saving technology for Australians” said Susan Harris, CEO of ITS Australia.
“This is about all of us working together to deliver a much-needed transport revolution that will make us safer on the roads, keep the roads moving and keep emissions down. This is the future.”
The Gold Coast Cooperative Corridor marks a pivotal step toward a fully connected transport ecosystem – setting a new benchmark for smart-city innovation and reinforcing Australia’s role as a leader in intelligent transport systems.
The first stage of major civil works for Bradfield City is now complete, marking a significant milestone in the development of Australia’s first new city in more than a century.
The initial package of enabling works has delivered new roads, active transport connections, essential utilities and public amenities, with about one third of the city’s 114-hectare master planned site now serviced and ready for development.
The project forms part of the New South Wales Government’s longterm strategy to support growth in Western Sydney and provide new opportunities for residents and businesses.
Delivered in partnership with head civil contractor Western Earth Moving and NSW Public Works, the first stage included four kilometres of new road, eight kilometres of shared cycling and pedestrian paths, on-street parking for 178 vehicles, four kiss-and-ride points, three taxi bays and two bus bays near the new metro station, and potable, recycled
and wastewater systems, along with electrical and fibre networks.
Spanning 38 hectares, the works also involved the installation of more than 321,000 pavers and the planting of 600 trees to create shaded, walkable streetscapes. The area is more than one-and-a-half times the size of the Barangaroo redevelopment, highlighting the scale of the project.
The completed infrastructure provides serviced, ready-to-build lots, allowing future developments to proceed more efficiently and supporting the transformation of the city’s first major development precinct.
In line with sustainability targets, the civil works incorporate lowcarbon concrete, recycled asphalt, water-sensitive urban design features and extensive landscaping aimed at improving environmental resilience and help create cooler urban environments in a region that regularly experiences high temperatures.
Work on the second stage of civil construction began in
late 2025 and is scheduled to continue throughout 2026. This phase includes two new access roads linking Bradfield City to Badgerys Creek Road, as well as regional stormwater infrastructure featuring ponds, basins and wetlands.
The latest milestone follows the signing of a $1 billion development agreement in December 2025 to secure the first major commercial and residential partner for the Bradfield City Centre precinct.
Deputy Premier and Minister for Western Sydney, Prue Car, said the completed works demonstrated strong progress.
“We are seeing the foundations laid for a new, world-class city, and the essential infrastructure is being put in place for generations to come,” Car said.
Minister for Planning and Public Spaces Paul Scully said the project had moved from concept to construction and confirmed Bradfield’s role as a major new economic and residential centre for Western Sydney.
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Australia has won the tender for early works on the new $2 billion Bankstown Hospital project.
The first stage of works include demolition and site remediation and is expected to be completed in 2027.
Located in the heart of Bankstown’s CBD, the new $2 billion facility will be the largest single capital works investment in a public hospital in New South Wales’s history and will significantly expand healthcare services for the region’s fast-growing and diverse community.
Once complete, the new multistorey hospital will deliver expanded acute and specialist services, including emergency care, operating theatres and inpatient wards, supporting improved access to highquality healthcare across Sydney’s south-west.
The final scope of the hospital will be confirmed as planning progresses and is expected to include an emergency department, operating theatres, intensive care unit, surgical and medical services, women’s and
children’s health services, including maternity, mental health inpatient services, ambulatory care, cancer services, aged care health services and multi-storey car park and on-ground parking.
Community information sessions will be held throughout 2026 to keep residents informed about the project and upcoming works.
The development is supported by government investment, including $1.3 billion in additional funding for western Sydney health infrastructure in the 2025-26 NSW Budget. A further $100 million has been committed to relocate the former TAFE NSW Bankstown campus to enable construction.
TAFE NSW has now relocated most of its training delivery to its new facility at the Western Sydney University campus in the Bankstown CBD.
Ryan Park, State Minister for Health said the appointment of the early works contractor marked an important milestone and was another step closer to delivering the new hospital.
Member for Bankstown, Jihad Dib, said the project would play a major role in revitalising the local area.
“When complete, the new Bankstown Hospital will be a transformative project for the Bankstown CBD,” Dib said.
“With the university and TAFE campus nearby, I’m excited by the study and job opportunities it creates.
“We look forward to seeing work ramp up towards construction of our new world-class health facility."
As Victoria grows, Development Victoria is managing complex urban renewal and civic projects that are transforming state-owned land into sustainable communities and world-class precincts.
While Victoria has ambitious targets for housing supply and precinct revitalisation, the early stages of a development –site assembly, decontamination, and planning – are often too risky or timeconsuming for the private sector to carry alone.
Development Victoria exists as a bridge between government policy and commercial delivery, focusing on how it can de-risk projects so that industry partners can eventually step in and do what they do best: build.
Unlike a standard government department, Development Victoria is self-funded and operates under its own act. It essentially functions as a developer with a public soul, understanding the implications of government decisions while speaking the language of feasibility and programming.
From large-scale precinct redevelopments such as Docklands in Melbourne’s CBD to regional
sports centres and affordable housing, the organisation manages a portfolio of projects with a focus firmly on home soil.
Anne Jolic, Chief Executive Officer of Development Victoria, says the organisation’s key selling point is the ability to de-risk sites long before a private partner is even invited to the table.
“Coming from a background in development, I’ve seen that time kills projects," Jolic says. “It is those early years of de-risking a site or getting planning approval or decontaminating that are the hurdles.
“We come in and de-risk sites by assembling fragmented land holdings, preparing drainage strategies, or resolving site remediation issues.
“We might spend two or three years getting a site ready for development before we go out to builders and say, ‘how can we partner
and deliver this?’ which means by the time they come in, it is quite quick.”
Jolic says this "front-end" work is particularly vital in the current economic climate. Because Development Victoria is not just a vendor looking for the highest land price, it can structure collaborative, long-term partnerships that suit developers who may not have the capacity to pay massive upfront costs.
This approach has seen the growth of new sectors in Melbourne, such as Build-to-Rent (BTR). By managing the complex project management skills and navigating government stakeholders, Development Victoria allows newer players in the BTR space to access highquality sites without the years of dormant holding costs that usually precede construction.
Jolic says the most valuable commodity her team provides for the private sector is certainty.
“The private sector wants certainty because many use institutional or private equity and they have to give their investment a path forward,” she says. “Knowing that when they enter a partnership or a project with us, it is going to go as planned, is essential.
“For us, the key thing is making sure we have government alignment, so they are not being held up and decision-making is clear.
“They come into our projects knowing that community engagement has been done and site contamination is sorted, so they get a clear run to deliver as quickly as possible. We give them certainty that the program will work and they will be in and out in a specific amount of years, because we have done that work up-front for them."
Jolic says the revitalisation of the Docklands precinct is a primary example of this partnership model. Once a dormant industrial area on
the city's doorstep, it required massive upfront investment in enabling infrastructure – transport networks, roads, and services –that no single private developer could have justified.
By master-planning the broader precinct and de-risking individual parcels, Development Victoria enabled a diverse mix of partners such as Mirvac, Lendlease, and MAB to invest in their own distinct precincts.
She says this has resulted in a concentration of private sector investment in a single spot – a feat only possible because the state absorbed the initial structural complexity.
A similar logic is being applied to housing, where the focus has shifted to extracting supply at affordable price points. In precincts such as the Fitzroy Gasworks, the partnership model has allowed for social
outcomes that go beyond simple profit margins.
Development Victoria often sets an aspiration for 10 per cent affordable housing, but through collaborative deal structures, partners have occasionally been able to double that figure.
“We can sit across the table from a developer and have a conversation where we understand the challenge because we are delivering projects ourselves, which means we get it,” Jolic says.
“We work with them to solve problems and extract as much as we can out of projects for government and for them. It is really a win-win – the government achieves its policy outcomes, and the developer gets a viable, de-risked project that can break ground.
“We want to see projects delivered and outcomes achieved, making us a very good partner.”
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As Australasia’s infrastructure faces ageing assets, rising costs, and extreme weather, Geofabrics Australasia is helping projects stay strong and sustainable with advanced geosynthetics that improve stability, extend asset life and reduce environmental impact.
Geofabrics Australasia is a long-established supplier of geosynthetic solutions to major infrastructure and civil projects across Australia, New Zealand and in many parts of the world, working at the intersection of engineering performance, durability and innovation.
The company partners closely with engineers, contractors and asset owners to support complex works across roads, rail, ports, water, mining and large-scale land development, where long-term asset performance is critical.
“They help extend pavement life, manage drainage and improve stability,” he says. “All while reducing material and heavy machinery use and, in turn, carbon impact.
“Engineers and contractors are increasingly specifying them not as add-ons, but as core design elements. That shift reflects a deeper understanding of how smart materials deliver real outcomes onsite and across an asset’s service life.”
Grech says that engineered geosynthetics, such as geogrids and modular wire mesh systems, are now essential in delivering performance outcomes that traditional options struggle to match.
Geofabrics CEO and Managing Director, Dennis Grech.
At the helm is Chief Executive Officer and Managing Director, Dennis Grech, whose tenure has been marked by a focus on innovation, customer collaboration and transforming the business into a leader in sustainable solutions. Under his leadership, Geofabrics has continued to expand its range, coverage and capacity in geosynthetics, investing in advanced testing and locallydriven development to respond to the evolving demands of the infrastructure sector.
Grech says that the infrastructure sector in Australia is rapidly shifting toward solutions that deliver durability, sustainability and longterm performance.
“We’re seeing stronger demand for designs that handle climate variability, significant weather events, deliver lower lifecycle costs and integrate more seamlessly with the environment,” he says. “Ageing assets and rising costs have seen traditional approaches being re-evaluated in favour of engineered systems that provide both technical strength and environmental benefits.”
MEETING MODERN DEMANDS
Grech explains that geosynthetics are now fundamental to modern infrastructure.
“These materials allow us to reinforce soil, improve stability and manage drainage more effectively across projects – from roads and rail to bridge abutments and urban development – which is key in today’s complex design environment.
“I see Geofabrics as an enabler to our customers to lower their carbon footprint on their projects. That is the essence of our business and of our solutions.”
Geofabrics' Geomesh range is a family of modular wire mesh systems used in Mechanically Stabilised Earth (MSE) walls and Reinforced Soil Slope (RSS) systems.
“These products are engineered solutions that combine reinforcing mesh and structural backfill to create versatile soil retention structures used in steep embankments, retaining walls and slope stabilisation,” Grech says.
“There are different configurations tailored to project needs – Geomesh Gabion, Geomesh Rock and Geomesh Natural. Each provides different optimum slope angles and varying surface finishes.
“These systems are designed for long-term durability (often targeted
for 120-year working life), corrosion resistance and flexibility in design and finish.”
Grech says that Geofabrics has seen strong uptake of the product, especially on projects that require robust stability with reduced construction time and cost.
“Engineers appreciate the combination of engineered soil reinforcement and flexible facing options, while contractors benefit from modular components that speed up installation and simplify site logistics,” he says.
“Significant weather events across Australasia are having a serious impact on infrastructure, especially through flooding and landslides. It’s imperative that MSE and RSS systems can cope with the drainage loads of these events as well as the outward pressure of day-today loads.
“This is where our team at the GRID come into their own.”
GRID – Geofabrics Research, Innovation & Development Centre –is a dedicated innovation and testing hub, where the company researches and evaluates products, as well as simulate challenging field conditions
and custom designs solutions for specific projects.
“The team also refine solutions before they come to market. It’s about moving beyond generic specifications to engineered certainty – proving performance in local conditions through controlled, repeatable and rigorous testing rather than just theory,” Grech says.
“Many suppliers rely on overseas legacy data or basic third-party testing. At the GRID, we can replicate real infrastructure conditions, accelerate product development and validate performance before products are deployed.
“This gives our technical teams and customers confidence that our solutions will deliver as expected –even under demanding service loads or unique conditions in Australia, New Zealand and Oceania.”
The GRID team comprises engineers and experts in construction with years of real-world experience in infrastructure.
“They are ahead of the curve in sourcing products and innovations. The GRID has a proven track record of bringing innovations to the geosynthetic market,” Grech says.
He says the GRID leads to fewer design uncertainties, lower risk on site and ultimately better lifecycle performance.
“For clients, this means greater assurance that infrastructure will remain stable, require less maintenance and perform sustainably for decades.
“The GRID also helps us innovate faster, adapting to new challenges and delivering solutions that meet evolving regulatory and environmental priorities.”
LOOKING TO THE FUTURE Grech says that across the region, the increased pressures caused by climate change and industry demand is driving innovation.
“More products will need to be designed for local conditions with better economic outcomes and reduced labour and installation, and this will need to be backed by data,” he says.
“Collaborations between government and the private sector will increase. We’re looking forward to being the partner that teams rely on to solve their toughest engineering challenges.”
To find out more about Geofabrics, visit geofabrics.co
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As Australia’s construction and infrastructure sector navigates rising delivery risk, workforce shortages, decarbonisation targets and accelerating digital change, industry leaders are increasingly looking for forums that move beyond surface-level discussion.
Now entering its sixth year, the Future of Construction Summit has established itself as one of the industry’s most influential annual gatherings – a place where policy, project delivery, technology and sustainability intersect.
The 2026 summit (FCON26) will be held in Brisbane on 19-20 May, bringing together contractors, asset owners, government representatives, financiers and technology providers from across the country.
Since its launch, FCON has positioned itself as a practical, industry-driven event, focused on the challenges facing construction today rather
than theoretical futures. Its growing attendance reflects a sector seeking clarity and direction amid cost escalation, pipeline uncertainty and increasing delivery complexity.
This year’s program is the largest to date, featuring more than 120 speakers and an expected 800-plus senior delegates. The agenda has been developed in collaboration with leaders from across the construction ecosystem, ensuring relevance across both public and private sector projects.
Day two of FCON26 is structured around three dedicated conference streams, allowing delegates to engage deeply with the issues
most relevant to their role and organisation.
Technology and Digital Delivery will examine how data, digital engineering, Artificial Intelligence (AI), robotics and automation are being applied across project lifecycles – and where implementation challenges remain.
Net Zero Construction and Renewable Projects focuses on decarbonisation, climate resilience and delivery of renewable and energy transition infrastructure, with a strong emphasis on practical pathways rather than aspirational targets.
Project Delivery Excellence addresses productivity, procurement, risk allocation and supply chain resilience – issues
that continue to dominate boardroom discussions across the sector.
Alongside these streams, targeted spotlights will explore data centres, living sectors and modern methods of construction, reflecting areas of sustained investment and growth.
A defining feature of the summit is its emphasis on real-world case studies. Sessions draw on lessons from live projects and operating environments, offering insights into what is working – and what is not – under current market conditions.
Topics span major project delivery models, digital adoption, workforce capability, sustainability integration and the impact of regulatory and policy settings on project outcomes.
Updates on 2032 Brisbane Olympics and defence infrastructure pipelines also form part of the program, providing forward-looking context for contractors and suppliers.
As automation and digital tools become increasingly embedded in construction workflows, FCON26 will
also explore their implications for the workforce.
Discussions will consider how organisations are adapting skills frameworks, attracting new talent and responding to generational change – particularly as competition for skilled labour intensifies. Robotics, offsite construction and AI-enabled project management will feature prominently, not as concepts, but as applied solutions already reshaping delivery models.
Beyond the formal program, FCON has built a reputation for facilitating meaningful industry connection. The 2026 summit includes a series of curated networking events, including a pre-summit cocktail reception, Gala Dinner, private luncheons, breakfasts and curated matchmaking between attendees and exhibitors.
An exhibition featuring more than 80 solution providers will run across both days, showcasing tools and services addressing productivity, safety, sustainability and delivery efficiency.
For more information and to register, visit futureofconstructionsummit.com
As Victoria pivots towards modern methods of construction, a quieter but more decisive battle is underway: Building the skills, systems and training pipeline needed to deliver homes at scale.
Victoria’s ambition to deliver 800,000 homes over the next decade is often discussed in terms of land supply, approvals, planning pathways and build speed. But as the state’s population heads towards 10.3 million residents by 2051, a more practical question arises: Who will build the homes Victoria needs, with what skills, and using which construction methods?
That responsibility sits at the intersection of two major policy shifts: Victoria’s housing build-out and the National Skills Agreement, a five-year Commonwealth-state partnership launched in 2024 to meet skills shortages and future-proof Australia’s vocational education and training (VET) system.
One of the initiatives funded under that framework is the Future of Housing Construction Centre of Excellence (the Centre), a national initiative with a physical hub at Melbourne Polytechnic’s Heidelberg campus, designed to accelerate the construction sector’s adoption of modern methods of construction (MMC) to ensure Victoria and the country can build the number of houses needed to meet demand.
Frances Coppolillo, Chief Executive at Melbourne Polytechnic, is guiding establishment of the Centre, and ensuring alignment with VET priorities. She shares that the challenge of accelerating the uptake of MMC is as much about stewardship as scale.
“MMC could accelerate housing delivery by 20 to 50 per cent and improve quality of construction, yet adoption in Australia remains low,” Coppolillo says.
“The Centre is dedicated to strengthening the national pipeline of workforce training and critical skills development for the modern building and construction sector.
“Our job is to ensure Melbourne Polytechnic and other TAFEs (Technical and Further Education)
serve community and industry needs. That’s why the Centre established an Industry Advisory Panel (IAP) to bring together leading voices from Australia’s construction sector to guide the Centre’s training, education and innovation agenda.
“The IAP’s co-chair model embodies a true industry-education partnership, with one co-chair from industry to represent the national MMC sector (Damien Crough, Executive Director at PrefabAUS) and one from Melbourne Polytechnic.”
Other industry members are selected through targeted engagement with leading employers, manufacturers, suppliers and sector leaders across the MMC value chain.
Modern methods of construction (also referred to as prefabrication, modular and panelised construction
digital design) are innovative building processes that are different to traditional construction.
They include manufactured beams, wall panels, bathroom pods and whole modular buildings which are manufactured and assembled offsite and then delivered to a construction site to be installed.
“Established in 2025, the Centre spent its first year mapping the ecosystem though research, national industry forums, and targeted consultations. This early work confirmed that the first critical step to accelerate industry uptake was developing a shared understanding of what MMC is and how it changes the way we build,” Coppolillo says.
As a result, the first of the Centre’s MMC programs commenced in 2025 with the design and delivery of the course ‘Rethinking Construction –Introduction to Modern Methods of Construction’. This course addresses
gaps in shared MMC understanding to improve workforce readiness, delivered to 84 students in 2025 and available online from early 2026.
Building on this first MMC program, the newly formed IAP recommended six priority areas for new education offerings to support the rollout of MMC to learners and industry in 2026:
• MMC for small and medium-sized enterprises – A practical transition toolkit to overcome adoption barriers for smaller enterprises
• Design for Manufacture and Assembly – Strengthens early design decision-making to reduce inefficiency and cost escalation
• Designing for Sustainability, Net Zero and Circularity – Embeds lifecycle and low-carbon thinking from design stage
• Digital Compliance Fundamentals
– Clarifies responsibilities and regulatory requirements in digital construction
• Practical BIM and Digital Design for Trades and Supervisors – Builds hands-on confidence in digital tools on site
• MMC Logistics and Transport Fundamentals – Addresses sequencing, transport constraints and site readiness to minimise project risks.
Each of these education offerings will be in the form of microcredentials (bite-sized foundation education programs).
These programs may take as short as a day, to a maximum of six months to complete, providing learners and those in the existing workforce with the opportunity to gain the skills they need efficiently, with an updated curriculum that reflects the future of building and construction practices (MMC).
“In the coming years, the Centre at Melbourne Polytechnic is planning to become a central hub for learners and industry to get reliable information and training about MMC and ask questions,” Coppolillo says.
“For now, our goal remains building awareness of MMC and ensuring the programs and qualifications we have available are fit-for-purpose and future-focused.”
Alongside short-form microcredentials, the Centre is building towards delivery of full qualifications, including the new Victorian qualification designed to match emerging installation needs.
That qualification is called the Certificate III in Prefabrication
Installation, a pathway into a specialised role installing, assembling and securing modular components safely and precisely. It is intended to bridge a skills gap that sits between manufacturing and on-site construction, with competencies aligned to lifting, fixing and handling highprecision components.
The Victorian Government framed this qualification as a way of supporting demand for offsite construction, improve efficiency and quality, and create pathways for new entrants and transitioning workers.
It also reflects one of MMC’s central selling points to learners, career-changers and industry: Moving more of the construction process into safer, more controlled and digitally enabled environments.
For Coppolillo, that pathway matters because the successful state and nation-wide roll-out of MMC must work for a wide spectrum of learners, including school leavers considering construction careers, existing apprentices and tradespeople building their understanding of MMC, and businesses looking to enhance traditional delivery models.
Coppolillo’s own career has been built in education settings focused on inclusion, foundational skills and applied learning, from supporting disengaged young people to workforce transition programs and migrant education. That background is visible in how she describes Melbourne Polytechnic’s role in rolling out MMC successfully.
“Polytechnics are deeply embedded in workforce delivery
through apprenticeships, traineeships and employer partnerships, with curriculum cycles designed to be reviewed and refreshed with constant industry input,” Coppolillo says.
That industry engagement happens at multiple levels, from national training package settings through to local partnerships and placements, and, increasingly, targeted program development when industry needs something not currently covered in the training suite.
Victoria’s housing delivery challenge requires structural cohesion throughout vocational education and training in the push towards efficient building and construction methods.
In solving this, MMC offers one pathway to build faster, with higher certainty of quality outputs. Yet, the first step of adoption will depend on capability, common language, and a workforce trained for integrated delivery.
That is what the Centre is trying to shape: A training pipeline that reflects how construction is changing, and a sectorwide approach that connects TAFEs, industry and the wider VET ecosystem.
“Although Polytechnics offer degree-level programs, we are not competitors to the university sector. Our distinguishing feature is applied learning. Melbourne Polytechnic for example has a deliberate orientation towards real projects and real clients, so students leave with practical capability as well as theory, which is critical in sectors such as building and construction,” Coppolillo says.
She adds that MMC is not just a productivity lever, but a structural opportunity to diversify the construction workforce.
“Because MMC shifts much of the work into offsite manufacturing facilities, it creates a more controlled, visible and often technologyenabled environment, with more flexible hours.
“That opens the door to people who might not be attracted to traditional, outdoor or remote construction sites, including more women and others who enjoy hands-on work but not conventional site-based roles.
“Construction’s future will be built not only in new factories and new regulatory settings, but in classrooms and workshops where education keeps pace with industry change.”
As construction methods evolve and standards change, clarity around prestressed and post-tensioned concrete has become essential for today’s engineers. Engineering Training Institute Australia Director, Paul Uno explains.
The question of whether to go for prestressed concrete or post-tensioned concrete is often a dilemma for those engineers who have very little knowledge of this specialised field of structural engineering.
I must admit that when I graduated from the University of Sydney back in 1976, I did not fully understand this topic even though I had one of
the leading academics in Australia, Professor Deniston Cambpell-Allen, as my lecturer in this specialised area.
It was very interesting in those days, because the engineering marketplace had two Australian Standards that addressed structural concrete. The first was AS1480, which addressed Reinforced Concrete Structures (the predecessor
to the current AS3600) and the second was AS1481, which addressed Prestressed Concrete Structures (PSC is now incorporated into AS3600).
The merger of these two documents occurred in 1988 after many complaints by the prestressing industry. They felt that PSC would be better accepted by practicing engineers if prestressed concrete and reinforced concrete were all contained within one structural concrete standard.
Today, all Standards requirements for prestressed concrete and reinforced concrete can be found in AS3600-Concrete Structures.
So, what is the difference between prestressed and posttensioned concrete?
These two terms are often referenced and quoted in many engineering fields, but there exists some confusion over their meaning.
In fact, the overall umbrella term is actually “Prestressed Concrete”, as it indicates that the concrete will be stressed at some point during its manufacture. The terms that are under the main expression are pre-tensioned and post-tensioned.
If one is manufacturing a small span hollow core floor plank, then the steel strands are placed on a long steel bed
(usually 150 metres to 180 metres long) and then tensioned.
A low slump concrete is then extruded over the strands, while steel tubes within the forming machine create the hollow voids.
Once the concrete has sufficiently hardened, the stressed strands at the ends of the long bed are then released, whereby the concrete compresses.
The 150-metre-long concrete extrusion is then cut into smaller section sizes to create prestressed precast concrete planks.
POST-TENSIONED CONCRETE
On the other hand, if an engineer wishes to produce a thinner, longer slab in a high-rise floor, then a better option than reinforced concrete is to use a post-tensioning floor system.
In this instance, the steel strands are fed into thin steel tubes called ducts (usually five strands per duct).
The premixed concrete is then placed and poured around the ducts as is done with a conventional concrete slab system. The following day after the pour, the steel strands are tensioned to about 25 per cent of their breaking load.
This is done to seal any cracks that may have occurred within the 24-hour period after concrete placement.
Three or four days later when the concrete has achieved between 22 megapascals to 25 megapascals in concrete cylinder strength, the remaining stress is applied to the
strands. The floor is now deemed to be post-tensioned.
In infrastructure works where long bridge beams are often required, prefabricated concrete box girders are placed on supports and then strands are fed through preformed openings in each of the girders. The steel strands are then posttensioned, thereby compressing all
the girders into one long element, forming the bridge structure.
For further detailed information addressing Prestressing and AS3600, a two-day design workshop, titled Prestressed Concrete Design Workshop, will be conducted on 24 and 25 March 2026 via Zoom.
Visit www.etia.net.au for more details.
Select Plant leverages its construction heritage and sustainable fleet to pivot toward regional infrastructure, supporting Australia’s shift into renewable energy and major regional projects.
The Australian infrastructure landscape is undergoing a geographic and technological shift.
As major metropolitan rail and road projects in cities such as Melbourne come to an end, a new wave of investment is flowing toward regional renewable energy zones, transmission lines, and massive Defence projects such as the AUKUS initiative – which is making South Australia the hub for building Australia’s new nuclearpowered submarines.
For equipment providers, this transition needs more than just moving gear from the city to the bush; it requires a pivot in how solutions are designed and deployed.
Select Plant, established in Australia in 2007 to provide heavy machinery, logistics, and site solutions for large construction, infrastructure, rail, and resources projects, is currently navigating this evolution.
Originally formed to support its major shareholder, Laing O’Rourke, the business has diversified into a standalone solution provider for the wider market.
Business Unit Leader Ruairi Mawn says the company’s heritage in construction is exactly what allows it to anticipate the needs of a modern site.
By drawing on 20 years of project experience, the team understands that a tier-one contractor isn't just
looking for a dry hire transaction; it is looking for a partner who can mitigate the risks of regional mobilisation.
“What that allows us to do is really understand what projects need, what customers need, and then develop solutions to support them,” Mawn says.
“We operate out of several key markets, predominantly New South Wales, Western Australia and Victoria today, but I think the market's shifting quite dramatically, and we see opportunity to expand that footprint over the next short- to medium-term.
“The benefit of the footprint we do have is it allows us to service both major metropolitan and the regional markets around those areas.”
The move into regional territory introduces unique logistical challenges. In a dense metro hub, a project footprint is small and contained. In contrast, a regional transmission line can span 500 kilometres, requiring a mobile support structure that moves with the work front.
Mawn says Select Plant has responded by deploying diverse solutions, from office and living accommodation for remote workforces to specialist rail and heavy planting equipment.
He says the company’s ability to service such varied environments stems from its internal diversity, which includes a team of subject matter experts and a fleet of 4500 assets from cranes and heavy lifting through to earthmoving and heavy plant, offices, lighting and traffic management.
By avoiding being “pigeon-holed” into a single market, the company can pivot between Defence bases, Olympic infrastructure, and renewable energy sites with agility. This capability is bolstered by an investment in the next generation of workers through apprenticeship schemes, ensuring the workforce is skilled in both traditional diesel mechanics and emerging technologies.
Mawn says sustainability has also moved from the periphery to the core of the business strategy.
Select Plant has delivered several market “firsts” in Australia, including the introduction of the first electric 250-tonne crawler crane and electric telehandlers. It also
first fully off-grid solar site compound.
However, he says capital investment is only half the battle; the industry must also overcome a “learning curve” regarding early adoption.
“What I’m most proud of, on top of the capital investment, is how the teams work with our customers,” Mawn says.
“We invested in a 250-tonne electric crawler crane, a really big asset, and we faced a challenge in the market around perception – what if it gets too far away from its power source and runs out of battery?
“So, the team took that on board and developed a portable battery
solution that allowed people to bring power to the crane should that ever eventuate.
“It’s really about identifying the investment opportunity, understanding the hesitancy or perception in terms of risk, and then coming up with solutions to allow those assets to be deployed.”
Staying ahead of these trends involves a global knowledge-sharing network. Select Plant leans on its sister company in the United Kingdom to understand which technologies are maturing and how they can be adapted for the Australian climate and safety standards.
Mawn says this global perspective helps the company remain a pioneer rather than a follower.
Looking toward the next five years, Mawn sees the 2032 Brisbane Olympics as a defining legacy for the company. He envisions a wider national footprint and a business that is front and centre in delivering the infrastructure needed for the world’s biggest sporting event.
For Mawn, the ultimate goal is to remain a partner that adds value through insight.
“Our knowledge and experience allow us to understand the challenges our customers have,” he says.
“It allows us to understand and anticipate some of the challenges they may face and to start tailoring solutions for them, supporting them on their journey, and not just being a transactional plant supplier, but actually being a partner, being a solution provider.”
Century Yuasa Batteries’ locally engineered and manufactured DC power systems provide greater control over infrastructure risk through compliant, serviceable solutions designed for Australian operating conditions.
Australia’s critical infrastructure networks operate in demanding environments. Elevated temperatures, remote sites and long service-life expectations place sustained pressure on the direct current (DC) power systems that underpin protection, control and operational continuity.
When these systems fail, the impact extends beyond equipment damage. Loss of protection and reduced system visibility can affect safety, compliance and service continuity across essential infrastructure.
As networks modernise to accommodate growing demand and increasingly complex operating conditions, expectations placed on DC infrastructure are rising. Many legacy system designs were not developed with Australian environments or long-term serviceability in mind.
Australian engineering and local manufacturing are increasingly
recognised as practical risk controls in critical infrastructure environments.
Imported systems can introduce uncertainty through extended lead times, limited configuration flexibility and reduced visibility into testing processes, complicating planning and ongoing support.
Century Yuasa Batteries’ locally engineered DC power systems provide greater control over specification, compliance and documentation.
Engineering teams remain accessible during design, testing and commissioning, allowing systems to be aligned with site conditions and network standards.
Factory acceptance testing, conducted locally in accordance with Australian Standards, provides documented assurance of configuration and readiness prior to delivery, reducing integration risk and supporting predictable commissioning outcomes.
Long-term performance depends as much on lifecycle discipline as on initial design. Correct specification, installation, maintenance and ongoing condition assessment are essential to sustaining reliability, particularly in thermally stressed or hard-toaccess sites.
Integrated local service capability supports operators throughout the lifecycle of DC systems, from design through to commissioning, maintenance and replacement.
Regular inspections and testing enable early identification of degradation and support informed asset management decisions. This is especially important for remote or unmanned sites, where failures may go undetected and response times are extended.
Infrastructure operators are also placing greater emphasis on extended autonomy, higher operating temperatures and predictable longterm performance.
Design life expectations for DC systems are increasingly aligned with broader asset life cycles, with a focus on reducing intervention frequency and supporting whole-of-life asset management strategies.
As next-generation VRLA (ValveRegulated Lead-Acid) battery technology approaches deployment, expectations around long-life standby performance and protection integrity continue to advance across increasingly complex networks. As Australia’s infrastructure networks advance, the importance of compliant, serviceable and locally supported DC power systems will continue to grow.
Systems engineered and supported locally to perform under Australian operating conditions give operators greater control over risk, compliance and long-term performance, supporting reliable critical infrastructure in increasingly demanding environments.
The Hi-Flo Next Gen bag filters have been developed with performance and sustainability in mind. Performance means long service life, low energy consumption and stable filtration efficiency throughout its lifetime.
Available in five filtration classes - ePM10 60%, ePM2,5 50%, ePM1 60%, ePM1 70%, ePM1 85%.
No signal? No problem. CSM Business and Mobility’s WorksiteOps platform bridges the site gap for infrastructure teams.
At a remote infrastructure staging area, the morning silence is broken by a delivery truck pulling into a zone where mobile signal bars have long since vanished. In most projects, this is where digital systems fail, forcing a site worker to scribble notes on a paper manifest that may not be digitised for days.
Here, however, the worker opens the WorksiteOps app on a tablet. Using Optical Character Recognition, they scan the truck’s license plate and are immediately guided through a delivery questionnaire.
They capture serial numbers and photos of the equipment, which automatically creates new records in the local app database, marking exactly where the items were dropped for the next crew.
This seamless transition from delivery to database, performed entirely without a data connection, is at the core of CSM Business and Mobility’s WorksiteOps platform.
CSM Business and Mobility, an Australian-based consulting and software implementation company, specialises in mobile-first solutions. The WorksiteOps platform is designed to solve the disconnect between high-level project planning and the reality of site execution.
“WorksiteOps is a comprehensive digital solution to streamline the management of materials, personnel, equipment, and compliance across infrastructure and construction sites,” says CSM Business and Mobility’s Robert Ward.
“It centralises fragmented processes into a unified platform, enabling real-time visibility,
accountability, and operational efficiency from site setup to project completion.
“We focus on implementation of work plans on the job site by project managers, supervisors, and workers, whereas systems that try to solve everything can lose perspective on the actual work to be done.”
While most industrial applications are built as “web-first” systems with mobile companions that require constant pings to a server, WorksiteOps is truly mobile-first.
Ward says this is critical because, as any site supervisor knows, a three-bar connection often hides frequent dropouts that result in spinning loading screens and lost data.
“By processing all logic directly on the device, the platform ensures that the work never stops, regardless of the signal,” he says.
To highlight the technical resilience, Ward refers back to the delivery truck anecdote.
Another worker, also offline, scanned a loader to perform a prestart inspection. While their device didn't yet register the morning delivery because a sync hadn't occurred, the backend platform will amalgamate activity later, based on the equipment identifiers. Meanwhile, the worker noticed an unexpected pump sitting in the staging area.
A quick OCR (Optical Character Recognition) scan of the serial number revealed it was supposed to be on the far side of the site. A single phone call prevented a project delay and stopped an emergency order for a hire replacement that wasn't actually needed.
Ward says this capability stems from putting the mobile worker at the centre of the application.
“WorksiteOps flips the script to focus on the device as the location where the app operates,” he says.
“The synchronisation engine can handle tens of thousands of records per table, across hundreds of tables. All the logic processing happens directly in the app, including updating inspections into records and reports, so that whether there is no network connection or only enough for occasional automatic updates, every sync is just keeping the backend up to date with what
WorksiteOps is digital solution to streamline the management of materials, personnel, equipment, and compliance. Image:
has happened in the field rather than relying on it to keep operating.”
Beyond connectivity, the platform introduces warehouse management principles for site materials.
In traditional financial systems, materials are often “booked” to a project upon receipt and then effectively vanish from the radar until installation. Ward says this lack of traceability is a major driver of waste and delay.
WorksiteOps restores visibility by tracking the movement of cartons, pallets, and plant across specific site locations.
“I come from a logistics background, and an issue I’ve seen is that goods or equipment are receipted against their purchase
orders on delivery to a site, and then no-one knows where they are,” Ward says.
“Global Positioning System (GPS) telemetry helps where it’s fitted onto equipment, but that still leaves a lot of untracked materials and plant.
“By using locations and container descriptors, WorksiteOps maintains visibility of goods and plant on worksites, including linkage to planned requirements, automated quality and inspection checks, and serial tracking, if required.”
He says this granular data allows project leadership to move from reactive firefighting to proactive management. At the end of the shift, the worker simply syncs their device while signing out from their shift. The project manager immediately sees a complete snapshot of the day’s progress, equipment locations, and safety issues.
Because the system is built on the Microsoft Power Platform, it offers rapid configuration, allowing businesses to tailor complex workflows to their specific needs in weeks rather than months.
“The platform is rapidly configurable to the specific processes and requirements of any given specialisation,” Ward says.
“Additionally, use of a Microsoft platform gives immediate integration with existing user ids and information technology (IT) governance, allowing a focus on maximising usefulness to the site operators rather than navigating IT setup and policies.
“WorksiteOps is truly mobile, so that site and field teams can do their work on site instead of in the office.”
Australia’s housing shortage requires more than physical labour; it demands a connected digital ecosystem to eliminate the data silos currently costing billions.
The Australian construction sector is grappling with a paradox: the demand for housing has never been higher, yet the industry’s ability to deliver is hamstrung by a persistent productivity gap.
This bottleneck is not just a lack of physical labour, but a fragmentation of data. From the first 3D render to the final handover, projects are often stalled by “clashes” – pipes hitting walls or electrical lines intersecting structural beams – that require weeks of manual review and rework.
These delays cost more than just time; they erode the thin margins of builders and push the dream of home ownership further out of reach for many Australians.
Solving this requires a shift toward lifecycle intelligence, a concept centred on ensuring that information flows seamlessly and clearly through every stage of a build, says Jay Allardyce, Chief Product Officer of Octave.
A pure-play software business recently spun out from measurement technology company Hexagon, Octave is connecting the processes
of design, construction, and operation with the aim to eliminate the friction that has historically plagued the built environment.
“Octave helps industrial clients design, build, operate and protect critical infrastructure – delivering projects faster, safer, and more efficiently,” Allardyce says.
“A tagline we like to use is 'unleashing intelligence', because our work is all about connecting disparate processes.
“This fragmentation represents one of the biggest productivity gaps I’ve seen in my 25 years in technology. It is particularly pronounced in the built environment – the industrial and construction sectors we depend on daily.”
Allardyce says the housing crisis in regions such as Melbourne is exacerbated by a silo mentality. Designers, builders, and owneroperators often work in isolation, forcing each subsequent party to spend time rectifying data and translating the work of the previous phase.
He says that for those doing the work, a connected lifecycle
is the cornerstone of progress. If information is not fractured by the various technologies supporting it, the transition from a 3D drawing to a physical structure becomes seamless.
And the impact on Australia's housing stock is direct. When projects are delivered on schedule and within budget, the overall cost of supply decreases.
Real-world applications of these technologies demonstrate the efficiency gains possible. For instance, global construction leader Sir Robert McAlpine used the iConstruct integration within the Octave OnSite portfolio to automate complex tasks such as clash detection and model federation.
This automation allows teams to manage vast datasets and meet strict client requirements without the manual bottlenecks that traditionally derail large-scale infrastructure and residential developments.
“When you design a 3D model for a building, it undergoes a massive number of change reviews before construction even begins, leading to a tremendous amount of waste in that back-and-forth,” Allardyce says.
Jay Allardyce, Chief Product O cer,
Octave
“The same issue occurs once construction is complete. During the handover to operations, the person managing the facility often has no insight into the original design intent. Furthermore, when critical events arise, whether they are security issues or risks to human life, the response is often disconnected from how the asset was designed.
“We view this integrated lifecycle as a way to ensure information flows through every step, remaining unfractured by the various technologies that support it.”
Beyond the technical hurdles, there is a human element to Australia's infrastructure challenge: the workforce. As traditional roles evolve, the industry must attract a new generation of digital-native talent.
Allardyce sees Artificial Intelligence (AI) not as a replacement for human workers, but as a tool to make the industry “cool” again.
“By marrying civil engineering with data science, the sector offers a new kind of career path – one that involves building resilient, AI-driven infrastructure rather than just manual labour.”
The shift is essential for meeting the Federal Government’s ambitious target to build 1.2 million new, welllocated homes by 2029.
Allardyce says it moves the conversation away from simply buying software and toward process re-engineering.
For major engineering, procurement, and construction (EPC) firms, where profit margins often hover between 2.5 and three per cent, this intelligence is the difference between a successful project and one mired in liquidated damages.
Construction engineering company Burns & McDonnell adopted technology pillars to ensure data is
“Octave helps industrial clients design, build, operate and protect critical infrastructure – delivering projects faster, safer, and more e ciently.”
Jay Allardyce, Chief Product Officer, Octave
created once and flows automatically throughout the project lifecycle. By eliminating siloed tools and fragmented spreadsheets, it has achieved enterprise-wide project control and real-time visibility that keeps complex projects moving.
“I believe wholeheartedly that when you bring together every component of the project lifecycle and focus on the outcome – whether that is financial impact, improved productivity, or better construction patterns – the combination of data, AI, and domain-specific context is unmatchable," Allardyce says.
“It is important to realise that while many large technology companies are building general AI models, you must
be specific to a vertical and a problem because AI is only as good as the data it can access.
“We look at this holistically across the entire value chain. This prevents the need for bespoke applications that shift the integration costs and burden onto our customers.”
He says the future of Australian housing depends on this ability to see the big picture. By treating a house or an apartment block as a living asset with a data-rich history, the industry can move past the delays and rework that have defined it for decades.
“While the housing crisis is a physical problem, the solution is rooted in digital intelligence.”
Two
Steel has long been a trusted material for bridge construction due to its high strength-to-weight ratio. This is increasingly important for longer spans, where lower dead load can lead to a more efficient structure and lower foundation costs.
In support of broader bridge design requirements, The Technical Guide: Composite Steel Road Bridges, has been developed by experienced bridge designers from the engineering firm WSP in collaboration with BlueScope and industry partners.
Comprehensive and highly visual, this guide supports the preliminary design of economical composite steel multi-girder road bridges.
Aligning with current Australian standards, the guide assists civil engineers, government departments, construction managers, quantity surveyors, and procurement professionals with early-stage planning and design.
What sets this resource apart is its clear, image-led format, featuring striking photography of steel bridges from Australia and around the world.
The guide presents span tables and example configurations in a clear and easy-to-follow layout, enabling project teams to quickly assess the suitability of steel within bridge design while referencing real-world examples.
Rob Danis, BEng (Civil), National Business Development Lead, Infrastructure – BlueScope, says the guide gives engineers a fast and reliable way to assess whether a steel bridge solution is viable for their project.
“It enables informed planning based on up-to-date Australian standards, backed by global best practice and local experience,” he says.
BlueScope offers XLERPLATE® steel plate and welded beams, as
well as REDCOR® weathering steel plate and welded beams. Both are suitable for a variety of bridge types, from short-span to long-span road bridges, as well as rail and pedestrian bridges.
This new guide replaces the original 1998 Composite Steel Road Bridges – Concepts and Design Charts published by BHP Integrated Steel. It incorporates more than two decades of acquired industry knowledge and construction practice in alignment with the requirements of the current Australian Bridge Design Code (AS/NZS 5100.6:2024).
The included charts provide a practical resource for the early-stage design of composite steel bridges with spans of up to 80 metres. They include both standard BlueScope Welded Beams and custom-made three-plate or box girders for longer spans, with options for use of REDCOR weathering steel or coated XLERPLATE steel.
This publication is intended as a starting point for fast, preliminary bridge design. While it offers a robust foundation for assessing feasibility, Danis says a qualified engineer must be engaged for detailed design and final validation.
Developed in partnership with HERA (Heavy Engineering Research Association of New Zealand), in collaboration with many industry experts, the updated Weathering Steel Design Guide for Bridges in Australia is now available.
This 2025 edition is a comprehensive update of the original 2017 guide, bringing together the applied knowledge and industry practices to support the economical design of bridges made from REDCOR weathering steel.
It collates essential guidance to assist the Australian industry with the efficient and appropriate application of REDCOR weathering steel in bridge projects. The guide also provides practical advice to achieve expected performance and planned design life for local conditions.
REDCOR weathering steel offers an additional advantage: longterm durability.
In suitable environments, a tightly adherent oxide layer or ‘patina’ develops, significantly reducing its corrosion rate compared with conventional structural steel.
When used in an appropriate environment and detailed correctly, the use of REDCOR weathering steel can lower its whole-of-life costs compared to carbon steel and concrete bridges. It can provide an attractive, very low-maintenance and economical solution, extending the scope for cost-effective steel bridges.
This new guide helps stakeholders make the most of those benefits by providing technical guidance tailored to the Australian context. It covers key considerations across design, detailing, fabrication, construction, inspection, maintenance, and rehabilitation.
“We’re seeing growing interest in the use of weathering steel for bridge projects across Australia,” Danis says. “This guide is about giving engineers the confidence and tools to design for durability, and to fully realise the performance and economic benefits REDCOR weathering steel can offer when used in the right conditions.”
REDCOR weathering steel girder bridges are a compelling choice for modern bridge design. When correctly detailed, the excellent durability of REDCOR weathering steel can reduce maintenance requirements,
resulting in cost savings over the bridge's lifespan.
“By making early-stage steel bridge design more accessible and visual, we hope this guide becomes a go-to reference for project teams across Australia,” Danis says.
“It’s a resource that allows for smarter planning and better conversations around cost, buildability and timing.”
Both of these updated resources – The Technical Guide: Composite Steel Road Bridges and the Weathering Steel Design Guide for Bridges – highlight the importance of industry collaboration.
They reflect the combined expertise and input of engineers, fabricators, civil construction companies, government departments, BlueScope and other key stakeholders across the bridge design and construction sector.
To download these guides scan here:
With dozens of public housing towers slated for redevelopment, an RMIT-led study is urging a rethink, fi nding refurbishment at Brunswick’s Barkly Street could o er faster, greener and more socially sustainable renewal.
The Victorian Government plans to demolish and redevelop 44 public housing towers across the state by 2051, but a recent report led by RMIT University has suggested alternatives should be considered case-by-case.
The report found that upgrading the Barkly Street public housing estate in Brunswick, rather than demolishing it, could deliver significant social and environmental benefits.
The tower was purpose-built in the early 1970s for elderly singles and couples.
Researchers found demolishing and rebuilding the 12-storey tower not only carried high environmental costs, but also risked disrupting nearby communities.
However, upgrading the tower’s 123 units and adding new homes on the site would deliver improvements sooner for current residents, help keep communities together and cut emissions by up to 44.5 per cent compared with demolition-andrebuild. Costs for both approaches were comparable.
Report co-author Professor Karien Dekker from RMIT’s School of Property, Construction and Project Management says the findings challenged the assumption that demolition was the only viable option.
“Demolition shouldn’t be the default when it comes to renewing public housing,” she says.
“Our findings show refurbishment, with carefully planned new homes added on site, should be properly assessed before decisions are made that force residents to move.”
With 97 per cent of residents in the Barkly Street tower being over 55, the report warns relocation could cause significant hardship for older people, disrupting support networks, potentially leading to heightened stress and health impacts.
Researchers interviewed 12 residents and ten experts from Homes Victoria, Housing Choices
Australia, Merri-bek City Council and other relevant organisations.
Building on earlier work with architects from OFFICE, alternative estate redevelopment options that retain and refurbish the existing tower were prepared and tested using environmental modelling, construction costings and spatial analysis.
They found upgrading the tower, while adding carefully placed new homes on the site, could deliver better outcomes for residents by avoiding the need to move people out of their homes.
Report co-author, Dr Ben Milbourne, from RMIT’s School of Architecture and Urban Design says he was not aware of similarly detailed, publicly available, sitespecific assessments for Victoria’s other public housing estates.
“Our aim was to put practical options on the table, with the numbers and the design work alongside what residents told us they need,” Milbourne says.
“This kind of assessment should be the starting point for all public housing sites, before any decisions are locked in.”
Other recommendations included involving residents early and throughout planning and design, measuring the risk of rehousing by aiming for staged works, and building climate and circular economy goals into decisions.
Dekker says targeted investment in retrofit and decarbonisation training for trades and contractors can help grow local capacity while the renewal program scales up.
“Retrofit-led renewal can support the workforce by creating local jobs in upgrades and maintenance, building skills in low-carbon refurbishment,” she says.
The researchers called for the Victorian Government to independently test and publish site-by-site evidence on renewal options before committing to demolish the towers.
As bushfire seasons continue to grow in intensity, the question of how public buildings protect occupants from smoke is becoming a core concern for facility managers responsible for hospitals, schools and other publicly used assets.
During bushfire season, air quality becomes a major area of concern for public health. Smokey conditions lead to higher numbers of emergency department presentations for asthma and other respiratory issues and can affect people in a wider geographical area than the fires themselves.
Philipp Schluter, Sustainability and Efficiency Specialist at Camfil, says that the greatest opportunity for reducing the health impacts of smoke lies indoors – where filtration, ventilation and preparedness can limit exposure to harmful particles.
“The challenge of keeping indoor air quality at a healthy level is both urgent and solvable,” Schluter says.
"Camfil has been an air quality solutions provider since 1963, and prides itself on delivering high-quality filtration solutions for both commercial and industrial applications.
“Air pollution, particularly indoor air pollution, is probably the most critical epidemiological challenge that faces us today.”
Bushfire smoke is predominantly fine particulate matter, particularly particles smaller than 2.5 micrometres (PM2.5), generated through combustion. These particles can penetrate deep into the lungs and bloodstream, triggering respiratory and cardiovascular issues.
Schluter says the health impacts are visible in emergency departments during major fire seasons, and cites Victorian data from January 2020, when emergency presentations for asthma rose sharply during sustained smoke exposure cause by bushfires across the state.
“Emergency department presentations experienced an increase of around 125 per cent in that week,” he says. “That is compared with a previous bushfireseason average of 3.3 asthma cases per 100,000 presentations, and a general average of about 1.7 per 100,000.”
Similar findings have been reported internationally. A Canadian study found that even small increases in smoke exposure could produce large rises in asthma presentations, before levelling off as exposure continued.
“These presentations are very easy to measure, and asthma is directly linked to particulate matter,” Schluter says.
“There is immediate causality.”
While the people directly affected by fire fronts face the greatest danger, Schluter says the broader public health burden often comes from smoke travelling hundreds of kilometres into major cities.
“To put this into perspective, 24 hours of PM2.5 exposure of 22 micrograms per cubic metre (μg/m3) has an equivalent health impact to smoking one cigarette.
"In Melbourne, PM2.5 levels reached over 300 μg/m3 during the 2019-20 summer. In the bushfire-affected region of Gippsland, they reached over 500."
For facilities managers responsible for hospitals, schools, libraries and sports centres, bushfire season presents a distinct risk profile. These buildings often house vulnerable populations and remain operational when outdoor conditions deteriorate.
Yet in many parts of Australia, indoor air filtration has historically received little attention, Schluter says.
“Where does that leave the general public?” he asks. “The public ought to have spaces where they can go during bushfire season where the air quality is genuinely safe.”
In commercial office towers, highperformance filtration is increasingly common, driven by sustainability ratings and tenant expectations. In public infrastructure, however, standards vary widely.
Schluter explains that tier one companies invest in quality filtration to achieve high air quality ratings, as required for example by the WELL building standard.
“But the bulk of the population does not work in those buildings.”
He says schools present a particular challenge. Many classrooms rely on natural ventilation through open windows, a strategy that fails during smoke events.
“You can imagine the effect of opening a window during a bushfire,” he says. “So, the windows stay shut, you have 30 children in a room, and the air quality deteriorates very quickly. If a child is suffering from asthma or constantly sneezing, how are they going to concentrate?
“Learning outcomes improve when air quality improves.”
FILTRATION AS A PRACTICAL CONTROL
Despite the scale of the problem, Schluter says that particulate pollution is among the easiest environmental risks to control.
“The answer is simply to filter the air,” he says. “You take the nasties out.”
In mechanically ventilated buildings, upgrading filtration often requires minimal modification. Modern highefficiency filters capable of capturing PM2.5 and smaller particles are increasingly energy efficient, reducing the historical trade-off between air quality and operating costs.
“When people hear ‘better filtration’, they think more energy, more capital, more maintenance,” Schluter says. “In reality, for most buildings, upgrades
are minimal and the benefits are massive and immediate.”
Proactive preparation also matters. Facilities in high-risk regions can maintain reserve filter stocks, adjust filtration strategies during forecast heatwaves, and incorporate activated carbon filters to manage volatile organic compounds present in bushfire smoke.
“There are ways to ready a building before an event occurs,” Schluter says. “If bushfires are coming, there is no reason not to prepare.”
New regulatory frameworks are also reshaping expectations for building readiness. Australia’s Sustainability Reporting Standards now require large organisations to report on preparedness for climaterelated disasters, including bushfires and dust events.
While bushfire season creates acute risks, Schluter says the greatest gains come from treating filtration as a permanent infrastructure investment rather than a seasonal response.
Cost-benefit analysis has found it is more economical to leave upgraded filters permanently installed rather than swapping them only during emergencies.
“You get cleaner air all year, and you avoid the labour and risk of changing filters in a rush,” Schluter says.
Additionally, using upgraded filters year round delivers greater health risk mitigation.
Asthma remains the most common childhood disease in Australia and the leading cause of school absences.
“A year-round control of particulate matter is preferable to an off-thecuff response, but even short-term preparation makes a difference.”
Queensland has already moved in this direction. Under the state’s school building program, air-conditioned classrooms are required to include mechanically ventilated, filtered fresh air intakes. Schluter says the results have been strong, both during smoke events and throughout the COVID-19 pandemic.
For facilities managers, the implications are clear. As bushfire risk intensifies, indoor air quality is no longer a secondary environmental consideration, but a core element of asset resilience, occupant safety and regulatory compliance.
“What is missing is the will to act,” Schluter says. “It is only three weeks a year when air quality is terrible, so people just say they will live with it. But for many, it is life-threatening.
“In public infrastructure, where buildings serve as refuges as well as workplaces, the case for action is becoming harder to ignore.”
As a leading provider of air quality control and filtration solutions, Camfil can help facility managers ensure that their buildings are safe and protected from harmful outside conditions.
Australia’s rail freight sector is confronting a decisive moment as rising road competitiveness, strained network productivity and confl icting decarbonisation signals erode rail’s market share.
The rail freight sector’s urgent need for structural reform, targeted investment and clearer policy alignment was highlighted by industry leaders at the AusRAIL PLUS 2025 conference in Melbourne.
A panel moderated by Georgia Nicholls, General Manager of Rail Freight and Heavy Haul at the Australasian Railway Association (ARA), brought together Melissa Horne, Victorian Minister for Ports and Freight; Geoff Smith, Managing Director of SCT Group; Brett Grehan, Chief Executive Officer of Pacific National Group; and Peter Thomas, Regional Senior Vice President ANZ/ SEA at Wabtec.
Panellists agreed that to bolster rail’s share of the freight market, the industry needs to restore reliability, unlock longer and more efficient trains, and ensure emissions policy supports – rather than undermines –the lowest carbon freight mode.
LOSING GROUND
All rail operators on the panel were clear – rail is losing market share to road across almost every
corridor in Australia, and the trend is accelerating. Smith said the pattern is no longer confined to long-haul interstate routes.
“I cannot really think of any corridors in which we are not losing market share to road,” Smith said.
“On port shuttles we have absolutely lost the productivity advantage we once had. On interstate corridors we have had no productivity advantage for the past ten years.”
He pointed to a structural shift in the competitiveness gap. Over the past decade, rail input costs have risen by about three per cent each year through track access and other charges, while operating costs for high productivity trucks have fallen.
“We have seen around a 35 per cent swing in cost competitiveness towards road,” Smith said.
“Road is now cheaper than us on a 1700-kilometre corridor. I cannot think of any other jurisdiction in the world where that is the case.”
Grehan reinforced that freight customers choose based on cost, speed and reliability. Rail’s challenge is that its competitiveness in all three
is constrained by network condition, train length limits and temporary speed restrictions.
“If we want to be competitive, it is about reliability, it is about speed, and it is about productivity,” Grehan said.
“To get there we need to invest in the existing network. We need fewer temporary speed restrictions, and we need longer trains. In parts of the existing network, you can only run 715-metre trains. That is not a very productive train.”
He added that climate and resilience risks are compounding the problem. Washaways and weatherrelated closures are increasing, making reliability less predictable on some key corridors.
Horne said that decarbonisation may ultimately be the most powerful lever shifting freight from road to rail with industry already changing the way it evaluates emissions.
“Scope three emissions reporting is starting to shift the dial,” Horne said.
“Decarbonisation will be the piece that shifts more freight onto rail.”
However, operators warned that current policy settings risk driving the opposite outcome. Grehan said the Safeguard Mechanism is distorting the market. The Safeguard Mechanism requires Australia’s highest greenhouse gas-emitting facilities to reduce their emissions to meet a baseline designed to help Australia meet its emission reduction targets. Emitters that exceed their baseline face significant financial penalties.
“Last year I paid $3 million in Safeguard,” Grehan said.
“There is only one truck company in the country on Safeguard. All it is doing is pushing freight from the lowest carbon mode to the highest carbon mode. It is just crazy.”
Smith agreed, likening it to “subsidising a coal power station and taxing a wind farm”.
“The objective should be to reduce emissions, and the way it is structured at the moment, it does not.”
Thomas added that decarbonising locomotives is technically challenging and will take time. Wabtec has delivered Australia’s first battery electric locomotives, but Thomas emphasised that the supporting infrastructure does not yet exist.
“You are literally going to suck all the power out of the grid to try and charge them,” he said.
In the meantime, incremental improvements can deliver significant gains. Technologies such as automated engine optimisation, e-turbo systems and improved diagnostics are already reducing emissions from existing fleets.
“You can get about 30 to 35 per cent fuel savings versus a 2005 baseline,” Thomas said.
Australia’s unique loading gauge poses another barrier. Grehan noted that new locomotive designs cannot simply be imported.
“We cannot bring an off-the-shelf locomotive from the United States, for example, into Australia to run on the East Coast. It just doesn’t fit,” he said.
“You have to re-engineer the entire locomotive to work on the network.”
Nicholls raised the central policy question. How can Australia achieve competitive neutrality between road and rail when pricing, access and productivity settings diverge so sharply?
Smith said that the current system pushes too much freight onto roads without requiring truck freight organisations to cover the cost of the wear they impose.
“The more weight they put onto the road system, the more damage to the roads, and they don’t pay for that,” he said.
“The road system is not set up as a profit and loss, where you pay for the road you use. We are.”
He said the result is a distortion where high productivity vehicles gain continuous productivity improvements, while rail faces rising fixed costs and network constraints.
Grehan outlined three actions governments could take.
“Continue to invest in improving track infrastructure, and make sure trucks are paying their full whack on congestion and road damage,” he said.
“And, do not add cost to the rail industry. There are a bunch of things adding cost that make us less competitive.”
Horne said state governments have a role in providing certainty and aligning transport policy with freight efficiency.
“We have invested $470 million in rail freight over the past three years, which has seen more freight move through our ports than ever before,” she said.
She pointed to Victoria’s voluntary port pricing model, now adopted nationally, as one example of how regulatory settings can improve certainty across the supply chain.
Smith emphasised that investment must be targeted.
“We have got to spend money in the right areas. If we could run 2.6-kilometre trains to Brisbane today, we would have the productivity advantage that Inland Rail promises. But the existing network constraints prevent it,” he said.
Thomas cautioned that new technologies must be introduced without overburdening operators.
“We need to make sure we do not create unnecessary cost. Rail is already safer, more productive and far less carbon-emitting than road. We need to build on that without adding barriers.
The panel finished with a shared message; rail freight can deliver major national benefits, but only if Australia tackles the structural imbalance with road, invests in productivity-focused upgrades, and creates policy settings that support decarbonisation rather than penalise it.
As Nicholls noted, the urgency is clear. Volumes are declining, expectations are rising and the need for a competitive, low carbon freight network has never been greater.
The Metro Tunnel is a city-shaping project representing the beginning of a larger public transport transformation. Graham Currie, the Professor of Public Transport at Monash University, explains.
The opening of any major rail line represents a shift in a city’s function, but the launch of Melbourne’s Metro Tunnel in December 2025 carried a significance far exceeding its ninekilometre length.
First conceived nearly two decades ago, the tunnel is not just a piece of connecting infrastructure; it’s a sign of changing attitudes to long-term planning – where the city is committed to thinking big enough to meet its 21st-century growth trajectory.
For Graham Currie, Director of Monash Universities Public Transport Research Group, and one of the project’s earliest conceptual champions, the tunnel is a symbol of long-term vision and a hard-won victory for advocates who believed only a monumental project could save the city from creeping gridlock.
The idea emerged from Monash research commissioned in 2005. At that time, Melbourne’s suburban rail lines fed into a choked, single artery – the City Loop – which operated as a constraint on the entire network’s capacity. Any small delay multiplied, stressing the entire system. Addressing this required a solution that went beyond incremental upgrades.
“Previous thinking on Melbourne’s future public transport was just too small-scale for the problems Melbourne was facing in its future,” Currie says.
The original concept, then called the North-South Underground Project, was designed to bypass the City Loop bottleneck, connect the two largest
railway groups, and unlock capacity for future growth.
Currie says the ensuing two decades were a marathon of political persuasion and financial commitment.
“As a democracy, the process of committing billions to infrastructure is rarely swift,” he says. “It takes time to persuade people. That’s the hard job. You can persuade engineers and planners about the solutions, but it’s about the public and huge amounts of money to invest.”
Currie says that the project targets the 80-20 rule, concentrating investment in a small central area to yield an outsized benefit for most travellers.
He estimates that all the problems identified in 2005 – from congestion to constrained access – worsened over the subsequent years, making the rationale for the tunnel clearer.
The infrastructure itself has evolved beyond the original plan. The new underground rail line doubles Melbourne’s underground network, improving city-wide transit with five new stations – Arden, Parkville, State Library, Town Hall and Anzac. It also links key precincts such as the Melbourne biomedical precinct and botanical gardens with direct rail access for the first time.
More than 7000 people were employed during construction. The final design integrates High Capacity Signalling (HCS) and the new High Capacity Metro Trains (HCMT) –seven-car trains designed to be easily expandable to ten cars – which will exponentially increase throughput.
Currie says this is the investment Melbourne needs, as planning forecasts indicate the city is set to rival the size of London today (about nine million) by 2050.
The enthusiasm surrounding the tunnel’s opening was palpable, driven not only by its function but also by its aesthetics. Each station
uses materials and designs to echo its surroundings. State Library and Town Hall stations feature 10-metrehigh arched ceilings giving them a cathedral-like feel.
Currie praises the new stations as “gorgeous infrastructure," that instils a belief in the public that Melbourne can deliver world-class projects.
However, the Metro Tunnel is not an end point. Currie says the conversation for the infrastructure sector and government must now shift to what happens next – ensuring that the tunnel project is capitalised upon to create an integrated public transport city.
He says Melbourne needs to consolidate its rail vision with a Metro Tunnel 2, or similar capacity expansion, potentially through key development corridors. Fisherman’s Bend, an area with immense growth potential but poor current access, is an ideal candidate for such an extension.
Secondly, the city must protect its hidden resource: the tram network.
Melbourne holds the title of operating the world’s largest
tram network, a distinction that is hindering its efficiency. Currie says the next phase of tram infrastructure investment must focus on taking trams out of mixed car traffic.
He says this will require significant, and potentially controversial, solutions, but it is necessary to protect the system.
“Melbourne has one of the best tram systems in the world, but we're not really protecting the trams enough," he says.
“We need significant solutions to take the trams out of traffic. That will be hard, but if we progressively do it over time, in 10 years’ time, we'll have a much better tram system.”
Finally, he says the network requires an overhaul of its neglected bus services, particularly in the middle and outer suburbs.
“These areas often lack frequent, high-quality, and connected public transport, forcing a reliance on private vehicles, which then fuels the congestion that the tunnel was designed to alleviate,” Currie says.
“As congestion intensifies and the parking problem grows in the middle ring, the social and economic cost of car dependency is becoming impossible to ignore. The only sustainable solution lies in a continuous, multi-modal commitment to public transport that extends well beyond the CBD. The Metro Tunnel has demonstrated what can be achieved with genuine long-term vision.
“The only way forward, is to have good quality public transport and spread it around Melbourne in a more equitable way.”
work signals a shift in how infrastructure can be monitored.
“We’re not taking anything more than the smartphones are taking already,” Fang says.
“Basically, the accelerometer in your phone can be excited by the vibration going over a bump on the road. So, when you feel the vibration from the bump, the phone also senses it, and it’s captured by the accelerometer. At the same time, we are recording GPS readings to pinpoint the location of that roughness.
“We also use another sensor called a gyroscope to gives us the orientation of the phone. We need that data to make a correction, because people mount their phones in different ways.”
Raw signals, however, are messy. That is where artificial intelligence (AI) comes in.
“You can probably imagine the direct measurement of the acceleration from the phones is not super accurate,” Fang says.
“In order to take advantage of the less expensive, less accurate sensors, we need to aggregate the measurement data from multiple sources. That’s why we call this a crowdsourcing method.
“A single user input at a single point in the road network is not going to give us desirable results. But if we deploy the method across cars running on the road on a daily basis, we can have a good amount of data for certain parts of the road.
“The role of our deep learning model is to make sense of this different data and minimise the error. Eventually it calculates a reliable roughness index, which is the International Roughness Index.”
A critical test of the model has been whether it can cope with the messy reality of traffic: different vehicles, different speeds, different phone mounts. Fang says the system is designed to learn from all of it.
“The type of mounting people use for their smartphones is one of the variables or inputs to our deep learning model,” he says.
“When we train the model, we train it with measurements from different types of vehicles and mounts. We
also take into consideration the vehicle characteristics, more on the suspension side – so hard suspension, soft suspension.”
To gather that training data, the team turned to students.
“We did that for three months, with the help of our student volunteers, and collected a good amount of data,” Fang says.
Even with preparation, there were challenges.
“The biggest surprise I would say is the behaviour of the user,” says Fang. “There were some challenges in terms of people forgetting to start the application before they got on their trip, and some variabilities in GPS accuracy. Other than that, it was pretty much what we expected.”
In a published trial, Fang’s model achieved an R-squared value of 0.79 when compared with professional survey vehicles. That accuracy may not be enough to replace laser trucks –but replacement was never the goal.
“This is not a replacement for the survey vehicles,” Fang says.
“It really depends on how people interpret and use this data in combination with the survey vehicle. The idea is to fill the gaps, either in terms of coverage of the network, or when people can only do surveys once or twice a year. This can fill the gap in terms of frequency. It has to integrate with the road agencies’ maintenance strategy in order to say whether this is enough or not.”
If adopted at scale, Fang believes the system could reshape maintenance strategies.
“The biggest benefit I would say is to help inform the road agencies about how they would allocate their resources in terms of repair and upgrade,” he says.
“Potholes come in different severities, and they also happen in different locations. There are certain locations that may cause more significant issues than others. If the smartphone can resemble how people feel when they drive, and based on that data it shows this part of the road has a more significant problem, then this directly speaks to how urgently they need to fix the problem.
"That’s a gain for the whole public.”
The prospect of a citywide “road health map” depends on scale. Fang sees two pathways: engaging the general public, or leveraging service fleets.
“It’s a crowdsourcing approach, right? So how would we engage the public, the general road users, to get on board? Usually there are a few ways. One is to have some kind of incentive – direct payment or credit – to people who contribute the data from their phones. The other is not a money incentive but through gamification, like people use Waze to report where the cops are. That’s a part of the next step, once we have tackled the technical barriers,” he says.
Fleet vehicles may be even more powerful.
“Garbage trucks, buses – they operate on fixed routes, so we know exactly which part of the road network they will cover. It’s much more controlled compared to the general public. We know that there are some applications in New South Wales already working with garbage trucks, but they use a different approach,” Fang says.
With climate change putting new stress on road networks, responsiveness is critical. Fang said the system is well suited to capturing sudden changes. “As long as there are people driving on the road, there
will be new data coming in reflecting what’s happening,” he says.
“No matter whether it’s caused by flood, or heat, or a super heavy vehicle, we definitely see this fills that gap in terms of responsiveness.”
Limitations remain
“One of them is the precision of GPS, because we can only leverage the GPS sensors on smartphones,” Fang says.
“They usually give us around five to ten metres of accuracy. That’s usually not a big problem, but the more accurate the GPS, the better our model will perform. We also found the
sweet spot is 40 to 60 kilometres per hour for vehicle speed. Anything outside that range, we need to take the error into consideration.”
Any system built on location data raises questions of privacy. Fang says that strong safeguards are already in place.
“We have gone through pretty stringent privacy protocols, so no identifiable information will be stored or uploaded to our server. It’s only the GPS and accelerometer data, and eventually the reporting will be only the aggregated results. We’re trying to minimise intrusion
“The biggest benefit I would say is to help inform the road agencies about how they would allocate their resources in terms of repair and upgrade.”
Dr Yihai Fang, Senior Lecturer in Civil and Environmental Engineering at Monash University
of privacy and sensitivity,” he says. Public trust, he adds, is essential.
“The mindset of contributing data, of being tracked, is always a challenge. But I think people have to be open minded. We’re already sharing a lot of data, consciously or not, and if sharing data is going to benefit the public good, then that’s a good way,” Fang says.
For Fang, the next step is to work with governments and agencies to move from pilot studies to scaled deployment.
Looking further ahead, he sees connected and electric vehicles themselves taking over from phones.
“With the increasing number of connected vehicles, they’re equipped with better sensors and better connectivity. There will be a time when we don’t really need to use smartphones if we can tap into the sensor data from those more advanced cars,” he says.
“We are moving towards a time where people are more open to sharing data. If that can contribute to better roads through some kind of incentive, with basically minimum effort, that will greatly encourage the take-up. With vehicles, you don’t even need to launch the application on a smartphone – it can all be done in the background automatically.”
From pothole to planning, the Monash team’s work signals a shift in how infrastructure can be monitored: faster, cheaper, and closer to the lived experience of drivers.
If scaled, the result could be a road network that listens – and responds –in real time.
Australia’s rail sector is entering a pivotal phase as new interoperability requirements, a strengthened national standards framework, and more collaborative regulatory integration reshapes networks.
The urgent need for harmonised digital systems, clearer investment direction and stronger safety interfaces across major rail projects and daily operations took centre stage at AusRAIL PLUS 2025.
A panel discussion at the national conference, held in Melbourne in November, revealed both the scale of the challenge and the shared commitment to delivering safer, more consistent and more productive rail networks across Australia and New Zealand.
Led by Carolyn Walsh, Chair of the National Transport Commission (NTC), the Rail Safety panel brought together senior leaders from across Australia and New Zealand to unpack the growing pressures, opportunities and reforms shaping safety regulation, standards and interoperability.
Joining Walsh were Alan Fedda, Chief Executive Officer of the Australian Rail Industry Standards Organisation (ARISO, formerly RISSB); Natalie Pelham, Chief Executive Officer of the Office of the National
Rail Safety Regulator (ONRSR); Gini Welch, Head of Rail Safety Regulation at Waka Kotahi NZ Transport Agency; and Huw Bridges, Chief Safety and Assurance Officer at Transdev ANZ.
Walsh opened by setting a clear tone. “None of us are here with any social licence until people have confidence in the safety of our system,” she said.
Australia is preparing for one of its most consequential rail reforms in years. Following a review of the Rail Safety National Law and ministerial decisions made in 2025, operators will be required to incorporate interoperability planning into their safety management systems. Pelham explained that this is not a mandate to become interoperable, but rather a requirement to be ready.
“The regulation requires rail operators to have system interoperability management plans as part of their safety management,” Pelham said. “It is a requirement to have those systems and processes in
place if and when an interoperability issue comes up.”
The new regulation has begun taking effect from 1 November 2025 in a transitional phase that will last until 1 March 2026, with ONRSR releasing detailed guidelines following consultation with NTC and industry. Ministers are also defining what will constitute the National Network for interoperability, a key step before digital integration.
Panellists said that perhaps the most significant policy shift is the decision to mandate the European Train Control System (ETCS) as the nationally interoperable digital signalling pathway for the designated network.
Walsh noted that this requires both new standards and new institutional arrangements, with a major package of legislative changes expected to go to ministers in 2026.
Pelham stressed that interoperability is not a trade-off between productivity and safety. “There are productivity benefits, but there are also safety benefits,” she said.
“For me as a safety regulator, I am primarily going to be focused on making sure that risks are managed. But I still think you can build productive solutions or interoperable solutions that do that.”
From an operator perspective, Bridges said that harmonisation is a direct boost to safety. “We are loading the human up with a lot of difficult, complex decisions,” he said.
“Harmonisation means simplification, which means we lessen the task on the human at the front end of this industry.”
With interoperability reforms progressing, the standards that underpin the next generation of signalling, interfaces and operational processes are also being rebuilt. In August, ministers asked the Rail Industry Safety Standards Board (RISSB) to transform into a stronger
national standards body capable of delivering a new three tier framework and higher adoption rates.
Fedda explained that RISSB, now ASIRO, is establishing a new technical organisation, pending member approval.
“We need to build a new standards body for the rail industry that has the skill, capability and the resources to genuinely draft standards of a high quality,” he said.
“It is not just a name change. It is really changing the processes and the way we develop standards.”
A new framework will prioritise national standards, focusing on consistency, skilled worker mobility, and improved productivity.
Fedda noted that industry adoption of new standards has historically been uneven, often due to funding and capability barriers. The new organisation will therefore take a more collaborative and nationally driven approach, including exploring how standards could become more accessible.
“Access to standards is really important, but we have to get it right in the first place and fund the organisation properly,” he said.
New Zealand’s perspective was also explored. Welch described the collaborative model used for the City Rail Link in Auckland, where the regulator, operator and access provider work together on early safety case integration.
“When we get together as the industry, the answers are in the room,” she said.
“We either start making some decisions and get really clear on what is important, or somebody else will make the decisions for us.”
The panel also examined the growing complexity of major rail projects and the regulatory integration required for day one operations. Pelham highlighted learnings from the Melbourne Metro Tunnel, emphasising the need for early clarity around contractual arrangements and accreditation responsibilities.
“There is a lot of back and forth between the builder and eventual operator,” she said.
ONRSR works from what Pelham calls a paper train, a program of activities that maps every step required to reach first passenger service. Regular meetings between ONRSR, Metro Trains Melbourne (MTM), the development group and the contractor helped ensure alignment.
The session made clear that Australia and New Zealand are entering a decisive period for rail reform. Interoperability, harmonised standards and collaborative project delivery will shape safety outcomes for decades to come.
Walsh concluded that safety is the foundation of rail’s social licence and ensuring that systems, technology and institutions evolve in step with operational and passenger expectations will remain central to the industry’s future.
CST Composites’ precision engineering and innovation set a new standard in Olympic sailing, scoring the company a Project of the Year accolade at the 2024 Endeavour Awards.
Sydney-based CST Composites’ Endeavour Awards win in 2024 marked a major achievement for the manufacturer, recognising its investment of resources and expertise into innovation.
CST specialises in highperformance carbon fibre components for marine, aerospace, and specialty industrial sectors, with a focus on precisionengineered solutions that combine material science with rigorous research and development. The company’s innovations support both professional and competitive sailing, producing components that enhance consistency, durability, and performance for demanding applications.
The award-winning project that secured CST this recognition centred on a high-performance carbon fibre mast developed for Olympic sailing classes.
Glenn MacPherson, manager of Strategy and Finance at CST, explained the challenge.
“Even within the allowable specifications, sailors could
experience differences in performance between masts,” MacPherson says.
“That gives a competitive advantage to those with more resources to trial multiple masts. Our goal was to remove that variability and create a consistent, high-quality product that levels the playing field.”
The project addressed two key technical issues. First, the raw carbon fibre tow, impregnated with epoxy resin, often had inconsistencies in resin saturation and fibre bandwidth. Second, these variations could translate into unpredictable strength, dimensions and surface finish once the mast was fabricated.
CST’s solution combined proprietary resins, carefully selected fibres, bespoke machinery and a specialised closed-loop software system that monitors tensions, resin impregnation and fibre bandwidth in real time, ensuring uniformity along the entire mast.
“The sailing bodies were reassured that our masts offered consistent performance across all units,” MacPherson says.
“That enabled us to secure the contract to supply masts for several Olympic sailing classes.”
The project also integrated the needs of competitive sailing regulations. Olympic sailing bodies enforce strict specifications on mast shape and performance, and CST’s approach guarantees both compliance and fairness, ensuring that all competitors operate on a level playing field.
Beyond the technical achievement, CST’s Endeavour Award recognition reflects the company’s broader history of excellence. The business previously entered the awards, winning an international supply chain award in 2018 for operational efficiency and reliability. For a relatively small Sydney-based operation, such accolades are highly significant.
“It’s a real honour for us,” MacPherson says.
“For a small team, these projects require a huge investment of resources and expertise. Recognition at an industry level validates that effort and gives us incentive to keep pushing our research and development.”
Looking ahead, CST is preparing to attend the 2026 Endeavour Awards once again as a nominee. The event celebrates innovation and achievement across Australian business and industry, highlighting projects that deliver tangible impact through technological advancement, sustainability, or process improvement.
“It’s always exciting to see who wins each award and meet others in the industry,” MacPherson says.
“As a small company, we don’t often attend large events, so this is a valuable chance to connect and share knowledge with similar organisations.”
The awards also provide a platform for CST to reflect on its work in the wider industry context.
“Winning isn’t just about recognition; it’s about measuring ourselves against peers, seeing where we can innovate further, and understanding the impact of our research and development,” MacPherson says.
“It reinforces that our approach –combining material science, precision
engineering, and process control – is making a meaningful difference.”
For CST Composites, the 2024 award highlights both a specific project and the company’s enduring commitment to innovation. With a focus on high-performance materials, rigorous testing, and thoughtful application, CST continues to deliver solutions that not only meet industry standards but also set new benchmarks for quality and consistency.
The 2026 Endeavour Awards promise another stage for recognition and engagement, providing CST with an opportunity to network with peers, showcase its innovations, and continue influencing standards across high-performance composite manufacturing.
For companies like CST Composites, the awards offer more than accolades – they provide a space to connect with peers, explore emerging technologies, and share best practice across sectors.
As the awards continue to highlight groundbreaking projects, they underscore the scale of innovation happening across the country, encouraging collaboration and investment in solutions that have both local and global impact.
The 2026 Endeavour Awards are set to take place in Brisbane on 13 May. To secure tickets, visit endeavourawards.com.au/attend
The National Transport Commission has opened consultation on proposed changes to the Rail Safety National Law, marking a pivotal step in national e orts to improve interoperability, safety, and productivity across the rail network
Australia’s rail industry is in the middle of a once-in-ageneration transformation. As the sector moves toward a more digital future, the National Transport Commission (NTC) is helping to shape the next steps by delivering recommendations from its review of the Rail Safety National Law –including legislative changes aimed at making rail safer, more competitive and more sustainable.
The targeted review was completed in 2024, at the request of Australia’s infrastructure and transport ministers. While it found the law has been operating effectively to support safety, it also identified opportunities to do more to improve interoperability and strengthen transparency and accountability.
The review made 24 recommendations, including 12 proposed legislative changes,
endorsed by transport ministers, to better align safety and productivity outcomes, promote innovation and interoperability, and address barriers in areas such as technology approvals and skills.
“Legislation is one of the most powerful tools we have to improve interoperability in rail,” says NTC Chief Executive Officer Michael Hopkins. “Government action is needed where the market falls short, particularly when it comes to limited interoperability and barriers to sharing information.
“While the Rail Safety National Law wasn’t originally designed with interoperability in mind, it’s uniquely placed to ensure consistency and drive national rail reform across every jurisdiction.”
Rail interoperability is a National Cabinet priority to meet growing transport demand, reduce road
congestion, strengthen local manufacturing, and help Australia transition to net zero emissions.
The proposed legislative changes support broader reforms being progressed through the National Rail Action Plan, a four-year initiative led by the NTC with governments and industry to lift rail safety and efficiency by reducing differences between networks and getting railways to operate as a single national system.
This includes the landmark reforms endorsed by ministers in August 2025 to have the European Train Control System (ETCS) as the digital signalling standard for the National Network for Interoperability (NNI), and a strengthened role for the Rail Industry Safety and Standards Board – now the Australian Rail Industry Standards Organisation (ARISO) – as
the industry-led body responsible for setting rail standards.
“The Rail Safety National Law review also highlighted the need for greater transparency and accountability,” Hopkins says, adding that confidentiality, access, and consultation barriers were found to be hindering collaboration and safety promotion.
The proposed amendments aim to clarify information-sharing powers, strengthen the Office of the National Rail Safety Regulator’s (ONRSR) oversight, and support a more cohesive and efficient national rail system.
Taking those recommendations forward, the National Transport
Commission (NTC) has now released a Consultation Regulation Impact Statement (C-RIS).
The C-RIS does not assume a one-size-fits-all solution but assesses a range of regulatory options, from non-legislative measures through to more prescriptive law changes, says Hopkins.
“It favours a flexible, pragmatic approach. The goal being to implement the least intrusive option that still delivers net benefits. That means carefully balancing safety, productivity and cost impacts, while expanding ONRSR’s role in oversight, coordination and information sharing.”
The proposed reforms aim
to embed interoperability and greater transparency directly into the law, establish governance arrangements to support longterm change, reduce operational costs, clarify responsibilities, and strengthen interface agreements, and ultimately, enable better safety outcomes across the rail sector.
Both the RSNL Review and the C-RIS have been shaped by extensive consultation with industry and stakeholders. With the release of the C-RIS, a formal 12-week public consultation period is now underway including virtual briefings and opportunities for written submissions.
Feedback gathered during the consultation will inform the development of a Decision Regulation Impact Statement (D-RIS), which is expected to be presented to Infrastructure and Transport Ministers later in 2026.
Once approved, drafting of the new laws begin, marking the next major step in Australia’s rail safety and interoperability reform journey.
A copy of the C-RIS can be found at www.ntc.gov.au/project/rail-safetynational-law.
Consultation is now open. The closing date for submissions is Monday 4 May 2026.
To find out more about the National Rail Action Plan visit the NTC website www.ntc. gov.au/transport-reform/ national-rail-action-plan
The proposed legislative changes support reducing di erences between networks and getting railways to operate as a single national system. Image: FiledIMAGE/shutterstock.com
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Governments can save billions with longer-term planning pipelines, Dr Jonathan Spear, Chief Executive O cer, Infrastructure Victoria, explains
With the recent opening of the Melbourne Metro and West Gate Tunnel projects, and more than 60 per cent of the Big Build now delivered, Victoria’s infrastructure spend over the short to medium term is predicted to decrease.
Rising debt levels and high material and labour costs make it crucial for governments to carefully prioritise and deliver new infrastructure.
We tabled Victoria’s infrastructure strategy 2025–2055 in the Victorian Parliament in November 2025. It provides all members of Parliament and all Victorians with a practical roadmap for infrastructure investment and policy action.
It also reveals big opportunities to reduce the cost of infrastructure delivery over the next decade. Adopting longer-term planning pipelines and wider use of digital technologies can help government make big savings in infrastructure planning.
Government can also find smarter and more efficient ways to use existing infrastructure and maintain its assets. This can boost
sustainability and improve social equity through better access to infrastructure.
As the state’s independent advisory body, Infrastructure Victoria is uniquely positioned to assess Victoria’s current and future infrastructure needs, and develop cross-sector, long-term and evidencebased recommendations.
We’ve identified the projects, policies and reforms most critical to Victoria’s growth and resilience over the next 30 years, based on new evidence and analysis, and extensive stakeholder and community feedback.
Victoria’s infrastructure strategy 2025–2055 makes 45 recommendations across sectors including transport, health, housing, energy, and the environment. It also identifies eight future options for the government to consider.
It shows how the Victorian Government can reduce the cost of providing infrastructure over the next three decades and generate more
than $166 billion worth of benefits for Victorians, including:
• Low-cost wins: many of the strategy recommendations can be delivered quickly or in stages and don’t require building new infrastructure. Seventeen of the 45 recommendations call for policy work, legislative reform and better planning rather than capital investment.
• Saving on the cost of delays and deferrals: in many cases, acting now reduces overall costs.
• Sharing the investment: partnering with local governments, the Australian Government, and the private and not-for-profit sectors can help fund, operate and maintain some of the infrastructure we recommend. For example, the federal Infrastructure Investment Program contributes approximately $1.9 billion annually to Victorian infrastructure, committed over 10 years.
We recommend wider use of digital technologies across government infrastructure to save money, boost productivity and improve worker safety.
Across Melbourne, the Department of Transport and Planning’s Smarter
Roads project is already improving traffic light network operations to help lower congestion and avoid the need for new roads. It delivers benefits of up to $14 for every dollar invested.
The strategy calls for its use to be expanded to freeways in Melbourne’s growth areas.
We’re also recommending the Victorian Government pilot digital technologies on infrastructure projects and report on their outcome.
Our research identifies building information modelling with online data sharing and a single threedimensional model, as a good technology to pilot.
Robotics, machine learning, artificial intelligence, advanced imaging and geospatial technologies also show good potential.
The strategy details affordable opportunities to get better use from the state’s existing infrastructure.
The infrastructure the government builds needs to be maintained to keep Victorians safe and get the best use from it over time.
The strategy finds around $200 million is needed over the next five years to fund better asset management including developing standards and systems. This is around 0.05 per cent of the $400 billion worth of infrastructure and land managed by the Victorian Government.
Cheaper public transport fares in off-peak times can get better use from the transport network when it’s underused.
Our modelling shows changing the way people pay for public transport might remove more than 31 million car trips from roads and reduce demand on peak hour train services by up to 30,000 trips a day, equivalent to 27 trains.
There are also savings to be made on longer-term major infrastructure projects with early planning.
We’re recommending early assessments and more detailed business cases for projects including expanding water desalination capacity, reconfiguring the City Loop, Melbourne Metro 2, Bay West port, the outer metropolitan road and rail corridor and the western intermodal freight terminal. Planning now reduces total project costs, prevents
conflicting land use and allow others to plan better.
Departments do not always share their plans with each other, or with local governments and industry. This means they miss chances to pool funding or streamline delivery. It also means infrastructure costs more in the long term.
Integrated land use and infrastructure planning needs governments to discuss options early, long before they make final commitments or budget decisions.
Long term sector plans naming the timelines, triggers and order for infrastructure design and delivery can offer many benefits.
When government departments are open about their plans, government, private and
not-for-profit sectors can align their decisions. Government can use the plans to target which projects and policies to fund.
We update Victoria’s 30-year infrastructure strategy every three to five years. This is the third strategy since Infrastructure Victoria was created 10 years ago. More than 80 per cent of the recommendations in our second strategy have been implemented by the government. We look forward to reading the government’s response to the updated strategy recommendations later this year.
Visit www.infrastructurevictoria. com.au to read the strategy recommendations.
