Infrastructure Oct 2026 by Prime Group

Issue 41 October 2026

ROAD – RAIL – AIRPORT – PORT – URBAN – UTILITY

Eyes in the sky Protecting infrastructure from above

The human factor Are we AI-ready?

The next big build How data centres are reshaping the construction landscape

CONTENTS

REGULARS

COMPLIANCE

Editor’s Welcome

Keeping critical power on track

DATA CENTRES

PROJECTS

Australia's next big build

Fast track access

Protecting infrastructure from above

Keeping data centres cool

Carbon reductions at 55 Pitt Street

Modular switchgear

RAIL

PEOPLE

Built on relationships

Be part of the conversation

EVENTS

Bridging Sunbury’s divide

National Precast joins Converge

Building trust in public transport

Airports focus on stronger connections

Endeavour Awards return

Trenchless industry set for Sydney

TECHNOLOGY

The upgrade trap

AI-ready

New front door to infrastructure data

ENGINEERING

Closing the workforce gap

Local presence, global competence

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October 2026 // Issue 41

Scan to subscribe to Infrastructure Magazine’s weekly newsletter – delivered to your inbox every Wednesday morning. Published by

Chairman John Murphy Chief Executive Officer Christine Clancy Publisher Sarah Baker Editor Lisa Korycki Assistant Editor Kody Cook Art Director Alejandro Molano Head of Design Clayton Hawley Business Development Manager Brett Thompson brett.thompson@primecreative.com.au Client Success Manager Cait Pillay Head Office Prime Creative Media 379 Docklands Drive Docklands Victoria 3008 P: +61 3 9690 8766 info@primecreative.com.au infrastructuremagazine.com.au Subscriptions P: +61 3 9690 8766 subscriptions@primecreative.com.au Infrastructure is available by subscription from the publisher. The rights of refusal are reserved by the publisher. Cover image Unkas Photo/shutterstock.com

October 2026 // Issue 41

Editor’s welcome Not that long ago, data centres felt like a niche topic. They were the buildings behind the buildings. Critical, but largely out of sight and out of mind for much of the infrastructure sector. That has changed. Over the past year, it seems almost impossible to go a week without another announcement about artificial intelligence, cloud computing, digital services or the investment pouring into the facilities needed to support them. The scale of that shift is hard to ignore. Across New South Wales and Victoria, major projects are being planned, approved and built at pace. At the same time, governments, developers, utilities and contractors are grappling with how to build enough capacity to meet future demand while ensuring the infrastructure that supports it keeps pace. In this issue, Associate Professor Ehsan Noroozinejad argues that data centres are Australia’s next major infrastructure opportunity, becoming as fundamental to economic growth as roads, ports and electricity networks. The question isn't whether we build them, but whether we build them well. How can projects support local jobs? How can they be powered sustainably? How can they strengthen surrounding infrastructure rather than place additional pressure on it? Also in this edition, we look at the practical side of delivering these projects, from Moddex's work helping builders maintain momentum on fast-moving construction sites, to the growing focus on cooling and fluid management systems. As with any emerging sector, there will be challenges to navigate. But

there is also a significant opportunity. It’s one of the reasons why we're launching Data Centre Build Expo in September 2027. While much of the public conversation focuses on artificial intelligence and digital services, the facilities that support them rely on physical infrastructure, engineering expertise and construction know-how. The new event will bring together the people responsible for delivering those projects, from developers and contractors to engineers, suppliers and technology specialists, creating a forum to share ideas, address challenges and explore what's next for the sector. You can read more about it in this edition. We also look at new research that suggests successful AI adoption will depend on people as much as it will on technology, deep dive into a project that navigated complex approvals, service relocations and tight rail occupation windows, and how building trust in public transport is just as important as the service itself. There’s also a full calendar of industry events on the horizon, including the Australian Airports Association (AAA) 2026 National Conference and Industry Expo, No-Dig Down Under, Converge 2027 and the return of the Endeavour Manufacturing Awards. I hope you enjoy the read. Lisa Korycki Editor, Infrastructure Magazine

Get in touch at info@infrastructuremagazine.com.au or feel free to give us a call on 03 9690 8766. Don’t forget to follow Infrastructure on social media – find us on LinkedIn, X and Facebook.

Infrastructure acknowledges Aboriginal Traditional Owners of Country throughout Australia and pays respect to their cultures and Elders past, present and emerging.

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DATA CENTRES

Image: Make more Aerials/shutterstock.com.au

The best site for a data centre will have access to power, water, communications, skilled workers and supporting infrastructure.

Australia’s next big build Associate Professor Ehsan Noroozinejad, Senior Expert in Sustainable and Resilient Infrastructure, Western Sydney University explains why data centres are the new engines of Australia’s economy.

ustralia is entering a period in which data centres will become as important to economic growth as roads, ports and electricity networks. They are no longer simply buildings filled with computers. They support banking, health services, construction, transport, research, public administration and the expanding use of artificial intelligence. The opportunity is substantial. The Productivity Commission estimates that artificial intelligence could add about 0.4 per cent a year to Australian labour productivity over the next decade, roughly four per cent in total. For a country that has struggled with weak productivity growth, that is an opportunity worth pursuing. But the benefits will not arrive automatically. Artificial intelligence

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depends on secure, reliable and affordable computing capacity. Countries that can provide it will attract investment, research, skilled workers and new businesses. Countries that cannot may remain users of services developed and hosted elsewhere. Australia should therefore avoid framing the debate as a choice between data centres and sustainability. A better question is how we can develop the capacity we need while using this investment to accelerate cleaner energy, stronger infrastructure and local capability.

THE CASE FOR MOVING QUICKLY The global market is moving faster than most traditional infrastructure cycles. The International Energy Agency expects electricity use by data centres worldwide to almost

double, from about 485 terawatthours in 2025 to 950 terawatt-hours in 2030. Major technology companies are committing hundreds of billions of dollars to facilities, power supplies and equipment. Australia is already seeing the impact. The Australian Bureau of Statistics reported that private business investment rose strongly in the March quarter of 2026, with machinery and equipment recording its largest increase in 30 years, driven partly by data-centre expansion in New South Wales and Victoria. At the same time, only 12 per cent of Australian businesses reported using artificial intelligence in 2024-25. Adoption was much higher among large businesses than small firms.

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DATA CENTRES The greatest national benefit will come when the technology is available not only to global companies, but also to Australian manufacturers, engineers, hospitals, councils, universities and small businesses. Delaying well-planned projects would not stop global development. It would direct investment, expertise and computing capacity to other markets. Australia’s goal should be to become a preferred location for high-quality projects, rather than a market known for slow, uncertain and fragmented decisions.

A GREEN FAST LANE The Prime Minister’s July announcement of national standards for large data centres provides a timely foundation. The practical next step is a “green fast lane”: a clear, coordinated pathway for projects that meet high standards for energy, water, location, community benefit and delivery readiness. This approach would give investors greater certainty while helping communities distinguish serious proposals from speculative projects that occupy land, grid capacity and approval resources without a credible delivery plan. FIVE ELEMENTS COULD FORM ITS FOUNDATION. 1. Link every major project to a new energy supply: Data centres require large and reliable electricity supplies. The Australian Energy Market Operator (AEMO) projects that their electricity use in Australia could rise to about 12 terawatt-hours, or around six per cent of grid-supplied electricity, by 2030. This demand should be treated as an investment opportunity. Strong projects could support new renewable generation, batteries, transmission and other reliable energy sources. Developers could contribute their fair share of connection and network costs, while long-term energy contracts could help the new generation proceed. The result would be more than a lower-carbon data centre. It could also be a stronger electricity system with an extra supply to support wider economic growth. 2. Match projects with the right locations: The best site is not simply the cheapest block of land. 8

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It is a location with access to power, water, communications, skilled workers and supporting infrastructure, without unnecessary conflict with housing, industry or sensitive environments. Strategic data-centre precincts could allow electricity networks, water utilities, councils and transport agencies to plan for combined needs rather than assess each proposal in isolation. Regional locations may offer important opportunities, particularly near renewable energy and transmission infrastructure. But regional development should be based on genuine readiness, not the assumption that available land alone makes a site suitable.

3. Treat water as a design issue from day one: Public concern about water use is understandable, especially in a dry country. Yet data centres do not all use water in the same way. Their needs vary with cooling technology, climate and location. A responsible pathway would assess water early and favour designs that minimise drinkingwater demand. Options may include air cooling, advanced liquid cooling, recycled water and systems suited to local conditions. Projects should also explain how they would operate during drought or water restrictions. Transparent reporting would allow communities and decisionmakers to compare proposals using evidence rather than assumptions. 4. Make data centres active partners in the grid: Data centres can do more than consume electricity. Some computing work can be shifted away from peak demand. Batteries and backup systems may also support reliability when properly connected. New facilities could be assessed partly on their ability to reduce demand when the grid is under pressure, coordinate planned loads with energy providers and give reliable forecasts of future needs. This would turn a potential grid challenge into a partnership between the technology, energy and infrastructure sectors. 5. Secure a lasting Australian dividend: Construction spending is important, but the national benefit should continue beyond the building

Associate Professor Ehsan Noroozinejad. Image: Ehsan Noroozinejad

phase. High-quality projects can create apprenticeships, engineering work, maintenance roles, research partnerships and opportunities for Australian suppliers. A portion of new computing capacity could also be accessible to universities, start-ups and smaller organisations that cannot afford major overseas services. This would help turn physical infrastructure into Australian products, research and businesses. The strongest proposals will be those that leave behind skills, capability and economic activity, not simply large buildings and electricity demand.

AN INFRASTRUCTURE OPPORTUNITY Australia’s national expectations already emphasise additional power supply, fair payment for grid connections, responsible water use, local jobs and research capability. Translating these principles into a simple, predictable and measurable delivery pathway would benefit investors, infrastructure providers and communities. The debate should not be reduced to being “for” or “against” data centres. The real choice is between shaping this investment well or watching the opportunity move elsewhere. Australia has the land, renewable energy resources, stable institutions, engineering expertise and regional connections needed to become a leading home for sustainable data centres. A green fast lane would help turn those advantages into projects that are faster to approve, cleaner to operate and more valuable to the nation. The future will be built on computing capacity. Australia should build enough of it and build it well. www.infrastructuremagazine.com.au

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DATA CENTRES Images: Moddex

Moddex worked on the Next DC data centre project in Perth’s CBD.

Fast track access As data centre construction accelerates across Australia, Moddex is helping builders keep projects moving with modular access systems designed to simplify compliance, improve safety and reduce delays.

uilders racing to deliver Australia's next generation of data centres face no shortage of technical challenges. For Moddex, success often comes down to solving a simpler one: helping people move safely around the site without delaying the build. The Australian company, known for its modular, no-weld handrail and barrier systems, is increasingly supplying products to data centre projects, where speed of installation, compliance and site coordination can influence the overall construction schedule. Director of Sales Joe Rowland, who joined the business in its early years, says the same qualities that have driven Moddex's growth across infrastructure and non-residential construction are proving relevant in the rapidly expanding data centre sector. While many of those projects are subject to confidentiality agreements, Rowland says Moddex has supplied data centre developments across New South Wales, Victoria, Western Australia,

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the Northern Territory and New Zealand. Modular safety barriers are now a common sight across Australian construction sites, but when Moddex entered the market, welded handrails remained the dominant approach. "Traditional handrails were always welded. What we discovered was that in the United Kingdom and Europe, they'd been using cast socket connections for handrails for almost 100 years,” Rowland says. “They use a robust casting and locking screw rather than a weld joint. No one had really brought this approach to Australia or commercialised it." The company’s systems are designed around pre-engineered configurations that remove much of the guesswork associated with compliance. Rather than requiring designers to interpret standards and develop custom solutions for each project, Moddex provides proprietary systems that have already undergone testing and compliance assessment.

That can simplify the specification process, giving designers access to pre-tested configurations rather than requiring them to develop compliant handrail details from scratch. It also reduces the level of interpretation required when applying relevant standards. “We’ve built what we call proprietary configurations. When a designer, architect or client chooses one, all the background work, pretesting and compliance checks are already done, and that sits with us,” Rowland says. If issues arise during certification, responsibility sits with Moddex rather than the designer. But compliance is not the only advantage. While handrails may represent only a small part of a project's overall budget, Rowland believes delays in any trade can affect program delivery. Data centres, he says, place a premium on predictable installation and minimising disruption to other contractors working on site. Because Moddex systems are delivered ready for assembly,

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DATA CENTRES installation can occur quickly and without welding or grinding on site. For data centres, where sensitive equipment and highly controlled environments are common, that can simplify construction logistics. “Because our lead times are fast, we can stage deliveries and sequence them across different areas. If an area is ready, we can get in and out very quickly because we're not welding in there and putting sparks on top of servers or electrical wiring,” Rowland says. “It's a really sensitive environment where they do not want hot works happening.” To support this sequencing, Moddex project managers work directly with builders throughout design development, production and installation scheduling. Rowland says that coordination is not unique to data centre projects, but the pace of progress is particularly important. “Our project managers work closely with the builder’s project managers. They'll coordinate the design phase, sequence different areas of the project, and make sure products go through production and get to site in the agreed timeframe,” he says. “On any project where there's a lot going on and there's a tight program we've got dedicated project managers assigned to work with the builder.” The benefits can extend beyond installation speed. Many large construction projects rely on temporary edge protection systems until permanent handrails can be installed. By reducing lead times and enabling staged installation,

Ezibilt EB140 Stair System by Moddex installed at a data centre in Auckland.

builders can often remove temporary systems earlier. “Builders will work with us to identify which areas are ready, sequence the delivery and get the installation done,” Rowland says. “They can remove the temporary barrier, hand it back and stop paying rent on it. The traditional way was

The heavy-duty, prefabricated, stair and ramp systems are designed for rapid, no-weld assembly on infrastructure and industrial sites.

to wait until the handrails were fabricated and keep paying for those temporary barriers for months and months. We're saying ‘Get rid of them earlier. Put the final product in there quicker’.” Rowland says another advantage emerges after construction is complete. If a data centre expands or is reconfigured, modular systems can be altered without introducing hot works into an operational facility. “In a live data centre environment, if they've chosen a modular handrail access system, it's quite a simple process to move things around later on,” he says. While data centres represent a growing market, they are not the only sector on Moddex's radar. Demand linked to population growth and major infrastructure projects such as the Brisbane Olympics will continue to create opportunities, while water and wastewater treatment remains another area of interest for the business.

To find out more, visit: moddex.com

October 2026 // Issue 41

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DATA CENTRES

Keeping data centres cool Bürkert Australia announced as Silver Sponsor of Data Centre Build Expo.

efficient, scalable and prepared for increasingly demanding workloads.” Prime Creative Media Head of Marketing – Events, Molly Hancock, says having specialist suppliers involved is essential as the industry looks beyond the traditional technology conversation surrounding data centres. “We’re excited to have Bürkert Australia supporting the inaugural Data Centre Build Expo. The company’s involvement brings a valuable perspective to the event and reflects the depth of expertise required to deliver modern data centre facilities,” Hancock says. As Australia’s data centre pipeline continues to expand, new technical challenges are emerging around how facilities are designed and operated. Chymiak sees the evolution of cooling systems as one area where these changes will be particularly significant. “Australia's expanding data centre market is creating opportunities to improve how critical infrastructure is designed and operated,” Chymiak says. “This presents an opportunity to work alongside customers and project partners from concept and design through to commissioning and operation, helping deliver robust and adaptable fluid-control strategies.” Image: Dizfoto/shutterstock.com

ürkert Australia has joined Data Centre Build Expo as a Silver Sponsor, bringing its expertise in intelligent fluid control to the new event dedicated to the physical construction and delivery of Australia’s growing data centre infrastructure. Taking place on 15–16 September 2027 at the Melbourne Convention and Exhibition Centre, Data Centre Build Expo will bring together the businesses responsible for delivering the physical infrastructure behind Australia’s digital economy. For Bürkert Australia, the decision to support the event reflects the changing requirements of modern data centre facilities and the growing importance of fluid management within critical infrastructure. “Bürkert Australia decided to sponsor Data Centre Build Expo because the event brings together the organisations responsible for delivering the physical infrastructure behind Australia's digital future,” Bürkert Australia National Engineering Manager Nelson Chymiak says. “The event provides an opportunity to engage with data centre owners, operators, engineers, contractors and infrastructure specialists, while contributing to discussions around building facilities that are reliable,

Precise fluid control and monitoring will be essential to Australia’s growing data centre pipeline.

October 2026 // Issue 41

The complexity of these facilities is also driving a greater focus on how individual infrastructure systems work together, with Chymiak seeing this systems-level approach as central to the future of data centre development. “A data centre is much more than the IT equipment it houses. Its performance depends on the successful integration of power, cooling, water, fire protection, safety, building systems and control infrastructure. "An event focused on physical construction creates a valuable forum for the industry to discuss these systems as part of a connected, mission-critical environment,” Chymiak says. Bürkert Australia is looking to use the event as an opportunity to engage directly with the people responsible for delivering data centre projects across Australia. “We hope to build stronger relationships across the data centre supply chain and increase awareness of the role that intelligent fluid control can play in improving facility performance. “Ultimately, we hope our involvement leads to valuable technical conversations and collaborative solutions that help support safer, more efficient and resilient data centre infrastructure.” For Hancock, that exchange of knowledge will be an important part of the event’s value, particularly as Australia’s data centre market continues to develop. “The industry is moving quickly, and there is a real opportunity to bring together the people who are solving these challenges every day. We want Data Centre Build Expo to be a place where those conversations can happen openly, with practical insights that can translate into better project outcomes,” Hancock says. Exhibition stands are now available. Secure your position today and put your solutions in front of the people building Australia’s digital future.

To find out more, visit: datacentrebuildexpo.com.au

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DATA CENTRES

Modular switchgear built for faster, verified builds The demands on modern switchboards extend well beyond housing electrical equipment. Faster delivery, proven compliance and simpler assembly are becoming essential requirements for electrical infrastructure projects.

Electrotechnical Commission (IEC) 61439-1, carries tests with Association of Short-Circuit Authorities (ASTA) certification, offers protection categories up to Ingress Protection (IP) 54 and provides tested accidental arcing protection to IEC 61641. The modular section system is what gives builders their flexibility. Sections can be compiled to suit the job, including Air Circuit Breaker (ACB) sections for the infeed and output of large currents, outgoing sections that bring switchgear, fused outgoing feeders and control units together under one roof, coupling sections for connecting or disconnecting busbar systems, and fuse-switch disconnector sections with integral cable chambers for compact distribution. The main and distribution busbar systems can be configured for a short-circuit rating of up to 100 kiloampere (kA) for one second, and cable entry is available from above, below, or both. Form separation is handled within the same tested system. The continuous modular design allows each enclosure panel to be subdivided into individually configurable busbar compartments,

functional units and connection areas to Form 2 through Form 4, with Form 1 to Form 4b available in the fuse-switch disconnector section depending on requirements. Form 2b shields the busbar compartment from the functional and connection spaces, keeping all active parts finger-safe in line with IP 2X, and its plug-in and clip-in technology allows assembly with no drilling required. Assembly efficiency runs through the detail. The system delivers time savings of up to 50 per cent, supported by design decisions that remove components and steps. Compartment side panels matching the enclosure height shield all functional spaces below at once, replacing individual vertical partitions from section to section. The 25-millimetre enclosure section pitch pattern allows height-flexible assembly of horizontal compartment dividers, which slide into position like a baking tray in an oven. Pre-punched knockouts in the dividers are removed burr-free for flexible cable routing, and standard 50 x 10 millimetre copper bars arrive pre-punched and cut to match the enclosure widths, so they can be fitted without machining. The optimised arrangement of the

Images: APS Industrial

s electrical infrastructure projects grow in scale and complexity, switchboard builders are being asked to deliver more boards, to tighter programs, with complete design verification attached. Much of that pressure lands on the relationship between the enclosure, the busbar system and the internal separation concept. Where those three elements are specified separately, time is lost reconciling them on the shop floor. Where they are supplied as one tested system, that effort moves back into the build. Supported by national distributor APS Industrial, Rittal offers VX25 Ri4Power, a modular low-voltage switchgear and power distribution system built on the VX25 enclosure platform. Designed for applications up to 6300 A, it combines the VX25 enclosure system and the Ri4Power switchgear system into a complete solution for assembling type-tested low-voltage switchgear with internal form separation. The system is continuously type-tested to International

The VX25 Ri4Power is a modular low-voltage switchgear and power distribution system.

October 2026 // Issue 41

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busbars also supports a higher current-carrying capacity from the same copper cross-section. Planning is handled through the RiPower configurator, which generates the manufacturing documents, parts lists and interfaces needed for downstream processing. It produces automatic documentation and design verification to IEC 61439, autogenerates interior installation and assembly instructions from the configuration result and helps eliminate planning errors while achieving standardcompliant systems. Results carry forward into leading tools including EPLAN P8 and AutoCAD, feed native interfaces such as GAEB XML for quoting, and can be ordered directly through a webshop link. The system also extends into energy storage. The VX ESS energy storage enclosure system provides a standardised, modular solution built on the VX bayed enclosure system, designed for batteries and other storage modules as well as hydrogen and supercapacitor applications, with a robust frame

The VX25 Ri4Power is designed for applications up to 6300 A.

rated for a total load capacity of 1500 kilograms. From switch rooms to storage infrastructure, VX25 Ri4Power gives switchboard builders a scalable, type-tested platform that shortens assembly, simplifies verification and

keeps planning, documentation and ordering connected.

Find out more at apsindustrial. com.au/rittal-vx25-ri4power

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RAIL Images: Australasian Railway Association

AusRAIL 2026 program will feature the big issues shaping the future of rail across Australia and New Zealand.

AusRAIL 2026: Be part of the conversation AusRAIL returns to Brisbane this November with a completely redesigned conference experience, giving delegates more opportunities to participate, connect and shape the conversations that matter to rail.

aking place from 24–25 November, AusRAIL 2026 will bring the industry together to explore the challenges and opportunities shaping rail's future. It is a timely opportunity to take the conference to Brisbane, with preparations ahead of the 2032 Olympic Games in full swing. Los Angeles Metro Chief Executive Stephanie Wiggins will feature as the international keynote, sharing new insights into how the city’s rail network is planning for the 2028 Olympic Games. Delegates will also hear how Brisbane is scaling up for the Games, and how the state will make the most of this period of infrastructure investment to benefit Queenslanders beyond 2032. The program will also feature the big issues shaping the future of rail across Australia and New Zealand. To tackle these issues, the Australasian Railway Association (ARA) has created a new conference experience to make the delegates part of the conversation at AusRAIL 2026.

DELEGATES AT THE HEART OF THE EXPERIENCE The AusRAIL program will take on a new format this year to provide a unique experience for delegates, 18

October 2026 // Issue 41

allowing them to contribute directly to the conversation. Fast-paced executive briefings, live polling, audience-led discussions, Q&As and debate will replace the traditional presentations, giving delegates the opportunity to hear from industry leaders and contribute their own perspectives in real time. Sessions such as the rail reality check will put some of the industry's biggest questions directly to delegates, exploring issues including project delivery, workforce pressures, artificial intelligence (AI)-readiness, customer expectations and investment priorities. The Great Debate will tackle whether rail projects are becoming harder to deliver, with industry leaders teaming up to argue for and against the premise. In the Ask Industry Leaders session, delegates will set the agenda and put their questions directly to senior rail leaders. These new formats and increased opportunities for delegates to get involved will deliver more than a simple conference experience, bringing new insights on the future of rail.

TAILORED TO WHAT MATTERS Day two then puts delegates in control of their experience, with four

concurrent streams allowing people to move between sessions and build a program around their own areas of interest and priorities. The program will span the infrastructure, technology, workforce and technical issues shaping rail, with streams including Building the Network of Tomorrow, Digital Rail in Motion, Powering the Future Workforce and a dedicated Technical Society Stream developed with Rail Track Association Australia (RTAA), Railway Technical Society of Australasia (RTSA), Permanent Way Institution (PWI) and Institution of Railway Signal Engineers (IRSE). These streams offer delegates the chance to curate their own experience or bring the team to maximise their learning across streams.

A NEW WOMEN IN RAIL FORUM The ARA will also host a first-of-itskind Women in Rail Forum on Monday 23 November, before the official conference program gets underway. The forum will provide plenty of opportunities to interact with speakers and industry, with a focus on leadership in motion. Participants will have the chance to put their questions to an interactive panel and connect with leaders from across the industry. www.infrastructuremagazine.com.au

They will also build practical skills in how to lead with credibility, communicate their value and strengthen their influence. Participants will leave the forum with a leadership action plan they can take straight back to work to help them build their careers in rail. This is a not-to-be-missed development opportunity and provides a unique chance for participants to extend their AusRAIL experience.

BUILD YOUR NETWORK DURING AUSRAIL AusRAIL will also feature a range of events and initiatives throughout the week to support networking and connection. The Yellow Dinner returns, as does the popular fun run and walk. The exhibition will also feature a new conference delegate lounge to provide an exclusive space for delegates to network throughout the conference. MAKE THE MOST OF SITE TOURS Post-conference site tours will take place across Brisbane and the Gold Coast following AusRAIL to provide a unique insight into the state’s rail industry. Participants will have the chance to view rail facilities and operations

A new conference experience will allow delegates to contribute directly to the conversation.

including the Queensland Train Manufacturing Program highfidelity mock-up, QNGR Wulkuraka Maintenance Facility, Gold Coast Light Rail Depot and Rail Management Centre / Mayne Yard. These are unique opportunities to learn more about the Queensland rail industry as it enters a period of growth ahead of the 2032 Olympic Games.

EVERYTHING YOU LOVE ABOUT AUSRAIL – AND MUCH MORE This overhaul in AusRAIL conference programming creates a different experience, more choice, more

interaction and more opportunities to connect with the people and ideas shaping the future of rail. AusRAIL 2026 is proudly supported by partners from across the rail industry, including Headline and Yellow Dinner Partner, Alstom, and Platinum and Innovation Partner Hitachi Rail, as well as the event's broader group of sponsors and partners.

To find out more, visit ausrail.com

AusRAIL will feature a range of events and initiatives to support networking and connection.

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October 2026 // Issue 41

RAIL Careful planning was critical to ensure the build did not affect rail operations.

Images: Winslow

Bridging Sunbury’s divide Building a bridge over an active rail corridor is never simple. For Winslow Infrastructure, delivering access to the Kimberley Community meant navigating complex approvals, service relocations and tight rail occupation windows.

illawood Properties is developing Kimberley Community in Melbourne’s north-west bordered by Jacksons Creek and the Melbourne-to-Bendigo railway line. Access was originally limited to an occupational level crossing licensed for rail authorities and a local farming access. A permanent crossing upgrade, required to provide access to the estate across a relatively narrow rail cutting, required planning and coordination on a large scale. The crossing forms a critical piece of infrastructure for Villawood Properties’ Kimberley Community in Sunbury and required the project team to navigate a complex operating environment involving a live railway, steep historic rock cuttings, restricted construction access and critical underground services. Villawood initially progressed the project before engaging Winslow Infrastructure to provide feasibility and constructability advice. Winslow later took responsibility for project management, working closely with Villawood to bring together multiple rail authorities, landowners, consultants and specialist advisers. Gosia Suchorska, Project Director for Winslow Infrastructure, says coordinating the many authorities, consultants and project partners

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was one of the project's biggest challenges. It was also one of its biggest successes. Villawood was able to coordinate critical negotiations with the various authorities and make quick decisions, which was key to success. “What worked well was having the right people involved early and making sure constructability was built into the design process," Suchorska says. "It wasn't someone working away in isolation and then handing over a design. "Throughout the process, we were able to provide advice on feasibility, construction methodology and the impacts of working in the rail corridor, so those considerations were built into the project from the start.” The result was a single-span bridge built approximately level with the surrounding ground, providing 5.8 metres of clearance above the railway. Its abutments have double rows of piles designed to span existing service cables and preserve access for future renewal and upgrade work. The structure also incorporates retaining walls, parapets, anti-throw screens, Super-T beams and a deck. While water, sewer and communications services were incorporated into the bridge design, Suchorska says a viable solution

for carrying power across the structure could not be negotiated. As a result, the community's power arrangements were redesigned and a separate crossing was proposed. The physical setting added another challenge. Unlike contemporary cuttings and embankments, which commonly have shallower slopes, the historic railway cutting has sections which Suchorska describes as being “almost like cliffs”. Winslow Infrastructure undertook geotechnical investigations to ensure piling, bridge installation and nearby construction activity would not affect their stability. A larger obstacle emerged below ground. Direct-buried signalling and communications cables ran through the work area, and construction could not proceed close to them. Although the bridge occupied a comparatively small area, about 1.7 kilometres of services had to be relocated. “Before we could even start on the bridge, we had to relocate the signalling cable and a significant communications cable running through the corridor,” Suchorska says. “That cable was providing critical services for Bendigo, including emergency services and hospitals, so there was no room for error.”

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Then there were access considerations. The occupational level crossing was the only construction route, but its existing licence did not cover the required works. The project was restricted to 10 vehicles entering and 10 leaving each day. Those movements also had to be shared with Winslow Constructors, who are constructing the community. Suchorska says careful planning was equally critical within the rail corridor. Access permits were issued by task, while work that could affect rail operations had to be planned through a separate process. Major occupation requests could begin 40 weeks before the required date, with information and approvals progressively developed as the work approached. The cost of interrupting services shaped the construction methodology. Suchorska says a four-day shutdown could have cost $3.8 million, a significant expense for a bridge estimated at about $20 million. Instead, the team planned individual activities around shorter working periods. It joined windows created by other rail projects and aligned the bridge installation with the rail operator’s annual works program, when trains were already stopped for maintenance. “We had to make sure everything lined up and every milestone was achieved so that when the annual works program started, we were ready to go," Suchorska says. "If we wanted to deliver a good outcome for the client, we couldn't be spending millions of dollars on extra rail occupations, so we had to work around the opportunities that were already there. “There was no flexibility in that. Missing those milestones simply wasn't an option.” She says one of the biggest lessons from the project was the value of taking a feasibility and constructability-led approach with the groundwork done long before construction started. Early planning, constructability input and regular collaboration between stakeholders helped minimise issues once the project moved on site. “By the time the project was handed to the construction team, most of the major issues had already been worked through, and that

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helped make the delivery phase a success.” The bridge is expected to open in October, initially for construction traffic, providing Villawood with unrestricted access and supporting the continued delivery and acceleration of works within Kimberley Community.

BEYOND THE RAIL CORRIDOR The planning and coordination required at Kimberley Community reflects Winslow Infrastructure's broader experience delivering projects in complex operating environments, including major infrastructure and transport precincts. At Melbourne Airport, Winslow Infrastructure has delivered civil infrastructure projects for Australia Pacific Airports (Melbourne) (APAM). Works are coordinated through APAM's project governance, operational approval and permit processes, designed to maintain safe and uninterrupted airport operations while enabling development and infrastructure upgrades. Working within an operating airport environment requires careful planning, stakeholder coordination and adherence to strict safety, operational and environmental requirements. Construction activities must be planned and delivered in a manner that minimises disruption to airport operations, tenants, customers and critical infrastructure. Prior to construction,

project-specific management plans, environmental controls and staging methodologies are prepared and reviewed to ensure risks are appropriately managed. Throughout delivery, Winslow Infrastructure works closely with APAM, project stakeholders and relevant oversight bodies to coordinate construction activities, environmental management measures and operational interfaces. Activities such as crane operations, utility works, traffic changes and access arrangements require detailed planning and coordination to ensure the protection of airport operations, critical infrastructure and surrounding stakeholders. Where construction activities may affect tenants, road users or other stakeholders, communication and engagement processes are implemented to ensure affected parties are informed of upcoming works. Environmental management is also a key consideration. Construction activities are undertaken in accordance with approved environmental controls, including the management of soil, water and waste streams, while opportunities to improve sustainability outcomes are considered through project planning, material selection and construction methodologies where practicable.

To find out more, visit winslow.com.au

Pipe laying for Australia Pacific Airports (Melbourne).

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RAIL

Productivity through trust Public transport productivity is not only a question of infrastructure and capacity. Community trust and behaviour can be just as important to how effectively networks perform.

ustralia’s public transport challenge is not simply about moving more people. It is also about convincing more people to choose public transport in the first place. As cities grow and infrastructure networks come under increasing pressure, improving productivity will require more than adding capacity; the way people perceive, experience and use public transport can have a significant bearing on how effectively existing infrastructure performs. That is one of the themes explored in The Productivity of Public Transport report, developed by the Public Transport Association Australia New Zealand (PTAANZ) and SYSTRA. It examines how Australia and New Zealand can get more value from public transport networks, including the role of community trust and behaviour in encouraging people to shift away from private vehicles.

TRUST IS PART OF THE JOURNEY For Chris Hurst, SYSTRA Executive General Manager – Growth & Development, improving public transport productivity means looking beyond physical infrastructure. “Productivity in public transport is ultimately about how effectively we connect people with the places they need to go,” Chris says. “That means we need to think about the whole journey and the experience people have when they use the network.” He says for public transport to compete with the perceived convenience of a private vehicle, passengers need confidence in more than whether a service will get them from A to B. Safety, reliability, accessibility and the overall quality of the journey all contribute to how people perceive public transport. When these factors are inconsistent, even a well-connected network can struggle to become a preferred option for everyday travel. “If people don't trust the network, 22

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then having the infrastructure there doesn't necessarily mean we're getting the full value from it,” he says. “People make decisions based on how safe, reliable and convenient they believe that journey is going to be.” This creates a feedback loop. Where public transport is perceived as inconvenient or unreliable, people can become more dependent on cars. Increased car use can in turn contribute to congestion, reducing the efficiency of the broader transport system. “There's a behavioural element to productivity that is easy to overlook,” Chris says. “We can invest in infrastructure, but we also need people to have confidence in it and choose to use it.” This is where public transport can become part of a city’s identity. In cities such as New York, London and Paris, the subway, Tube and Metro are embedded in the fabric of urban life. They are not simply infrastructure, but part of how people experience and identify with the city.

CHANGING PERCEPTIONS, CHANGING BEHAVIOUR The report’s case is not that major infrastructure investment is unnecessary. It points towards a broader understanding of what makes a public transport network productive. “A new rail line, station or interchange can expand capacity and improve connectivity, but the benefits ultimately depend on how people use it,” Chris says. “Infrastructure has to become part of people’s everyday travel choices.” Creating that connection means providing a network that people can rely on across an entire journey. A combination of rail, buses and active transport can provide confidence that there is always a practical way to get where they need to go. Chris says asking people to leave their cars behind involves changing established habits, and those habits

Public transport networks rely on trust, reliability and positive passenger experiences. Image: f11photo/stock.adobe.com

are influenced by much more than journey time. “Mode shift isn't simply a question of making public transport faster than the car,” he says. “People are looking at the entire experience. If public transport is predictable and feels like a good way to travel, that can change the way people think about their everyday journeys.” Building that confidence also takes time. Community understanding of the value of public transport can influence how new projects are received, while the experience of existing services shapes expectations about what future networks can deliver. For infrastructure planners and operators, this means the passenger experience cannot be separated entirely from productivity. The effectiveness of a transport network is ultimately measured not only by the infrastructure it contains, but by how successfully that infrastructure connects people with where they need to go. “The opportunity is to think about productivity from the perspective of the passenger as well as the asset,” Chris says. “If we can build networks that people trust and want to use, we're getting more value from the infrastructure we've already invested in.” The Productivity of Public Transport provides a deeper examination of the factors influencing why community trust and behaviour deserve a place in the productivity conversation.

To read the full report, visit systra.com

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Excellence Awards

2025

Project of the year Winner | Newcastle

SENSE 600® Australian made sustainable steel Award-winning steel innovation shaping the future of construction.

At InfraBuild, we are leading the charge to decarbonise infrastructure, without changing the way you work. SENSE 600®, our new reinforcing bar innovation, brings you lower Scope 3 emissions without compromising on performance or quality - all while integrating seamlessly into your existing workflows. Together, we can create a construction industry where sustainability isn’t just an option - it’s the standard.

It just makes SENSE

Uses up to 16.7% less raw material than our standard 500N reinforcing steel and made from 100% scrap metal.

Delivering a lower embodied carbon solution when used in place of our equivalent load capacity standard 500N reinforcing steel.

www.InfraBuildSENSESolutions.com

Confidence from third-party certification from GECA (SSPv1.0i-2019) and meets Australian Standard AS/NZS 4671.

TECHNOLOGY Image: Pixel-Shot/shutterstock.com

System projects should be done to achieve something for the business or operations, not just for technology’s sake alone.

The upgrade trap A new system won't fix a broken process. Robert Ward shares practical advice on avoiding common mistakes for implementing new business software.

ll operations eventually hit a point where an existing technology system becomes insufficient or out of support. Spreadsheets, web applications, and even enterprise systems – it comes to them all. We spoke with Robert Ward of CSM Business and Mobility for his insights into approaching an application upgrade or replacement project. Infrastructure Magazine: Robert, you specialise in right-sized mobile and app solutions that work in practice so let's cut to the chase. What is the number one mistake that businesses make when choosing a solution? Ward: It’s a good question. Ironically the number one mistake is to focus too much on the solution and underestimate the significance of the project. Business and project success consists of a three-legged stool: people, processes, and equipment, all supporting the target outcome (the seat!). The

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actual technology implementation is only one of the three legs. System projects are done to achieve something for the business or operations, not just for technology’s sake alone. Therefore, businesses need to be clear on the reason for the technology change, budget for the effort to transform their processes, and bring their people and teams on the journey. IM: These are great thoughts, but isn’t the choice of solution still important? Ward: Absolutely. The project is most important, of course, but this doesn’t make the choice of technology or application unimportant. In the three-legged stool analogy, the stool will fail if any of the legs are missing, which includes the technology. For example, if you need mobile offline capability then it would be a disaster to buy a system that needed a stable internet connection, no matter how good your processes and people. Good solution selection is about knowing your business and what

Robert Ward. Image: CSM Business & Mobility

makes it unique. This needs to be granular and specific. Continuing the offline example, nearly every asset maintenance or project software system will support an offline mobile app, but there are a lot of different flavours to offline and a lot of different flavours to mobile. If the basics meet your needs, then you've got more choice of solutions for this requirement. But if you want your mobile to run offline for a full shift, including ad hoc work that wasn't scheduled, and you want to be able to tweak it without getting a developer to update the code – now you're talking a more specialist requirement. And this is just one example. IM: I would imagine that an important part of getting this right is to make sure you speak with vendors

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to see their software in operation, not just trust the product claims? Ward: Yes, although for demos I always say awesome, but caution. There's a bias in humans, that once we see something, then it becomes our frame of reference. That's why software vendors love to give demos as early as possible, so their story becomes the benchmark that every other system is measured against. The better approach is to defer the demo until you've already done a clear assessment of your own requirements. Then match the features the software offers to how will they fit your needs. List the basics as well as your specific needs, to not miss anything. By taking this approach, you've already expanded your mind to what you hope is possible, and then you can see how

closely their system meets that vision. Otherwise, you risk their system becoming your vision. The best starting point for most organisations is to consult with their teams on their current processes and systems, what they do and why, what is working well, and what is blocking progress. Then turn that into a punch list of requirements before looking into new systems. IM: Given how much there is to consider, how do you recommend businesses approach a new system project? Ward: The proverb says don't try to boil the ocean in a cup. Listen to the proverb! People often say that they will prioritise if they have to, but they prefer to get everything if they can. Too late! It’s a mindset trap. Focus on

“It’s much better to have a short conversation with someone who’s been there before, than to push on alone and repeat someone else’s mistakes.” Robert Ward, CSM Business and Mobility

achieving what is really important. The value from a project comes in the processes it enables and the people it empowers, not the software itself, so map out a benefits realisation plan to make sure you know how your goals will be achieved. Everything else should be about maintaining your existing business as usual (and that is no small task when implementing a new system). Don’t be afraid to reach out for help. Most operations specialise in their own domain, whether that’s engineering, construction, commissioning, installations, or service. Software application projects and business process design are a different skill set, something that most businesses will do only once every five to 10 years. It’s much better to have a short conversation with someone who’s been there before, than to push on alone and repeat someone else’s mistakes.

To find out more, visit csmbusinessandmobility.com

Image: Scharfsinn/shutterstock.com

It is recommended to match the features that software offers to how they fit your business needs.

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Image: Ifti Digital/stock.adobe.com

TECHNOLOGY

AI-ready

The Industrial AI workforce development research project surveyed more than 750 decisionmakers from industrial and infrastructure organisations globally.

New research from Octave suggests successful AI adoption will depend on people as much as it will technology.

s artificial intelligence (AI) gains traction across the infrastructure and industrial sectors, organisations are being challenged to think beyond technology adoption and focus on workforce readiness. That was the driving force behind an Industrial AI workforce development research project commissioned by Octave, which examined how organisations are preparing their people, operating models and governance frameworks for AI in missioncritical environments. The study surveyed more than 750 decision-makers from industrial and infrastructure organisations globally, including about 170 in the Asia-Pacific region. The research also explored how organisations are establishing oversight of AI systems while ensuring that critical assets and infrastructure remain secure as the technology becomes more widely used. For Jeff Sharp, Principal Industry Consultant for Octave, one of the

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strongest findings was the growing importance of systems thinking and the role experienced employees will continue to play as AI becomes more common in the workplace. “The biggest insight was around systems thinking, and that, emerging as a defining capability that people recognised they needed, and then the challenge of ensuring experts still feel recognised and needed in organisations,” he says. While public discussion around AI often focuses on whether technology will replace jobs, the research found a different concern among many senior leaders. “There’s the fear that their experience and knowledge won’t be as valuable in the future world of AI,” Sharp says. “The people that are the mentors and have been the ‘go-to’ in an organisation are concerned about losing their expert status.” Sharp says organisations need to ensure those people remain involved as AI is adopted and that their knowledge continues to contribute to decision-making.

Drawing on his engineering background, he says experience remains critical, particularly when AI-generated outputs need to be assessed in realworld environments. “As an engineer, we always would ask ‘does it sound right?’ You know, a little bit like the pub test,” Sharp says. “It’s that expert knowledge and knowing what looks right that I think organisations need to be really careful not to lose.” The research also highlighted the importance of combining industry knowledge with responsible AI oversight. Rather than handing responsibility to technology, organisations should use AI to support existing expertise and improve productivity. Sharp describes it as having AI broaden the operational knowledge that an organisation has, while keeping people accountable for what they’ve got to manage. “They’re still accountable for their operations, they’re not handing it off to AI,” he says. “They’re

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Jeff Sharp, Principal Industry Consultant for Octave. Image: Octave

as innovative, technologydriven industries. “I think 90 per cent were saying that they saw it as a technology-driven, future-focused industry,” he says. “Ninety-four per cent said that digital tools in infrastructure actually makes the industry even more appealing.” However, Sharp says employers must ensure workplace practices match those expectations. “If they turn up on their first job and find out that there are paper-based systems, they’re not going to be enthused,” he says. “If they’ve come out of university, especially using some of these tools, and a prospective employer is not at that same digital level, they’re not going to be enthused, and they’re probably not going to stick around.” For Sharp, attracting the next generation will require not only investment in technology but also a higher industry profile to make sure that career opportunities are more visible to attract the best graduates. The appeal, he believes, comes from contributing to projects that leave a lasting impact. “For me, it’s the sense of achievement you get from building something that you can then, for the rest of your life, say, ‘I built that,’ or ‘I was part of that.’”

To find out more, visit: octave.com

Image: Gorodenkoff/stock.adobe.com

using AI as a tool to improve what they know already and improve that knowledge.” For businesses looking to take practical steps, Sharp says capability building should be the priority. This means making sure there are people within the organisation who have the right skills and knowledge, as well as appropriate oversight of how AI is being used. He says organisations also need to be selective about where AI delivers the greatest value. The conversation around AI should focus on doing more with existing resources rather than reducing headcount. “AI is not a cost-cutting measure. It’s actually a productivity improvement measure, and it’s how do you do more, not how do you spend less,” he says. “It’s about understanding where the real benefits to a business are.”

The findings are also shaping Octave's approach to workforce development through its partnership with Curtin University as part of the NextGen Builders program. The initiative aims to give students practical experience with digital tools before they enter the workforce. “We’re providing software that’s being incorporated into their syllabuses, so students can gain practical experience of using a tool as it would be used in the workforce,” Sharp says. It addresses a challenge he remembers well from his own studies. “When I was studying engineering, we learnt very little about how you actually work,” he says. “You started your first job, and that was the first thing you learnt. It was, here’s what we actually do. “The partnership with Curtin University is giving that hands-on knowledge, and I think the students really love that because they get to see what industry looks like a little bit more.” The long-term goal is to strengthen the pipeline of digitally capable graduates entering the infrastructure sector. “The outcome is really to have a pipeline of digitally capable graduates who are job-ready to come into industry,” Sharp says. A separate survey of students also delivered encouraging results. Sharp says respondents largely viewed infrastructure and construction

Digital tools make the infrastructure industry more appealing for 94 per cent or survey respondents.

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TECHNOLOGY

A new front door to infrastructure data Images:Asset Vision

Infrastructure organisations are beginning to connect artificial intelligence assistants with live asset information, giving teams a more accessible way to find operational data and support day-to-day decisions.

Asset managers are exploring how conversational AI can support everyday decisions.

enerative artificial intelligence (AI) entered many workplaces as a tool for drafting, summarising and research. Its next role may be more operational as infrastructure teams begin using AI to interact directly with asset and maintenance information, says Co-Founder and Co-Chief Executive Officer at Asset Vision, Damian Smith. Instead of navigating through reports, screens and filters, an infrastructure professional can ask a question in plain language and receive an answer drawn from operational records. Asset Vision – an asset management service provider – is connecting its enterprise asset management platform with leading AI assistants Microsoft 365 Copilot, Claude and ChatGPT, providing another way for authorised users to access information already held within their asset management system.

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Smith says the aim is not to replace the system or the people responsible for interpreting its information, but to make operational data easier to reach and use.

FROM POSSIBILITY TO PRACTICE The concept is already being explored by Gippsland Ports, the City of Kalgoorlie-Boulder in the Goldfields–Esperance region of Western Australia, and Victoria’s Moyne Shire Council, with each organisation identifying different opportunities for conversational access. At Gippsland Ports, Executive Manager Corporate Services, Tony Callaghan has been using the Asset Vision agent with Microsoft Copilot to analyse customer feedback and generate information that he says was previously difficult to extract. “Gippsland Ports receives around 250 to 300 feedback items over six months, covering issues such as

damaged jetties, pollution, faulty cameras and other facility-related matters,” Callaghan says. “Previously, reporting this information to the board involved manually working through Excel spreadsheets and gathering data manually. The agent has made it significantly easier to interrogate the data.” He says this allows the organisation to understand historical backlogs, trends and categories of feedback, while also providing information that can support asset maintenance and resource planning.

ASKING QUESTIONS DIFFERENTLY City of Kalgoorlie-Boulder is focused on making asset information more accessible to both customer-facing and field staff. Rolf Gubner, Kalgoorlie-Boulder Manager Assets, says front-line staff currently need to contact a responsible officer when customers ask about planned or completed www.infrastructuremagazine.com.au

AI tools are creating new ways for teams to access and interact with asset information.

works. However, questions such as when road upgrades are scheduled or whether work is planned at a sporting oval could potentially be answered immediately through conversational access to the enterprise asset management system. “For the front desk, it means they can get information to the customer immediately,” Gubner says. The same approach could help field staff access information without navigating the desktop system. A staff member could ask a simple question such as, “What is my next job?” through an AI solution on their mobile device. For the organisation, this could also reduce the amount of detailed software training required for some users. “I would even go to the extent that we do not need to train certain staff to use the software at all,” Gubner says. “It will be sufficient to provide them with a list of example prompts that they can ask the AI.” Moyne Shire Council has identified similarly practical applications. Stephen Arundell, Acting Manager Assets and Property, says the council has been using Claude for reporting, data preparation and other tasks, including identifying efficient routes for completing jobs across multiple locations. “We have used it to identify the most efficient route to complete four days of jobs in multiple localities using specific start/end locations,” Arundell says. “The resulting information could then be

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downloaded directly into Google Maps for the user.”

FROM INFORMATION TO ACTION Smith says these examples highlight a broader shift in how infrastructure teams can interact with asset information. A road officer could ask when a section of pavement was last inspected and what was found. A customer service officer could check whether works are scheduled at a particular location. An asset manager could analyse feedback trends or identify outstanding maintenance activity. The value is not that the AI makes the infrastructure decision. Instead, it can reduce the administrative distance between a question and the evidence needed to inform the next action. At Gippsland Ports, Callaghan says the additional visibility is helping identify where resources are being used and where potential bottlenecks exist. “It gives us a real picture of where a lot of our problems are,” he says. “And it helps us with our planning for asset management, asset maintenance, preventative maintenance, and so on.” Moyne Shire is also looking towards inspection and job compliance reporting, crew scheduling and inspection scheduling as potential future applications. ACCESS WITHOUT LOSING CONTROL “Greater accessibility cannot mean unrestricted access,” Smith says.

“Conversational responses need to reflect the information each person is authorised to see, while the quality and currency of the underlying data remain critical.” At Moyne Shire, only specific users initially had access to the system, with Arundell noting that a high level of understanding was important to test and clarify the outputs. Professional judgement also remains essential. An AI-generated response can bring together relevant information, but it does not replace engineering assessment, knowledge of local conditions or established approval processes. "We continue to use human judgement to interpret and act on the information generated through the agent,” Callaghan says. Smith says the next step for organisations is to explore how conversational access can move beyond information retrieval while retaining those controls. Gubner says the longer-term opportunity could include reliably updating assets or creating jobs based on previous work and resource availability, with proposed changes then reviewed and approved by a supervisor.

A MORE ACCESSIBLE OPERATIONAL INTERFACE The significance of conversational asset intelligence is not that every infrastructure task should become a chat. Dashboards, maps, reports and specialist analysis remain essential, Smith says. The difference is that they no longer need to be the only entry points. For organisations managing large and complex infrastructure portfolios, the ability to ask a question in familiar language can provide a more accessible starting point for finding information, identifying trends and supporting operational decisions. As Gippsland Ports, the City of Kalgoorlie-Boulder and Moyne Shire continue exploring the technology, their experiences demonstrate that the value is beginning to extend beyond a technology demonstration into practical asset management workflows. To learn more, visit assetvision.com.au

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ENGINEERING

Closing the workforce gap with AI and connected data

Technology is helping engineering teams improve productivity and manage growing project demands.

ccording to Vivek Kumar, Senior Regional Director for Australia and New Zealand at Bentley Systems, Australia’s infrastructure pipeline is creating a productivity challenge that cannot be solved by simply adding more people to the workforce. Infrastructure Australia has forecast that the sector could face a shortfall of up to 300,000 workers by 2027, as governments progress major infrastructure, energy and housing projects. Kumar says that while migration, education and training will all have a role to play to fill the gap, the scale and speed of the challenge means the industry also needs to find ways to increase the output of its existing workforce. “The shortage is already creating pressure across the industry,” Kumar says. He says the challenge is not simply finding enough people to fill vacant positions. If projects are delayed, rushed or delivered without sufficient resources, the consequences can flow through to project costs, timelines and ultimately the broader economy.

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This is where technology will have an increasingly important role.

GETTING MORE FROM EXISTING TEAMS Increasing the supply of engineers remains important, but Australia cannot train and migrate its way out of the immediate gap, says Kumar. Even attracting experienced engineers from overseas takes time, with professionals needing to become familiar with Australian standards, codes and other local requirements. The technology response, therefore, is not about replacing engineers, it’s about giving them more capacity. “We're not talking about replacing human engineers with technology,” Kumar says. “It's about augmenting the human.” Artificial intelligence (AI) is accelerating this opportunity. Bentley, a global software company that provides computer-aided design and digital twin technology for infrastructure engineering, construction and operations, has introduced AI-enabled capabilities across several of its products,

including MicroStation, ProjectWise, Synchro and Site Design. Kumar says early feedback from customers indicates efficiency gains in the range of seven to ten times for some tasks. “If something was taking 100 hours to do and is now taking 13 or 14 hours to do, that's a huge gain in efficiency,” he says. He says that even a more conservative threefold increase in engineering output could have a significant impact when applied across a workforce facing a sixfigure shortfall. The opportunity is particularly relevant to the repetitive and administrative tasks that consume engineering time. “Removing those tasks does not just increase productivity, it can make engineering roles more attractive by allowing professionals to spend more time applying their expertise and therefore, they are more engaged and more productive,” Kumar says. That engagement could also help the industry attract and retain talent, particularly as experienced engineers leave the workforce and a new generation enters it.

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Image: Minttita/stock.adobe.com

Australia’s growing infrastructure pipeline is putting pressure on the engineering workforce to use technology to help deliver more with the people it has.

technology adoption needs to keep pace. Trust is one of the biggest barriers. Engineering decisions can have significant safety, financial and operational consequences, meaning organisations need to understand how AI-generated outcomes have been produced. Bentley's approach includes what Kumar calls “transparency cards”, designed to make AI processes digitally traceable and auditable. “If there are ever any issues with an outcome that was influenced by AI, you can transparently, and with trust, go back and audit it and see the digital traceability of that,” he says. The engineer also remains responsible for the final decision, with checks and balances built into Bentley's AI-enabled tools. Data stewardship is another component of that trust. Kumar says Bentley's end-user licence agreement states that customer data is not used to train its large language models unless the customer explicitly chooses to allow it. “We don't do it implicitly. Customers have to opt in to that,” he says. For Kumar, those safeguards will become increasingly important as AI moves from assisting individual tasks towards managing more complex workflows.

PREPARING THE NEXT WORKFORCE Kumar sees solving the engineering workforce challenge as an ecosystem involving industry, government, universities and technology providers. Bentley is working with universities including Griffith University, Western Sydney University and University of Technology Sydney to expose engineering students to digital engineering, model-first and assetfirst approaches before they enter the workforce.

The aim is to reduce the change management burden that can accompany technology adoption later in an engineer's career. At the same time, Kumar cautions against viewing younger, digitally native workers as a replacement for the experience being lost as older engineers retire. “You need this nice balance,” he says. “You've got people retiring, you've got new young people coming in and you’ve also got people coming in from overseas. This is a wide breadth of experience.” That combination of experience and new thinking could provide an opportunity to reshape how engineering work is performed. The foundation for that future is less glamorous than AI itself. “The very first thing required to enable a technology-enhanced workforce, is clean, structured, connected data,” Kumar says. He says poorly organised information can undermine even the most sophisticated AI system, recalling organisations where the same item has different names depending on who created the file, making it difficult for people and algorithms to find and interpret information. Once information is structured and connected, AI can move beyond simply finding documents towards supporting agentic workflows, design outputs, operational readiness and decision-making. The objective is ultimately to give engineers the information they need to make decisions, rather than requiring them to spend hours searching for it or repeating work that has already been completed.

To find out more, visit bentley.com

Connected data and digital tools are reshaping how infrastructure projects are designed and delivered.

Image: อภิสท ิ ธิ � ปัก เหนือ/stock.adobe.com

TACKLING REWORK AT ITS SOURCE Repetitive administrative tasks are only one part of the productivity equation. Kumar identifies rework as another major source of wasted time across complex infrastructure projects. Large projects bring together multiple organisations, disciplines, software platforms and file formats. Design changes can require information to be exported, modified and checked across different systems, creating opportunities for errors and duplication. “You have a lot of, ‘Oh no, that's not right, I need to go back and fix that’,” Kumar says. Connected digital environments can reduce this friction by keeping project information accessible and synchronised as designs change. Kumar points to Bentley customers using live digital twins, with design updates automatically synchronised rather than requiring teams to repeatedly return to source files. He says one Melbourne project achieved a reported 75 per cent reduction in total rework hours, with savings of about $150 million in rework. “That is massive,” Kumar says. “By creating a more efficient workflow, we can massively reduce the productivity issue.” Bentley's approach also emphasises interoperability and openness rather than forcing project teams into a single technology ecosystem. “Bentley software can ingest and export data across different file formats, while connected environments such as ProjectWise allow information to move through the project without repeatedly returning to the beginning of the workflow,” Kumar says. The next step is connecting those environments to AI. Bentley has introduced Model Context Protocol servers for a number of its products, allowing software to connect at server level with AI models. This can support agentic workflows where different systems and AI agents interact to produce an outcome. Kumar expects these workflows to generate significant time savings as the technology matures. BUILDING TRUST INTO AI For the infrastructure sector to realise those gains, however, www.infrastructuremagazine.com.au

October 2026 // Issue 41

ENGINEERING

Local presence, global competence DYWIDAG's acquisition of Interspan is strengthening its Australian capabilities while creating opportunities in renewable energy, infrastructure repair and international markets.

nfrastructure projects may be delivered by local teams, but the knowledge behind them increasingly comes from around the world. For global engineering company DYWIDAG, that exchange of expertise was one of the drivers behind its acquisition of Interspan. Founded 160 years ago in Germany, DYWIDAG began as a small cement factory and workshop before expanding into bridge building and engineering technology. Today, the business is a specialist in posttensioning and geotechnical services recording annual sales of about $948 million (€500 million), employs 1800 people and operates across 40 countries. The company acquired Interspan in Australia on 8 July 2026. DYWIDAG Chief Executive Officer Hugh Pelham says the acquisition adds posttensioning, inspection and concrete

October 2026 // Issue 41

repair capabilities to the company's portfolio, while giving it a platform for further growth in Australia and overseas. “For us, it is a very good acquisition,” Pelham says. “We had a gap in our service provision in the United Kingdom and Australia in terms of posttensioning, and Interspan filled that gap. It enables us globally to provide that service. “Australia is a very good market, with strong market growth, and we’ve operated in Australia for quite a long time on the geotechnical side.” Pelham says Interspan’s track record in post-tensioning and its design capability were central to the decision. Its expertise in inspecting, repairing and strengthening concrete structures also gives DYWIDAG services it can expand into the United States, United Kingdom and Germany.

That potential supports DYWIDAG’s principle of combining local presence with global competence. Heavy geotechnical products such as soil nails and strand anchors need to be located close to their markets to keep transport economical. Installation work also depends on local labour and the ability to respond quickly to project demands. “It’s extremely important. One of our straplines is basically local presence, global competence,” Pelham says. “In our business, to operate successfully, you absolutely need a local presence to deliver the services. For example, take our geotechnical side, we’re supplying soil nails or strand anchors or various other different products that are heavy. So, transport-wise, it would be uneconomical if you don’t have those products close to market.

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Images: DYWIDAG

DYWIDAG contributes to major infrastructure projects around the world, including the Gordie Howe International Bridge connecting the United States and Canada.

“There’s also the benefit of being able to respond to demand on sites quickly.” Alongside local delivery, the company uses its international network to apply engineering knowledge across markets. The value of that exchange was evident before the acquisition, with Interspan and DYWIDAG collaborating on several major projects. The Sydney Fish Market project relocated and rebuilt the iconic market into a world-class civic and commercial hub. Interspan delivered posttensioning while DYWIDAG supplied geotechnical products. The collaboration also gave DYWIDAG insight into Interspan’s systems for monitoring site productivity and finding more efficient ways of working. Those lessons sit alongside knowledge gained from DYWIDAG’s global bridge projects. The company designs and installs stay cable systems, including on the Corpus Christi bridge in Texas and the Gordie Howe International Bridge connecting Detroit and Windsor.

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“These are very large bridges, with a main span of 882 metres, towers around 250 metres high and stay cables up to 480 metres long,” Pelham says. “On all these iconic projects, there are always lessons to be learned in terms of scheduling and how we go about the work. We try to capture that knowledge and work with our customers to learn from each project. Then we look at where we can improve in the future.” He says the next stage of growth centres on energy transition infrastructure and the repair and strengthening of concrete assets. Interspan’s use of carbon fibre to repair concrete could, for example, be applied to repairing wind turbine blades, taking an established technique into a related market. Australia’s wind sector presents another opening. “If I compare Australia to Germany, the wind towers here are much lower. Many of the towers currently being built in Australia are steel, but the trend in the industry is towards taller towers because higher elevations provide more consistent winds and generate power more reliably,” Pelham says. “In due course, there will be more hybrid wind towers constructed in Australia, and that represents a significant opportunity for us.” Beyond renewables, the company sees potential in non-destructive testing, inspection and repair systems that determine what work concrete structures require. These capabilities could be used in other established markets as infrastructure owners address ageing concrete assets.

Hugh Pelham, Chief Executive Officer, DYWIDAG

Growth will require investment in Australia. DYWIDAG is recruiting design engineers and field personnel, investing in its Newcastle geotechnical manufacturing facility and training people entering the business. A global skills shortage remains a constraint. Pelham points to ageing workforces and insufficient numbers of apprentices and other new entrants across the construction sector. DYWIDAG is responding through apprenticeships, training and internships. The company’s longer-term Australian ambitions are substantial. “We want to continue to grow. We employ roughly 450 people in Australia, and my hope is that we can maintain our current growth rates. That could see the business grow to more than 600 people, with combined DYWIDAG and Interspan sales of around $150 million,” Pelham says. “Beyond that, I could see revenues exceeding $200 million in the future.”

To find out more, visit: dywidag.com

The Sydney Fish Market demonstrates how DYWIDAG combines local delivery with global engineering expertise.

October 2026 // Issue 41

COMPLIANCE Images: Intelepower

Century Yuasa supports critical power assets throughout their lifecycle.

Keeping critical power on track Is your critical power system still compliant? Five things to review now.

ritical power systems are built for longevity. Across rail, utilities, telecommunications and major infrastructure, direct current (DC) power systems can remain in service for many years, supporting protection, control, communications and

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other essential functions. But the infrastructure around them does not stand still. Standards evolve, equipment is replaced, loads increase and operating conditions change. Compliance therefore should not be viewed as something

established at commissioning and assumed for the remainder of an asset’s life. For infrastructure operators, periodic review is essential to understanding whether the system in service today remains safe, compliant and fit for purpose.

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COMPLIANCE Five areas worth reviewing:

1. DON’T ASSUME EXISTING VENTILATION IS STILL ADEQUATE Valve regulated lead acid (VRLA) batteries can release hydrogen during normal operation and fault conditions. Australian Standards therefore establish requirements around battery installation and ventilation to prevent hydrogen accumulating to unsafe levels. The presence of ventilation alone does not mean the requirement has been met. Changes to battery capacity, charging conditions or room configuration can affect the ventilation required. For existing infrastructure, ventilation should be assessed against the battery system and installation that exist today, rather than relying solely on the assumptions made when the facility was first designed. 2. DO THE ORIGINAL SYSTEM ASSUMPTIONS STILL APPLY? A DC power system may not be supporting the same infrastructure it was originally designed for. Additional protection, control, communications and monitoring equipment can increase connected loads, while operational requirements may change the autonomy expected from the battery system. This makes original battery sizing and autonomy calculations important areas to revisit. The question is not simply whether the batteries are operational, it is whether the complete system can still support the critical load and required autonomy of the site today, while allowing for appropriate future requirements. 3. DON’T CONFUSE DESIGN LIFE WITH ACTUAL OPERATING LIFE A battery’s stated design life is an important engineering reference, but it should not automatically be treated as its replacement date. Operating environment, temperature, float voltage charging settings and maintenance regime can influence actual service life. Asset age alone therefore provides only part of the lifecycle picture. Scheduled inspection and testing, supported by maintenance and operational history, can provide a clearer understanding of battery and system condition. This gives infrastructure operators better 36

October 2026 // Issue 41

Compliance shouldn't be a one-off milestone.

information for planning maintenance and replacement rather than relying on installation date alone.

evolve with the asset rather than remain a snapshot of the system at commissioning.

4. REVIEW THE COMPLETE SYSTEM, NOT INDIVIDUAL COMPONENTS A critical DC power system functions as an integrated installation. Batteries, charging, protection, distribution, monitoring, ventilation, access and maintainability all contribute to its safety and performance. This is particularly relevant as standards evolve. AS4044:2024, for example, introduced requirements for stationary battery chargers covering areas including charge control, neutral current limitations, DC cable colours, digital instrumentation and electromagnetic compatibility. Replacing an individual component with compliant equipment does not remove the need to consider how that equipment interacts with the wider installation. The more useful question for operators is: does the complete system meet the requirements that apply to it today?

COMPLIANCE IS A LIFECYCLE RESPONSIBILITY For infrastructure operators, the important shift is to stop treating compliance as a one-off milestone. A critical power system can remain operational while standards, infrastructure and operating conditions continue to evolve around it. Regularly reviewing ventilation, load requirements, battery condition, system integration and documentation helps determine whether the assumptions behind the original installation still hold true. Century Yuasa supports critical power assets throughout this lifecycle, from engineering and site assessment through to commissioning, inspection, maintenance and replacement planning. Its Asset Management Program combines scheduled system inspections and testing with operational reporting, maintenance planning and compliance reviews against relevant Australian Standards, including AS2676.2 and AS4044:2024. For infrastructure operators, the objective is not simply to ask whether the system is still running. It is to know whether the system you have today is still the system your infrastructure needs.

5. MAKE SURE DOCUMENTATION MATCHES THE ASSET Does the documentation describe what is installed on site? Years of maintenance, equipment replacement and modification can create a gap between original documentation and the physical asset. Incomplete or outdated drawings, settings and maintenance records can also make future servicing and fault investigation more difficult. Site inspections provide an opportunity to establish the current configuration and condition of the system, identify areas requiring attention and update the information used for future maintenance and replacement planning. For long-life infrastructure, accurate documentation should

A CLOSER LOOK AT AS4044:2024 For further guidance, download Century Yuasa’s Ensuring Safety, Compliance, and Reliability in Battery Chargers for Stationary Applications whitepaper for a practical overview of AS4044:2024, its key requirements and what they mean for critical power infrastructure. To find out more, visit: intelepower.com.au

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New design solutions for steel bridges Featuring comprehensive charts, tables, photos and illustrative diagrams, the new Composite Steel Road Bridges Technical Guide provides early-stage guidance for the preliminary design and evaluation of composite steel road bridges. 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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PROJECTS

Protecting infrastructure from above

Images: Bird Beam

Ten Wingzaway devices were installed across key roofline locations and both scoreboard roofs at the MCG.

From major stadiums to mining workshops, infrastructure operators are turning to new approaches to manage bird activity and protect assets, operations and public spaces.

ird activity is often dismissed as a nuisance. Across public venues, infrastructure and industrial facilities, however, it can affect safety, hygiene, asset protection and day-today performance. For Hobart-based Bird Beam Bird Control Technologies, bird management is an infrastructure issue rather than a housekeeping task. The company works across aviation freight, mining, stadiums, industrial facilities and commercial infrastructure, helping operators reduce bird activity. Bird Beam specialises in two technologies: AVIX automated laser system, manufactured by Dutch company Bird Control Group and the Wingzaway electromagnetic bird deterrent system, manufactured in Brazil. The objective is straightforward: understand how birds interact with a site and apply the most appropriate technology to reduce risk, protect

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assets and support cleaner, safer operating environments. Two projects, delivered in very different settings, demonstrate how that approach can be applied. At the Melbourne Cricket Ground (MCG), seagulls had become a familiar feature of the venue, perching above spectator seating, fouling high-profile areas and occasionally flying onto the playing surface during events. Particular attention was focused on the scoreboards. For a venue of the MCG's size and profile, the requirement was simple: no birds on the scoreboards. Bird Beam Director Michelle Kerr says delivering that outcome required more than simply installing a deterrent. The stadium's curved roof structures, open bowl design and complex wind conditions created a unique operating environment. The edges of the Shane Warne and Ponsford stand roof visors offered elevated vantage points

for birds, while the scoreboard roofs provided additional sheltered perching locations. Bird Beam selected Wingzaway electromagnetic bird deterrent technology for the project. Operating silently and without chemicals or lethal controls, the system is designed to disrupt the homing cues birds use when choosing places to perch. Kerr says the technology could also be configured to follow the curved profile of the roof visor edges. Bird Beam conducted a five-day trial under live event conditions, including crowds, food activity, lighting and match-day movement. Before installation, between 30 and 50 birds could typically be observed on the scoreboards during a game, while 50 to 100 birds were recorded along the Shane Warne and Ponsford stand rooflines. Ten Wingzaway devices were then installed across key roofline locations and both scoreboard roofs.

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The installation works alongside the stadium's existing bird-wire system. While the wires interrupt bird flight into the arena, Wingzaway targets the roof and scoreboard edges where birds gather before moving further into the venue. The project also required adjustments to account for wind loading, access requirements, fixing points and long-term maintenance considerations. Kerr says since the rollout started in July, feedback has been positive. There are currently no birds on either scoreboard, and bird activity has been pushed away from treated roof edges. Bird Beam’s work to protect a mining workshop presented a different challenge entirely. Mining workshops contain critical equipment, specialised tooling, electrical systems and skilled workforces. Bird activity within those environments can contaminate assets and create ongoing maintenance challenges. Large workshops can be particularly attractive to birds, providing height, shelter, warmth and low levels of disturbance. Once established, bird populations can become part of everyday site operations, with maintenance teams and staff continually managing the consequences. At a major Australian mining workshop, the operator chose to address the issue before it became an operational problem. Kerr says seven AVIX automated laser bird deterrent systems were installed across the workshop. The systems were programmed to target internal roof cavities and overhead perching locations where birds were most likely to settle. The AVIX Autonomic system uses a high-performance green laser beam that birds perceive as a physical threat. Moving across programmed reference points, the system operates autonomously and silently, without chemicals, noise-based deterrents or ongoing manual intervention. More than 18 months after commissioning, the site is still recording a 90 per cent reduction in bird activity. Kerr says the result demonstrates the value of treating bird control as part of infrastructure management rather than a cosmetic measure. “In high-value industrial environments, bird control is not cosmetic. It is about protecting staff,

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There’s been a 90 per cent reduction in bird activity since AVIX automated laser bird deterrent systems were installed at a mining workshop.

equipment and building assets,” she says. “This result shows what can be achieved when bird pressure is managed with automated technology that does not rely on constant human intervention.” The outcome exceeded expectations, according to a senior safety adviser involved in the project. “Seven AVIX units have been installed across the new workshop

site, and we have seen a 90 per cent reduction in bird activity since commissioning. The project exceeded expectations and was delivered professionally, with strong support from site leadership.” The result has prompted an expansion of the program, with four additional AVIX systems and three Wingzaway electromagnetic bird deterrent devices scheduled for installation in October 2026. Kerr says both projects highlight the same principle. Whether the asset is a mining workshop, stadium, airport, rail depot, port or water treatment plant, effective bird control starts with understanding how birds use a site and matching the technology to the environment. “Done well, bird management becomes another tool for protecting infrastructure, supporting operations and reducing risk.”

For more information, visit: birdbeam.com.au

At a glance MELBOURNE CRICKET GROUND Technology: Wingzaway electromagnetic bird deterrent system Installation: Ten Wingzaway devices Target areas: Inward-facing roof visor edges and scoreboard roofs Baseline: 30 to 50 birds on scoreboards during games, with more than 100 along key rooflines Outcome focus: venue presentation, spectator seating protection, asset protection and reduced bird pressure MINE SITE Seven AVIX bird deterrent systems installed across a new mining workshop investment Result: 90 per cent reduction in bird activity within a week of commissioning Sustained performance: result maintained more than 18 months after installation Expansion: four additional AVIX devices and three Wingzaway electromagnetic bird deterrent devices planned for October 2026 Application: high-value mining and heavy industrial infrastructure Target area: internal roof cavities and overhead bird perching zones Technology: AVIX Autonomic laser bird deterrent systems by Bird Control Group, Netherlands, supported by Wingzaway electromagnetic bird deterrent technology Outcome focus: staff protection, equipment protection, building asset protection, reduced clean-up pressure and operational discipline

October 2026 // Issue 41

VX25 RI4POWER

POWER DISTRIBUTION SYSTEM

FASTER ASSEMBLY

COMPLETE SYSTEM

OPTIMISED EFFICIENCY

Images: InfraBuild

PROJECTS

Sense 600 high-strength reinforcing steel used in construction.

Carbon reductions at 55 Pitt Street A Sydney commercial tower is demonstrating how high-strength reinforcing steel can reduce material use and embodied carbon while supporting sustainability targets.

s the construction industry faces growing pressure to reduce upfront environmental impacts, sustainable materials are transforming modern skyline development. A prime example is the landmark 55 Pitt Street tower in Sydney, a 55-storey commercial development designed and developed by Mirvac with ambitious sustainability targets. Mirvac – a property development and management group – targeted 25 per cent recycled content in major materials and for the building’s upfront carbon emissions to be at least 40 per cent less than those of a reference building. Bringing this vision to life required innovative engineering and forwardthinking material supply. SENSE Solutions® by InfraBuild brought the project closer to achieving these targets. SENSE 600® is a high-strength reinforcing steel bar that has contributed to a significant reduction in embodied carbon in the concrete elements of the project. Mirvac’s design vision for 55 Pitt Street includes premium commercial and retail spaces, underscored by a commitment to sustainability.

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SENSE 600 SENSE 600 is a range of 600 megapascal (MPa) reinforcing bars, produced to Australian Standard AS/NZS 4671. The bar’s unique specification allows it to achieve the same load capacity as traditional 500 MPa bars, despite being 16.7 per cent lighter. This smaller diameter, highcapacity bar simplifies substitution for designers, steel processors, steel fixers, and contractors, without compromising strength. In addition to its material efficiency, SENSE 600

is manufactured entirely from scrap steel at InfraBuild’s steel mills in Melbourne and Sydney. This not only contributes to the high recycled content of the product but also ensures it remains highly recyclable at the end of its lifecycle, aligning with circular economy principles.

INTEGRATION OF SENSE 600 The initial design for 55 Pitt Street, which began in January 2021, predates the availability of SENSE 600 by several years. When the project The 55 Pitt Street tower development was designed with ambitious sustainability targets.

October 2026 // Issue 41

PROJECTS

Sustainable materials support lower-carbon building outcomes.

was first conceived, 500 MPa bars were specified for the columns, and construction was set to begin. However, upon introduction of SENSE 600, it became evident that the substitution could be made with minimal impact on the existing design. A CodeMark certificate, recognised by the National Construction Code, facilitated the substitution of the 500 MPa bars with equivalent capacity SENSE 600 bars. As a result, 112 tonnes of 500 MPa column fitments were replaced with 93 tonnes of SENSE 600 fitments, resulting in significant material savings. While the longitudinal bars required

a design review, the equivalent capacity of the SENSE 600 bars meant the bar arrangement could remain unchanged, simplifying the redesign and documentation process.

MATERIAL AND EMBODIED CARBON SAVINGS Due to project scheduling and design variations, the substitution of SENSE 600 for 500 MPa bars began at level B2 of the project, which affected the total material savings. Nonetheless, the material savings for the longitudinal column bars were calculated at 15.4 per cent. The actual embodied carbon savings achieved in the column reinforcement was

Material efficiency is central to the project’s design.

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calculated at 38.6 per cent, based on material take-offs and InfraBuild’s Environmental Product Declarations.

EXPANDING THE USE OF SENSE 600 The success of the SENSE 600 substitution in the columns led to its further integration in the design of the building’s beams. Engineers from Arup and ADG were commissioned to redesign the post tensioned beams on the typical floors, from level 15 upwards, using SENSE 600 reinforcing bars. This redesign is expected to result in a further reduction of 270 tonnes in reinforcing steel mass, with an associated embodied carbon saving of 800 tonnes. SENSE 600’s success at 55 Pitt Street showcases how product innovation directly translates into measurable environmental wins for the commercial building industry. By manufacturing SENSE 600 locally using electric arc furnace technology and recycled scrap, SENSE 600 provides a lower-carbon alternative without compromising on strength. Beyond reducing large amounts of embodied carbon emissions and raw steel mass, SENSE 600 empowers designers and engineers to show that sustainability wins on large commercial projects are achievable without causing delays to projects. To find out more, visit infrabuild.com

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CMY

PEOPLE

Built on relationships. Focused on outcomes

nfrastructure projects are becoming more complex. Contractors are balancing tighter delivery schedules, workforce shortages, sustainability targets, evolving technologies and increasing pressure to improve productivity. For Select Plant Australia, supporting clients means more than supplying equipment. It means understanding project goals early, identifying potential challenges before they arise and working alongside project teams to deliver practical, reliable solutions. At the heart of Select's approach is a simple belief: the best project outcomes are achieved through strong partnerships. National Sales Manager Ryan Doyle says understanding what matters

most to a client is the foundation of every successful relationship. "Every client is different and every project has its own priorities," he says. "Our job is to listen, understand what success looks like for our client and find the right solution to help achieve it." With almost three decades of industry experience, Doyle

Ryan Doyle, National Sales Manager.

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has seen the value of early engagement firsthand. "The earlier we're involved, the greater value we can provide. It allows us to understand the project, anticipate needs and make sure the right equipment and support are available when they're needed." This collaborative approach enables Select to contribute beyond equipment hire. By working closely with clients throughout the project lifecycle, the business helps identify opportunities to improve efficiency, optimise utilisation and support broader project objectives. Regional Manager New South Wales and Queensland Stephen Hoare says early engagement often leads to better outcomes for project teams. Select Plant Australia works alongside clients from the earliest stages of a project to ensure the right equipment for the job.

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Images: Select Plant

In today's infrastructure environment, project success depends on more than having the right equipment. Select Plant Australia works alongside clients from the earliest stages of a project, combining industry expertise, technology and responsive support to help improve productivity, reduce risk and deliver better project outcomes.

"When we understand a project's requirements from the outset, we can provide tailored solutions, the right equipment and ongoing support that helps keep projects moving." As project expectations evolve, Select is helping clients meet a growing range of operational and sustainability requirements. Demand for electric, hybrid and solar-powered equipment continues to increase, while telematics technology is providing project teams with greater visibility of equipment performance, utilisation and maintenance requirements. These insights help improve reliability, reduce downtime and support more informed decisionmaking on site. "We have real-time visibility of our fleet and can proactively manage servicing and maintenance," Doyle says. "That helps minimise disruption and keeps equipment performing when clients need it most." While technology plays an important role, Select believes people remain its biggest differentiator. The business has built a culture focused on problem-solving, collaboration and customer service.

Stephen Hoare, Regional Manager New South Wales and Queensland.

Its teams are empowered to work across regions and functions to help clients respond quickly to changing project requirements. Whether it's sourcing alternative equipment, coordinating support across multiple locations or finding new ways to improve productivity, the focus remains the same: helping clients overcome challenges and achieve successful outcomes. "Our people are committed to finding solutions," Hoare says. "They genuinely care about supporting our clients and helping projects succeed." That commitment is strengthened

by ongoing investment in employee wellbeing and professional development, ensuring Select's people have the capability, knowledge and support needed to deliver exceptional service. Beyond its projects, Select is also investing in the future of the industry through community partnerships, including its support of Bandu and the Select Plant Australia Indigenous Youth Education Fund. These initiatives help create education and employment opportunities for First Nations students while strengthening pathways into the construction and infrastructure sectors. For Select, long-term relationships with clients, employees and communities are fundamental to how it works and the value it creates. Strong partnerships start with trust, clarity and a shared commitment to the outcome. By working closely with clients, understanding their challenges and taking ownership, Select helps create solutions that support lasting project success.

To find out more, visit selectplant.com.au

STEEL BEHIND THE DATA

Sheet and coil supply for Australia’s growing data centre sector. From cooling and HVAC systems to electrical enclosures, cable management, equipment cabinets and internal infrastructure, steel plays a critical role throughout modern data centres. Coil Steels supplies galvanised and metallic-coated steel sheet and coil for manufacturers supporting data centre construction and fit-out. With extensive stockholdings and in-house slitting, shearing and recoiling, we can supply steel closer to the size, width and format your production process requires. And when your project requires structural steel and other long products, the broader United Steel Group network provides access to structural steel, pipe and tube, merchant bar, plate and more.

Talk to Coil Steels about your next data centre project.

coilsteels.com.au

SCAN TO LEARN MORE

Important Notice and Disclaimer: The information contained in this advertisement is provided by way of general information only and has not been prepared with your specific needs in mind. Before application in a particular situation, Coil Steels recommends that you obtain appropriate independent, expert advice confirming the suitability of the product(s) and information in question for the application proposed. To the extent permitted by law, Coil Steels disclaims all liability (including liability for negligence) for any loss and damage resulting from the direct or indirect use of, or reliance on, the information provided in this product brochure. All supplies made by Coil Steels are made subject to its standard terms and conditions of sale available at www.coilsteels.com.au. “Coil Steels” is the trading name of Coil Steels Pty Ltd ABN 63 605 323 57.

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October 2026 // Issue 41

EVENTS

Image: Prime Creative Media

Converge brings professionals together to explore new ideas, technologies and industry opportunities.

National Precast joins Converge 2027 The National Precast Association will bring the voice of Australia’s precast concrete sector to Converge 2027, joining the event as an Association Partner.

epresenting Australia’s precast concrete industry, National Precast supports the sector and promotes the use of precast concrete across construction and infrastructure. Its partnership with Converge will provide members with opportunities to connect with professionals across construction, engineering, infrastructure and manufacturing, while showcasing the role precast can play in the future of project delivery. Held at Melbourne Convention and Exhibition Centre on 15–16 September 2027, Converge Expo will bring together the people, projects and suppliers driving Australia’s construction industry. Cadell Taye, Chief Executive Officer of National Precast, says the partnership is a natural fit given the breadth of industries represented. “Converge brings together people from across construction, infrastructure, engineering and manufacturing,” Taye says. “The partnership gives our members a stronger platform to showcase the capability, innovation and value of precast concrete while connecting with the wider industry.” For National Precast, the value of an event such as Converge extends beyond showcasing products and services. Taye says face-to-face engagement provides an opportunity for industry participants to exchange practical knowledge, explore

October 2026 // Issue 41

emerging technologies and discuss shared challenges. “These events give our members the chance to exchange practical knowledge, see emerging technologies and build relationships with clients, contractors and industry peers,” she says. Those conversations will take place alongside a broader program designed to connect suppliers with the people delivering major projects. The Contractor Hub will bring leading contractors onto the exhibition floor, with McConnell Dowell and Webuild among the contractors already involved, creating opportunities to build relationships with project teams. Converge will also be co-located with Data Centre Build Expo, Australia’s dedicated exhibition for data centre infrastructure. The combined event provides exhibitors with access to a broader audience, including data centre decisionmakers as demand for new digital infrastructure continues to grow. The event’s conference program will address issues across procurement, project delivery, market trends and upcoming opportunities, while networking events such as the Welcome Drinks will provide more informal opportunities to connect. Molly Hancock, Head of Marketing – Events at Prime Creative Media, says National Precast’s involvement will add another perspective to industry

conversations. “Construction is changing quickly, and the way we design, manufacture and deliver projects is a huge part of that conversation,” Hancock says. “Having National Precast involved gives attendees another opportunity to see how manufacturing can support smarter project delivery and where new approaches are already making a difference.” Taye says the sector is looking forward to engaging with a wider audience of clients, designers and contractors seeking practical solutions for their projects. “The industry is navigating growing pressure to deliver infrastructure and buildings faster, more safely and with lower environmental impacts, while managing workforce shortages, rising costs and productivity challenges,” she says. “We look forward to discussing how precast, advanced manufacturing, design for manufacture and assembly, digital technology and lower-carbon materials can help the industry respond.” Converge 2027 will be held on 15–16 September 2027. National Precast Association members have the chance to benefit from a 10 per cent discount on exhibition stands at the event.

To find out more, visit convergeexpo.com.au

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EVENTS

Images: Australian Airports Association

The 2026 National Conference and Industry Expo will bring together leaders from across the sector.

Airports focus on stronger connections Regional viability, border modernisation and sustainable aviation fuel are among the issues shaping the future of Australia’s airport network.

or Australia’s airports, the next phase of growth will involve more than expanding runways and terminals. From the financial pressures facing regional airports to the push for more seamless border processes and the development of sustainable aviation fuel (SAF), the sector is navigating a range of operational and infrastructure challenges. These issues will be central to the Australian Airports Association’s (AAA) 2026 National Conference and Industry Expo, which will bring the sector together in Melbourne under the theme Strong Airports, Strong Communities. According to AAA Acting Chief Executive Officer, Natalie Heazlewood, the theme reflects the different roles airports play across Australia – from major international gateways to small regional facilities. “Australia has airports of various sizes. Some of them have passenger numbers of 40 million passengers annually, and some are much smaller – they may see 20,000 to 100,000 passengers,” Heazlewood says. “For the larger airports, the focus is going to be on border modernisation, sustainability and growth. Whereas our regional airports, they’re more concerned about how they can do more with

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less, and how they can make things stretch further.” That difference in scale is particularly evident in the financial position of regional airports. A 2026 Regional Airports Financial Sustainability Survey commissioned by the AAA and Regional Capitals Australia, and undertaken by ACIL Allen, found 73 per cent of surveyed airports recorded an operating loss in 2024-25, with a median loss of $519,000. The survey also found 67 per cent had deferred or delayed capital investment. Heazlewood says the financial pressure makes infrastructure upgrades difficult, with airports often struggling to fund day-to-day operations before considering longer-term investment. “A lot of them need infrastructure upgrades, but they just don’t have that additional money to improve the runway or to make any upgrades in the terminals,” she says. Security is another disproportionate cost for smaller facilities because the cost of providing security is spread across far fewer passengers than at major airports. The AAA is using the survey findings to support its advocacy for sustainable regional funding, including in discussions with the

Federal Government and the Productivity Commission. For the broader airport network, technology is providing another avenue for improvement. Heazlewood points to border modernisation, including the use of digital declarations, passport-free processes and more integrated passenger journeys, as areas where Australia can learn from overseas best practice. The Federal Government has committed more than $56 million over four years to traveller and border modernisation, including the progressive rollout of the Australia Travel Declaration – a digital alternative to the paper incoming passenger card. The system is expected to be introduced across all international airports and seaports over the next 12 to 18 months. The AAA has advocated for the removal of the paper card, with Heazlewood describing it as one component of a broader opportunity to improve the passenger journey. She also points to the potential for more international swing gates, allowing the same gate to handle domestic or international services, depending on the operation. Sustainability is another major area of focus, particularly the development of SAF.

October 2026 // Issue 41

EVENTS

"For the larger airports, the focus is going to be on border modernisation, sustainability and growth. Whereas our regional airports, they’re more concerned about how they can do more with less, and how they can make things stretch further.” Australian Airports Association Acting Chief Executive Officer, Natalie Heazlewood.

For the AAA, SAF has a dual role: reducing aviation emissions while contributing to Australia's future fuel security. “Australia is actually really fortunate in the development of SAF because we have a significant opportunity to develop our own domestic SAF industry,” Heazlewood says. “We have the feedstocks, we have renewable energy, and we have an established airport network and industry appetite.” She says the challenge now is creating enough certainty for investors to commit to the infrastructure required to establish a domestic industry. “It’s going to cost a lot of money to build an entire industry from scratch, and so in order to do that,

we really need confidence from the government that there’s going to be a long-term market,” she says. The AAA will explore these issues alongside infrastructure investment, regional airport operations, security, technology and the changing passenger experience at its 2026 National Conference and Industry Expo. The four-day event will be held at the Melbourne Convention and Exhibition Centre from 30 November to 3 December. The program includes the Women in Airports Forum, regional and security-focused sessions, an industry expo with more than 55 exhibitors, and the National Airport Industry Awards. Speakers include Melbourne Airport Chief Executive Officer

Lorie Argus, Qantas Chief Financial Officer Rob Marcolina, futurist Michael McQueen, Navigating Aviation’s Angela Garvey and Martyn Scrimshaw from Chaplaincy Australia. For Heazlewood, however, the value of the event extends beyond the formal program. “The thing that I am looking forward to is just connecting with members and different airport leaders,” she says. “It’s when you talk to members that you really hear, on an individual level, more about what’s happening for their airport.”

To find out more, visit airports. asn.au/national-conference

The airport sector is navigating a range of operational and infrastructure challenges.

October 2026 // Issue 41

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