News & Media

GCLR Stage 3 - Meet The Contractor Industry Event

November 1, 2021

On Thursday 23 September 2021 the Department of Transport and Main Roads, GoldlinQ and John Holland hosted a Meet the Contractor industry event for Stage 3 of the Gold Coast Light Rail

GCLR 3 | Meet the Contractor Event - Transcript

23 September 2021


Speaker: Kathryn Lister

Thank you very much for coming along this afternoon to the Meet the Contractor Event.  

And thank you to those joining via livestream.

Today is a great opportunity to find out a little bit more about the project; about some of the opportunities for local business; and about our commitment to local industry and what will happen next.

Today will be hearing from Peter Papantoniou from TMR. He’s the project director for Gold Coast Light Rail Stage 3. Peter is joined today by Deanne Hawkswood, TMR’s General Manager for Strategic Procurement.

We’ll also hear from GoldlinQ. GoldlinQ is contracted by the State Government to manage the design, construction, operations and maintenance of the Gold Coast Light Rail system.

Joining us from GoldlinQ will be Simon Thomas, GoldlinQ’s Executive Director for Delivery and also Jason Ward, GoldlinQ’s Executive Director of Operations.

And finally, we’ll hear from the senior staff from the John Holland team. We have Russ Beynon, who is Project Director for Gold Coast Light Rail Stage 3. We’ve got Jon Bellachioma, who is the Project Manager for Delivery, and we have Jon Farmer here as well, who is a Commercial Manager for the project.

Before we start introducing our guests, we do have a little bit of housekeeping to attend to.

You all should’ve checked in using the Queensland Covid-19 check-in app on the way into the building. If you haven’t done so, please, do so before you exit the event today.

Masks are not mandatory while you are up here, and you’re seated. But if you do get up and you’re in the common areas of the Surf Life Saving Club, we do ask you to put your masks back on.

Restrooms are located downstairs. You need turn to the right and you’ll find the restrooms located there.  

Please note we are livestreaming the event today. We’ll only be seeing the back of your heads, but we have a photographer in the room as well, who will be taking some shots primarily during networking section of the event.

If you prefer not to be photographed, please let someone in a John Holland shirt know. We’ll make sure that we don’t photograph you.

Finally, we will have refreshments after the event -- tea, coffee -- and an opportunity to meet the John Holland team and our project partners.  

So, without further ado, I will introduce Peter Papantoniou from TMR.

Welcome – State  

Acknowledgement to Country  

Thanks Kathryn, my role on the project is I am the Project Director for Stage 3, from the Department of Transport Main Roads. Before I start, I’d like to, on behalf of the department, GoldlinQ and John Holland respectfully acknowledge the traditional owners and custodians of the land on which we are meeting today. And to pay our respect to their elders - past, present and emerging.

Project excitement

So, a quick thank you to Jeremy Turner from GoldlinQ and to Russ Beynon from John Holland for the opportunity to join you here today and with the people online, I'd like to say a few words about what is a great project.

The project is an iconic piece of infrastructure for the Gold Coast, with its unique design and surfboard racks. The Light Rail trams have become synonymous with the Gold Coast since they began operations in 2014.

So, the The GCLR journey started many years ago before that, when the City and the State government looked at the original concepts and we are here today focusing on Stage 3 and what a journey it has been. So, the GCLR system provides a high frequency and reliable on time travel service for its users. One of the A really interesting and important things that has happened over the years, is we were've been able to provide improve accessibility on public transport on the Gold Coast for a range of different user groups.  

The project is unique in many ways. It was the first public transport project to be funded by all three levels of government and in saying that, I want to acknowledge the funding contributions and assistance by the Australian government and the City of Gold Coast. And of course, the Queensland government who is the project sponsor for Gold Coast light rail in delivering the first two stages and now stage 3. There has been significant investment in public transport on Gold Coast from all three levels of government.

So, stage 1, stage 2, you might may or may not be aware has been delivered by the Queensland government in partnership with GoldlinQ and it currently connects the heavy rail system in at Helensvale to the hospital and university precinct and down to central Southport. Then through the busy tourism centres of Surfers Paradise and finally connects up to Broadbeach with the its shopping, restaurant and entertainment precinct.

Light Rail has become the spine of the city’s transport network, connecting people to places they want to go. And the numbers speak for themselves.  

More than 56 million people have hopped onto Light Rail to get to work, to their place of study, to enjoy the Gold Coast beaches, and also to tourists and evening entertainment precincts.  

It’s hugely successful in supporting major events also. The Commonwealth Games and the annual GC Supercar 600 event to name a few.  

The Light Rail has really changed the way people move around the our city. And there’s no doubt they play a key role in shaping the growth and evolution of the Gold Coast.  

The delivery of stage 3 will continue to the roll out of a greater transport experience for more people on the Gold Coast and will help the city manage its population growth in the coming decades.

Stage 3 will provide connections across the southern part of the Gold Coast: Miami Beach, Nobby’s Beach, Mermaid Beach and Burleigh Heads. But the success to date in delivering those first two stages has involved strong partnerships with, and contributions from industry and the local business community.

Today is all about continuing that strong partnership with John Holland and with GoldlinQ, but also with local industry to deliver the project.  

We are excited that building on this legacy will deliver hundreds more jobs to local Queenslanders and the local community.

In concluding this, we I'd certainly encourage everyone here today and online to actively engage with the John Holland team and GoldlinQ team as part of its process and to get involved in what it couldwill be a city shaping project.

But before I handover back to Sharon Kathryn and the team, I would like to introduce Deanne Hawkswood, TMR’s General Manager of Strategic Procurement. Deanne has joined us here today to help us give you guys some information around the department’s introduction of the best practice industry conditions for transport civil construction projects. This new policy will be applied to the Gold Coast Light Rail Stage 3 project.  

There is information on what we call BPIC online. It has been circulated to various industry associations.  and if you'd like some further information on that, Deanne will be available There will be time after the session to answer particular questions and they is a fair bit ofthere is some information we’ll be handing out today as well.

Thanks again, thanks to GoldlinQ team and John Holland team for the opportunity to be here. And as I said, I certainly  to encourage everyone to be therethink about participating in the this process. Thanks.

Welcome – GoldlinQ

Commitment to local industry

Speaker: Jason Ward

Hi everyone, I’m Jason Ward. I’m here today representing GoldlinQ. GoldlinQ is the operator franchisee for the Gold Coast Light Rail Project. As operator franchisee, GoldlinQ is the company that is being contracted by the State Government to build and operate the and maintain the Light Rail system for 15 years through to mid-2029.

As big as it, Tthe system as of today has been extremely well-received, carrying 56 million passengers. And for us, that’s all about the performance of the system and the performance of the system is based on the quality of the delivery and the product that we get from our contractors and their suppliers.

This type of event, engaging local supplies and businesses to help deliver on that success is really important for us as GoldlinQ because we understand importance of having local people involved. And I can say that as a Burleigh local myself so I’m extremely proud to be on the project still.

To dayte, GoldlinQ has, on behalf of the State Government, managed to deliver the stages 1 and 2, and now for Sstage 3 and I’m here today, with my colleague Simon Thomas, who will say few words shortly.

Simon’s the GoldlinQ Delivery Director, who essentially has the responsibility for daily oversight of John Holland. Simon will be inherently engaged with John Holland and on procurement processes delivery throughout the delivery project of the stage 3.

GoldlinQ’s role as well and with our board and our chairman, we have a very dedicated focus on opportunities for local workers. And that dedication and focus of local businesses and opportunities remains in stage 3.  

On previous stages, our contractors for stage 1 and 2 have delivered around 90% of our workforce being recruited from Gold Coast and Southeast Queensland locals. So that’s a big target for us that we have to stretch towards and we’ve got big focus on it for John Holland as well.

A total and estimated $900M of investment has been injected into Gold Coast and Queensland businesses to dayte, so and we are very proud of some of those statistics that we were have been able to deliver.

There are some things that can’t inherently be procured locally such as five new trams that we’ve got coming into the system and some other specialized equipment we just can’t source locally.

But our approach, as we already have been talking with John Holland and I’ll touch on a bit later, is that if something is available locally then it should be sourced locally-- if it meets John Holland’s procurement requirements.

Our ongoing discussions with John Holland is all about maximizing local opportunities. We know they understand the importance of the close relationship with local businesses and the local community over the next few years of construction. So, thanks for that.and I’ll hand over to Simon to talk aboutsay a few more things about John Holland.

Event purpose

Speaker: Simon Thomas

Hello everybody, I’m Simon Thomas, I’m the Delivery Director for GoldlinQ.  

As you know, this Light Rail project has been key economic driver for the city. We will continue that today and it’s a great chance to meet John Holland and talk about the project in detail and where you guys can help. Russ and his team will go through the process about applying for work on the project.

I’ll shortly hand over to John Holland, but first, I just want to give you an overview of the project and its scope.

Our chosen contractor

Speaker: Simon Thomas

Twelve months ago, we started a competitive tender process in the market to choose a contractor and we went through a rigorous procurement process to choose John Holland to be our preferred contractor for this project. John Holland’s scope is to design and construct the project.  

We've started with early works as you see when you drove down the Gold Coast Highway. We saw those big yellow machines, and we're in that early works phase at the moment. I just want to explain a little bit about what the early works entails, it's detrimental that we get good early works. And the reason is to get investigation work done to understand what's in the ground. We're doing over 1,000 trial pits out there on that six-kilometre track. We're looking in the ground there to find all the services, understand where they are so that information can be fed back to our designers. They have mobilized in Brisbane a team of 50 designers working on the project as we speak. This investigation work to identify services in the ground is critical.

We're also doing geotechnical investigations as well. And then we do monitoring -- noise monitoring, desk monitoring and survey work. Lots of survey work out there. There’s a lot of investigation work, which is critical to the next phase.

The next phase is the start of construction, and the plan is early next year, we move into that construction phase as well, which is really exciting.

Gold Coast Light Rail Stage 3 Scope

Speaker: Simon Thomas

I’ll talk a little bit about the scope. If you don't know about the project itself, it’s 6.7 kilometres of new Light Rail which predominately goes through the middle of the Gold Coast Highway from Broadbeach, all the way to Burleigh Heads. We have eight new stations station precincts and an upgrade to the depot to facilitate the extra Light Rails arriving. We also got new bus connections on Christine Avenue and Burleigh Heads.

There’s also a lot of supporting work signal underground services, drainage, and side street development as well as an upgrade of some of the parks. We do a lot of work down in that area over the coming years as well.

It's really exciting that we've got the contractor on board with the way we're working out on site.

This project is moving forward, and it's a collaborative approach. We all work together with a great relationship with John Holland. Events like this, where we can bring them here, talk about the project and get you guys involved with project local participants is really important.

That’s the project overview.

The John Holland team are now going to talk about in detail the project and the process.

John Holland

About John Holland

Speaker: Russ Beynon

John Holland is a company that has been operating in Australia for over 70 years. They started in 1949. We operate throughout Australia, New Zealand, and the Southeast Asia.  

I suppose we run the full gamut of construction work.  

We’re across linear infrastructure such as roads, bridges, dams, or rail, including the Light Rail tunnelling, commercial buildings and major projects.

John Holland as a company is currently turning out about $5 million a year. We've got about 60 projects on the go with a combined value with $14 billion.

As a company we have a large percentage of women in our company. We also tried to engage and promote those sorts of things throughout the company. Just in terms of, I suppose, John Holland as a company, we certainly focus on being a good corporate citizen, and certainly focus on being an employer of choice as well. That sort of drives us in a lot of things we do.

We have put a lot of focus in terms of flexibility in our workplace, women in construction, being an inclusive employer, and certainly in terms of engaging with the community and providing some good social outcomes.  

It's a very important part of our DNA as a company to be able to do those sorts of things, right across the board and that's how we will try to operate. That also drives that interface with the community and interface with the supply chain. The commitments that we're making to the State and GoldlinQ in that space, are ones that we believe in as well.  

We want to engage with the local supply chain and get as much done as close to home as possible. It's very important for us and it's one of our major drivers in the way we do business.

I suppose, in terms of our experience in this type of job, there's a number of projects out there that we've recently done like Light Rail through the North One Avenue down the middle of Canberra and into the city.

Some of the larger jobs in Sydney – the Metro tunnel. Sydney Metro. I've just come from Rosedale interchange which was basically a whole load of spider webs and connectors underneath of Sydney.

Certainly, a lot of work in our Melbourne area on the level crossing removals. We've been doing crossing removals for many years down there so there's interfaces between road rail and in urban environments. It’s something we've done a lot of work on in the past.

Some of the local projects up here, and that sort of gamut Sunshine Coast, Gold Coast Seaway. Some of the Urban Utilities works again. We also go down some of the utilities work where we work in program alliances with some of the utility authorities to deliver a program of works. So that could be $100,000 jobs as well, in that sort of a program – alliance style of work. There's a lot of building works such as traction power stations and in the other areas we've got we've got as well. I think one of the key things here is really that when I looked at looked at those projects, we have people that have worked on all those projects.

Our team has sort of been combined up and did a fair bit of work on a lot of those things. We've tried to basically ensure that the experiences from all those jobs can be applied to this job. And that's both good and bad, lessons learned is a key favourite of mine. We’re trying to bring together a team that understands how these jobs come together and make sure that we deliver in the best possible fashion.

That’s a part of the history of John Holland and how we approach things.

Jon will come up and run through how as a Tier 1 contractor, we try to employ ourselves.

Working with a Tier One contractor

Speaker: Jon Farmer

John Farmer, Commercial Manager for the project, amongst other things, responsible for the procurement and oversee the tender process. I see some of you in the room are familiar with working with a Tier One contractor.  

Certainly, this little segment is to better explain that to those who aren’t. And certainly, there’s a little bit of a nuance in respect to this particular procurement model that we are introducing. And that’s really to help us with our commitments to engage with the community and secure local content.

First bullet point there, you’ll see “expression of interest”. Typically, that’s something where the market might come to us and put their best foot forward. What we plan to do is have an online portal where we’ll be expecting our potential supply chain to put forward an expression of interest. And in that process, we’ll be asking the supply chain to complete a questionnaire. That questionnaire is driven by some statements on quality, safety, environment and enable us to assess capability and suitability to have them work with us.  

In the EOI State, there’s no commercial discussion and money spoken at all. It’s simply an ability for us to engage with the community, to get out there and enable you guys to price for us.

That enables us to effectively give everyone the best chance in a full, fair, and reasonable opportunity to tender for work. To be able to do that as well, we’ve also given an undertaking to unbundle certain packages of work that typically would be too big for certain smaller providers to supply to us. Again, giving the best opportunity for local participants to be involved on the job.

What that doesn’t allows us to do though, it does provide us a short list of people that we would be asking to price for the work. There will be some disappointment at that stage because there would be certain people who expressed interest that don’t have the right skillset, don’t have the right capacity, or genuinely just are unsuitable to work with us but the whole purpose of the EOI is to give everybody a fair go.

After we have undertaken the EOI, there’s probably a more familiar process that the market is used to for Tier One, where we send out a formal document requesting a price from the market - from the short list of participants. A nuance on this particular stage is well known: to enable to discharge our obligations onto the QLD Procurement Policy. We will be asking further questions, more detailed questions, more targeted questions about safety, quality, environment; but also seeking commitments from our supply chain in respect to the local spend that you are going to make on this project through your own supplier chain. We’re looking at commitment from our supply chain in respect to training hours. We’re looking at a commitment in respect to local content where your people are going to be from as well. It’s all driven around their ability to help deliver to us what we have commitment to the client.

After we’ve made our assessment, we’re obviously undertaking interviews. We’ll finalise commercial terms, and ultimately, in certain instances, we will need to get a proposed supplier or a subcontractor endorsed by the client. Once we’ve sorted out our commercial terms, we’ll enter into an agreement with the supplier or subcontractor.

We’ve got a small point down there, which is on the previous slide, there are smaller items of consumers, but we go to the market on; typically, they won’t be involved in this EOI Multi Criteria Analysis process. It’s just a simple request of a supplier chain about a quote and a commercial assessment.

Just picking on from where Simon indicated as a Tier One contractor, there is a government process we go through. Typically, the whole process from EOI through to Award can take up to 2 months, maybe a little bit longer depending on the package. And the slide I mentioned earlier, we are undertaking a detailed designs at the moment - comparing our design documentation and the timeline that we expect to be out in the market - takes on this process is in the first quarter of next year.

Speaker: Jon Bellachioma

I’m Jon Bellachioma. I’m the Delivery Director for John Holland. I am responsible for construction works, which a lot of people in the room will be interested in, and the testing and commissioning of the project at the end. My little piece here is going to be talking a little bit more about what Working with a Tier One contractor is – I mean the slide has been up here for a while - you’ve had an opportunity to see what it is, but I’ll go through that in a bit more detail now.  

Kind of seems obvious but John Holland is a Tier One organization, but there are instances out there where people probably are the one in charge – that doesn’t really happen in John Holland. We need a contract in place before we get to do work.  

As you would imagine for a Tier One contractor, safety and looking after people and environment is very important to us. We have 10 Global Mandatory Requirements, which we implement as an organization, which we will flow down on the project. They’re really here to protect people and the environment. I’ll just run through a few of them like working from home. That’s one area or rules that we cannot move around. Temporary work, this is another one. Excavation, trenches, things like that, classify as temporary work - a mandatory requirement. And then, things around electrical safety and environmental protection so they will be part of the project. We’re sharing them with you, and we’ll need you to comply with those requirements.

Labour plants in onboarding again, we will need to see what you’re bringing it on. We’ll need to review it; we need to look at it; we need to make sure that it complies with our requirements, and it’s all good to go. That lot comes along with the process too. We’re not bringing in any plant material that hasn’t been through that.

We will be using 3D Safety, which is a system that reports people’s competency and allows us to report incidents, stuff like that. It may not be here too much on the Gold Coast alone, but it kind of falls off a railway one. People who do railway projects are used to these kinds of stuff, where you have assistance under competency so that it’ll fall into place.

Verification of competency: That should be nothing new, but basically, we need to make sure that when you’re on a project, you’re competent; you’re all good. You’re doing the job that you’re supposed to be doing; there’ll be checking and surveillance, and all of that.

Plant inspections and maintenance: we will need to run through your plant; making sure that it’s up to date and circuits is all good; All that information gets loaded onto 3DS, so we’re aware of how well the plant is and what its compliance State is at any time.

Full PPE: Sorry, but that’s what it is. Nonnegotiable.  

Fitness for work: Again, it’s mandatory. We’ll be doing alcohol test. We’ll doing drug tests per requirement that you are free of drug and alcohol to work on end. That’s mandatory too. That’s business as usual at John Holland – a Tier One contractor.

Last capital points: safety, environment, quality, and sustainability – big thought, big part for John Holland. We’ve got a little bit more. Russ is actually going to talk a little bit more on what that means in terms of sustainability, but we’ve got controls in place to look after and make sure that we’re doing the right thing in actuaries.

Temporary works: There’s a big process with a Tier One; you’ll be working with us to enable us to get our temporary works in, for as simple as running awnings on fences. We need to go through process and procedures of what is safe – it’s all about protecting people, all about protecting workers, and the public.  

In summary, it’s significant piece of work that we need to do but it’s all for the right reasons so if you want to do any kind of work with us, then I don’t think you’ll have an issue in doing any of those things. It just helps us to make sure that you do the right thing. So, I’ll hand over now to Jon Farmer again.

Requirements and expectations

Speaker: Jon Farmer

We’ve heard a common theme - local participation. Under our agreement with GoldlinQ, we’ve made certain commitments. In line with the State Procurement Policy, our expectation is that you out there will enable us to be as committed, and quite frankly, you guys are fundamental to our success - you’ve been able to do that.  

There are various government policies that apply to our agreement with GoldlinQ. Primarily, we got the QLD Procurement Policy or QPP and the best practiced principles we’ve mentioned previously. What that would mean is, in high level terms is value for money. We don’t just look at the cheapest price - the lowest price - and the government is looking to advance economic, environmental, and social objectives for the long-term benefit of the community.  

The principle of QPP is obviously QLD first. The expectation is that we are genuinely targeting supplier chains within the kilometres of the project site. We’ll also look at economic benefit; we’re looking to increase the opportunities for apprentice, and trainings, and secure local jobs. The QPP expects that we use environmentally appropriate products as well on the back of sustainability obligations we need to meet. All of which will be looking for our supplier chain to help us achieve those targets we set ourselves.

QPP looks at the spending on social enterprises, and we’re looking very, very, hard to see that we can engage in businesses that benefit the public and community in that space. In addition to QPP is the Queensland Indigenous Procurement Policy or the QIPP, the QLD Charter for Local Content (QCLC), and QLD Government Building and Construction Training Policy of QIPP. All of those we make commitments to with GoldlinQ, and as they say, we’re definitely looking for you guys to help us achieve those results. We have the benefit of working recently with Gold Coast suppliers on a range of projects. Certainly though, the southern part of Gold Coast is a new area that we’re looking to engage with the local industry with; to improve the commitment to the businesses, and the community, and local employment.

So, in principle, we will develop some interest in the project as we go; this type of forum is designed to do that, and the number of frequencies of these forums will really be triggered by the level of interest from you guys at the end. We’re looking at various collaborations with the local universities if we can get graduates to get some work experience on the job and things like that.  

John Holland itself has spent almost $7 million nationally with certain political and social enterprises. Something within our organization, we have specific teams that we’ve set up to do. Certainly, they will be of help in our project for engagement with the community to achieve and improve on those goals. That covers the issues in respect of how we deploy our expectations in engaging with the local industry and local employment.

Speaker: Russ Beynon

In terms of all the talking points there, previously was the sustainability aspect that we need to meet on the project. We have targets: I think 15 and so on constructions - a series of elements and points that we need to manage, to show that we’re actually building in sustainability into the project. Now those things, they’re sort of a first level – probably ensuring that waste minimalisation, energy use is reduced, material use is reduced. Anything that improves the ability of us to reduce the overall resources used on the project, but in addition to that, there’s also the positive side of that. We’re actually enhancing the urban environment, enhancing the community we’re in, and sometimes also enhancing our people. So, the sole sustainability is about the reduction of resources and ensuring that we improve the overall environment we’re in. So, they’re very key things.

Now in that, from where hazard touches the supply chain, we will certainly be asking that some of those issues are reported on especially energy, resources, and waste are reported on, so that we understand where we’re tracking those sorts of things. Also, in terms of apprenticeships and training and the like, they’re also very important – that we understand where they are at right across the board. In terms of other things there, one of the biggest benefits in sustainability – the biggest ticks that we can get in sustainability – which again, reaches out to our supply chain is any innovation.

Any innovation that the supply chain can bring and practice on the project is very important. We’ll be certainly supporting anything that comes to us that maybe slightly different from business as usual. But if we can work with our supplier chain and our clients -- to be able to improve all those necessary points – as far as sustainability comes and goes that we’ll be certainly influenced, even in terms of our selections of local suppliers. Hopefully we can bring some into the table that really adds value, reduce all live costs, and provides a better way of doing things. So, that’s a very important touch point for the project. I think also in terms of interactions, we’ll certainly, other than the reporting, there’s a positive side to that where we’d work with the supplier chain to develop ways of them improving their own sustainability as well. It’s a bit of a 2-way street there, an interface, an interaction, where we need to ensure that we’re basically building up the level of knowledge on sustainability and how to implement on this type of project – that’s also a very important aspect of how we want to provide in the future.

General overview of work packages

Speaker: Jon Bellachioma

So, work packages, I guess we’re all here to understand what the scope of the work is and what the work package is likely to be. We’ve spoken at a fairly high level on what the project is, so just go down a little bit into the opportunities that we’ll be looking to go into the market to bring out. When we talk about staff and labour opportunities, we’re looking for people to work for John Holland. We need people to work in engineering functions and support functions; it’s not just buying resources in on labour, we need to fill the team. On top of that, we will need supervision. Come and join the team of supervision, and other people like that. Opportunity is there from a project perspective.

Indigenous and social opportunities is something that John Holland takes very seriously, and we’ve got requirement to do things in that, and we do have a number of partners in that space that provide resources to us so that avenue help us support the project and help the diversity across the job. It’s actually part of our evaluation, as you’ve seen earlier on, we do a fairly detailed assessment of any tenders or proposals part of that is -- is there any indigenous or social opportunities as part of your response – that gets marked.  

Plant hire: There’s going to be a huge amount of plant that we need for the job. Ranging from excavators through to cranes, through to even vehicles, we’ll need to provide some vehicles for the job. We’ll need to come to the market to provide, so there’s an opportunity to get a fair amount of plant hire in – temporary lighting and generators, all that kind of stuff you need to do for a project that has work for night and day for 2 years – there’s a big opportunity there.

There’s a simple line of where the bulk of the work is: subbies for road and rail, so what does that mean? There’s a huge multiple trade packages in there – we’re going to have concrete, excavation, installation of water pipes, electrical cables to run, connections to be made. Lots of trades, and we’ll be going into packages on. Jon will order on that we may strip them down onto smaller packages, so that gives more people opportunity to get a piece of it rather than put it all as one. Opportunities across the piece is certainly there. Not forgetting to mention landscaping, security, traffic management, all that kind of stuff that goes in a project like this will all be coming to the market to engage on.  

Talking to consultants: There’s our requirements where maybe not a trade package, but it’s parts and engineering function. Consultants who know how to go to their foreign environment for example – sustainability. We don’t have to deal with little pieces of work to do as we go along the project in that space, where we need consultants to support us along with that.

Last, but not least, consumables. Who couldn’t run and live a job without consumables? Without your tea or coffee, pens, and papers, cleaning all the kind of surfaces that go with running a site office and running an establishment – we need to come to the market and get that as well. The message here is there’s a significant spread of opportunity to provide for John Holland. We’re just working our way through it to get that to you and get it together ourselves going on then. And I think that’s it for me. Back to you, Russ, for the wrap up.

Next steps

Speaker: Russ Beynon

Our next steps are to basically firm up our delivery and package term strategy that needs to be informed by designed. As Simon said previously, we’re doing a lot of work in the investigation side of the business, and the design side have worked out what we’re actually building right across there. There’s a lot of work in doing that. Jon Farmer will be introducing some sort of web portal to facilitate communication with the supply chain That work will go on over the next several months, and we’re looking probably around Christmas, we may have another one or one of these with more details and have something out there that shows where we’re at with packages and the like - to give it more granularity with those packages.  

Whether we can do that before Christmas or immediately after, that’s the challenge for us at the moment, depending on how much design we get done and how much investigation was. That’s the next step – we’ll have a series of these engagements, hopefully with more and more granularity. To be able to search supply chains and provide of great details on how we want to work on some of our issues like sustainability once a foreman does their reporting and they give it to us. We will wrap-up there, and we’re going to have a networking session following the event.

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