Corporate Social
Responsibility Report


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About this report

Our Corporate Social Responsibility (CSR) vision is to be recognised for our leadership in fostering a culture that supports and encourages lawful, ethical and socially responsible behaviour.
To continue the advocacy of this vision, this Report represents the foundation from which we will sustain a continuing focus to do what is right. It therefore covers our culture, purpose and values as a reflection of our ongoing commitment to improve our essential services to our clients and the communities where we work.
This Report includes 360-degree feedback from our graduates to the Board of Directors and has been developed in accordance with the Australian Security Exchange’s (ASX) Corporate Governance Principles and Global Reporting Initiatives (GRI) G4 Guidelines. This reinforces our inclusive culture, reflects good corporate governance practice, and enables us to benchmark our safety, environmental and social performance based on a framework that is standardised and globally recognised.
As part of our three-year Corporate Social Responsibility strategy and our commitment to address global sustainability challenges to create a better future, we will endeavour to align our performance and reporting to the United Nations Sustainable Development Goals.
Broadspectrum acknowledges that some GRI performance measures are limited in this foundation stage. These identifiers are subject to the focus of subsequent reporting to ensure all desired performance elements, including our limitations and future direction, are represented to provide a clear and consistent measure of performance across the company.

The data in this Report is for the 12 months ended 31 December 2018 and is reported in Australian dollars unless otherwise stated.

Tracy Nguyen (pictured on the front cover)

is a Contract Accountant with our joint venture, TW Power Services, where she has worked for the past seven years. She also previously worked for Broadspectrum on our contract with Mobil at the Altona Refinery in Victoria. We provide maintenance and shutdown services at Altona as part of the industry's most successful and longest-running alliance contracts.

Chairman’s message

Corporate social responsibility is an essential part of our history, organisational culture and business strategy. For Broadspectrum, our social responsibility is as important as our financial strength.
This Report reflects the evolving maturity of the business and our long-standing commitment to the local communities in every state and territory of Australia and across both islands of New Zealand.
As a company with blue-chip and government clients, the Board is guided by benchmarks, such as the ASX Corporate Governance Principles and Recommendations, to set our Corporate Social Responsibility vision.
This vision is to be recognised by our stakeholders as leaders in these areas with our Sector and Support functions driving the agenda. This includes objectives embedded in our safety, innovation, business community investment, quality, environment, procurement and human resources teams.

Good culture is underpinned by solid corporate governance. Our policies, procedures and initiatives provide governance and build a culture that guide us to act lawfully, ethically and in a socially responsible manner. This includes a dedicated Equality and Diversity in the Workplace Policy, a Human Rights Statement, our Code of Business Conduct, and more than 40 actions to help close the gap between Indigenous and non-Indigenous people in our latest Elevate Reconciliation Action Plan.
In this Report, we have used the Global Reporting Indicators to benchmark our performance. We will also measure our performance, target initiatives to effect positive change, and reduce our overall negative impact by referring to other global indicators relevant to our business, such as the United Nations Sustainable Development Goals.
This Report is a testament to our people and their commitment to live our Purpose, our values and to share our success with the communities where we work.


Our policies, procedures and initiatives provide governance and build a culture that guide us to act lawfully, ethically and in a socially responsible manner.


We have a 60-year heritage which has long recognised the mutual benefit of business and social development.
One of our first projects was the construction of transmission networks, connecting power to thousands of communities across Australia. It was during these formative days of our business that we grew by working with strong local workforces and integrating with the communities where we worked to deliver essential services.
Today, we work across Australia and New Zealand to connect power and telecommunications to homes and businesses; provide safe drinking water; keep our schools clean; provide clothing, vehicle and asset management to Defence personnel; and maintain roads and rail for a safe journey, social housing for those in need, and the oil and gas facilities that deliver energy to our cars and homes.
More than 90 per cent of our 11,000 people are employed locally. Our people therefore have an inherent understanding of the benefits we can provide through our services to the communities where we live and work.

This drive is crystallised in our company Purpose; Together, we deliver essential services shaping our communities. This is at the heart of our strategy, our people and our culture.
The wellbeing and safety of our people will always be our highest priority. We have moved beyond statistics to ask our people why their safety is important though our focus on Safe for Life. We all have lives outside of work, which is why we want to ensure our people continue to put their wellbeing first.
Safety and the effective management of environmental, social and governance risks are vital to maintaining the health of our corporate reputation and the success of our business. The stories in this Report demonstrate our ongoing passion and commitment to strive for leadership in corporate social responsibility.


Our company Purpose: Together, we deliver essential services shaping our communities. This is at the heart of our strategy, our people and our culture.

Who We Are

For more than 60 years, Broadspectrum has been relied upon to build, own, manage and optimise a vast range of assets vital to the sustainability of the communities where we live and work.

Pictured is Mills Beach, part of the Mornington Peninsula Shire. Broadspectrum maintains a variety of facilities across the Shire on behalf of 180,000 residents, including 540 acres of park reserves, 202 playgrounds, and walkways, stairs and fencing along the beaches. Caring for the environment forms part of our essential services on this 22-year contract.

We have supported the economic and social development of Australia and New Zealand through an enterprising spirit which has delivered some of the region’s most iconic nation-building projects. Our heritage spans the construction of nation-wide energy, transport and telecommunications networks; the award of one of the largest private contracts for the locally-built ANZAC Class Frigates; contributing to industry-defining partnering models in oil and gas; and the construction of the modern engineering-feat, the Sydney Harbour Tunnel.
Today, we continue to provide essential services that shape regional, remote and urban communities. We provide a diverse range of asset management, maintenance, operations and optimisation solutions which are essential to the Defence, Transport, Waste, Resources, Urban and Social Infrastructure, Maritime and Property industries. We are a trusted partner to government and industry, with our longterm multi-service relationships keeping community infrastructure safe, reliable and sustainable.
Every day, the services we provide contribute to our standard of living by providing access to clean water, uninterrupted power and telecommunication services, reliable energy supply, efficient workplaces, clean schools, safe commutes, homes for those who need it most and thriving public spaces.
We are part of local communities in every state and territory of Australia and across New Zealand, allowing us to leverage our scale to make a difference.
Our 11,000 people are guided by our company values of Integrity, Collaboration, Challenge, and Ingenuity, and work with a united Purpose; Together, we deliver essential services shaping our communities.
We strive to exceed community, employee, supplier, client and industry expectations because we believe that by placing people at the centre of what we do today, we can better understand the challenges and opportunities of the future, building sustainable industries that ultimately lead to more sustainable economies and communities.
Broadspectrum is part of one of the world’s largest infrastructure and municipal services companies, Ferrovial. As part of the services division, Ferrovial Services, we have access to the experience and innovative thinking of more than 95,000 employees across 20 countries, five in-house Centres of Excellence and partnerships with more than 30 prestigious universities. As a pioneer in Australia’s resources sector, we are also home to Ferrovial Services’ global Centre of Excellence for Natural Resources, offering sophisticated insights and advanced technology to increase industry performance world-wide. As part of the Ferrovial Group, the Services division has been listed on the prestigious Dow Jones Sustainability Index (DJSI) Europe and DJSI World Indices for the 16th consecutive year.
Our clients benefit from the experience of this global network, as well as access to our local specialist subsidiary and joint venture companies.

Doing what is right by our people, our clients and our communities is part of our heritage and our culture. Our people are proud to live where they work because of our commitment to safety, social, environment and economic outcomes.

Our proud heritage

Broadspectrum's heritage spans more than 60 years. Our success has been sustained by our people and their commitment to deliver essential services and better solutions to the communities where they live and work



Broadspectrum operates, maintains, builds and provides services which enhance our customers’ assets to deliver upon their missions and community expectations.


Paul McClintock AO
Managing Director
and Chief Executive Officer
Tom Quinn
Non-Executive Director
Dean Pritchard
Executive Directors
Fidel López Soria
Inigo Jodra
Fernando González De Canales


Managing Director and Chief Executive Officer
Tom Quinn
Chief Executive, Defence and Social Infrastructure
Derek Osborn
Chief Development Officer
Ian Maxted
Chief Executive, Resources
Tim Phelan
Chief Executive, Transport
Peter Richardson
Chief Executive, Urban Infrastructure
Domenic De Fazio
Group Director, Digital Services
Karen O’Driscoll
Group Finance and Corporate Services Director
Toni Aliana
Group Director, Legal, Risk and Governance
Angelique Nesbitt
Group Director, People and Culture
Sam Toppenberg

Creating opportunities




  • Technology
  • Innovation
  • Reliable access to essential resources


  • Research, develop and implement innovation and new technology through our global Centres of Excellence (COE); Asset Management, Energy and Facilities Management, Cities, Environment and Natural Resources and our in-house functions, including Digital Services and Innovation.
  • Lead continuous improvement in safety, cost and productivity through our Better Ways program.
  • Train subject matter experts company-wide to champion innovation in their teams.
  • Work with current and future technologies on our contracts and solution offerings – Internet of Things, apps, drones, head-mounted web-based devices, data and analytics and artificial intelligence.
  • Pursue contracts in renewable power, energy efficiency, waste and water treatment that will enable communities access to sustainable service solutions.


  • Legislative and regulatory compliance
  • Ethical culture
  • Supply chain
  • Supply chain
  • Train employees in our Code of Business Conduct, including upholding human rights in our business activities, and working with reputable business partners.
  • Employment agreements across Australia and New Zealand which comply with local employment laws and are consultative on any changes.
  • Operational governance through an integrated management system which is externally certified by Bureau Veritas to ISO9001:2015, ISO14001:2015, AS/NZS4801:2001 & OHSAS18001:2007, andISO55001:2014 for Easternwell’s management system.


  • Local investment
  • Community engagement
  • Indigenous participation
  • Develop community engagement programs on our contracts in consultation with local stakeholders, clients and employees to deliver meaningful initiatives and local economic opportunities.
  • Launched our fourth Reconciliation Action Plan (RAP) in 2018, which identifies 40 actions to close the gap between Indigenous and non-Indigenous people by 2021. The Plan is our third to be awarded Elevate status by Reconciliation Australia.
  • Partner with clients, government, community groups and not-for-profit organisations to create an inclusive environment for Indigenous participation in our supply chain, workplace and communities, e.g. our commitment to finding employment for 450 Indigenous people over a four-year period as part of the Indigenous Employment Parity Initiative.
  • Developed a robust sponsorships and donations process to leverage our scale to make a difference


  • Safety
  • Wellbeing
  • Training
  • Launched Safe for Life program to influence safe behaviour.
  • Introduced Job Dictionaries to provide visual safe-work demonstrations to employees.
  • Conduct in-house safety training as a Registered Training Organisation.
  • Processes, systems, programs and campaigns targeted to our industries and demographics.


  • Climate change
  • Carbon emissions
  • Statutory conformance
  • Waste
  • Implement a climate strategy framework: the ‘Horizon 2030 Project’.
  • Use technology to increase energy efficiency for us and our clients, e.g. through Ferrovial Services’ Energy Control Centre.
  • Comply with all legal and regulatory requirements relating to energy consumption and emissions, waste, water, land and biodiversity.
  • Report Australian-based consumption of energy via the National Greenhouse Gas Emissions Reporting System and report third-party validated energy consumption on all our operations to the Global Dow Jones Sustainability Index (DJSI).


  • Succession planning
  • Inclusive workplaces
  • Local employment
  • Waste
  • Invest in leadership and skills training to foster inclusive behaviour and embody our Purpose statement.
  • Trained almost 650 employees to facilitate inclusion and to recognise and dispel unconscious bias in recruitment.
  • Increase diversity in our workplaces, supply chain and communities by providing inclusive opportunities, e.g. training and work experience.
  • Improve Indigenous participation by focusing on recruitment and retention through an active support network, education and training.


  • Ethical supply chain
  • Social procurement
  • Waste
  • Audit suppliers and business partners when on-boarding, and then every two years in line with our Code of Business Conduct.
  • Use technology and systems to improve transparency across our supply chain and ensure our policies and procedures are aligned with the Modern Slavery Act (Commonwealth and New South Wales).
  • Develop long-term sustainable relationship with Supply Nation and Social Traders to enhance our social procurement.


We are proud of our people and the recognition and awards they receive from external organisations and their peers

During 2018, the following industry awards recognised our people and their drive to be high-performers and deliver better solutions to our clients and to the communities where we work.

Rob Tucker and Hazza Haszahrin from Simpson Barracks, Victoria won the Cooking for the Masses competition for their culinary skills. The competition is an innovation between Broadspectrum and Nestlé Professional, aimed at showcasing the skills and creativity of chefs working to support the Australian Defence Force. The competition comprised teams from Broadspectrum, the Army, Navy and Air Force.

The Western Roads Upgrade team won Best Road/Bridge/Tunnel Project and Best Financial Structure at the APP Awards.

David Scarce from Broadspectrum Property won Facilities Manager of the Year and Joe Dumbrell won Young Achiever of the Year at the Facility Management Association of Australia Awards.

The Defence team won the Base Services Contract Innovation Award for a world-first innovation that eliminates the need to discharge firefighting foam during aviation fire testing. The Broadspectrum team developed a design for a series of bypass valves to isolate foam from passing through the entire system, in collaboration with the manufacturer; the Rosenbauer research and development team in Leonding, Austria.

APP and partners won a Silver Interior Design Corporate and Commercial Award at the Sydney Design Awards hosted by DrivenxDesign.

Through our annual Broadspectrum Awards, we recognise our people’s commitment to our Purpose, values, their drive to be Safe for Life, to lead with integrity and care of our teams, and recognising the achievements of our apprentices and trainees. Recipients are recognised by their peers, who recognise and submit a nomination on their behalf. Featured on this page are the winners of our MD Values Award for Integrity and Team Excellence Award. Other award recipients are featured throughout the Report.

The following Broadspectrum Awards recognised integrity and team excellence.
Care and Security Manager, Court Security and Custodial Services, Kathy Wade won the MD Value’s Award for Integrity. Kathy manages the South Hedland Court House and Roebourne facility in Western Australia. In 2018, both sites were impacted by staffing challenges. Kathy responded to the challenge by conducting multiple site inductions, to help ensure our ongoing delivery of essential services. She genuinely cares for her staff and demonstrates great sensitivity towards them as they fulfil the challenging responsibility of transporting persons in custody.

The Team Excellence Award was presented to our Austin Health team. Over 12 months, the team reduced its Total Recordable Injury Frequency Rate from 16.31 to zero by becoming personally accountable for their own safety and the safety of others. The team’s KPIs improved from less than 70 per cent to 100 per cent. In December 2018, Austin Health invited Broadspectrum to extend their relationship with a new three-year contract. Additional resources to self-perform trades work also lifted the financial performance of the contract. The team’s Purpose is to provide essential services in alliance with Austin Health to deliver exceptional care.

Rob Tucker and Hazza Haszahrin, the Broadspectrum Chef team from Simpson Barracks, Victoria, won the Defence competition; Cooking for the Masses.


We work every day to build trust and strong social relationships, so we earn our licence to operate and meet community expectations.

Broadspectrum contributes to positive social change through our support of the arts, education and workplace inclusion. We have a team dedicated to building relationships with key stakeholders, such as CareerTrackers, engaging with local people and businesses and implementing community projects and initiatives. We have developed 30 community engagement programs, with each allowing us to engage in sponsorships and donations that meet the needs of the community in which a contract is based.
We have a sponsorships and donations approach that provides our business with the right framework, system and processes to ensure we invest in activities that enhance education, workplace inclusion and the environment. We also partner with clients, suppliers and other stakeholders to support community engagement initiatives and projects.
We have a Sustainability Registrations process aligned to our Delegation of Authority Procedure, and Code of Business Conduct to ensure we comply with our financial and ethical business standards.
Our wholly-owned subsidiary, Easternwell, has a Community Grants Program providing financial and social assistance to the communities where they conduct business.
The program provides funding assistance of up to $2,000 per applicant per round to support activities or opportunities which provide lasting community benefit covering: community, education and training, health, Indigenous, safety, and youth. Projects that are granted funding need to demonstrate lasting benefits to the community; enhance community operations through programs, infrastructure or equipment; improve the capability of the organisation; and be located within key areas near Easternwell operations. In 2018, a total of $40,000 was donated.

In September 2018, Broadspectrum was a Gold Sponsor at the Olivia Newton-John Cancer Research Institute’s Wellness Walk and Research Run. The Institute supports cancer research breakthroughs and provides access to world-leading wellness and supportive care programs for patients during their cancer diagnosis, treatment and recovery.

In its capacity as a project management consultancy, Broadspectrum subsidiary APP provided in-kind support to Odyssey House to relocate its premises within Redfern, Sydney. APP helped with make-good negotiations on its departing premises, and its re-use of assets and cosmetic maintenance in the new premises. This allowed Odyssey House to efficiently deliver a greater level of service to their clients immediately following the relocation. Odyssey House provides alcohol and drug counselling, mental health and family support programs. Odyssey House Chief Executive Officer, Julie Babineau said: “Having APP on board to steer the project and take the weight off our shoulders meant we could continue to deliver critical counselling services with no distractions.” Read more.


Broadspectrum’s governance model seeks to integrate business activities with a commitment to reduce any negative impact to people or the environments where we work.

Broadspectrum’s Board of Directors provides strategic direction for Broadspectrum and oversees its management to protect and enhance Broadspectrum’s reputation. The Board operates in accordance with its Board Charter. Its functions include:

  • the setting and monitoring of performance of corporate strategies, budgets and objectives
  • financial reporting, risk, audit and insurance
  • health, safety, environment and community governance
  • compliance with key policies, the Code of Business Conduct and the effectiveness of the compliance program and governance program, and
  • human resources and remuneration.

The Board delegates operational authority to the Managing Director and Chief Executive Officer, and in turn the leadership team, subject to limits set in the company’s Delegation of Authority Procedure. As part of Ferrovial Services, this commitment aligns to the Ferrovial Group’s corporate governance framework and supports them to create value for their shareholders.

The Code of Business Conduct is Broadspectrum’s reference guide to ethical and responsible conduct. Its structure enhances our core values – Integrity, Collaboration, Challenge and Ingenuity – and has Conduct Principles which guide policies, programs and training. The Code is applicable to all employees including Directors, individuals working as consultants and contractors of our Company, subsidiaries and related entities. It also applies to business partners such as joint venture partners, suppliers, subcontractors and representatives and agents of our Company. Our Company provides Code of Business Conduct training to employees annually. Effective management of environmental, social and governance risks are vital to maintaining the health of our corporate reputation and the success of our business. Sustainability risk management is coordinated across the Board and the compliance functions embedded within our management structure.

Human rights are fundamental rights, freedoms and standards of treatment to which people are entitled. While we recognise sovereign States have the primary duty to protect and uphold human rights, we ask our employees to comply with Broadspectrum’s Mandatory Safety Rules, Health and Safety Management System, Code of Business Conduct, Equality and Diversity in the Workplace Policy, Privacy Policy, Environmental Management System and Business Improvement Plans. Any breaches of human rights can be reported to the Whistleblower and Integrity Hotline. No complaints were made to the Hotline in 2018.
While the Company is no longer listed on the Australian Securities Exchange (ASX), the Board has determined that the Company adopt the ASX Corporate Governance Principles and Recommendations as a matter of good corporate governance. The stories in this Report demonstrate our commitment to behave ethically and are aligned to our Purpose and Values.

Broadspectrum holds contracts that see us escorting prisoners, providing electronic monitoring of individuals subject to bail conditions, and operating a correctional facility. We provide these services to the governments of Western Australia, Queensland and New South Wales. Our services enable these governments to fulfil their obligations to protect citizens and maintain social order while respecting the human rights of individuals held in custody or subject to bail conditions. The core tenets of our service delivery across each of these contracts are safety, security and decency. As we deliver correctional services, Broadspectrum’s Code of Business Conduct provides explicit guidance to do the right thing: from protecting the safety, security and wellbeing of staff, offenders and the community to upholding human rights and delivering evidence-based rehabilitative services that are targeted at reducing reoffending.
Beyond these contracts, we support not-for-profit organisations and initiatives that complement our rehabilitative services. For example, Broadspectrum supports YMCA’s Bridge Project and Rebuild. Through these two programs we connect young offenders in the juvenile justice system with training and work opportunities in trade and administration roles. These youths benefit from a sense of purpose, which helps to reduce their rate of reoffending.


Safe for Life is not about statistics. It is about empowering our employees with the knowledge, tools and the authority to actively reduce the risks to their safety and wellbeing. We want employees to remember they should be safe for their family, friends and life outside work. Our Safe for Life strategy is underpinned by four pillars:

  • Visible, felt leadership demonstrating care through regular face-to-face communications.
  • Effective communication sharing knowledge and improving through collaboration.
  • Risk competency and control managing risk, training people and actively seeking technological solutions to keep people safe.
  • Organisational and personal resilience ensuring lessons learnt inform a safer workplace, and that our people make safe and healthy choices.

Broadspectrum has a range of programs to support employee’s wellbeing. This includes a confidential 24-hour counselling service via our Employee Assistance Program, and work-life balance initiatives including a Flexibility Policy, which enables employees to access flexible work hours to accommodate personal commitments.
Our care for employees resulted in workers compensation claims decreasing by 33 per cent, and workers claims costs by 10 per cent. This has been underpinned by our Workers Compensation team’s development of Job Dictionaries, which provides workers with a visual demonstration on how to complete tasks safely.
While the severity of injuries decreased from 2017 to 2018, our Total Recordable Injury Frequency Rate increased by 14 percent to 199 injuries for approximately 36 million hours worked. Most injuries related to manual handling techniques and hand injuries.

Broadspectrum strives to deliver a culture that demonstrates genuine care for the health and wellbeing of our people at all levels of the organisation. This is the driver behind our Safe for Life five-year strategy.

To reduce the risk of safety incidents, we conducted more than 30,000 hours of training through our in-house Registered Training Organisation in 2018. This training included working within confined spaces, working at heights, and mental wellbeing.

Easternwell’s Live Well program is designed to encourage and support employees to make healthier choices by increasing physical activity, eating healthier, quitting smoking, reducing alcohol and maintaining a good state of mental health. The Live Well program is managed by our in-house Accredited Practicing Dietitian and Wellness Coordinator, Liam Brennan, who is committed to implementing innovative health and wellbeing programs.In 2018, the program received Silver-level recognition as part of the Queensland Government’s Healthier Happier program.

Our Stop Work Authorisation card gives our employees full authority at any time, in any location, to stop a task or job where they feel their own or other people's safety is at risk.

Kirilee McColl, Principal HSE Advisor in our Industrial Resources team won the Chairman’s Safety Award. In 2016, Kirilee joined Broadspectrum as our first HSE graduate. During her final year of the program, she developed two initiatives that were implemented company-wide: the ‘Take 5 to Keep 5’ campaign to raise awareness of hand safety, and the ‘Right Tool vs Best Tool’ to remind employees to use the right tool for the task. For her efforts, Kirilee has received recognition from BlueScope in their National Safe Work Awards, and by Qenos, ExxonMobil and Shell, who all adopted the programs on their sites.

Sam Ryder, Field Manager from the Urban Infrastructure team, is a Safe for Life hero. He discovered a contractor in a 1.5 metre-plus deep trench that had not been shored safely to prevent its walls collapsing. Sam raised the risk and asked the contractor to remove himself from the trench immediately. When Sam learnt the contractor had re-entered the trench, he escalated the incident to the site supervisor, who quickly removed the contractor from the trench. Ten minutes later the trench collapsed. Sam’s actions prevented a serious incident.

In 2018, our Safe for Life philosophy helped us to end the year safer. We decreased severe incidents by 57% and decreased Mandatory Safety Rule breaches by 44%.


Broadspectrum seeks to engage in meaningful ways with the communities where we live and work to ensure we build sustainable communities as well as a sustainable business.


Our community engagement approach seeks to build relationships with key stakeholders, develop and implement community projects and initiatives, and engage local people and businesses with our company.
We have developed more than 30 community engagement programs that have generated positive social and economic outcomes that focus on three core areas:

1. Building local relationships
To continuously engage and build strong relationships with our stakeholders through community business partnerships, industry forums, individual stakeholder engagement and memorandums of understanding (MOUs).
2. Respecting communities in our activities
To develop meaningful projects and initiatives that create opportunities for the local community to engage with our business. These include:

  • youth programs, including site tours and open days, mock interviews, work experience, school-based apprenticeships, traineeships, apprenticeships and students work programs
  • sharing of knowledge and skills, including community forums, council meetings, reference group meetings and career days
  • In-kind donations
  • sponsorship and donations.
3. Creating local economic opportunities To maximise opportunities for the local community to participate in our business through employment and procurement.

Broadspectrum and ConnectEast enlisted landscape design students from Swinburne University of Technology to present a design for a new rooftop garden bed for EastLink’s Mullum Mullum tunnel to benefit the local community. The project allowed students to apply their learnings to a local community project as part of their Diploma of Landscape and Design.
The eight students gained valuable and practical work experience as they undertook site inductions, surveyed the local community for input, and engaged specialist services, such as an agronomist, as part of their learning and performance outcomes for their course. Their solution sought to improve the soil and establish plants for a garden bed.
Two designs were chosen via a voting process that comprised Broadspectrum, ConnectEast, Swinburne University of Technology and consultation with representatives from the local community and the City of Manningham. The winning students – Angus Houghton- Norris and Janette Wilson – worked together to develop a combined design that would invigorate EastLink’s asset and provide an inviting area for the local community and wildlife to enjoy. Planting began in October 2018 with the support of the local community.
Broadspectrum provides operations and maintenance services to EastLink for ConnectEast.

Broadspectrum participated in a government-funded youth2industry program, a specialist program for youth with learning and access needs seeking to successfully secure work, training or education. Our involvement is in activities that aim to assist in developing the young person’s employability skills, such as one-on-one mentoring sessions as well as providing work experience opportunities at our corporate office in Melbourne. The program is delivered by the Inner Melbourne VET Cluster, which is a non-profit organisation committed to the social inclusion of young and marginalised people.

Broadspectrum has launched a Youth Partnership Program to improve the education, training and employment pathways for young people in regional Victoria. The partnership includes the Central Ranges Local Learning and Employment Network and four local education and training providers, in the Seymour community. Local students benefit from site tours and work experience at the Puckapunyal Army facility and get to know the broad range of local job opportunities available, including engineering, grounds maintenance, hospitality and sports and recreation at both our Defence Base Services as well as our Defence Maintenance and Support Services contract. We also assist students with their resumes and job applications.


Broadspectrum recognises the unique diversity of Indigenous people, their culture and communities. We acknowledge indigenous people as the original carers of their lands and seas, and recognise the importance of preserving their culture and customs.

Through an ongoing process of reconciliation and relationship building, Broadspectrum has had a clear focus on closing the gap between Indigenous and non-Indigenous people and communities for more than a decade. In 2006, we developed our first Indigenous Participation Strategy, established an Indigenous Advisory Board, appointed an Indigenous Development Manager. We also developed our executive-led and Boardendorsed Indigenous Relations Policy, which stipulates that all Broadspectrum employees, subcontractors and suppliers also demonstrate their commitment to this goal. In 2009, Broadspectrum became the first services organisation in Australia to develop and implement a Reconciliation Action Plan (RAP). In October 2018, we launched our fourth RAP which was acknowledged with an Elevate status by Reconciliation Australia. Elevate RAP organisations are among an elite group of leaders driving reconciliation in their sectors and across Australia. In New Zealand, we are also developing a Trans Tasman First Nation Framework to encourage increased Maori engagement in our operations.


Our fourth RAP was launched at our Chinchilla office in Queensland and includes more than 40 actions that we will take across our business to help close the gap between Indigenous and non-Indigenous people by 2021.
Through this collaboration, we hope to achieve targets such as:
  • increasing employment opportunities for socially disadvantaged Indigenous people, for e.g. by finding an acceptable framework under which the government will allow Indigenous people with minor criminal records, that may date back to their teenage years, to gain employment on government contracts
  • working with our clients to review tender mobilisation timelines so that Indigenous businesses have the maximum opportunity to be part of new contracts
  • increasing Indigenous employment to 6.5 per cent
  • doubling Indigenous suppliers to 100 businesses, and
  • continuing to be part of the Emerging Indigenous Executive Leaders Program run by the University of New South Wales to promote Indigenous leaders in our business and other businesses.
Importantly, these commitments are reflected in our existing and new contracts. For example, our INPEX contract in the Northern Territory has 15 per cent Indigenous employment, and we hope to achieve 20 per cent Indigenous employment in our new five-year contract with Shell’s QGC business in the Surat Basin region of Queensland.
Our RAP launch was marked with a commissioned artwork through Chinchilla State High School, that was overseen by Anthony Turnbull, a Wellsite Operator on our Shell QGC contract and a local Indigenous artist. The artwork was also wrapped on a company vehicle and on hard hats, and replica artworks are displayed in all our corporate offices.


We have strong relationships with Indigenous organisations that support Indigenous people with career pathways, training and employment opportunities. We engage the Clontarf Foundation in several states in Australia and host site tours and work experience opportunities for Indigenous youth. We also have an agreement with CareerTrackers until 2027 to place 100 Indigenous interns in our business over 10 years.


Cultural awareness is important to successfully engage Indigenous people and their communities in our business. We provide toolbox talks, online, oncountry, national training and immersion programs to leaders and employees to build an understanding and respect for Indigenous culture, history, heritage, values and beliefs. More than 40 senior leaders participated in the two-day training in 2018.

Koomba-Didgeri Aboriginal Art and Dance Company performed a cultural dance at the launch of Broadspectrum's fourth Reconciliation Action Plan in Chinchilla, Queensland.


The percentage of Indigenous people employed with Broadspectrum in Australia is 4.8 per cent*. Through our Elevate RAP, we are aiming to achieve 6.5 per cent Indigenous employment by 2021.

This figure is drawn from an anonymous survey conducted every three years to capture the diversity of our Australian employees. It differs from the Payroll figures that enabled us to identify 253 Indigenous employees; 84 female and 169 males who work across our Australian business in 2018. To capture actual employees, candidates need to self‑identify during the onboarding process.
One key issue behind the difference between payroll and diversity survey numbers is that Indigenous people may not feel comfortable identifying during this initial stage of employment, or at all.

Broadspectrum has partnered with the Commonwealth Government to find employment for 450 Indigenous people by 2020. Our Indigenous employment team focuses on long-term employment and understands the positive impact it can have on individuals, families, and communities. The majority of the team is either Aboriginal or Torres Strait Islander, with a great mix of experience and youth, which fosters a unique approach to sourcing and preparing candidates, followed up with ongoing support throughout the employment journey.
To achieve positive outcomes, the team focuses on:

  • recruitment
  • retention and long-term employment
  • job-ready training, interview and preparation
  • assistance with qualifications and job requirements
  • support and mentoring during employment, and
  • ongoing training, development and career progression.

Easternwell is committed to creating sustainable career paths for local Indigenous people.
The company’s pilot Camp to Town program is a development pathway for Indigenous candidates to progress through recruitment to sustained employment via completion of intensive training and work placement. Following successful completion of the two-week program, three candidates became qualified as housekeepers for remote camps located throughout southwest Queensland.
Sponsored by Easternwell Camp Management, General Manager, Marco Waanders, and supported by Broadspectrum’s QLD Indigenous Employment Coordinator, Dave Binjuda, candidates have access to ongoing mentoring, annual personal development reviews and training and development opportunities.

The Broadspectrum Indigenous Employment team in NSW has taken innovative steps to provide opportunities for young Indigenous men and women. Through an internship program they prepare young Indigenous candidates for a career in the Broadspectrum National Contact Centre in Parramatta, Sydney. Working with a registered training provider, the internship program begins with an initial three-week course, after which candidates progress to working on-site and spend another four weeks undertaking more specific training within the call centre. Supervision and training of the candidates is performed by senior staff, and candidates are offered a first-hand experience of what the opportunities involve. Upon completion of the internship, the successful candidates are then offered traineeships. This program resulted in three young candidates being offered roles with Broadspectrum in 2018.


Our purpose
Together, we deliver essential services shaping our communities
Our values


Our heritage as a home-away-from home for a predominantly post-war migrant workforce set the scene for our stories of today, as we continue to strive for an inclusive workplace that embraces diversity. We have created an environment that respects and values people’s differences through leadership, training, systems, policies and procedures. This is not only the right thing to do, but research has demonstrated that high levels of diversity in an inclusive and collaborative work environment lead to greater levels of employee engagement, and greater innovation through exchange of ideas and opinions, which in turn can lead to better solutions for our customers. We have trained almost 650 employees to facilitate inclusion and to recognise and dispel unconscious bias in recruitment. We also provide annual Equal Employment Opportunity (EEO) training and appoint trained EEO Contact Officers at all sites.

A dedicated Equality and Diversity in the Workplace Policy fosters an inclusive culture that is free from discrimination and harassment. The policy defines our Company’s diversity objectives and serves as a guide for the development of local work place policies and procedures. Through our Reconciliation Action Plan, we aim to increase Indigenous employees in our Australian business to 6.5 per cent by 2021. For New Zealand, we are developing a Trans-Tasman Framework to enhance Maori participation in our New Zealand operations. We provide work opportunities to support the rehabilitation of young offenders in the juvenile justice system, partner with notfor- profits to match people with a disability or accessibility challenge with work across our diverse service portfolio, and invest in training and employment opportunities for tenants and socially-economic disadvantaged people through our social housing portfolio.

Our National Contact Centre (NCC) has implemented numerous initiatives that support diversity, gender equality, and inclusion for people with disabilities and for Indigenous people. The NCC has flexible working arrangements catering for working parents, university students and interns. The NCC has eight per cent Indigenous employees and another eight per cent of employees with differing abilities. The NCC has a goal to achieve 20 per cent diversity by 2021. Furthermore, a relationship has been established with the University of Western Sydney to offer career pathways via the NCC for Women in Science and Engineering.

National Manager, Communication and Customer Service, Nicole Davies in our Defence Base Services team won the Women in Defence Awards in the Communications category for her work within the Defence industry. For more than 16 years, she has developed marketing and communication strategies for Defence prime contractors, including Broadspectrum, that supported business growth and market position.

Training and Development

Our training assessment model is used to develop our people and support succession planning. For example, our Best Leaders program further develops our operational leaders in business acumen, fostering highperforming teams, and leading a more constructive culture. The immersive residential program includes:

  • insight and awareness of the participants’ leadership style and impact
  • reinforcing Broadspectrum’s Purpose-driven leadership practices and expectations for people leaders
  • enhancing capability and learning within the core competencies identified for these operational roles, and
  • networking and company education to improve engagement and delivery of the company’s goals.

Easternwell won the Darling Downs South West Large Employer of the Year for the team’s commitment to provide industry-specific training for employees in the resources industry.

Broadspectrum subsidiary, ICD Asia Pacific, is at the forefront of Virtual Reality (VR) development for industrial applications. By using longstanding engineering expertise and emerging VR technology, the ICD team has developed VR models for design reviews, product training, safety skills assessment and emergency simulations. Laser scans captured by an in-house geospatial engineering department are combined with CAD designs and site photography to produce realistic representations of sites, both current and proposed, and the models can include additional functionality including simulated processes and responsive controls.
Training presents a particularly strong case for VR adoption, as employees can be trained on ‘real’ sites from anywhere in the world, removing the need to travel to site. Employees can be trained more quickly, more cost‑effectively and more often with initial feedback suggesting the training is more engaging and that information is better retained than class room based learning.

Centre of Excellence for Resources

The 2018 Broadspectrum Awards recognised the following leaders:
Contract Manager, Thames Transport, Kiri Stockman, led a cultural transformation on the Roads New Zealand contract in Thames Coromandel that lifted health and safety, and financial performance. Kiri implemented interactive toolbox discussions, scenario role playing, personalised training and extensive visible felt leadership, and led multiple community events with in-kind traffic management support. Kiri’s ability to foster a positive customer relationship led to a four-year contract extension and her win of the Tony Shepherd Contract Manager Award.
Supervisor of the Year is Simon Everitt. His supervisory skills facilitated a cohesive high-performing team as our BHP Iron Ore team increased from three to more than 20 people. In his 10 years with the company, Simon has worked his way from an apprentice, to boilermaker, to leading hand and now supervisor. His passion for the company underpins the help he gives others to progress their careers with the company. Simon strongly supports safety, on-time project delivery, and fosters strong relationships with the client.

In 2018, the TRACE joint venture appointed three local apprentices to support INPEX for onshore maintenance on the Ichthys LNG Project in Darwin; Zebedah Baharuddin, Eddie Clarke and Krystal Noaks. The apprentices joined us after having gained valuable experience during the project’s construction phase.
Krystal Noaks joined the LNG Project four years ago as a labourer on the main civil works package and is undertaking a dual-trade apprenticeship in Electrical Instrumentation. Krystal was awarded Broadspectrum’s 2018 Colin Chadwick Apprentice and Trainee Award for her outstanding contribution to the TRACE Joint Venture. Krystal excels in her studies at Charles Darwin University and was named a finalist in the National Association of Women in Construction Awards. She is passionate about her career and continuously seeks to further her training. She has also lobbied to purchase a new training aid to enhance future apprentice’s fault-finding skills. Krystal attends many careers expos and workshops at Casuarina College and Palmerston Girls College in Darwin to advocate for the promotion of women working in the Resources sector.

TRACE joint venture apprentices; Eddie Clarke and Zebedah Baharuddin.


We aim to meet the work-life balance of employees and to retain talent with the support of a Flexibility Policy and a Work from Home Procedure. Employees may work different or reduced hours, work from home or from a different office, job share, or purchase additional annual leave. We enable this flexibility without disrupting our level of service by investing in technology, ensuring robust policies keep our people safe and healthy while working outside the office, and creating a culture where employees can have open and honest conversations with their teams and managers about what they need to do their jobs well.
We offer employees who are primary carers access to up to eight weeks paid parental leave and up to 24 months unpaid parental leave, and non-primary carer employees (including same-sex partners) access to up to one-week paid leave. All carers have access to flexible work arrangements to make their transition back to work easier and to help them achieve work-life balance during this important time. There has been a reduction in the gender pay gap over the last four years, down from 30 per cent in 2015 to 24.7 per cent in 2018 on a like-for-like role comparison. To further close the gap, we are continuing to ensure no gender bias in annual remuneration reviews, focusing on improving our recruitment processes to have a 50/50 gender shortlist for all roles, and benchmarking remuneration for all roles in accordance with internal and market positioning. In 2018, 239 employees accessed parental leave to ensure active parental care was provided in the home.

We partner with 100 mums to advertise roles to ex-corporate and highly-skilled women, who were previously lost to the business world, to provide them a return-to-work pathway.


Easternwell’s Group Marketing and Communications Manager, Shelley Folkard, featured in an article by Working Mothers Connect. Shelley discussed her journey and experience of returning to work from parental leave.
Tell us about yourself.
I have been employed through Easternwell (Broadspectrum’s subsidiary) for 11 years. During my employment I have taken parental leave twice; in 2013 and 2016. Each time, I had approximately nine months at home with my baby before returning to work. Having a baby shifted my life’s priorities and, while work was still important to me, it was more important that I spend these precious first months getting to know the new little person in my life. Even with the support of my husband, returning to work felt very overwhelming, especially combined with my new responsibilities as a mother. Explain the transition from maternity leave into the workplace.
What were your biggest challenges?
Returning to work after the birth of both my children felt like the first day of school all over again! I returned to my existing role in a part-time capacity, so I had to work out how best to manage my time to continue to deliver what was expected of the role within reduced hours.
How was Broadspectrum supportive with this transition?
Broadspectrum supported me by providing flexible work arrangements. When I first returned from maternity leave, I worked a three-day This year, I am working a 24-hour week across four days, which will allow me to drop off and pick up my eldest child, who is commencing his first year at school.
What flexible work practices does Broadspectrum offer to parents returning to work?
Broadspectrum’s Flexibility Policy is making it more acceptable for employees to challenge the traditional 9am–5pm workday. It is becoming more accepted within the company that flexible work practices support a positive culture, especially for working mothers who have increased commitments outside of the company that inevitably come with having a family.
How does this flexibility positively impact your life?
Flexibility at work has helped me manage the tremendous responsibility of becoming a mother. It is far broader than traditional formal working arrangements, and it is not just for working mothers. I believe flexibility in the workplace supports mental health and encourages employees to think about how flexible work arrangements can support their priorities in life. I believe it is important to promote flexible work arrangements to all employees to encourage a sustainable approach to working life.


During the 2018 reporting period the total number of employees by employment contract were:

Our Executive Committee sponsors many initiatives to increase the participation of women in our workforce. This includes two science, technology, engineering, mathematics scholarships for women from Monash University and The University of Technology Sydney. To assist female progression in the organisation, we have sponsored 25 women to attend the Chief Executive Women’s leadership program during the past three years.

Contract Performance and Administration Manager at Broadspectrum Property, Amanda Morton, won the 2018 Creating Inclusion Award. She was nominated by her colleagues, who wrote: “Amanda’s dedication to diversity and inclusion brightens the office. Each month she hosts a themed morning tea to raise awareness of topics such as mental health, cultural mindfulness, cancer, plant-based lifestyles, disabilities and Indigenous inclusion. Amanda has also engaged a local business that hires people with special needs to provide the office’s corporate floral arrangements. Amanda has managed the team’s first Indigenous intern and delivers the Acknowledgement of Country at company events.” Amanda is one of the many ambassadors in our business who embody our values by contributing to their colleagues’ wellbeing and making a positive difference in the communities where we work.


Following a biennial culture survey in 2017, we identified three key areas of opportunity to increase employee engagement and create a constructive culture: Purpose, role clarity and leadership. After meeting with almost 2,000 employees in more than 110 focus groups consisting of team members from contracts and office sites, a common Purpose was created: Together, we deliver essential services shaping our communities. The company Purpose was then modelled by senior leaders and employees with ‘My purpose’ statements and videos, and team purpose statements were developed in team workshops. We are increasing role clarity through the performance development and review process. This is being led by linking an employee’s goals, and in turn their contribution, to Broadspectrum’s business and operational plans.

Allwater provides essential services to the Adelaide metropolitan community by operating and maintaining water, wastewater and recycled water systems. The customer and business services team recently worked with SA Water to deliver a better customer experience and has identified its Purpose as “We serve our community with pride for a better tomorrow.” Allwater do this by continually enhancing their technically-skilled and efficient workforce and leading a customer-first focus in the field. Their teamwork was recognised with the 2018 Broadspectrum Award for Purpose.


Broadspectrum’s employee relations strategy gives equal weight to the way we foster our relationships with our people and the way we comply with our workplace obligations.
Approximately 79 per cent of our people are employed under collective workplace agreements. These agreements comply with local employment laws. For example, in Australia we comply with the Fair Work Act and Regulations, the ABCC and Building Code 2016.
In 2018, 19 new collective agreements were implemented across Australia and New Zealand and we consulted with employees for any major changes. We lost 1,663 workhours due to industrial action, which equates to 0.00008 per cent for 20 million workhours across our 11,000 employees.
Broadspectrum received 25 externally-lodged formal complaints relating to individual employment matters in 2018. These complaints related to disputes, complaints of unfair dismissal or other workplace-related grievances such as general protections matters. Fifteen of these matters have been resolved, and 10 remain unresolved.


#SpectrumGrad is an award-winning graduate program, ranked 19 in the Top 75 Graduates Programs in 2018 by The Australian Association of Graduate Employers and winning the Best Graduate Development Program at the Australian HR Awards in 2017. Applications increased by 30 per cent in 2018, with 2,400 applications. We welcome ten graduates every year who participate in a two-year rotation across Australia and New Zealand to ensure company-wide exposure. We seek to attract diverse talent, with our current graduates including a 50 per cent gender ratio, and inclusion of Indigenous, disability and LGBTQI backgrounds. Our graduates’ expertise includes engineering, mechatronics, legal, commerce, marketing, human resources, and information technology. They are placed into permanent roles upon completion of the program.

Nero graduated with a Bachelor of Engineering (Mechatronics) from Curtin University and is in his second year of #SpectrumGrad. Nero gives us some insights into his experience as a #SpectrumGrad. “In my second graduate rotation, I am the Project Portfolio Coordinator for the Centre of Excellence (CoE) for Resources. I coordinate a range of innovation projects and collaborate with our global CoEs to improve our operational efficiency and capabilities. This includes hands-on technical experience and contribution to projects, including virtual and augmented reality systems. “Instead of the traditional engineering path most mechatronic graduates take, I get to use my holistic understanding of mechanical, electrical, computer and control systems to work on a portfolio of converging tech projects. “I get a great sense of fulfilment as I help to implement systems in the field and position us at the forefront of innovation.”


Our safe for life strategy includes caring for our people and the environments where we live and work.

Pictured is Easternwell's operations. Easternwell delivers well servicing, drilling and camp management services. Easternwell's General Manager, Energy, Kyle Koziol says sustainability is a key focus of the business: "To remain sustainable, we are focused on safe operations without injury or impact to the environment. Working closely with landholders, local communities and Traditional Owners is essential to our social license to operate."

Broadspectrum’s environmental values, and stringent operational standards and processes resulted in zero statutory notices or fines for environmental incidents across Australia and New Zealand in 2018. We manage and minimise our impact, including energy consumption and emissions, waste, water, land and biodiversity by ensuring we meet our legal and other regulatory requirements, including our general environmental duty.

From 2017 to 2018, we reduced the number of environmental incidents in the business by continuing to improve on-site environmental management practices. For example, our roads contract in New Zealand reduced erosion by preventing the release of sediment, and improved water management.

Overall decrease on 2017

Broadspectrum reports Australian-based consumption of energy via the National Greenhouse Gas Emissions Reporting System (NGERS). Collectively, Australian and New Zealand based operations report all energy consumption as part of their global reporting responsibilities, via third party validators prior to reporting through the Global Dow Jones Sustainability Index (DJSI).

In 2018, we generated 3,143 tonnes of materials, of which 54 per cent was recycled. This includes e-waste (electronic waste), which is collected, sanitised and recycled.
Our waste management philosophy is a combination of waste avoidance, active resource recovery and efficient recycling solutions. We proactively raise awareness with employees to support these practices.
We are committed to sustainability, particularly minimising our waste disposal and resource footprint. For example, our Defence Base Services hospitality team donates excess food to local food rescue organisation, OzHarvest.
In addition, we collaborate with nonprofit organisations to donate surplus road based materials to assist to the construction of mountain bike tracks in the community.

GREENHOUSE GAS (GHG) EMISSIONS Our direct scope 1 and 2 GHG emissions in 2018 increased by 10.4 per cent compared to 2017. This was due to an increase in overall business activity, particularly in the number of operations involving transport. While vehicle driving represents one of our biggest areas of energy consumption, we always look for ways to reduce our impact on the environment.
The Transport team in New Zealand developed and implemented a driver training program to reduce fuel costs and lower the contract’s GHG emissions across its 344 fleet of vehicles. The solution focused on education around smooth driving, correct tyre pressure and decreasing idling time. The team was kept informed of idling versus productive travel time through data captured via locationbased software, Telogis. By the end of 2018, the team had reduced idling by 10,944 hours, saved 20,950 litres of fuel, and lowered GHG emissions by almost 60 tonnes of CO2 equivalent (tCO2e).
The initiative resonated strongly with the team, who also applied the learnings to their personal vehicles, and will be shared across other contracts that manage vehicle fleets. The program looks to continue across other functions in the business to further reduce our carbon footprint.

The Paris Agreement is a global commitment to prevent an increase of more than 1.5 degrees global warming this century.
For our part, we are implementing a climate strategy framework; the Horizon 2030 Project. This project will identify climate risks and opportunities as part of our business resilience and in line with the Task Force on Climate Related Financial Disclosures (TCFD).
Through Horizon 2030, we aim to reduce our overall GHG emissions by almost 60 per cent across electricity consumption, by switching vehicles to hybrid and the use of fixed sources such as generators, drill rigs and other energy-consuming stationary equipment and vehicles. As a commercial operation, we will also actively monitor the financial impact of these savings, as we hypothesise that environmental savings will also contribute to financial savings.

The EastLink Alliance team has implemented a Ventilation on Demand (VoD) system for the EastLink tunnels. The VoD system dynamically controls the large ventilation fans using real-time data from tunnel air quality and airflow sensors to control the number of fans and fan speed to run more efficiently, resulting in energy savings of 68 per cent, a reduction of more than 9,000 tonnes C02 emissions per annum and halving the audible fan noise. The implementation of the system required applying an EPA Licence change, providing evidence of community engagement and air monitoring results through the commissioning phase. The new EPA Licence was issued in June 2018, allowing the tunnel ventilation to be run permanently in the new mode. The VoD system won the 2018 Intelligent Transport Systems (ITS) Australia National Industry Award.


Ten Rivers, Broadspectrum’s wholly owned subsidiary, specialises in environmental risk management for land managers. A focus is bushfire mitigation and management. Fire Ecology and Management Specialist, Diana Virkki, and her team devised a new way to profile the bushfire risk across the landscape using a mix of spatial data, ground-truthing and geographical information systems to develop a model for risk prioritisation based on bushfire risk. As a visual based model, the inputs can be altered to see how that changes the bushfire risk. This is a significant development that can be used by other land managers. The work was presented at the international conference on fuels and fire behaviour, held in Sydney. We are developing a manuscript for publication in an international journal.


Broadspectrum adopts an ethical and environmentally sound approach to procurement. Our procurement policy aligns with our Code of Business Conduct, which includes a mandate to respect and uphold human rights in our business activities and to work with reputable business partners.

Our procurement approach is governed by conducting due diligence on all new suppliers, and auditing all suppliers every two years. This process includes a desktop review, an external audit, and evaluation of any ‘red flags’.
We are building sustainable relationships with suppliers who share our commitment to continually improving our environmental, social and economic performance within our supply chain. This includes the right to review our suppliers to ensure alignment to human rights, environmental management, and international labour conventions.
We will terminate any arrangement with a supplier who fails to comply. Following the introduction of the Modern Slavery Act (Cwlth) and Modern Slavery Act (NSW) in 2018, we are working on the following as we prepare to publish our first Modern Slavery Statement:

  • to understand the requirements and any internal policy or procedural changes that need to be made
  • to leverage, within Broadspectrum’s supply chain, our data analytics and reporting capability to improve supply chain transparency
  • to simplify supplier onboarding to centralise our supply chain information, and
  • to continue to implement technology to identify areas of risk. We are also working with business partners (e.g. Ariba) and industry bodies (e.g. Chartered Institute of Procurement and Supply) to enhance our capability and identify how we can further improve.


Broadspectrum aims to maximise opportunities for local people and businesses to be engaged with our business. We define this approach as Local Economy Investment. We produced our 2018 Local Economy Investment Report in consultation with our respective Contract Managers, their clients and community stakeholders. The report found:

  • 91 per cent local employment, 81 per cent local procurement and 74 per cent local subcontractor engagement across Australia, and
  • 90 per cent local employment, 85 per cent local procurement, and 79 per cent local subcontractor engagement across New Zealand.


In our new contract with Shell QGC in the Surat Basin, Broadspectrum and Easternwell’s procurement teams collaborated to deliver on our commitment to provide high-value products and services, at the right time, and for the right price. Our solution included local suppliers who worked with us to support an improved delivery time of more than 50 per cent on some lead items, with no compromise to quality. We exceeded the agreed benchmark and saved more than $2.8 million on the project. Through this contract, we are committed to boosting local procurement by nine per cent and doubling our Indigenous procurement.


We are focused on increasing our procurement spend with indigenous and social enterprise organisations to generate positive social outcomes.


Broadspectrum is a founding member of Supply Nation and is one of only 21 members of the Leadership Roundtable.
This invite-only forum engages companies to meet and share their supplier diversity experience and provide guidance to other corporate members. In 2018, Broadspectrum spent $12.332 million with 42 Indigenous suppliers, an increase from $5.122 million with 37 suppliers during 2017. By 2021, we have a goal to increase our Indigenous suppliers to 100.
More importantly, Broadspectrum changed its Indigenous procurement focus from simple Purchase Orders to long-term contracts that enable Indigenous business to grow their businesses. Since mid-2018, Broadspectrum has written in excess of $34 million in whole-of-life contracts with Indigenous suppliers.


Peter Critchley in our Procurement team won the Supplier Diversity Advocate of the Year Award at the 2018 Supply Nation’s Supplier Diversity Awards. Peter was recognised for increasing Indigenous suppliers in our business. Peter said: “I am privileged to be able to engage with the Indigenous enterprise sector. This award recognises the work of the entire Group Procurement team who actively seek opportunities to engage with Indigenous businesses to achieve sustainable outcomes for both Indigenous people and Broadspectrum.”


Broadspectrum has a long-term relationship with Social Traders, who support us to identify and partner with social enterprises in our supply chain.
Social enterprises provide goods or services to address disadvantage.
For example, by employing a disadvantaged workforce, or directing their profits to tackle issues such as unemployment, the environment or homelessness.
In 2018, we spent $6.225 million with 12 social enterprises, making us the largest social investor of any Social Traders member. Our NSW Land and Housing Corporation contract alone spent $5.6 million; the equivalent of 13 per cent of its contract value and exceeding its five per cent target.


Indigenous enterprise Integrity Health and Safety, in partnership with Sonic Health, delivered our 2018 flu immunisation program for our employees across Australia. This expanded on their existing First Aid Training services.
Integrity Health and Safety gives back to the community via its social impact commitment which provides free first aid and CPR courses to members of the Congress of Aboriginal and Torres Strait Islander Nurses and Midwives (CATSINaM)
This organisation seeks to implement strategies to increase the recruitment and retention of Indigenous peoples into nursing and midwifery professions.


Broadspectrum places people at the centre of what we do today so we can better understand the challenges and opportunities of the future and contribute to sustainable industries.

We empower our people to always seek a better solution for the benefit of our clients and the communities that rely on the essential infrastructure that we service.
Our corporate Operational Excellence team facilitates the development of innovation in alignment with the Ferrovial Group’s global innovation team, approach and structure for local benefit.
In the past year, we invested $2 million into building innovation capability and projects. Innovative projects under development or being trialled include the Internet of Things, new apps, drones and head-mounted web-based devices. We have also identified new ways to optimise our systems and infrastructure. Furthermore, we have leveraged the Ferrovial Services’ Centre of Excellence for Energy and Facilities Management to pilot Hefesto Energy at two of Austin Health’s hospital sites in Victoria. This management tool will assist us to understand the client’s energy use and identify opportunities to save energy and costs.
In 2018, we partnered with the University of Technology Sydney Design Innovation Research Centre to identify how human-centred design can improve the care of properties and health of tenants in social housing and reduce tenantincurred damages. This ecosystem research project was Broadspectrum-funded, and included workshops with representatives from our client, the Land and Housing Corporation, and social housing tenants. The project is ongoing and it aims to use research and innovation to overcome complex social problems.


At the heart of our business are our people in the field. Their customerfacing hands-on roles have led to more than 500 ideas being submitted via our Better Ways portal in 2018. Better Ways is our employee-led platform for capturing and sharing innovations.
Our expertise is continually enriched through Better Ways being shared cross-industry via company-wide communications and contract innovation forums.
One of our company Values is Ingenuity. Innovation is recognised and rewarded every year through the Broadspectrum MD Values Award for Ingenuity.
For 2018, the Ingenuity award-winner was John Claridge, Technical Manager, Power New Zealand. John approached a local manufacturer to develop a new Breakaway Bond to protect staff from the risk of electrocution when working on an elevated work platform.
The Breakaway Bond also enables the elevated work platform to be safely lowered if a worker needs to be rescued. Our client, Transpower, endorsed the new equipment and it is now being used nationally on its transmission network.


Drones are taking off in our contracts to perform safer and more detailed asset inspections, especially for hard-to-reach and high assets.
In our TRACE joint venture contract at the INPEX Ichthys gas facility in Darwin, drones will check for any objects left behind, including nuts and bolts or rigging equipment. If left behind, they are at risk of becoming dangerous projectiles in high winds. With minimal time or effort, we can identify and safely remove any of these items.
In New Zealand, we are working with Transpower to use drones to inspect transmission towers and lines. Replacing helicopters, this new technology is enabling planners and engineers to inspect the infrastructure more thoroughly and efficiently, and assisting New Zealand to transition to a decarbonised economy.


Taylor Horwood, Oil Laboratory Manager at Power New Zealand, worked tirelessly with Transpower to take ‘Technician of the Future’ from concept to implementation with a substation multi-trade workflow that is easier, quicker and safer. Trialling the model included securing funding from Ferrovial and Transpower, and diplomatically maintaining support from external consultants to deliver a better solution.
One of our key areas of focus is to increase our application of data and analytics to artificial intelligence and continue to harness innovation that advances our commitment to safety, efficiency and differentiation.


Broadspectrum’s quality management processes seek to achieve both an agile and risk-focused governance role across the business.

Our operations across Australia and New Zealand are governed through our integrated management system which is externally certified by Bureau Veritas to:

As part of our continual improvement process, our Health of Relationship program helps us to identify how well we understand the issues impacting our client relationships, and areas where we can further add value.
During 2018, 22 surveys were conducted with an average client satisfaction score of 72 per cent. Clients consistently rate us highly for the level of engagement, commitment of our employees and the overall execution of the services we deliver.


We work tirelessly with clients to maximise the value of their assets, including assisting them to develop and implement asset management programs. We leverage our ISO55001 certification to enable better decisionmaking, risk management and adding real customer value to assets throughout their lifecycle.
As part of Broadspectrum’s ongoing commitment to achieving excellence in this field, we recently achieved ISO55001 certification for our Easternwell business, proactively managing our well servicing and drilling rig assets that operate on client premises.


The Better Way program is our employee-led platform for capturing and sharing ideas for improvement and innovation. Since its inception in 1995, more than 20,000 Better Ways have been implemented with a total cost saving of more than $300 million.
Our employees submitted 500 Better Ways in 2018, saving $5.5 million for both Broadspectrum and our clients.
Our expertise is continually enriched through these ideas being shared cross-industry via company-wide communications and through our reward and recognition program.


Total Broadspectrum employees
Clerical staff
Supervised employees

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