How's this for Creative Construction in action...a person-ridden kibble that delivers concrete safely down a very deep and dark hole!

The Kidston Pumped Storage Hydro Project in Far North Queensland, delivered by McConnell Dowell and John Holland for Genex Power, is a landmark renewable energy development. A key challenge was lining two 280-metre-deep, 4-metre-diameter intake shafts with no bottom access for works or emergency response. Conventional solutions such as concrete piping or craned kibbles carried significant risks, including working at height, suspended loads, and high-pressure hazards.

To overcome these challenges, the project team, in close collaboration with consulting engineers and Workplace Health & Safety Queensland, developed a world-first person-ridden concrete delivery kibble. This bespoke innovation combines worker transport and concrete delivery in a single craned unit, eliminating thousands of high-risk man-hours and removing the need for extensive temporary works. Virtual reality modelling, Safety in Design workshops, and rigorous proof testing ensured both safety and efficiency were at the heart of the design.

Since its introduction in early 2025, the person-ridden kibble has delivered concrete safely and efficiently, with no reported incidents. By eliminating high-risk activities and simplifying shaft lining operations, the solution has set a new benchmark for safety-led engineering in complex construction environments, reinforcing McConnell Dowell’s reputation for delivering creative solutions on challenging projects.

The innovation was a finalist in the 2025 Australian Workplace Health and Safety Awards. Check out our video submission below.

Delivering complex infrastructure safely, efficiently, and consistently is at the core of our business. Central to achieving this is our Project Management Office (PMO)—a group function that defines and upholds best-in-class project management standards across our global operations.

Our PMO aligns with globally recognised models—providing the backbone for our approach to planning, procurement, project controls, enterprise risk, and plant management. But more than just enforcing compliance, the PMO is a strategic enabler, embedding consistent practices while empowering business units to lead and own their projects.

“The PMO exists not to take control, but to raise capability and ensure every project team has access to the right support, guidance, and tools to succeed.”

A Collaborative Model, Not a Command Centre

Our PMO does not cut across the accountability of our business units. Project leaders and BU teams remain fully accountable for their tenders and delivery outcomes. What the PMO offers is a layer of consistent support—tools, guidance, standards, and when required, experienced eyes on tenders and projects under stress.

Advice from the PMO is not mandatory—but it is expected to be engaged with. Every recommendation is met with either a plan for implementation or a considered rationale for divergence. This ensures transparency, accountability, and a feedback loop that fosters trust and shared ownership.

When and How They Engage

The PMO selectively engages in projects and tenders that are high-risk, complex, or show signs of underperformance. This involvement typically arises through our established governance channels—such as monthly reviews or gold-silver-bronze tender assessments. No formal request form is needed: it’s about being embedded where it counts.

Support may include:

• Deep dives into planning or procurement concerns

• Estimate quality reviews during tender preparation

• Risk alignment and mitigation strategies

• Capability uplift through coaching or targeted forums

Partnership Across the Group

The PMO works hand-in-hand with other group functions like Group Engineering. While technical disciplines remain the domain of the Technical Directors, the PMO provides the broader delivery-focused lens—ensuring projects are not only technically sound but well set up for execution.

“It’s all about working together. The PMO doesn't second staff into project teams, but ensures they’re equipped and supported to deliver safely and successfully.”

Building Long-Term Capability

Growth for the PMO is not measured in headcount, but in impact. One of its primary goals is to uplift internal capability—transferring knowledge and experience into business units rather than creating external dependencies.

This is achieved through:

• Internal training

• Knowledge-sharing forums

• Proactive engagement and coaching

By investing in the development of our teams, the PMO plays a vital role in building a more resilient, capable, and future-ready project delivery organisation.

Looking Ahead

As McConnell Dowell continues to grow and evolve, our PMO remains a critical pillar—quietly but powerfully ensuring that every project is grounded in discipline, collaboration, and foresight. It’s a modern model of excellence in action: enabling, not dictating; advising, not enforcing; partnering, not policing.

At McConnell Dowell, safety is a non-negotiable principle at the heart of every decision. To strengthen our commitment to a safer, more empowered workforce, we recently modernised our Safety Golden Rule Requirements. This refresh simplifies and reinforces our safety culture through bold new visuals, clear messaging, and digital accessibility tailored to today’s diverse worksites.

The revamped program introduced high-impact signage based on international standards, a mobile-optimised platform for real-time access to safety resources, and a digital booklet for on-the-go reference. Mandatory e-learning ensures everyone understands the changes and their personal role in maintaining safety. Supervisors are now explicitly empowered to stop any unsafe activity without needing approval—highlighting our shift toward individual accountability.

Early results show stronger engagement, better rule retention, and faster access to resources. More importantly, the cultural shift is clear: safety at McConnell Dowell is not just enforced—it’s actively owned by every person, every day.

As part of our ongoing commitment to strong governance and responsible digital transformation, we have formally commenced our journey toward ISO 27001 certification — the globally recognised standard for Information Security Management.

This strategic initiative reflects our determination to protect information assets across all facets of our operations — extending beyond IT to include project data, client information, and sensitive documentation. It is a key pillar in ensuring that information security is embedded within our broader ESG responsibilities.

Why ISO 27001 Matters

ISO 27001 certification will:

• Strengthen our competitive edge in securing and delivering complex, high-trust infrastructure projects.

• Demonstrate to stakeholders our commitment to rigorous information security standards.

• Safeguard the integrity and resilience of our operations across both field and office environments.

Embedding Information Security into Our Governance Framework

The programme is being rolled out initially across our Australian business, with integration into core processes and ways of working. Following its successful implementation, it will be extended to our operations in other regions.

To support this transformation:

• A comprehensive Information Security Policy has been finalised and is now available via MMS, also displayed across key sites and offices.

• A dedicated Information Security Working Group is being established to drive programme delivery and engagement.

Through this initiative, McConnell Dowell is reinforcing its governance foundation — ensuring our systems, people, and practices meet the highest standards of information security while supporting long-term resilience and stakeholder trust.