As long-term supporters and partners of the region, which includes Gladstone, Lidiar Group’s Niall Callan examines the trends, risks, and opportunities shaping Fitzroy’s major projects landscape.

Heavy Dependence on Mining and Heavy Industry

Fitzroy’s economy has long been dominated by mining and heavy industry. This legacy continues, and the sector contributes a significant share of the region’s major projects pipeline. However, this reliance poses challenges:

• High Concentration of Unfunded Projects: Fitzroy accounts for a substantial portion of Queensland’s total unfunded projects, placing the region’s future economic growth at risk. Many of these resource-related initiatives face uncertainty due to fluctuating global commodity prices and shifting investment regimes.
• Regulatory Hurdles: Lengthy approval processes further compound risks, delaying critical projects and impeding timely progress.

Balancing Risks with Economic Potential

Despite these challenges, the Fitzroy region stands at a crossroads of economic transformation. The QMPPR highlights significant unfunded projects that, if realised, could greatly enhance regional employment, infrastructure, and overall economic activity.

• Strategic Investment Needed: Addressing the funding gap for major projects is essential. The private sector will play a key role, but government support, including streamlined regulatory approvals and funding mechanisms, remains vital.

Infrastructure Projects on the Horizon

Several large-scale infrastructure projects are set to impact Fitzroy:

• Pipelines and Utilities Projects: Continued investment in non-water utilities, including pipelines, reflects growing demand for resilient and future-proof infrastructure.
• Mining and Heavy Industry Projects: While these remain a focal point, ensuring their viability through efficient approvals and consistent funding commitments is crucial.

Labour Market Implications

With an anticipated increase in infrastructure projects, the Fitzroy region will see heightened demand for skilled labour. Ensuring a skilled workforce is available to meet this demand presents both a challenge and an opportunity:

• Upskilling and Training: Investing in regional workforce development will be key to maximizing the potential of future projects.
• Collaboration with Industry and Education Providers: Enhancing collaboration to deliver training tailored to regional needs will further bolster Fitzroy’s capacity to meet project demands.

Navigating Global Economic Conditions

Fitzroy’s dependence on resource-based projects makes it particularly susceptible to global market dynamics. Variability in commodity demand and pricing can impact the viability of key projects. To mitigate these risks, a more diversified economic base, coupled with robust infrastructure planning, will help alleviate the risks of previous boom and bust cycles.

Building for the Future

The Fitzroy region’s inclusion in Queensland’s major project pipeline signals its critical role in the state’s infrastructure and economic future. By addressing funding uncertainties, streamlining approvals, and investing in workforce development, Fitzroy can capitalise on its potential. Collaboration among industry stakeholders, government bodies, and the community will be essential in navigating these challenges and ensuring a bright future for the region.

Lidiar Group has a rich history of supporting projects across the region, bringing technical skills, project understanding and resourcing, and key personnel to project teams to ensure success. Contact us to learn more about how we can support the next 5 years of investment and development in Fitzroy.

In his analysis, Darren Cave looks at what the next 5 years mean for the Sunshine State and a ‘golden decade’ of infrastructure investment.

A Bright, Yet Complex Outlook

With a pipeline valued at a record $103.9 billion, major infrastructure activities in Queensland are set to surge, particularly from 2025/26 through 2027/28. This forecast signals robust growth, driven largely by investments in transport, water, and energy infrastructure. Projects tied to the 2032 Brisbane Olympic and Paralympic Games are among the pivotal contributors to this expected activity boost. However, the rise comes with caveats, as the overall growth is tempered by constraints such as funding uncertainties, regulatory bottlenecks, and escalating construction costs.

Funding Realities: Balancing the Funded and Unfunded

The QMPPR highlights a critical gap: while $62.4 billion worth of projects are funded, an estimated $41.6 billion remains unfunded—a 10% increase compared to last year. This unfunded portion represents a substantial risk to project continuity and underscores the urgency for improved funding mechanisms, streamlined approval processes, and strategic partnerships between public and private sectors.

Regional Disparities and Mega Projects

Significant variation exists across Queensland’s regions. Areas like Cairns, Brisbane, and the Gold Coast have seen reductions in funded projects, while Wide Bay leads with substantial investments such as the Borumba Pumped Hydro Project. The trend toward mega projects (valued at over $1 billion) is noteworthy, as these make up 58% of funded pipeline activity. While beneficial for economic impact, this trend raises concerns about access for smaller contractors, who may struggle to engage with such large-scale developments.

Rising Costs and Labour Challenges

Cost escalation remains a pressing issue. Though international factors have somewhat eased, domestic pressures—primarily driven by labour and material costs—continue to inflate project budgets. The engineering construction price index grew by 4% in 2023/24. Furthermore, a tightening labour market, marked by high demand for skilled workers, poses risks to project timelines and costs. Innovative solutions to attract and train new talent are vital for sustaining the sector’s growth.

Collaboration and Planning are Key

To ensure Queensland’s infrastructure vision becomes a reality, effective collaboration between industry and government is paramount. Optimising procurement, aligning regulations, and adopting a coordinated approach to public and private investments are essential strategies. These measures will not only foster value-for-money outcomes but also enable the industry to meet ambitious targets and navigate economic fluctuations.

Critical Sectors

Within the sectors Lidiar Group supports, there are positives across the board, but the challenges of resources, labour, skills and funding seen across the entire sector are clearly apparent in this area.

Electricity Sector

• Significant Investment: Queensland’s pipeline for electricity projects is largely driven by investments in renewable energy, highlighting the state’s commitment to transitioning to clean energy sources. Renewable electricity generation projects make up a notable portion of the overall major projects pipeline.
• Labour Demand: Due to the geographic distribution of renewable projects, regions such as Fitzroy, Wide Bay, and Mackay–Isaac–Whitsunday will experience heightened labour demands.
• Challenges and Opportunities: The transition to renewable energy infrastructure in Queensland reflects a period of change, with challenges around workforce availability and skills development in regional areas where projects are being delivered.

Pipelines and Telecoms

• Utility Growth: The non-water utilities sector, including pipelines and telecoms, contributes significantly to the funded portion of the major project pipeline. This sector is characterised by strong private-sector involvement, which is vital for delivering on Queensland’s infrastructure goals.
• Funded and Unfunded Status: A considerable share of pipeline projects within this sector remains unfunded, posing risks and uncertainties, especially in terms of long-term project delivery and investment stability.
• Infrastructure Needs: Investment in telecommunications infrastructure supports regional connectivity and growth, aligning with broader goals for integrated infrastructure solutions across Queensland.

Mining and Heavy Industry

• Concentration in Regions: The Fitzroy and Mackay–Isaac–Whitsunday regions, heavily focused on mining and heavy industry, account for 55% of total unfunded work. The sector faces notable risks related to global commodity market fluctuations and investment regime shifts.
• Private Sector Dominance: The private sector leads this industry’s projects, making up 50% of private unfunded work in the pipeline.
• Infrastructure Challenges: Mining projects often experience delays due to complex regulatory and approval processes, emphasising the need for strategic government and industry collaboration to streamline investment pathways and approvals.

Conclusion: The Path Ahead

As Queensland braces for an era of transformative development, industry stakeholders must rise to the challenge of balancing growth, efficiency, and inclusivity. By addressing funding gaps, engaging all tiers of the industry, and enhancing productivity, the state can capitalise on its rich project pipeline to create a lasting legacy, and Lidiar Group looks forward to supporting our clients and projects with resources, skilled personnel and end-to-end project experience.

Lidiar Group’s Candy Lopez is an Associate Engineer who has built a career mixing science and art to create schedules that support major projects across renewables, oils and gas, industrial and energy projects.

For our latest blog, Candy shares her experience across multiple projects and outlines the importance of art and science in scheduling complex works.

“As our tools and datasets have evolved, so too have our capabilities to produce more complex, precise, and adaptable schedules,” said Candy.  

“Yet, the essence remains: every successful schedule begins with simplicity and accuracy. Ensuring the key information, project details, historical data, past performance metrics, predicted costs and more will set us on the right path. With tools such as MS Project, Primavera P6, Power BI and highly detailed data available to us, schedules can be augmented to deliver real-time project feedback, drive timely decisions, and ultimately impact bottom-line savings.”

“This information can then be used to empower projects teams, provide real-time information to leaders on site and at head office and allow for decisions to be made with strong supporting information and data analysis when issues arise, rather than months down the line, which can involve costly rework or remediation.”

“The trick is understanding that the process combines art and science. Data and insights drive science, and art comes through communication, stakeholder engagement, leadership, and team building because the best data in the world is wasted science if the art of collaborations is ignored.” 

Here is a look at some of our recent project experiences and the tools we’ve used to navigate this dynamic landscape.

Tools of the Trade

Our recent projects have relied heavily on sophisticated scheduling and data analysis software, including:

• MS Project: A robust tool for creating detailed, task-based project schedules.
• Primavera P6: Ideal for complex, large-scale projects requiring detailed task dependencies and critical path analyses.
• Power BI: A visualisation tool that transforms project data into actionable insights through dynamic reports and dashboards.

Project Highlights:

The Solar Farm Project

This schedule was a prime example of reactive and proactive project management working in tandem. Tasked with addressing disruptions caused by other contractors, we constructed a detailed schedule that enabled real-time assessment of the client’s strategic actions to minimise delays. Daily updates kept stakeholders informed, facilitating quick responses to evolving project conditions. A unique aspect of this project was the reverse-engineering of the schedule—relying on past documents and correspondence to build a living history of project progress. This unconventional approach enabled us to understand our present status clearly and chart a forward path effectively.

2. Preparing for Operations at a Plant (PCF)

Our team created a forward-looking schedule to identify and achieve operational readiness milestones. By dissecting relationships between tasks and setting realistic targets, we advanced progress to over 70% completion ahead of schedule. Task-specific feedback reports provided to team members were instrumental in maintaining momentum and reducing stress. Additionally, enhancements to the manager’s reports allowed for seamless inclusion in broader presentation materials, aligning the team’s efforts with organisational goals.

3. Field Gas Development Schedule

This complex scheduling task involved integrating two independent scopes—the appraisal phase and full field development—into a cohesive timeline using Primavera P6. Overlapping tasks necessitated a delicate balancing act, which we managed by incorporating risk scenarios. This dual-schedule integration enabled the project board to assess potential challenges and make informed decisions during periodic reviews.

4. Operation and Maintenance Projects

Daily high-risk activities across multiple projects demanded a rapid-response scheduling approach. Our solution was to relocate crews strategically, accelerating nearby projects to recover time lost on paused operations. This nimble, data-driven scheduling approach optimised resource allocation and project continuity.

5. Development of Overseas Project Feasibility

Sometimes, speed is paramount. We prepared a comprehensive project schedule for an overseas feasibility project on the same day as our data intake. Despite the short turnaround, the detailed plan allowed stakeholders to clearly visualise key milestones and execution strategies. The successful inclusion of this schedule in a presentation underscored its value as a communication and planning tool.

The Evolution of Scheduling: From Simplicity to Real-Time Complexity

“As illustrated by these projects, modern scheduling has become a sophisticated art driven by data and real-time adaptability,” said Candy.

“By leveraging tools like MS Project, Primavera P6, and Power BI, we transform schedules into living, breathing entities — ones that evolve alongside project demands, drive decision-making, and add tangible value to outcomes.”

“While the complexity can be staggering, our focus remains on creating accurate, intuitive, and actionable schedules. After all, at the heart of every successful project is a well-crafted plan that translates into measurable results, which results in savings through improved efficiency, quicker decision making, more accurate timelines and controlled project costs.” If you want to learn more about how we can integrate art and science into your next project schedule and plan, contact Niall Callan via

“While the complexity can be staggering, our focus remains on creating accurate, intuitive, and actionable schedules. After all, at the heart of every successful project is a well-crafted plan that translates into measurable results, which results in savings through improved efficiency, quicker decision making, more accurate timelines and controlled project costs.” If you want to learn more about how we can integrate art and science into your next project schedule and plan, contact Niall Callan via

“While the complexity can be staggering, our focus remains on creating accurate, intuitive, and actionable schedules. After all, at the heart of every successful project is a well-crafted plan that translates into measurable results, which results in savings through improved efficiency, quicker decision making, more accurate timelines and controlled project costs.” If you want to learn more about how we can integrate art and science into your next project schedule and plan, contact Niall Callan via 1300 LIDIAR or connect with him on LinkedIn to arrange an informal discussion.

1. Time
2. Scope Creep
3. Market Conditions
4. Risk Allocation
5. Developer Approach

Escalation Protection

At Lidiar Group, to safeguard against escalating costs, we take a proven approach that minimises the risk of escalation through a ten-stage process that has worked for our clients across multiple industries, markets and project types:

1. Ensure the business case is solid and secure funding to drive the project forward
   A robust business case underpins the entire project, aligning the project’s purpose, benefits, and financial viability. Without it, securing funding becomes difficult, and the project may falter early. A comprehensive analysis of market conditions, potential risks, and projected returns is crucial for garnering stakeholder confidence and financial backing.
   Example: The Melbourne Metro Tunnel project initially faced challenges due to an underdeveloped business case, resulting in project scope changes and subsequent cost increases.
2. Conduct a thorough, first-principles project cost estimate, including contingencies and escalation allowances, while addressing key risks as early as possible
   Starting with a first-principles approach to cost estimation means building your budget from the ground up, accounting for every component and potential risk. Contingencies and escalation allowances safeguard against unforeseen developments, and addressing key risks early mitigates their potential to impact later stages.
   Example: Sydney’s WestConnex road project saw cost blowouts, in part because early estimates didn’t fully account for cost escalations related to land acquisition and contractor disputes.
3. Finalise all necessary approvals and confirm funding is in place
   Approvals can often be time-consuming, and delays here can create a domino effect throughout the project. Ensuring all planning, environmental, and regulatory approvals are secured early gives the project a clear path forward. Confirming funding at this stage also ensures that the project isn’t delayed while awaiting financial arrangements.
   Example: The Carmichael coal mine project in Queensland faced significant delays due to environmental and Indigenous land use approvals, which pushed timelines and increased costs.
4. Perform upfront studies—surveys, geotechnical investigations, environmental checks—to refine design requirements
   Skipping or rushing through essential preliminary studies can lead to major redesigns later, with knock-on effects on costs and timelines. Thorough site investigations and environmental assessments help avoid costly surprises during construction.
   Example: The Inland Rail project has faced delays due to unforeseen geotechnical issues that could have been identified earlier through more comprehensive studies.
5. Progress the design to at least 80% completion to gain confidence in the project’s scope
   Advancing the design to 80% completion before tendering provides more certainty about the project’s scope and potential costs. At this stage, the design should be well-developed, reducing the risk of scope changes or major variations later.
   Example: The Sydney Light Rail project was significantly delayed and over budget due to changes in scope and the need to redesign key components after construction had started.
6. Develop clear, detailed project specifications and plans
   Ambiguous or incomplete specifications often lead to misunderstandings and disputes between developers and contractors. Detailed plans clarify expectations, timelines, and deliverables, helping ensure smooth project execution.
   Example: Brisbane’s Cross River Rail project encountered early challenges with contractors due to misalignment in expectations from incomplete project specifications.
7. Pre-qualify contractors, selecting 3-5 that have the capability and capacity to deliver
   Selecting the right contractors is crucial. By pre-qualifying potential contractors, you ensure they have the necessary experience, financial capacity, and expertise to deliver on time and within budget. Vetting contractors based on past performance on similar projects can also mitigate risks.
   Example: The Snowy 2.0 project has experienced challenges due to contractor delays and issues with capacity, highlighting the importance of pre-qualification.
8. Draft fair contract terms reflecting market realities and appropriately allocate risk
   Contract terms should not only be fair but also reflect the current market conditions. Overloading contractors with excessive risk can lead to inflated bids or disputes down the line. Instead, risks should be shared appropriately, with pain-share/gain-share mechanisms in place to handle unforeseen developments.
   Example: The new Western Sydney Airport project successfully managed contractor relationships through clear and fair contract terms, avoiding many of the pitfalls of projects like Sydney Light Rail.
9. Once all elements are in place, tender competitively, ensuring readiness to proceed
   Competitive tendering ensures you’re getting the best value for money, but only if all the preparatory work has been completed. Going to tender prematurely, with incomplete design or unresolved approvals, can result in later delays and cost overruns.
   Example: The Melbourne West Gate Tunnel project experienced significant delays because tenders were awarded before all environmental approvals were finalised, resulting in costly rework.
10. Award contracts promptly to avoid delays and changes during tender validity periods
    Delaying contract awards can lead to price changes or contractors withdrawing from the tender process. Staying within tender validity periods keeps contractors committed to their bids and helps maintain cost certainty.
    Example: The Sydney Metro project experienced issues when delays in contract awards led to some contractors revising their bids due to changing market conditions.

Benefits of This Approach

By following this structured approach, project developers can significantly reduce the likelihood of cost escalation and time overruns. Early identification and management of risks through thorough planning, pre-qualification, and clear contract terms build confidence in both developers and contractors. The result is a more predictable project outcome, with fewer disputes, fewer variations, and stronger relationships between all parties involved.

Furthermore, projects with strong foundations in solid business cases and comprehensive design development tend to attract better funding options, as stakeholders see the project as well-managed and less risky. This leads to better financing terms and, ultimately, greater financial success for the project.

This approach demands expertise, upfront investment, and patience, but it significantly reduces the risk of unexpected cost increases. Having the right in-house team or working with experienced experts can make all the difference in delivering a project on time and within budget, and at Lidiar Group, we are here to help ensure that your project can proceed with confidence and reduce the risk of escalation and blowouts to time and budget.

However, throughout Darren’s career, there hasn’t been a time more impacted by market and pricing volatility than what we have experienced and are experiencing in Australia. This raises challenges for developers and asset owners as they attempt to plan projects, gain budget certainty, and understand the challenging markets in which projects are designed, produced, and delivered.

In our latest blog, Darren breaks down the importance of understanding volatility and escalation.

Predicting The Future

There will always be challenges when planning and pricing major projects, and in some instances, there are factors way beyond the control of any professional unless they are equipped with a time machine. Any planning or procurement specialist developing a business case for a project in 2019 for delivery through 2020-2024 would never have predicted COVID-19, war in Ukraine, war in the Middle East, the collapse of major supply chains, lockdowns, stimulus packages, essential industry exemptions and more. Therefore, they could never have factored them into the project planning. They will have allowed for contingencies, potential time delays and more, but it was impossible to predict what happened and account for it in the initial business case.

Fellow QMCA Members, Civil Projects Partners tracked the changes in costs through the pandemic in their Construction Materials Shopping Guide, which is calculated by analysing the price of the industry’s most common materials weighted by proportion for a typical road project.

As can be seen in the graph, the changes to costs could not be predicted ahead of reality. Trends were shattered, prices fluctuated, and costs took almost two years to stabilise and regain some form of normality, but they didn’t drop back to levels seen pre-pandemic. However, thankfully, perfect storms of market conditions don’t strike too often, meaning there are ways to successfully manage and protect from market volatility driven by the usual drivers of supply, demand, and available resources.

Specification vs Expectation

When it comes to navigating market price volatility and cost escalation, project developers often find themselves in a tricky position. Recently, while consulting with a solar farm developer, I was asked a straightforward yet complex question: “How do we protect ourselves from market price volatility and rising costs?”

Following a competitive tender, the developer engaged their preferred EPC (Engineering, Procurement, and Construction) contractor under an early works agreement. The idea was to handle long-lead procurement and progress the design, with pricing updates at 30% and 80% design completion. At 80%, the contract price would be locked in as a lump sum, providing a clear cost structure moving forward.

This approach seems fair on paper, as it collaborates to manage risk while ensuring flexibility during the early works phase. However, the developer entered the process with the expectation that costs would decrease, influenced by the EPC contractor’s suggestion that opportunities for savings existed. As is often the case, the contractor was focused on protecting its own position, building in buffers to account for the risks typical of solar farm projects.

As the design progressed, the developer included every possible option, which naturally drove costs higher. This led to a situation where the design had to be scaled back to maintain a manageable budget. Friction arose, and the relationship between the developer and the contractor became strained:

• The cost increases surprised the developer
• The contractor assumed that the developer understood the impact of continuous design changes.

While individual changes might have seemed insignificant, when combined, they resulted in a significant cost difference, with strain caused by incorrect assumptions around the knowledge and understanding of both parties. We’ve previously looked at scope creep, and how to ensure teams are on the same page in The Importance of Project Scope

and at the early stage of any project; the advice stands as the foundations for success, but despite the best intentions of all parties, escalation can and does occur during project development.

Escalation

In my experience, the key factors that drive escalation during project development occur due to:

1. Time—As project timelines stretch, costs naturally rise. It is crucial to build in allowances for escalation in the project budget.
2. Scope Creep – Adding extra requirements along the way increases costs. An experienced Design Manager can help align the project with its original objectives.
3. Market Conditions—Suppliers and subcontractors respond to market fluctuations. It is critical to timing your procurement to align with favourable market conditions wherever possible.
4. Risk Allocation—Developers often want to pass all project risks to the EPC contractor, but this comes at a cost. A more balanced approach, such as pain-share/gain-share agreements, may be more cost-effective.
5. Developer Approach – Treating contractors with respect and professionalism can have a significant impact. For example, a major mine in central Queensland struggled with contractor engagement because it failed to show that it valued the expertise it was hiring.

It is about effective communication, shared understanding, and a commitment to shared collaboration that rewards outcomes and doesn’t immediately default to an adversarial position, which is often seen in our industry to the benefit of lawyers and the detriment of projects, outcomes, and relationships. How do we overcome those challenges? In our next blog, The Importance of Escalation Safeguards, Darren will share Lidiar Group’s proven process for minimising volatility and escalation.

“The All Energy Summit showcased Australia’s push towards a cleaner, greener future, with thought-provoking discussions on carbon taxation, renewable energy targets, and the mental health impact of working in the high-intensity clean energy sector,” said Darren.

“Sessions were highly informative and well attended as All Energy Australia becomes a permanent fixture in the calendars of professionals involved in leading or supporting vital clean energy initiatives.”

“We also welcomed the focus on the sector’s people, not just projects and technologies. At the end of the day, people power projects and the conversations, initiatives and programs that will tackle our mental health challenges are a welcome part of the industry’s future. All of us will be involved in high-pressure projects that will come with unique challenges. Ensuring the people we need have the resources, tools, and professionals to support their well-being is a proactive step that will support the ambitious goals and programs of work we will deliver as part of the clean energy future.,” said Darren.

Renowned economist Ross Garnaut opened the event with a keynote address that emphasised the need for a carbon tax to stimulate private-sector innovation and modern economic growth. Garnaut argued for a “green premium” on the country’s largest polluters, pointing out the stagnation of living standards and underscoring the environmental and economic benefits of such a policy.

Lily D’Ambrosio, Victoria’s Minister for Climate Action, followed Garnaut, sharing the state’s ambitious targets to achieve 95% renewable energy by 2030. D’Ambrosio highlighted the enormous task ahead, which involves developing 25 gigawatts of new wind, solar, and energy storage capacity. She also noted that the shift towards electrification could increase energy demand by 50%, emphasising the scale of Victoria’s energy transformation.

The summit offered attendees key insights into the motivations and challenges faced by various stakeholders across the energy sector. One standout session was the plenary panel discussion on accelerating Australia’s efforts to meet 2035 climate targets, which delved into demand-side management and the practical hurdles facing large-scale renewable projects.

Darren Miller, CEO of the Australian Renewable Energy Agency (ARENA), spoke about the economic challenges of developing alternative energy projects like green steel and hydrogen. He stressed that current wholesale electricity prices make it more viable to sell energy directly to the grid rather than invest in these emerging technologies. Heidi Lee, CEO of Beyond Zero Emissions, echoed these concerns, adding that the success of decarbonisation efforts should not be measured by gigawatts built, but rather by how much fossil fuel-burning generation is displaced.

A particularly poignant session focused on mental health in the renewable energy industry, titled “Riding the Mental Health Solar Coaster.” Led by the Clean Energy Council, the session underscored the high-pressure environment of the sector, where men, in particular, are disproportionately impacted by mental health challenges. Andy McCarthy, a veteran with 25 years in the industry, shared his personal journey, highlighting the importance of peer support and the need for resilience in the face of industry stressors.

Dr. Luke Martin, Clinical Spokesperson for Beyond Blue, provided sobering statistics, noting that Australia loses nine people to suicide each day, seven of whom are men. Martin emphasised the growing complexity of mental health issues, driven by social, political, economic, and environmental factors. Dennis Freedman participated in a discussion on the value of role models and the importance of sharing stories, commending the speakers for their courage in addressing such a critical issue. While the session was powerful, it was disappointing that it wasn’t more enthusiastically attended compared to the packed rooms of other panels.

Other notable sessions included a Green Energy Plenary that explored the challenges of policy, government engagement, and financing in the renewable energy space. Meanwhile, the Startup Showcase offered a glimpse into breakthrough collaborations between organisations such as Powerlink, Origin Energy, and Endeavour Energy, highlighting the innovation driving the future of clean energy in Australia.

Jess holds a Diploma of Administration of Construction Contracts, a Certificate III in Business Administration and is currently studying a Bachelor’s Degree in Construction Management.

Darren Cave commented “It’s great to have Jess on board with Lidiar Group. I worked with Jess on the solar farm projects in Collinsville a couple of years ago and I know that she will make a great addition to our team. This takes the Lidiar Group team to 15 people and I am personally very excited about the depth and breadth of capability that we now offer in the Project Management Services arena.”

Jess will be working on the Oz Minerals project integrated into their commercial and contract team developing subcontract scopes and contract documents.

Please join us in welcoming Jess to Lidiar Group.

Pablo is a highly qualified quantity surveyor with a Master of Construction Practice, a Diploma of Building and Construction Management, an MBA in Project Management and a Bachelor’s Degree in Business Administration. His experience spans a range of roles including cost estimation, contract administration and project coordination. Pablo will provide depth in team to meet its obligations for its Oz Minerals project, provide support to several new project set-ups and also extend Lidiar Group’s offering into commercial management with several existing clients on an ad-hoc basis.

Niall Callan, one of Lidiar Group’s Partners commented “Scope, cost, and quality control is the core of what we do – Pablo provides a level of experience and qualification across the breadth of project delivery that I am very happy to be able to offer our clients.”

Please join us in welcoming Pablo to Lidiar Group.

This takes Lidiar Group’s current Team to 14 people! And, stay tuned for more news early next week.