Renewable delivery modelsTrust, people and transparency for high-performing teams

So, it's important that we do invest in people and culture early alongside where we're investing in the technical capabilities to do a really good schedule.

We've really lent into things like how we're going to have transparent conversations about things that are not working. Inevitably on these large-scale projects, you're going to have things that go wrong. Whether that's supply chain challenges, whether that's some community sentiment that's not in your favour.

They're big projects. They're like creating brand new organizations overnight. So how do we make sure that we're setting those up for success, that we've got good leadership, that the culture is what we want it to be, that the way that we're all working together is aligned.

One of the things that we find works really well with our clients is establishing really clear roles and responsibilities.

We help scaffold that process by creating really clear role descriptions and role accountabilities. We bring people together to talk about the vision, the values, the kinds of behaviours that we want to see on projects. There's lots of different tools and techniques that we can bring to the table to make sure that we create a high-performing organisation and a high-performing project that delivers great outcomes.

Building the trust, building the transparency, being able to think about risks in a really comprehensive way. So not just necessarily construction risks, but cultural risks, you know, how these people working together to do and achieve difficult things.

Once that is established, you can leverage that over and over and over again across their long-term pipeline. And you get economy out of that because you've got trust, you've got ways of working established, you understand the different cultures of the different organisations that come together to be a high-performing team to build these projects.