—
How to write for
effect
How you say it matters.
An example
PESTEL – An example of typical wording
I used the PESTEL analysis to determine which are the important elements of the
external environment that the organisa=on is required to pay a?en=on to.
The PESTEL analysis consists of the following elements:
• P = Poli=cal
• E = Economic
• S = Societal
• T = Technological
• E = Environmental
• L = Legal
PESTEL – An example of typical wording
An analysis of the PESTEL environmental factors reveal the following:
PESTEL FACTOR
Impact
POLITICAL
HIGH
ECONOMY
MEDIUM
SOCIETY/SOCIAL
LOW
TECHNOLOGY
HIGH
ENVIRONMENT
LOW
LEGAL
MEDIUM
PESTEL – An example of better wording
The PESTEL framework helps managers understand which elements of
the external environment that they should be paying a?en=on to. Typically, they are
expressed in categories such as: Poli=cal, Environmental, Social, Technological,
Environmental and Legal. However this categorisa=on of elements only helps the
managers to understand what to pay a?en=on to, it doesn’t help them to understand
why these elements are important or how to understand changes within these
categories.
The VUCA framework helps managers understand how forces
that are at play in the external environment are dynamic and what may cause change.
The VUCA elements are usually expressed as: Vola=lity, Uncertainty; Complexity and
Ambiguity. This framework helps managers to understand why there is a change in
the external environment but doesn’t help managers to understand what to pay
a?en=on to.
PESTEL – An example of better wording
Combining the PESTEL framework and the VUCA framework assists managers
in analysing the external environment by iden=fying the factors within the
opera=ng environment that are relevant and it helps managers to understand
the causes for poten=al changes in those factors.
The process of combining these frameworks is known as u=lising a
confronta=on matrix. Further, by applying a numerical weight to the factors
within the confronta=on matrix we can iden=fy which are the most cri=cal
factors to pay a?en=on to in the external environment and where the risk of
change may come from. Once these factors and their associated risks are
understood, managers can then begin to think about how they may mobilise
resources and capabili=es to reduce the threats (or to take advantage of the
opportuni=es) in the external environment.
PESTEL – An example of better wording
The PESTEL/VUCA confronta=on matrix is provided in Appendix X.
From the PESTEL/VUCA analysis we are able to conclude the following:
1. Conclusion 1
2. Conclusion 2
3. Conclusion 3…
To understand how these insights can be further used to help management
make decisions rela=ng to the opportuni=es and threats present in the
external environment, we turn to the SWOT analysis.
(Next sec:on – SWOT)
Thinking Expertise News Projects
News
ABOUT AURECON
LATEST NEWS
A SHIFTING CLIMATE DRIVES AUSTRALIA’S TOP DESIGN AWARD FOR AURECON
Share this page:
A shifting climate drives Australia’s top
design award for Aurecon
Aurecon and Cox Architecture won the Good
Design Award of the Year
09 June 2017 - As more severe and volatile weather patterns continue to threaten Australia’s
crucial infrastructure, Good Design Australia has awarded its ‘Good Design Award of the
Year’* – its highest recognition, to global engineering and infrastructure advisory firm
Aurecon and architects Cox Architecture for their revolutionary new design of the Brisbane
Ferry Terminals.
The Terminals – which are now flood-proof – were designed with climate in mind and to withstand
the ravages of a flood similar to that of 12 January 2011, when the mighty Brisbane River broke its
banks, inundating thousands of homes and livelihoods.
“When cyclone Debbie’s violent winds and rain hit Brisbane and Queensland in 2017, roads were
cut off and bridges left unusable. Aurecon feared for the safety of its people, while family and
friends wondered how their loved ones would make it home. Many related feeling powerless,” says
Aurecon’s Global Chief Innovation Officer John McGuire.
The cyclone’s damage to Brisbane’s critical infrastructure was immense at $1.5 billion and
extending to GDP - with over $2 billion in economic losses to the state.
“Following an event of this magnitude, it’s critical that those effected are able to get their lives back
on track as soon as possible,” says McGuire. “That imperative is what motivated the design of the
Terminals following the 2011 floods. We asked ourselves, ‘Could we achieve the impossible? Could
we design infrastructure that would hold up proud in the face of unstoppable forces?’”
The Terminal’s bold design concept is a significant shift away from previous design conventions,
with respect to aesthetics, flood resilience and accessibility.
To stimulate innovation, Aurecon pulled together 15 different skills across the maritime, industrial,
mechanical and architectural disciplines and employed a design thinking methodology heavily
focused on the human experience of users and the people of Brisbane.
According to McGuire, they used teams who don’t usually design ferry terminals, let alone
collaborate.
“Innovation is not a one-discipline show and tapping into diverse schools of design became key to
creating an innovative, world-first solution.
“The key included the whole group understanding the problem. They had to forget ‘safe’ and come
up with something that challenged the boundaries of what was possible. The team didn’t just solve
the problem…they interrogated it, asking ‘Why?’; ‘Why not?’ and ‘What if?’ across every aspect of
their design.”
“The process for coming up with the design was very much a team effort,” said Aurecon Project
Director Arne Nilsen.
“We used a lot of paper, a lot of hand sketches. There’s something about the whole process of
sketching and thinking. The sketching feeds back on your thoughts and vice versa, and it all comes
together,” he said.
The Judges commented that the project is: “An excellent example of a multidisciplinary design
collaboration that has resulted in a truly innovative and game-changing project. Every detail has
been meticulously designed and engineered with the end user in mind.
“A truly ground-breaking design-innovation with the potential to be adapted and used all over the
world.”
Aurecon’s team receives Good Design Australia ‘Award of the Year’ 2017 (Image courtesy of Good Design
Australia)
Engineers today face multiple, increasingly complex challenges, in addition to designing for
increasingly volatile weather patterns associated with climate change. The need for future-proofed
infrastructure, such as bespoke public transport accessible to all, the impact of automation,
intelligent buildings and new infra-technology to better design, build and manage our infrastructure
assets – will all require an extremely high level of innovation
“As engineers design for the future, technology and innovative solutions like this will be imperative
to meeting tomorrow’s challenges,” comments McGuire. He goes on to say that in future, the role of
the engineer will be to interrogate the impossible; to answer “I think we can!” when others have said
it’s impossible. Just imagine if we could design all infrastructure to achieve this? What if bridges,
power systems and roads were all resilient?
“Our work needs to go beyond function and incorporate purpose, form and the human experience
at every step. This award is a clear indication that Aurecon is doing just that – and the recognition
that our approach is working is incredibly satisfying,” comments McGuire.
Background Notes
The technology in the Brisbane Ferry Terminals provides resilience in infrastructure that can be
applied to any ferry terminal network and, in particular, to those subject to flooding. The unique
flood-resilient design features allow a terminal to be returned to operation shortly after significant
flood events. The design ushers in a new generation of terminals, which provide resilience and
longevity, even in the face of natural disasters.
During the 2011 floods, the river reached a level which saw the gangway tether points under water,
meaning they were vulnerable to floating debris. This contributed to the failure of a number of
wharves during the floods. Following the floods, the Queensland Premier declared a disaster,
setting up evacuation centres and a major incident room to coordinate a rescue operation.
To protect against the paralysing effect of future floods, Brisbane City Council undertook a
significant upgrade programme for the Brisbane Ferry Terminal network. Aurecon and Cox
Architecture won an open design competition, which attracted 65 submissions from around the
world, to design new ferry terminals that would be resilient to future flood events and accessible to
all (including wheelchair and mobility-aid users).
The firms challenged each other throughout the process, not only to solve the technical aspects of
Brisbane City Council’s brief, but to push the limits of the possibilities across every single
component.
“A key feature of the solution Aurecon designed is the gangways underneath the flotation chamber,
which develops buoyancy as the water rises. As you get to a certain water level ‒ well above the
normal high tide operating level ‒ where the abutment is running with about 600 or 700 mm deep
water, so no one’s going to be using it, then it releases at the shore end. This enables the gangway
to swing behind the pontoon and avoid being hit by debris,” explains Arne Nilsen, Aurecon’s
Technical Director, Brisbane Energy and Resources.
*The Terminals also won Good Design Award Best Overall for Product Design 2017 and Good
Design Award Best in Category for Product Design, Commercial and Industrial.
More From Aurecon
Aurecon Engineer named ACES Young Consulting Engineer of the Year
Aurecon's Kelvin Chen received the Young Consulting Engineer of
the Year 2017 award from the Association of Consulting Engineers
Singapore.
Read full article ›
Leading architects vote Aurecon among top five best partners globally
Aurecon was highly ranked for the third year running in the 2017
annual World Architecture 100 (WA100) survey of the world’s
leading architectural practices.
Read full article ›
FIND NEWS
Year
Please select
Month
Please select
Keyword
Find
CONTACTS
Danielle Bond
Head of Marketing &
Communications
+61 3 9975 3138
Email Danielle
LinkedIn
LATEST NEWS
Ground-breaking Battery Energy Storage System set to transform the Northern
Territory’s energy future
It’s all about people – Aurecon’s Global Chief People Officer wins ‘Young Executive of
the Year’
Large-scale battery storage to transform Australia’s renewable energy future
Does the role of the engineer need to be re-imagined? Aurecon named twice in Top 30
‘most innovative engineers' list
The rise of public participation is critical to project success
See more
Thinking
Expertise
News
Locations
Projects
Contact us
About Aurecon
Careers
Our Blog: Just Imagine
Terms of Use | Privacy Policy | Site feedback
Copyright 2017 Aurecon Group Brand (Pte) Ltd.
Markets
Assessment Task 1: Individual Report - Diagnosing the
causes of the organisational challenge.
Management in Practice
Weight: 20%
Length: Maximum of 3000 words
Learning Objectives Assessed:
This assignment assesses Learning Objectives 1 and 5
Details:
Purpose of the assignment:
This assignment is designed to get you to identify and analyse the contextual elements that contribute
to the challenge that the partner organisation faces. You are to present your work in a business report
format. This involves undertaking and external and internal analysis of the organisation and making
predictions about the future.
Requirements for the assignment:
•
•
•
•
Examine the data provided by the partner organisation and undertake your own research to
find more relevant data.
o Have you got all the data you need? What other data would be helpful?
Analyse the data you have collected using appropriate management tools and theories
o External organisational analysis (PESTEL, p5, VUCA – dynamic capabilities)
o Internal organisational analysis (VRIO, SC, weaknesses)
o Value chain analysis (activities that Aurecon Singapore does or undertake)
Explain how the nature of the challenge is a result of the combination of external and internal
factors that you have discovered through your research and subsequently re-define the
management challenge as a problem that can be solved through the combination of
management theory and practice. (Note: we are not expecting you to provide the solution at
this stage - just re-define the problem through a management theory lens)
Write a business report describing the nature of the challenge through the particular
management lens that you are viewing the problem (we will provide you with a list from
which you can choose, or you can choose your own.)
EXTRA POINTERS AND QUESTIONS TO THINK ABOUT
1. Based on opportunities and threats what the customer want?
2. What does the company provide?
3. What’s the culture of Aurecon Singapore?
• How do you think it impacts on the performance of Aurecon Singapore?
• How does it compare with the other Aurecon offices around the world?
4. How do you define success for Aurecon Singapore?
• E.g. by market share, profitability, average size, CSR, prestige of projects etc.?
5. How does Aurecon Singapore conduct its strategic planning processes to ensure its
competitive relevance in Singapore.
• In addition, how does Aurecon train and develop such capabilities in its employees
6. Why do you think some competitors are more successful in certain projects in the
Singapore market (beside price)?
7. How does Aurecon Singapore cope with the challenges posed by the time sensitivity of
projects? Do you think Aurecon Singapore manage this any differently from its competitors?
(strategic capabilities)
8. What are some of the projects that ASG did not win its bids? What do you think are some
of the reasons? What has ASG done to address some of these reasons?
9. how does Aurecon Singapore manage and engage its top 3 shareholders?
10. What new initiatives have Aurecon Singapore tried and which have not worked in
Singapore (as compared to other countries)?
11. What does Aurecon Singapore do to keep abreast of technological changes?
• How does ASG incorporate these into its business, on a day-to-day and on a longerterm basis?
• Do you think that your competitors do these differently from you?
12. What is the greatest differentiator of ASG, as compared to its competitors?
Value chain of Starbucks – retail business of selling specialty coffee
Farmers – middle man - SOURCING – coffee beans – INVENTORY – PROCESSING
(ROASTING) / PACKAGING – OUTLETS – MARKETING (e-commerce) – OPS MGMT – R&D HR – INTERIOR DESIGN – CUSTOMER SERVICE/CRM – MAINTENANCE & REPAIR – CSR
(FAIR TRADE) –
Management Challenge: Aurecon, Singapore.
Background:
By 2021 Asia is expected to generate approximately 44% of the world’s GDP,
and depending on how you choose to measure it, Singapore is one of the
wealthiest countries in the world.
According to the World Bank, Singapore’s industry added value contributed
some $70.87B in 2016 (see graph below). Singapore is also forecast to
continue relatively stable economic growth, although that growth will occur
more in some areas than in others across the economy. A significant amount
of this wealth will generate through the construction and property industries
including through the initiation of government sponsored infrastructure
projects (also known as ‘Nation Building’ projects).
Source: World Bank Data:
https://data.worldbank.org/indicator/NV.IND.TOTL.KD?contextual=default&end=2016&locations=SG&start=1960&vie
th
w=chart Accessed January 9 , 2017.
It’s anticipated that although there will be a slowdown in private infrastructure
projects coming online in 2018, that there are some significant public
expenditure announcements that demonstrate that the Singapore Government
is committed to investing in infrastructure to support the ‘Smart Nation’
agenda.
Engineering and Construction:
There are trends evident in the engineering and construction industries that
will have significant implications for the way in which economies are
structured. For example, if we look at the trend for engineering and
construction projects to be prefabricated offsite and then constructed insitu,
there are significant savings to be made in energy costs, labor and time. For
example, here’s a timelapse video of a 30-story building being constructed in
15 days. Analysis by PWC is pointing to other pressures on the industry as
globalization accelerates:
“Competition will grow from E&C players in China, Korea, and India. The
third major trend is more global. Firms in rapidly growing economies have
spent the past decade focusing on their home markets, steadily building up
cash positions and internal expertise. Now, as growth eases in their home
markets, they are expanding outward and seeking to compete against
established global players.
These firms’ expansion efforts could require them to buy assets and build up
critical capabilities — and these companies have the financial means to do
just that. They will begin to compete more often for large projects in
developed markets, adding another layer of competition and pressure for
established E&C firms.”
As these technologies mature and as competition intensifies, the engineering
and construction workforce will change. There may be less need for manual
labour and more of a need for people to work alongside technologies such as
AI and VR to facilitate progress.
Aurecon, as a global engineering and construction firm are right in the middle
of these changes and they are currently thinking about how to best position
themselves for future growth in a hyper-competitive market.
Aurecon would rather differentiate themselves as providers of quality solutions
to Singapore’s future infrastructure development needs rather than compete
head to head with more traditionally organized (and often very large) E&C
firms.
The Management Challenge
How can Aurecon put in place strategic initiatives now and in the near future
that will position themselves as a premium provider of smart solutions to
Singapore’s Engineering and Construction sector? How can Aurecon best
organize their business to continue to grow profit share?
Aurecon know that technology is an enabler of value but that it is in having
access to the right people with the right skills at the right time that really drives
a value proposition in the E&C space. How can Aurecon ‘raise, train and
sustain’ an E&C workforce that positions the firm favourably in Singapore’s
notoriously cost-conscious environment?
Aurecon management encourage you to take a business level perspective
when considering your solutions to this challenge. For example, the ‘creation
of an app that does XXX’ is not a solution that is sustainable and will allow
Aurecon to grow and differentiate sufficiently.
It’s unlikely that there is a single and simple solution to this challenge – you
are encourages to think across all the management disciplines that you’ve
encountered on your way through the management degree and bring all that
knowledge together to create your solution. For example, consider what you
learned in Work in Global Society when thinking about the future shape of the
external environment that Aurecon compete in. Consider what you learned in
organizational analysis when considering how best to deign and manage a
business. Consider what you learned in strategic management when thinking
through how to best position a firm in the market… Your solutions may include
elements of all of these disciplines and others besides e.g. HR, marketing,
finance, design…
You will be presenting your solutions back to Aurecon executives on April 11th
at a specially convened Management Challenge Symposium. You are
expected to demonstrate that you have developed the appropriate skills to
develop and define a problem; that you can identify and analyse appropriate
data and literature to propose a potential solution to that challenge, and that
you can apply the management tools, models and frameworks in a creative
manner to solve the challenge. Importantly you need to demonstrate that the
quality of your work will be of a standard that is expected by industry
executives.
CONTENTS
Error! No text of specif ied sty le in document.
Premium Report
This report was provided to
RMIT Library (2126452465)
by IBISWorld on 04 July 2017 in accordance with their licence agreement with IBISWorld
IBISWorld Company Report
Aurecon Group Pty Ltd
Premium Report
Balance Date: June 2016
Details ....................................................................................................................................................... 2
Introduction ............................................................................................................................................. 2
History/Background ................................................................................................................................ 3
Brands/Businesses/Products ................................................................................................................. 3
Company Snapshot ................................................................................................................................ 4
Personnel ................................................................................................................................................. 5
Other Directorships ............................................................................................................................... 5
Financials ................................................................................................................................................. 6
Financial Growth .................................................................................................................................... 8
Financial Ratios...................................................................................................................................... 8
Industry Financial Averages ............................................................................................................... 9
Segments ............................................................................................................................................... 10
Operating Divisions............................................................................................................................... 10
Geographic Locations........................................................................................................................... 10
Competitive Environment .................................................................................................................. 11
Shareholders......................................................................................................................................... 13
Subsidiaries........................................................................................................................................... 14
Service Providers................................................................................................................................. 17
www.ibisworld.com.au | 03 9655 3881 | info@ibisworld.com
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
2
Details
Company Details
Major Business Line
ACN Number
ABN Number
ASX Code
Incorporated In
Incorporation Date
Company Type
Ownership Type
Sector
Listed on Stock Exchange?
FY Balance Date
IBISWorld Rank*
M6923 - Engineering Consulting in Australia
133 838 187
12 133 838 187
Victoria
10/22/2008
Public Company
Local
Non Government
No
30-Jun-2016
422
Company Contact Details
Company Registered Name
Commonly Used Name
Aurecon Group Pty Ltd
Aurecon
Street Address
Floor
Street
City
State
Post Code
Country
Level 8
850 Collins Street
DOCKLANDS
Victoria
3008
Australia
Postal Address
PO Box
Post Office
City
State
Post Code
Telephone Number
Facsimilie Number
Internet Web Address
PO Box 23061
DOCKLANDS
Victoria
8012
03 9975 3000
03 9975 3444
www.aurecongroup.com
Introduction
Aurecon Group Pty Ltd an Australian-owned private company that derives revenue from the provision
of engineering, management and specialist technical services to governmental and private business
sectors. The company employs approximately 6,490 people, operates globally, and is administered
from its head office in Docklands, Victoria.
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
3
History/Background
2016 - June: Aurecon and Santiago Calatrava, an architecture and engineering company, have begun
plans to design and engineer a skyscraper in the Dubai Creek Harbour area. The skyscraper will be
known as 'The Tower'.
As part of Aurecon's strategic plans in Asia, Aurecon has begun plans to establish a business in Manilla,
Philippines.
May: Through a joint venture with Jacobs, known as AJJV, Aurecon will provide engineering design
services for one of Australia's biggest transport projects, the WestConnex New M5.
2015 - October: The company announced that it had expanded its operations to Macau SAR after
opening its first office in the country. Also this month, Aurecon and WSP Parsons Brinkerhoff formed a
joint venture which was commissioned by Nexus Infrastructure to help deliver the Queensland
Governments $1.6 billion Toowoomba Second Range Crossing project.
July: Aurecon announced that it had been appointed to project manage the ZAR$1.34 billion
equipment replacement project at the South Africa-based Richards Bay Coal Terminal.
April: The company announced that Aurecon Jacobs Mott MacDonald, a joint venture of the company,
had been appointed as the Technical, Planning and Engagement Advisor for the Melbourne Metro Rail
Project. The Melbourne Metro Rail Project is charged with the development of two nine-kilometre rail
tunnels, new underground railway stations and other rail and light rail infrastructure developments.
2014 - March: One of Aurecon's subsidiaries, SKM-Aurecon CRR, ceased operating; Another SKMAurecon (Peninsula Link) would cease operations later that year in June.
2012 - June: The company changed its name from Aurecon Australia Group Limited to Aurecon Group
Pty Ltd.
2009 - June: Aurecon Australia acquired certain assets and liabilities of QED Australia Pty Ltd, an
Australian company specialising in planning, transport planning, urban design and environmental
consultancy services. The total cash consideration paid was approximately $36,000.
April: Connell International Group Limited changed its name to Aurecon Australia Group Ltd.
Also this year, Connell Hatch, a joint venture between Aurecon and Hatch, changed its name to Auricon
Hatch.
2008 - Connell International Group Limited was incorporated in Victoria when Connell Wagner (Pty)
Ltd, an Australian multi-disciplinary infrastructure consulting company, Africon (Pty) Ltd, a South
African infrastructure consultancy, and Ninham Shand (Pty) Ltd, a South African environmental and
engineering consultancy, merged.
Brands/Businesses/Products
Aurecon Group Pty Ltd is a globally operating engineering consultancy firm that categorises its
operations into the following competencies:
• Aviation - Provides airport engineering consultation including runway and transport solutions.
• Construction - Provides construction delivery support and services across a range of different
industries and sectors.
• Data & Telecommunications - Provides data and telecommunication infrastructure solutions
including the design of buildings for hubs, data centres and telephone exchanges.
• Defence - Providing technical and support services to the defence industry and major defence
agencies.
• Energy - Provides design and engineering services, specialising in dams, power generation facilities
and power transmission and distribution.
• Government - Asset management and optimisation support for national and regional Governments.
• Health - Provides healthcare systems engineering consultancy and advisory.
• Manufacturing - Engineering solutions, long-term durability and project management services.
• Property - Provides property design and consultancy services, specialing in building design, dams,
and digital advisory.
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
•
•
•
Aurecon Group Pty Ltd
4
Resources - Improving reliability, maintenance reduction and design solutions.
Transport - Planning, design and delivery of sustainable transportation systems and infrastructure.
Water - Provides surface and ground water management and infrastructure services, specialising in
bulk water, dams, water and wastewater treatment, and water resources management.
Company Snapshot
Aurecon Group Pty Ltd is a Public Company that is ranked number 422 out of the top 2000 companies
in Australia. The company generates the majority of its income from the Engineering Consulting in
Australia industry.
In 2016 the company generated total revenue of $999,980,000 including sales and other
revenue. In 2016 Aurecon Group Pty Ltd had 6492 employees in Australia including employees from all
subsidiaries under the company's control.
The Chief Executive of Aurecon Group Pty Ltd is Mr Giam Swiegers whose official title is Global Chief
Executive Officer. The Chairman of Aurecon Group Pty Ltd is Mr Teddy Daka whose official title is
Chairman.
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Personnel
Salutation
Mr
Mr
Mr
Initials
T
GJ
A
Full Name
Teddy Daka
Giam Swiegers
Andrew Muller
Title
Chairman*
Global Chief Executive Officer*
Chief Financial Officer
Mr
J
James Bennett
Managing Director Built Environment
Mr
J
John McGuire
Chief Innovation Officer
Mr
G
Geoff Linke
Managing Director Infrastructure
Mr
W
William Cox
Managing Director Australia & New
Zealand
Mr
CJ
Clinton Dines
Non-Executive Director*
Mr
ET
Ermis Marques
Non-Executive Director*
Mr
BW
Benjamin Coxon Non-Executive Director*
Ms
LB
Louise Adams
Mr
PJ
Ms
RV
Ms
RV
Mr
Mr
Ms
M
B
D
Peter Mansell
Rosemary
Peavey
Rosemary
Peavey
Michael Shirley
Brendan Gibbs
Danielle Bond
Regional Director Victoria & South
Australia*
Director*
Executive Director
Director
Group Company Secretary
Company Secretary
General Counsel
Legal Officer
Managing Director Clients
Chief Strategy Officer
Head of Marketing & Communications
Sales Manager
Marketing Manager
Marketing Manager
Procurement
Manager
Personnel Manager
Computing/IT
Manager
Audit Committee
Not Available
Procurement Manager
Mr
L
Liam Hayes
Chief People Officer
Mr
C
Carl Duckinson
IT Manager
Not Available
* Appointed to the Board of Directors
Position Type
Chairman
Chief Executive
Financial Controller
Chief Operating
Officer
Chief Operating
Officer
Chief Operating
Officer
Chief Operating
Officer
Non-Executive
Director
Non-Executive
Director
Non-Executive
Director
Audit Committee
Other Directorships
Name
Mr Clinton Dines
Company
Griffith University
Position Title
Council Member
Provided to: RMIT Library (2126452465) | 04 July 2017
5
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
6
Financials
Balance Date
30-Jun-2016 30-Jun-2015 30-Jun-2014 30-Jun-2013 30-Jun-2012
Accounting Period Date
12 Months
12 Months
12 Months
12 Months
12 Months
Currency Units
AUD000
AUD000
AUD000
AUD000
AUD000
PROFIT AND LOSS ACCOUNT
REVENUE ITEMS
Sales Revenue
993,046
993,689
970,052
762,982
811,735
Other Revenue
6,934
13,922
10,696
8,857
9,777
Total Revenue
999,980
1,007,611
980,748
771,839
821,512
Cost of Goods Sold
N/A
N/A
N/A
N/A
N/A
Depreciation
17,918
20,155
20,604
18,147
22,129
R&D Expenditure
N/A
N/A
N/A
N/A
N/A
INTEREST
Interest Received
2,807
3,226
2,926
4,057
3,154
Interest Expense
3,871
4,669
2,986
732
493
PROFIT AND LOSS
Share of Profits of Associates
127
144
62
N/A
N/A
EBITDA
99,223
67,252
94,406
86,571
155,100
Profit Before Tax
80,241
45,654
73,742
71,749
135,632
Income Tax Expense
23,108
15,255
20,292
22,442
40,745
Continuing Operations after
57,133
30,399
53,450
49,307
94,887
Tax
Discontinued Operations after
N/A
N/A
N/A
N/A
N/A
Tax
Outside Equity Interest
213
0
53
23
0
NPAT
56,920
30,399
53,397
49,284
94,887
Significant Items
0
0
0
0
0
Dividends
31,733
43,026
63,126
87,166
50,460
AUDIT
Audit Fees
1,814
1,903
2,054
1,667
1,232
Audit Other
537
610
469
593
570
Total Audit Fees
2,351
2,513
2,523
2,260
1,802
BALANCE SHEET
CURRENT ASSETS
Cash At Bank
120,473
103,078
116,800
130,786
130,996
Trade Debtors
199,637
217,395
203,768
210,936
133,350
Inventory
91,412
86,949
69,448
78,162
49,666
Other Current Assets
30,820
35,987
25,036
23,297
17,043
Total Current Assets
442,342
443,409
415,052
443,181
331,055
NON-CURRENT ASSETS
Receivables
1,239
593
596
1
0
Investments
13,947
11,190
1,159
481
0
Property & Plant Equipment
51,010
55,224
58,788
56,362
28,848
Intangible Assets
9,152
7,542
9,479
13,526
12,640
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Other Non-Current Assets
Total Non-Current Assets
Total Assets
CURRENT LIABILITIES
Trade Creditors
Interest Bearing Debt
Provisions
Other Current Liabilities
Total Current Liabilities
NON-CURRENT LIABILITIES
Interest Bearing Debt
Provisions
Other Non-Current Liabilities
Total Non-Current
Liabilities
Total Liabilities
SHAREHOLDERS' EQUITY
Share Capital
Reserves
Retained Earnings
Other
Total Equity
OTHER
Number of Employees
Qualified Audit Report
7
34,871
110,219
552,561
32,444
106,993
550,402
25,530
95,552
510,604
22,448
92,818
535,999
18,294
59,782
390,837
26,094
3,539
94,757
125,523
249,913
34,418
5,905
98,146
120,844
259,313
22,503
5,484
72,523
97,260
197,770
23,151
5,706
68,105
121,449
218,411
25,854
1,243
57,442
69,453
153,992
4,243
11,522
37,426
4,883
8,920
35,764
8,241
15,750
43,238
9,812
13,968
36,023
1,961
11,984
10,080
53,191
49,567
67,229
59,803
24,025
303,104
308,880
264,999
278,214
178,017
114,170
-7,543
141,928
902
249,457
114,170
3,591
123,072
689
241,522
107,268
-5,889
139,705
4,521
245,605
102,685
1,200
149,433
4,467
257,785
24,935
570
187,315
0
212,820
6,492
No
6,798
No
7,200
No
7,188
No
4,276
No
* IBISWorld estimate
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
8
Aurecon Group Pty Ltd
Financial Growth
Balance Date
Total Revenue Growth
(% change)
Sales Revenue Growth
(% change)
EBITDA (% change)
NPAT (% change)
Shareholders' Funds
(% change)
Total Assets (% change)
Employees (% change)
30-Jun-2016 30-Jun-2015 30-Jun-2014 30-Jun-2013 Ave 2011-16 (%)
-0.8
2.7
27.1
-6.1
7.9
-0.1
2.4
27.1
-6.0
7.9
47.5
87.2
-28.8
-43.1
9.1
8.4
-44.2
-48.1
2.2
1.6
3.3
-1.7
-4.7
21.1
8.4
0.4
-4.5
7.8
-5.6
-4.7
0.2
37.1
68.1
13.7
11.0
Financial Ratios
Balance Date
Return on Revenue (ROR)
(%)
Return on Shareholders'
Funds (ROSF) (%)
Return on Assets (ROA) (%)
Profit Margin (%)
Revenue per Employee
($'000 per person)
NPAT per Employee ($'000
per person)
Effective Tax Rate (%)
Gearing (%)
Interest Cover (X)
Current Ratio (X)
Revenue & NPAT
30-Jun-2016 30-Jun-2015 30-Jun-2014 30-Jun-2013 30-Jun-2012
5.7
3.0
5.4
6.4
11.6
22.8
12.6
21.7
19.1
44.6
10.3
8.1
5.5
4.6
10.5
7.6
9.2
9.4
24.3
16.7
154.0
148.2
136.2
107.4
192.1
8.8
4.5
7.4
6.9
22.2
28.8
54.9
21.7
1.8
33.4
56.1
10.8
1.7
27.5
51.9
25.7
2.1
31.3
51.9
99.0
2.0
30.0
45.6
276.1
2.2
Key Measures (% change)
Provided to: RMIT Library (2126452465) | 04 July 2017
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Industry Financial Averages
Financial Ratios
Return On Shareholders Funds
Return On Total Assets
Gearing
Interest Cover
Current Ratio
NPAT/Employee
Pre-Tax Margin
EBITDA
Effective Tax Rate
Days Stock Held
Debtors T/O
Creditors T/O
Revenue/Employee
Net Assets Per Share
Dividend Per Share
Earnings Per Share
Dividend Payout Ratio
Asset Turnover Ratio
Industry
Average*
-2.07
-1.27
46.72
1.33
1.46
-4
0.22
25,325
569.71
24.83
49.95
26.05
247
1.21
0.10
-0.04
-229.06
0.87
Aurecon
30-Jun-2016
22.82
10.30
54.85
21.73
1.77
9
8.02
99,223
28.80
N/C
72.87
N/C
154
39.31
5.00
8.97
55.75
1.80
Unit
Percent
Percent
Percent
Times
Times
A$ 000
Percent
A$ 000
Percent
Days
Days
Days
A$ 000
A$
A$
A$
Percent
Times
Industry
Aurecon
Unit
Average*
30-Jun-2016
Revenue Growth
-5.96
-0.76 Percent
NPAT Growth
-41.69
87.24 Percent
Asset Growth
-2.19
0.39 Percent
Employees Growth
-7.15
-4.50 Percent
Dividend Growth Rate
-10.30
-26.20 Percent
*Companies included in the Industry Averages Calculations operate in the Professional, Scientific and
Technical Services (Except Computer System Design and Related Services) in Australia industry.
Growth Ratios
Provided to: RMIT Library (2126452465) | 04 July 2017
9
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Segments
Balance Date: 30 June, 2016
Profit Definition: Profit for the Y ear
Operating Divisions
Revenue
AUD000
999,980
Segment Name
Consulting Engineering
Profits
AUD000
56,920
Assets
AUD000
552,561
Operating Divisions - Key Ratios
Profit as
% of Revenue
5.7%
5.7%
Segment Name
Consulting Engineering
Company
Profit as
% of Assets
10.3%
10.3%
Operating Divisions - Industries by Operating Segment
Historical
Forecast
Growth Rates
Growth Rates
2012/13-2016/17 2017/18-2021/22
Consulting Engineering
M6922 - Surveying and Mapping Services in
Australia
M6923 - Engineering Consulting in Australia
M6925 - Environmental Science Services in
Australia
M6962a - Management Consulting in Australia
GDP Growth Rate
-1.0%
2.9%
-2.4%
3.5%
-1.9%
3.8%
4.1%
2.6%
2.9%
2.4%
Geographic Locations
Revenue Profits Assets
AUD000 AUD000 AUD000
Segment Name
Australia, New Zealand, Asia, Europe, Africa & Middle
East
Total
999,980
56,920 552,561
999,980
56,920 552,561
Geographic Locations - Ratios
Profit as
Profit as
% of Revenue % of Assets
Australia, New Zealand, Asia, Europe, Africa & Middle
East
Company
5.7
10.3
5.7
10.3
Provided to: RMIT Library (2126452465) | 04 July 2017
10
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Competitive Environment
M6922 Surveying and Mapping Services in Australia
Industry Statistics
Industry Size 2016/2017 $ million
Industry Turnover Growth Rate 2016/2017
Industry Concentration Level
Number of Enterprises in Industry
3,259
-13.88
Low
3370
Aurecon is not a major player in this industry.
M6923 Engineering Consulting in Australia
Industry Statistics
Industry Size 2016/2017 $ million
43,103
Industry Turnover Growth Rate 2016/2017
-2.61
Industry Concentration Level
Low
Number of Enterprises in Industry
31504
Aurecon is not a major player in this industry.
M6925 Environmental Science Services in Australia
Industry Statistics
Industry Size 2016/2017 $ million
Industry Turnover Growth Rate 2016/2017
Industry Concentration Level
Number of Enterprises in Industry
4,350
-1.07
Low
5940
Aurecon is not a major player in this industry.
Major Competitors
ALS Limited
SGS Australia Holdings Pty
Limited
Bureau Veritas Australia Pty Ltd
Market Share
9.90
6.90
5.70
M6962a Management Consulting in Australia
Industry Statistics
Industry Size 2016/2017 $ million
Industry Turnover Growth Rate 2016/2017
Industry Concentration Level
Number of Enterprises in Industry
9,567
5.30
Low
12709
Provided to: RMIT Library (2126452465) | 04 July 2017
11
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Aurecon is not a major player in this industry.
Major Competitors
KPMG
Deloitte Touche Tohmatsu
PricewaterhouseCoopers
Market Share
8.00
7.60
5.00
Provided to: RMIT Library (2126452465) | 04 July 2017
12
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Shareholders
Shareholder Name
Ultimate Parent
Aurecon 37 Limited
Largest Shareholders
Aurecon 37 Limited
Aurecon 25 (Pty) Ltd
Percentage Held Country of Incorporation
N/A Australia
73.76 % Australia
26.24 % South Africa
As at: 6 October, 2016
Provided to: RMIT Library (2126452465) | 04 July 2017
13
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
14
Subsidiaries
Subsidiary Name
Associated companies
Specialised Road Technologies (Pty) Ltd
Holding company
Aurecon Group Pty Ltd
Percentage Held Country of Incorporation
18 % South Africa
100 % Australia
Joint ventures
AECOM Aurecon Joint Venture
ANJV
ARUP Aurecon Design JV
Asch Shand JV
Athlone Water Treatment JV
Aurecon AECOM JV
Aurecon Beca NAMP Joint Venture
Aurecon GHD Joint Venture
Aurecon Hatch JV
Aurecon Jacobs Joint Venture
Aurecon Jacobs Mott Joint Venture
Aurecon Parsons Brinkerhoff Joint Venture
Aurecon SMEC Joint Venture
Aurecon-Hyder JV
Berg River Water Treatment JV
Bicon
Bicon DDS
De Hoop Dam Consultants JV
F2E HA Joint Venture
GCUH Engineering JV
Karas JV
MCC JV
Ninham Shand Semenya Furumele JV
SKM-CW JV
Vaal Pipeline Consultants JV
Subsidiaries
Africon Finance Pty Ltd
Aurecon (Pte) Ltd
Aurecon Advisory Pty Ltd
Aurecon Africa (Pty) Ltd
Aurecon AMEI Limited
Aurecon Angola Limitada
Aurecon Asia Pty Ltd
Aurecon Australasia Pty Ltd
Aurecon Australia International Projects Pty Ltd
50 %
67 %
50 %
50 %
72 %
50 %
50 %
50 %
50 %
50 %
33 %
50 %
50 %
50 %
38 %
60 %
69 %
25 %
50 %
50 %
80 %
33 %
50 %
50 %
33 %
100
100
100
100
100
100
100
100
100
%
%
%
%
%
%
%
%
%
Provided to: RMIT Library (2126452465) | 04 July 2017
Australia
South Africa
Australia
South Africa
South Africa
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
Australia
South Africa
South Africa
South Africa
South Africa
Australia
Australia
Namibia
South Africa
South Africa
Australia
South Africa
South Africa
Singapore
Australia
South Africa
Mauritius
Angola
Australia
Australia
Australia
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Aurecon Botswana (Pty) Ltd
Aurecon Chile SA
Aurecon Consulting (Thailand) Co Ltd
Aurecon Consulting Engineers Nigeria Ltd
Aurecon Engineering Consultants LLC
Aurecon Engineering Consulting (Shanghai) Limited
Aurecon Engineering International (Pty) Ltd
Aurecon Ghana Limited
Aurecon Group Brand (Pte) Ltd
Aurecon Holding (Thailand) Co Ltd
Aurecon Hong Kong Ltd
Aurecon Infrastructure Projects (Pty) Ltd
Aurecon International Holdings (Pte) Ltd
Aurecon Investments Australia Pty Ltd
Aurecon Kenya Limited
Aurecon Lesotho (Pty) Ltd
Aurecon Macau Limited
Aurecon Malaysia Sdn Bhd
Aurecon Mozambique Limitada
Aurecon Namibia (Pty) Ltd
Aurecon New Zealand Ltd
Aurecon PNG Limited
Aurecon Singapore (Pte) Ltd
Aurecon South Africa (Pty) Ltd
Aurecon Swaziland (Pty) Ltd
Aurecon Uganda Limited
Aurecon Vietnam Company Ltd
Ce Africon Angola Limitada
Connell Wagner Consulting Sdn Bhd
Connell Wagner Engineering Sdn Bhd
CW-DC Ltd
CW-DC Pty Ltd
CW-ET Pty Ltd
Daniel Chan & Associates Limited
Engineering Insurances Pte Ltd
IDSS Pty Ltd
IMIS Integrated Management Information Systems Pty
Ltd
Mozafricon Limitada
Ninham Shand Africa Ltd
Powernet Developments (Pty) Ltd
PT Aurecon Indonesia
PT IDSS Indonesia
South Africa Value Education (Pty) Ltd
100 %
100 %
98 %
100 %
100 %
100 %
100 %
100 %
100 %
49 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
74 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
100 %
Botswana
Chile
Thailand
Nigeria
Qatar
China
South Africa
Ghana
Singapore
Thailand
Hong Kong
South Africa
Singapore
Australia
Kenya
Lesotho
Macau
Malaysia
Mozambique
Namibia
New Zealand
Papua New Guinea
Singapore
South Africa
Swaziland
Uganda
Vietnam
Angola
Malaysia
Malaysia
New Zealand
Australia
Australia
Hong Kong
Singapore
Australia
100 % Australia
100 %
100 %
65 %
100 %
100 %
100 %
Balance Date: 30 June, 2016
Provided to: RMIT Library (2126452465) | 04 July 2017
Mozambique
South Africa
Lesotho
Indonesia
Indonesia
South Africa
15
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
Provided to: RMIT Library (2126452465) | 04 July 2017
16
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
17
Service Providers
Service Provider Type
Banker
External Auditor
Insurance Broker
Solicitor
Telecommunication
Service Provider
Not available
Ernst & Young
Not available
Not available
Not available
Balance Date: 30 June, 2016
* IBISWorld's company information covers more than 2,000 of the country's largest businesses, which
drive Australia's economy. The companies are ranked based on total revenue earned in the most
recently reported financial year. All company types, such as public listed, public non-listed, private
companies and more, are listed in our database. The IBISWorld rank is updated daily.
Provided to: RMIT Library (2126452465) | 04 July 2017
18
www.ibisworld.com.au | 03 9655 3881 | info@ibisworld.com
WWW.IBISWORLD.COM.AU
Aurecon Group Pty Ltd
IBISWorld's reports are more than just numbers.
They combine data and analysis to answer to
questions that successful businesses ask.
Who is IBISWorld?
We are strategists, analysts, researchers and marketers. We
provide answers to information-hungry, time-poor businesses. Our
goal is to provide real-world answers that matter to your business.
When tough strategic, budget, sales and marketing decisions
need to be made, our suite of industry, economy and risk reports
give you thoroughly researched answers quickly.
IBISWorld Membership
IBISWorld offers tailored membership packages to meet your
needs.
Aurecon Group Pty Ltd
Disclaimer
This product has been supplied by IBISWorld Pty Ltd ('IBISWorld') solely for use by its authorised
licences strictly in accordance with their licence agreements with IBISWorld. IBISWorld makes no
representation to any person with regard to the completeness or accuracy of the data or information
contained herein, and it accepts no responsibility and disclaims all liability (save for liability which
cannot be lawfully disclaimed) for loss or damage whatsoever suffered or incurred by any other pers on
resulting from the use of, or reliance upon, the data or information contained herein. Copyright in this
publication is owned by IBISWorld Pty Ltd. The publication is sold on the basis that the purchaser
agrees not to copy the material contained within it for other than the purchasers own purposes. In the
event that the purchaser uses or quotes from the material in this publication - in papers, reports, or
opinions prepared for any other person - it is agreed that it will be sourced to: IBISWorld Pty Ltd
Purchase answer to see full
attachment