Spill management and containment is a responsibility not to be taken lightly, particularly in the construction industry.

By Frank Leggett

Spills and spill containment are important issues that have an impact on virtually every business in Australia. Whether it’s a hospital, school, laboratory, shop, or a building, mining or industrial site, measures need to be in place to contain and safely dispose of any type of spill that occurs. While it simply makes sense due to workplace health and safety, and environmental reasons, there are also legal requirements around spill containment. The onus is on the business to ensure they meet all site based regulatory requirements.

“We work with our clients to provide them with a range of site appropriate spill containment products to help prevent a spill,” says Brad Lowson, director at Global Spill & Safety. “In the event of an incident, we have products to safely contain and clean up the spill.”

The company works with businesses throughout Australia and across all industries. Over 90 per cent of their product range is made in Australia.

“Australia is becoming less reliant on imported site safety related goods with the associated supply and freight interruptions,” says Lowson. “We know that Australian made is good for Australia.”

There are federal and state laws related to spill management and the Environment Protection Authority (EPA) of each state oversees the legal requirements of that state. It’s essential for business owners to meet those requirements.

THE BASICS

In the event of a spill, remember the three Cs—Control, Contain and Clean up. Of course, the response depends on the type of material that’s been spilled.

If it’s a toxic material, evacuation, assistance and hazmat PPE may be required. If it’s non-toxic, it’s a matter of assessing the situation, isolating the scene, and stopping the spill from spreading—particularly into waterways. It then needs to be safely cleaned up and disposed of appropriately.

Generally, spills can be classified into three categories:

• Hydrocarbons, consisting of oils, fuels and related hydrocarbon products (which include petrol, diesel and hydraulic fluids). These spills require different response techniques depending on whether the spill occurs on land or water.
• General spills that are typically water based and/or mild chemicals.
• Hazchem and specialist spills consist of strong chemical acids and alkalines, and hazardous materials such as mercury or radioactive material.

We manufacture specific items to deal with virtually every type of spill scenario,” says Lowson. “Everything from absorbent pads and granular absorbents all the way up to major offshore oil spill containment booms. We make a wide variety of spill kits including carry bag vehicle kits, wheelie bin kits and emergency spill response trailers. In the event of a spill every second counts so we colour code our spill kits. It’s easy to quickly recognise them from a distance; yellow for oil and fuel, blue for general purpose and red for hazchem spill kits.”

BE PREPARED

The most important thing, particularly on building sites, is to have a plan in place should a spill happen. You don’t want to have a spill and then try and figure out a response. Foresight and planning are vital, as well as having procedures in place to mitigate the chance of a spill. Having appropriate kits on site, and staff trained in using them, is essential.

There is also a wide range of products that can aid in reducing the likelihood of spills or leakages.

“We manufacture storage and bunding options from 20-litre drums to IBC storage cabinets that withstand heat, work well outdoors and meet all relevant Australian Standards” says Lowson. “A bund is designed to hold and contain a spill for easy clean up and management. Our portable collapsible bunds are quick to assemble for temporary site situations. These range from the size of a pallet to sizes that suit road trains and sea containers. They are robust enough that vehicles can drive onto them.”

THE RIGHT PRODUCT

While spills can consist of anything from fuel to chemicals to biohazards, it’s imperative to have the correct products on hand to deal with the situation. If a workplace procedure is in place, staff know exactly what to do in the event of a spill. A regular site inspection should be undertaken by a professional to ensure that all dangerous and hazardous materials are correctly stored and handled. Safety data sheets must be available on site and all containers containing chemical or hazardous material must be clearly marked with their relevant Dangerous Goods category—flammable, corrosive, toxic, etc.

DUTY OF CARE

All businesses in Australia have a duty of care to maintain a safe workplace. Having procedures and products in place to quickly respond to a spill is essential. Failure to meet legal requirements can be extremely costly.

Each business is liable for costly clean-ups and potential fines. If a spill impacts on a waterway, then costs and fines are heavy and can include remediation for the affected area.

“Prevention and preparedness are the answer to mitigating an event and potential costs,” says Lowson. “Demonstrating that you have an effective strategy in place so you can control, contain and clean up any spill is a basic requirement from an environmental and workplace health and safety perspective. When it comes to spill management, it’s much better to be well prepared and err on the side of caution.”

When construction companies go bust, it’s often the workers who take the financial hit. That’s why contractors must take measures to protect themselves well before their employer goes into administration.

By Shane Conroy

The COVID-19 period has been a complete nightmare for the construction industry. Extended lockdowns saw construction projects grind to a halt across the country, and supply chain disruptions and material shortages made the return to work far from ideal.

So it probably didn’t surprise many in the industry when previously strong construction companies began to fall one by one. Developer Privium Homes went into administration in November 2021 with alleged debts to contractors, suppliers and other creditors nearing $43 million.

Queensland building company BA Murphy also saw out 2021 in liquidation. Media reports claim the company owes 550 creditors more than $10.8 million. Then major construction company Probuild rocked the industry when it went into administration in early 2022.

The construction giant went from raking in approximately $1.4 billion per year to financial ruin with around 2300 creditors claiming the construction giant owes them money.

It’s enough to quicken the pulse of every hardworking contractor who expects to receive a fair day’s pay for a fair day’s work. But the harsh truth is that when the big boys go bust, the financial pain is often felt throughout the supply chain—and that includes the thousands of contractors who have not been paid for their work.

KNOW THE RISKS

David McKellar, director of Melbourne based Allied Business Accountants, says it’s critical for contractors to understand they have limited options once their employer goes into administration.

“The administrator takes over legal responsibility for the company from the day it goes into administration,” he says. “They will contact all the creditors, and you’ll likely be asked to complete a ‘proof of debt’ form. You may be asked to supply your unpaid invoices and any timesheets or other proof of work documentation you have.”

The administrators will then reconcile the company’s debts, and may call in the liquidators to sell off the company’s assets in order to pay its creditors. But don’t expect to see all—or any—of the money you’re owed.

“This can be a long process,” McKellar explains. “The administrators may decide to finish current projects so they can be sold off to pay creditors. There may also be court proceedings taken against directors in order to recover their personal assets. This can take years.”

Secured creditors—typically lenders like banks and equipment finance companies—are paid first, then employee entitlements such as unpaid superannuation are prioritised. Contractors tend to come last.

“Contractors are pooled together as unsecured creditors, and any remaining funds from the sold assets will be split amongst this group,” says McKellar. “You might get 50 cents on the dollar, or you might get nothing. At this point, the matter is considered concluded. There’s nothing more you can do.”

BE PREPARED TO ACT EARLY

That’s why it’s critical for contractors to act well before the construction company goes into administration. McKellar advises his clients to put contractor agreements in place before they begin work that state not only your payment rates, but also your payment terms.

“I’d always advise seven-day payment terms, but knowing the construction industry, they’ll often want 30-day terms,” says McKellar. “Either way, you need to invoice regularly and stay on top of any late payments. You’re essentially giving them unsecured credit, so don’t let them accrue any more money than you’re prepared to lose.”

When it comes to late payments, it’s often the squeaky wheel that gets the grease. McKellar says to frequently chase up overdue payments—whether that’s via automated reminders from your accounting software, emails and phone calls to accounts departments, or speaking with the onsite builder.

“If that fails, it might be time to consider starting debt collection proceedings,” says McKellar. “Obviously that will make it difficult for you to continue your relationship with the company. But once they exceed the debt threshold you’ve set, debt collection will be your best chance of getting them to prioritise paying you.”

LOOK FOR SIGNS OF STRUGGLE

McKellar says that even starting debt collection proceedings is unlikely to improve your chances of getting paid if the company goes into administration.

“You’ll still be an unsecured creditor, so again there’s not much you can do once they’ve gone into administration. It’s really about managing risk. You need to be clear on how much you’re prepared to lose, and know when to walk away.”

Looking for early indications that the company might be struggling can help you identify when it’s time to go. Suppliers moving to a cash-on-delivery arrangement or refusing to unload before they are paid could be a sign that the company is falling behind on its bills.

“Contractors are in high demand at the moment, so it’s important to know when it’s time to cut your losses—particularly if you can walk into another job,” McKellar says. “Remember that once the company goes into administration, typically not much goes back to unsecured creditors.

“It’s important to recognise that you face more risk as a contractor, so get out early if you can.”

Strategic investments and the use of innovative construction materials and models will be crucial as governments and construction companies play their part in addressing Australia’s affordable housing crisis.

By Cameron Cooper

At last count, Australia had a shortage of 173,000 affordable dwellings, according to research by the Australian Housing and Urban Research Institute (AHURI).

The predicament is creating inequitable living conditions across the nation and represents an opportunity for property developers, construction companies and investors to step in with inventive housing solutions. Charles Northcote, CEO of community housing provider BlueCHP, understands the issue better than most, with the group having delivered more than 1900 social, affordable and disability homes since 2008.

The group’s portfolio includes The Gardens project in Campbelltown, Sydney, which featured the use of cross laminated timber (CLT), a cost-effective engineered wood panel product.

Northcote says the failure of Australia to address the affordable housing situation for the less well-off must be addressed. “A lot of people throw up their hands and say it can’t be done, but I don’t believe that.”

Investing in the future

For more affordable housing to become a reality in Australia, investment in construction projects that benefit low income and disadvantaged Australians will be crucial.

Kris Daff is the managing director of two enterprises—Assemble, a build-to-rent developer, and Make Ventures, a property development and investment company—that are committed to affordable housing projects.

Late last year, Assemble secured rezoning approval for two residential and mixed-use sites in Clayton and East Bentleigh in Victoria, respectively valued at a total of $1.2 billion. This will allow the group to deliver in excess of 1600 social and affordable housing units.

The developments will provide either long-term cheaper leases for low-income residents, or long-term leases with the option to buy the property after an agreed period of time. Daff says the ability to partner with large investors such as superannuation funds to construct hundreds or thousands of dwellings at a time is crucial. “To have meaningful impact you have to execute at scale,” he says.

Innovation to the fore

The Gardens project in western Sydney is the largest residential timber building in Australia and comprises 101 apartments, 56 of which are available for affordable rental through BlueCHP. The use of about 962 tonnes of sustainably sourced CLT reduced the need for steel and concrete and cut down significantly on building costs, while also resulting in lower levels of carbon emissions and waste during construction.

In addition to CLT, Northcote believes lightweight steel structures have an important role to play in social and affordable housing projects, as well as using systems such as BIAX, an ecofriendly foundation that uses recyclable materials instead of regular waffle-pod concrete slab systems.

While such singular measures are important, he says the key is to develop an entire supply chain that drives efficiencies and value.

“Lots of little things make the difference—it’s not one whiz-bang element that does it.”

Modular and other prefabricated housing options are also increasingly on the agenda for affordable housing developers. The ability to partly construct units in factories and ship them to construction sites for final assembly can also slash building times.

Daff notes that in the United Kingdom it is now possible to see affordable housing developers lifting in multistorey prefabricated dwellings that have furniture and even microwaves and kettles in place.

“We joke that you could almost lift the homes in with the tenants in them,” he says. With modular projects, the main advantage is speed of installation. “But we think over time as these manufacturing businesses integrate more robotics and other technologies into their production lines, we will see both time and material cost advantages compared with traditional on-site building,” Daff says.

For Assemble’s project pipeline, it is partnering with modular bathroom manufacturer Interpod. “So we might do 5000 apartments and just have three types of bathrooms across that portfolio. This allows your supply chain to respond and drive efficiencies and become more formulaic,” Daff says.

This compares with traditional off-the-plan developments that need a “shiny, bespoke” bathroom as a point of difference at sale. “Whereas when you’re building housing that’s rented out for the long term, what you want is good quality, efficient dwellings that are not too expensive to maintain,” Daff says.

No greater technical challenges

A test with affordable housing is getting all facets of construction right, from the sourcing of materials and equipment to the logistics of getting the job done. However, Northcote does not believe such projects present any greater technical difficulties than traditional housing construction jobs. Indeed, he wants to reassure builders that they can easily participate in the community housing space.

“You have to get the design right first and understand what you want to achieve. But don’t change things too much from existing building practices that are working. Use them, tweak them and you’ll get an efficient outcome,” he says. “Trying to make wholesale changes is very difficult.”

For BlueCHP, the design and operational costs of the homes are front and centre, along with getting simple building elements right such as waterproofing and ventilation. As an example of practical innovation, BlueCHP has pioneered a drawer and wardrobe storage combination that removes the need to buy separate products. This, in turn, speeds up installation and cuts down on costs.

“Now you see builders incorporating that as a standard product on projects,” Northcote says. “These little design elements often get missed.”

BluCHP is also trialling new solar initiatives at one project in Sydney, while Northcote believes more double-glazing in affordable housing developments can improve thermal efficiency.

Rent-to-build in vogue

A report by the Productivity Commission of Australia has indicated that, in 2021, 45.7 per cent of Australians receiving Commonwealth Rent Assistance were spending more than 30 per cent of their income on rent, a calculation that defines people experiencing housing stress.

Build-to-rent developments are a relatively new urban housing concept in the Australian market that could deliver more affordable housing options. With such projects, the developer retains ownership of the building when it is complete and the dwellings are rented out to tenants, as opposed to the normal build-to-own model.

Daff believes the built-to-rent model is set for significant uptake in the Australian market. That will present opportunities for developers, materials suppliers and builders to participate, although cautious financiers and investors will in the short term probably stick mostly to traditional construction methods.

Nevertheless, Daff expects innovative modular design to ultimately dominate the affordable housing space in Australia, while the rising use of CLT, including from Australian suppliers, will become more and more prevalent as investors seek to minimise building costs and carbon emissions.

“There’ll be nuances to the design and servicing of buildings, and even little things around the way joinery in installed, for example, so you change benchtops more easily 10 years later. But what we’ll see over time is a lot more modular developments.”

With an eye to the future, BlueCHP is confident that affordable housing projects will improve lives for people on lower wages and let them live closer to their places of employment in CBDs.

As auto manufacturers around the world rush towards creating variations on electric vehicles, Ford has moved to corner the market in pick-ups this year with the release of the Next-Generation Ranger, and in its partnership with Volkswagen to produce the 2022 Volkswagen Amarok.

Ford’s design and engineering teams collaborated with customers around the globe to create a vehicle and ownership experience that Next-Generation Ranger owners can rely on for their businesses, family lives and adventure.

“With Ranger, we’ve had a big extended family for decades,” said Jim Farley, Ford president and CEO. “This truck has always been a trusted partner to small business owners, farmers, families, adventurers, commercial fleets and so many more in over 180 markets around the world.”

Customer-centered design led to innovative features throughout the truck, while a relentless testing and engineering program ensured every facet of the Ranger’s versatility was truly built Fordtough.

“Our intent was not to simply create a good truck. We wanted to deliver an exceptional one that people would want to own—one that customers around the world could trust to tackle anything,” said Gary Boes, Enterprise Product Line Management director, Global Trucks. Meanwhile, Volkswagen has been coy about releasing much detail about the new model Amarok. Motoring publication Drive described it as “a twin under the skin to the 2022 Ford Ranger… It will be built in a Ford factory in South Africa and powered by Ford turbo diesel V6 and twin-turbo 2.0-litre engines”.

Redefining Versatility

Next-Gen Ranger offers an array of organisation and storage solutions to secure cargo, make fitting accessories a cinch and even DIY customisation. For instance, owners can create segmented DIY storage spaces, both big and small, by sliding pieces of wood into slots moulded into the bedliner, or even get creative and build things like a bike rack.

There are tie-downs mounted in the bed, and on the Wildtrak variant there are external tie-down rails and sliding cleats that can be adjusted into nine positions to help secure odd-shaped cargo. The new rear load box access step is the result of more than 5000 interviews with pick-up owners, learning how they used their trucks and what they wanted from their next one.

“We’ve really packed a lot into the Next-Generation Ranger to inspire owners to do more of what they love to do, with features that encourage them to explore new horizons,” says Gary Boes, Enterprise Product Line Management director, Global Trucks.

Extra Versatility

Customers can personalise their Next-Gen Ranger with a range of as many as 600 factory-backed work, urban and adventure accessories, depending on the market. These accessories include those developed in collaboration with global offroad icon, ARB 4×4 Accessories. The ARB 4×4 Accessories and Ford collaboration will initially roll out in select markets.

For customers who want the ability to operate electrical accessories easily from the inside of the cabin, the new Wildtrak offers an optional auxiliary switch bank.

This allows customers to safely and easily add accessories such as light bars, work lights, warning beacons, loudspeakers and other electrical equipment to their vehicle.

And for those owners looking to make their Next-Gen Ranger adventure ready, the team made sure to create a space in the engine bay for a dual battery set-up.

This optional accessory kit will enable new owners to add an auxiliary battery to power their fridges, lighting, tools and other electrical gadgets without draining their main battery.