BHP had set ambitious targets to increase the diversity and inclusion (D&I) of its workforce through better design of its fly in fly out (FIFO) villages.
Together we developed design criteria for technology, environment and transport, referencing relevant national standards, benchmarking the industry, then articulating expected benefits and establishing a 10-element plan.
Following an internal review and refinement process, the FIFO D&I standards were adopted globally by the business to drive change in infrastructure, planning and behaviour.
Virtus Health’s One Lab Project was an ambitious initiative to establish best practice in laboratory construction and processes across Australia, Asia and Europe.
In his role as state managing director, our change expert directed a team, incorporating expertise from all areas of the business to complete data analysis and develop evidence-based business plans for the design, equipping and operation of future laboratories. Business plans required multi-year budgeting to stage facility upgrades and procurement of new technologies, including artificial intelligence (AI).
Group level procurement strategies and significantly improved IVF success rates have now created a competitive advantage in the market.
Rio Tinto struggled to spend their annual maintenance budget. Projects were behind budget and underperforming, and critical maintenance was falling behind.
To develop the Sustaining Asset Portfolio team our team suggested a trial which involved role swaps between external providers and internal capability leads in the Pilbara.
Within 3 months project spend was increased to 94% of target. Reporting was also streamlined to improve visibility and transparency.
The Australian Water Association (AWA) wanted to determine the customer experience at the first time online OzWater 2020 conference.
Our team became intimately involved in the pre-conference set-up, design of sentiment analysis via social marketing platforms and the online platform being used to host the conference.
Our reporting enabled coordinators to provide an enhanced experience by providing transcripts of sessions, responding with agility to issues arising and to evaluate this experience against the last – in person – one.
Adash is Providence’s CEO and is responsible to the Providence Board and Providence’s clients for ensuring the timely delivery of outcomes through advice, guidance and mentoring to Providence’s staff.
