1. CLOSING REPORT
IMPLEMENTATION OF FOUNDATION COMPETENCIES
ACROSS AUSTRALIAN HUB
Location: Brisbane, Queensland
Effective Date: October 2012
Anuj Sodha
Business Analyst

2. Table of Contents
1. Project Background Page 1
2.Introduction
2.1 What are competencies? Page 1
2.2 What are Foundation Competencies? Page 1
3.Individual Tasks Associated with Project
3.1 Research Finding Page 1
3.2 Competency Information Source Page 1
3.3 Competency Workshop Page 2
3.4 LORA Subsidiary Businesses Page 2
3.5 Job Title Mapping Matrix Page 2
4. Completed Tasks Page 2
5. Partially Completed Tasks
5.1 Competency Information Source Page 2
5.2 Job Title Mapping Matrix Page 3
6. Outstanding Tasks Page 3
7. Challenges/Issues
7.1 SharePoint Page 3
7.2 Changes to client requirements Page 3
7.3 Changes to Government and State Laws affecting Harmonisation Page 4
7.4 External Systems Page 4
8. Opportunities Page 4
9. Recommendations Page 4
10. Lessons Learnt Page 4

3. Competencies & Compliance Closing Report
1. PROJECT BACKGROUND
This project has been brought to light in relation to the on boarding process for new starter’s as well
as existing employees across the organisation to ensure that Laing O’Rourke Australia (LORA) can
nationalise benchmarking of Foundation Competencies and Compliance Training and have a
centralised approach to ensuring our workforce is compliant.
The initial finding showed that the information in relation to competencies is ad hoc, scattered and
does not seem to be part of the individual’s knowledge bank when undertaking employment for Laing
O’Rourke.
2. INTRODUCTION
2.1 What are competencies?
Competence (or competency) is the ability of an individual to do a job properly. A competency is a set
of defined behaviours that provide a structured guide enabling the identification, evaluation and
development of the behaviours in individual employees.
2.2 What are Foundation Competencies?
Foundation Competencies are licences, qualifications or certificates that are required by people who
perform certain roles within Laing O’Rourke. These are often required by law or by our clients
because they provide underpinning knowledge and skills required to perform these roles safely and in
compliance with legislation.
3. INDIVIDUAL TASKS ASSOCIATED WITH PROJECT
3.1 Research Finding
Upon commencement of the project in July 2012, the initial task was to undertake research in relation
to competencies and compliance which displayed a clearer picture in progressing further. Existing
LORA documents plus internet search engines were utilised at this stage. The data and information
was collated and some general analysis work was embarked on to breakdown the information.
3.2 Competency Information Source
A number of spread sheets including Foundation Competencies, High Risk Licences, Drivers
Licences, Trade Certificates, Plant Operating Materials and Additional Competencies had been
created as an information source for all Laing O’Rourke employees. This will aid the individuals in
having a better understanding of competencies and compliance both from an individual and from a
career progression prospective.
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4. 3.3 Competency Workshop
A workshop for this project and concept was undertaken in mid-August via video conference. This
workshop included key personnel from Health, Safety, Environmental and Quality (HSEQ) and Human
Capital (HC) divisions across the Northern, Southern and Western regions.
An explanation and concept of this project was delivered to the relevant parties (as above). The key
objective was to produce a centralised record of all HSEQ Foundation Competencies, Licences and
Qualifications that are clearly visible on iGATE to support all staff that has an interest in ensuring
compliance. The idea behind this was to remove the need for separate spread sheets and silo
information sources so all individuals have key visibility from one true source (iGATE).
It was agreed that a centralised library of competencies was required to enable further work on the
implementation of web based competency management system.
3.4 LORA Subsidiary Businesses
As well as focusing on the main enterprise, this project had to be reflected within the affiliate
organisations that sit under the LORA umbrella. A number of video conference meetings had been
organised with relevant HSEQ and HC personnel within the relevant divisions of Austrak, Redispan,
Select and Laing O’Rourke Hong Kong. The preliminary goal was to gauge how the organisations
were tracking competencies, qualification and certificates and the methodologies of bringing all these
variables in line with the main LORA competencies.
3.5 Job Title Mapping Matrix
A couple of short workshop sessions had been undertaken with an independent Training Consultant
(and a contractor of LORA) ,based in the Northern Territory, to undertake the mapping of Job Titles
with all the competencies (mentioned in Section 3.2). It displays the mandatory and desirable
competencies that are necessary to undertake a particular job role within the organisation.
4. COMPLETED TASKS
The Building and Infrastructure Job Title Mapping Matrix are now complete. This would need to be
reviewed by Senior Management of LORA prior to releasing the information on iGATE.
The meetings with the subsidiary businesses were successful and relevant information has been
passed onto this project by the HSEQ Management of Austrak, Redispan, Select and Laing O’Rourke
Hong Kong.
5. PARTIALLY COMPLETED TASKS
5.1 Competency Information Source
The final two columns within the spread sheets: OFSC Requirement and Primary LOR H&S
Standards need to be reviewed by HSEQ employees. This is for use internal only amongst HSEQ and
HC departments. Once it has been reviewed, these spread sheets will become easier to utilise during
periods when the construction sites or offices are undertaking audits. As decided these two columns
will not be displayed on iGATE but it is vital to have the relevant updates data.
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5. 5.2 Job Title Mapping
Austrak and Redispan Job Titles have been added onto the matrix and matched with the global job
title spread sheet however the mapping of competencies for both these companies is still outstanding.
It would be advisable to work alongside the HSEQ Management Glenn Ducat (Austrak) and Grant
Black (Redispan) to undertake this task.
6. OUTSTANDING TASKS
i. A list of Australian and Global Job Titles need to be derived for the following sectors:
 Laing O’Rourke Rail Division
 Laing O’Rourke Hong Kong
 Select Plant Hire
Additionally, the mapping of the job titles with the relevant competencies needs to be
embarked on.
ii. The HSEQ department must nominate an individual to be given access to update the
centralised library to ensure information updates are controlled.
iii. A communication pitch is required to be developed and reviewed between HC and HSEQ
prior to launching the Foundation Competency Library
iv. The Learning and Development Manager will need to liaise with eQUIP and SuccessFactors
and possibly additional Learning Management vendors specifically in relation to web based
competency management and reporting
v. The Environmental Management Team must provide documentation on the environmental
competencies hence this will then be inputted into the main spread sheet.
7. Challenges/Issues
7.1 SharePoint
The idea behind creating an online database has proved difficult from carrying out testing on the
SharePoint platform. The competencies spread sheets were imported but due to large volume of the
data and information within the Excel tables, the displays were not clearly visible therefore creating an
online database library might not be sufficient at this current stage. Furthermore, the limited
knowledge of SharePoint within the company has been a challenge to work on this platform due to the
time constraints
7.2 Changes to client requirements
Monitoring constant client changes will become tough for HSEQ and HC personnel as this would
require being in regular contact with the client. Due to a number of factors this might not be sufficient
and therefore updating the competency library will not be a straightforward task and a solution will
need to be derived to overcome this issue.
7.3 Changes in Government State Laws affecting national harmonisation
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6. The laws are constantly changing within the construction industry and therefore relevant personnel at
Laing O’Rourke will need to constantly be aware of the changes and updates will have be displayed
as soon as information has been released from the State or Federal Government. The time factor and
other responsibilities of the individual overseeing this area will be seen as a challenge. Furthermore,
each state operates differently; therefore challenges in modifying data on the spread sheets will not
be an easy task.
7.4 External systems
There will be less control of external systems which sit outside the Occupational Health Safety
Management System (OHSMS) therefore exposing LORA to corrective actions as systems may not
be developed for Office of Federal Safety Committee (OFSC) criteria.
8. Opportunities
The online library will be used as a centralised baseline of competencies for each job title across the
business.
From this library and basic reports that are currently been run through eQUIP, annual compliance
weeks or rosters can be derived which will benefit most of the blue and white collar workers based at
constructions sites across the country.
9. Recommendations
Due to the challenges that have been experienced with SharePoint (see Section 7.1), a
recommendation can be put forward in the interim, would be to display a link within the Foundation
Competency section under the Learning & Development area of iGATE that would redirect individuals
to a Microsoft Excel spread sheet providing a Competency Matrix and Competency Information
Source.
10. Lessons Learnt
The opportunity to undertake this project has been of great experience and value. The benefits that
can be reaped from this work would be:
 An increase in analytical skills
 An enhancement of research skills
 An ability to communicate well with senior business leaders and teams both here and
Australia and overseas
These skills sets can be used upon new opportunities leading to the augmentation towards
professional and personal progression.
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7. The laws are constantly changing within the construction industry and therefore relevant personnel at
Laing O’Rourke will need to constantly be aware of the changes and updates will have be displayed
as soon as information has been released from the State or Federal Government. The time factor and
other responsibilities of the individual overseeing this area will be seen as a challenge. Furthermore,
each state operates differently; therefore challenges in modifying data on the spread sheets will not
be an easy task.
7.4 External systems
There will be less control of external systems which sit outside the Occupational Health Safety
Management System (OHSMS) therefore exposing LORA to corrective actions as systems may not
be developed for Office of Federal Safety Committee (OFSC) criteria.
8. Opportunities
The online library will be used as a centralised baseline of competencies for each job title across the
business.
From this library and basic reports that are currently been run through eQUIP, annual compliance
weeks or rosters can be derived which will benefit most of the blue and white collar workers based at
constructions sites across the country.
9. Recommendations
Due to the challenges that have been experienced with SharePoint (see Section 7.1), a
recommendation can be put forward in the interim, would be to display a link within the Foundation
Competency section under the Learning & Development area of iGATE that would redirect individuals
to a Microsoft Excel spread sheet providing a Competency Matrix and Competency Information
Source.
10. Lessons Learnt
The opportunity to undertake this project has been of great experience and value. The benefits that
can be reaped from this work would be:
 An increase in analytical skills
 An enhancement of research skills
 An ability to communicate well with senior business leaders and teams both here and
Australia and overseas
These skills sets can be used upon new opportunities leading to the augmentation towards
professional and personal progression.
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