Arup

Arup has been recognised as an ABA100® Winner for Risk Management in The Australian Business Awards 2016. The Australian Business Award for Risk Management recognises organisations for initiatives that demonstrate excellence in risk management.

“It’s rewarding for Arup’s unique ORAT service to be recognised at this level, and a great acknowledgement of the calibre and effort of our team. We are incredibly proud to have such a commendation from the Australian Business Awards.

“Terminal 1 is a highly complex operational environment. Once the physical works for the T1 Domestic Terminal were completed, the new facilities still needed to become operationally ready.

“Working closely with Perth Airport and their stakeholders, Arup implemented an ORAT strategy to minimise risk for the migration of Virgin Australia into the new terminal. It ultimately provided stakeholders and passengers with a seamless launch and no disruption to existing operations.”

Kate West, Principal, Arup

Established in 1946, Arup is the creative force at the heart of many of the world’s most prominent projects in the built environment. They began operations in Australia over 50 years ago when they were commissioned with the structural design of the Sydney Opera House.

Arup’s management consultancy specialists strive to combine technical expertise gained through the firm’s engineering heritage with commercial, strategic and financial experience that aims to offer creative, practical and sustainable advice. From economic advice that impacts local, regional and national economic development, to innovative transaction advice solutions, Arup combines strategic experience with technical know-how to produce solutions that try and help their clients meet business objectives whilst reducing costs and managing risks.

To this end, Arup have developed the ORAT risk management process, used in consultation with Perth Airport, which is undergoing redevelopment to consolidate operations into one precinct. Arup’s ORAT methodology is designed to be modular, completely flexible and allow clients to select services that complement their own in-house capabilities. It focuses on promoting, facilitating and tracking stakeholder readiness across four ORAT work-streams, including: connected leadership; operations and activation; preparing people; and transition of ownership.

A central aspect of Arup’s ORAT risk management philosophy is that there should be ‘no surprises’ on opening day. This can be achieved through the identification of potential risks and applying plans/monitoring those to avoid risks or minimising them to an acceptably low level. A central aspect of Arup’s readiness method is the definition of a program of operational trials. The operational trials aim to integrate processes and test the facility, its systems and people, all in a simulated environment before it opens. The trials demonstrate if everything can work together to deliver an efficient operation, the intended passenger experience and where improvements are needed before opening.

In relation to the redevelopment of Perth Airport, Arup’s ORAT methodology helped to identify changes to operational resourcing and skills required. It also supported the delivery of FIT so all T1 Domestic staff were confident in their roles and able to successfully operate the new facility, in all its component parts, from day one onwards. Arup also completed a full review of the new facility’s operating model and associated processes. This identified processes which were new or required substantial updating or refinement in order to be applicable to T1 Domestic. As a result, Perth Airport’s T1 Domestic opening was a success, with Arup’s ORAT model responding positively across every work stream.