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Speaker 1: Hi, Welcome to Shared Lunch, brought to you by Shares E's.

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Speaker 1: At Shares's, we're on a mission to create financial empowerment

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Speaker 1: for everyone, and that's why these conversations are so important.

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Speaker 1: It's a chance to peek behind the curtain and learn

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Speaker 1: more about what's going on in the world of wealth.

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Speaker 1: I'm Sonya Williams, co founder and co CEO at Shares EA's,

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Speaker 1: and in today's episode of Shared Lunch, we're in North

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Speaker 1: Sydney speaking to the CEO of one of Australia and

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Speaker 1: New Zealand's largest essential infrastructure companies, Ventire. Dean Banks is

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Speaker 1: a managing director and group CEO of a company that

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Speaker 1: many of us rely on to keep the water flowing

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Speaker 1: through our taps, the lights on, and other vital infrastructure

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Speaker 1: in our community.

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Speaker 2: Investing involves a risk you might lose the money you

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Speaker 2: start with. We recommend talking to a licensed financial advisor.

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Speaker 2: We also recommend reading product disclosure documents before deciding to invest.

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Speaker 2: Everything you're about to see and here is current at

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Speaker 2: the time of recording. We acknowledge which is the cameo

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Speaker 2: regal people of the ur nation, the traditional custodians of

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Speaker 2: the land, water and sky from where we're filming today

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Speaker 2: and pay respects to holders past and present.

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Speaker 1: So Hidin, welcome to the show.

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Speaker 3: Hello Sonya.

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Speaker 1: So let's start with the basics. What does Vindia and

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Speaker 1: what do you do?

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Speaker 3: Sa Ventire is an essential services company that really manages

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Speaker 3: the assets that utilize to go through your daily lives.

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Speaker 3: So if you think about operations, maintenance and service, we

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Speaker 3: would be looking after the water when you switch on

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Speaker 3: a tap in the morning. We would be monitoring the

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Speaker 3: highway and recovering if you broke down on the highway

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Speaker 3: or in a tunnel. We'd be at the school doing

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Speaker 3: facilities management or the hospital all the way through until

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Speaker 3: when you come home and you start to use different media,

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Speaker 3: we'd be behind the telecommunications that allow you to asset

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Speaker 3: that particular information very broad. I think that's one of

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Speaker 3: the advantages of the business. Actually, the portfolio perspective of

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Speaker 3: it means that we're not driven by one capability and

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Speaker 3: gives us great agility and flexibility as well.

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Speaker 1: You're from England, Liverpool Van. How did you end up

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Speaker 1: where you are now leading one of Australia's top two

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Speaker 1: hundred A six listed company.

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Speaker 3: Can be a long story or a short story about

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Speaker 3: how I got here, but essentially quite a few years

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Speaker 3: ago I got off at a job as a CEO

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Speaker 3: in Australia. So it was as I would describing an

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Speaker 3: inch to scratch. And then I was in lockdown in

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Speaker 3: Covid in the UK and got a call about this opportunity.

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Speaker 3: And I'll be candid. I live in a very small

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Speaker 3: village in the UK. There was about six houses within

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Speaker 3: a five mile radius. Sorry, getting the opportunity to talk

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Speaker 3: to anybody was really welcome. So started the conversations about Ventire.

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Speaker 3: Really compelling story, value proposition sold to me, and I

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Speaker 3: think a lot opportunities come and live here in Australia.

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Speaker 3: Great life experience, but professionally as well, to become groups

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Speaker 3: here of a business that had just grown substantially, was

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Speaker 3: in private equity with plans to move into the listed environment.

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Speaker 3: It's quite a unique set of circumstances.

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Speaker 1: So let's talk about Vintia and results. What are some

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Speaker 1: of the key takeaways from your most recent financial update.

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Speaker 3: Look, I think the great thing about Ventire is we're

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Speaker 3: only really a business that has been known since listing

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Speaker 3: in many ways back to still a relatively unknown brand.

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Speaker 3: Our business have been built up by acquisitions of various companies,

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Speaker 3: but five years ago, when I did arrive, we decided

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Speaker 3: to reset the brand, so everything now is called Ventia

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Speaker 3: rather than the previous trade names that they had, And

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Speaker 3: over the last four years we've really built up a

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Speaker 3: track record of reliability and trust in doing what we

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Speaker 3: say will do. So I think we've looked at our

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Speaker 3: last set of results. I think broadly we did what

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Speaker 3: we said we would do. But probably the most exciting

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Speaker 3: thing in there is that our work in hand, which

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Speaker 3: obviously gives us longevity of pipeline and work moving forward,

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Speaker 3: has grown signals dificantly, largely off the back of telecommunications

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Speaker 3: contract towards which historically have been eighteen months in tenure

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Speaker 3: so quite short. But the last two that we've worn

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Speaker 3: with both Telsterra and NBA have been five years. So

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Speaker 3: that gives both our employees, you know, stability and security

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Speaker 3: in terms of employment, but also gives our investors great

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Speaker 3: stability around the performance of the business.

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Speaker 1: What was behind the merging of the brands under the one.

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Speaker 3: I'm a major believer in simplification and standardization, so I

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Speaker 3: think that it's really important that hopefully we can get

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Speaker 3: everybody to be proud and passionate about a brand when

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Speaker 3: you fragment it, it's very, very difficult. So you'll notice

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Speaker 3: I'm wearing a vent Your badge. A lot of our

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Speaker 3: people you'll see invent your branded clothing or wear invent

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Speaker 3: your badge, and lots of people ask often what is

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Speaker 3: the badge, which hopefully gives our people an opportunity to

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Speaker 3: talk with pride and passion about the organization, so helping

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Speaker 3: to get people to really know Ventre is and what

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Speaker 3: Ventre is about. So there might be some concession sometimes

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Speaker 3: in terms of thinking about your own project, your own geography,

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Speaker 3: and thinking about the greater good of the organization and

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Speaker 3: one of the big goals for the organization. That's quite

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Speaker 3: hard culturally as well to drive. If you've been an

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Speaker 3: organization built up of various different silos, getting everybody to

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Speaker 3: think at a group level is a real challenge. Now

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Speaker 3: I'm not saying we're anywhere near the end of that journey,

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Speaker 3: but it's certainly a journey that we're on.

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Speaker 1: You don't work directly with retail customers. Can you tell

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Speaker 1: us some of the customers you do support, and how

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Speaker 1: do you stand out from your competitors.

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Speaker 3: So we're largely a business that is business to government,

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Speaker 3: business to business, but of course we do touch the

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Speaker 3: end customer often though in the brand name of one

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Speaker 3: of our clients. If you look across the four sectors,

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Speaker 3: so if you looked at telecommunications, all the big telco carriers,

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Speaker 3: so for us, you'll be looking at Telstra, Opters, t

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Speaker 3: PG etc. Would work with them. If you move into

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Speaker 3: our infrastructure services business sort of more of the industrial

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Speaker 3: so Chevron, blue Scope, et cetera. And then in transport

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Speaker 3: transurbent probably for major highways and tunnels. And then finally

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Speaker 3: in defense and social instructure, largely government clients, but also

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Speaker 3: work with private customers like health Scope as an example.

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Speaker 1: You've kind of grouped across the ford just then, but

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Speaker 1: do you want to tell us a bit more about

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Speaker 1: the stickers and the breakdowns.

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Speaker 3: Yeah, So I think back to great portfolio business really

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Speaker 3: cover the geography of Australia and New Zealand. About forty

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Speaker 3: percent of our work is in where the population live,

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Speaker 3: but then about forty percent in regional remote areas as well,

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Speaker 3: and that's really critical to our community service in terms

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Speaker 3: of capabilities. Defense and social instructure largely is facilities management,

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Speaker 3: and that can be as we would call it soft

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Speaker 3: and hard, so cleaning and catering on a soft side,

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Speaker 3: on a hard sided, mechanicalal, electrical support of assets. If

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Speaker 3: I take defense, then we do a lot of services

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Speaker 3: for clients, and I think that's really important. So for defense,

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Speaker 3: we'll do cleaning, catering, will do logistics management, will maintain

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Speaker 3: assets for them like fire trucks, but also their own

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Speaker 3: assets as well. The other big thing for our business

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Speaker 3: is we try to cross sell our capability, so also

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Speaker 3: for defense, we'll do things like environmental activity to remove

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Speaker 3: prefas where there's contaminated ground. We'll do telecommunications to put

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Speaker 3: mesh networks in there so military personnel can be connected.

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Speaker 3: Because when they come up for renewal, if we're providing

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Speaker 3: six or seven services, it's hard to replace all of those.

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Speaker 3: And most of our competitors often do one or two

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Speaker 3: of our capabilities, or work in one or two of

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Speaker 3: the geographies. So actually one of our key differentiators is

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Speaker 3: that ability to do multiple services for our customers.

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Speaker 1: What is the kind of reven you break down across

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Speaker 1: the different sectors.

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Speaker 3: Defense, social instructure, which we've just talked as Our biggest

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Speaker 3: sector infrastructure services. Slightly different sector in that it's really

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Speaker 3: three component parts, so as we would call it resource

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Speaker 3: in industrial, which is doing mechanical and electrical engineering on

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Speaker 3: major infrastructure assets. Also do rigs and well so coal,

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Speaker 3: seam gas. We do water and water utilities, operations and management. Telecommunications.

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Speaker 3: Obviously we do telecommunications, but we also work in the

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Speaker 3: date adjacencies, using that expert capability to do things for

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Speaker 3: defense as I talked about earlier, but also for things

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Speaker 3: in space. So we're in wa currently in the middle

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Speaker 3: of the desert. They're putting up three hundred telescopes so

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Speaker 3: we can go back to space and start to look

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Speaker 3: at you know, what created the world. I can't really

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Speaker 3: explain exactly how it works, but they're going to go

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Speaker 3: back and take pictures of the past and start to

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Speaker 3: understand how the universe comes to be in And then finally,

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Speaker 3: our smallest sector is transport, where we really work in

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Speaker 3: a niche maintaining and operating major highways and tunnels across

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Speaker 3: the major cities here in Australia and New Zealand. In

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Speaker 3: terms of revenue. Back to your question, defense social instructure

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Speaker 3: is the biggest telco and I then are the next

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Speaker 3: and transports a smaller niche. But I think the great

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Speaker 3: thing about being in a portfolio is, of course some

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Speaker 3: will have growth spurts at different times, so that sort

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Speaker 3: of balances off the group risk really really nicely.

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Speaker 1: Yeah, Like if we hone in on the rise in

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Speaker 1: digital connectivity and how that's really growing at the moment,

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Speaker 1: and how it translates into supporting the Talco networks, I mean,

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Speaker 1: how significant can it be for Australia.

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Speaker 3: Look, I think it's massive, I will say, And some things,

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Speaker 3: you know, Australia is really ahead, and then on other

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Speaker 3: things we're a long way behind. But I think that

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Speaker 3: promotes opportunity for us. And the great thing about our

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Speaker 3: business is that old assets are good for us because

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Speaker 3: they need more operations and maintenance, and new assets are

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Speaker 3: fantastic for us because a new asset to operate and maintain.

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Speaker 3: Since COVID everybody wants to be connected everywhere, we need

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Speaker 3: five G in place, we need fixed fiber in place.

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Speaker 3: And then of course there's even more security requirements and

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Speaker 3: so one of the big risks for a business like

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Speaker 3: ours is cyber But that's also an opportunity because we're

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Speaker 3: now building closed networks, private networks for people and our

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Speaker 3: first for data. The growth of technology is going to

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Speaker 3: be a growth engine for our business. But the big

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Speaker 3: thing about it as well is there going to be

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Speaker 3: power required to support that. And of course we do

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Speaker 3: the power part of it as well, So actually we

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Speaker 3: can get multiple growth engines from the tail winds that

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Speaker 3: we've got behind us currently.

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Speaker 1: Yeah, so let's hone in on energy or power, because

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Speaker 1: obviously with all the rise and AI and all the

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Speaker 1: processing needed, we need more energy. So how does this

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Speaker 1: affect Vintia's work and how are you thinking about that?

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Speaker 3: I would say our biggest market opportunities in the energy space.

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Speaker 3: If you look at our business today, we do about

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Speaker 3: six billion as a revenue. We say the market size

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Speaker 3: is eighty billion dollars growing at about five percent a year,

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Speaker 3: So by twenty twenty nine is going to be a

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Speaker 3: over one hundred billion dollar market opportunity for US. Energy

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Speaker 3: is probably about forty percent of that. So the first

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Speaker 3: piece of it is really about stabilizing supply of energy,

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Speaker 3: and then the second piece is really about new energy.

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Speaker 3: We have the skills to support all of that, but

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Speaker 3: we're quite a small player in the market today. I

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Speaker 3: will say one of the problems with renewable energy some

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Speaker 3: of those assets are not built yet, and for us,

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Speaker 3: that means there's a bit of a snowball effect of

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Speaker 3: opportunities being pushed now but continuing to grow. I can't

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Speaker 3: see anything but growth in that space for our organization.

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Speaker 3: One of the challenges for businesses in that space is

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Speaker 3: obviously have you got the capabilities to support it? Because

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Speaker 3: if the opportunity is growing, are the resources available? So

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Speaker 3: for us, we spend a lot of time looking at

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Speaker 3: making sure we can get the resources to support I'm

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Speaker 3: really proud that today our attrition with the people that

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Speaker 3: are in the business is the lowest it's been during

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Speaker 3: my tenure, and also the number of applications for roles

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Speaker 3: Invent is higher than it's ever been, which I think

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Speaker 3: is back to the brand starting to get some recognition,

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Speaker 3: good reputation, and people seeing it as a really good

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Speaker 3: place to work. So hopefully we can continue to attract

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Speaker 3: the best and brightest.

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Speaker 1: How do you think about what the biggest opportunities are

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Speaker 1: and the biggest challenges for Vinteria right now?

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Speaker 3: I'll start with challenges for when you've got thirty five

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Speaker 3: thousand workforce. Health and safety is a key consideration. Safety

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Speaker 3: is our license to operate, so it is really important

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Speaker 3: that we look after the safety of our people and

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Speaker 3: also their well being. Today there's a lot more consideration

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Speaker 3: around the well being of our people, and we've got

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Speaker 3: people from various different backgrounds and upbringings, but they mix

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Speaker 3: really well in our organization. Second big risk is cyber

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Speaker 3: which I mentioned earlier. I mean, we do seventy five

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Speaker 3: percent of our revenue for government. Clearly you know there

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Speaker 3: are a lot of tax to try and get access

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Speaker 3: to data that government hold. Now, the first protection for

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Speaker 3: a business like as is don't hold the data, so

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Speaker 3: we only hold things we need to hold, and then

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Speaker 3: we put the appropriate protections in place. On the opportunity side,

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Speaker 3: I really see four big opportunities. So we've discussed energy.

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Speaker 3: Energy is I think fundamental to our future success story.

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Speaker 3: The three others would be digital, infrastructure, water and fourthly defense.

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Speaker 3: There's additional commitment to expenditship from the Australian Defense Force

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Speaker 3: as a percentage of GDP. But we're also probably seeing

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Speaker 3: with a geopolitical situation, more international interest as well in Australia,

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Speaker 3: and we support both the Australian Defense Force and military

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Speaker 3: personnel that come to these shores.

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Speaker 1: You mentioned thirty five thousand employees and you mentioned health

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Speaker 1: and safety. With a team that size and in the

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Speaker 1: industries that you're in, how do you measure that and

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Speaker 1: make sure it's improving over time.

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Speaker 3: It's hard and of course you've got to have great

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Speaker 3: trust in the managers and supervisors you've got out there

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Speaker 3: making sure people work to the safe practices and policies

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Speaker 3: that we've got. Now you need to wrap some verification

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Speaker 3: around that as well. Trust only takes you so far,

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Speaker 3: but there's a lot of work on education. So when

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Speaker 3: people join the business, whether they are a full time

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Speaker 3: employer or subcontractor, they're treated as part of the family

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Speaker 3: and get the same education. So again back to that

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Speaker 3: simplification and standardization, we try and hold the same safety

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Speaker 3: standards for everybody and make sure we're looking after the

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Speaker 3: safety and well being of everybody invented.

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Speaker 1: And so you touched on earlier coming into the role

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Speaker 1: and really thinking of the strategy of the business and

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Speaker 1: that's a big part of the success story to date.

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Speaker 1: What is it, what is the corporate strategy and how

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Speaker 1: is it driving the growth and performance for the business.

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Speaker 3: I think this business has done great things in the

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Speaker 3: past to create the platform that we've got today, and

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Speaker 3: I think that's really really important. One of the things

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Speaker 3: I would say that when I arrived was I felt

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Speaker 3: that in a private equity world there was probably quite

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Speaker 3: a lot of focus on the financial elements of performance

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Speaker 3: of the business, and I would say a little bit

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Speaker 3: of hierarchical management. But also the business was driven very

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Speaker 3: much with the head and it thought very logically. I

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Speaker 3: felt there was probably a little bit of heart missing

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Speaker 3: from the organization. They need both. So I'm not in

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Speaker 3: any way saying that everything can be about heart, and

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Speaker 3: particularly as a publicly listed business, you know there's an

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Speaker 3: expectation on you for delivery. But I think we've really

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Speaker 3: balanced culturally head and heart, and therefore our strategy is

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Speaker 3: really about behaviors. But our aim, mister Trung, get everybody

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Speaker 3: pointed in the same direction. So our strategy is to

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Speaker 3: redefine service excellence and be known as the company that

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Speaker 3: brings celebrity services. I would call it to all of

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Speaker 3: our clients, and my point is, well, your customers are

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Speaker 3: and your salaries, etc. Etcetera. So you should treat them

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Speaker 3: like celebrities. So we try and, if you like, differentiate

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Speaker 3: ourselves by that celebrity service across the business. And of

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Speaker 3: course you can also create a bit of competition there

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Speaker 3: about talking about celebrity service and celebrating it and then

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Speaker 3: keep raising the bar in terms of performance. So the

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Speaker 3: first pillar of redefining service excellence is customer focus. The

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Speaker 3: second pillar is innovation, and I look at innovation in

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Speaker 3: two ways. So firstly, we should know the assets that

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Speaker 3: we look after better than our customers, which means we

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Speaker 3: are the best informed people and can make the best

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Speaker 3: decisions about maintaining those assets, even down to simple things.

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Speaker 3: Because of our scale that we've got a library of information.

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Speaker 3: So if you're running a hospital and you ask us

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Speaker 3: to come and look at doing the facilities maintenance, we

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Speaker 3: might look at the performance and the way you've been

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Speaker 3: managing it and say, look, we noticed that on the

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Speaker 3: pumps you've been changing the filters every three months. We

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Speaker 3: look after one hundred and twenty other hospitals and we've

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Speaker 3: proven there's no deterioration if you change the filters every

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Speaker 3: four months. We'd have that knowledge because of our scale,

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Speaker 3: whereas they wouldn't have that and of course that's a

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Speaker 3: twenty five percent cost saving straight away, so we can

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Speaker 3: bring that sort of data to the place. And then

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Speaker 3: the second part of innovation is of course bringing smart technology,

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Speaker 3: so you know, robots, AI, all of those sort of

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Speaker 3: things that you know we're expected to deliver and we're

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Speaker 3: executed to find and that's important. Then back to that

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Speaker 3: point of being curious, I really try and tell our

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Speaker 3: people they should always be looking for best practice and

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Speaker 3: then bringing it into the business. The first part of

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Speaker 3: that is we've probably got about two hundred live projects

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Speaker 3: on the ground today, so we shouldn't really amid you

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Speaker 3: of deviation between the best and the worst. The tolerance

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Speaker 3: should be really small, whereas I find the tolerance is

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Speaker 3: too big for me at the minute. So the first

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Speaker 3: thing is to try and get everybody to the best

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Speaker 3: standard we've got internally and then elevate it through continuous

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Speaker 3: improvement to best practice across the globe. And then the

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Speaker 3: third tenant of our strategy is around sustainability. So we

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Speaker 3: serve community. A lot of the people that work for

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Speaker 3: us live in those communities, so they know the people personally.

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Speaker 3: So our legacy is to try and leave the community

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Speaker 3: better when we leave than when we arrived. And I

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Speaker 3: think that's really really important because we have very long

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Speaker 3: tenure contracts. Our average contract ten years seven years, so

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Speaker 3: we tend to be there a long time, and our

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Speaker 3: innorate on contracts is ninety percent, so the lightlield is

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Speaker 3: we're going to be there for decades. So it is

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Speaker 3: really important that we do the right thing. And I

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Speaker 3: think that we've got a really high moral compass. People

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Speaker 3: are at the heart of everything we do in safety

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Speaker 3: is our number one brand promise.

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Speaker 1: And so talking on that innovation layer, the second one,

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Speaker 1: how are you thinking about AI and your business.

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Speaker 3: We've introduced co pilots, so for a lot of the

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Speaker 3: management team, they're probably producing better emails than they ever

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Speaker 3: did before, and they're producing documents with data in they

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Speaker 3: probably knew nothing about it before, and that does make

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Speaker 3: a difference. Of course, then you want to try and

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Speaker 3: get more specific and tangible benefits into the organization. So

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Speaker 3: we have a large call center supporting a lot of

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Speaker 3: our customers, and in the call center, now we've got

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Speaker 3: AI running there that'll know the person on the call,

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Speaker 3: We'll know the previous calls they've made. We'll show us

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Speaker 3: other people who rang in with similar topic, so we

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Speaker 3: can be a lot better educated in our answer to

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Speaker 3: an individual when they call in. And if you think

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Speaker 3: about telecommunications, a lot of our responses are about technical

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Speaker 3: fixes to reactive problems in the field. Again, if we

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Speaker 3: can have all that data, we can have real insights

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Speaker 3: into the asset and explain to them very simply how

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Speaker 3: we can fix it. We're using it across a plethora

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Speaker 3: of other things, but I think we're still educating people

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Speaker 3: around it. We're actually just signed up to a partnership

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Speaker 3: with Melbourne Business School to go and do some education

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Speaker 3: for our next one hundred managers. So we try and

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Speaker 3: make sure we spread best practice, as I said, across

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Speaker 3: our oldation. We've just introduced something called ven Spark. Ven

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Speaker 3: Spark is a system that's built with AI embedded where

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Speaker 3: you can put employee suggestion scheme in and then we

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Speaker 3: can start to capture understanding around our business about how

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Speaker 3: that works and also then generically spread best practice across

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Speaker 3: the organization and that's available to our people. They can

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Speaker 3: see it. It's a collaborative tool, but it's very transparent

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Speaker 3: tool as well. And how about robotics, A lot of

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Speaker 3: robotics in many tenures are not right for us. Where

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Speaker 3: we've seen particular advantages is particularly in land management, so

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Speaker 3: simple things like cutting grass, a traditional sort of diesel

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Speaker 3: lawma is not there anymore. You'll probably see a robotic

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Speaker 3: electronic lawnmower. A great advantage for that is less noise.

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Speaker 3: On the other side of that, you look at things

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Speaker 3: like cleaning for schools. A lot of the robotics there

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Speaker 3: we won't use, and one of the reasons is that

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Speaker 3: people like people to people connectivity. But if you think

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Speaker 3: of a school, sports or often people leave things out,

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Speaker 3: and one of the things our claimers do first is

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Speaker 3: remove the things and put them to the edges, whereas

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Speaker 3: a robot just cleans around them. With future iterations that

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Speaker 3: may change. And then of course we robotics, we're using

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Speaker 3: things like agents. It's very much we look for new technology.

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Speaker 3: But also we really really are proud that we are

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Speaker 3: a people business, and I think the connection with people

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Speaker 3: is really important and I don't think anything will lose

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Speaker 3: over the long term in our organization.

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Speaker 1: I like to think of it as the human competitive advantage,

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Speaker 1: you know, like, what what's the competitive advantage of being human?

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Speaker 1: And bringing that into business.

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Speaker 3: As I said, robots can help us in many ways,

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Speaker 3: but I think the biggest thing for me at this

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Speaker 3: point in time is data to make better informed decisions,

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Speaker 3: do things more productively. But largely people still doing that,

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Speaker 3: and of course people asking the right questions as well.

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Speaker 1: And so looking ahead, what are your biggest part for

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Speaker 1: the interior in the next three to five years?

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Speaker 3: The big thing for me is to try and create

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Speaker 3: a burning ambition in the organization, and you can only

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Speaker 3: do that if people buy into what you do in today,

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Speaker 3: but also are very passionate about improving the performance of

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Speaker 3: the business. So improving every day is fundamental to our

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Speaker 3: future success. A lot of our customers they're challenged today

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Speaker 3: with the economy and they want to do things at

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Speaker 3: the lowest possible cost. Moving forward, it is about working

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Speaker 3: collaboratively in a strategic partnership to find smarter ways of

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Speaker 3: doing things. So often with some entities, they'll say to us,

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Speaker 3: we want you to provide all the services, but we

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Speaker 3: can't necessarily pay you the inflationary in cost year on year,

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Speaker 3: so we need you to find smart ways of driving

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Speaker 3: that simple things can make a big difference in this organization.

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Speaker 3: So it really is about daily incremental gains, getting everybody

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Speaker 3: pointed in the same direction. And I also believe that

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Speaker 3: I'm really pass I'm really proud and privileged with the

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Speaker 3: CEO of this organization, but I get to represent all

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Speaker 3: the people and what they do. So sharing their stories

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Speaker 3: a success. Asking them to be passionate about the brand

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Speaker 3: and talking passionately about the brand is infectious and I

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Speaker 3: think it makes a real difference.

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Speaker 1: And so if you wanted to leave one message with invistors,

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Speaker 1: what would it be.

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Speaker 3: Every investor looks at their investment in different ways, but

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Speaker 3: I think with Ventire, what you've got is a business

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Speaker 3: that has already built up a reputation for delivering on

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Speaker 3: what it will say or do almost to the degree

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Speaker 3: of being and delivering boring reliability. And I think when

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00:23:38,160 --> 00:23:40,600
Speaker 3: you look at everything that's going on the world today,

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00:23:41,160 --> 00:23:44,639
Speaker 3: boring reliability is actually quite a good selling point. And

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00:23:44,680 --> 00:23:47,400
Speaker 3: the great thing is I'm really boring. So I promise

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00:23:47,480 --> 00:23:51,000
Speaker 3: you that we will bring boring reliability to the organization.

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00:23:51,760 --> 00:23:53,560
Speaker 3: I think a lot of time in businesses, when they

443
00:23:53,600 --> 00:23:58,520
Speaker 3: are successful, they start to find that's not exciting, so

444
00:23:58,600 --> 00:24:01,320
Speaker 3: they can start to look for things that bring more

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00:24:01,359 --> 00:24:05,280
Speaker 3: excitement to the organization. I really believe in staying within

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00:24:05,320 --> 00:24:09,119
Speaker 3: our circles of trust where we perform really well. And

447
00:24:09,160 --> 00:24:11,399
Speaker 3: I go back to there's lots of headroom for us

448
00:24:11,400 --> 00:24:14,679
Speaker 3: to grow, so we can really focus on quality of

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00:24:14,760 --> 00:24:18,080
Speaker 3: growth rather than quantity of growth. And I think that

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00:24:18,240 --> 00:24:23,560
Speaker 3: is in today's world a very very good value proposition

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00:24:23,640 --> 00:24:28,000
Speaker 3: for investors looking to get that annuity style performance out

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00:24:28,040 --> 00:24:29,000
Speaker 3: of their portfolio.

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00:24:29,400 --> 00:24:31,359
Speaker 1: To wrap up, do you have a favorite piece of

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00:24:32,280 --> 00:24:35,840
Speaker 1: I guess leadership wisdom it has really stuck with you.

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00:24:36,400 --> 00:24:39,080
Speaker 3: Well, the biggest thing for me is forever learning. Well,

456
00:24:39,119 --> 00:24:41,840
Speaker 3: I love to learn from people. We as a business

457
00:24:42,760 --> 00:24:46,760
Speaker 3: bring lots of people in from different backgrounds and different

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00:24:46,760 --> 00:24:50,080
Speaker 3: perspectives to share their stories, and I think that's really

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00:24:50,160 --> 00:24:53,080
Speaker 3: really important because we want to educate, we want to share,

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00:24:53,160 --> 00:24:57,239
Speaker 3: so for me that forever learning piece and remember as

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00:24:57,240 --> 00:25:00,159
Speaker 3: a business that we want to see all all of

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00:25:00,200 --> 00:25:02,920
Speaker 3: the people in our organization grow and develop and become

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00:25:02,960 --> 00:25:05,760
Speaker 3: the best version of themselves. And we want them to

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00:25:05,800 --> 00:25:08,760
Speaker 3: talk fondly about ventire. But I think in terms of

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00:25:08,760 --> 00:25:12,120
Speaker 3: being successful, the person that cares the most about their

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00:25:12,160 --> 00:25:14,680
Speaker 3: careers is them and therefore we just say to them,

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00:25:14,760 --> 00:25:18,480
Speaker 3: grasp every opportunity that comes, and you never make a

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00:25:18,520 --> 00:25:21,560
Speaker 3: bad decision. You know, every decision is a learning decision

469
00:25:21,560 --> 00:25:24,600
Speaker 3: to go with it and make it successful and hopefully

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00:25:24,760 --> 00:25:28,600
Speaker 3: we can help educate them and experience them such that

471
00:25:29,080 --> 00:25:31,840
Speaker 3: on the most the decisions are really good decisions.

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00:25:32,480 --> 00:25:36,399
Speaker 1: So we know investing infrastructure is key for economies to thrive.

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00:25:36,880 --> 00:25:39,440
Speaker 1: Is there enough hitting at a national level or why

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00:25:39,440 --> 00:25:41,480
Speaker 1: that's so important When you look.

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00:25:41,400 --> 00:25:45,960
Speaker 3: At infrastructure investment, there are lots of examples that data

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00:25:46,000 --> 00:25:50,040
Speaker 3: shows it helps the economy to grow. As an organization ourselves,

477
00:25:50,040 --> 00:25:53,560
Speaker 3: we menasure social value, so e g. Every dollar you

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00:25:53,600 --> 00:25:56,200
Speaker 3: spend with vent her, how much gets returned and reinvest

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00:25:56,280 --> 00:25:59,040
Speaker 3: in the local community. And if you look at how

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00:25:59,160 --> 00:26:02,119
Speaker 3: winds in the country, things are quite simple in terms

481
00:26:02,160 --> 00:26:09,080
Speaker 3: of legislation, regulation, population growth. I mean the assets we serve, roads, hospitals, schools,

482
00:26:10,040 --> 00:26:12,440
Speaker 3: they're going to need investment, and of course the investment

483
00:26:12,480 --> 00:26:15,359
Speaker 3: into those assets means jobs and then it becomes a

484
00:26:15,359 --> 00:26:20,520
Speaker 3: circular economy. So from our perspective, we are advocates of investment.

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00:26:21,000 --> 00:26:22,760
Speaker 3: But I would also say, as I said earlier, the

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00:26:22,760 --> 00:26:25,680
Speaker 3: great thing about our business and the boringness of our business,

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00:26:26,240 --> 00:26:28,720
Speaker 3: is that if we don't invest as a country the

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00:26:28,760 --> 00:26:31,360
Speaker 3: old assets. If the population growth will be used more

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00:26:31,720 --> 00:26:35,040
Speaker 3: need more maintenance, and if new assets come online, that's

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00:26:35,119 --> 00:26:38,680
Speaker 3: new opportunity for us to drive revenue for the country.

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Speaker 1: Thanks for joining us, Dean, and thanks everyone for tuning in.

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Speaker 1: You can watch you at lunch on YouTube or follow

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00:26:44,960 --> 00:26:48,480
Speaker 1: along on your favorite podcast step leave us a rating

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00:26:48,600 --> 00:26:50,240
Speaker 1: or a comment about what you'd like to hear about

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