Beca constructs award-winning international business

In a year where others have struggled, Beca has claimed its part in a $3.5 billion building project for an Australian desalination plant, a $2 billion integrated resorts project in Singapore and a series of multi-million dollar infrastructure projects locally and abroad.

Beca managing director Paul White says building long-term business relationships and the 'one Beca' philosophy, which aims to offer a consistent experience for clients all over the world, are critical to the firm’s success.

Despite having 20 offices and more than 2500 employees across its major markets, White says Beca has concentrated on creating quality, standardised systems right across the business.

“The idea is that wherever we are, we are one Beca. We’re creating quality systems and then taking them to all areas of the business so there is consistency in the corporate and delivery tools – no matter where the client is they know what they can expect.”

“This is something we’ve been asked about a lot – it seems to be an area where some other businesses have some difficulties.”

Beca, which has a 90-year history in New Zealand and 40 years of experience in international markets, has also excelled in developing longstanding, close business partnerships.

Lion Nathan began working with Beca in New Zealand and Australia and then in the mid nineties worked with the firm to expand into China.

In the case of the $3.5 billion desalination plant in Melbourne, Paul White says Beca became a preferred supplier on the Melbourne water panel after working with and proving itself to water agencies and contractors in Melbourne and Victoria.

“These alliances obviously provided a strong base for decisions about the project.”

“Our strategy is we would far rather have repeat business from long-standing, trusted clients than have to continue to break new ground so we set out to build long-term relationships with strategic clients,” says White.

A focused approach to their international markets has also protected Beca in what has been a difficult market for some large engineering firms.

“We have had a focus on two principal offshore markets, our strategy has always been our three hubs – the New Zealand home base and then Asia (Southeast Asia and China) and Australia.

“Companies that have spread too thin have had difficulties but having a consolidated approach has worked well for us.”

NZTE account manager Andrew White says this focused approach has allowed Beca to create a strong footprint in their key markets, with their own staff on the ground identifying projects, picking up market intelligence, and servicing clients.

“They have invested over many years in developing this presence. Singapore is a good example of a commitment going back some 30 years that has also become a regional HQ for their other offices in Asia,” says Andrew White.

The decision by many companies to “work their way through the financial crisis by investing in infrastructure” has been very significant for Beca in New Zealand and offshore, according to Beca managing director Paul White.

In New Zealand, Beca has been involved in the $450 million Rotokawa geothermal power generation project and a similar $90 million project in Kawerau, and millions of dollars worth of projects in roading, wind farms and upgrading the national grid system