Meet the GM of VNS Nursing Agency

Projects stall and costs stack up when the right people aren’t on site. That’s where more than a decade of working shoulder to shoulder with a Sunshine Coast civil construction business makes a difference. We know their teams and what works within each across all sites so when projects grow rapidly and deadlines tighten, we deliver the right people - cutting downtime, reducing admin and saving the bottom line. PROBLEM Civil projects expanded quickly in the region placing a strain on their subcontractor network and the need to quickly scale their workforce, find reliable, quality people who not only had the right skills and tickets but also the right attitude to fit each team became the challenge. The overall goal was to keep projects moving, reducing costly downtime and delays and take the stress of staffing off the clients hands. SOLOUTION We regularly supply over 60+ people to their Sunshine Coast sites, covering everything from labourers to skilled operators. The focus is beyond volume or filling roles, it’s making sure every person has the right attitude for the team they’re working with as well as the site they’re at. These roles are also often a recruitment funnel, transitioning from labour hire to direct employment with the business. This compliments their internal talent team and gives them long term retention while providing career opportunities for the workforce, a win, win. DEPTH OF KNOWLEDGE We take the time to understand each project manager or foreman’s preferences coupled with site specific needs. Some are after experienced operators, others are happy to work with less experienced hires and provide upskilling opportunities where we also facilitate RTO engagement and training when needed. With this depth of business knowledge and a tailored workforce, site teams run efficiently, projects stay on track and managers have the confidence the right people are in the right place. “On the service side, what matters is having a supplier who understands our needs. Clear, precise communication and speed are key - civil and construction work is time poor. Price, speed and service all matter but most suppliers don’t get how to tick all those boxes.” - Steve, Procurement Officer, Civil client. LOCAL ACCOUNT MANAGER Our local Sunshine Coast Account Manager being on the ground for pre-start with PPE and regular check ins with employees also means less stress for project managers or foreman, giving them confidence that operations will run smoothly and that the workforce can be relied on. “Relationship is just as important. Having one point of contact who knows our sites, handles everything hands on and takes our feedback on board makes a massive difference. Personalised support like that, not a call centre, builds the kind of trust and familiarity that keeps things running.” - Steve, Procurement Officer, Civil client. END TO END SOLOUTIONS Beyond labour hire, we’ve also covered permanent staff on site and back office staff including HR, payroll and reception - some of whom have been with the client for over a decade. This allows managers to focus on running the business instead of chasing staff. OUTCOME Over the last four years, the volume of work AWX do with the client has doubled. By managing site and people specific staffing needs, we saved time, money, reduced stress around filling roles and improved retention with labour hire to permanent pathways. The client now has a reliable, flexible workforce that scales with growth, allowing them to keep projects moving, reduce pressure on managers and maintain confidence in their teams.

A remarkable milestone has been reached at Regional Workforce Management, the 10,000th worker through the Pacific Australia Labour Mobility (PALM) scheme has joined the team since 2019. Behind this number are thousands of personal journeys, workers leaving home, their families and villages, embracing new opportunities and building brighter futures for themselves and their families. Learning and growing together From the very beginning, the PALM scheme has been a journey of learning, together. Every worker has taught RWM something new about their culture, their communities and what matters most to them. Over time, we’ve learned how to support workers not just in the workplace, but in life in Australia: understanding their family values, value on faith and community we have helped them also with living here with pay and deductions, managing finances, sending money back home, immersing in local communities and planning toward their goals. As Lindale from the Solomon Islands, a knife hand at a Brisbane meat processing plant, explained, “If you come here you are representing your country. Set your goals and focus. You will get something out of it.” For our team, it’s been a journey too. “Naturally, there’s a learning curve,” said Brad Seagrott, Chief Executive Officer. “We’ve built systems and support over time, from arrival briefings to cultural understanding and support. Every step has made us better at what we do.” Culture and pastoral care Moving to a new country is life changing and it’s our dedicated welfare and wellbeing site teams that make the transition smoother. Available around the clock, they support workers with everything from housing and payroll to cultural, emotional and community connections. With trusted cultural welfare officers like Pa Enari, a Samoan Chief and Mick Seduadua from Fiji, our care goes beyond logistics it’s about ensuring workers feel confident, valued and at home. “We help workers find their footing, at work as well as in everyday life,” said Pa Enari. “That means navigating cultural differences, integrating into the local community, playing sports and celebrating traditions with choir, dance and cultural milestones. Our goal is to make sure every worker feels supported, that’s the RWM way.” Turning challenges into opportunity Reflecting on the last six years, the program has faced challenges along the way. From nationwide shutdown restrictions to moving workers across a vast country, each challenge has sparked innovation. We developed solutions along the way like dedicated quarantine facilities and tailored arrival programs that help workers settle into their new homes smoothly. Creating impact The PALM scheme is more than work, it’s opportunity. For families, it’s education for their children, school fees covered, homes built, businesses created, dreams realised. For communities, it’s remittances that make a real difference. Annually, $40 - $50 million is sent back home. And for the workers themselves, it’s confidence, skills and new horizons. “Being a worker under the scheme and RWM has been a tremendous experience,” said Mark Max Laesanau from the Solomon Islands. “My family and I have been blessed during the past four years especially my kids with their education obligations.” For many, the scheme also creates opportunities to grow in their careers. Sereima, from Fiji shared, “I didn’t expect to be promoted. But when the opportunity came, I took it. I reminded myself why I came to Australia. For my parents. For our home. For the goals I have for the future.” Building skills that last a lifetime The PALM scheme also offers learning. Over 1,000 RWM employees from the Pacific Islands and Timor Leste have completed Certificate II and III in Food Processing, supported by our Welfare and Wellbeing Site Managers, clients and registered trainers. Covering multiple units, the training program develops key technical skills including communication, food safety, temperature and stock management, manual handling and effective workplace practices. “It’s been a supportive and rewarding experience,” says Jeffery, a food processor at a South Brisbane manufacturer. “Lee has been there throughout the process, which made it easier to settle in and build my skills. It’s helped me grow both here and for when I return home.” Alongside technical training, workers develop essential soft skills such as communication, time management, organisation and confidence. Strong relationships, lasting Trust Central to the program’s success are the strong, lasting relationships we’ve built with government departments, Labour Sending Units and community leaders. Visiting partner countries and seeing the impact first hand has strengthened trust and created programs that truly make a difference. “We’ve built trust by showing up. Travelling to Pacific nations, sitting with families, learning about their cultures and traditions. We’ve welcomed delegations into our offices, taken them to client sites and shown them their workers thriving in Australia. Those moments of connection matter. They’ve allowed us to create genuine partnerships and ensure the program truly delivers for everyone involved,” said Brad. The arrival of the 10,000th worker is a reflection of growth, learning and connection. We’re committed to supporting every worker to achieve their dreams, continually improving the program and celebrating every journey that begins with a single step off the plane.

A significant wharf and marina upgrade in New Britain, Papua New Guinea, called for more than routine survey work. In late 2025, Dylan headed over to gather the detailed information needed to move the project forward for a client we’ve worked with for nearly ten years. His focus was on resolving control problems, establishing a dependable framework, and supporting skill‑building within the local survey team. For General Manager (Mackay & Whitsundays) Chris and Surveyor Dylan, the project stood out from the outset. “We knew the scope itself was straightforward,” Chris said. “What wasn’t straightforward was the condition of the existing data. Before you can move anything forward, you have to trust what you’re working from.” Starting with the fundamentals On paper, the work was very familiar. Wharf upgrades, marine infrastructure and tidal environments are all part of what Vision Surveys regularly delivers. What made this one different was the existing survey control. There were surveys of the site dating back 20 to 30 years. Much of the physical evidence referenced in those plans no longer existed. More recent surveys had been completed without a consistent framework, resulting in discrepancies across datasets. Before any upgrade could confidently proceed, that had to be untangled. Dylan spent his first week investigating historical information, working back to permanent marks in town to confirm heights and coordinate systems and reconciling differences between old and recent data. “It turned out to be a really interesting project,” Dylan said. “We were upgrading a wharf on New Britain Islan and while I was piecing together all the old data, I was also training the local surveyors so they can carry the work forward.” Chris said the early challenges were expected given the location. “There was no single, reliable reference point to start from,” Chris explained. “In Queensland, we have established databases and clear frameworks. Over there, it required more investigation and a lot more interpretation.” On a marine project, that groundwork is critically important. When a new jetty or ramp needs to tie precisely into existing infrastructure, even small inconsistencies can create significant construction issues.

Here’s what AWX is seeing

When Ryan Barr first joined Vision Surveys in 2011, surveying wasn’t on his radar. Fresh out of school, he applied for a junior draftsman role without qualifications or even a clear idea of what the job involved. “I had to ask my dad what a surveyor even did” Ryan recalls. What Ryan found was a team ready to back him. He was paired with a senior surveyor who answered every question and gave him the chance to learn in the field. That hands-on mentoring planted the seed for what would later grow into the Vision Academy, a program that is now shaping the next generation of surveying talent. More than a decade on, Ryan leads the Brisbane office and mentors cadets through the same program that started from stories like his. “It wasn’t called the Academy back then but the idea was the same. Learn by doing. Ask questions. Make mistakes and get better. Having someone in your corner early on makes all the difference.” Building capability for the industry The Vision Academy is a two-year training program that takes cadets from their first day in the field to associate-level surveyors. The program is structured in three-month blocks with clear milestones, balancing observation with practical learning. At first cadets spend time shadowing experienced surveyors before gradually taking on more responsibility. Each stage builds their skills and confidence until they are ready to lead projects with support. By the end of the program cadets are prepared to complete the Surveying Associate Competency Assessment with the Surveyors Board Queensland, earning a recognised qualification and practical experience without needing a university degree. For cadets like Mikey and Oliver, this program is more than training. It is a pathway into a career many would never have considered. Vision Surveys CEO Dave Wilson says the Academy is a direct response to industry need. “We recognised the shortage of surveyors early on so we created our own program to bring school leavers into Vision and the industry. The Academy not only gives us skilled employees it also develops the future leaders of our business.” A culture of support For Ryan the Academy is about more than technical training. It is about creating an environment where people are supported to succeed. “You’re not expected to know everything. That’s the point of the program. You’ve got people here who want to see you do well,” he says. That culture is reflected in Ryan’s own journey. After several years at Vision he left to work in the mines before returning in 2021 for better balance and more time with his young family. Now he is building the careers of others, mentoring cadets at different stages and helping them navigate both work and life. “There’s a real understanding here that people have lives outside of work. Whether it’s starting early for school pick up or going camping on the weekend the flexibility is there if you need it,” Ryan says. Why it matters Surveying is one of those professions that many students never hear about at school yet it plays a critical role in shaping the communities we live in. From new housing estates to major infrastructure projects, surveyors provide the data and insight that bring plans to life. Without a clear pathway many people would never discover it as a career. The Vision Academy changes that. By creating structured opportunities, it opens the door for more people to enter the profession, helping to address national skills shortages and giving individuals a chance to build lasting careers. Dave Wilson believes it is also about inspiring awareness beyond the business. “It’s important to show the community what surveyors do and the role we play every day. Surveying is a diverse career. You can spend your life outdoors travelling the world or in an office with the air conditioning. The choice is yours. Through Vision Academy we speak at schools and career expos to inspire the next generation and help the industry grow.” Powered by PeopleIN The Vision Academy is one example of how Vision Surveys and PeopleIN are creating future talent pipelines across Australia. By providing pathways that combine training, mentoring and real-world experience, we are building stronger workforces and supporting industries to grow. As Ryan puts it, “You don’t need to have it all figured out. I didn’t. You just need to be open to learning and willing to give it a go. The Academy gives you structure, support and real experience. You get paid while you learn and by the end of it you have options.” PeopleIN and Vision Surveys are proud to back initiatives like the Vision Academy that create opportunities for people and develop the skills our Australian communities and industries need for the future.

PeopleIN and RWM are proud to support Teacher in a Box, donating refurbished laptops to provide offline educational access for students in remote Pacific communities.

PeopleIN is championing an initiative that would support the Australian Government in expanding ADF recruitment eligibility to Pacific Islanders - strengthening defence ties and workforce capability. Our proposal has been submitted and we are actively engaging in discussions across multiple levels of government to explore the feasibility of this initiative. We have provided a strategic blueprint and pathway case study that outlines how this expansion could be implemented effectively. Drawing on our expertise as Australia’s largest employment provider under the Pacific Australia Labour Mobility (PALM) scheme, we offer a sustainable recruitment model built on proven processes and sovereign capability. KEY COMPONENTS OF OUR STRATEGY - Co-designing recruitment pathways with Pacific governments to secure their support. - Benchmarking against 5-Eyes nations to implement best-practice solutions and mitigate risks. - Launching a Pilot Program with PNG, targeting long-term benefits for both countries. - Drawing on global military recruitment expertise, including British Gurkha and ADF remote testing models. How it works - Pacific Islanders would serve in combat and non-combat roles (engineering, logistics, mechanical trades, etc.). - Service terms could be four years, with an option to return home with new skills or continue serving with a pathway to citizenship. - After service, they would then return home with new skills and experience that contribute to local economic development. - Recruitment standards would be calibrated for optimal enlistment rates, ensuring readiness across all three ADF services. In developing this recruiting strategy, PeopleIN has also extensively considered and developed plans to mitigate risks, including: - Fast-tracking medical, psychological, and security screening to eliminate known ADF recruitment bottlenecks. - Maximising enrolment through targeted marketing and engagement. - Ensuring cultural support and preventing ‘brain drain’ for a sustainable pipeline. Next steps We’ve delivered our recommendations to the JSCFADT (Joint Standing Committee on Foreign Affairs, Defence and Trad) inquiry and Australian Government’s pre-budget submission, urging a 2025 business case and implementation plan in partnership with Defence and industry stakeholders. PeopleIN is not just advising - we’re building the framework to make this happen.

GOING ABOVE AND BEYOND - JOEL KASS

“It was just going to be a little job for a couple of months, when I first came back from overseas”. 14 years ago Karlee Berg began her career with Tribe Workforce Solutions as an Administration Assistant. Today, after performing every role in between (and often more than one at once!), she’s now the General Manager. “I trained as a beauty therapist and I'd been working overseas, as the day spa manager on cruise ships. It’s a hectic lifestyle and I was pretty burnt out when I got home and needed a break,” Karlee said. “I think I'd only been back in the country for a month and a friend, who was working with AWX (another of PeopleIN’s brands), said the directors had started this new business, focused on the hospitality sector. They didn’t have admin or account staff, just a general manager, and people from AWX were just jumping in to help where they could.

Five years after commencing his recruitment career with PeopleIN’s labour solutions business AWX, today Johan Thomas is an Account Manager with an enviable record of success. From international student, to junior recruiter, to today being an essential part of AWX’s Melbourne team, Johan says it’s the opportunity to make a positive impact on the lives of others which has motivated his professional growth. "The most enjoyable part of my job is helping people” Johan said.

Ian HealyAustralian cricket legend​“Heals” played 119 Test matches for Australia and is one of our greatest ever wicketkeepers. We sat down to ask him about being part of an extraordinarily high performing team and how he uses what he learned behind the stumps in his post playing career.Watch it here