Anz Construction Leaders rethink the company to remain competitive
The fourth annual Kennards setting for the confidence examination of the construction confidence shows that the industry leaders are still optimistic for growth, but are measured caution if they have continuing challenges.
SydneyPresent August 11, 2025 / Prnewswire/ – Today, Kennards Hire, Australia The greatest family -owned device rental company published by the latest findings Denominationto show that confidence in the industry remains high over both Australia And New Zealand -In even if rising costs, productivity problems and global pressure redesign the daily operation.
The results indicate a sector in the transformation, which removes more flexible cost models and more flexible, more sustainable and more circular opportunities to meet the relocation of expectations and maintain the dynamics.
Now in the fourth year in Australia – and expand to conclude New Zealand For the first time in 2025, over 600 high-ranking decision-makers from medium to large construction transactions were interviewed. In the next five years, nine out of ten managers (91%) brought confidence in the performance of the industry. However, it is not a surprise that the economic pressure remains in the foreground, since almost all (99%) respondents either actively implement or examine it in order to maintain their competitive advantage.
“We see an industry that is optimistic, but also realistic,” said Tom KimberA general manager of sale at Kennards Hire. “The construction leaders understand that persistent growth requires a transformation. While trust in the industry is still high, the pressure on the optimization sei is also by cutting costs, coping with the productivity problems or the future-proof functionality of the business processes. We see a clear shift in clever and more agile way of working.”
Delays and inefficiencies that empty industry resources
Trust may be high, but surgical inefficiencies still pull project provision and profitability. Among the decision -makers of Anz, the information that has been imposed by delays or reduced productivity, estimates that these challenges concern an average of 15.5% of the total costs of a typical construction project.
Other important participants are:
Lack of quality or available materials (38%)
Time -woven administration of several suppliers and project managers (36%)
Lack of specialist project management skills (35%)
Lack of qualified workers to do certain work tasks (35%)
Outdated devices (33%)
These pain points are further reinforced by the global pressure, with 92% of the Anz construction guides affected by tariffs, shipping delays and displacement of the trading regulations last year.
The shift intum more intelligent, circular solutions
Under the increasing pressure to deliver faster, slimmer and sustainable results, the construction industry is moving from traditional owner models. In its place, agile, circular and on-demand approaches with companies are created that prioritize efficiency, flexibility and long-term sustainability.
According to the report in 2025, the top priorities for Anz decision-makers will be in the next 12 months:
Investments in technology (60%) to improve visibility, planning and delivery of the projects
Outsourcing specialist knowledge (51%) to close capacity gaps and reduce the coordination effort
Setting or renting devices (36%) to increase flexibility and avoid idle assets
“The shift towards on-demand and round models such as device rentals is no longer just about reducing the costs,” said Kimber. It is a strategic reaction to growing requirements for speed, adaptability and sustainability.
“For many companies, the possession of devices is simply not sensible if the project schedules are tight, the work is stretched and the pace of change accelerates. We also see an increase in outsourcing for specialist knowledge – not only to fill the skills, but to reduce friction and keep projects in motion.
The focus is on sustainability and unit strategy
When regulatory and market pressure intensify, construction companies in all of them are increasingly sustainability and workforce development into the core of the company. Priorities of environmental, social and governance (ESG) gain dynamics:
59% stated that the Green Building Council Australia and New Zealand Green Building Council certification prioritize in order to validate sustainability registration information in their 5 most important ESG factors in which they prioritize or in which they invest.
While 49% in their top 5 ESG
At the same time, the transformation of the workforce develops as a critical growth lever. In a competitive labor market, the long -term value overtakes short -term advantages. In order to attract and keep talents, identified ANS-decision-makers as their top 3 priority:
Training and development programs for acquiring new skills (65%)
Improved balance of working life through flexible planning (65%)
Career operating opportunities in the industry (57%)
These double priorities, sustainability and talent prints a more resistant, future-oriented construction in Indubattle.
Notes to the publisher: The results from the 2025 Kennelsards The confidence check of the construction control is the result of a survey carried out by YouGov Of 10 – – June 13, 2025. The sample consisted of 608 senior managing directors/ decision -makers of construction companies with more than 20 employees in Australia (n = 403) and New Zealand (n = 205)
About Kennards Hire – Australia Kennards Hire is family -owned and family -owned company that has been working in the rental industry for more than 75 years, with over 215 locations and branches everywhere Australia And New Zealand. Since 1948, the product range of general rent equipment for the housekeeper and the professional trading staff has extended to special equipment and heavy machines that are used for some of the largest civilian infrastructure and trade projects in two countries. Proud member of the Family Business Association, member of Hire & Miet Industry Australia and Hire Industry Association New Zealand and Premium partner of the Sydney Football Club. Kennards.com.au
Appendix 1. Key results Australia: 2025 Kennards Hire Construction Confidence Check Survey
Stability / trust
Over four out of five (89%) Australian decision -makers, the growth and performance of the Australian construction industry will be confident in the next five years with almost half (44%) the strong growth in the next five years.
Macro problems
Temporary administration of several suppliers and project managers (41%)
Lack of quality or available materials (39%)
Lack of specialist project management expertise (38%)
Lack of qualified workers to do certain work tasks (35%)
Outdated devices (35%)
91% of Australian construction leaders stated that in the past year by tariffs, shipping delays and displacement of the trade regulations.
In the next 12 months, the upper priorities of the Australian decision markers in construction will include:
Investments in technology (56%) to improve visibility, planning and delivery of the projects to improve the projects
Outsourcing specialist knowledge (53%) to close capacity gaps and reduce the coordination effort
Setting more qualified workers (46%) to increase productivity
productivity
Among the Australian contractors, the information that has been impacted by delays or reduced productivity, each of three (32%) estimates that these problems affect an average of 15.5% of the total costs of a typical construction project.
Despite a positive view of the Australian decision -makers surveyed, almost all of them (99%) are that their companies currently have caution by implementing or examining cost -saving measures, such as B.:
Investments in technology for better project management, improved efficiency and operation (42%)
Actively after competitive pricing of materials and services (40%)
Labor training for improving productivity and reducing errors (40%)
Concentration on increasing the quality of processing to reduce rework and guarantee problems (38%)
Concentration on faster project completion to minimize work and operating costs (39%)
Innovation devices to improve efficiency (34%).
The Australian decision-makers are more of a New Zealand decision-makers who cite the training of the workforce in order to increase productivity and reduce errors (40% compared to 30%) and to concentrate on a faster conclusion of the project in order to minimize the work and operating costs (39% compared to 29%) as cost-saving measures that take up or research their business.
The Australian decision -makers are more common than their New Zealand colleagues who indicate time for the management of several suppliers and project managers (39% compared to 28%) for the administration of several suppliers than a factor that leads to additional costs.
Wing and career
IT G
All in all, embedding Australian decision -makers ESG deeper into their operations. The most important priorities cited are:
Fulfillment of the mandatory ESG report requirements (12%)
Project locations accredited and certified by the Green Building Council of Australia (11%)
Netto zero/ increase CO2 offset (11%)
Waste management/ material recycling (10%)
Use of “green devices” or environmentally friendly tools (8%)
Cision
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