• Capabilities: Project Management, Cost Management
  • Sectors: Financial Institutions, Retail

Management Delivery Partner for Global Retail Bank

Australia WA, VIC, NSW - The client, in its capacity for retail banking operations, was embarking on an aggressive growth program to increase the retail banking footprint by 50% over 3 years. Arcadis were commissioned to deliver their annual capex program which covers all the client’s retail banking portfolio.


reduction in total project spend


reduction in on-site delivery time
Managed Delivery Partner for Global Retail Bank

The client appointed Arcadis Australia Pacific under Arcadis’ global framework to deliver five new branches in 2017, and a further six branches in 2018. Services include Project Management, Cost and Commercial Management, Planning, and Health and Safety Management.

This was a significant step-change in outputs for the corporate real estate team, who needed to credibly deliver the program spend to secure future funding. As the team’s first engaged Delivery Partner, Arcadis’ challenge was to quickly build trust in to the relationship and demonstrate results to the client.

We were able to address this challenge in a number of ways:

  • Providing confidence that our approach was aligned closely with the client’s own risk framework by bringing our 7-stage Gateway Project Management process, enabled by the Global Standard Operating Procedures and program-specific people training.

  • Increasing the capacity and capability of the internal team by embedding a Senior Project Manager to oversee the capital works program and manage the internal stakeholders. This enabled us to not only manage the workload, but fast-track our understanding and navigation of internal processes and quickly align direct suppliers to the delivery model.

  • Supporting retail banking in developing a new high-impact branch design that would not only challenge high street competition, but would be commercially viable and have scalability and replicability across all branches. Lessons learned and post-implementation reviews continue to refine the design, which is now feeding in to the client’s international design standards.

  • Creating a ‘should cost’ model to challenge the tender returns, subsequently driving down costs in some cases by 50%. This model demonstrated the influence key design aspects have on the cost planning process, and reinforced our commercial understanding and reliability to the end client.

  • Providing predictability of delivery and certainty of quality outcomes within a strict governance framework through alignment of the supply chain. This was achieved by introducing key consultants and core contractors that were deeply invested in the delivery process and able to leverage lessons learned on every project.



reduction in total project spend


reduction in on-site delivery time


scale up of CAPEX operations to achieve Retail Banking expansion plans

Questions about this project

Gordon Baxendale

Business Leader – Progam, Cost and Asset Management +61 2 8907 2664 Ask me a question
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