Clients

MYR assists clients to manage risk in a broad range of situations and for many different reasons. The following is a selection of recent client engagements:

Jardine Matheson: Blue Sky Project 2004-2006.

This involved facilitating a group wide risk review program to help assess the adequacy of JM’s risk financing program structure, limits and deductibles. MYR assisted with developing a project framework, conducting risk review workshops and deciding business unit program structures.

BHPB Iron Ore: Corporate EWRM Support 2005-present.

After 8 years assisting BHPB on project work, our role shifted to supporting the group risk manager in the strategic development, facilitation and administration of the corporate and operational risk management program.

Norilsk Nickel: ERM Program 2005-2008.

Our role was to assist the risk manager in developing the Australian ERM program. This role included developing the policy, system, standards and 3 year plan to drive the ERM program, facilitating 10 risk reviews and follow on change reviews, developing an ERM database for corporate use, and establishing the BCM program.

Tensar International: PSRM Program 2005-present.

This UK client had experienced some liability incidents and required MYR’s assistance to review its business and professional services risk profile. After a workshop based risk review, 100 control improvements were identified and we were subsequently engaged to develop the management system and to assist in implementing the 3 year plan for improving risk management practices.

Hactl: ERM Program risk manager 2004-2009.

Hong Kong based Hactl, one of the largest air cargo terminals in the world, engaged MYR in 2004 to review its risk management systems (property, business, insurance, business continuity and fraud). Following this engagement we were asked to structure Hactl’s ERM program and conduct initial risk reviews. A full ERM program ensued. In 2007 we were asked to act as Hactl’s risk manager for a 3 year period, including enterprise risk, business continuity, insurance, compliance, property and information technology.

Inco Goro Nickel Project: Project Risk Review 2004-2006.

The Goro Nickel Project involved 14 risk reviews in relation to every aspect of a major project which had been halted due to severe cost overruns, and faced a myriad of significant technical, sovereign, project delivery, environmental and other risks. The risk review program resulted in nearly 1,000 control strategies, and a project risk management system directed to ensuring project success going forward.

Iluka Cataby Project: Project Review 2006.

In this program, our role extended to reviewing major project risks, facilitating value improvement reviews, assisting to develop the optimum contracting strategy and facilitating reviews of project constructability issues.

Kier Group: PSRM Program 2009 - Present.

Kier Group plc is a major UK based construction and services company, which has been in operation for almost 100 years. Over a 6 month period MYR reviewed the organisations approach to PRSM and in particular its approach to design, design management and emerging property management services across 6 operating businesses. The Kier Group operates within a relatively decentralised business model and MYR advised on a strategy which would enable a consistent application of PSRM principles across the entire business within Kier’s model, in addition to over 150 control improvements. This included managing the emerging role in design management, infrastructure and building support services as well as Kier’s traditional engineering design roles.

Laing O'Rourke: PSRM 2007-present.

Laing O'Rourke are a major UK based international construction company, MYR's initial connection began in 2007 where Lloyds leading professional liability insurers supported through funding MYR’s initial PSRM work. Over a six month period, MYR reviewed core business processes and design management systems. A profile of key design risks were developed with senior design and commercial personnel. The success of this process has spurred a relationship which today is helping Laing O’Rourke manage design relationships and risks in a highly collaborative environment with design teams, BIM and in the context of a regulatory environment focused on green buildings, waste management, alternative power generation and LOR’s construction delivery strategy. Most recently MYR has assisted Laing O'Rourke on their Kenya water treatment plant project in Queensland.

Winbond Electronics: Property Risk Management 2000-2006.

When MYR were first engaged, Winbond was unable to attract adequate insurance support for its property program and its risk management program needed to be overhauled. We developed (with Winbond) a 5 year program aimed at improving practices, engaging and marketing to insurance markets, improving physical and human element controls and progressively expanding risk management to other operational areas.