MIRVAC Mirvac required a clear, practical way to communicate expected safety practices across the building lifecycle and across multiple roles and projects. Opposite developed an interactive Safety Playbook delivered via PDF and SharePoint, describing what people need to know, do, and expect of others at each stage. Supporting digital communications and an eLearning module were developed to support launch and adoption. The process involved a 12-month engagement where we worked with a Mirvac steering committee and engaged with approx. 100 roles in the business to develop and pilot content. Outcome: Improved clarity and consistency of safety expectations, supported by accessible digital tools that integrated into everyday work.

Worksafe victoria Two-year psychosocial risk project for WorkSafe that explored the relationship between workplace complexity and mental health. Engaged two organisations (Metro Trains Melbourne and Jemena) as well as a broad assessment from various industries to conduct psychosocial risk assessments, to build a bespoke mental health / complexity assessment. Provided profiles and training to both organisastions. Developed an online app and training platform for workplaces and individuals. The program involved developing a world-first measure of complexity and the measurement of well-being, health data and other organisational factors. See http://projectsimplify.com.au Outcome: The simplification framework has since been applied across industries, including GOTAFE, Sadleirs, Energy Queensland, MTM, and Solstice Energy, to improve mental health, job performance, and workplace safety.

metro trains melbourne We worked closely with Metro Trains Melbourne to convert technical procedures into one simple guide to be used on the train driver’s smart phone. Approximately 140 operational procedures were reviewed and deconstructed. These were then reconstructed to align with how train drivers actually undertake their work. The result was an innovative interactive mobile phone tool that drivers can use in the field as a reference guide at critical points during their work. We have also developed simplification services for the on-track maintenance work that is conducted across Melbourne 24/7 by developing a simple step-by-step guide to implement their safety processes. Outcome: A full functional train driver manual that drivers can access in the cabin, aligned with their operational day.

NHVR Fit for Fleet helps small and medium fleet operators in the heavy vehicle industry meet their safety obligations under the Heavy Vehicle National Law—without the complexity and cost of traditional safety management systems. Key highlights: Developed through close collaboration with fleet operators to address real-world constraints like limited time, resources, and systems Simplified Safety Management System (SMS) processes tailored for smaller operators Co-design workshops with industry stakeholders to test and refine the approach Clear communication materials and practical training modules Mobile-friendly online application for day-to-day fleet management Outcome: A practical, end-to-end solution balancing regulatory compliance with operator convenience and affordability. Learn more: fitforfleet.com

NHVR Project Overview: We co-designed and developed solutions to combat driver fatigue across cognitive, emotional, and physical domains within the transport industry. Why It Matters: Fatigue contributes to 20–30% of fatal road incidents The freight industry moves 223,949 million tonne-kilometres annually Fatigue-related crashes cost the economy $3 billion per year Approach: Cognitive: Enhanced mindfulness and situational awareness Emotional: Focused on wellbeing and emotion regulation Physical: Optimised energy management and efficiency Key Tool - Wait-Loss:We developed the Wait-Loss tool to help fleet operators track excessive wait times and identify fatigue risk hotspots. The dashboard visualises wait data, supporting better decision-making around scheduling and rest. Outcome: We provided transport operators with practical solutions to mitigate fatigue, ultimately contributing to safer roads and improved driver wellbeing.

Vestas Vestas required a simple, consistent way to introduce a new Safety Management System toolkit to a geographically distributed workforce. Opposite built the entire management system from over 100 documents into one risk-based toolkit that could be used across Australia / NZ business. Opposite also developed all supporting change artefacts, including an animated onboarding video with voiceover to guide users through the toolkit, explaining purpose, structure, and intended use. Simplification of procedure (Vestas) - Nicholas Duck Outcome: Reduced onboarding friction and more consistent understanding and adoption of the safety system.

sadliers logistics Opposite completely rebuilt the safety Management System for logistics company, Sadleirs. This involved establishing all policies and standards and supporting tools. Topics included: Health and Wellbeing, Chain of Responsibility (Heavy Vehicle Safety), and Fitness for Work. Following the development phase, we also built their SharePoint site for safety so that staff could easily navigate to the updated system documents. We are also currently finalising a suite of e-learning modules that cover the 14 standards they are introducing. E-learning Module Simplification Project SharePoint Site Outcome: This entire project has taken the company from no centralised safety management system to a fully developed system with supportive training that is available online.

Sadleirs Logistics Sadleirs operates across high-risk transport and logistics activities, including heavy vehicle and rail freight operations. The organisation required a training approach that directly reflected its specific risk profile, procedures, and frontline realities rather than generic safety content. The bespoke training approach focused on specific risk profiles and frontline realities. E-learning Module Simplification Project Opposite developed a 14-module risk-based eLearning suite aligned to key NTS and safety topics including fatigue management, situational awareness, communication, fitness for work, heavy vehicle safety, and rail freight operations. The modules were built directly from a detailed organisational risk assessment and the procedures and policies Opposite authored for Sadleirs. A dedicated SharePoint intranet was also developed to deploy training and procedures in a single, integrated system. Outcome: Streamlined safety management system focused on highest priority risks, with targeted training modules delivered through train-the-trainer methodology. A coherent "risk → procedure → training" system that improved alignment between documented controls and frontline learning, supporting consistent rollout and easier access to safety guidance.

LXRP Opposite developed a three-module virtual and e-learning solution for the Strategic Communications (Comms) team regarding key onboarding topics for all staff. As part of the development, Opposite conducted a detailed review of desktop documents, models, and procedures and converted these to interactive training materials. The topics included how the Comms team function across the authority and alliances (who does what), construction basics (to inform newstarters on jargon and core LX removal methods), and an introduction to the Government and Alliance Model. Modules were all designed to be concise, targeted and interactive. As can be seen on the right, one example was to help users understand different terminology on a construction-rail project. We graphically designed a common level crossing project and then allowed the user to navigate parts of the design to explore through an activity. After completion of the module, we also designed an interactive guidebook that allowed users to navigate key roles and responsibilities on an infrastructure project. Outcome: The modules were successfully delivered. Recent feedback from the Comms team was that the onboarding program was a great success—highly engaging and excellent feedback.

McConnell Dowell McConnell Dowell invited Opposite to transform their safety standards into an interactive toolkit, complemented by an onboarding module to introduce the new framework. Working closely with internal subject matter experts and designers, we developed a Safety Standards Guidebook that detailed key critical and standard controls, along with clear behavioural expectations for workers. The project was designed with a strong visual identity—ensuring the material would stand out on-site noticeboards and be accessible to workers nationally and internationally, even in the presence of language barriers. The final deliverables included: A fully designed and simplified safety manual, optimised for smartphone and tablet access. An onboarding module introducing the new Safety Golden Rules. An open-source guidebook, made publicly available by McConnell Dowell. Click on the link on the right to explore the detail. Home Outcome: Modernised safety communication, making critical information more accessible and engaging for site workers.

frasers property Frasers Property Group engaged Opposite to simplify their target processes and develop a working prototype for a SharePoint platform to support future business process deployment. To achieve this, we designed a series of process simplification workshops, engaging users on critical areas such as: Acquisitions Valuations Portfolio Management Using a SIPOC methodology, we distilled each core process down to its fundamental steps, defining key inputs, outputs, stakeholders, and dependencies. The SharePoint prototype was designed around the construction project lifecycle, allowing users to navigate seamlessly between different levels of detail. Project outcomes included: A fully developed SharePoint prototype A structured process framework Three core business processes mapped Outcome: Following the success of this phase, we are now in discussions with Frasers to expand this work further, refining and simplifying additional processes across their organisation.

gotafe Opposite was engaged by GOTAFE to clarify and simplify key business processes, particularly around enrolments and course planning. Our initial task was to review existing documentation and develop streamlined process flows to improve efficiency and usability. Through a series of workshops and desktop reviews, we identified an opportunity to transform how business processes were structured and accessed. Rather than relying on static, paper-based documentation stored in a repository, we proposed an interactive digital solution. This involved summarising business processes on the organisation’s intranet, using a structured and simplified process flow as the primary navigation tool. This approach not only improved accessibility but also made it easier for users to locate key documents and artefacts. Outcome: A fully integrated SharePoint-based navigation tool that allowed GOTAFE staff and stakeholders to access and interact with end-to-end business processes seamlessly.

gotafe GOTAFE engaged Opposite to uncover what their student cohort truly needed—and where the institution might be falling short. The project was designed in two phases, beginning with a comprehensive data gathering exercise that went beyond standard surveys. Opposite reached students directly through online channels and social media promotions and conducted in-person interviews during student event days to gather nuanced feedback. To deepen insights, two consultants were enrolled to go through the full onboarding and early-class experience undercover. This allowed Opposite to document administrative and learning challenges from the perspective of actual students, revealing opportunities that might otherwise have been missed. With the research complete, Opposite facilitated a series of staff workshops where teams engaged in interactive activities, including LEGO Serious Play, to reflect on the findings and co-design future-state experiences. This approach helped bring empathy and creativity into the improvement process. The final deliverable was a detailed customer journey map broken into multiple phases, enabling GOTAFE to identify targeted improvements and ensure that every part of the student journey—from enquiry to education delivery—was supported by a coherent and responsive system. Outcome: A student-informed journey map and improvement strategy supported by creative staff engagement and first-hand experiential research.

georgiou Georgiou engaged Opposite to explore new approaches to designing their safety management system. Our brief was to co-design a working prototype that provided a fresh and engaging way to present safety standards and artefacts. The final concept, Constructopia, was developed as a vision for an ideal future state in construction safety. Rather than a traditional compliance-driven approach, we introduced a more aspirational and positive safety narrative. The design provided a simple yet engaging visualisation of safety expectations, making them more relatable and effective for workers. Outcome: This innovative approach provided inspiration to shift perspective—moving away from rigid safety manuals and towards a dynamic, future-focused safety culture.

compass group Compass Group is a food service company that operates across large sectors such as mining, retail, and education. They were facing inconsistency in their food safety investigations across the business due to limited capacity to conduct training and oversee such investigations. Opposite were invited to upskill hundreds of staff in a simple, targeted manner, focussing on building basic knowledge about gathering evidence and seeking underlying causes to operational failures. We developed a simple investigations module that showed a series of practical examples, set against the lifecycle of an investigation. Topics included how to spot good evidence, how to ask the right questions (interview), and how to conduct a simple '5 Whys' investigation. Outcome: A fully developed, concise e-learning module deployed to all service staff across their national business.

ampol Ampol invited Opposite to develop an evidence-based safety strategy for its Retail division. This involved first analysing safety incident data to understand the current safety risks for the business, followed by engagement with staff across all levels to understand current safety challenges. Opposite then developed and facilitated a strategy workshop that involved a series of interactive stations that aligned with specific strategic topics: vision setting, issue resolution, and a stop, start, continue activity. Outcome: An updated, evidence-based strategy deployed by the business

lxrp Opposite was engaged by LXRP to develop a mental health and wellbeing program to support frontline project staff who were engaging with community members involved in a government land purchase scheme. This need had been identified as an area of concern based on past experiences of staff involved in similar projects. Our approach was designed in collaboration with leadership and team members, and based on a review of ‘lessons learned’ from previous similar projects. Early collaboration and co-design ensured that the program structure and delivery effectively addressed team needs, and also provided clear and agreed upon processes (e.g., confidentiality; structure of sessions) from the start. The program involved a series of one-on-one coaching sessions with the team manager and team members, and included topics such as skills training, risk management and emotional processing. Sessions supported staff to effectively perform in a stressful and complex role whilst maintaining emotional and mental wellbeing and maximising potential. Outcome: Staff reported reduced stress, improved team cohesion, better overall wellbeing and the retention of key staff. Opposite was invited to support a second group.

Metro Trains Melbourne Safe working procedures in rail are often complex and vulnerable to misinterpretation under time pressure. Over almost two year, Opposite facilitated and built a completely reimagined way of conducting safe working, engaging with a cross-section of Metro Trains Melbourne. This culminated into translating complex rules into clearer sequential steps supported by usability-focused artefacts, including interactive prototypes (see below). This transformed the traditional procedure model to a lifecycle model, organised by how the tasks are actually executed and the different workflows/roles required to do so. Outcome: Reduced error traps and improved procedural usability, supporting safer frontline application.

Public Transport Victoria PTV required organisation-wide capability uplift in core Safety Management System (SMS) and Environmental Management System concepts across a diverse workforce. Many staff engage with SMS processes indirectly, making it difficult to build meaningful understanding of why structured systems matter and how individual decisions contribute to overall system safety. Opposite developed a 10-module interactive training suite covering key SMS and Environmental Management System topics, including management of change, strategic asset management, system assurance, and communication and consultation. The modules were designed for broad rollout and focused on practical understanding rather than compliance theory. To reinforce engagement and application, Opposite designed and produced a supporting "board game" style training pack (physical and digital), along with all launch materials and in-house graphic design to support uptake. Outcome: A scalable, engaging training solution that strengthened shared understanding of safety systems, helping staff see how their role-specific decisions influence safety outcomes across the rail system.

vicroads The ChallengeMelbourne’s busiest road corridors were under pressure from congestion, freight demand, and breakdown delays. VicRoads needed a clear way to explain the benefits of Managed Motorways to stakeholders and the public. The SolutionWe created a high-impact infographic and messaging suite that translated complex infrastructure concepts into an accessible story. The material showcased benefits across efficiency, connectivity, productivity, and safety, supported by bold visuals of real-world motorway scenarios. Outcome: The campaign gave VicRoads a powerful communication tool, increasing awareness, building stakeholder support, and strengthening the case for investment in smarter, safer road networks.

vicroads Project Overview:The VicRoads Smart Roads Guide represents a comprehensive digital transformation of complex infrastructure guidance. The project showcased Opposite's ability to convert technical motorway lifecycle processes into accessible, user-friendly documentation that supports strategic decision-making across the transport sector. Visual Design Approach:The guide features clean, professional layouts with strategic use of visual hierarchy and infographics. The tool demonstrates a modern, digital-first approach with clear navigation pathways and structured information architecture that makes complex technical content accessible to diverse stakeholder groups. Key Design Elements: Streamlined visual presentation that balances technical accuracy with user accessibility Strategic use of diagrams and process flows to illustrate complex motorway lifecycle stages Professional formatting that aligns with government standards whilst maintaining visual engagement Clear sectioning and navigation that supports both sequential reading and targeted reference use Outcome: An interactive guidebook that demystifies the managed motorway lifecycle from end-to-end.

bendigo kangan institute Following successful work with GOTAFE, Opposite was engaged by Bendigo Kangan Institute (BKI) to design a comprehensive student customer experience strategy. BKI wanted to better understand the end-to-end journey of their students, identify pain points, and build a more unified approach to delivering quality experiences across their many service touchpoints. Opposite worked with BKI to develop a detailed customer journey map that charted the student experience alongside supporting processes, enabling systems, and key performance indicators. The journey map did more than visualise problems—it laid out a clear roadmap for improvement and accountability. This was consolidated into a single-page “blueprint” that acted as both a summary and a strategic anchor. Opposite also developed a set of prototype artefacts—such as draft messaging, revised processes, and service interface ideas—to help teams move from strategy into implementation with greater ease. Outcome: A robust customer experience blueprint combining journey mapping, strategy, and enabling artefacts to guide execution and improve the student experience.

TAS GAS NETWORKS Tas Gas engaged Opposite to design an awareness campaign that simplified complex gas safety and connection information for key stakeholders including contractors, local government councils, public land owners and educational institutions. Drawing on our experience creating high‑impact communication toolkits and infographics for infrastructure and safety projects, we developed a messaging framework, visual identity, and narrative structure that translated technical content into clear, practical guidance. Through targeted workshops with Tas Gas representatives and stakeholder-facing staff, we tested language, key messages, and visual concepts to ensure materials were intuitive, trustworthy, and easy to use in conversations with third parties. The final outputs included an interactive manual and communication materials for stakeholders such as information sheets, handouts, flyers, presentation templates, and digital assets designed for multi-channel use. Outcome: A coherent, tested suite of messages and tools that supported consistent engagement, improved third party understanding of gas safety and services, and equipped Tas Gas and partner stakeholders with ready-to-use resources for ongoing awareness activities.

VIDA RAIL We were invited to co-design and deliver a learning program to equip emerging and middle leaders with knowledge and skills to effectively navigate change and uncertainty. Focus areas included communicating through change effectively, techniques for grounding and shifting mindsets in difficult situations, creating a psychologically safe team environment, and making effective decisions in uncertain environments. Key highlights: The program was grounded in human-centred design, with stakeholders and users co-designing the work from defining the program goals and structuring the curriculum through to ongoing iteration based on feedback. It was delivered as a blended, sequenced learning journey - a series of workshops followed by group coaching - prioritised according to insights gathered through participant interviews. Delivery was experiential and closely aligned to operational realities, using high-fidelity case studies, relevant guest speakers, video demonstrations, and applied gamification (including custom card games, team quizzes, and adapted board games) to make complex leadership concepts practical and engaging. The design was intentionally iterative, evolving in response to participant feedback and incorporating deliberate call-backs across modules to reinforce learning and support integration over time. Ongoing practise was supported by toolkits, guides and posters placed in locations where the skills and approaches are most relevant. Outcome: The program achieved consistently strong results, demonstrating its impact and relevance. Key outcomes included overall satisfaction over 4.3 out of 5. Participant ratings for relevance to role, session engagement, and facilitation effectiveness also all exceeded 4.3 out of 5. Ratings related directly to learning outcomes averaged over 4.6 out of 5 across all workshops.

VIDA RAIL We were invited to design and deliver the Thinking Smarter / Working Smarter program for Level Crossing Removal Project — a structured capability series focused on strengthening everyday problem-solving, decision-making, planning, prioritisation, and continuous improvement. Delivered as four full-day workshops, the program combined psychological insight with practical execution tools. Participants worked on live workplace challenges, applying structured frameworks to real LXRP scenarios in real time Key highlights: The program was structured into two complementary streams - Thinking Smarter (how we think) and Working Smarter (how we execute) - to ensure both cognitive capability and operational discipline were addressed. Thinking Smarter strengthened structured problem-solving and decision-making. Participants practised defining complex problems, diagnosing root causes using tools such as 5 Whys and Fishbone, and making informed decisions using frameworks including the SMILE intuition test and Weighted Decision Matrix. Working Smarter focused on improving execution through planning, prioritisation and continuous improvement. Participants applied PDCA cycles, SIPOC mapping, systems thinking, and Kaizen-inspired approaches to identify bottlenecks and design practical improvements to live processes Across all modules, learning was highly applied and collaborative. Participants used structured worksheets, peer coaching, case simulations, and reflection activities to consolidate insight and commit to next steps Outcome: Evaluation scores ranged from 4.3 to 4.6 out of 5 across all modules, reflecting consistently strong value, relevance and facilitation. Participants reported feeling equipped to apply structured problem-solving, decision-making, prioritisation and continuous improvement tools in their roles.

VIDA RAIL We were invited to co-design and deliver Wayfinder — a practical learning journey to strengthen how people at Level Crossing Removal Project (now VIDA Rail) navigate sustained organisational change. The program equipped individual contributors and people leaders with practical tools to communicate through change, manage reactions under pressure, build psychological safety, hold high-stakes conversations, and make sound decisions in uncertain environments. Across two sequenced workshops, participants developed a personalised Wayfinder’s Chart to apply the tools directly to live change initiatives. Key highlights: The program was co-designed with LXRP stakeholders and shaped by pre-program insights to align tightly with live rail delivery challenges. Real organisational scenarios were used throughout to ground learning in operational reality. Individual Contributors strengthened personal agency and adaptability during change. They built awareness of transition dynamics (Bridges), social threat responses (SCARF), and values as anchors, and practised practical tools to manage reactions and act deliberately. People Leaders focused on mobilising teams through change. They strengthened change communication, built psychological safety through clear expectations, listening and effective feedback, rehearsed high-stakes conversations, and applied structured decision tools to lead in uncertainty. The Wayfinder’s Chart tool provided a consistent integration spine, helping participants clarify control and influence, prioritise effectively, and commit to concrete next steps in their real-world change context. Outcome: Participants rated the program as a highly valuable and relevant experience, with overall “valuable experience” scores ranging from 4.56 to 4.86 out of 5 across sessions. Facilitation effectiveness was rated at a perfect 4.8 out of 5 by both Individual Contributors and People Leaders. Across cohorts, feedback reflected strong engagement and immediate applicability, with participants reporting increased confidence in communicating through change, managing reactions under pressure, and making structured decisions in uncertain rail delivery environments.

Elevate is a capability development program designed to enhance four critical operational skills: interpersonal skills, collaboration, critical thinking, and outcomes thinking. Co-designed with MRPV and informed by adult education and behaviour change theories, the program includes an EQ-i 2.0 emotional intelligence assessment, four 4-hour learning workshops, four coaching sessions, and targeted work-based practice. It offers tailored versions for VPS3-4 and VPS5-6 cohorts. The program features pre and post-program assessments and feedback surveys. The program was renewed several times. Outcome: Delivered to 9 cohorts (around 170 people), it has received positive feedback, with average ratings for enjoyment and learning value exceeding 4.2 out of 5.

Glen Eira city council Opposite is fortunate to have been invited by Glen Eira City Council to co-design and deliver more than 15 team development workshops focused on improving team effectiveness through the creation of sound foundational team conditions. Key highlights: Learning workshops and supporting learning materials were designed for various specialist teams, including Communications, Transformation, Public Affairs, Customer Service, Risk & Governance, and IT & Digital. Workshops and learning materials were tailored to team needs, often covering: Leader capability in emotional intelligence, psychological safety, change management, and stress management. Setting clear direction (vision, norms, customer focus). Team cohesion and positive relationships. To maximise engagement and impact, we used innovative methods such as interactive materials, digital and AI tools, live practise, workbooks, surveys, interviews, and coaching. All materials left with participants were designed as intuitive reference guides that could be used to repeat practise and apply lessons learned in the workplace. Outcome: Leaders and team members consistently reported high satisfaction with Opposite’s team development programs. Leaders report improvements in team collaboration and using the skills learned and outputs from the workshops many months later. Based on the performance of early programs, Opposite was re-engaged to develop six such programs in 2024 alone.

The Accelerate program is designed to equip early-stage managers with people management skills focused on applied emotional intelligence, motivating self and others, coaching, and situational leadership. Co-designed with North East Link Program (NELP) staff and integrating adult learning and leadership development principles drawn from recent evidence based research, the program included four 4-hour learning modules, four 1-hour coaching sessions, and pre and post-program capability assessments. Each workshop was supported by a comprehensive workbook that contained insights from the latest research, practical tips, and exercises to guide practice. On the subject of motivation, participants also received a deck of cards with evidence based tactics to motivate others. Sessions featured interactive learning methods and SMART goal setting to promote real-world application. Coaching sessions reinforced learning and addressed implementation barriers. Outcome: An analysis of pre and post-measures of capability demonstrated an improvement in early-stage managers' leadership and emotional intelligence skills. Participants also provided strong feedback with average ratings of learning value, enjoyment and likelihood of application all over 4.0 out of 5.

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Opposite co-designed and delivered Ignite, a six-month development program for high-potential early-career employees nominated by LXRP leaders. Through iterative co-design sessions, we integrated game principles and evidence-based learning to enhance engagement and skill development. The program included a launch event, strengths assessment, development centre, role plays with professional actors (assessed by registered psychologists), learning labs, workplace challenges, coaching sessions, and a final celebration. Opposite was invited back the following year to revise the program, upgrade the materials and approach, and deliver for its second successful year. Outcome: Participants rated the program 4.6/5 on average, highlighting its value as a learning experience.

VIDA ROADS Opposite was recently engaged to design and deliver a Manager Toolkit Program to support leaders navigating a period of significant organisational change. The objective was to equip managers with practical, evidence-based resources and learning experiences that build the behavioural and managerial competencies required to lead themselves and their teams effectively through uncertainty, resistance, and evolving expectations. The program comprised eight Manager Toolkit chapters, each paired with a 90 mins interactive learning session, addressing core people-management challenges commonly amplified during change. Toolkit topics included setting behavioural and performance expectations, resolving conflict, providing clarity, having difficult conversations, active listening, communicating change, delivering feedback, and addressing resistance. Interactive Learning Delivery is currently underway, with sessions being delivered to managers in-person. Early feedback indicates strong engagement, relevance to real-world challenges, and increased confidence in managing conversations and resistance during change. Session Engagement Participation and Contribution Relevance to Role Facilitation Effectiveness Outcome: A sustainable capability-building solution that supports consistent leadership behaviours during organisational change

We were invited to help run a strategic, two-day workshop with Monash College staff, with the aim of aligning staff and refocusing their priorities for the following year. The approach was to design a series of interactive activities, such as: exploring the future of education megatrends, exploring the education ecosystem, and navigating the future of AI in education—which we explored using an interactive digital tool Opposite developed. The first strategic session was highly regarded and we were invited to return the following year to design and facilitate a second strategic ​workshop. ​ It was to help re-affirm and re-establish their strategy and promote alignment and improve morale within the leadership team. We designed our program to not only address the team’s strategic goals but also develop interactive activities that encouraged teamwork, in-depth conversations, and to increase self-awareness about the value sand strength of the various team members. Using a conference style format, we developed unique activities with different mediums, such as an animated video, card games, and board games to stimulate excitement but also strategic thinking. Outcome: Aside from the strategic outcomes, the feedback we received was it was the best team workshop they'd attended in their careers. Motion graphics: Trends impacting our education system - Rahnuma Tasneem

For a team of 20 people, Opposite designed and delivered a team focused Emotional Intelligence (EI) development program intended to uplift individual and team level EI in areas impactful to personal and shared outcomes. The program adopted a strategically paced and deliberative approach designed to scaffold and strengthen team knowledge of individual and collective EI and its importance to outcomes, identify areas of strengths and vulnerability relative to the team's EI profile and objectives, and identify the areas of EI that would be most impactful to develop as individuals and embed as a team. The program began with a briefing on EI the program and the expectations of all participants. This was followed by completion of the scientifically validated and extensively used EQ-i 2.0 measure of EI and one-on-one debriefs on the results. These debriefs were focused on developing individual's understanding of their results and focusing attention on meaningful opportunities to develop their EI. All team members then attended an interactive workshop to identify and agree shared areas of focus and develop strategies to embed emotionally intelligent practices into their day-to-day operations. These actions were formalised into an action plan. The program finished with a follow up meeting with leaders to discuss progress against their plan, any barriers or setbacks encountered and co-create solutions to overcome these barriers. Outcome: Feedback on the program was highly positive. Individuals reported generating substantial self-awareness in relation to their emotional intelligence and its consequences. Leaders reported making progress on the implementation of their action plan to embed emotionally intelligent practices into their day-to-day operations.

Opposite has developed an in-house coaching service that also specialises in emotional resilience and mental health. We have also developed an in-house training program that takes practical findings from clinical work and applies them specifically to the workplace context. Our program covers foundational concepts in mental health and well-being, as well as more advanced topics, including Acceptance and Commitment Therapy (ACT), Cognitive Behavioural Therapy (CBT), and strategies for building resilience and managing stress. Outcome: The content and approach used in these modules also contribute to our psychosocial risk initiatives. A lighter version of the materials has been integrated into our client-facing services, helping individuals navigate mental health challenges and find greater meaning in their lives. Psychologist | Coachling | Work-related Mental Health Support

Opposite supported MRPV’s transformation by providing coaching to more than 40 staff. Sessions helped participants navigate change, clarify goals, explore options, and take practical next steps. Topics: Career planning, coping with change, personal brand, job search, interviewing, career uncertainty, networking. Methods: Individual coaching using Solution-Focused Brief Therapy (SFBT), Hope Action Theory, and tools such as the VIA Strengths Survey, Cognitive Behavioural Therapy (CBT), and Acceptance and Commitment Therapy (ACT). Scale: Over 40 individuals coached in 2024, organisation-wide access. Adaptability: These sessions were adaptable within the rubric of career development. Outcome: Strong uptake, positive word of mouth, and high participant satisfaction. Coaching was re-engaged in 2024.

Clients including MRPV, LXRP, Glen Eira City Council, and Star of the South have engaged Opposite to provide on-demand coaching for high-performance and/or high-potential staff or individuals facing challenges. Topics: Performance blockers including negative thinking patterns, emotional regulation, conflict, burnout, stress, influencing, self-management. Methods: Coaching informed by Solution Focused Brief Therapy, Acceptance and Commitment Therapy, Cognitive Behavioural Therapy, and the REGROW model. Scale: A number of individuals supported through tailored one-on-one sessions. Adaptability: These sessions are fully tailored. Outcome: Feedback has been consistently strong from both participants and clients.

Coaching is frequently embedded into Opposite’s leadership and development programs to deepen learning, encourage application, and address individual challenges. Opposite has incorporate coaching into learning programs for LXRP, MRPV, and NELP. Topics: Aligned to program themes such as emotional intelligence, decision-making, psychological safety, influencing, and transformational leadership. Methods: Sessions structured using the GROW/REGROW or GROUP models, incorporating evidence-based psychological approaches such as those mentioned above. Scale: Coaching provided to hundreds of participants across multiple public sector programs. Adaptability: Tailored to suit the program objectives. Outcome: Coaching is consistently one of the highest-rated elements of our programs with ratings of enjoyment, learning value and likelihood of application over 4 out of 5.

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Hive Innovation Group (VIda Rail) To support consistent ways of working across teams, VIDA Rail required a practical method for translating agreed behavioural norms into day-to-day decisions rather than leaving them as abstract statements. Opposite designed a facilitated "choose your adventure" simulation where groups progressed through realistic workplace scenarios and selected which behavioural norm to apply at key decision points. Each choice triggered discussion, reflection, and comparison of outcomes, reinforcing shared understanding of expectations and trade-offs. Outcome: Behavioural norms were converted into practical decision behaviours, improving consistency, shared understanding, and confidence in applying norms in real work situations.

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AMPOL As part of a recent structural change within the Ampol NDG Group, Opposite was engaged to support transitional activities and provide clear, actionable outputs to help the business reset and realign. This included developing a process manual that clarified roles and responsibilities across end-to-end processes post-restructure, along with a six-month change plan for newly appointed leaders to implement. In parallel, Opposite conducted a cultural assessment and designed a series of strategic activities for a one-day leadership strategy session. These were complemented by an online survey and a targeted set of staff interviews to better understand current cultural dynamics. Insights from this work revealed a need for the group to shift toward a more collaborative culture following the restructure. We also identified differing team challenges, often shaped by the scale of change and the legacy of past cultural blockers, contributing to varying levels of resistance. To support sustained change, Opposite established an ongoing leadership steering committee and worked closely with leaders over several months. This included interactive workshops, targeted group activities, and one-on-one coaching to help each leader address their unique leadership challenges and support their teams through change. Outcome: A detailed, phased change implementation plan for NDG leaders A comprehensive cultural assessment highlighting key enablers and blockers A lifecycle process manual summarising all retail-related project phases—from strategy through to closure or divestment

Compass Group engaged Opposite to help improve how key allergy prevention controls were communicated and applied across their large-scale food production sites — including universities, mining camps, and retail venues. We quickly discovered the sheer complexity of managing allergens in these environments. With the number of known allergens on the rise — and the risks of getting it wrong being severe — it was clear the existing systems needed a human-centred rethink. We reviewed current controls through a behavioural lens and identified where errors were likely to creep in. Then we redesigned the tools: clearer posters, practical checklists, and simple visual cues that made it easier for staff to understand what they were dealing with and what to do — especially under pressure. We also developed more intuitive labelling systems and storage zone markers to improve separation and reduce cross-contamination risks at the source. These weren’t just new comms materials. They were behaviourally smart, error-resistant, and grounded in real-world use. Because in food safety, the message has to land — or someone might. Outcome: Simplified, error-reducing communication tools (e.g. posters, checklists) Improved staff understanding and consistency of allergy control practices Enhanced food storage labelling concepts for safer allergen separation

Energy Queensland engaged Opposite to review and modernise its travel security procedures and translate these into a practical, interactive toolkit for staff. Our team worked closely with Energy Queensland to redesign travel processes with a focus on real-world usability and risk reduction. We developed a comprehensive travel security toolkit, supported by a series of animated explainer videos. These videos highlight key security considerations for employees, including how to plan travel with safety and information security in mind. For example, the content guides staff to ensure they have a clear itinerary, emergency contacts, and pre-booked transport and accommodation before travelling—minimising their exposure to avoidable hazards. The final toolkit is now used across Energy Queensland as a go-to resource for safer, more secure business travel. Outcome: Updated Travel Security Interactive Manual & suite of animated videos launched to all staff.

Energy Queensland Energy Queensland sought to address specific habitual safety and security behaviours that were resistant to change through traditional training methods. Opposite co-design a series of short, targeted animations focused on defined "bad habits," designed as reinforcement tools rather than standalone courses. The assets were intentionally brief and engaging to support repeated exposure. We also translated these into posters that could be conveniently deployed at various locations across the Queensland geography (regional and rural mostly). Outcome: Scalable behavioural reinforcement that supported sustained attention on specific habits and incremental behaviour change over time.

Interactive Human Factors guidebook that allows for infrastructure planning upgrades where human risks are central to the selection of engineering controls. Outcome: Text

Caulfield to Dandenong Level Crossing Removal 200+ designs reviewed across all design phases. Supporting user-centred design. Technical support for managing project requirements. Specialist safety advice. North-East Program Alliance Conducted Safety Assurance for the design and construction phases of the project. Completed 100+ design reviews. Conducted Human Factors study on new underpass to understand maintenance needs, detrainment requirements and crime prevention strategies. Western Program Alliance Conducted Human Factors design reviews. Conducted U-trough Study (maintenanc access and safety risks). Conducted study on Construction Safety during occupation. Safety assurance case support. South-East Program Alliance Design reviews Safety in Design contributions Conducted several specialist studies (e.g. UTrough Studies, Wayfinding Analysis etc.) Developed and managed the HF Integration Plans Developed and managed the HF Issues Registers Ballarat Line Upgrade Conducted up to 100 design reviews Safety in Design contributions Developed and managed the HF Integration Plan Developed and managed the HF Issues Register Conducted post-validation walkthroughs during occupations Metro Tunnel Project Entered the project two years ago to address significant planning and process issues with original HF planning documentation /approach which was leading to hundreds of open issues Since this time, we have revised the HF Integration Plan, which was accepted by stakeholders with no further comment Simplified and improved the process for managing HF issues. The project had over 1,500 open issues and one-third have been closed since commencement Provided expert HF support and stakeholder management support during safety audits and compliance reviews Provided mentoring and guidance for a team of HF specialists conducting design review work for the project Outcome: Text

Opposite was invited to reimagine how a local community centre could feel safer, calmer, and more welcoming — especially for those who might be vulnerable, distressed, or at risk of conflict. We took a human-centred approach, starting with site visits led by our behavioural and environmental design specialists. Working within the constraints of the existing structure and future budget, we identified key design risks and opportunities to reduce tension, prevent violence, and improve staff wellbeing. From there, we developed a series of concept designs — not just architectural tweaks, but behavioural nudges. We looked at layout, lighting, sightlines, artefacts, and materials that either promote a sense of safety… or unintentionally do the opposite. We also created a detailed diagnostic using a crime prevention through environmental design (CPTED) framework. This allowed us to systematically assess and rate each area of the centre, helping the organisation prioritise what to fix first and why. The result? A plan not just for a better space — but for better community outcomes. Outcome: Reduced environmental triggers linked to conflict and aggression Increased sense of safety and calm through space design Prioritised fit-out improvements using a CPTED-based diagnostic

Simplified and improved the process for managing HF issues. The project had more than 1,500 open issues that were inherited and by the end of our engagement, we had closed close to 100% of the issues. Converted complex issues log into our automated online, digital tool ‘Easy-U’, which helped reduce administrative errors and noncompliance issues. Provided expert HF support and stakeholder management support during safety audits and compliance reviews where HF passed with minimal comments or actions due to the thorough and organised nature of our work. Provided mentoring and guidance for a team of HF specialists conducting design review work for the project. Prior to our engagement, we were also undertaking independent safety assurance reviews of the project. It was through this collaboration that our client decided to invite us to join their team.

Conducted a comprehensive early Human Factors analysis for the Rail Systems Alliance Tender in Melbourne. Key user operational and infrastructure interfaces are mapped and used to understand HF needs. The map can also be used for other teams working on the project to have a comprehensive understanding of user needs from end-to-end and the dynamic interplay between tasks across users, which can generate novel issues that must be addressed by adopting a systems-thinking approach. Detailed understanding of the new high capacity signalling system and the impact on individual users, such as train drivers and controllers. Using a journey map approach, The HF issues are mapped to specific steps in the user lifecycle. Note, the example shown here is one small section of a larger map. The larger map included all other interfaces, including maintenance, train drivers etc. The tender team elected to nominate our journey map as one of the centre piece examples in the major tender submission.

Conducted a comprehensive early Human Factors analysis for the Melbourne Airport Link. Developed comprehensive list of HF requirements for MTM’s future operations. Summarised the entire HF requirements and needs of users across an interactive map, using the train journey as a framework. Individuals items on the map can be further explored to extract the specific safety and HF issues related to users, their goals, and potential for error/issues.

Developed and administered a comprehensive procedure to describe and guide the mock-up usability testing of the Next Generation Tram (NGT) through human factors and ergonomics. Testing was administered alongside Alstom, recruiting representative end users for the validation of ergonomic design and functionality of the tram. Users included Yarra Trams drivers and representative passengers from various populations. Our work formed part of the activities required for compliance and was structured as a set of guided activities, decomposed into tasks with questions and ratings and users. All procedures were developed and administered on full-scale mockups of the tram cabin and saloon, and were in line with human factors requirements, management plans, design verification matrices and human factors issues registers and logs. Outcome: Evidence-based design validation that strengthened safety, usability, and accessibility, informing downstream operations and training.

Designed new concepts for the underground Metropolitan Stations. The below highlights a few of our concepts that were created by our digital design team to illustrate the recommendations from the report.

VicRoads VicRoads required training that enabled participants to identify design-related safety risks without exposing them to live road hazards. Opposite designed and delivered Human Factors and Safe Design training using VR-enabled and video-based simulations created from filmed road environments, supported by guided discussion and application activities. Outcome: Stronger practical capability in recognising design risk and applying Safe System principles through immersive, experience-based learning.