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Public tenders for environment in Australia

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Aerospace Environment Working Group 2017

Department of Defence - DSRG | Published December 6, 2016  -  Deadline January 31, 2017
Defence will conduct a combined Defence and Industry Working Group to discuss current projects and transitions in the Aerospace Environment on 2 March 2017 at the Avalon Airshow. The Aerospace Environment Working Group 2017 (AEWG) provides a forum for discussion between Defence stakeholders and industry members. The aim is to identify industry opportunities for Aerospace projects both in the Integrated Investment Program and beyond. The intent is to promote mutual understanding and support for the complementary roles played by industry and Defence. Such engagement assists Defence to better define the capability options and resource requirements which in turn helps industry to prepare for the acquisition and support phases of the projects. This AEWG will also provide an opportunity to explore future innovation opportunities, with industry called upon to provide submissions on Defence provided topics. The AEWG will be conducted at the unclassified level and is open to all members of Defence Industry and the ADF.

Create a Managed Information Environment for effective management of information and digitisation policy compliance.

Department of Finance | Published January 11, 2017  -  Deadline February 7, 2017
System configuration, customisation and development services to create an MIE, which may include SharePoint 2013 and/or Drupal based site(s), in-memory and other databases, SharePoint and/or .Net based workflows, security (roles, access, audit logs), dashboard, reports and with necessary auto-harvesting and auto-population of metadata (data about data) which will improve the management of information by providing capabilities for information ‘governance and control’, ‘dashboard and reports’, ‘single source of truth’, ‘one stop shop’, ‘one way of doing things’ and enhanced security, re-use, currency and authenticity of information.

Electronic Security Upgrade and Intergration of Symonston Site

Department of Health | Published January 19, 2017  -  Deadline February 14, 2017
The successful Tenderer will be required to provide interconnection and upgrade of Health’s Symonston Therapeutic Good Administration (TGA) electronic access control system. The Symonston (TGA) facility is located on acreage in a semi-rural environment on the south-eastern edge of the Canberra metropolitan area. The facility consists of three main buildings, including eight interconnected wings accommodating administration, offices, laboratories, plant rooms and storage areas.

SON2304741 Specialist Services Panel Refresh

Geoscience Australia | Published August 7, 2014  -  Deadline March 18, 2017
• The categories of identified specialist skills required are:
Category 1 - Consultant for the provision of Environmental Plans and Environment Protection and Biodiversity Conservation Act 1999 (EPBC) Referrals for Geoscience Australia’s Offshore Seismic and Marine Surveys;
Category 2 - Offshore Seismic/Geophysical Acquisition Quality Assurance (QA) Supervisor;
Category 3 - Onshore Seismic/Geophysical Acquisition Quality Assurance (QA) Supervisor;
Category 4 - Marine Mammal Observer;
Category 5 - Multibeam Consultant/Processor;
Category 6 - Multibeam Operator;
Category 7 – Basic Marine and Land Seismic Data Processing - 2D and 3D;
Category 8 – Specialist Marine and Land Seismic Data Processing - 2D and 3D;
Category 9 – Seismic Processing Quality Control – Standard Workflows;
Category 10 – Seismic Processing Quality Control - Specialist Techniques;
Category 11 – Interpretation Workstation Support of Seismic Data;
Category 12 – Interpretation Workstation Support of Well Data; and
Category 13 – Support of GeoFrame (Linux), Kingdom, Petrel Software and Projects.
Category 14 – Client Representative - Shipboard.

Provision of Automated Processing at Australian Airports

Department of Immigration and Border Protection | Published December 14, 2016  -  Deadline January 31, 2017
The Department is looking for a Service Provider to provide and implement an automated processing solution to support the concept of a ‘seamless traveller’ movement through the Australian border protection process. The three components are: 1. Solution 1 Incoming Passenger Card Replacement or S1 – replace the physical IPC with a solution that collects answers to IPC questions and passes it to DIBP systems; 2. Solution 2 Automated Border Control or S2 or Primary Line - supply, implement and maintain a replacement Australian Border Control solution that will eliminate the need for physical tickets and have the ability to process travellers using ‘contactless’ technology, removing the need for some travellers to present their passport; and 3. Solution 3 Exit Marshall Point Replacement or S3 or Secondary Line - remove the need for a manual triage process at the Exit Marshall Point and integrate with DIBP systems to remove reliance on the IPC card or tickets being used as a message stick. Of the three components, this RFT is for Solution 2. The S2 Services includes the provision of infrastructure (Hardware and Software), installation and proof of proposed solution in the DIBP lab environment, pilot at first airport (Canberra) and rollout to nine (9) other airports including installation and testing of the solution in each of the identified airports, software integration and ongoing support and maintenance. The successful Tenderer will also be required to, at DIBP’s discretion and following a separate request for tender issued by DIBP, enter into subcontract arrangements for the provision of S1 (Incoming Passenger Card Replacement) and S3 (Exit Point Marshall Point Replacement) solutions, (if it is not the successful tenderer for S1 (Incoming Passenger Card Replacement) and/or S3 (Exit Marshall Point Replacement) and act as a prime contractor in respect of those solutions.

Provision of Social Media Training Services to the Department of Defence

Department of Defence - DSRG | Published December 23, 2016  -  Deadline February 3, 2017
Defence Social Media Training Services. The Department of Defence’s primary role is to defend Australia and its national interests. The department forms part of the Australian Defence Organisation (ADO) along with the Australian Defence Force (ADF). Defence has three primary functions; Enabling, Capability and Outputs and Defence Outputs. The 2011 Hudson Review of Social Media identified the need to develop Defence-wide training to provide authorised Defence personnel with the expertise/tools to understand the policy regarding using social media channels to enhance communication with the public. Social media policy contained within the Defence Communication Manual stipulates that content managers must undertake both face-to-face and on-line social media training. There are currently more than 100 Defence social media accounts, including almost all Navy ships having their own Facebook sites to engage the families and friends of the ship’s company. In the future, every Air Force squadron and Army regiment will likely have a social media account as well. Defence is seeking a qualified and experienced Service Provider to develop and deliver a face-to-face course for individuals undertaking any kind of role in Defence that has a social media aspect. The face-to-face course will cover the Defence environment, pitfalls of social media use, practical measures, the impact of social media, Defence’s social media policy, and examples of successful and unsuccessful social media use. The Service Provider will also be required to provide situational training for both social media users and Defence leaders.

ICT Security Review Services

Brisbane City Council | Published January 17, 2017  -  Deadline February 8, 2017

Request for Proposal (RFP) for ICT Security Review Services - 510627

Council periodically assesses its whole of enterprise ICT security posture and the effectiveness of its ICT security control framework. Consequently, Council is seeking to perform bi-annual independent enterprise–level ICT Security Reviews, which are to be conducted using various ethical hacking techniques, in order to define a whole of enterprise ICT security risk profile and to prioritise areas for improvement. 

Council expects that by using a preferred supplier arrangement, timeframes and costs associated with procuring the initial review and follow up reviews will be reduced.

In addition to the bi-annual independent enterprise-level ICT security review, Council optionally requires the following services from the preferred supplier arrangement:

a)On Demand Penetration Tests and Vulnerability Assessments against specific applications, systems or scenarios;

b)Security Review of the roads traffic management Congestion Reduction Unit Environment;

c)Information Security Audit;

d)Incident Response;

e)Red Teaming;

f)Computer Forensics; and

g)PCI-DSS (from 1 July 2019).

Council envisages that the preferred supplier will be provided with a Work Package prior to any work proceeding and that the Contractor will provide Council with a plan, details of staff proposed for the Work Package and pricing of the Work Package prior to acceptance by Council for the work to proceed. A Work Package will consist of a discrete set of requirements to complete a specific objective such as performing a penetration testing exercise against one of Council’s internet exposed applications.

To obtain more information on this opportunity and to be permitted to submit a proposal, interested tenderers MUST complete the tender document titled “510627 – Non Disclosure Agreement”. The completed document should ideally be returned via email to the following Council officer by 5.00pm Friday 20 January 2017, but later requests will be considered subject to the ability to meet the tender close deadline of 12 noon Wednesday 8 February 2017:

Michael Wilkes

Sourcing Specialist

Strategic Procurement Office


Mandatory Evaluation Criteria

Please take note of the following mandatory evaluation criteria before submitting a proposal:

  • The Tenderer must not present an unacceptable risk to Council as a result of Council’s security intelligence assessment.
  • The Tenderer must sign and return a non-disclosure agreement to Council before receiving additional specification documentation. 


Council is seeking to use this RFP to establish a Preferred Supplier Arrangement.  Under this arrangement, Council will enter into a Contract with the successful Tenderer.  The Contract will likely be for an Initial Term of three years with the option to extend for two optional additional periods of one year each. The RFP process may determine an alternate more advantageous term structure that will not exceed a term of up to five years.

Procument schedule target dates are:

  • Release to market - 17 January 2017
  • NDA submitted to Council - 20 January 2017
  • Tender close - 12 noon 8 February 2017
  • Evaluation completed - 17 March 2017
  • Contract commencement - 7 April 2017


Proponents that are already registered on the Brisbane City Council Supplier Portal should click on the following link to login and view the RFP details:

Proponents that are not yet registered on the Brisbane City Council Supplier Portal should click on the following link to register before receiving access to view the RFP details:

Council Contact Officer: Michael Wilkes, Sourcing Specialist

Lake MacDonald Environmental and Regulatory Approvals

Seqwater | Published December 20, 2016  -  Deadline February 10, 2017

Seqwater is seeking to engage suitably qualified and experienced consultants to obtain the necessary environmental and regulatory approvals for the Six Mile Creek Dam (Lake Macdonald) Upgrade project (the Project).

The purpose of the engagement is to provide:

  •  An Environmental Impact Statement (EIS) or Impact Assessment Report (IAR) for the Project and associated infrastructure, subject to the type of declaration made by the Office of the Coordinator-General (CG)
  •  Pre-construction environmental and regulatory approvals to allow the Project to proceed to the construction stage
  •  Approvals supervision and support during construction to ensure that environmental and regulatory conditions are implemented in accordance with relevant management plans

The key tasks associated with engagement are identified in more detail in Section D, Scope of Works -  Section 5 - Scope.


An independent review of aviation fatigue rules for operators and pilots (CAO 48.1 Instrument 2013)

Civil Aviation Safety Authority | Published January 9, 2017  -  Deadline February 9, 2017
The Civil Aviation Safety Authority (CASA) requires the services of a suitably qualified specialist or team of specialists independent of CASA to undertake a review of the latest fatigue rules for operators and pilots (CAO 48.1 Instrument 2013). The fatigue rules for air operators and pilots have been updated as part of the CASA’s regulation reform program that seeks to align Australia with international standards, improve aviation safety, address known risks, and maintain our reputation for safety in aviation. The review will provide an informed basis on which CASA will complete the implementation of the new fatigue rules in the context of the current international and domestic regulatory environments. The role of the specialist/s will be to: develop an appropriate methodology to fulfil the reivew Terms of Reference; implement all aspects of the required research and report on findings; make recommendations emerging from the findings including recommendations to support CASA to achieve the aim of the Terms of Reference.

Cultural management for weed control and maintenance of crop yield

Grains Research and Development Corporation | Published January 9, 2017  -  Deadline March 6, 2017
The Grains Research and Development Corporation (GRDC) is a statutory corporation established under the Primary Industries Research and Development Act 1989. It is subject to accountability and reporting obligations set out in the Public Governance, Performance and Accountability Act 2013. It is responsible for planning, investing in and overseeing research and development, and delivering improvements in production, sustainability and profitability across the Australian grains industry. Herbicides remain the primary method of weed control in cereal crops because they are very cost effective, hence why farmers are reluctant to adopt integrated weed management (IWM) until they have a serious herbicide resistance problem. When resistance exists, farmers generally change to other modes of herbicide action (including herbicide-resistant crops); however, when resistance to multiple modes of action exists, farmers are forced to adopt more radical nonchemical or cultural control options. Crop competition is widely accepted as an important tactic for suppressing weed growth and maintaining crop yield. Agronomic choices influence crop competition, including crop species and cultivar, row spacing, crop density and row orientation. All these tactics have been shown to impact on the control of in-crop weeds. For wheat, while cultural factors such as row spacing, seeding rate, row orientation, nutrient placement, time of sowing and swathing/time of harvest are known to contribute to effective weed management, these management tactics have not been studied extensively in factorial combinations in different environments to demonstrate their relative contributions in a farming system. While significant effort has been focused on competitive agronomy in wheat and other cereals, much less effort has gone into crops such as canola. To advance this research, it is expected that more data will be needed on existing genetic variability of competitive ability in canola x agronomic region x agronomic practice. Using a limited number of diverse canola genotypes validation data could be collected on the existing genetic variability of competitive ability x agronomic region x agronomic practice. Adopting a holistic systems approach should deliver more practical information to growers on likely outcomes of specific agronomic IWM strategies. Growers can then make informed investment decisions. By 2025, a 20% increase in growers effectively using cultural weed management tools which reduce current economic losses and minimise control costs based on the 2016 GRDC Farm Practices Survey. This GRDC investment is to: 1. By 15 December 2017, a written report delivered to GRDC proposing the planned experimentation on weed competitive cultural management practices using statistically valid field trial designs including proposed target weed species. The report will include: Trial designs developed in consultation with SAGI. Detail including at least 4 crops and 5 trials, with at least 2 crop competition factors per trial in each region, per year, for 5 years addressing the major knowledge gaps as specified in Table 1 of the Supporting Documentation. Justification for crop competition factors and crops to be studied. Proposed methodology including measuring input costs, impacts on weeds, weed seedbank and crop yields. Local practice including herbicide use will be required as a control treatment. Integration of other non-herbicide management tactics is desirable (e.g. harvest weed seed management), however herbicide integration is to be used where relevant. The report will be submitted to the GRDC for approval prior to any further work occurring. 2. Undertake and report on regionally specific cultural management practice field trials, with first delivery by 15 December 2018 and completion by June 2022, which optimises weed competitive agronomic management tactics to manage at least 2 major weeds species (in at least 4 crops and 5 trials with at least 2 crop competition factors per trial in each region per year for 5 years) according to trial designs developed in Output 1 and approved by GRDC. Delivery of details of the impact on at least 2 major weeds and crop yield of at least 2 crop competition factors in 4 crops per region is expected by January 2020. At least 5 trials per region per year with a trial in each subregion. 3. By 15 December annually, report trial results into the Online Farm Trials database ( 4. In conjunction with GRDC, develop key messages for growers, agronomists and consultants to facilitate adoption of the management tactics developed in Output 2, to encourage crop sustainability; commencing in March 2020 and completed by June 2022. 5. By 2022, collation and evaluation of all trial results on competitive tactics for crops from each region to update the Integrated Weed Management Manual.
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