About
Making projects happen
We exist to make projects happen in the renewable, financial services, project, civic infrastructure and resources sectors.
WHAT WE DO
Optimising project outcomes through effective multi-factor risk management
At Modifying Factors we specialise in supporting project proponents and their crucial stakeholders in understanding how technical, mining, processing, metallurgical, infrastructure, economic, marketing, legal, environmental, social and governance (ESG) and regulatory factors for the resources, renewables, linear and civic infrastructure sectors can interact and with what impact.
Our focus is to enable project proponents to systematically identify, assess and manage the complex and multi-factor risk profiles for all stakeholders.
Multi-factor risk is created when multiple modifying factors directly, indirectly or cumulatively interact or compound. Multi-factor risk can have the effect of increasing complexity, uncertainty and risk for all stakeholders.
We assist project proponents to systematically identify, assess and proactively manage the complex interactions, interdependencies and interfaces between modifying factors. We work with you and your project’s crucial stakeholders to optimise the work packages to de-risk project schedule, cost, reputation impacts and delivery.
What we provide
Services and work packages
- Project strategy, scenario planning, governance and multi-factor risk management
- Risk and impact identification, assessment, and control optimisation
- Independent reviews for study phases and investment decisions
- Due diligence – risk reviews (investment, project toll-gating, third party)
- Project management services – Work Package design and implementation
- Environmental, Social, Governance (ESG) strategy, design, governance, reporting and compliance
- Facilitation, capability and capacity building for project proponents and their crucial stakeholders
- Identification and implementation of investor, insurer and financial services obligations in project design and governance
Our story
Managing the ‘inside’ and ‘outside’ view to enable effective risk management
In leading work packages critical to the delivery of large, complex, time constrained projects we have applied and demonstrated experience in identifying, leveraging and managing the potential impacts of modifying factors.
An ‘inside’ view or technically focused approach can omit or treat some modifying factors as peripheral or a secondary concern. By nature, ignoring factors increases uncertainty. Any oversimplification can create increased risk that has the potential to blindside project proponents. Project reference class reviews demonstrate risks from modifying factors can result in delays, cost overruns, rework and even abandonment.
Environmental and social expectations are increasing in prominence and consequentially, impact. Triangulating projects ‘inside’ views with the ‘outside’ view and scenario planning can complement and enable effective risk management processes.
Who we are
Demonstrated experience and performance
Modifying Factors was founded by Geoff Deans after demonstrating that contextualised and well-planned projects can deliver superior outcomes for all crucial stakeholders.
To deliver material work packages and across multiple project reference classes, we have developed and demonstrated the value of our unique skillset in business management, governance, projects and stakeholder impact management.
We have deep, applied and demonstrated experience of how technical, economic, financial, regulatory, environmental, and social-community factors can interact, and for what impact.
Director and founder
Geoff Deans
Geoff has held key operational, project and corporate roles to enable the delivery of major mining and infrastructure projects. In leading work packages critical to the delivery of large, complex, time constrained projects Geoff has applied and demonstrated experience in identifying, leveraging and managing the potential impacts of modifying factors.
As a Project Director, he led the $1.25b Carrapateena Block Cave Expansion, overseeing various aspects such as mining, orebody knowledge, processing infrastructure, project controls, social performance and approvals. In Geoff’s tenure as the inaugural Group Manager – Social Performance, Geoff pioneered sustainability strategies and managed social performance globally, with a focus on the Australian and Brazilian assets. Geoff’s responsibilities included governance, land access, cultural heritage, and local content. He actively contributed to ESG matters, liaising with investors, and devised the OZ Minerals Stakeholder Value Creation Metrics and Sustainability Reports. Earlier as Principal Land Access, Geoff established comprehensive social performance and land access frameworks to enable the delivery of the Carrapateena Project.
In over 20 years living and working in remote and complex contexts Geoff has designed resilient systems and delivered outcomes for a wide range of stakeholders.
Geoff has been able to turn bold visions into concrete realities.
Demonstrated performance is reflected in:
- Leading a large and multidisciplinary team for the $1.25b Carrapateena Block Cave Expansion (Brownfield)
- Managed Social Performance for the $916m Carrapateena Sublevel Cave Mine Development (2016+)
- Delivery of all land access requirements
- Development of Native Title Mining Agreement (12 Months)
- Local procurement, local employment ($47m into region)
- Cultural heritage with over 26,000hrs of field work with no unauthorised heritage impacts and zero injuries
- Stakeholder impact management for demobilisation of the Prominent Hill Mine (2014-16)
- Client representative land access lead for construction of the ‘Hill to Hill’ Power transmission line (270km) – concept to electrification in three years (2016-18)
- Strategy, design and delivery of OZ Minerals ‘Social Performance’ and Sustainability strategy (ASX100 company) including Stakeholder Value Creation Metrics.
How we work
Systematically managing complexity and change whilst creating value
Value is realised through performance. Performance is achieved through the development, implementation, management, and monitoring of effective controls.
To turn bold visions into concrete realities, project systems need to be designed for outcomes, resilience and performance.
We have leveraged decades of experience and leading industry practice to develop an integrated and systematic project management approach to the identification and assessment of modifying factors.
Our comprehensive database provides definition of the pathways of impacts to inform proactive risk management.
By fostering an aligned, common and consistent understanding of impact and risk, we systematically optimise scheduling, work packages, reporting, compliance, disclosures for project delivery and business improvement.
What does this look like in practice?
Realising value through
effective controls
We work with project proponents and their critical stakeholders at all stages of project developments to systematically identify, assess and manage complex and risks from modifying factors that have the potential to materially impact performance and drive value.
We know value is realised through performance and that understanding the risks is not enough; fit for purpose and effective controls need to be developed, implemented, managed and monitored to enable delivery and ongoing.
We are passionate about enabling you to achieve your aspirations with the understanding and support of your critical stakeholders.