The number and diversity of the Leighton Group’s operating companies supports the desire to spread risk and flatten out peaks and troughs in performance. Like the industries and economies they operate in, Group companies also have their own cycles of growth and maturity. Each has a unique corporate culture and a depth of management that supports autonomy and competition across a variety of markets. The companies offer a total value-added service to clients supported by the financial strength of the Group.

The Groups’ operating structure is based on a flexible corporate approach that allows it to adapt to changing market conditions whenever necessary. The Group operates through a number of companies – Leighton Contractors, Thiess, John Holland, Leighton International,  Leighton Asia and Leighton Properties. Each maintains individual identities in the marketplace and has its own advisory board or management committee and distinct corporate culture. Each company has a high level of autonomy and responsibility and each is encouraged to develop its own markets and client relationships.

The catalyst for introducing a decentralised and highly accountable management structure was the 1983 acquisition of Thiess Contractors. The acquisition introduced HOCHTIEF, a major German contractor, as the Group’s largest shareholder and also fundamentally changed the structure of the organisation.

A dual approach was developed in Australia, allowing Leighton Contractors and Thiess to continue as separate organisations within operating and financial parameters agreed with the holding company. The acquisition of John Holland in January 2000 added to the Group’s prestige and workload and the Group’s financial backing has allowed John Holland to achieve a greater potential.

As the parent public company of the Group, Leighton Holdings provides strategic direction and planning, financial management, market positioning and corporate public affairs support.