Essential Utilities Corporation (EUC) founded in 1996, is a privately-owned Australian company specialising in the tendering and benchmarking of ICT services.

With offices in NSW, Victoria, Queensland and New Zealand, EUC is acknowledged as the leading Australasian Telecommunications Tender and Benchmarking organisation.

EUC is passionately independent and constantly ensures we have no potential conflict of interest.

We are acutely aware that our clients’ primary objective is to increase the value they receive from their telecommunications contracts. EUC update our clients as soon as the range of likely outcomes is determined to enable the client to decide to continue, halt or modify the project.

This flexible engagement model has never been as important to our clients as it is today with the major disruptions of NBN, SDWAN and 5G making “doing nothing” NOT an option.

No one can match this level of insight into telecommunications products,
services and pricing, including NBN and SDWAN



Clients including:



of the top 100 on ASX

(including all major banks and representing 84% of the total market capitalisation of the top 100)



of the top 25 companies in NZ



Government Departments in Australia and New Zealand



Local Councils



Mining, Media and
Retail companies



Not-for-profit Organisations



“mid-market” clients spending between $750k and $2mill p.a.


OVER $2 BILLION Reviewed Each Year

EUC has serviced over 750 major Australasian companies and government entities including over 60 of the top 100 on the ASX regularly since 1997. This regular exposure provides EUC with a unique, detailed insight into the evolving “Market Best Practice” solutions and “Market Best Pricing” covering, technology and services such as SDWAN and the National Broadband Network (NBN), as well as developing an unparalleled level of credibility with the major suppliers.

EUC has a unique insight into the strategies utilised by Australasia’s leading companies. It is this insight into “what works and what doesn’t” that enables EUC to develop customised strategies for your organisation that will deliver the lowest ‘Total Cost of Ownership’ for your telecommunication services.

EUC’s independence from all carriers and our agnostic view regarding technologies and networks has firmly established the EUC value proposition with our clients.

No one can match this level of insight including SDWAN and NBN

Competitive Analysis



The single most important element in conducting a successful benchmark, where the outcome is accepted by both parties in a timely manner, is the Relevance* of the Benchmarker’s database.

“The similarity of the Primary Price Drivers** between the organisation being benchmarked and the benchmark peer group determined by the granularity of the peer group’s contractual, usage and infrastructure details within the Benchmarker’s database”

**Primary Price Drivers (PPD):
“Factors that contribute to the way The Market*** prices a product or a service. PPD’s evolve over time and are often not related to the actual cost of providing the product or service. In telecommunications carriage for example, pricing is more a “return on investment” strategy as opposed to a “cost plus” model”

***The Market:
“Any provider capable of delivering the current or required range of products and services to the client”

Major Price Drivers include:

  • Expenditure: current spend per product as well as “whole of business”
  • Volume: the quantity of the product or service consumed
  • Geography: physical location of each site as well as the terminating point
  • Service Levels: restoration times, availability and associated penalties
  • Technology: fibre, NBN, 5G, SDWAN
  • Government regulation
  • Contract Term
  • Funds: annual funds/bonuses are now entrenched as an effective “discount”

Eliminating the need to normalise**** pricing is the key to a concise, aggressive, fact-based, deliverable benchmark outcome.

“Allows the comparison of corresponding values for different datasets in a way that eliminates the effects of certain gross influences.” – The Oxford Dictionary of Statistical Terms

No one can match this level of insight



The Virtual Tender Response (VTR) was developed during the Global Financial Crisis and enhanced during COVID-19 – EUC’s clients wanted a “tender outcome” without the expense or need to dedicate over-stretched internal resources to conduct an RFP.

EUC has developed and refined the process to extrapolate market trends, factoring in the increasingly more competitive market, driven by NBN and technologies such as SDWAN and 5G.

The VTR also enables the client to overlay preferred options regarding solutions, technology and specifications to construct and quantify a business case to meet the future requirements of their business.

No one can match this level of insight


OVER 1500 Tenders but many thousands of Lessons Learnt

Having sat in >6,500 short list meetings since July 1997, EUC has gained a unique insight into, not only what potential respondents require in a tender or RFP to respond quickly, accurately and aggressively, but also what should be “held back” and negotiated “at no cost” during the best and final offer (BAFO) rounds.

EUC’s understanding of the costs and risks of transition (across technologies as well as providers) has not been acquired from text books and whitepapers, but from the active involvement in observing the processes and outcomes first hand.

*fault: failure to provide adequate dedicated and equipped resources to support the transition process.

Greatest Tender Mistakes:

  • Using a generic “cookie cutter” approach that does NOT reveal your organization re: where you are (and why), where you need/want to be (and why).
  • The list of major companies that have, and continue in utilising a monolithic “Tender Template” in an attempt to “get the market to give us WHAT we want and HOW we want it” is as impressive, as it is depressing, when you see the confused and fractured relationship between client and provider that is left behind with the only solution often being…. another tender!

The tender must be about YOU but also it must flush out the capability of the potential respondents. They will almost always say “yes we can” during tender responses and BAFO negotiations when their track record indicates “no we can’t”.

No one can match this level of insight


  • The National Broadband Network has been a huge disruption in the Australian Telecommunications Market.
  • With “coverage” no longer being the domain of a few, it is now available to all.
  • This enables solutions, technology (SDWAN) and services to be the basis for supplier selection.
  • The major infrastructure owners are also embracing NBN where it makes logical sense.
  • The benefits from a bandwidth, coverage and price perspective are significant.
  • EUC can provide an overview of how NBN can impact on your network from a technical and commercial perspective.

No one can match this level of insight


MILLIONS OF DOLLARS Billed and paid for, but not required!

EUC’s Infrastructure Utilisation Review Does:

  • Identify all low and non-utilised fixed voice infrastructure.
  • Investigate current ‘actual’ status versus ‘billed’ status of all services.
  • Provide detailed reports of;
    • Disconnected services still being billed (and rebates/credits due)
    • Services that can definitely be disconnected and the resulting savings
    • Services that require additional investigation to confirm disconnection status
  • Project manage the initial ‘suspension’ of services agreed to be disconnected to ensure minimal business disruption.
  • Review subsequent billing to confirm and report on actual savings achieved and to follow up on non-actioned requests for disconnection.
  • Have experience in achieving major cost-savings; Downer Group, Shell, Emergency Services Telecommunications Authority, Tabcorp, Harvey Norman, APN, Aust Red Cross and Pacific National.

EUC’s Infrastructure Utilisation Review Does Not:

  • Confuse security and eftpos services with not-required services.
  • Confuse Telstra infrastructure with zero Telstra usage that may be carrying third party usage (Optus etc).
  • Involve disruptive site visits unless absolutely necessary and of significant potential savings.
  • Simply disconnect services without;
    • Calling the service number
    • Confirming status with the carrier
    • Reporting status to customer
    • Preparing a report, by location, for review by the customer’s on-site personnel
    • Initially ‘suspending’ the service which enables instant reconnection if the customer requires the service to be reactivated, immediately and without any reconnection costs.
  • Charge the customer until savings/credits have been confirmed with the carrier and reflected in the customer billing.



EUC has conducted telecommunications benchmarks and tenders for over 780 Australasian enterprise and government clients* on a regular basis since the market deregulated in 1997.

* Many ICT and procurement consultants claim to provide consulting services to some EUC clients. ALL of EUC’s clients utilise EUC for ONLY Benchmarking, Tendering and Market Analysis.

These engagements have included over 1500 tenders/RFPs and 2,500 benchmarks.

The data utilised in the tender and benchmark processes is retained (unless specifically requested otherwise) within EUC’s database at the most granular level, relevant to past, current and emerging primary price drivers in the market.

No one can match this level of insight


GOOD VALUE is only achieved via a GOOD RELATIONSHIP

The TVi was developed in 1999 by EUC in direct response to our clients’ frustration with the quality of and their relationship with their telecommunications providers.

The challenge identified by EUC was that across our client base the perception of the value of the relationship varied dramatically even where the provider’s account team was the same.

To improve the value proposition, it is essential that the “key stakeholders” (i.e. those that rely heavily on what the provider delivers, in “doing their job”) are clearly identified and that their priorities and problems are communicated, documented and prioritised, to enable the engagement model with the provider to evolve accordingly.

This is a key element in the relationship and includes “Funds, Rebates, Resources, Innovation and Contractual T&C’s”.

The TVi construction captures these and identifies where the provider’s perception of the “value ledger” is disproportionate to the customer’s view.

“The best investment your team can make. Takes only 30-minutes online.”

No one can match this level of insight

ICT Procurement Strategy


NO ONE CAN MATCH this level of detailed insight

Gary Trewin – Director


In 1996 Gary co-founded EUC to assist organisations across the Asia Pacific region to take full advantage of the deregulating utilities markets.

Utpal Baruah – Director


Utpal joined EUC in 2000 and oversees all of EUC’s analytical processes. Utpal manages EUC’s product development as the market and the technology evolves.

Account Directors

EUC provides a dedicated Account Director to manage individual; Benchmarking, Tendering, Audits, TVis, Carrier Performance Reviews and Virtual Tender projects for our clients.

Collectively this team review over 250 major contracts each year with a combined annual expenditure of almost $2 Billion.

A snapshot of the team’s recent activities is below.


OVER 750+ Corporate and Government clients in Australia and New Zealand and counting…