2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...

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2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
Australian
Construction
 Achievement
       Award
     2010
2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
W.A. LIMESTONE
2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
2010 ACAA Entry Form
We submit the following entry for consideration
for the 2010 Australian Construction Achievement Award
Details of Entrant
Name of organisation:             Southern Gateway Alliance
Address:                          PO Box 7136 Secret Harbour WA 6173
Contact name:                     Gerry Hofmann
Title:                            Assistant Project Director
Telephone:                        (08) 9269 3649
Facsimile:                        1300 308 953
E-mail:                           gerry.hofmann@leicon.com.au

Project Details
Project title:                    New Perth Bunbury Highway
Location:                         Safety Bay to Lake Clifton, Western Australia (50 km south of Perth)
Summary of scope of work:         Design and construct the largest road project ever undertaken in WA,
                                  comprising 70.5 km of dual carriageways (32 km to freeway standard),
                                  19 bridges, 6 interchanges, 32 km shared paths, 21 km noise walls,
                                  21 km drainage, landscaping and public art. Project completed
                                  under budget and 3 months ahead of schedule.

Contract value:                   A$705 million
Contract type:                    Alliance
Contract period:                  36 months
Date of substantial completion:   20 Sept 2009
Purpose of project:               Public freeway and highway connection between Perth and the SW of WA
Name of client/principal:         Main Roads Western Australia
Address:                          PO Box 6202 East Perth WA 6892
Contact name:                     Leo Coci
Title:                            Director Major Projects
Telephone:                        (08) 9323 4300
Facsimile:                        (08) 9323 4598
2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
Entry Declaration
Project Details
We are duly authorised to submit this entry on behalf of
the Southern Gateway Alliance and:
   ›› Agree to abide by the rules and conditions governing
      the Australian Construction Achievement Award as set
      out in this document, including payment of final entry fees
      if selected as a finalist;
   ›› Declare that the construction of project work was the direct
      responsibility of the Entrant; and
   ›› Declare that substantial completion of the project has been
      achieved in the 12 months prior to 30 September 2009.

Date:           27 October 2009
Name:           Ray Sputore
Title:          General Manager, Western Region
Company:        Leighton Contractors

Signature:
2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
Introduction
The New Perth Bunbury Highway          The project involved excavation,
(NPBH) project is the largest public   haulage and placement of
road infrastructure project ever       15 million tonnes of raw materials.
undertaken in Western Australia.       At peak, the haulage fleet
It forms the vital link between        comprised 140 semi-tipper trailers,
the two largest cities in WA,          the largest highway trucking fleet
reducing the travel time for up        ever assembled in Australia.
to 30,000 vehicles per day by
                                       Despite the sheer scale and
approximately 30 minutes.
                                       logistics of the project, SGA
Delivered under an Alliance model,     has been able to deliver
the $705 million project was           this project whilst balancing
completed in September 2009,           environmental sensitivity,
three months ahead of schedule,        community responsibility and
under budget and exceeding all         political credibility and advancing
project objectives.                    the reputations of all participants
                                       in the process.
Southern Gateway Alliance (SGA),
comprising Main Roads Western
Australia, Leighton Contractors,
WA Limestone and GHD, was
formed in late 2006 to undertake
the design and construction of this
massive project comprising:
 ›› 70.5 km of dual carriageway
    (32 km to freeway standard)
 ›› 19 bridges at 11 different sites
 ›› 6 interchanges
 ›› 32 km of shared paths
 ›› 21 km of noise walls
 ›› Numerous pedestrian and
    fauna underpasses
 ›› 21 km of drainage
 ›› Aesthetic enhancement
    and public art
Outcomes achieved
against planned
targets for key project
parameters
The project met or exceeded all project objectives and minimum
conditions of satisfaction, achieving outstanding results and
glowing endorsements from the major stakeholders.

Safety                               Environment                             Stakeholder Satisfaction
The project was completed            The project had numerous                All stakeholders were identified
(over 3.8 million manhours)          environmental challenges,               and profiled at the start of
without a single Lost Time Injury.   including restricted use of bores,      the project. Regular surveys
The project set new standards        ‘Bush Forever’ sites, State Forests,    were undertaken to ensure that
of safety in the construction        dieback, Aboriginal heritage,           stakeholder satisfaction was being
industry by being awarded            Declared Rare Flora (DRF),              maintained and action taken if
a Worksafe Platinum Certificate      Acid and Potential Acid Sulphate        issues developed. In the end,
of Achievement.                      Soils (ASS & PASS), waterways           the project has won wide acclaim
                                     and pollution management.               from all major stakeholders.
Time and Cost                        The project excelled in meeting
The project was completed over       all these challenges with
three months ahead of schedule       outstanding outcomes.
and under budget.
                                     Sustainability
Quality                              The project developed a
The project received third party     sustainability framework, which
certification to AS 9001 for         is destined to form the basis for all
quality systems, AS 14001 for        similar projects in WA. The project
environmental systems and AS         also developed a sustainability
4801 in OH&S. Regular internal       decision-process for managing
and external audits were             conflicting project objectives.
conducted without
any non-conformances.
Initiatives and
achievements for
building the future of
the construction industry

Alliancing innovation                 A new safety culture
In a first for the construction       SGA was able to establish a safety
industry, the Alliance introduced     culture which was transferred
the concept of having a material      to our subcontractors. The project
supply company as part of             team educated a traditionally
the head Alliance Agreement.          undisciplined trucking industry
This was in recognition that          and demonstrated how planned
one of the key success factors        procedures were able to
for this project depended on          achieve the dual objectives of
the ability to source and transport   safety and income for unit rate
large quantities of raw materials     based payments.
in a very short time period.

Work : Life balance
SGA introduced the concept of
a 5-day working week throughout
the project, recognising the
modern and future trend towards
balancing work and leisure time
for employees. This enabled
high calibre staff to be retained
and productivity results met or
exceeded levels that could have
been expected from working
a traditional 6-day week.
Complexity, difficulty
and optimisation of
the construction task
Logistics                              Constraints                          Environment
A construction site 100 metres         Federal and State environmental      SGA delivered exceptional
wide and 71 km long presented          approvals stipulated numerous        environmental outcomes, including
enormous challenges in logistics.      requirements and restrictions, all   the creation of a 22 hectare
Numerous satellite offices were        of which had to be interpreted       landscaped artificial wetland,
established at various locations       and managed. This involved           rehabilitation and landscaping
along the alignment. The project       transferring the intent of rules     works previously not experienced
was split into three construction      and regulations into design          in this State and compliance
Zones differentiated by scope and      outputs and construction             with all required regulations and
discipline. A central project office   Method Statements.                   commitments.
provided overall management and
common resources to each Zone.         Community                            Heritage
                                       The main alignment had more          Being a predominantly greenfields
Interfaces                             than 140 kilometres of adjacent      construction project, Aboriginal
In addition to the internal            residents across four local          heritage issues needed to
interfaces between design,             government areas. SGA developed      be carefully managed. SGA
construction, community relations      a pro-active community relations     established contact and rapport
and environmental teams, there         management plan which                with the Elders of the local
were numerous interfaces with          encompassed stakeholder              Aboriginal community and
services authorities, stakeholders     identification and profiling,        worked closely with them
within the Main Roads, local shires,   establishing community forums,       to ensure that a sensitive and
regulatory bodies, Government          creating community response          sympathetic delivery of the works
Departments and various local          and communication protocols.         could be achieved through
community groups and individuals.      The project was able to turn         their communities.
                                       detractors into advocates.
Unique Risks
SGA identified the major project risks and
set in place management procedures for
controlling them. The main risks for NPBH
were identified as:
 ›› The sheer logistics of being able to ramp up
    construction over a 71 km long front;
 ›› Cost and time overruns due to
    the mid-year winter rains affecting
    the asphalting operations;
 ›› Fuel escalation costs;
 ›› Delays in the event of discovering DRF;
 ›› Capillary action within sand embankments
    on waterlogged flood plains;
 ›› Availability of resources at the start of
    the project when the economy was booming;
 ›› Excessive drainage requirements over
    the large floodplain portions of the project.
Each of these risks was managed and
progressively monitored against the project’s
financial risk provisions.
Leadership and
management of
the project delivery
Project team relationships            Generating a legacy for               Planning & control
NPBH was delivered as an Alliance,    the construction industry             of design and
with senior management working        Staff from regulatory bodies were     construction operations
as an integrated project team.        seconded into the project team,       The design process was integrated
Considerable time and effort was      providing a more streamlined          into the construction program,
invested in relationship training     approach to understanding and         with staged deliverables and
and team building to ensure           managing the environmental            squad checks allowing optimum
integration of staff from different   approvals processes. In turn,         construction planning. A web-
work cultures. Regular Project        the knowledge that these              based document management
Director breakfasts were held         people gained will allow them to      system allowed efficient control
along the alignment to provide        better understand how to guide        and dissemination of all design
information updates on the state      approvals when dealing with           documents over the entire
of the project to the wider team.     the construction industry on future   project site.
                                      projects. Also, the GPS machine
Innovations                           guidance system has allowed this      Occupational health
SGA adopted a GPS-based               system to be further developed        and safety
machine guidance system               to next generation levels for the     Safety was the project’s highest
to undertake the earthworks           benefit of future projects.           priority and a fully integrated
without the use of site surveyors.                                          safety strategy was implemented
This increased accuracy, reduced      Contribution in                       to achieve the project’s
construction time and eliminated      the design process                    outstanding safety achievements.
the need for on-site surveying        The project established a Technical
and survey pegs. In another first,    Advisory Group (TAG), consisting      Environment
an Organisational Psychologist        of eminent and experienced            NPBH met or exceeded all
was employed to assist in team        designers to challenge engineering    environmental obligations and
building and management took          standards and to establish new        project objectives and received
rides in the haulage trucks to        benchmarks in the design of           acclaim from the EPA for
allow closer communication with       flexible pavements, drainage, and     its environmental procedures,
the drivers.                          embankments on saturated soils.       standards and outcomes.
Industrial relations                Training and development
The project did not lose any        initiatives
time to industrial disputes. SGA    More than 230,000 man hours
established individual employment   were invested in developing and
contracts for all its wages         upskilling the workforce, including
employees and provided fair and     new trainees, apprentices, “at-risk”
equitable terms and conditions of   youth, supervision, construction
employment. The National Code       leadership and women in
of Practice in the Construction     non-traditional trades.
Industry was strictly observed.
                                    Legacies left beyond the
Project finance and                 contract obligations
project initiation                  More than $600,000 worth of
The project was fully government    legacy projects were donated
funded and was initiated through    to the community – a 22 hectare
co-operation between the State      wetland, a school playing field, an
and Federal Governments.            Indigenous walk trail, permanent
                                    toilets, iconic art lighting and
Use and development of              the funding of research into DRF.
new technologies
The widespread use of the           Optimisation of the use of             Leaving enduring
GPS machine guidance system         scarce resources                       social benefits for
advanced industry knowledge         SGA adopted the use of recycled        the community
in this technology. Also, blown     materials in a number of areas,        More than $100 million was
fibre technology was used to        trialling the use of bio-diesel and    injected into the local community,
create the Intelligent Transport    blending unsuitable material with      with 36% of the 2,400 employees
System (ITS) backbone down          higher quality material. The project   sourced from the local region.
the main alignment.                 team also trialled the use of          A “Vision Zero” road safety
                                    mine tailings as a nutrient            program was developed and
                                    striping mechanism and blended         implemented to create improved
                                    recycled compost with topsoil          safety of the completed road.
                                    for landscaping mulch.
Project Team
Participants in Southern Gateway Alliance:
  ›› Main Roads Western Australia
  ›› Leighton Contractors Pty Ltd
  ›› WA Limestone
  ›› GHD Pty Ltd

All design and construction activities were undertaken
by the Alliance participants, working as an integrated team.

Key Project Team Members
Alliance Board                       Phil Ladner, Peter Woronzow   (Main Roads)
                                     Ray Sputore, Wayne Bizzaca    (Leighton)
                                     Wally Lukic                   (WA Limestone)
                                     Des Boland                    (GHD)
Main Roads Representative            Leo Coci
Alliance Management Team
Project Director                     Joe Trio
Assistant Project Director           Gerry Hofmann
Construction Manager                 Scott Martin
Engineering Manager                  Ashley Wright
Safety Manager                       Doug Bevan
Environmental Manager                Neil McCarthy
Quality Manager                      Les Marchant
Raw Materials Manager                David Della Bona
Alliancing & Innovation Manager      Ian Deck
Commercial Manager                   David Hulme
Community Relations Manager          Tammy Mitchell
Australian
Construction
Achievement
Award
2010

PO Box 7136
Secret Harbour
WA 6173
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