2010 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD - AUSTRALIAN CONSTRUCTION ...
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Australian
Construction
Achievement
Award
2010
W.A. LIMESTONE
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
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:
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 artOutcomes 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 MitchellAustralian Construction Achievement Award 2010 PO Box 7136 Secret Harbour WA 6173
You can also read
