CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD i Scope of Work

The Clem Jones Tunnel (CLEM7) is alternate route to the many roads that were Tunnel construction included: Brisbane’s first major road tunnel and the impassable or closed due to flooding. ■■ 41 evacuation cross passages between the longest and most technically advanced The Project was delivered by the Leighton two mainline tunnels every 120m; tunnel in Australia. The project has an overall Contractors and Baulderstone Bilfinger ■■ A long passage for evacuation from the length of 6.8km and links the Inner City Berger Joint Venture (LBBJV) under a lump Shafston Avenue ramps; Bypass (ICB) and Lutwyche Road in the sum design and construct (D&C) contract. A ■■ Five underground substations, each north of Brisbane to the Pacific Motorway ‘fast track’ design and construction approach consisting of four individual tunnels and Ipswich Road in the south, with an entry was adopted, which enabled LBBJV to excavated in the space between the two and exit ramp at Shafston Avenue. deliver the Project seven months ahead of mainline tunnels; The CLEM7 is the first critical component of schedule and on budget for their client ■■ A dedicated tunnel in each tube, beneath the Brisbane Lord Mayor’s TransApex vision RiverCity Motorway (RCM), who is in a the road surface for cabling; and to ease congestion and cater for the city’s Public-Private Partnership with Brisbane City future traffic needs. The tunnel, which has Council (Council). The Project cost $3 billion, ■■ A smoke duct in the ceiling of each tunnel, 2 the capacity to carry more than 100,000 which includes financing costs and the 9.2m in cross section, to extract smoke in vehicles a day, bypasses Brisbane’s CBD $2.1 billion of design and construction cost. an emergency and to manage air quality in congested traffic. and 24 sets of traffic lights, reducing travel The scope of work included excavation and The tunnel route runs beneath the Brisbane time by up to 30%, cutting fuel costs, vehicle fitout of two parallel twin-lane tunnels, 4.8km River. The majority of the tunnel is designed emissions and improving safety. During the each in length, as well as links to Brisbane’s and constructed as a fully tanked structure, recent devastating floods in Brisbane the road network by 18 bridges, six entry and with only short sections designed as drained tunnel proved to be an important asset, exit portals and 155,000m2 of road, including tunnels. providing evacuees with a vital and secure a three-level interchange.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 1 The tunnel has state-of-the-art mechanical ■■ Control Systems for traffic management and electrical (M&E) systems, including: and plant management, including a Tollroad Control Centre with a 24 hour, 7 ■■ High and low voltage reticulation including two 33kV surface intake substations and days-a-week manned control room; five underground substations; ■■ Tunnel pumping stations, including two low point sumps in the mainline tunnels ■■ Tunnel and emergency lighting systems, 3 street lighting and architectural lighting; providing a total volume of 270m , another major sump at the base of the southern ■■ Tunnel ventilation, including 119 jet fans vent tunnel with a volume of 545m3, as well (comprising 98 off 30kW jet fans in the as smaller pump stations; mainline tunnels, and 21 off 45kW jet fans ■■ in the Shafston Avenue ramps) and two A groundwater treatment plant to treat surface ventilation stations, each housing tunnel groundwater from the drained five 150m3/s normal ventilation extraction sections of tunnel prior to discharge into fans, as well as five 100m3/s smoke local waterways; and extraction fans; ■■ Four ambient air quality monitoring stations to provide real-time monitoring at ■■ Communications systems within the tunnel, including radio rebroadcast, ground level and elevated locations in emergency telephone, mobile telephone, proximity to each of the ventilation outlets. two-way radio and PA systems; The Northern Surface Works included: Aerial view of Northern Surface Works ■■ Traffic Management Systems, including ■■ Widening of Lutwyche Road; electronic signage, overheight vehicle ■■ Construction of 12 new or widened bridges ■■ Construction of surface buildings including detection and warning system and CCTV; to connect the CLEM7 with the newly the Tollroad Control Centre, 30m high ■■ Automatic Video Incident Detection widened Lutwyche Road and Inner City northern ventilation outlet, surface System; Bypass (ICB), including a three level substation and fire pump room; ■■ Fire Systems, including detection (both interchange; ■■ Construction of a re-routed shared point type detectors and fibre optic “fire ■■ Construction of the northern portal and pedestrian and cyclist path; and wire”), suppression (zoned fire deluge approach ramps; ■■ system within the traffic space and foam Erection of noise barriers on Hale Street. suppression in the low point sumps) and associated fire pump stations/fire brigade boost points;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 2 ■■ Construction of the Ipswich Road pedestrian underpass; ■■ Widening of the Pacific Motorway to accommodate the tunnel connection, including widening of three bridges (including a rail bridge) and demolition of a footbridge across the motorway; ■■ Construction of an additional northbound lane on the Pacific Motorway; ■■ Construction of the new Harrogate Street footbridge across the Pacific Motorway; ■■ Construction of a dedicated 1.4km long bikeway and pedestrian pathway; and ■■ Construction of the 44m high southern ventilation outlet and surface substation. Additional surface works scope included $24 million of Public Utility Plant (PUP) relocations, local road adjustments and

Aerial view of Central Surface Works Aerial view of the Southern Surface Works extensive landscaping works, including the creation of a new park adjacent to the southern ventilation outlet. The Central Surface Works included: The Southern Surface Works included: The scope also included the roadside ■■ ■■ Widening of Shafston Avenue to allow for Construction of the southern portal in the free-flow electronic tolling system. The back one lane entering the tunnel and two lanes median of Ipswich Road; office scope of the tolling system, which exiting the tunnel in the median; and ■■ Widening of Ipswich Road to maintain the includes all the business elements, including ■■ Construction of the Shafston Avenue same number of through traffic lanes; payments and toll evasion notices, was portals. ■■ Construction of an underpass for delivered by RCM. northbound Ipswich Road traffic to allow the ramps to be constructed from Ipswich Road and the Pacific Motorway;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 3 Unique attributes of the CLEM7

■■ The first project in Australia to use two ■■ Use of a radio frequency identification large double shield Tunnel Boring (RFID) tagging system during Machines (TBMs) driving simultaneously construction to transmit a person’s through hard rock, with a compressive location wirelessly. The system was strength of over 100MPa. designed to monitor all people and assets in the tunnel to improve safety ■■ The largest major civil infrastructure project in Australia to rely solely on and operational efficiency. recycled water for construction. ■■ Installation of cable tunnels during the TBM operation, allowing mechanical ■■ Reconfiguration of the arrangement and staging of construction on the Pacific and electrical services to be installed in Motorway, Woolloongabba to mitigate parallel with civil construction. the disruption to the 150,000 vehicles ■■ An improved loop ramp configuration at Southern Entrance Portal Canopy that use it daily. the Shafston Avenue entrance which helped reduce program time and ■■ Development of a real-time noise and The Project included landmark urban design vibration monitoring system utilising geological risk. elements, including: modem connected equipment with a ■■ Re-design of the ramps at the ■■ The southern and northern ventilation web-based interface to verify Woolloongabba and Bowen Hills outlets, which use the Poinciana and predictions. connections to improve connectivity, Jacaranda trees as inspiration for the traffic flow and reduce construction risk. ■■ World leading fire and life safety design design of the façade, fitting the brief ‘to with both tunnels fitted with longitudinal ■■ Induction of more than 13,000 people, complement and celebrate the city’s ventilation, deluge and smoke extraction with another 3,800 undertaking natural assets’; and and a state-of-the-art smoke duct. recognised training programs. ■■ Spectacular portal canopies that combine function and art by providing a transition between the light outside and inside the tunnel, allowing motorists eyes to adjust to the driving environment.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 4 Type of Contract Used

In April 2006, Council entered into a Public- The Project Deed included a number of Side Private Partnership with RCM to finance, Deeds and Agreements to accommodate the design, build and operate the CLEM7 for a significant interests of key stakeholders and period of 45 years. In turn, RCM contracted authorities, including: LBBJV to design and construct the Project ■■ Queensland Department of Transport and under a hard dollar contract that was “back- Main Roads (DTMR), who own and operate to-back” with the requirements of the Project the Pacific Motorway, which required Deed between Council and RCM. significant construction works as part of At the same time, RCM contracted Brisbane the Project; Motorway Services (BMS) to operate and ■■ Queensland Rail, who have assets in the maintain the motorway. Although there was north and south ends of the Project that no contractual relationship between LBBJV were altered as part of the scope; and and BMS, each had obligations to each other ■■ Queensland Fire and Rescue Service, who, by way of an ‘Operations and Maintenance through Queensland Emergency Services Interface Agreement’ that was part of each of had a significant role in reviewing the their contracts with RCM. design and construction of the fire and life safety systems for the tunnel, as well as the Operational Incident Management Plan. Partners unite for the CLEM7

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 5 LBBJV had a number of Consultancy Agreements with design consultants, including lead designer AECOM Parsons Brinckerhoff, geotechnical consultants Golder Associates and tunnelling designers Bilfinger Berger Technical Bureau. LBBJV subcontracted out a number of key areas of specialised work under contracts that were Key Authorities back-to-back with the conditions in the D&C referenced via side deeds or other agreements Contract (and therefore the Project Deed). Department of The contractual arrangements are Transport and Main Roads represented in the diagram to the right. Queensland Rail Queensland Fire and Rescue Service RNA Design & Construction Operations & Maintenance

Lead Designers Geotechnical Consultants

Joint Venture

Urban Designers M&E Design & Construction

Electronic Tolling

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 6 EVALUATION CRITERIA 1. Outcomes Achieved Against Planned Targets for Key Project Parameters

The Project did not have a formal Key Result ExxonMobil Business Excellence through Details of how LBBJV’s leadership team Area structure; instead outcomes and OHS&E Management Award. In awarding the achieved this huge improvement are performance were regularly evaluated distinction to LBBJV, the NSCA said: described in Section 3.5 - Occupational through close consultation with the Client. “This project’s achievements included: Health and Safety. The Project exceeded expectations in many At its peak, the CLEM7 brought together areas and delivered an end product of ■■ Turning the $3 billion mega-project’s rolling Lost Time Injury frequency rate (LTIFR) some 2,100 people from many parts of the exceptional quality and one of the safest world to work on the Project. Our challenge tunnels in the world. from a peak of 9.2 in December 2008 to just 1.2 at tollroad opening in March 2010 was to unite 350 staff, 700 wages employees, 850 subcontractors and over 200 1.1 Safety ■■ Completing the final 1.5 million manhours consultants into a safety culture that many of up to project close-out in July 2010 From project award in May 2006 to project these people may not have experienced without a lost time injury and close-out in July 2010 the CLEM7 engaged before. Our approach needed to be simple, over 13,000 people with 13.7 million man ■■ Opening the roadway seven months ahead practical and effective to ensure that we hours worked. The rolling Lost Time Injury of schedule and within budget could align all our people into a way of Frequency Rate was just 1.2 at tollroad Their submission showcased how the project thinking and working that put safety ahead of opening in March 2010 and the final 1.5 team recognised and resolved safety production. million man hours up to project close-out performance issues and successfully We achieved this through the establishment were completed without a lost time injury. integrated these improvements with the of a strong safety culture, underpinned by operating business system of CLEM7 to LBBJV was named Winner of the 2010 the CLEM7 “Safety Roadmap” - a project- produce the excellent results outlined above National Safety Council of Australia (NSCA) specific, tailored safety handbook comprising - no mean feat on a project of this size and National Safety Awards of Excellence – rules, procedures and instructions. complexity.”

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 7 The Safety Roadmap was issued in hard copy for easy reference to each manager, supervisor and foreman responsible for personnel and was updated regularly with new information and continuous improvements. Its distinctive name and physical presence in offices across the Project was all part of the drive to build and maintain a positive, united and ever-present Mobile Working Platforms for M&E fitout Travelling Smoke Duct forms safety culture on the job.

Another cornerstone of the Project’s safety underground to improve operational Another initiative was the travelling form for culture was the Safety Leadership Team efficiency. the smoke duct, which, like the mobile (SLT), which consisted of the Project Director, A key initiative that minimised safety risks working platforms, was designed to allow Deputy Project Director, Interface Manager, vehicle movement to continue beneath it General Superintendent, Safety Manager and and increased productivity was the mobile working platforms, designed and while smoke duct slab construction area Project Managers. The SLT worked with continued overhead. all levels of the project team to integrate commissioned by LBBJV for the M&E fitout health and safety performance into the of the tunnel. The majority of the M&E fitout LBBJV established a stringent safety normal everyday operating business systems was carried out from these platforms, which reporting culture, centred on “learning and sent the clear message that safety was included a high-level working platform and a through thorough reporting”. Over 440 our biggest priority. hoist to raise equipment. This innovation incidents were investigated with more than ensured a secure and dedicated working 200 Safety Alerts put in place as a Experienced personnel and a proven safety space for M&E fitout that was physically consequence. This culture made a tangible system completed the team’s ability to separated from other activities and allowed difference by ensuring senior management proactively manage safety on the job. The the safe passage of all other tunnel got to the root cause of the incident or near CLEM7 drew on past experience and new construction traffic underneath, eliminating miss enabling effective measures to be technologies to provide effective solutions to the need for multiple elevated working implemented to reduce the risk of an safety risks. For example, the Project utilised platforms and the inherent risks associated occurrence. a radio frequency identification (RFID) with them. tagging system during construction, which located and tracked every individual within the tunnel and was utilised to track assets

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 8 1.2 Time The tunnelling activities were on the critical The CLEM7 was opened to traffic on 15 path and in recognition of this LBBJV March 2010, almost seven months ahead of dedicated a lot of attention to two key areas, the contractual date for tunnel completion. namely: LBBJV adopted a ‘fast track’ design and ■■ Tunnel design, construction methodologies construction approach and structured its and access logistics - intense and construction team and program so that it thorough review and planning was carried was able to deliver the built elements in out, resulting in a number of key initiatives Tunnel Cross Section autonomous cells. that significantly reduced the Project’s The construction program was driven duration, including: centrally by the Project Director, who set an –– Portal design changes to facilitate early aggressive early completion date, and was access to mainline tunnel excavation. managed locally by each of the seven area –– Use of two purpose-built tunnel boring Project Managers who were responsible for machines (TBMs), rather than one as preparing a program to meet the target. Each contemplated in the Client’s reference area program was fed into the overall project design, which significantly reduced the program. Each Project Manager reported duration of tunnelling. progress on a weekly basis to the –– Use of double shield TBMs allowing for Construction Director, while milestone dates excavation advancement coincident with were agreed and reported monthly for all tunnel lining, again reducing the major project elements. tunnelling program. –– Introduction of temporary construction- stage shafts to increase the number of tunnel excavation fronts. –– Concurrent construction of cross passages and mainline tunnels. –– Use of purpose-built travelling forms that allowed smoke duct construction to progress overhead without interrupting Gibbon Street shaft TBM demobilisation area tunnel construction traffic.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 9 ■■ Introduction of innovative purpose-built This process effectively managed the mobile work platforms that enabled the completion risks, providing transparency of M&E fitout activities to progress without the status of completion tasks and certainty interruption overhead in the tunnel in relation to the completion date to all key envelope proper whilst allowing stakeholders. unimpeded traffic flow beneath the ongoing activities. 1.3 Cost These initiatives successfully improved the Cost certainty was paramount on CLEM7; Construction of Cable Tunnel past tunnelling performance achieved and in whilst some clients may have access to doing so have made a valuable contribution additional funds to pay for unforeseen to the industry. circumstances that arise during the project ■■ M&E scope and its interface with the rest delivery phase, a concession company such The collective experience of the team was of the Project, with the following key as RCM has extremely limited flexibility in that on major projects there are many areas time-saving initiatives being implemented: this regard. For their part, RCM aimed to that, if not effectively managed, can –– LBBJV converted the executed lump ensure cost certainty by signing LBBJV to a adversely affect program. These areas sum contract with United, the M&E hard dollar lump sum contract written to include planning, procurement, authority subcontractor, to an alliance, with a gain ensure that, as the design and construct issues, environmental issues, community share/pain share arrangement for M&E contractor, LBBJV took the lion’s share of the issues, spoil management and quality close labour costs. The alliance created a project delivery risk. However, contractual out. Recognising fully this “weakest link in no-blame environment, which promoted relationships alone do not give certainty and the chain” effect, and its potential impact to transparency and fostered a joint many such tightly written contracts have still the project end date, LBBJV placed a great approach to solving challenges resulting resulted in costly variations for the Client. from the interface between the deal of emphasis on teams recognising and From the outset LBBJV senior management excavation/civil fitout works and the assessing the tasks ahead and implementing set out to establish and maintain an open M&E fitout. It also allowed for greater solutions at a sufficiently early stage to avoid and cooperative relationship with both RCM resources flexibility by drawing on the delays. and Council in regard to all matters, including pool of resources available to both The project team developed and commercial matters. We recognised that LBBJV and United. implemented a Completion Plan, which fostering a positive relationship had many –– included a comprehensive process to identify Introduction of a separate cable tunnel more mutual benefits than, for example, and manage every individual task required to underneath the road surface in each chasing multiple variations. tunnel, enabling high voltage cable open the tunnel safely to traffic. pulling activities to proceed early and unimpeded by concurrent works.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 10 This openness included early identification Developing the system and providing training Critical to the successful implementation of by LBBJV of issues that may impact scope to users was a significant commitment, the Quality Management System was and/or cost and working with RCM and requiring dedicated resources over four LBBJV’s top down, unequivocal support of Council to solve the issues to mutual months in preparation for the first the value of effective quality management to satisfaction, rather than simply valuing and certification audit. The benefits of this the end result. This meant that quality submitting variation claims. investment were well worth it – the end result management was continually kept front of mind at all levels in the project team. Quality This collaborative approach resulted in the being a practical, simple system that management had a key role at weekly senior final contract sum remaining within 3.2% of reflected LBBJV’s plan for delivering the management meetings to ensure the the original $1.998 billion contract amount. Project, using processes that addressed progressive close-out of all quality issues, By industry standards this is extraordinarily project-specific requirements, rather than thereby avoiding a situation where a large low, given the complexity of the Project, the shoe-horning the Project into a pre-existing volume of issues remained unresolved over lump sum nature of the contract, the speed system. time. This senior management approach was at which the Project was delivered and the The Project was continuously reviewed instrumental in providing a methodical and “overheated” nature of the industry at the during delivery by an Independent Verifier transparent process for RCM, Council and time of delivery. (IV), which included a team of experts in their the IV so that signing off the Project for fields. The IV’s role was to verify that the opening to traffic was a very smooth and 1.4 Quality Project met all the requirements of the predictable process – a significant LBBJV’s targets with respect to quality were contract, including technical and other achievement on such a large, lengthy and to resolve all quality issues in a timely specifications, as well as issues like fitness complex project. The end result was telling, a manner and provide transparency and for purpose and best practice. The IV’s project that had less than 70 minor defects documented traceability of Qualtiy Assurance review was holistic, starting at the design across its entirety at completion and an end (QA). This section describes how LBBJV phase and continuing through construction product that is proving very reliable for the successfully achieved both these targets. planning, construction implementation and, Client and Operations and Maintenance finally, documentation including construction Although the contract did not require it, Team. lots and as-built records. The IV certified LBBJV made the decision to develop a each design package and the design as a Another important decision by LBBJV was to project-specific Quality Management System whole, inspected the constructed works to establish an independent QA Team, which that was independently certified to ISO 9001. confirm they complied with both the certified included QA engineers dedicated to each of This was done primarily to make the design and the contract requirements and the area Construction Teams, but management system more flexible and finally, signed off the Project as being accountable to the Project’s QA Manager. responsive to the specific needs of the complete and safe to open to the public. Project, the Client and other stakeholders.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 11 This injected rigour into the QA process and of work, including design documents, It is therefore possible to provide forward ensured an independent review of the quality relevant certificates, construction lot records, traceability from, for example, the design lot being achieved and the QA documentation. non conformance reports, shop drawings, through site changes and minor variations to warranties, acceptance records from service construction lot records and the as-built The Project created more than 5,600 work utilities and asset owners for works on their records and drawings, and backward lots, each of which was prepared and closed assets and lists of all inspections carried out traceability, from geographical locations to out by the relevant engineer and, importantly, and the outcome of those inspections, certified design lots, shop drawings and checked by the independent QA engineer. including resolution of any issues. Each construction records. This created a robust process that generated Tracking Sheet had to be verified as a lot of confidence in the records produced Ready accessibility of records was provided complete and signed off by the Project and ensured that the works were verified for all stakeholders through the web-based Manager responsible for the main works in expeditiously and progressively. All project collaboration/document management that area. documentation associated with a lot was system. This transparency created captured electronically in the project One of the essential elements of success of confidence that the works were being collaboration/document management the QA system was traceability. In total constructed correctly and the documentation system. Once all records for a construction 22,000 QA documents, 18,000 drawings required to be submitted at the end of the lot were completed, checked and uploaded (including 8,300 as-built drawings) and over Project would be available. The upshot was to the document management system, the IV 600,000 files related to completion and QA that on the day the project team formally was notified and could audit the construction records were produced. From the outset, advised the Client the works were complete, lot. Any issues raised by the IV were LBBJV made a conscious decision to set up and the tunnel ready for operation, the IV satisfactorily resolved through a process a system based on providing the capability to was able to confirm this was the case that involving the IV, the independent QA Team stakeholders to trace the history of any QA same day and did not take any of the 15 and the Construction Teams. issue. To achieve this all QA and completion days available to him under the Project Deed records are filed together on one system and to make his assessment. Furthermore, all Planning for completion began over two are traceable via the geographically defined project-related issues, including all as-built years prior to tunnel opening and was areas across the entire Project. The Tracking drawings, were confirmed as being 100% managed under the QA System to ensure the Sheets (described above) provide the links closed out by the IV within 16 weeks of the necessary level of rigour and reliability. The between records relevant to the geographic tunnel opening to traffic – a feat that is entire area of project works was graphically area. unprecedented on such a large job. represented on a map and divided into over 200 geographic areas. For each area a QA Tracking Sheet was created, which listed all relevant documents associated with that area

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 12 All in all, QA Management was a tightly In general terms LBBJV managed: Through the CEMP and integrating managed and well documented process that sustainable thinking and practices into the ■■ Noise and dust at main tunnel sites added great value for the Client by providing supporting 24 hour, 7 days-a-week wider project team, the Project shaped a confidence that the end product was of a tunnelling operations by erecting acoustic- number of innovations and exceeded high quality, supported by excellently lined work sheds over all tunnel entrance environmental expectations in several areas. documented records. worksites; For example, in response to Brisbane’s Further information about quality ■■ Regenerated noise and vibration from severe drought, LBBJV decided to make the management is provided in Section 3.4 - tunnelling by developing a predictive Project self sufficient for construction water, Planning and Control of Design and model that provided the Community which meant it would operate its Construction Operations. Relations Team with the information to construction activities without drawing from communicate to residents and businesses Brisbane’s drinking water supply. Following 1.5 Environment and the expected timing, duration and affect of an extensive investigation, LBBJV Sustainability Outcomes tunnelling activities; implemented an innovative water management system that included the The CLEM7 team was particularly cognisant ■■ Community engagement through the following infrastructure: of the need to consider its local surroundings Community Engagement Plan; and during construction, in particular the ■■ ■■ Sustainable development, which is best Two reverse osmosis water treatment environment and community. From the demonstrated by the preservation of plants – one supplying the precast outset, management wanted to set a new mangroves at Enoggera Creek and the concrete plant and the other supplying the benchmark for environment and sustainability Project’s self sufficient water management TBMs, which drew water from Enoggera practices on infrastructure projects. program saving 1,500 mega litres (ML) of Creek, treated it to remove salt and LBBJV developed a detailed Construction town water during Brisbane’s drought. discharged the brine through a long Environmental Management Plan (CEMP) The outcome of this very proactive pipeline along the route of the ICB to the which provided the framework for the team’s environmental program was that after some Brisbane River; environmental efforts and achievements, and 32 months of heavy engineering construction ■■ Seven ultra filtration water treatment guided the Project through the requirement work in, under and around Brisbane’s inner modules which produced general to comply with the conditions set by the city, LBBJV was compliant with all the CoG construction water, wash water and water Coordinator General (CoG), key elements of conditions and only incurred two minor for dust suppression; which were the control of construction noise, breaches from Brisbane City Council’s local dust, vibration, community engagement and laws for small quantities of lightly sedimented approach to sustainable development. water going down street side drains.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 13 ■■ 55km of pipework to provide treated water The team’s approach to this was methodical to the tunnel and surface sites as well as and thorough and included: return water to the plants for treatment ■■ Predicting noise and vibration from before re-use; and tunnelling using historical data from other ■■ 40 water tanks for capture of run-off water, projects; stormwater and to act as holding tanks for ■■ Verifying the predicted impacts by treated water with combined storage gathering noise and vibration data early on capacity of 5ML. when the TBMs were somewhat remote Keeping the community informed was a priority A dedicated team comprising five water from properties; treatment operators, five fitters, an electrician ■■ Developing a predictive model based on and a water engineer, all supervised by a the collected data; Water Systems Manager, were required to ■■ Continually monitoring and verifying the operate and maintain the water management predicted impacts via a real-time noise and system. Following a series of trials, optimum vibration monitoring system utilising levels of output were achieved both in terms modem-connected equipment with a of quality and consistency. web-based interface; Another area where the Project exceeded ■■ Communicating the predicted timing, expectations was in the management of duration and the affect of impacts from Respecting the community noise and vibration. Due to the proximity of tunnelling reliably and accurately to the tunnel to high density inner-city business residents and businesses, based on the and residential areas, 24 hour, 7 days-a-week wealth of gathered data; and tunnel activity had the potential to cause 1.6 Stakeholder Satisfaction ■■ Developing and implementing a solid plan significant impacts to the community. The LBBJV worked in a transparent, practical and to respond to the social impacts of risk was that to manage the impacts, the cooperative way with all stakeholders, tunnelling activities, which included a operating times for the TBMs and believing that a reasonable and sustainable ready-to-go suite of expedient solutions so roadheaders in some areas might need to be approach to stakeholder issues would that community issues could be efficiently restricted, thereby impacting the overall provide the best outcome all round. This and effectively responded to and thereby program. philosophy proved correct and served the minimising the risk of delay to tunnelling. Project well; LBBJV built stakeholder trust Refer also to Section 2.3 - Environment and and confidence, which in turn lead to a Section 3.6 - Environmental Management constructive environment to effectively Leadership communicate and work with stakeholders and to resolve any issues.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 14 The breadth of stakeholders was considerable and included:

■■ Clients - RCM and Council, including the Lord Mayor, Campbell Newman, who took a close personal interest in the Project; ■■ Operations and Maintenance Contractor, BMS;

■■ Immediate community in proximity to The project worked closely with the Queensland Fire & Rescue Service construction sites; ■■ Travelling public who were potentially affected by traffic changes; By involving the community in every step of An impressive 90% of survey respondents construction, the team was not only able to agreed that inconvenience was minimised as ■■ Broader community across Brisbane who keep impacted locals well informed and up a result of the open, honest and regular were interested in the massive engineering to date, but was also able to make them feel consultation approach adopted. The survey feat occurring in their city and the legacy it like part of the overall success of the Project. also indicated a very high satisfaction rate would leave; with the information tools used throughout ■■ Authorities whose assets were affected by Towards the end of the Project in 2009, the Project in terms of accuracy of construction of the tunnel, including LBBJV undertook an assessment of the information, relevance, language and DTMR, Queensland Rail and all the service effectiveness of the community engagement timeliness. The external survey and utilities, including Energex, Telstra, Origin activities through an external survey and evaluation exercises also indicated that, on Energy (gas) and Brisbane Water; and from data based on communication records gathered during the Project, including: the whole, the Community Relations Team ■■ Government and regulatory authorities, built strong relationships with the including EPA and Emergency Services. ■■ Community relations database of surrounding community which consequently The Project’s biggest stakeholder group was community interactions; lessened the impact of construction. In the community. The dedicated Community ■■ Feedback forms; particular the community’s high satisfaction Relations Team worked tirelessly to build ■■ Tunnelling consultation review documents; with the response and timeliness to individual effective and open relationships with local ■■ Council evaluation of LBBJV six monthly issues and the high quality of information the communities and key community compliance report; and community received were key indicators of a representatives and groups to enable the successful engagement program. ■■ Media news clippings. smooth delivery of the Project.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 15 From the Client’s perspective, this was an Despite the fixed price / fixed time nature of extremely well organised, well implemented the contract, communications between project that delivered an excellent piece of Council / RCM / LBBJV and the Independent major infrastructure with minimal internal and Verifier were conducted in an open and frank external issues. LBBJV’s professional and manner. When there were issues, as there collaborative approach meant the Client did inevitability were, these were discussed, not have to waste time and energy dealing robustly if necessary, and resolved. Excellent with avoidable distractions or vexing communication and timely resolution were TBM breakthrough at Shafston Avenue commercial or contractual issues. one of the key factors in achieving the project The success of the Project from the Client’s outcomes listed above. perspective is summed up by RCM’s CEO, This is one of those projects where all parties Flan Cleary: can look back with great pride at what has “This was a very complex contract, been achieved.” constructing twin tunnels 4.8km long, 60m Another key stakeholder was BMS, the under the Brisbane River, and to: CLEM7’s Operations and Maintenance Contractor, who was represented on the ■■ Complete seven months early; Project from a very early stage. LBBJV had ■■ End up with only minor cost change arising robust dialogue with BMS through all stages from Council requested modifications; from design development through to ■■ have no contractual claims on completion; construction to ensure operational risks were ■■ Complete the largest road tunnel in fully understood and addressed in the Australia with negligible defects; and design, and to deliver value on a ■■ maintain excellent community relations whole-of-life basis. during the contract period, was an For example, services within the dedicated incredible achievement. cable tunnel underneath the roadway were As the client for the Design and Construction eliminated following a risk analysis contract, RCM can only congratulate LBBJV conducted jointly by LBBJV and BMS. for the way the work was managed, the Backfilling the Gibbon Street shaft technical competence of the construction team, the attitude of working together with all parties and to the final outcomes that were achieved.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 16 Having established that the cable tunnel For both authorities, having a private could operate safely without these services, contractor (LBBJV) effect so much change their elimination significantly reduced the across the inner city traffic network was regularity and scope of maintenance unfamiliar territory, taking them outside their inspections in the cable tunnels and normal processes and introducing risks with delivered associated capital and operational which they were uncomfortable. LBBJV cost savings. worked closely with each authority to develop an acceptable assessment and Another example of a design initiative approval process for traffic changes. Initially providing stakeholder benefits is the tunnel the agreed process was cumbersome, ventilation system which utilises extraction however, as LBBJV demonstrated their through the smoke duct and smoke fans reliability and responsiveness, the authorities’ during times of high congestion to provide air confidence grew in LBBJV’s ability and the exchange at the Shafston Avenue ramps (i.e. processes it had developed, and they polluted air is drawn off via the smoke duct became more flexible and entrusted LBBJV at Shafston Avenue merge/diverge locations with more responsibility. During the Project and replaced with additional air drawn there were no significant traffic issues, through the Shafston Avenue ramps into the despite LBBJV implementing hundreds of mainline tunnel). This initiative minimised the traffic switches. number and size of in-tunnel jet fans and Field exercises testing the IMP negated the potential requirement for a third As the first major tunnel project in Brisbane, ventilation station, and any increase in tunnel LBBJV had to take a pioneering lead in cross section, again realising whole-of-life working with Queensland Emergency LBBJV also prepared and successfully ran savings. Services agencies, including Queensland Fire comprehensive desktop and field exercises and Rescue Service, Queensland Police and Brisbane’s two traffic authorities - DTMR for to test the IMP prior to opening the tunnel to Queensland Ambulance in developing the fire the Pacific Motorway and Council for all traffic. The Queensland Fire and Rescue and life safety systems and operational plans other roads - had a major stake in the Service were sufficiently impressed with the for the tunnel. LBBJV developed the Project. The sheer number and significance CLEM7 IMP that they want to replicate its Operational Incident Management Plan (IMP) of the traffic changes required to build the scope, format and contents on future tunnel for the motorway, working closely with BMS CLEM7 was unprecedented in Brisbane. projects in Brisbane. and Emergency Services agencies.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 17 EVALUATION CRITERIA 2. Complexity, Difficulty and Optimisation of the Construction Task

2.1 Magnitude of Task, including Logistics, Interface and The CLEM7 is one of the largest and Constraints The CLEM7 is one of the largest and most most complex infrastructure projects complex infrastructure projects ever undertaken in Australia. The Project involved ever undertaken in Australia. technically complex solutions to diverse engineering challenges, detailed logistical LBBJV was awarded the Contractor planning and management of the many Excellence award for the CLEM7 at interface issues presented by the massive Infrastructure Partnership Australia’s 2010 scale of the Project in its constrained inner National Infrastructure Awards. city location. The project team showed great skill in finding innovative engineering “The 6.8km tunnel is one of the largest and solutions to the many challenges most complex road projects in Queensland’s encountered, all the time managing the history” said IPA executive director Brendan diverse and sometimes conflicting issues Lyon. “Leighton Contractors and presented by multiple worksites, safety, Baulderstone have been recognised for their geology, traffic, quality, cost, time, excellent design and delivery of this complex community and environmental project ahead of time”. considerations. Patron Saint of tunnels St Barbara

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 18 Tunnel Excavation and Civil Fitout the TBMs meant a delay to the tunnel Two TBMs and 10 roadheaders excavated opening date. 3.5 million tonnes of rock and lined over LBBJV contracted German company 11km of tunnels and ramps in 26 months. At Herrenknecht to supply the TBMs, which the time of the tunnel’s construction, the were purpose-built according to specific TBMs, affectionately named Matilda and geological conditions of the tunnel route. The Florence, were the biggest diameter hard machines were manufactured and tested in rock double shield TBMs ever to have Schwanau, Germany, then disassembled and operated anywhere in the world, each shipped to Brisbane for reassembly. measuring 12.4m high, 260m long and The TBMs simultaneously excavated the rock weighing 4,000 tonnes at a cost of $50 and placed precast concrete segments to million each. LBBJV’s decision to use two make the permanent, water-tight lining of the TBMs was a critical factor in our ability to tunnel. They also placed 3,742 precast box deliver the Project seven months early. concrete culverts to create the cable tunnel The TBMs excavated those sections of underneath each road surface making the mainline tunnel that have a uniform cross machines, literally, a moving factory. section (approximately 8km of tunnel). Those Requiring a crew of 22 workers per shift, the sections involving tunnel widening for TBMs, during peak production, averaged merges, diverges or curve widening for sight Matilda starts her journey approximately 15m per day with the best distance purposes were excavated and day’s production being 34m. supported using conventional tunnelling techniques, which in this case involved Encountering water in rock features that In the roadheader sections, approximately roadheaders. The roadheader-excavated connected to the Brisbane River posed a risk 23,000 rockbolts and nearly 100,000m2 of sections of tunnel had to be accessed, of flooding the tunnel. To address this, we waterproofing were installed and 54,000m3 of excavated and supported in advance of the maintained two probe holes in front of the shotcrete were applied. TBMs’ arrival to allow the machines to TBM excavation face to identify water- Progressively as TBM excavation and lining traverse through the roadheader section to bearing geological features, which could then was completed, the cross passages and continue. It was therefore fundamental to the be grouted at high pressure ahead of the substations were excavated between the two Project’s early delivery to get the interface face. To further minimise disturbance, the mainline tunnels using the roadheaders. After between roadheader and TBM tunnel TBM was operated in single shield mode excavation, the cross passages and sections right, both technically and from a through sensitive areas. substations were water proofed, concreted programming perspective, as any delay to and fitted out with permanent fixtures.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 19 CLEM 7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 20

With so much concurrent activity in the tunnel, managing safety, logistics and interfaces was a continual challenge. For CLEM7 is the first project in Australia to example, in order to create a window in the use two large double shield TBMs program to excavate the cross passages and substations, LBBJV set up different working driving simultaneously through hard patterns for the TBMs, with the northbound TBM on a 5.5-day roster and the southbound rock, with a compressive strength of TBM on a 7-day roster. This allowed roadheader excavation of the cross passages over 100MPa. and substations to occur on weekends from the northbound tube, which would not have been possible during the week, when Preparing for Construction Drill and blast methods were used to expose unimpeded access was required for the Significant temporary infrastructure was the tunnel face and create the northern entry 3 almost continual delivery of materials to the required before any tunnelling could begin, and exit portals, with 75,000m of rock being TBM workfront. including site facilities, shafts, tunnel portal excavated before the roadheaders started and shaft enclosure buildings, road closures, the northern drive in preparation for the After the TBMs broke through at Gibbon service relocations, widening and more. TBMs’ arrival on-site. Street our challenge was to disassemble and Space was at a premium at each site and remove them as quickly as possible to open LBBJV took the initiative of erecting sheds where possible existing buildings were used up construction access to the tunnels from over the three tunnelling worksites to as offices and crib facilities. Gibbon Street. The disassembly was minimise noise, dust and light impacts. programmed to be completed in 11 weeks In preparation for tunnelling two access These custom-designed sheds were double per machine, however LBBJV came up with shafts were excavated, one at Kangaroo clad and fitted with acoustic panels. The a plan to demobilise both machines Point and one at Gibbon Street, largest of these sheds cost $8 million and concurrently and hence both machines were Woolloongabba. Roadheaders and other was located at the main (TBM) tunnelling site demobilised in just 14 weeks. The equipment were lowered down these shafts at the northern portal. It measured disassembly activities were split between the to excavate from multiple points along the approximately 120m long, 95m wide and front and the back of the machines and tunnel route simultaneously. Both access 17m high and took four months to construct. included 150 over-sized and over-weight shafts were back filled at the end of truck movements. construction.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 21 Precast factory Spoil handling conveyor belt Spoil handling silos and water treatment plant

The shed was the hub for the removal of over The laydown area was confined to a small Eight segments and one keystone fit together three million tonnes of excavated material, footprint within the tunnel shed, which meant to form a complete ring of tunnel lining. Each delivery and handling of 38,000 precast box there was minimal on-site room to store segment is 40cm thick, 4.5m long, 2m wide culverts, almost 4,000 precast box sections, precast segments and other materials and weighs approximately 8.5 tonnes. In 45km of water mains, 119 jet fans, almost required to feed the TBM production chain. total, 38,000 segments were manufactured at 2,000 lights and all the people, plant and Therefore the team had to run the deliveries the factory with each having to be within a other materials for the temporary and on a just-in-time basis, with a buffer of only tolerance of just 0.3 of a millimetre. permanent works. two days of TBM production stored at the All rock excavated by the TBMs was shed. Supporting Tunnel Activities transported to the spoil handling facility via a A $20 million state-of-the-art factory was conveyor belt system continuously feeding Tunnel excavation and fitout activities purpose-built to manufacture the precast out from the back of the TBMs. Each time required continuous delivery of materials to concrete segments to line the tunnel. the machines moved forward, another belt maintain peak production, requiring detailed Heritage-listed hangars from Brisbane’s section was added ending up with two planning to ensure sufficient materials were former airport and a new purpose-built conveyor belts, each over 4.8km long. There ordered, delivered to their relevant staging factory were used to house robotic and were two silos, one for each machine, which area and on to the relevant “coal face” on automatic welding machines, a production could hold 10,000 tonnes of spoil each, time to avoid program delays. Adding to the carousel and heat curing system, as well as enabling the spoil to be stockpiled during complexities of this task was the very the concrete batching plant. periods when haulage was not permitted. congested nature of the TBM tunnel site. Haulage trucks ran 24 hours, 6 days-a-week excluding morning and afternoon peaks.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 22 The trucks were loaded within the spoil handling facility and driven to the old Brisbane Airport site where the spoil was re-used in a development by the Australian Trade Coast Corporation. Each tunnelling worksite housed its own workshop and store area. The workshop had a dedicated team of mechanics and Laying the continuous reinforced concrete pavement electricians responsible for keeping equipment readily available and in service. Equipment included the Terberg trucks There were 28 separate 6m formwork tables Slip form concrete traffic barriers and (specialised push/pull trucks with semi used in each tunnel simultaneously and the architectural panels were then installed down trailers), which were used within the tunnel to concrete was poured at a rate of 126m per each side of the tunnels, achieving a peak deliver materials to feed TBM production, week per tunnel. Other major civil fitout rate of 1.2km of architectural panels per including the pre-cast concrete segments activities included cast in-situ concrete lining week. and box culverts for the cable tunnel, pea and blockwork for the five underground gravel and secondary grout. substations, two low point sumps and 41 Mechanical and Electrical Fitout LBBJV awarded the contract for the M&E Civil Fitout cross passages (delivered at a rate of one cross passage per week). fitout to United. LBBJV had a dedicated As the TBMs progressed, leaving a fully lined team of mechanical and electrical experts One of the last major activities was laying the tunnel behind them, civil fitout activities overseeing United’s work in every aspect. commenced immediately. The first activity continuous reinforced concreted pavement was construction of the smoke ducts, (CRCP). The pavement was laid at a rate of Before excavation had finished a team of constructed using a purpose-built travelling 180m per day on continuous night shift to more than 200 people had started installing formwork system operating 24 hours, 7 ensure surety of concrete delivery using a the 119 jet fans, close to 2,000 lights, 165 days-a-week in both tunnels. A formwork GOMACO cylinder finishing machine. Steel emergency phones, over 200km of cabling table was erected, the corbels were then reinforcing was placed by a mobile jig during and some 45km of fire water main needed in reinforced and concrete poured then the the day while the 9.5km of paving was the tunnel. The M&E installation team, which smoke duct reinforcing steel was laid and the completed at night in four months and peaked at 350, worked around the clock concrete slab was poured. Once the slab achieved or bettered the specified 40 bump installing cable and progressively fitting out was cured the formwork table was moved to count. the tunnel, commissioning sections one by the end of the slab and the cycle repeated. one and bringing them online.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 23 Tolling The result is a tunnel with world leading LBBJV went out to tender for the design, supply and installation of the roadside tolling fire and life safety systems that system, awarding the contract to Swedish company Kapsch TrafficCom. operates in a practical, efficient and The split of scope of the tolling system saw LBBJV responsible for the roadside system, safe way to meet the specific while RCM was responsible for the back office system, including all processing and operational requirements of the local payment of tolls and toll evasion handling. This split introduced an interface risk that emergency services agencies. was mitigated by paying enormous attention to specifying and coordinating the interface One of the earliest tasks was working closely Operational fire and life safety risks were a between the two systems and was partially with the State’s energy provider, Energex, to key focus for the project team, the Client and solved by LBBJV working closely with RCM ensure that major changes required to their the authorities. LBBJV brought together an in an alliance style atmosphere that saw network were designed and constructed in experienced team in all areas of fire and life RCM also appointing Kapsch to deliver the time for tunnel energisation and safety, from design, construction, testing and back office system. commissioning activities. Energex’s work commissioning through to preparation of LBBJV’s delivery of the roadside system was involved providing two high voltage 33kV operational plans. The project team worked particularly challenging due to the location of supplies to the Project from completely closely over several years with all emergency the tolling point under the northern portal independent sources within the network - service agencies to develop the design and canopy. This location required an one coming into the Project at a surface then the operational Incident Management unprecedented level of technical substation in the north and another at a Plan for the CLEM7. The result is a tunnel coordination of all the elements in this area, surface substation in the south. with world leading fire and life safety systems including the transitional lane configuration, that operates in a practical, efficient and safe with three lanes merging to two under the toll way to meet the specific operational point, the portal canopy and the high density requirements of the local emergency services of installed mechanical and electrical agencies. equipment, including architectural and transitional lighting.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 24 This decision proved invaluable over the Project’s life because a clear delineation of authority enabled short communication paths between the four teams and simplified the best-for-project decision making process for the Project Director. The canopy portals, which were designed by Edaw AECOM, are one of CLEM7’s Construction of the Northern Portal canopy Northern bridge construction “signature” urban design elements. Each canopy is a one-of-a-kind structure with Notwithstanding all these technical and The Northern Surface Works site presented a each piece of steelwork, roof and ceiling interface challenges, the tolling system was highly complex challenge from a logistics being unique – they were put together like a commissioned without incident and at and interface perspective. Within this area giant jigsaw puzzle. Between the three tollroad opening was fully functional with no was a large scope of work with incredible canopies there are over 4,300 unique pieces teething problems – a rare achievement. This diversity – including the main temporary and 390 tonnes of steelwork. stands as a credit to the meticulous planning tunnel and support works, portal excavation The Northern Bridges Team had the and coordination of the diverse works in the and fitout, four buildings, major civil road challenge of building a highly complex, portal area and the thorough approach to the works and 2.3km of bridges as part of a multi-level bridge interchange, which sat design and commissioning of the tolling three level interchange. Significantly, the site above the Northern Surface Works site and system. was also the location from which the 260m was bordered by the 80kph ICB, the sensitive long TBMs were assembled and launched, ecosystem of Enoggera Creek and the busy Surface Works and subsequently the main access for 24 Mayne Railway Yard. With nearly 300 Super Generally the design and staging of the hour tunnelling, including materials delivery Tee girders required to build the northern surface works was reviewed to reduce the and storage. Responsibility for the works in bridges, securing their timely supply was key dependencies between work areas as much the northern site spanned across four to the success of this part of the Project. as possible, which reduced potential delays Construction Teams, so to ensure effective The peak of construction activities led to a due to interface issues. All works in the management of the site as a whole, one shortage of skilled labour and materials like existing road network were carried out under team – the Northern Surface Works Team – fly ash and stressing strands during early live traffic conditions, therefore requiring was given overall responsibility, including site 2008 and required constant close monitoring more detailed planning than usual and establishment and all tunnel temporary of the actual construction progress and priori increasing the safety risk to workers and the works. tisation of the critical path items for Super community. Tees across the Project.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 25 The Northern Bridges Team had to construct Generally, full traffic capacity had to be two of the new bridges early on to create a maintained on these arterials during daytime direct access from the site to the ICB. The hours. Temporary traffic closures were connection made clever use of the permitted at night which enabled changes to permanent works in securing a 24 hour spoil traffic staging and completion of works haulage route that eliminated the need to use during these short term closures. In addition, local roads and provided a better solution for the Cleveland Rail Line ran through the site, the community. adding a further significant constraint. Crane placing Super Tee girders The early delivery of these two bridges These constraints challenged us to come up required completion of one full span per with innovative design solutions and LBBJV ensured supply of on average four week on average (after the initial substructure construction methodologies, including for Super Tee girders per week to meet program construction and learning curve example: considerations). This aggressive program by providing increased supervision and ■■ Constructing the Pacific Motorway bridge was made more difficult because both support of the precast company supplying over the Cleveland Rail Line mostly out of bridges were over the Queensland Rail the Super Tee girders. LBBJV applied precast elements, allowing the bridge to be Mayne Yard and the works had to be done creative ideas like redirecting supplies from mainly assembled over a single weekend under track closures. The productivity level of LBBJV to the supplier or resetting an existing railway shutdown; and one span per week was then maintained mould to allow casting of two deeper girders ■■ Devising a temporary support structure throughout construction of the northern simultaneously, as well as financing and and demolition method for an existing bridges until their completion. resourcing this modification, which allowing footbridge over the Pacific Motorway to the supplier to maintain production and All southern surface works were carried out complete the task in a single 6 hour satisfy the delivery program. in an extremely tight corridor bounded by overnight full closure of the motorway. traffic, residents and businesses. Traffic The team had to develop clever construction The Southern Surface Works involved management was particularly critical methodologies that eliminated or minimised installation of a culvert in the railway because we had to ensure minimum impact the need to close lanes of the ICB. For embankment of the Cleveland Railway Line, on the key arterial connections to the example, the bridge span across the ICB was immediately adjacent to the Ipswich Road Brisbane CBD from the south (Pacific constructed during a single 36-hour- Bridge to create a new pedestrian passage. weekend full closure, during which the Motorway and Ipswich Road) and east girders and hoarding were erected. The (Shafston Avenue which connects to Lytton remainder of the works to complete this span Road and Wynnum Road). were carried out over traffic using the launching gantry.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 26 The culvert installation involved a weekend Over 130 comprehensive Traffic Control All relocations were completed without shutdown of the railway line, removal of a Plans, in excess of 500 traffic switches and adversely impacting the construction works section of the railway line, excavation down over 1,600 traffic permits were required program and to the satisfaction of the utility to approximately 4m, installation of the across the Project. A dedicated Traffic Team authorities. culvert, backfill and then reinstatement of the managed this huge task, working closely with railway line prior to the Monday morning rush each area Construction Team. 2.2 Community hour. This event occurred like clockwork due LBBJV was responsible for operation and It was acknowledged from the outset that to excellent planning by the Southern Works maintenance of the roads within the Licensed four years of construction, at numerous sites Team. Construction Area, including the major across the city, surrounded by thousands of residents, businesses and motorists, could Traffic arterials. We installed five CCTV cameras at key points to facilitate monitoring of the not be achieved without impacts to the Significant and ongoing traffic changes were roads, with feeds back to a monitor in the natural, cultural and urban environment. In required on a daily basis to enable the Traffic Manager’s office. response, Council started a widespread surface works to be built. Traffic switches public awareness campaign prior to the were the pivot point for construction Public Utility Plant Relocations award of the contract and recognised that it programs, with major work scopes being Forty major PUP relocations had to be was vitally important that the winning delineated by traffic staging and traffic carried out as part of the CLEM7 works, tenderer carry on and expand this switch dates set as crucial milestones. No while many others had to be located and communication program and respond changes to roads or footpaths could be protected during the works. All relocations appropriately to the needs of the community. undertaken without approval from the had to be completed either before works Weekly, and later fortnightly, meetings relevant road authority, requiring submission commenced in an area or coincident with occurred with the Project Director, Deputy of detailed traffic plans, which included: works in the area, which meant programming Project Director, Interface Manager, ■■ Justification of the traffic change by and timely execution of these relocations Community Relations Manager and demonstrating that the traffic staging and was paramount. LBBJV appointed a Environment Manager to discuss issues in construction methodologies had been dedicated PUP Team to manage the design the public domain and ensure they were optimised to minimise traffic impacts; and and utility authority approvals process, after effectively and appropriately managed. ■■ Modelling demonstrating that the traffic which the construction task was handed over impacts of the proposed changes were not to the area Construction Teams. The PUP going to cause impacts to traffic flow and and area Construction Teams worked capacity. together closely to ensure scope, constraints and timing were well understood and to communicate all authority requirements.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 27 Four years of Ekka displays The visitors centre Royal Children’s Hospital School art

All community considerations were ■■ A complaint and issues procedure and project team and the community. The CRCs incorporated into a Community Engagement database; spent half their working week on site Plan, which detailed the following key tools: ■■ A Project Visitor Education Centre open to understanding the programs and methodologies and ensuring the lines of ■■ Advance personal warning system for TBM the general public and school groups; communication with the Construction Team activity to affected residents, who were ■■ Two Community Liaison Groups; were always open, enabling them to door knocked, phone called and/or notified ■■ Newspaper advertisements to advise of understand what community impacts were by letter; upcoming construction activities and traffic coming up and proactively manage them. ■■ Community notices distributed to targeted changes; One of LBBJV’s main aims was to build the residents and businesses regarding ■■ Information boards placed at key locations upcoming works and their potential across the Project to inform the public of Project without reducing the standards or impacts; the local project plans; daily living patterns of the surrounding community. This required an individual and ■■ Construction updates distributed every ■■ A schools program, involving local children ongoing engagement approach in order to three months along the alignment; and those attending the Royal Childrens better understand what those patterns were ■■ A project website containing interactive Hospital School; and and how to mitigate accordingly. It was maps, construction information, ■■ Various charity initiatives. important to identify these issues early and community notices and a tunnelling The Community Relations Team was well provide a solution, which could range from progress map; resourced and had sound procedures in temporary relocation, change in work ■■ Information sessions held prior to major place to implement the Community methods, acoustic treatment to a residence activities; Engagement Plan. Four site coordinators or work area or simply advance notification. ■■ A 24 hour, 7 days-a-week freecall number (CRCs) managed stakeholder issues at a site for public inquiries or complaints; level and formed strong bonds with both the

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 28 Generally, the CRC would develop relationships by door knocking or phone calls. If it was difficult to get in contact correspondence was posted inviting the individual to call the Project to discuss the work. One of our most significant community achievements was operating the TBMs 24 Environmental monitoring Noise monitoring hours-a-day in the heart of the city with minimal disruption to residents and businesses. This was mostly due to the These visits, along with information sessions ■■ Regenerated noise and vibration from 24 personalised advance warning system we encouraged community participation and hour, 7 days-a-week tunnelling; had in place, which not only provided ownership. An Open Day in December 2007 ■■ Noise and lighting from night works targeted, effective and timely communication, was a particular success with over 4,000 required due to daytime traffic restrictions; but also demonstrated our steadfast people visiting the first TBM. commitment to and respect for the ■■ Dust from surface works and tunnel communities within which we were working. The end result of LBBJV’s careful planning support activities; This consultation methodology was so and implementation of a thoughtful and ■■ Water management; effective community engagement program successful and highly regarded by Council ■■ Erosion and sediment control; was no major delays to the Project as a result that it was made a mandatory requirement ■■ Heritage, including heritage buildings and of stakeholder dissatisfaction and a reduction for the next Council-sponsored tunnel archaeological indigenous heritage; project, Northern Link. in the number of complaints over the course of the Project. ■■ Flora, including construction on the banks Over 3,400 face-to-face consultations of and across Enoggera Creek; occurred over the life of the Project and 2.3 Environment ■■ Contaminated soils; and hundreds of agreements were made with The scope and scale of the environmental ■■ Dangerous goods storage and business owners and individuals. management task on the CLEM7 were management. LBBJV managed an unprecedented level of significant and included: public access to a live construction site, with ■■ Noise and vibration from surface works; over 600 site visits/bus tours conducted. ■■ Surface noise from sites supporting 24 hour, 7 days-a-week tunnelling;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 29 The Project’s work sites were located in This product was adapted for use over ■■ Progressively launching the jetties from the proximity to high density residential, construction fencing to provide a noise previously constructed section, preventing hospitals and business areas. The works barrier with the required surface density of additional construction work within the were being delivered to an aggressive 16kg/m2. This product was also attached to creek; program, including a 24 hour, 7 days-a-week the spoil silos to reduce noise from tunnel ■■ Removing mangroves only if they directly tunnel program, which left few options for rock hitting the sides of steel silos. conflicted with a jetty pile; and respite if communities were affected by the Another example of the complexity of the ■■ Surveying and marking the mangrove environmental impacts. So the clear focus environmental challenges and our success in areas to be trimmed and cleared, and and energy was on up-front planning of the optimising results is the team’s achievement using a qualified arborist, who worked from site layouts and site infrastructure, as well as in preserving the mangroves lining Enoggera a basket supported by cranes to prevent the works themselves, to eliminate or Creek at Bowen Hills. The multi-level any damage to the aerial roots and avoid minimise environmental impacts. interchange at the northern end of the tunnel disturbance of the creek bank. One excellent example of this is the team’s necessitated multiple new crossings over The result was that the impact on Enoggera innovative solution to managing potential Enoggera Creek. The challenge was to Creek’s bed was minimal and mangrove noise and traffic congestion from the 24 hour develop a method enabling construction of disturbance was reduced by 50% compared spoil haulage operation from the main the new bridges and five drainage outlets to using standard construction tunnelling site in the north. In order to within the sensitive tidal ecosystem of methodologies, with impact confined to one eliminate the need for the spoil trucks to use Enoggera Creek causing minimal disturbance riverbank and to a footprint that was only local roads to access and egress the site, to its mangrove community, bed and banks. marginally wider than the area impacted by LBBJV came up with the concept of a The solution involved limiting the number of the permanent structure. The Department of temporary bridge connection, utilising the access points through the mangroves for Primary Industries and Fisheries (DPIF) permanent new bridge structures to provide construction of the substructure and piling, confirmed the exceptional nature of the work, direct access between the site and the ICB. and included: stating, “DPIF has reviewed the results and Across the Project, night works were required considers the Project to be a case study of ■■ Using a self launching gantry to install the when working on roads or near railways, best practice works methods to which DPIF Super Tee girders, eliminating the need for which lead the team to investigate and now refers in the assessment of similar big crawler cranes commonly used for this implement portable noise barriers using a proposals”. task; wave-bar noise control product. ■■ Using purpose-built temporary jetties, avoiding the use of an earthen or rock pad for bridge construction;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 30 CLEM7 became the first major civil Comprehensive condition surveys of over The Environmental Impact Statement infrastructure project in Australia to be 1,000 heritage and non-heritage properties identified places of indigenous cultural entirely self sufficient and reliant on recycled were carried out and a report prepared in heritage significance that could be impacted water, setting a new performance benchmark each case, which documented any existing by construction. The Coordinator-General’s for major construction projects across issues or damage, such as cracking. This Conditions required that there be ongoing Australia. One of the key benefits of the was a massive task that had to be completed liaison with the relevant native title claimants water management system was that, whilst it before construction works in each area could and that the Proponent, Council and was implemented specifically for the CLEM7, commence. Effective consultation with each indigenous groups consult on the issue. it was designed in such a manner as to allow property owner ensured they understood the Accordingly, two committees were formed it to be easily transferred, replicated or purpose of the inspection and the process. In with representatives from each of the two adapted to other major civil infrastructure some instances, structural supports were native title claimants, Council and LBBJV. projects across Australia. provided at properties where it was Indigenous representatives were on site as monitors whenever there was surface Refer also to Sections 1.5 - Environment and considered vibration could have an effect. disturbance in the areas identified as being Sustainability Outcomes and 3.6 Cultural Heritage Management Plans were of potential significance. No items of interest -Environmental Management Leadership. developed by specialist heritage architects were found during the Project. and engineers where any listed heritage 2.4 Heritage property was predicted to receive greater 2.5 Project Financing and TBM vibration was a key focus throughout than 2mm/s vibration. These management Initiation construction, particularly given the number of plans included detailed condition surveys, historic buildings and structures along the vibration and settlement monitoring protocols The CLEM7 was delivered via a Public- tunnel alignment – including in particular the and corrective action mechanisms. The key Private Partnership between RCM and Story Bridge, several buildings within the was close consultation with the owners. The Council, and was the first tollroad to be historic RNA showgrounds, and end result was that there was no damage to funded in partnership with a local council, Leckhampton House and St Mary’s Church, property and no delays to the Project. with a debt facility of A$1,839 million and a both at Kangaroo Point. Mitigation of contribution from Council of A$503 million. vibration impacts was a priority, with the The total amount of the debt facility at the project team developing and implementing end of construction was A$1,336 million. real-time noise and vibration monitoring systems.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 31 The debt was structured so that a During the tender phase LBBJV worked with The CLEM7 has won the following awards for contribution was not required from Council Council, RCM and BMS to provide options its project financing achievements: until completion of the tunnel’s construction. for consideration, including more significant ■■ 2006 PFI Award – Asian Infrastructure Deal lane capacity, a variety of different tunnel wall This meant the construction project risk was of the Year; entirely removed from Brisbane ratepayers and road pavement finishes and a number of ■■ 2006 Finance Asia Achievement Awards – and allocated to the project financiers, who additional tunnel entries and exits. Working Best Project Finance Deal; and were able to price the risk accordingly. A hand in hand with RCM, LBBJV was syndicate of 24 banks was formed to finance instrumental in finalising a winning tender ■■ 2008 IPA National Infrastructure Award – the debt. that reflected client feedback, incorporated a Financial Excellence. An equity contribution was effected by way fully underwritten option that featured a of an Initial Public Officer (IPO) where A$691 totally new western entry and exit to the million was raised through the issue of 691 tunnel from the ICB and provided for million securities in RCM. LBBJV provided a significant additional noise barriers and further equity contribution at the end of landscaping on some of the approach roads construction totalling A$155 million with an to the Project. issue of an additional 155 million securities to The Project represents a thoroughly LBBJV. integrated finance, design, development, The financing structure incorporated a operation, maintenance and delivery flexible financial arrangement that allowed for process, which drew on the strengths of all early completion, providing a strong incentive parties and stands as a testimony to the for LBBJV to complete the Project as early as value of collaboration. A dedicated possible. partnering approach involving Council, RCM, LBBJV and BMS saw cooperation in working through the financial close issues, including final environmental and planning approvals that were tailored to LBBJV’s specific design.

Southern Ventilation Outlet

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 32 Breakthrough collaboration saw the CLEM7 team achieve project milestones ahead of schedule

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 33 EVALUATION CRITERIA 3. Leadership and Management of the Project Delivery

3.1 Project Team Relationships However, equally there was a strong sense of A key interface for each of the seven The Project had a senior leadership team the greater LBBJV team and its collective Construction Teams was with the functional comprising the Project Director, Deputy achievements, demonstrated by the high teams, including the Design, Safety, Project Director and key senior managers. level of interface management and Environment, Traffic, PUP, Community, Sitting below this team was a staff of some cooperation to push progress forward each Quality and Commercial and Administration 300 people organised in teams reporting to a day. As well as working closely together on Teams. In general, representatives from the member of the leadership team (refer planning and coordination, the various teams functional teams were incorporated in each organisation chart provided after Section 3). shared resources including staff, labour, Construction Team to facilitate contractors and suppliers on a “best-for- communication and the exchange of ideas In order to make construction manageable, project” basis and exchanged ideas and between the construction and functional the Project was split into seven areas of methodologies. teams. delivery, which was equivalent to seven $300 million jobs running simultaneously. This The Construction Director delegated Project team relationships were mature and created sensible-sized projects for our management of key suppliers and decisions were made on a “best-for-project” Project Managers to run, both from a subcontractors working across the Project to basis. Weekly coordination meetings helped technical and a commercial perspective. individual Construction or Project Managers. facilitate coordination between the teams, as Each of the seven areas of delivery was run This ensured that suppliers had one key well as day-to-day interaction at all levels as an autonomous project and there was a representative to deal with and that issues and across all teams. healthy competitiveness between the Project were dealt with in a consistent and timely Managers to achieve deadlines and budgets. manner.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 34 commissioning exercises and preparation of One of the significant challenges of the the operations and maintenance manual, scope overlap is the logistical separation of BMS was well prepared for operating the work activities whilst at all times maintaining motorway. As an example of the level of the highest safety standards. To address the collaboration between the two organisations, need for safe work activity separation, BMS operators were incorporated into the LBBJV came up with an innovative approach D&C Commissioning Team. This initiative by designing purpose-built mobile work was positive for both parties, assisting platforms that enabled the M&E fitout The CLEM7 office a place of collective ideas LBBJV by providing additional resources activities to progress overhead in the tunnel during the peak of commissioning and envelope proper whilst allowing unimpeded providing BMS with extended time in the traffic flow beneath the ongoing activities. Central to the Project’s success was the Control Room (beyond the planned training) The platforms achieved two main things: upfront decision to locate in one office, to improve their operators’ familiarity with the Council, RCM, LBBJV, lead designer AECOM systems. ■■ Safety – they eliminated the need for Parsons Brinckerhoff, geotechnical scissor lifts and other moveable work-at- consultants Golder, urban designers Edaw 3.2 Innovations Generating a height equipment for the bulk of the M&E AECOM, M&E subcontractor United, the Legacy for the Construction installation. In particular, such equipment is tunnel operator BMS and the IV. This Industry notoriously dangerous in an enclosed, tight achieved a collaborative working tunnel environment; and The Project’s challenges drove many environment, ease of access to all parties, ■■ innovations and firsts, examples of which are Work efficiency – they allowed the almost enhanced cooperation, effective described below, as well as in Section 3.8 constant transportation of personnel and communication and time-effective resolution Use and Development of New Technologies. materials to proceed uninterrupted of issues. To accommodate this large team, a beneath the platform, while the M&E fitout five-floor project office was established in International tunnelling projects have proceeded overhead. South Brisbane. traditionally been delivered with excavation LBBJV put together the specification for the and civil works in one package followed by LBBJV chose to work in a highly mobile work platforms and worked closely M&E fitout either at the completion of all collaborative arrangement with BMS, the with a local fabricator to make a prototype fitout or as an entirely separate contract. operations and maintenance team contractor before commissioning another eight – three However, in Australia the industry has taken for over 12 months of intense preparations in each tunnel for M&E activities and another a different approach by overlapping these for the transition from construction to two for civil fitout activities. activities, although the results of this have operation. LBBJV’s aim was to ensure that, been mixed and the source of significant through being involved in site inspections, problems on most past tunnel projects.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 35 So successful was this innovation that it has Using a concept developed by LBBJV 3.3 Entrant’s Contribution to the now been adopted by the industry on working with the TBM supplier and a local Design Process subsequent tunnels as the standard modus transport company, a substantial portion of LBBJV contributed a number of key operandi. the TBM backup equipment was assembled initiatives to the design, which provided off-site and then transported fully assembled Another clever work separation solution that safety benefits during construction and/or – 11m wide and up to 85 tonnes in weight – was instrumental in achieving early operations and maintenance phase, over public roads to the portal. This initiative completion was the introduction of a cable significant program benefits and substantial saved time during this critical stage of getting tunnel. The cable tunnel was formed using cost savings. the TBMs ready for production. prefabricated box culverts, laid on the floor A number of these initiatives were introduced of the TBM tunnel, all carried out as part of CLEM7 was the first major tunnel project that during the tender phase and contributed to the TBM activities. This provided significant was 100% self sufficient for water, utilising LBBJV successfully winning the contract in a program advantages by allowing the major ultra-filtration modules and reverse osmosis competitive tender process. Other design high voltage cable haulage activities to plants. The technology used on the CLEM7 initiatives were part of a continuous proceed in this dedicated space, rather than is portable and it is intended that the system improvement process during the design and in the mainline tunnel, where it would have to will be reused either completely or in modular construct delivery phase. be coordinated with the myriad of other parts on future construction projects. This activities occurring in that space. innovative water management system sets a Tender Phase Design Initiatives new benchmark for alternative, self-sufficient LBBJV used progressive methodologies for LBBJV substantially modified the Client’s water supply. assembling and commissioning the two giant reference design at all three tunnel access TBMs at the northern portal. The assembly LBBJV’s use of double shield TBMs in hard points to capitalise on outcomes from traffic was carried out within a large, purpose-built rock at this large diameter - hitherto not tried modelling, construction planning and Design shed using four gantry cranes, allowing the - has provided a significant step forward for Team review. precision 24 hour, 7 days-a-week operation the industry, enabling it to complete tunnel to be completed without any interruptions jobs faster and more safely and cost due weather, which often affects the use of effectively in the future. large mobile cranes.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 36 At the connection to Pacific Motorway and which was at depth to go under the Brisbane TBMs also progress much faster than Ipswich Road the changes were primarily River. LBBJV converted the northbound roadheaders, hence another significant driven by: connection ramp to a loop arrangement, benefit of LBBJV’s tunnelling methodology which enabled early access via a pilot tunnel was that duration of regenerated noise ■■ Construction safety, program and cost impacts was substantially reduced. benefits realised through concentration of for roadheaders to work multiple fronts, and portal construction within a single area, connection to the main tunnel well away from The construction planning team worked effectively isolated from adjacent a weak zone of rock. closely with designers to minimise the extent properties and roads, including the Pacific The reference design assumed the use of a of the non-uniform sections of tunnel, where Motorway, allowing motorway traffic to be single TBM, with conventional roadheader or TBMs could not be used and therefore largely unhindered during construction; drill and blast methods identified for conventional (roadheader) tunnelling would ■■ Minimised construction stage and excavating the tunnels south from Shafston be required. This was achieved through operational stage impacts to the Avenue – a distance of more than 1,200m. control of tunnel curvature to avoid sight distance-related widening, and maximising community by co-locating the Ipswich Through extensive planning, focussed on the extent of ramp connections in zones Road on- and off-ramps, thereby design changes, considered in concert with outside tunnels. minimising their footprint and the extent of construction methodologies, LBBJV their impact; determined that using two TBMs would bring Post Tender Design Initiatives ■■ Program and cost benefits, which enabled significant program benefits and therefore Dedicated cable tunnels, which were formed the deletion of lane merge/diverge points was able to demonstrate that the substantial using prefabricated box culverts, were from within driven tunnel sections; and upfront investment in two TBMs would more introduced beneath the road surface in each ■■ than cover itself through program benefits. In User safety benefits realised through the tube to carry high voltage cables. The cable addition, maximising the use of TBMs for the provision of short two-lane connections tunnels meant hauling and laying the main tunnelling had huge safety benefits, as the with Ipswich Road in lieu of long in-tunnel high voltage cables could be carried out in chosen TBM excavation and lining single lane ramps. their own space, eliminating this M&E fitout methodology ensured that the tunnel At Shafston Avenue the northbound activity from the busy main tunnel work front, workforce was continuously protected by the connection was substantially re-modelled to with obvious safety and program TBM shield until the permanent lining was accommodate concerns with geotechnical advantages. Before LBBJV adopted the erected. risk and the tunnelling program. In the cable tunnel option the team had to work reference design the Shafston Avenue on- through various design, safety, and technical ramp was long in order to achieve the and construction feasibility issues. necessary vertical drop at an appropriate gradient prior to joining the main tunnel,

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 37 For example, the cable tunnel posed a risk of LBBJV’s tendered concrete pavement design 3.4 Planning and Control of differential settlement of the concrete road envisioned the use of a conventional slip- Design and Construction pavement because of the non-uniform form concrete paver to install the running Operations support conditions resulting from the stiff lanes in a single pass, with separate pours LBBJV brought together an experienced culvert structure bounded on both sides by required to install the concrete shoulders. team of expert designers from more than six fill of lesser stiffness. A cement bound fill The LBBJV team devised an alternative companies to cover the diverse scope of the material was determined as suitable for the method to construct concrete pavements CLEM7’s design. The design was carried out application, but the planned continuous using a Gomaco Cylinder Finisher. This in 10 offices, over three continents, involving pavement support construction methodology technique enabled completion of all some 275 designers, presenting LBBJV with was not consistent with conventional cement pavement surfaces between barriers in a a challenging task to manage the complex treated gravel pavement construction, which single pass, while saving in excess of 16km interfaces between these specialist requires a period for curing and strength gain of dowelled joints that would have been designers. without significant construction loading. In required had the shoulders been separately consultation with the design team, LBBJV poured. LBBJV’s Design Management Team invested a lot of time and focus on the many conducted a series of laboratory trials to During design development, the fire and life interfaces between the various designers, establish a technically robust and cost safety systems were enhanced to improve authorities, approvers, community interests effective solution to the problem. The final directional signage, lighting and alarms for and the construction team. The LBBJV solution involved the use of some 95,000 public evacuating the tunnel during a fire. Design Director was accountable for tonnes of crushed recycled concrete mixed The enhancements resulted from a management and delivery of approved “for with fly ash. This enabled continuous combination of international research of construction” designs to ensure timely installation of backfill support with slow world’s best practice, lessons learnt from progression of procurement and strength gain through reaction between the local and international tunnel fires and an As construction. Effective design delivery fly ash and available lime in the crushed Low As Reasonably Practicable (ALARP) required rigorous processes to ensure concrete. study, which was used to confirm that the consistency and integration of each The cable tunnels were subsequently tunnel design provided the optimum fire and designer’s work, safety during construction, acknowledged by Queensland Fire and life safety system. safety, practicality and efficiency during Rescue Service as a robust emergency operations and maintenance, and safety and egress route during tunnel construction. convenience for motorists.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 38 Other imperatives included recognition of ■■ Selection of suppliers and subcontractors Planning and control of the specification and environmental and community needs, and on the basis of their capability, followed up supply process for mechanical and electrical compliance with technical requirements set with inspections at suppliers’ and equipment for the CLEM7 drew on lessons down by Council and affected authorities. fabricators’ off-site facilities to ensure that learnt from previous projects in Australia to The integration and coordination of the the products being manufactured or identify equipment that had been prone to design was handled well, with no on-site constructed met the requirements of the unreliability or technical problems. The team “surprises”, all issues having been thoroughly specification prior to delivery; used a risk-based approach, which included: considered and resolved during the detailed ■■ On-site inspections by site management, ■■ Concentrated effort up front to ensure design process. with the release of Hold Points at key items with long lead times were researched stages of the work as defined in the ITP; Design packages were reviewed by various well and ordered early; ■■ stakeholders including the Client, the Completion of thorough quality control ■■ Identification of historical equipment Project’s Independent Verifier and the records documenting all relevant problem areas and the root causes, as well Operations and Maintenance Team, at key construction data, including material test as measures to avoid the same problems stages in the design process and a formal results and survey information; on CLEM7; close out process was used to resolve ■■ Regular and often joint on-site inspections ■■ Careful preparation of specifications to comments raised. by the Client, the Independent Verifier, QA address and eliminate previously-identified Team representatives and LBBJV senior A robust and well documented quality problems; management; system accredited to ISO 9001 ensured that ■■ Investing in supply of high-quality and ■■ the detailed design was faithfully translated The thorough review and signing-off of reliable brands; each construction lot by the independent on-site through excellent quality planning ■■ Fostering positive relationships with key and verification. The process involved: QA engineer to verify that all records were suppliers; and complete and demonstrated compliance ■■ ■■ An intensive Factory Acceptance Testing Preparation of detailed method statements with the design requirements; and and Inspection and Test Plans (ITP) to program to maximise confidence that ■■ Regular second and third party QA document how the works were to be delivered equipment would perform reliably management system audits of the Project. constructed and verified, including safety and as intended once on-site. and environmental requirements; ■■ Review by the independent QA engineer that all technical requirements of the contract and specifications had been identified and incorporated into the ITP;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 39 Compatibility between underground space Timely completion of the complex M&E ■■ LBBJV maintained an unwavering requirements for M&E installations and the systems was identified as being of crucial commitment and discipline to driving actual civil design of those spaces was importance to achieve early project 100% completion of all elements of the assured through: completion and handover. LBBJV reviewed M&E Systems to ensure they were previous tunnel projects and identified that complete and ready for final testing and ■■ An interface agreement between relevant design parties confirming their obligations significant time had been lost in the commissioning. LBBJV recognised lack of to cooperate and ensure compatibility completion phase because M&E systems completion as a weakness on previous under their respective consultancy had either not been sufficiently advanced tunnelling projects, resulting in program agreements with LBBJV; and/or key components of these systems targets not being met. In turning this were incomplete. around, LBBJV eliminated the inefficiency ■■ Appointment of AECOM Parson’s resulting from long standing unfinished Brinckerhoff as the lead designer included To address this identified shortfall, a number work and improved the transparency of the obligation to implement and manage a of actions were taken to ensure these M&E progress reporting, because areas would system to ensure ongoing checks were systems were a focus throughout the Project not be reported as complete unless they undertaken; and and not just in the final months when tunnelling and civil works were generally were confirmed as being 100 percent ■■ LBBJV’s M&E Design Manager took a complete. hands-on role in ensuring that the interface complete, including: Another area critically important to achieving management and detailed checks took ■■ Early commitment to develop and build the earliest possible completion was testing place, and that discrepancies were closed Mobile Works Platforms for M&E and commissioning for the M&E Systems. out. installation activities, so that M&E works Construction of the tunnel and associated could proceed safely and efficiently An integrated six level commissioning regime underground spaces went smoothly in this concurrently with the tunnelling and civil was implemented for all M&E systems, sense, with very few incidences where M&E works; comprising cable testing, energisation, controls system I/O Testing, local/device compatibility issues were referred back to the ■■ LBBJV prioritised completion and testing, module/subsystem testing and civil designer during M&E installation. handover to United of the Tollroad Control integrated system testing. Centre, the North and South Tunnel Ventilation Stations and the North and South 33kV Intake Substations, having identified with United that this would facilitate an early start of critical M&E activities; and

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 40 This six level regime was logical and methodical and was executed with such a high degree of discipline that advancement to the next level was not possible unless the tests in the preceding level had passed. In this way, the mass of components, cabling and equipment that made up each M&E system was tested and commissioned in a methodical manner and the results were well One of the successful safety campaigns Getting the most out of the pre-start process documented, thereby ensuring that any problem was detected at an appropriate stage and corrected. This process gave the ■■ Formation of the Safety Leadership Team, days lost per month were 10. However, this Client, the Independent Verifier and the which consisted of the Director, Deputy excellent safety record dropped sharply and Operations and Maintenance Team Project Director, Interface Manager, between June and October 2008, the confidence that the systems were fully General Superintendent, Safety Manager average manhours per month increased to functional and operational at handover. and area Project Managers, who worked 474,340, average turnover per month with all levels of the project team to increased to $75 million, average lost time 3.5 Occupational Health and integrate health and safety performance injury frequency rate increased to 5.6 and Safety into the normal everyday operating average days lost per month increased to business systems. 100, with the Project’s rolling lost time injury The project leaders were committed to rate peaking at 9.2 in December 2008. maintaining a stringent safety culture, which From project commencement, the senior they delivered through two key initiatives: management team championed the mantra This degeneration in safety performance was “Safety First, Second and Third”. However, one of the Safety Leadership Team’s greatest ■■ Development of an easy to use ‘Safety as production deadlines loomed, and high challenges, which they met, turning the peak Roadmap’ with rules, procedures and risk activities and workforce size increased rolling lost time injury rate of 9.2 to just 1.2 at instructions as the practical tool to deliver sharply, this mantra became harder and tollroad opening in March 2010 and the project’s safety requirements at the harder for the project team to live up to. completing the final 1.5 million manhours to workface; and From project commencement in May 2006 to project close out in July 2010 without a lost May 2008, the average manhours per month time injury. were 226,300, average turnover per month was $38 million, average monthly lost time injury frequency rate was 1.1, and average

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 41 The Safety Leadership Team first had to The Project Director and Interface Manager establish the root causes behind this would cover areas on a rotational basis, significant drop in safety performance before sharing lessons and bringing fresh eyes developing and implementing a strategic into the workplace; approach to recovery, which had to turn ■■ Interactive workshops led by the Project around safety performance and yet maintain Director, where senior managers explored two of CLEM7’s key objectives in finishing what was working, what was not and how early and within budget. issues could be resolved; Following a series of internal workshops, ■■ Instilling safety leadership in all front line seeking advice from industry safety experts, supervisors through a training program reviewing parent company audit findings and provided by an external safety consultant; sending representatives to other projects to ■■ Dedicated training programs to improve gain insight from their lessons learnt, the the quality of Job Safety Analyses (JSAs) Safety Leadership Team determined that the to ensure the information/instructions most appropriate strategy to turn around within them were fully utilised and the safety performance was to instigate JSAs were not just a ‘tick-and-flick’ interventions at all levels throughout the exercise; Project. The interventions were all about ■■ Revisiting the pre-start process to ensure improving communications and for this the that work teams were getting the most out Looking after his work mates Safety Leadership Team engaged specialist of this pre-work meeting/process, and that external training providers, held internal participants were not just ‘ticking a box’; workshops and briefing sessions and people had never worked inside a tunnel ■■ Publication of a monthly newsletter participated in safety activities at the environment before; included recognition of a team’s or workface. ■■ individual’s good safety performance; Participants in safety inspections were The interventions included: encouraged to find at least three things ■■ Establishing a ‘buddy system’ for people that they thought needed improvement; ■■ Joint weekly safety inspections by the new to the Project to ensure that they and Project Director, Interface Manager (to learned how to work safely in a unique ■■ whom the Safety Manager reported), environment from experienced co-workers Manage out those people who did not General Superintendent and the Project as quickly as possible; have the same respect towards and support for a strong safety culture as that Manager responsible for the specific area ■■ Expanding the tunnel induction program to required by the Project. of the Project. include a tour of the work area as some

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 42 Jetty access to Pile Locations Completed Substructure and jetty removed Water treatment plant

3.6 Environmental Management This leadership led to the following outcomes ■■ A Self Sufficient Water Strategy, which Leadership on the CLEM7 project: saved 1,500ML of town water and was designed to be easily transferable to other Leadership in environmental management on ■■ A project-specific Environmental civil infrastructure projects across the CLEM7 started with the Board of Management System developed by LBBJV Australia; and Directors who required that LBBJV must to obtain and maintain independent third stand alone and qualify for and maintain ISO party certification to ISO 14001; ■■ A dedicated Approvals Team to facilitate effective consultation with government 14001 certification, independent of the ■■ Quarterly, comprehensive review of parent companies. LBBJV set the platform environmental risks and performance by authorities and regulators to manage the and communicated its requirements through the senior management team; 98 separate environmental approvals required for construction activities and to the Construction Environmental Management ■■ Preservation of mangroves during track and audit the conditions attached to Plan (CEMP). The Environmental Manager construction of the interchange bridges each of the approvals to ensure ongoing selected and managed a team of six over Enoggera Creek; environmental professionals who had the compliance. ■■ A comprehensive and responsive approach experience and drive to create understanding Refer also to Sections 1.5 - Environment and to potential regenerated noise and amongst those entrusted to deliver the Sustainability Outcomes and 2.3 – vibration impacts from tunnelling using a requirements of the CEMP on the ground. Environment. predictive model and real time monitoring, leading to “no surprises” for the community;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 43 3.7 Industrial Relations LBBJV’s experience in disciplined and tight The CLEM7 engaged over 13,000 people, control of the industrial climate was represented by various unions. The main instrumental in ensuring these issues did not union represented on the Project was the spiral out of control. Australian Worker’s Union (AWU), while Despite the large numbers of skilled and subcontractors generally had trade based unskilled workers involved across many enterprise agreements with the appropriate disciplines, LBBJV’s thorough industrial union, including United with the Electrical relations planning and management, and Integrated approach to tunnel construction Trades Union (ETU) for the M&E fitout works good working relationship with the unions and formwork subcontractors with ensured there was no lost time due to Construction, Forestry, Mining and Energy industrial action. Union. 3.8 Use and Development of LBBJV had an enterprise agreement with the AWU covering all wages personnel New Technologies (labourers, tunnel workers, carpenters, fitters, LBBJV’s large commitment to research and electricians) employed by the joint venture. In development resulted in extensive use of addition, LBBJV had an enterprise agreement new technologies, ranging from big-ticket for all workers and tradespersons at the items, like use of the largest diameter hard precast concrete factory. rock double shield TBMs ever to have Cable Tunnel operated anywhere in the world to smaller All union issues where managed centrally by items like the development of a hand held two senior managers in LBBJV to ensure device to monitor ground water pressure pavement, the construction of which was consistency across the Project. more accurately than existing methods. integrated as part of the TBM “production As our M&E Contractor did not have a close line” operation; and Our work started long before the first relationship with the ETU, LBBJV ensured it ■■ spectacular pictures of the TBMs were Use of a rubber-tyred logistic system. was intimately involved, working closely with published. During the tender phase, work Both methods are now being used in other both parties. The normal conditions methods new to the Australian market were Australian projects. encountered on a tunnelling site presented developed to achieve safer and faster some real challenges for these parties that construction, including: had to be overcome. ■■ Introduction of an invert service tunnel to carry cabling underneath the final road

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 44 Acoustic sheds minimised noise disturbance An Australian first - 100% video incident detection New techniques in blast operations

The Project was the first Australian road The TBMs, the smoke duct formwork, the ■■ Development and trialling of a new tunnel to adopt a 100 percent video based equipment for transport in the tunnel – technique to prevent fly rock during drill automatic incident detection system, known including tunnel conveyors and trailers – and and blast operations that utilised tensar as Automatic Video Incident Detection even the backfill material were specifically and geofabric anchored with concrete System (AVIDS). The AVIDS utilises 190 developed to optimise productivity and to blocks over the blast mats, which provided cameras inside the tunnel and 24 cameras comply with local safety standards and work significant cost and time savings by on surface roads outside the tunnel to detect practices. eliminating the traditional practice of accidents involving stopped and slowed LBBJV used or developed numerous other placing fill over the blast mats. This vehicles, as well as other incidents such as new technologies, including, for example: technique has since been used on pedestrians or animals within the tunnel, other projects; and ■■ A full-sized trial, which led to the use of a smoke and fallen objects on the roadway. ■■ Use of the latest technology fibre optic combination of grout and pea gravel as Detection of incidents is within seconds, linear heat detection cable, which is ideally backfill for the segmental precast concrete therefore providing earliest possible suited for use in the tunnel environment tunnel lining; response, and thus assisting in preventing because it combines the robustness the incidents escalating into major events. ■■ Use of the largest integrated load-out required to operate in this harsh The AVIDS also collects traffic data – i.e. system of its kind to manage the Project’s environment with the speed of detection volume/occupancy per lane, flow speed per 2.7 million tonnes of TBM spoil, including and location accuracy – both vital in the lane, which provides valuable data for the over 500m of acoustically lined conveyor event of a tunnel fire. Operators’ business. and 6,000 m3 buffer silos and load out facilities;

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 45 3.9 Training and Development Not surprisingly, training became a key Initiatives priority for LBBJV and an integral part of its business. Career development was provided A key project risk was centred around the for staff, while skills development was ability of LBBJV to attract and retain the provided for wages personnel and people with the relevant experience to deliver subcontractors. Safety was the number one such a complex and diverse project. Whilst priority on the Project and a lot of effort went about 35 percent of the core staff into training many people who had either not requirement came from the parent worked in the construction industry at all or Specialist training was provided to upskill the team companies, this still left a significant gap, not worked on projects of this size and requiring LBBJV to attract more professionals complexity where safety is paramount. from the construction industry, which was The purpose-built precast concrete factory already struggling to support the volume of In all some 3,800 wages personnel for the production of the segments required a work underway in Australia at the time. completed recognised skills development completely new labour force. Working 24 Coupled with this was the requirement for a programs ranging from the operation of small hours, 7 days-a-week in a factory to produce large skilled or semi-skilled labour force to tools to operating plant and equipment. 8.5 tonne segments to less than 1mm complete a very diverse range of Much of the training was very specialised tolerance required a great deal of new skill construction activities. such as: training. Many of these people came from In all some 13,000 people worked on the ■■ Driving the specialised push/pull trucks overseas and had little or no English and very Project contributing nearly 13.7 million man- with semi trailers used within the tunnel to little safety training or tunnel experience and hours towards activities ranging from deliver the precast concrete segments to so a ‘buddy system’ was developed to assist construction management and administration the TBMs; them in their transition into Australia and our to tunnel works, road and bridge ■■ Laying the segments in the TBM; and workforce. construction, services installation and ■■ Operating the launching gantry for the A key benefit from all this training is that it commissioning, landscaping and the curved bridge construction over Enoggera provided Australia and the construction production of precast concrete products. Creek. industry with more experienced and skilled These were activities that had never been people to support the construction of similar carried out in Australia before and so the projects in Queensland and other States. legacy left by this specialised training is particularly significant.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 46 Project Leadership Project Director Team Graham Olsson

The Project had a senior leadership team comprising the Project Director, Deputy Project Director and key senior managers, as described in the organisation chart to the Commercial Manager Completions/Controls right. Sitting below this team was a staff of Tunnel Manager Deputy Project Director Manager Stefan Hanke some 300 people organised in teams Trevor Hall Susette Dixon reporting to a member of the leadership team. Interface Manager Northern Works General Superintendent Bert Musch Manager David Mayton Adrian Wildner

Southern Works Mechanical/Electrical Manager Manager Rod Varney Mark Busby

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 47 Graham Trevor Hall Susette Dixon Olsson Deputy Project Completions and Project Director Director, Controls Manager Graham was initially Commercial Susette was Manager appointed as responsible for Deputy Project Trevor joined the construction-stage Director, team as Deputy traffic management, responsible Project Director service relocations, primarily for all when Graham took electronic tolling, non-tunnelling over the Project incident and traffic construction. With more than a year to go on Directorship. Trevor’s breadth of construction planning for the operational tunnel, quality the Project, Graham took over the Project experience together with his strong business management and project completion, Director role whilst the Project was facing and commercial skills allowed him to take a including all approvals to open the tunnel. firm leadership role from the outset, which significant challenges. Graham played an She brought together a diverse team and provided important stability and drive for the instrumental role in driving the project team injected focus to these areas to ensure project team in its final stages. Trevor was to an early finish, staying within budget and certainty of delivery. ensuring exceptional quality levels were responsible for commercial management of Susette’s strong background in management achieved. the Project with direct reporting responsibility to the Board. As the Deputy Project Director, on tunnel projects, in particular in the areas Graham’s construction industry experience Trevor’s leadership style was influential of external stakeholder management and fire includes major projects delivered in across the Project in the areas of safety, and life safety systems positioned her well to challenging environments both in Australia culture, and client relations, through to the successfully manage all deliverables and and overseas. With his ability to close out critical elements of consultant/sub-contractor gain authority approvals to safely open the projects and a background in M&E, Graham and supplier relationships. tunnel to traffic. brought key leadership skills, focusing the team on a coordinated completion strategy, while improving safety performance.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 48 Stefan Hanke Bert Musch David Maytom Tunnels Manager Interface General Stefan was involved Manager Superintendent in the CLEM7 As Interface As General project from the Manager, Bert was Superintendent, outset taking a lead responsible for David was role in the tunnel safety, environment, responsible for the estimate stage community, safe and timely responsible for the industrial relations delivery of the specialised and human project works to tunnelling methods. Stefan was the brain resources. Bert managed a large team of time and cost expectations, whilst also behind the “Shafston on and off-ramp professionals based both in the office and in ensuring that works were carried out in a layout” which played a significant part during the field to ensure that all these areas were well-planned and coordinated manner. David the tender as it was one of the key issues for proactively and effectively managed. brings a huge wealth of major project the Client. Outstanding outcomes were achieved as a experience, having been general result of Bert’s leadership, and the Project superintendent on the Eastern Distributor, Stefan has over twenty years experience in developed strong relationships that M7 and superintendent on Star City Casino tunnel construction and ten years in minimised negative impacts on the and M5 motorway. management roles. His wide international community. An intense focus on safety experience and strong technical knowledge David undertook a hands-on delivery role for assisted in significant reductions in injury across various tunnelling techniques, the tunnel works, including the interface with frequency indicating real improvements in especially where geological conditions might external work areas and co-ordination with safety. vary, was an invaluable asset on this the M&E contractor. challenging yet rewarding project. David was responsible for engendering a performance based and safety focussed culture within the construction team.

CLEM7 - 2011 AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 49 Adrian Wildner Rod Varney Mark Busby Northern Works Southern Works Mechanical / Manager Manager Electrical Manager Adrian was Rod was responsible for all responsible for As Mechanical and surface works at managing works at Electrical Manager, the northern zone the southern zone Mark was of the Project including responsible for including all construction along managing the major temporary Ipswich Road, M&E tunnelling works, as well as all permanent Pacific Motorway roadworks, Gibbon Street Subcontractor, United, and a number of works, the tunnel portal and approach and shaft fitout, ventilation fitout, completion of other smaller M&E subcontract packages. Lutwyche Road. the southern ventilation outlet and the Mark’s focus was on design management in surface works at Shafston Avenue. Rod Adrian managed a large multi-disciplinary the early phases of the Project, as well as coordinated traffic and construction staging team who were continually challenged by setting up for the construction phase, to minimise construction impacts and traffic interface issues, community issues, including planning interfaces with the tunnel improve project efficiency. As Ipswich Road program deadlines and elaborate urban excavation and fitout teams, logistics and is a main services corridor to Brisbane and design elements, like the spectacular portal developing methods to accurately report on the PA Hospital, Rod and his team had to canopy. and measure progress. Once M&E liaise with the PUP Manager to ensure construction commenced in the tunnel, Mark Under Adrian’s leadership the level of service services were maintained while new managed his team to ensure that for Lutwyche Road was maintained during installations were occurring. Rod also construction planning and execution was construction and the team was able to regularly liaised with key members of the carried out in accordance with the approved guarantee access during business hours Boggo Road Busway project team to arrange design, all safety requirements and to minimising the impact on surrounding traffic and staging solutions to minimise program. Throughout the Project Mark businesses. construction impacts on each project team provided strong commercial and contractual Adrian’s years of on-the-ground experience and surrounding stakeholders. Rod’s management of this major subcontractor. and his knowledge of the constructability of relentless drive saw him and his team Mark has a wealth of experience in managing large infrastructure projects provided the achieve many challenging milestones the delivery of large technically complex Project and the Client with certainty and throughout the Project. mechanical and electrical projects, through confidence. design and construction phases.

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