TECHNICAL PAPER FOR THE AUSTRALIAN CONSTRUCTION ACHIEVEMENT AWARD 2018

Princes Highway upgrade Foxground and Berry Bypass d

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o Courage, integrity, teamwork, enthusiasm. That’s what it FOXGROUND F Old Highway takes to deliver a community legacy built on 360 degrees Thompsons Road

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of excellence. The legacy is a beautifully designed and R TO KIAMA

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constructed stretch of road. A joy to drive, the Foxground p

m 8 Boun o dary Roa h and Berry bypass responds to the landscape, allowing roadd T Tindalls users to travel effortlessly through the south coast landscape. Lane 9 10 Tom Fulton Hogan is proud to have delivered a quality asset that lins Lane 7 Hitchcocks Lane improves road safety, respects a sensitive environment, and Tannery Road 11 was completed ahead of time and within budget. 6 5

B u B n o d n BROUGHTON d ew g a B oa l o Austral Park Road R la n VALE a h g R R o o o o j a i d a l d 4 o o Kan T g ar oo Tindalls Lane Va ll ey Roa 3 d 2 TOOLIJOOA

oad 1 ill R y H ay t rle lw S N Ha Rai t o t rd rth S s t t o S Coa S A F lbert t d St th S r u e o a Qu S H Mark g een S a Broughton it t r c w h Radium or d Creek d P c e rinces o E s S bridge 3 t d Park an ck G s x a L e a l o Toolijooa Road n BERRYA e R David Berry f Be ad r t Hospital a o S t ch c S a R Broughton ho S Roa r g d Creek y e f n v i n i e Wh a ld Ki R b s l ed La A k ne oo Berry Cr Station A g Legend: 5. Austral Park Road Interchange y a a rs L 6. w a Broughton Creek bridge 3 h n A ig e nd H 1. Berry Southern Interchange and ers s 7. Broughton Creek bridge 2 on e s L c a in Kangarooo Valley Road Bridge ne r 8. Broughton Creek bridge 1 P JASPERS BRUSH M C 2. Berry Northern Interchange and 9. ulle o Broughton Rehabilitated quarry and rs o Creek L l an y a Berry Bridge e a n processing area C lw g ro ai a zi R 3. ers t Project Office 10. t t Cut 2 and location of the batter s Ro TO NOWRA a ad oa C R 4. oa Tindalls Lane Interchange th 11. Toolijooa Road Interchange u o d S Content

01. Overview 3 Scope of the project 3 The vision and values Fulton Hogan established in collaboration Contract type 4 with Roads and Maritime Services (RMS) underpinned the 02. Outcomes achieved against planned targets for key project parameters 5 successful delivery of the Princes Highway upgrade, Foxground Workplace health and safety 6 and Berry bypass. Constructing this project meant rising to Time 6 the challenge of a complex major piece of road infrastructure Cost 7 delivered under a design and construct (D&C) delivery model Quality 7 while dealing with uncertain geotechnical conditions in difficult Environment and heritage 8 9 weather in a pristine environment. However, success on this Sustainability Innovation and new technologies used 10 project was about far more than construction. Most importantly Stakeholder satisfaction 11 our client needed us to also be a good neighbour to local 03. Complexity, difficulty, and optimisation residents and businesses, minimise disruption to road users and of the construction task 12 be sensitive to the local environment. The result was a success Logistics 13 by any measure: a positive community and environmental legacy, Interfaces 15 Constraints 16 early and profitable completion, challenges overcome through Community 16 planning and innovation, new relationships formed and existing Risk Management 18 ones strengthened. Innovative approaches to project issues and the use and development of new technologies 19 04. Leadership and management of the project delivery 22 Project team relationships 23 Generating a legacy for the construction industry 26 Entrant’s contribution in the design process 27 Workplace Health and Safety 28 Planning and control of design and construction operations 29 Industrial relations 30 Training and development 30 3 01. Overview

Scope of the project

The Princes Highway is the main north-south transport corridor linking Sydney and Wollongong to the New South Wales South Coast, an important freight route and a major route for tourists. The existing highway consisted of two undivided lanes with inconsistent horizontal and vertical grades resulting in lower speed limits, traffic inefficiencies, and reduced safety outcomes for road users. With a fatality rate fifty percent higher than the New South Wales average, improving this section of the highway greatly benefits all road users as well as the local communities. During the contract period the project was extended to provide an additional 900 metres of divided dual carriageway, extending to just south of Andersons Lane. This resulted in an overall length of 12.4 kilometres of new and upgraded highway. Fulton Hogan was already delivering the design and construction of the $320 million Princes Highway Gerringong Upgrade (Mount Pleasant to Toolijooa Road) when it was selected by Roads and Maritime Services as its preferred design and construct contractor. Fulton Hogan entered into a design and construct Project Deed in June 2014 to complete the $580 million Foxground and Berry bypass. 4 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Key features Contract type Key numbers:

Four lane divided highway (two lanes The Foxground and Berry bypass was each direction), median separation, delivered as a D&C project with a fixed 3 and climbing lanes in each direction at lump sum price. 35,000m Toolijooa ridge (six lanes over 1.5km); 2.2 of concrete Construction of 6.6km of new dual The challenges carriageway that deviated from the million Fulton Hogan managed the major cost man hours worked traffic existing highway alignment; risks including weather, geotechnical 40 switches Upgrading the remaining 5.9km assumptions and interpretation, existing highway to new dual design (design cost and design scope carriageway; development from concept to final), 5 grade separated interchanges; industrial relations, and compliance with 408 LGA and utility authority requirements reinforced concrete Reused 500,000 tonnes of rock from other than telecommunications. The bridge girders major cutting at Toolijooa Road; contract sum was subject to rise and Approximately 3 million tonnes of fall, with the Date for Construction 15km earthworks, included 1.2 million 3 Completion was adjustable for Variations of stormwater tonnes of reprocessed rock reused in and inclement weather delays affecting drainage pipes pavements and backfill; the critical path. million 5 new highway bridges, including tonnes of 160,000 three crossings of Broughton Creek; Our solution earthworks/rock tonnes of heavily extraction bound base 2 complex concrete highway We’re committed to developing strong, overbridges including a new collaborative relationships with clients. 130,000 Kangaroo Valley Road interchange; The familiarity we had developed with tonnes of asphalt 8 underpasses for vehicles, drainage this RMS client team on our previously channels and fauna crossings, successful completion of the Princes Augmented and integrated Highway Gerringong Upgrade enabled existing highway into local roads us to confidently take a collaborative 1.2 accommodating forty property rather than combative approach to 139 accesses. a D&C contract. Our willingness to 3 go beyond the contract and look for million 250,000m large diameter ways to improve design, performance, tonnes of aggregate of drill and blast / reinforced concrete processing hard rock extraction box culverts quality and delivery was embraced by the RMS team. 5 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018 02. Outcomes achieved against planned targets for key project parameters

RMS Contractor Performance Report results Co-operative relationship Superior 10 Community interaction Superior 10 Environmental management Superior 10 Skills and training development Superior 10 Quality system Superior Superior 10 “They aren’t afraid to raise items and issues for fear of costs or not wanting to know the true reason.” Extracted from the RMS Contractor Performance Report 6 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Workplace health and safety Time

We’re proud of our workplace, health and Ahead of every milestone safety performance on the Foxground and Berry bypass. The project finished with no Fulton Hogan and RMS executed the Project Deed on 10 June 2014. The Date for Construction Completion at the time lost time injuries and an industry-leading of execution of the Project Deed was 26 May 2017. Construction Completion is the equivalent to Practical Completion Total Recordable Injury Frequency (TRIF) rate in other forms of contract. The Date for Construction Completion was adjustable for excusable causes of delay such as of 1.86. inclement weather and no Separable Portions were included in the original Project Deed. The challenge The challenge Keeping our people, the community and Looking for ways to deliver the project ahead of schedule to contain costs which would also allow us to provide the road users safe in a complex, fast moving community with a safer road sooner. traffic environment. Our solution Our solution We focused and motivated our teams to look for efficiency in the design, scheduling and resourcing of the Our robust safety inductions and systems project. We could see how design changes, use of separable portions, bringing on more resources at the are second to none, but it’s our approach front end, and clever planning, could achieve this outcome. We embraced working in genuine collaboration to developing each individual’s personal with the client to achieve shared goals. responsibility to remain vigilant, for themselves and others, that drives us. The key milestones achieved during the project are set out in the table below: Our people are asked to focus on their surroundings and everyone is empowered Milestone Approved Date Actual Variance to stop the work if they believe it poses Foxground bypass opens (Separable Portion 1) 28 February 2018 10 April 2017 11 months early a risk to safety. Fulton Hogan has been Separable Portion 1 Practical Completion recognised for its outstanding safety 28 February 2018 30 June 2017 14 months early performance on the Foxground and Berry (Construction Completion) bypass with RMS making favourable Berry bypass opens (Separable Portion 2) 28 February 2018 14 July 2017 7 months early mention in their publications and to senior Separable Portion 2 Practical Completion management. Fulton Hogan was also 28 February 2018 16 December 2017 2 months early awarded the Safework NSW/Master Builders (Construction Completion) Association South Eastern Region Safety RMS Publically Announced Completion June 2018 16 December 2017 6 months early Award for the Civil Construction category.

See page 28 for more safety information and statistics 7 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Cost Quality

A D&C hard dollar contract Our solution Striving for quality – in both product and The workmanship KPI was developed delivered within budget, delivery – is embedded in our culture. after the Deed was executed, again 12 months early The only way to achieve significant Fulton Hogan’s approach to quality is to demonstrating the value that strong cost savings was to revisit the design, do it once and do it right, and eliminate commitment to collaboration brings to The project was completed under and that could only be done with costly re-work. a project. The desire to work together Fulton Hogan’s budget and we a client that is prepared to consider to enhance quality underscored the understand the project has been alternatives. During the detailed The challenge client/contractor relationship, allowed completed within RMS budget. This design and construction phase Fulton To deliver the project to the desired the focus to be on improving quality was achieved even with the significant Hogan proposed a number of design across all activities as they begin, rather variation, extending the project by a alternatives which resulted in a lower quality, whilst integrating many new innovations into the design, construction than looking for ways to assign blame further 900 metres to the south. out-turn cost for RMS including reduced afterwards. bridge spans, eliminating retaining walls and delivery processes. The challenge and a revised pavement design which Our solution To not only look for ways to stay reduced the overall asphalt thickness. within budget while managing risk and The team’s willingness to look at The project team developed a Quality “The WHS planning and delivering ahead of schedule, but to also alternative designs and test innovative KPI for ‘Workmanship’ designed to preparation for the project is deliver the additional ‘southern extension’. solutions supported Fulton Hogan’s monitor performance and ensure evident with demonstrated effort The extension included a further two ability to deliver the entire project early, minimum standards were exceeded. placed with the management of bridges in addition to 900 metres of accommodating the additional ‘southern risks associated to the project. earthworks, pavements and drainage. extension’; all within the early finish […] There is a demonstrable construction program and without an level of commitment toward the extension of time. implementation of the [WHS management] system and the compliance to WHS and OFSC Scheme criteria. […] The positive cultural approach to WHS on the project is tangible.“ 900m month advance in Office of the Federal Safety of earthworks, 6 project completion Commissioner Audit, 2015. pavements and drainage 8 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Environment and heritage

Through its commitment to establishing Our solution a culture of ‘Beyond Compliance’, Fulton Hogan achieved outstanding Fulton Hogan brought its ‘Beyond performance in environmental Compliance’ approach to managing management on the Foxground environmental issues on the project. and Berry bypass, completing the Adopting a an active program of project without any environmental community consultation and issues infringements. The New South Wales management, the team set about Environmental Protection Authority took building meaningful relationships with the unusual step of writing to Fulton stakeholders and “saying what we’ll Hogan and RMS to commend it on its do, and doing what we say”. Monthly scorecards were used to recognise outstanding environmental performance, Broughton Creek environment given the complexities of the project. and reward innovation, and a healthy Additionally, in 2016 Fulton Hogan sense of competition developed across was announced as the winner of the the project’s teams. We undertook International Erosion Control Association landscaping early in the process, as Award for Environmental Excellence for much to stabilise and protect as to “The EPA (New South Wales Environmental Protection Agency) would like to the Australasian region, also receiving a enhance the appearance along the commend Fulton Hogan on planning and implementing a high standard of Merit Award for Innovation. route. Mindful of the sensitive nature of sediment and erosion control at the site. We also commend construction staff the waterways, we developed innovative who are demonstrating a strong commitment to ensuring that sediment and RMS, in its quarterly Contractor solutions like: erosion controls at the site are implemented and properly maintained. As Fulton Performance Reports, consistently Designing creek crossings that Hogan is aware, the site is located adjacent to a number of highly sensitive rated Fulton Hogan’s performance for maintained fish passage, protected and challenging receiving environments and the EPA recognises Fulton Hogan’s environmental management at 10/10. the natural creek bed and minimised efforts to minimise and ameliorate the impacts of the project on both the flood damage. natural environment and the local community.” – The challenge Managing the treatment of runoff Julian Thompson, Unit Head – South East Region, NSW Environmental To look for ways to deliver a significant using self-dosing sediment basins, and Protection Authority in a letter dated 30 October 2015 piece of infrastructure in a particularly Developing a proprietary new heavily sensitive environment with a bound base layer product that utilises sophisticated and active community waste from steel manufacture. anticipating adversarial relationships. 9 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Sustainability

Fulton Hogan took a triple bottom line All concrete waste on the project was approach to delivering the Foxground reprocess onsite for the purpose of and Berry bypass, recognising the being incorporated in other parts of importance of delivering a project the construction process. Road millings safely and profitably but also through were donated to farmers for use on supporting the regional economy, their internal roads rather than becoming being environmentally responsible waste product. and becoming part of the social fabric of the region and leaving behind a Managing runoff to protect positive legacy. waterways also protects people Spoil becomes a resource The innovative design of the self-dosing sediment basins not only protected the Fulton Hogan recognised an opportunity area’s sensitive creeks and waterways. to design and manage balanced cut This clever design also meant that and fill across its three site zones. people weren’t lugging loads of pipes Investigation proved that almost all of and other equipment across rough materials coming out of the site were terrain to service the contained water. of sufficient quality to be redeployed Fully autonomous, these 50 basins in locations that would otherwise have efficiently managed the area’s rainfall, needed material purchased and hauled retuning treated water to the natural to site. environment while reducing the plant and labour required to manage the Only a small percentage of material from process. The successful trial of this excavations to the south of the route design on the project has created an was deemed to be unsuitable due to its improved approach that can be applied moisture content and grading, needing to future projects. time and cost to treat. However, Fulton Hogan was able to locate a nearby project which could take the material at no cost to the project. High efficiency self-dosing sedimentation basins were successfully trialled on the project. 10 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Innovation and new technologies used

Standardised the design to Sloped end 820 high Type F barrier at start of paving run facilitate use of modular formwork Sloped end 820 high Type F at start of paving run

Fulton Hogan through the design and 2 x 12.7 dia Strands 2 150 centres construction process standardised the F 72 Mesh End plate for Mould pier and headstock design across four n 7.4 Slope 1 i structures which allowed it to design Construction joint a re-usable steel modular formwork 638 system across those structures and thirty 200 sets of piers and headstocks across 300 Footing 5500 Y12 L bars four bridges, significantly improving Direction of Paving productivity and consistent quality of Notes Strand will be passed through the mould end plate and the cables connect to the mesh finished concrete. The system will be Paver will commence slipping the sloped and and once complete the end plate will be attached into the mould and barrier will continue re-used on future projects. holding the required anchor assembly’s purpose built radar VMS sign that could HBB proprietary product at a transitions to G4 barrier. All these be easily attached and interchanged Modified barrier design During the design process Fulton Hogan changes allowed the slip forming between pavers required. Allowing real proposed an alternate pavement The benefits of slip forming over process to either commence from or time feedback on the effectiveness of design for the main carriageways. conventional Form Reo Pour (FRP) terminate at any type of connection or the traffic control setup this also helped The alternate pavement design would options is well known. On this project transition on the project. No change to name and shame speeding motorists, result in significant time and cost we set out to remove any require FRP the RMS standard design other than the greatly improving safety for road workers savings for the project, by reducing following the slip forming processes on “head width” was required in order to when required to pave under traffic. the asphalt thickness and thickening Bridge connections, Barrier tapers and achieve the above. the underlying heavily bound base Barrier transitions. Bridge connection Radar VMS mounted on layer using a bound product which we changed design profiles were paving machine included a blend of graded air-cooled changed to “head width” to match blast furnace slag modifierd with a precast bridge parapets. Moulds for The high productivities required to meet slag cement/lime binder. The design Tapers were redesigned to form the the program expanded our working was also more environmentally friendly barriers to compensate for the cast in areas and the effectiveness of controls incorporating a bi-product of the steel mesh and footing design required. For within one critical risk area. The team Paving machine with purpose-built radar production process. Transitions we designed a method of worked with suppliers to produce a VMS attached 11 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Stakeholder satisfaction

Being in, connecting, and caring The survey invited the community for communities is a commitment to rate and comment upon the we take seriously and we’re proud performance of Fulton Hogan during of what we’ve achieved on all our the course of the project. Fulton projects. On the Foxground and Berry Hogan achieved 90% of the KPI bypass, community engagement and inferring an average rating of 9/10 stakeholder satisfaction was a point by respondents. On average, 87% of excellence identified by the project of respondents ‘strongly agreed’ team from the outset, and given and ‘agreed’ that Fulton Hogan was Berry Bridge community celebration walk the project’s historically controversial accessible, polite and managed standing with the community, communications, the environment represented a significant challenge. and traffic. Being a good neighbour during In its quarterly Contractor 10/10 90% of the for community KPI inferring construction was Fulton Hogan’s goal Performance Reports, RMS interaction from the outset. In order to measure consistently rated Fulton Hogan’s an average how successfully we were in delivering performance for community 90% rating of against that objective, Fulton Hogan interaction at 10/10. 9/10 by and RMS created a Key Result Area for respondents ‘being a good neighbour and promoting Fulton Hogan as a company, by positive perceptions of the project in encouraging and empowering the community’, measured using a bi- each individual within the team, annual survey. demonstrated that they were walking the talk by actively contributing to the local community. “I believe Fulton Hogan have been exceptionally good corporate citizens. “The bypass is fabulous and Fulton From many accounts both personal and second hand they have been an Hogan has done a fantastic job” asset to the town. In a perverse way they will be missed, they are open minded, transparent and approachable.” Louise Riles, Local Business Owner, Illawarra Mercury 10 November 2017 Kay Jarrett, Berry resident, December 2016 Community Survey. 12 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018 03. Complexity, difficulty, and optimisation of the construction task

As a hard dollar D&C project, Fulton Hogan assumed most of the risk on the project. Recommending deviations from the contract’s specified design placed even more responsibility on the team, but Fulton Hogan could see potential for time and cost savings, confident it could harness not only its core construction and management skills, but also its depth of expertise in quarrying, logistics and road industry product development. Fulton Hogan brought a unique blend of expertise to the project. Leveraging the strength of its vertically integrated model the team was able to incorporate range of innovative design and materials solutions that will set the standard for future projects. The project delivered an enhanced outcome for both client and community – well ahead of its scheduled completion date and within budget. 13 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Logistics

Balancing materials minimised Reuse of excavated material Adapting excavation methods in Although a number of successful waste and haulage response to uncertainty blasts occurred in Cut 2, issues began Construction of the new alignment to arise with respect to oversize The aim was to take big trucks off the required approximately 1.5 million m3 The major rock cutting on the project material following blasts. The project main roads by balancing the materials of earthworks (120,968m3 per kilometre through the Toolijooa Ridge (Cut 2) was team needed to develop an alternate in sections and using off-road haul of new carriageway). Fulton Hogan assumed from the geotechnical data construction method for the remaining roads. This careful approach to limiting optimised the mass haul by ensuring to include 504,548m3 of excavation of two thirds of rock excavation in Cut 2 to moving materials around was greatly that, as much as possible, all excavated which 246,424m3 was rock requiring prevent damage to the rock face and appreciated by the community as well material was re-used in constructing the reprocessing to produce pavement and significant rework. as providing a benefit to road users new highway. This was a significant risk foundation materials. The intent was to through decreased construction traffic. and challenge given limited geotechnical use drill and blast to extract the material, The solution used three separate data and uncertain geotechnical requiring ten months and 40 blasts. methods to extract the remaining volume: The project team optimised the mass conditions. In fact, the project team This was complicated by the adjacent eleven excavators with hammer haul to reduce on-road hauls wherever encountered significant geotechnical existing Princes Highway and a sensitive attachments were used possible. Temporary bridges were challenges: material with high natural receiver (house) located 70 metres from simultaneously to extract the rock used to cross Broughton Creek at two moisture content, highly fractured rock, the blast site. from within four metres of the locations and Broughton Mill Creek to residual soils and a higher proportion of finished batter profile, preventing enable off-road dump trucks to haul Over nineteen separate blast mitigation rock to general fill than anticipated. damage to the final rock face material along the alignment until the measures were implemented to reduce permanent bridges were constructed. To accelerate the program and the risk of drill and blast activities on blast the cut floor and push up The mass haul was adjusted to make achieve the early opening of the site, including individual communication the blasted rock to form a working use of the Berry bridge as a haul route Berry bypass the project team strategies for certain sensitive receivers. platform for the rock hammers and once it was safe to do so significantly needed a solution, which was to During blasting it was necessary to mobilise a surface miner to reducing truck movements within Berry. locate an offsite receiver nearby. ensure comprehensive communication complete the final floor cut to Safe crossings of the Princes Highway of upcoming blasts, coordination with ensure a consistently level floor. were established under traffic control to the NSW Traffic Management Centre to This strategy allowed the rock allow articulated dump trucks to safely allow closure of the Princes Highway excavation in cut 2 to proceed without cross the Princes Highway eliminating on during the blast event and ensure damage to the final rock face. Some road truck hauls. the adjacent resident was not in the program impact was evident, but dwelling during the blast. increasing resources in the cut enabled the Foxground bypass to open well ahead of schedule. 14 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

The sheer volume of rock available substantial chemical and property 24 hour continuous concrete Three batch plants ensured continuity project-wide created challenges as it analysis. Material must be quarantined pour on the Kangaroo Valley of supply. Once work commenced the significantly exceeded construction and conformed, a process can take up Road overpass bridge team was committed to completing requirements .The majority of rock to six weeks. Geotechnical engineers the pour. Disrupting or abandoning it came from Cut 2, which couldn’t be investigate conforming areas of the cut Kangaroo Valley Road is Berry’s main would have caused extensive direct cost reduced in size due the topography and prior to blasting and rock from the area southern interchange and the main link losses and delays of several weeks as subsequent alignment constraints. was crushed, separated and conformed to Kangaroo Valley and the Southern the bridge was on the critical path. The A new design converted Fill 4 from for just in time use to avoid congestion. Highlands and Hume Highway. Project result was a pour completed ahead of general fill into a large rock fill design requirements prevented central time in around twenty-two continuous embankment, using the excess rock To assist with congestion around the piers on overpass bridges and were hours, no complaints received, no safety from Cut 2. This was a non-critical fill height and width restrictions of the cut developed as single spans. The incidents, and minimal concrete waste. and a short haul allowing fast and a remote crushing yard was established Kangaroo Valley Road overpass is a 47.1 economic construction to be completed on private land. The quarry area was metre single span with a deck length in conjunction with more critical areas restricted for stockpiling due to the area of 48 metres to clear the new dual elsewhere, and acted as a buffer for being bound by Broughton Creek, a carriageway Princes Highway. Class 1 waterway. I would like to congratulate your rock volumes. The overpass bridge superstructure Fulton Hogan team for the way Just-in-Time manufacturing of To manage the available space, a just- comprises 2400mm deep cast-in place that you have approached the material on site in-time crushing process was back- post-tension voided concrete slab Bundewallah Creek diversion works. calculated from the aggregate products constructed ‘top down’. The 1,100 m3 The commitment you have shown Manufacturing material for reinforced required for different areas, all having of concrete had to be placed in a single towards minimising construction wall backfill was another challenge. separate specification and grading continuous concrete pour, challenging impacts, implementing high quality Critical structures have onerous requirements. This process required a because concrete needed to be erosion and sediment control, specification requirements requiring significant amount of front end testing supplied, delivered and continuously progressive stabilisation of riparian far exceeding the standard 1 in 4,000T placed over a 24 hour period, in close corridors and recreation of natural requirements of the Specification to proximity to residents, and requiring habitat features is very refreshing. The establish the material quality and ensure an exception to the project approval Team’s efforts in terms of active and quality would remain consistent. Once working hours. open consultation with DPI Fisheries established, a rolling average graph is also very welcome.” of material quality enabled the project Extensive planning and community

team to visualise in real time how the consultation was essential to ensure quality of the material was performing. approvals were obtained for continuous Allan Lugg Regional Manager, NSW This process allowed effective operation. Additional challenges for this Department of Primary Industries management of supply and demand overnight work were the logistics of (Fisheries) Aquatic Ecosystems South for materials across the project, despite ensuring continuity of concrete supply competing workfront requirements and in case of plant failure or road closure Cut 2 different product requirements. and resource management to prevent fatigue and manage the work safely. 15 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Interfaces

The new highway crossed the existing In addition to the complexity of highway in several locations, or was planning and constructing a new constructed adjacent to the existing highway involving several existing highway which would then be highway crossings, it was crucial to augmented and integrated into the maintain road user experience and new highway safety as well as the safety of workers. % % The existing Princes Highway carried 100 50 Working in and around live traffic on average 19,000 vehicles per day, a in high traffic volumes is a high risk number that surged during the holiday interface almost unique to major road period. Staged bridge construction was upgrade projects. It adds a layer of of the Key of this project, by required for four of the new highway Result Areas length, involved 300 complexity in terms of programming, bridges, which meant the bridges had were achieved augmenting the traffic management construction methodology and safety to be constructed in halves. Temporary by Fulton Hogan existing highway* plans required that is typically not experienced on creek crossings were constructed to * Approximately other types of projects. Approximately reduce on-road earthworks hauls. 50 per cent of this project, by length, Right turns against traffic were involved augmenting the existing typically restricted along the alignment, highway and its infrastructure and requiring careful planning for materials integrating it into the new highway deliveries and mass haul requirements. whilst the existing highway remained open during construction and The contract required the existing crossed the new alignment at several Princes Highway to operate at 80 km/ locations. hr during construction. In addition, Key Result Areas were established 19000 80km/hr In total, thirty-two separate traffic to measure road user disruption and vehicles on speed operation switches and three hundred traffic average carried 32 requirement experience. Fulton Hogan achieved management plans would be on Princes separate traffic during construction 100% of the KRA. switches required required to construct the project. Highway per day 16 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Constraints Community

Inclement Weather of sediment runoff from the site. Becoming part of the community Understanding and responding Construction of the project involved to community issues Weather was a significant risk placement of approximately three It was clear from the onset that to and constraint for the project with million tonnes of earthworks for the face to face interaction was the best One of the major issues raised by approximately thirty-three percent of new road. During construction, the solution for this community, which the community was the risk of Berry working days impacted by inclement project experienced several significant meant it needed the personal touch. township losing its trees. Fulton Hogan weather. Wet weather adds complexity wet weather events including at least We allowed every member of the worked tirelessly with Berry LandCare to the interface constraint of working one 1:20 year storm event. Despite the public having access to our people and local advocates to ensure that the adjacent to and around live traffic, challenges wet weather presented, and managed this through a vigorous village atmosphere was maintained as well as creating environmental the project was completed well ahead door knocking campaigns (reaching through a range of initiatives and issues. Wet weather not only impacts of time, under budget and without a over 1,000 residents) when OOH works programs. A propagation shed at the significantly on productivity and cost, significant environmental incident. or upcoming changes where due that Berry Public School was sponsored and but creates issues around prevention would affect the people. This built a supplied with native seed stock begin truly personal relationship between the the program. Native seed was collected town and our team, who took great by Fulton Hogan staff during the Rainfall 2015 -2017 pride in resolving issues raised and removal of trees along the construction providing feedback during the process. corridor under the guidance and tuition Fulton Hogan also presented regularly of the local LandCare. 500 at meetings of local community groups 450 Tree planting days were organised and to keep the community informed of 400 well attended by our personnel and progress. This was not a contractual 350 subcontractors, matching the already requirement. 300 important work of planting along 250 We were able to deliver on our Bundawalla creek, known for its bass 200 150 intention of being a good neighbour for and platypus population. The team 100 the wider community, a community that also redesigned and constructed one 50 included many project staff who made of the main side tracks into the village 0 their homes in the area. centre eliminating the need to clear four Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec significant Liquid Amber Trees on the 2015 2016 2017 AVG direct approach to Berry’s town centre. 17 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Measuring our responsiveness The team also found ways to show At all times our people were Local clubs and associations their commitment to the community mindful that they were guests in At the start of the project we set aside Illawarra Titans Aboriginal Rugby through a number of activities. the community, looking for ways to League Club an incentive pool of funds agreeing a minimise the project’s impacts - Shoalhaven Heads Cricket Club distribution framework to reward our Fulton Hogan engaged the local like limiting truck hauls prior to public people’s performance. This included a Mens’ Shed to build a Santa chair for holidays - as well as taking simple Berry Country Women’s Association measure for community engagement. the community’s annual Berry Merry personal steps like not parking on the Berry LandCare Performance in this area was an RMS Christmas festival. For three years, in main street to minimise congestion. priority, and we felt confident we could their own time, staff assisted with the Local services excel in this area. The proposal was annual Santa photos. When the project Local events Berry Community Preschool developed before 360 degrees of was completed the chair was donated “Berry Merry Christmas” Berry Primary School excellence was formally embedded into to the festival. Berry Show Society/camping Berry Fire and Rescue the project, coming as it did from Fulton Fulton Hogan also worked with the Hogan’s values and commitment to Shoalhaven River Festival Shoalhaven Homeless Hub local Mens’ Shed group to tailor project communities. NAIDOC Week 2015 & 2016 South Coast wildlife rescue needs with local expertise. Bollards for Quakfest Supporting the community the Kangaroo Valley Road bridge were made from timber produced by required Our team put a high priority on putting tree-felling. The logs were dried and in place a Community Relations strategy set aside with the local members of and structure that would deliver the the Mens’ Shed constructing them for results RMS required and assure the installation. The Men’s Shed team also community their views mattered. Fulton brought their skills to bear producing Hogan took the lead in developing bird nesting boxes for the local wildlife. community collateral, managing the community relations incoming calls, Fulton Hogan contributed in-kind enquiries (and complaints), coordinating support and materials for small media events and kept the community projects requiring concrete and informed of project progress and manpower to lay concrete paths and future changes. Our performance, as slabs for worthy causes like the local measured and reported in Contractor CWA, RFS and pre-school. Performance Reports, the KPI scoring, and comments from respected community members Peter Hands and Stuart Coughlan endorsed our efforts. Planet Ark National Tree Day 18 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Risk Management

Fulton Hogan takes a whole of were engaged in ensuring that site business approach to managing risk. environmental and safety controls Starting with the smallest activity, each were properly in place to minimise employee is encouraged to take a total environmental and public safety risks. project perspective, understanding where and how each activity locks in A Workplace Risk Assessment to the total project. was developed for the site which comprehensively reviewed all activities During the detailed design phase, across the project and specified each design package was subject to a controls in accordance with the safety safety in design review to ensure that hierarchy of controls, working from Batter collapse at cut 2 Flooding on site following an East Coast low issues with respect to safety during elimination through to administrative construction, operation and maintenance controls. The WRA was reviewed on Construction was managed according More eyes across processes and to were addressed in the design. a six month basis throughout the to the prevailing conditions identified apply to problem solving. project. along the route: to the north the route More opportunities for staff to gain High risk planning workshops were had potential geotechnical risks; the exposure to a live project, increasing undertaken during construction to Commercially, risks and opportunities central component posed complexities their knowledge and experience, properly plan ‘high risk work’ and were reviewed on a monthly basis of traffic staging; and south had and growing their value to the proactively identify and mitigate risks during project commercial reviews and bridges and moist ground to contend company and to the industry. before work commenced, including assessed using a probability adjusted with as well as the 900m extension. for example work involving heavy PERT analysis. Structuring into three teams drove lifts. Significant effort was invested in Focussing on the specific needs of the efficiency, instilled a healthy managing heavy vehicle compliance Golden Rules were implemented three zones, an optimal resourcing competitive spirit and encouraged across the project, with a dedicated on the project mandating minimum structure was developed with over and people to look for ways to innovate. resource engaged to coordinate heavy expectations in critical risk areas above usual headcounts. This provided Resourcing independent teams to suit vehicles on a daily basis and ensure including working at heights, working a number of benefits: the specific nature of their challenges that fatigue, maintenance, fitness for in and around live traffic, plant and More people meant more capacity, compartmentalised risk: work, mass, dimension and loading equipment maintenance, permit to enabling early delivery. it ensured focus by allowing experts to work for high risk activities, working requirements were met. concentrate on their area’s challenges around bitumen, light vehicle operation Generous ratios of staff to activities, meaning less risk of fatigue as a without being spread across the entire When significant periods of inclement and mobile plant competency. project. weather were expected or prior to higher level of man-power applied extended site shutdowns, site crews as required 19 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Innovative approaches to project issues and the use and development of new technologies

Improving road users’ safety to improve safety for road users. Fulton carriageway included augmentation of The investment in relationships that through staged openings Hogan and RMS negotiated to create the existing highway, several property create a culture of collaboration between a Separable Portion amendment deed access changes, and local road all parties again proved itself a winner. Although always theoretically possible, a to open and hand over the new five interfaces. Taking a no-blame, all-in approach, the staged opening was never contemplated kilometre section ‘Foxground bypass’ in team developed design options that for the project. The original design April 2017, prior to Easter, which was in Overcoming unforeseen events were quickly agreed on by all parties. did not include stages or Separable the busy school holiday period. Batter collapse Risks were explored, understood and Portions. The project team recognised accepted and the repair work began in In March 2017, as the team was making the inherent benefit to road safety that Fulton Hogan did not receive an earnest. Saturated material was quickly final preparations to open the Foxground divided dual carriageway provides. Even acceleration incentive to open the removed and the ground stabilised, bypass ahead of the April 2017 deadline, a single carriageway with improved Foxground bypass early, Highly before a revised, softened 3:1 slope a significant rainfall event occurred vertical and horizontal geometry has a motivated to find a way to eliminate a could be constructed. Achieving the which destabilised a major cut batter positive impact. With this in mind, the significant community risk as efficiently desired April 2017 opening required under construction at the Toolijooa project team challenged itself to find a as possible, the team was empowered certain completion work to run on a 24- Ridge. Approximately half the annual way to complete and open significant by the client’s willingness to explore hour cycle. sections of new highway ahead of time, options beyond the contract. rainfall total of 1.5m fell in two months. typically targeting openings to occur prior Tension cracking emerged on all three Acceleration of a major cutting at the Berry bypass opens twelve to peak holiday travel periods. Rethinking benches of the thirty-metre cut over for north Berry interchange months early the project into separable portions was a distance of around 130 metres. The Once the decision was made to deliver the way forward. Following the successful early opening project team had to develop a safe sections of the project early, the major of the Foxground bypass, the project yet efficient and economical redesign cutting at Berry interchange needed Foxground bypass opens team turned its focus to achieving an and reconstruction methodology that 14 months early a creative solution to accelerate its early opening of the Berry bypass. would enable the opening to proceed as completion. Some of the challenges During construction a number of serious Berry was a notorious location for planned prior to Easter in April 2017. it created included double handling accidents occurred at the ‘Foxground traffic delays during peak holiday A dedicated recovery team was of material, crushing in the cut, out of bends’, a meandering section of the periods as the existing highway runs hours work and adopting an alternative existing highway which included right through the centre of the town. established involving RMS, SMEC PB JV, the Project Verifier and Fulton Hogan, material extraction method using a steep ascents/descents and changes A major traffic switch would open a surface miner. The surface miner was in horizontal and vertical grade. further five kilometres of new divided to work in collaboration and develop a solution that would enable the an alternative to traditional extraction Responding to this, Fulton Hogan looked dual carriageway, but it would be more methods for hard rock. to identify an opportunity to open the complex than the Foxground bypass Foxground bypass to open as planned new dual carriageway highway early given that half of the new divided dual prior to Easter whilst remedial work could continue through to June 2017. 20 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Given the proximity of the cut to to view the material from excavation as The design change resulted in a outcomes. Modifications included sensitive receivers and the operational a cost-saving resource they already had reduction in asphalt thickness (offset by changing the median pavement design highway and the volume of rock on site. Minimal processing and haulage increased heavily bound base thickness) to allow it to be constructed using slip- involved, blasting was not viable. was required to turn waste into valuable which is not only a lower cost solution, formed concrete, and eliminating an The surface miner extracted and fill to be utilised as needed. but more efficient to place. This product extensive drainage system in a large pulverised rock material and side cast it also provided an environmental benefit rock cutting by substituting in a slip Trialling a high efficiency self-dosing into a windrow for reuse on the project as it incorporates a bi-product from steel formed median drain. sedimentation basin on the project with minimal reprocessing; production. Reducing plant and labour input, this Cloud based technology for Inclement weather created innovation returns to capacity more efficiently A modular design enabling reuse of site diaries Recovering from a period of significant following rainfall events and improves the steel formwork system Implemented an IPad / cloud based inclement weather in June 2017, was a discharged water quality. The Designing the highway bridges to have electronic site diary system for use by all major challenge for the team. The effects Foxground and Berry bypass had over a consistent headstock, pier and column foreman and supervisors on the project. on structures like the batter, and dealing fifty sedimentation basins requiring design (whilst meeting RMS urban Adopting an agile approach, the system with runoff whilst still maintaining the maintenance throughout construction. design requirements) and designing was enhanced during live use across the intent to deliver significant sections - if Adopting this basin method on a re-usable modular steel formwork project. The system allowed timesheets not the entire project – early required appropriate future projects it will system. The modular formwork system and payroll data to be generated innovative and collaborative thinking significantly improve time and cost was reused across thirty separate spans for approximately sixty-three directly from the team. The batter redesign and efficiency, improve safety outcomes for on four bridge structures, significantly employed wages personnel, eliminating the development of the self-dosing workers, and provide benefits for the improving construction efficiency. the need to use paper timesheets. sedimentation pond system were environment. The trial was endorsed Efficient embankment design innovative responses to the unusually and supported by the NSW EPA and was Managing post opening activities The project team developed an wet conditions facing the project. the first of its kind in New South Wales. Staging post-opening works to innovative embankment foundation enable completion of the stone mastic Responsible and sustainable Clever design treatment. It not only met RMS design asphalt (SMA) wearing course construction requirements but allowed for the Developing a unique blend of heavily embankment to be constructed using SMA cannot be placed during the winter, Recycling and reusing materials bound base deeper layers resulting in a more a process that has to happen during the produced on the site Changing pavement design to efficient construction process. warmer summer months. This involved All of the material from the Berry incorporate a uniquely blended heavily complex contra-flow traffic staging and Interchange cutting was absorbed by the bound base material, which comprised Modifying design for efficiency ramp closures and continued for several needs of the project. Clever planning and a slow setting bound material with Aspects of the design were modified to months after the dual carriageway was the ability to see more than just material reduced shrinkage and high strength improve construction efficiency without opened to traffic. to be dumped elsewhere led the team gain properties. compromising on safety and quality 21 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Protection of workers during the Urban design outcomes were improved The final opening of the completed Early opening caused remaining post-opening completion by replacing the long skewed structure overpass brought together the final ties community concerns works in a high- speed traffic with a simple and efficient precast with all work finished 3 days after the Even though early opening of the road environment. girder underpass. The large bridge was final traffic switch. was desirable for all concerned, it had replaced by a more subtle local road The traffic staging required a change Open day logistics and public safety the potential to cause problems for local to the design so that the median underpass. Safety was improved through businesses. Community consultation wire rope barrier could be removed the use of standard ramp terminals, Holding a community open day to prepare the community and local to create temporary crossovers of the which also improved connections to, celebration attended by over 6,000 business owners for the bypass to open dual carriageway, allowing a complete and speed control on, the local road people in mid-June 2017 created twelve months earlier than expected carriageway to be paved whilst network. Shorter connections reduced logistical challenges for the team. was essential. Businesses needed time motorists used the adjacent carriageway the extent of pavement works, reducing The ‘Walk the Berry Bridge’ event was to prepare themselves for the new in a contraflow configuration. This cost as well. Improved staging allowed a fantastic opportunity for people to access so that they could prepare their arrangement provided a better safety us to maximise reuse of the existing walk through sections of the project customers and whatever else they outcome for both workers and motorists highway and integrate it into the final and anticipate its successful completion. needed to ensure their business could as it provided separation between work interchange solution. However, the team needed to change function. This was done with a targeted activities and motorists by using the The team designed a 6-stage solution to gears and manage large numbers of engagement approach that was permanent median wire rope barrier. manage the traffic switches required to excited non-construction people, which responsive to concerns raised. they were able to do successfully by Committed to providing integrate all elements of the interchange good community outcomes ‘puzzle’. Tying old and new elements working yet again in close collaboration and experiences together while accommodating ten with their RMS client. private property access points was a Austral Park design changes produced key challenge. Mixing old with new also better community outcomes created challenges around drainage and pavement construction - rarely Fulton Hogan developed an alternate able to be completed in any individual geometric design for Austral Park stage. Each realignment required night Interchange, eliminating an expensive works for asphalt tie-ins to minimise high skew solution and replacing it with traffic disruption. During one early a traditional diamond interchange. This stage, a partial new alignment opened was achieved with a revised staging to local traffic under the overpass – arrangement, which allowed the a significant change for locals that reconfigured interchange to fit entirely was communicated and managed within the existing road corridor. seamlessly. Original and final designs of the Austral Park Road Interchange 22 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018 04. Leadership and management of the project delivery

The RMS and Fulton Hogan project leadership team aligned themselves with the common goal of Delivering a Community Legacy Built on 360 degrees of Excellence, and underpinned this with the shared values of Integrity, Courage, Teamwork and Enthusiasm. 23 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Resourcing the project for success Project team relationships

Projects are delivered by people. upgrade section and interface with Forming a strategic partnership The Fulton Hogan team had robust the community. Within the structures in a design and construct debate about the structure of the team, the team was split between framework Environment project team during its initial phases. main carriageway (girder/plank Shortly following the award of the The project team (and the business) bridges) and complex structures Traffic Quality ultimately made a conscious decision (overpasses typically voided slab project, senior project representatives to invest heavily in resourcing the or box girder) along with finishing of Fulton Hogan and RMS agreed that the project was an opportunity to 360 project for three key reasons: (i) it concrete works. The General DEGREES OF would provide a structure capable Superintendent reported directly to deliver design and construct projects EXCELLENCE collaboratively. Fulton Hogan and of growing future leaders within the Project Director and had four Safety Community the business (ii) it would provide a Superintendents aligning with the RMS jointly funded the engagement structure that would enable early engineering structure and Foreman, of a leadership and development completion to occur (iii) it would Leading Hands all directly reporting coach and developed a program to Commercial lead to improved safety, quality through to them. establish a common vision for the and environmental outcomes. project, establish common values This decision came at a significant The objective was also to ensure that and provide appropriate training to each manager within the chain had members of the wider project team. premium but was recognised as an and community outcomes that were a maximum of six reports wherever The objective was to reinforce those investment by the business. best practise. The Beyond Compliance possible. goals and provide the tools necessary program was supported through a The optimal resourcing structure was to develop higher order leadership project and business based reward determined to split the construction and communication skills. and recognition program, using work between a ‘Civil’ team and a a scorecard system, to measure ‘Structures’ team, each reporting to Beyond Compliance beyond compliance performance a separate Construction Manager. 360 degrees of excellence across the four project ‘zones’ during Within the civil team, the project was construction. Fulton Hogan credits split into three geographical areas From an environmental and the beyond compliance program with with their own unique challenges community perspective, the Fulton underpinning the projects outstanding (Foxground had the major cutting Hogan project leadership team environmental and community and materials crushing operation), developed a Beyond Compliance relations performance. Broughton had complex traffic program designed to seed a staging and interface with the generative culture of excellence within existing highway, Berry had the the team and deliver environmental 24 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Succession planning and Some of those who have gone on to Leadership team and construct road projects for career development undertake greater responsibilities since ten years with a further four years’ this project concluded. These include: This sections set out the relevant experience in the building industry. Fulton Hogan prides itself on the names and biographies for the Fulton commitment its people make to Karen Williams Hogan leadership team. Kevin Keays Community Relations Manager Regional Construction Manager projects, and this project experienced Andrew McRae Karen has since been promoted The Senior General Superintendent a very low attrition rate. The project General Manager to Regional Community Relations for the project from October 2014 was resourced with sufficient capacity (Eastern Region Construction) Manager. to November 2016, Kevin then to provide redundancy within the Project Director for the project between Mitchell Tulloch transitioned to a specialised role team and to allow the development September 2014 and December 2015, of future leaders. Fulton Hogan Superintendant providing strategic advice for project Andrew then accepted a position field delivery across the Australian and was able to develop future leaders Since completing the Foxground as the General Manager for Eastern through the project, including Project and Berry bypass, Mitchell has New Zealand construction businesses Construction in February 2016. Andrew of Fulton Hogan. Kevin has over 30 Directors, General Superintendents, gone on to lead the successful has over 25 years’ experience in years’ experience in civil construction, Superintendents, Foremen and mobilisation of a new project civil construction across the United including thirteen years as a General Engineers who have all taken the (Moorebank Intermodal Terminal Kingdom, Australia and New Zealand, Superintendent working on significant next step in their careers with Fulton Development) as General including as Project Director for the projects across Victoria, South Australia, Hogan. Superintendent. Pacific Highway upgrade – Sapphire to Queensland and New South Wales Michael Phillips-Ryder Woolgoolga in NSW, and the Northern Developing leaders including the Northern Expressway in Project Director Gateway Alliance and Tauranga Adelaide, the Pacific Highway upgrade A Transformational Leadership Since completing the Foxground Eastern Link in New Zealand. between Sapphire and Woolgoolga program was rolled out to 50 project and Berry bypass, Michael has Michael Phillips-Ryder in NSW, and the Australia Pacific LNG team members over two years, with gone on to lead the successful Project Director project in Gladstone, Queensland. mobilisation of a new project participation by RMS, Fulton Hogan Appointed Deputy Project Director in Mitchell Tulloch and the Project Verifier from Foreman (Moorebank Intermodal Terminal May 2016 before taking over leadership Development) as Project Director. General Superintendent level and above. Topics covered of the project as Project Director in July During the crucial project close out included leading high performance 2016, Michael oversaw the project phase, Mitchel oversaw two major traffic teams, building trust, motivation skills, through to completion. Prior to taking switches (Foxground Bypass opening effective communication, dealing with over as Project Director, Michael acted and Berry bypass opening). Before taking conflict and individual coaching. as Project Director for the completion over as General Superintendent, Mitchell The decision to over-resource the of the adjacent Gerringong Upgrade was an Area Superintendent overseeing project at the beginning has enabled where he was Commercial Manager civil works for the complex upgrade Fulton Hogan to grow several new for the project and part of the Senior section of the project. leaders within its business. Leadership Team. Michael has held senior project roles on major design 25 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Mitchell has over 12 years’ experience Barry Childs engagement strategy. This included Senior Leadership Team during the in civil construction projects holding WHS Manager management of stakeholder issues initial stages of the project, contributing Foreman and Superintendent roles on As Work and Safety Manager, Barry such as property works, traffic changes to strategic decisions for the delivery major upgrades of the Hume Highway was responsible for safety across the and briefing New South Wales strategy. Michael has extensive and Pacific Highway. entire project. Barry is a specialist government on project changes and experience and track record across a Michael Spencer with over 35 years’ experience events. Karen has 11 years’ experience diverse range of significant civil and Construction Manager – Civil dealing with safety across a range of in community engagement and major infrastructure projects, including Michael was the Construction industries including civil and building communications on major infrastructure the Westlink M7 Motorway in NSW and Manager responsible for overseeing all construction, including eighteen years projects in New South Wales, and her the Gateway Upgrade project in Qld. aspects of civil scope for the project, as an Inspector and Senior Inspector performance was recognised by both Michael is currently the Pre-Contracts which included earthworks, drainage with WorkCover NSW. RMS and stakeholders. Manager for Eastern Region. and pavements from commencement Shannon Chisholm Sam Leigh Sylvia Elvin through to March 2017. Michael has Senior Community and Environment Manager Quality and Completions Manager over twenty years’ experience as a Environment Manager An experienced Environmental Manager Sylvia was the Completions Manager Construction Manager and Project Responsible for ensuring overall with a portfolio working on major road and Quality Manager during the close Manager working across projects in compliance with environmental upgrades in the Sydney metro area and out phase of the project. Sylvia was Queensland and New South Wales requirements and community significant motorway projects. Sam has instrumental in establishing systems including major road projects and relations. Shannon passionately demonstrated experience managing and processes for ensuring that the mining infrastructure. led the project Beyond Compliance all facets of the environmental necessary handover requirements of Joel Purcell program, motivating the project team requirements associated with large the contract were satisfied as work Construction Manager – Structures to achieve excellence in the areas infrastructure projects and proficiency progressed. Sylvia has over fifteen Joel was the Construction Manager of environmental management and in Roads & Maritime Services (RMS’) years’ experience on civil, marine and responsible for leading the delivery of community engagement. Shannon has specifications. Sam is also responsible building construction across Australia the structures scope for the project, over twenty years’ experience in civil for rolling out initiatives which have and internationally including projects which included bridge and structural and building construction in Australia since been captured in state-wide completed in the United Arab Emirates culvert construction. Joel has over and internationally including Wembley publications, acknowledging their and Malaysia. Sylvia holds a Bachelor fourteen years’ experience in civil Stadium, Channel Tunnel Rail Link and effectiveness and innovation. of Engineering, Master of Business construction on projects across the Sydney Olympics building program. Michael Marix-Evans Administration, a Diploma of Building Queensland and New South Wales Karen Williams Engineering Manager and is a Member of Engineers Australia. including road construction and mining Community Relations Manager (Bid and Design Manager) infrastructure projects. Following her successful involvement As Bid Manager and Engineering in the community relations team Manager for the project, Michael was on the adjacent Princes Highway responsible for leading the tender Gerringong Upgrade, Karen managed pursuit and the detailed design phase implementation of the community of the project and was part of the 26 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Generating a legacy for the construction industry

The legacy of this project is that other major projects in the Shoalhaven it proves that a complex piece of region) and enhanced capability in key infrastructure can be delivered under local businesses. The project exceeded a hard dollar design and construct indigenous employment targets. model, in an environmentally sensitive area and through and around a From a community perspective, the sensitive community, safely, ahead of project has left a positive impression time and under budget. It is possible on the Berry community. The project to deliver these projects collaboratively has invested in the local community if there is genuine alignment on through sponsorship and various in culture, values and goals. kind projects and has enhanced the reputation of the industry within the We look to create, connect and care impacted community. for communities we work in. We seek to create community legacies through The project also successfully trialled an the projects we leave behind and the innovative new sedimentation basin interactions we have. We engage with design that drastically improved safety local suppliers to provide, as much and environmental outcomes. as possible, the necessary services, The new basin design is now a proven support and materials to minimise the innovation that can be applied to need for transportation. future projects. The project has significantly enhanced the capability of the Illawarra and Shoalhaven region in terms of resourcing and employment outcomes for major construction projects. A significant skills base has been developed through a directly employed workforce (which are now working on Looking south toward Tindalls Lane Bridge 27 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Entrant’s contribution in the design process

Fulton Hogan’s extensive past Considered several alternate experience working in collaborative bridge designs including precast relationships with RMS enabled headstocks and a significant the team to fast track an optimised alternate for the 600m long Berry design program, change management bridge (incrementally launched box system and subsequent approvals. girder) which resulted in a reduction This ensured the project team could in bridge length but was ultimately commence construction on time and never pursued; with confidence, armed with a mature Deleted a span from the Broughton construction design, commencing Creek Crossing No. 3; initial structures and earthworks Significant reductions in retaining according to the contract program. walls, including a 750 m2 retaining Design change management was wall in its entirety; conducted using Design Technical Deleted a traffic stage and a Notes, a highly effective method significant temporary side track by Super-T girder installation at Broughton Creek bridge three of explaining and justifying design accelerating construction of the change requests. Design Technical Tindalls Lane overpass and using Notes was distributed on the iTWOcx the bridge for highway traffic this Introduced an alternate drainage Substituted a four metre high 220m document management system, which eliminating the temporary diversion; design eliminating significant long concrete noisewall for a noise ensured there was a clear recorded Proposed an alternative foundation quantities of stormwater drainage mound constructed from earth fill; workflow at every stage of design treatment which enabled earthworks by introducing a slip formed voided Substituted a significant five cell change proposals, including RMS to be constructed in a maximum of concrete drain in the central median culvert and local road underpass approval. a single 800mm layer (as opposed of the 900m rock cutting at Toolijooa culvert for a single span plank bridge Fulton Hogan took the opportunity, as to standard 300mm layers) in certain Ridge; significantly reducing the projects the design and construct contractor locations significantly derisking the Standardisation of headstock environmental footprint and with to introduce a number of value earthworks program; designs to enable the re-usable considerable safety, time and cost engineering initiatives that provided steel modular formwork system to benefits. significant time and cost benefits to be used; both Fulton Hogan and RMS without compromising on the safety or quality of the final product, including: 28 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Workplace Health and Safety Safety stats

Managing a complex project in difficult was used to help personnel refocus terrain, adjacent to a live highway after breaks (such as lunch) and presented many challenges for the reassess changes in their environment. project team. Fulton Hogan strives to move beyond compliance in Workplace An incident involving a truck body 2.3 Health and Safety, and Fulton Hogan’s rollover prompted the Project Team to 1.86 initiate a ‘Tip Over Risk Assessment’ million leadership team pioneered a number of Total Person Total Recordable initiatives to achieve this. procedure, creating a ‘learning’ to be incorporated into the existing system. Hours Worked Injury Frequency Rate Change management was recognised as an important part of ensuring Inconsistency between necessary consistent adherence to Workplace industrial instruments and overarching Health and Safety standards. safety requirements resulted in difficulties for the Project Team when After a few minor incidents and near developing a response to extreme misses, the Project Team developed heat conditions. As a result, a Heat 0.00 a Restart Card and process in order Policy was designed and applied to to better assess and respond to site the entire site. This provided clear Lost Time Injury changes (such as weather, supervision, and consistent guidance on how to Frequency Rate new subcontractors and traffic). manage working in temperatures exceeding 35 degrees Celsius. As a result, the Restart Card was a 1 slimmed down version of a pre-start assessment to the working day, and 94.7% 1.862 Total Zero Harm Days Medical Treatment At Fulton Hogan, personal focus and vigilance around safety are Injury Frequency Rate emphasised as everyone’s responsibility, along with encouraging people to speak up whenever they see something that could to pose a risk to safety and wellbeing on site. 1 Days without first aid, medical treatments, lost time injuries.

2 The Mean MTIFR for FSC Accredited companies for a scheme was 7.95 between July and December 2014. 29 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Planning and control of design and construction operations

Quality and Completions A powerful project management Management methodology, the Completion Matrix enables construction of assets to be Completion and handover for a major tracked, recording their specification highway takes a lot of planning and and location data, and documenting a lot of effort, with completion usually every aspect of delivery including defect one of the last thing to be done. rectifications and acceptance processes. However, at Fulton Hogan we believe Coupled with the Handover Report’s planning for completion starts right from visual representation of its information Day 1. After all, what we’ve agreed to structures, the Completion Matrix deliver needs to match what’s actually creates an accessible, comprehensive delivered and include the variations and accurate record of the project’s considered, approved and integrated assets that can be transferred to the along the way. Our disciplined approach client’s own asset register for ongoing to implementing and managing management and maintenance. this process enhances our ability to efficiently arrive at project completion Fulton Hogan was able to demonstrate with robust and verifiable records of the key benefits of the system on the every element ready for handover. Foxground to Berry bypass project and, following the decision to create When implemented at the start of two separable portions, the existing a project Fulton Hogan’s innovative Completion Matrix was easily cloned Disciplined Completion Management processes, implemented early, support seamless handover. Completion Matrix provides ongoing to create a second template of all the streamlined snapshots of all aspects required assets and activities. RMS and of the project’s construction elements. the Verifier acknowledged the benefits Accurate summary reports can be this methodology brought to the project Fulton Hogan was able to demonstrate the key benefits of the system on easily created with links to increasingly as it required negligible additional the Foxground to Berry bypass project and, following the decision to create detailed records from a variety of material to be sourced to complete two separable portions, the existing Completion Matrix was easily cloned manual and online systems. The handover processes at each of the early to create a second template of all the required assets and activities. Completion Matrix functions as an stages of completion. easy entry point into the project records allowing users to choose to view as much or as little as they need. 30 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018

Industrial relations Training and development

Leveraging its self-performance Fulton Hogan found that the depth project management personnel in capability in bridgeworks and of capability, skills and resources transformational leadership and setting pavements, Fulton Hogan directly available to complete major projects a common goal and agreeing common employed a workforce which peaked in the Illawarra, Shoalhaven and South values. at sixty-three. Additionally, there was Coast was limited. The challenge was a peak project management team of therefore to enhance the capability of Indigenous employment 110 and peak subcontract workforce the available workforce and resources and training of over 300 per day working on the in the area to promote local investment Approximately 106 of our people project. In total, over 3,500 personnel and avoid costly alternative of sourcing identifying as having Aboriginal or 110 were inducted and worked on the subcontractors and workforce from Torres Strait Islander heritage worked on project between 2015 and 2017. outside of the region. The approach was the project during construction, across person to directly employ a core workforce to a range of roles including construction Project Demonstrated safety engagement self-perform critical elements such as and good communication with workers, apprentices and office Management bridges along with around seventeen team the workforce led to improved IR leading hands who would direct the administrators. In addition to in-house outcomes. In developing sound workforce and subcontractors at the training programs the project provided communication protocols with the workfront. This would also provide a indigenous employees with training in: direct labour and subcontractors future pool for developing Foremen. The Certificate III and IV of Civil on site to convey the Safety aims project rolled out targeting training in civil Construction message, IR matters were proactively construction and front line management Certificate IV of Civil Construction addressed and no issues escalated to field personnel to improve skill sets. into disputes. Supervision In terms of collaborative contracting Certificate IV of Business The project was subject to both the and the project leaderships vision for a Administration Federal Building Code 2016 and the design and construct project delivered Environmental Awareness Training New South Wales Government Code with an alliance culture, the challenge 3500 of Practise for Procurement: Building was to recalibrate the wider project Microsoft Word, Excel and and Construction. Although challenging teams experience on recent design PowerPoint training personnel at times the project was delivered and construct projects (which had First Aid worked on the without any significant industrial been challenged or adversarial) and Diploma of Frontline Management project between relations issues and nil downtime. encourage a culture of collaboration. 2015 - 2017 & Leadership This was achieved by rolling out a bespoke training program to over fifty Diploma of Quality Auditing 31 Fulton Hogan Technical Paper For The Australian Construction Achievement Award 2018