Aimee Corboy has already achieved a lot in her five-year career, leapfrogging from cadet to civil engineer and project manager. She has spent the last year supporting significant clients through the construction phase of their projects, including Port of Brisbane (PBPL), Department of Transport and Main Roads (TMR), and Voyages Tourism Australia.

Aimee takes initiative across any project she works on, resulting in efficiencies that reduce project footprint and operational disruption. She effectively communicates with design teams through a construction lens to ensure outcomes are timely and feasible, and likewise, can effectively communicate design intent to site personnel.

Aimee ensures progress meetings are engaging for both junior and senior staff, always bringing enthusiasm and a can-do attitude to the table. She is a champion of the profession, going above and beyond to connect, inspire, and influence peers around her. She is an active participant in industry bodies such as Engineers Australia, YEAQ, IAQ, QMCA and Women in Engineering.

Aimee has demonstrated influence in personally shaping the careers of young and emerging professionals and understands that attracting new talent is key. She recently facilitated a visit for a Career Seekers Indigenous student to the PBPL site, exposing them to a variety of activities and further inspiring them to pursue a career in construction.

She was also a panel member for Engineers Australia, where she shared her experiences with undergraduates and championed the diversity of roles and industry sectors, motivating and inspiring the next generation of professionals.

Chamindi is an emerging professional site engineer, currently responsible for the quality, safety, and production of the on-site concrete plants on the Rockwood Weir Project. As a young woman with a diverse background, she is incredibly ambitious and more than prepared to excel in her field.

With skills and innovation well beyond her age, Chamdini is striving to optimise concrete mixes by implementing learnings from ACCIONA’s international offices. She has succeeded in improving and implementing a sustainable and cost-effective concrete product on the project.

Chamindi worked closely with ACCIONA in Spain and external technical experts to develop the improved mix, with the design pivot requiring on-the-spot learning while simultaneously managing four quarry suppliers and an accelerated mix design program, all while keeping external consultants informed.

Consistency, temperament, and the ability to self-manage has enabled Chamindi to lead and deliver the works with minimal oversight. Her attention to detail has led to proactive actioning of quality issues, delivering positive outcomes for the clients.

It isn’t just clients that benefit from Chamindi’s willingness to find better ways to do things. She has built a network with the Central Queensland supply chain and shares her technical knowledge to support the local material supply partners to maximise their opportunities and leave a legacy.

Chamindi also shares her knowledge with new employees and school students and is passionate about construction industry opportunities, continuously showing people that there are valuable career pathways for women in the industry.

Neve Harker is off to a flying start in her career, having worked across the $30 million Gympie Arterial Road and Strathpine Road Interchange upgrade project in Bald Hills while completing her final year of studies. During this time Neve also accelerated through the company’s graduate program after six months and was promoted to site engineer.

From early on, Neve has played a vital role in the planning and execution of significant project milestones, including the execution of a 24/7 program of extended weekend works for the Strathpine Road upgrade that successfully saw the switch completed under live traffic, ahead of time, and without incident.

Neve is currently managing the bulk earthworks activities on a 10.4 kilometre highway bypass project in Mackay, continuing to demonstrate initiative, solving issues to increase productivity, and keeping the program moving forward.

Neve values learning from other’s experiences and is an open communicator who demonstrates leadership by fostering positive relationships with clients and does not shy away from making tough discussions when needed.

She leads by example, showing others – especially women – that you can thrive in the construction industry while maintaining a rewarding and healthy life. She combines her love of exercise with opportunities that support charitable or worthy causes, such as the Kokoda Youth Foundation, Heart Foundation and Guide Dogs Australia.

She is now supporting the next generation of graduates as they come on-board, offering advice, and sharing her experiences to help guide them on their own journey in the industry.

Commercial manager Rebecca Farrell has proven herself as an emerging professional with a track record of leading project teams through periods of transition, all the while upholding the values of being fair, open, transparent, and committed to personal integrity.

Rebecca is currently working in her first major leadership role on the Contract 1 Package of the Bruce Highway upgrade. She has been responsible for managing procurement, head contract compliance, subcontractors, and major works packages. She is integral in optimising productivity and fostering professional growth within the project team and wider ACCIONA team.

Taking a hands-on approach, she was able to onboard a young team successfully and quickly, ensuring they were ready to meet the contract obligations – a testament to her open and approachable communication style.

These behaviours are not limited to internal relationships. Rebecca acknowledges that a sustainable industry relies on productive, fair, and transparent relationships between the principal contractor, subcontractors, and suppliers. She passionately leads the team’s approach to meeting training, local industry, and Indigenous engagement responsibilities.

She also promotes businesses internally, meets regularly, supports upskilling, and takes the time to understand challenges in the individual business to identify ways a Tier 1 contractor can support their growth. Her approach has even enabled Indigenous-owned subcontractor, Multhana, to win multiple contract awards across ACCIONA’s projects.

Over the past nine years, Yasmin has helped to successfully deliver multiple projects for CPB Contractors, driving positive influence through the business and wider industry with her attention to safety, quality and budget, leadership, team building, and diversity.

She is currently a senior project engineer with the Cross River Rail (CRR) project for CPB Contractors as part of the CBGU Joint Venture. She has been managing the safe and early delivery of multiple, complex structures across the project and is currently one of the youngest leaders in her area.

Yasmine has used her leadership skills in communication, team building, and learned industry experience to overcome numerous challenges including programming and works in a live rail environment, industry-wide supply issues, resourcing, and subcontractor onboarding.

She is committed to driving positive outcomes and a strong team culture through demonstrating an approachable management style. She does this by being a visible presence, encouraging staff to trust in their ability, and providing guidance, support and mentoring. Yasmine always recognises the contributions of her wider team and is willing to go above and beyond to support deliverables outside of her own role.

She is a team-oriented person with a ‘can-do’ attitude, and her ability to develop strong relationships both with field personnel, as well as with her peers and the clients, is a true credit to her success. A co-founder of the CPB Queensland Women in Construction network and an occasional guest lecturer at universities and schools, she continues to be a role model to women in construction.

Tarquin is committed to building sustainable infrastructure that delivers long-lasting legacy impacts to the community.

He is currently the project manager for the Bruce Highway – Cooroy to Curra Section D – Contract 2 (C2CD-2) project, being delivered by CPB Contractors for the Department of Transport and Main Roads (TMR). Under his ongoing leadership, the works continue to track ahead of schedule.

He leads a team of 245 people in the construction of an 18km dual carriageway, 19 bridges, and a new interchange. His strong communication skills, knowledge, professionalism, and approachability demonstrated through his leadership has helped his team deliver on safety, quality, and environmental compliance. Simultaneously, he is also meeting time and cost deliverables and contributing meaningfully to the success of the wider business.

Leveraging his inclusive approach to project management, planning, and execution, Tarquin’s benchmark outcomes include achieving local employment and industry engagement of 86%, exceeding the project’s contracted target of 70%. Tarquin has also facilitated the employment of 19 trainees and three graduates, as well as the employment of 16 Aboriginal and Torres Strait Islander personnel, exceeding CPB’s Reconciliation Action Plan target by almost 50%.

He has shown ongoing commitment to the local community, assisting with the 2022 flood clean-up in Gympie, and recognising the Kabi Kabi Traditional Owners in project works, while also being passionate about the training and upskilling, diversity, and inclusion within his own team.

He is a mentor to younger staff and a founding senior manager of the CPB Queensland Women in Construction network, aimed at raising the profile and representation of women at CPB and within the wider industry.

Tyson has 23 years of construction experience under his belt, with a focus on major road and dam infrastructure projects throughout Queensland and New South Wales. Tyson has been with Fulton Hogan since October 2018 and is currently the superintendent on the $44 million Gavial-Gracemere Road (Lawrie Street) Upgrade in Gracemere, Central Queensland.

Tyson takes a unique approach to leadership, based on empathy and a strong desire to give everyone the chance to have a meaningful and successful career in construction, no matter their background or education. His passion for mental health and genuine care for every member of his team makes him a stand-out leader and a person that generates exceptional loyalty. The results of his inimitable leadership skills are evident in the strong field team he’s built and continues to develop.

Tyson proactively seeks to provide opportunities in construction to disadvantaged members of the community. Earlier this year, he engaged with Mylestones Employment, a Queensland organisation that provides disability services and support, bringing a young man with Autism Spectrum Disorder onboard for six weeks of mentoring and shadowing. He has since joined the team in a full-time, paid position, continuing to excel in his role.

Tyson’s empathy and support also extends outside his own team to other members of the community. Upon hearing of a road fatality that was attended by the local Gracemere Ambulance unit, Tyson visited them the following day to check on their wellbeing and provide them with the team’s support. His genuine care for people makes him a fantastic example of leadership in the field – one that will make the industry a better place for everyone to work.

Construction projects require a network of companies exchanging transaction data, producing approximately 450,000 paper dockets every day.

Typically, it costs $7 to process a paper-based docket, accounting for 1% of the whole of the supply chain costs. Costs of paper-based docket processing comprises of administration, processing, reconciliation, error and reissue, and lost paperwork.

Docketbook is designed to streamline this process by removing the need for paper dockets, which can ultimately save companies up to $3.35 million per year.

The digital platform means data can be accessed sooner for processes such as daily costing and forecasting, improving project visibility significantly, as currently only 50% of costs are visible by the following day.

Docketbook has been specifically designed to be applicable to every level of the construction supply chain, from Tier 1 Contractors to mum and dad operators, with relevant services, training, resources, and support available to all.

Not only is the Kidston 250-megawatt Pumped Hydro Electric Scheme Australia’s first pumped hydro facility in 40 years but is the world’s first repurposing of an abandoned gold mine.

GHD and Mott Macdonald’s joint venture used Seequent ‘Leapfrog’ software, which facilitated collaboration between stakeholders and significantly enhanced the understanding of complex interfaces between existing infrastructure, geological features, new tunnels and powerhouse facilities.

The team was able to develop solutions most-suited to the environmental conditions, reducing construction time and safety risks – considerations that were critical to the construction given the confined workspaces and steep access tunnels.

The software meant that the models produced allowed the client and project teams to test solutions and options quickly and accurately. The team was able to collaborate effectively using the platform, which was valuable during COVID travel restrictions, and meant the design could rapidly respond to changes to suit construction optimisation and sequencing.

These efficiencies resulted in substantial cost and time savings for the project and has since become a legacy model for future management and operation of the asset.

SMART uses asset tracking technology to monitor the location and movement of resources on large programs of works, enabling project teams to ensure works remain on target, mitigating risk of delay claims.

By digitally capturing all activity on a project, SMART simultaneously creates a full replica of the project’s execution and enables historical playbacks that can be viewed for reporting and analytical purposes, while protecting worker anonymity.

SMART fully integrates with Primavera P6 to report planned metrics, start and end dates, and resourcing allocations, with deviations quickly flagged and alerted to key project stakeholders in real time.

Additional performance metrics are also collected to help identify inefficiencies in productivity while work occurs on a task, including plant idling, distance travelled, unused equipment, and resourcing clashes.

SMART is already deployed and active on a number of projects, with reported project time delay and resource savings of up to 25%.

Carbul Dreaming Hard Hats is an Indigenous community engagement initiative developed by Fulton Hogan for the Bruce Highway – Caboolture Road to Steve Irwin Way (C2SIW) upgrade project in Elimbah to promote cultural awareness and provide a positive and sustainable legacy of engagement with traditional owners.

The hard hats are adorned with artwork developed for Fulton Hogan by Indigenous artist Melissa Bond, an Elder of the Kabi Kabi First Nations People and traditional owners of the land on which the C2SIW project is located. They are sparking conversations that extend beyond the reach of the project and into the community.

A limited number of hard hats are progressively being awarded to deserving team members through a project team awards program. The hats have not only created an ongoing conversation piece, but have also become a coveted possession that is driving cultural awareness by igniting conversations onsite, in homes, and throughout the community as recipients proudly show off their special Carbul Dreaming Hard Hat to family, friends, and on social media.

The hats are not only a symbol of the strong relationships forged between traditional landowners and the team, but they also recognise the inherent custodianship of the Kabi Kabi people by helping to promote a deeper understanding and stronger connection to Indigenous culture through the storytelling of shared values and connection to Country.

The Carbul Dreaming Hard Hat concept is also igniting conversations throughout the industry, with images of the hard hat on Fulton Hogan’s social media channels stimulating conversation amongst industry peers and leaders about best-practice Indigenous engagement and contribution to community connectedness. Other teams were so inspired by idea that they have since developed dedicated hard hats for their own project in collaboration with the traditional land owners.

From the project’s inception, ACCIONA has ensured there has been a strong commitment to creating a diverse, capable and skilled workforce which has been recognised externally by multiple awards programs, including winning the 2022 Australian Business Awards in the Training Excellence category.

Through its focus on creating a highly skilled, more diverse and inclusive workplace, the project has seen high staff and subcontractor retention rates, greater levels of communication, cooperation and collaboration, and illustrated the strong, viable career pathways available in construction.

ACCIONA’s approach to creating a diverse workforce has been successful in that it has exceeded many benchmark KPIs, including achieving 756% of Aboriginal and Torres Strait Islander hours, 176% of new entrant hours and a 100% retention rate of trainees and apprentices. The female representation in the workforce is also above ‘industry normal’ standards, making up 30% of the project leadership team, 25% within the project team, and 17% of the engineering team.

In early 2021, the project awarded its $2.4 million landscaping works contract to majority Indigenous-owned business, Multhana Property Services – a major win for the company, being their largest contract to date. This new business partnership is one example of how the project is assisting to increase the economic independence of majority Indigenous-owned businesses.

ACCIONA are passionate about contributing to the long-term sustainability of the Queensland construction industry.

In response to calls to decarbonise the construction industry and limit global warming to 1.5 degrees by 2050, UNITY Alliance has embarked on a journey to net zero on the Cross River Rail ‘Rail, Integration and Systems’ (CRR RIS) project by seeking and adopting lower carbon materials which can be applied to the rail and transport construction sector.

CRR RIS has trialled and introduced lower carbon concrete to minimise emissions associated with the extraction of raw materials from the environment, material processing, and transport.

Significant reductions have been made possible across the project by procuring 8,000 tonnes of 100% recycled quarry products, using 2000m³ of recycled plastic concrete reinforcement in pavements, installing more than 1000 heavy-duty trackside recycled plastic pits, and using lower carbon concrete mixes and composite fibreglass in frames and posts.

Tangible benefits of the improvements have included reduced fuel consumption due to lightweight products, reduced safety risks with less plant interactions and less airborne dust, improved durability maintenance requirements of assets, and the diversion of recyclable wastes from landfill.

These are only a few of the improvements noticed on site, and all are either a first in Queensland deliverables, or new for rail and civil projects.

The Cross River Rail (CRR) project is a delivery of works across six major sites in inner Brisbane, operating 24/7 in highly urbanised environments and directly impacting 18,400 stakeholders.

To strengthen community sentiment, project knowledge, and leave a positive community legacy, the CRR community team has brought the stakeholders along the journey through transparent engagement, business marketing, and charitable support. Early and comprehensive communication has generated awareness and increased confidence in the works, meaning reduced delays.

Interactive webinars and localised ‘live’ online notifications meant community concerns were able to be quickly addressed, minimising ongoing complaints and increasing positive social licence.

To address business impact concerns, CBGU worked with more than 100 local businesses along Albert Street in the Brisbane CBD to produce and distribute 7000 copies of a precinct marketing booklet, leading to a precinct-first, branded Facebook page these businesses and activations in the area.

More than 1400 students from 30 greater Brisbane schools, universities and kindergartens participated in CBGU’s school engagement program, aimed at increasing awareness of career pathways into construction.

CRR’s Boggo Road station and Southern Tunnel Portal are located next to the Leukaemia Foundation family respite accommodation, and multiple fundraising campaigns have raised more than $138,000 for the organisation, exceeding the original $100,000 fundraising target by project completion.

The community initiatives seen throughout the CRR project are being replicated by other contractors across major projects nationwide.

Rookwood Weir is located on the Fitzroy River, approximately 85 kilometres south-west of Rockhampton. The weir’s design included an innovative two-lock chamber fishway, including a 172-metre-long turtle passage, and is considered be a world first and the benchmark for best practice fish passage on medium to high weirs.

The infrastructure guides aquatic creatures and allows upstream and downstream movement of turtles and fish, including the Fitzroy River turtle and white-throated snapping turtle. It accommodates movement and migration, which promotes species diversity, health and abundance.

By incorporating castellating crest blocks into the design, the project team have been able to reduce impacts of turbulent water movement caused by the weir on the aquatic creatures which, subsequently, allows for longer periods fish migration.

Without effective infrastructure, dams and weirs can disrupt habitat connectivity for fish and turtles. Disruption to fish and turtle migration can lead to the isolation of populations, reduction in species diversity and abundance, or lead to health issues.

With a large operating range, double lock fishway, and refined fish attraction across all hydraulic conditions, the Rookwood Weir fishway achieves ecological sustainability of the fish community through the implementation of an innovative fishway. The design will be used in future projects.

The $44 million Gavial-Gracemere Road (Lawrie Street) Upgrade in Gracemere, Central QLD will improve safety and increase capacity within a congested urban area, which sees an average of 21,000 vehicles a day.

To help reduce stakeholder impacts and increase community awareness of the project, Fulton Hogan developed a mobile app called the Lawrie Street Trader App. The app aimed to encourage local business interaction and project acceptance and was a first for road infrastructure delivery in Queensland for Fulton Hogan and the Department of Transport and Main Roads (TMR).

The app not only promotes local businesses, but also offers the community a new way of staying up-to-date with construction notifications, traffic changes, and parking and pedestrian access. Enquiries received through the app are directed to the community relations manager, allowing traders to focus on running their business.

With more than 600 installations since its launch in July 2022 (and steady growth continuing), the app has given impacted businesses a renewed sense of support.

The app has since been acknowledged as an example of best practice collaboration between contractor and client. Easily adaptable to suit engagement with many workforces and community audiences, the platform provides endless community engagement potential to evolve for use on future projects.

CBGU delivered innovative solutions for Cross River Rail (CRR) to overcome complex challenges at two locations – the footings for Queensland Rail’s freight flyover (FFO) and at the Inner Northern Busway (INB).

Permanent support was provided to both structures using methods that reduced operational impacts for the Department of Transport Main Roads (TMR) and Queensland Rail (QR). Alternative methods would have extended the program and caused disruptions to surrounding infrastructure and asset owners.

This approach reduced impact to existing infrastructure, despite excavation below. The methodologies employed throughout the project reduced permanent design changes, met all required standards, and supported the clients’ design preferences. The improvements removed the costs of potential infrastructure repairs, avoided community and service impacts, and reduced the overall project costs.

Through successful delivery of the scope and stakeholder management, CBGU formed a trusted relationship with the CRR Delivery Authority, QR, and TMR, ensuring confidence in capability, quality, and delivery between all parties and achieving the desired outcomes.

Contractors delivering future QR and TMR projects requiring support from existing footings can draw upon the methods used for the FFO and INB, with CBGU having shared engineering and construction learnings so this innovation can be implemented across the construction industry.

Springfield Central Park ‘n’ Ride consists of a new multi-storey carpark, providing approximately 1000 additional parking spaces. Located on a constrained triangular site, the design incorporated a triangular form including an innovative double-helix ramp, with ascending and descending spiral ramps.

With future roadworks planned on all three sides of the site, adaptable entry and exit strategies had to be considered to integrate with existing and future conditions. The resulting structure consists of a large, open core that delivers natural light, natural ventilation, and surveillance not typical of multi-storey carpark designs. The result is a highly sustainable building that requires reduced maintenance and low operating costs for the client, while improving safety and amenity for users.

The facility includes a vehicle counting system used on the one-way ramps, making the search for a vacant parking space quick and effortless. Users can search each floor with a single lap and bypass floors altogether when entering or exiting. This increases safety immensely compared to multi-aisle designs that require a series of give-way manoeuvres to achieve the same outcome, as well as increases aisle widths creating more space between vehicles and pedestrians.

Materials traditionally used as roofing and cladding support were creatively used for the facility façade and provides shading during the day and light spill mitigation during the evening, also adding colour, depth, and interest. The Cost-effective material was simple to install and provides a robust and low-maintenance solution that is fully recyclable.

The multi-storey facility is based on circular economy design principles and the design and construction strategies can be applied to other suitable sites and across the construction industry.

Queensland’s largest infrastructure project, Cross River Rail (CRR), accomplished its ‘Year of Tunnelling’ program ahead of schedule, with 5.9km of twin tunnels excavated from January-December 2021.

The tunnelling works required the team to overcome multiple complexities, including the navigation of challenging geotechnical conditions, programmed works that would potentially impact residents and live rail on a 24/7 basis, and an impending pandemic impacting global supply chains. The team overcame these challenges by employing innovative engineering solutions and personalised community engagement. Because of this, they were successful in delivering a tunnelling scope where the actual cost met the budget forecast with zero serious injuries recorded during excavation, and no damage claims.

The team’s strategy to mine Boggo Road and the Albert Street cavern avoided more than 30 relocations or modifications of utilities, minimised surface disruption, and allowed rail and bus services to continue operating. The project also employed industry best practices, seeing minimal spoil volume and significant reduction to thousands of truck movements by hauling spoil outside of peak traffic hours.

The community is already seeing the benefits of the project, with more than $100,000 raised for the Leukemiua Foundation, $816 million injected into local industry, 345 local subcontractors engaged, and 18 young and Indigenous trainees and apprentices brought onboard.

Georgiou Brady Joint Venture (GBJV) was engaged by Brisbane City Council to deliver the $54 million Indooroopilly Riverwalk – a 790-metre-long structure to provide a pedestrian and cyclist facility over the Brisbane River.

From the fabrication of a custom crane hook to enable successful, incident-free decking installation, to bespoke working platforms and piling gates mobilised on site – the team responded strategically to the construction complexities of working around existing infrastructure, over water, and with sloping rock.

The conditions meant GBJV was unable to undertake works in the usual manner. Although the methodology made works more time consuming and equipment more difficult to operate to the required level of precision, GBJV completed the works successfully with minimal disruption to residential properties in the area, no nightworks, and the elimination of transporting heavy plant into the congested local roads.

By addressing the construction complexities using a collaborative approach, the project was able to be completed $4 million dollars under budget and 21 months ahead of schedule.

The $30 million Strathpine Road Interchange Upgrade (SRIU) project aimed to increase capacity, reduce congestion, improve travel times & safety.

In an Australian industry first, Fulton Hogan retro-fitted an existing interchange with a diverging diamond interchange (DDI).

Despite impacts from supply chain delays and weather and construction conditions, the team were still able to deliver the project under budget and eight months ahead of schedule due to effective communication between contractor and client.

The busy transport corridor sees more than 30,000 vehicles pass through each day and needed to remain open at all times, which meant meticulous planning and effective traffic management was critical to successful project delivery. Innovative thinking through digital visualisation of the interchange also enabled early identification and resolution of conflict points prior to the major traffic switch.

Other innovations included changing the water main works to an under-bore approach to reduce the impact of night works on residents and retrieving buried electrical pits using a methodology that expedited works during the switch. The team were also able to ensure 100% of the topsoil and vegetation was re-used or recycled and diverted more than 9346 tonnes of construction and office waste from landfill.

South Coast Region Natural Disaster Program is a series of projects in the Gold Coast Hinterland aimed at restoring full vehicular access after the natural disasters in early 2022 impacted the integrity of roads.

The remote location of multiple sites on this project meant technical complexities had to be identified early and accurately, such as attaining resources, building a project team with little notice, and securing suppliers all within the constraints of working in sensitive environmental and conservation areas.

The team have maintained positive collaborative working relationships with all parties involved, and have employed a number of innovative techniques, shortening the expected delivery time of works from weeks to only four days and greatly reducing project costs.

The completion of this project will help to futureproof the roads against any future natural disaster events, helping to maintain accessibility for the community. McIlwain’s demonstrated ability to quickly mobilise, plan, adequately resource, coordinate and perform quality works place them as a leader in restoration and reconstruction works in Queensland.

In December 2020, significant rainfall impacted northeast New South Wales and southeast Queensland, causing land slips along Tamborine Mountain Road and other parts of the state.

In July 2021, SEE Civil was engaged by the Department of Transport and Main Roads (TMR) under the First Response Emergency Works (FREW) program to restore the Tamborine Mountain Road – affectionately known by locals as the ‘Goat Track’.

With elements of the work proving to be extremely dangerous, SEE Civil responded to the construction complexities by using specialised equipment to improve project safety without compromising the project timeline. These measures included the use of a sky crane, drone photography to map the rock face for safety analysis, specialised excavators and responding to weather impacts on road surface sealing.

The expedited delivery of works meant the 45-minute detour for the community was remediated early and access reconnected, suspended Council waste services and Australia Post services on the mountain safely resumed, and emergency services response timeframe was significantly improved.

The innovation and construction methods demonstrated by the project team on challenging terrain have become the benchmark for TMR slope remediation projects moving forward.

The Australia Pacific LNG Upstream Gas Gathering Project is a collaboration between CPB Contractors and Origin Energy for the delivery of gas gathering infrastructure in the Surat Basin.

Over the past decade, success has been built on the long-term collaboration while driving significant outcomes for the community, local business, and industry through a best practice approach to safety, continuous improvement in delivery methods, and local and Indigenous engagement.

These collaboration efforts has resulted in diversification of the regional economy and supplementation of traditional agricultural industries in the Western Downs with a consistent and sustainable industry. On top of this, local supplier and subcontractor spend sits in excess of $67 million across 56 different businesses engaged, with $900,000 spent with six First Nations’ businesses over the past four years.

The partnership has enabled APLNG to provide reliable gas supply to its export and domestic customers on Australia’s East Coast and is playing an important role in the growth of renewables in Australia’s energy mix.

As well as this, the partnership has delivered 2000 wells and related gas gathering infrastructure worth more than a billion dollars across a decade, reducing well infrastructure costs by 66% and delivery time by 70%.

The partnership has enabled CPB to self-manage the delivery of gas gathering infrastructure assets, and Origin Energy to focus on innovation and cost reduction.

South Coast Regional Natural Disaster Program is a series of projects in the Gold Coast Hinterland aimed at restoring full vehicular access after the natural disasters in early 2022 impacted the integrity of roads.

McIlwain Civil Engineering was engaged by the Department of Transport and Main Roads (TMR) South Coast on the back of their industry leading performance on the restoration of the Lamington National Park Road and Binna Burra Slope Remediation projects.

TMR approached McIlwain for the emergency works following their past relations with TMR and the maturity of the McIlwain systems and quality assurance. In April 2022, McIlwain met with TMR and ARUP on site with the agreement to mobilise upon Contract Award. The very next day, the site had a catastrophic fail, forcing an immediate road closure and 45 minute detour for local residents.

McIlwain made the decision to mobilise to site without a contract in place, taking initiative to self-fund the project for the first four months to a value of $5 million while the agreements were yet to be finalised.

Open communication and a collaborative approach between all parties has ensured the project is being undertaken as efficiently as possible to reopen critical transport routes for residents and motorists alike.