Ian Harrington Award

In March 2022, CPB Contractors was awarded the contract to deliver civil, mechanical and electrical infrastructure for a 16-kilometre tailings pipeline at BHP Mitsubishi Alliance’s (BMA) Blackwater Mine. 

When the project was 60 percent complete, unforeseen geotechnical challenges resulted in design and scope changes, prompting a shift to an open-book, collaborative delivery model.  

The transparent and integrated delivery model adopted by both organisations ensured mutually beneficial outcomes, including a revised work scope as an integrated team, reduced costs and excellent social procurement outcomes.  

Social procurement and cultural benefits to emerge included engaging Moec Pty Ltd, an Indigenous-owned company, to work with CPB Contractors, and also enabling BMA to establish contracting relationships with another Indigenous organisations.  

Establishing an off-site management team also played a key role in navigating the revised delivery model, allowing direct project teams to maintain focus on resolving safety and design challenges.  

Other successful outcomes include simultaneous delivery across five work crews, strong safety records, and significant economic stimulus through local employment.  

The shift to a collaborative delivery model has resulted in the project being delivered two months earlier with a 20 percent reduced cost impact when compared to projections completed under the original contract model.  

The construction of the Bruce Highway Upgrade spanning Caboolture-Bribie Island Road to Steve Irwin Way has been delivered seamlessly thanks to ACCIONA and Fulton Hogan’s commitment to collaboration. 

Awarded under two separate Transport Infrastructure Contract Construct Only contracts, both companies worked closely with the Department of Transport and Main Roads and contract administrator Aurecon to align project values and behaviours and cultivate a collaborative ‘one project’ culture. 

Individual leadership teams collectively agreed to lead by example and break through unconscious bias and behavioural barriers to ensure a collaborative relationship amongst all parties. This commitment flowed through to all team members, with everyone committing to being held to account. 

This approach provided certainty that all parties would act in good faith, treat each other fairly to mitigate the need for project claims and work collaboratively to find solutions to issues and best-for-project outcomes. 

These shared behaviours also facilitated good risk management practices and encouraged joint problem-solving and shared responsibility for project’s overall performance. 

The culture shift has set new benchmarks for ACCIONA, Fulton Hogan and Aurecon. A testimony to their joint success, the Department of Transport and Main Roads is looking to replicate this example of exemplary collaboration on their projects moving forward. 

Embodying the spirit of a collaborative project agreement, HSA Group established a united team culture and co-located work environment to deliver the Cairns Southern Access Corridor Stage 3 Edmonton to Gordonvale Project. 

HSA Group joint venture partners John Holland, Seymour Whyte and AECOM worked closely with key stakeholders including the Department of Transport and Main Roads, Cairns Regional Council, Queensland Rail and MSF Sugar to align organisational values and project priorities. 

Co-located in the Gordonvale project office, the team jointly addressed challenges posed by COVID-19 and inclement weather conditions, building enduring relationships with stakeholders, subcontractors, and the community in the process. 

The team’s project charter outlined shared objectives emphasising a ‘one team’ approach, while collaboration with local Traditional Owners led to the preservation of Indigenous heritage allowing for deep cultural understanding and inclusion across the team. 

The project team exceeded training targets, enhanced local workforce capabilities, increased ecological value along the transport corridor by over 236 percent and achieved a 26 percent reduction for energy-related carbon and a 20 percent reduction for embodied carbon. 

Recognised as Tropical North Queensland’s Large Employer of the Year at the 2023 Queensland Training Awards, the project team played a pivotal role in upskilling the local workforce, significantly surpassing KPIs and building capacity in Far North Queensland

The Rookwood Weir Alliance is a shining example of how collaboration can overcome seemingly insurmountable challenges when constructing major infrastructure and deliver sustainable environmental, social and governance outcomes. 

Formed in 2020, alliance partners Sunwater, GHD, ACCIONA and McCosker Contracting were tasked with constructing the largest weir to be bult in Australia in nearly 80 years. 

The team faced key challenges such as adjusting the mass concrete mix to ensure structural integrity, scheduling work around six major flood events and managing workforce impacts of COVID-19 at the height of the pandemic. Key deliverables included building a world-first design turtle passage and first-of-its-kind mechanical fish lock.  

From project start to its completion in November 2023, the alliance team collaborated successfully with government, industry and community stakeholders to facilitate the construction of the weir and six ancillary projects. 

They have worked closely with traditional owners, the Darumbal People, who provided environmental management services during construction and will have continuing employment and commercial opportunities through the signing of an Indigenous Land Use Agreement.  

The alliance team’s commitment to collaborative problem-solving has resulted in Rookwood Weir being the first in Australia and New Zealand to achieve an Excellent ISv1.2 Design Rating from the Infrastructure Sustainability Council in delivering a significant water infrastructure project for Queensland.