Evolve

EVOLVE THIRD QUARTER 2015

STRONGER TOGETHER PAGE 4

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ABOUT US WSP and Parsons Brinckerhoff have combined and are now one of the worldâ&#x20AC;&#x2122;s leading engineering professional services consulting firms. Together we provide services to transform the built environment and restore the natural environment, and our expertise ranges from environmental remediation to urban planning, from engineering iconic buildings to designing sustainable transport networks, and from developing the energy sources of the future to enabling new ways of extracting essential resources. We have approximately 32,000 employees, including engineers, technicians, scientists, architects, planners, surveyors, program and construction management professionals, and various environmental experts. We are based in more than 500 offices across 40 countries worldwide.

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STRONGER TOGETHER

READY FOR THE FUTURE AT ROY HILL

To update your details or provide feedback, please email anzcontact@pbworld.com

www.wspgroup.com www.pbworld.com

HE INTERNET OF THINGS T SHAPING THE FUTURE NEAR YOU

24 12

I NTERMODAL RENAISSANCE FOR FUTURE-READY PORTS AND TERMINALS

16 20

MAXIMISING EVENT LEGACIES THROUGH CITY BUILDING FOR THE FUTURE

EYOND THE URBAN B ‘GREEN’ VENEER TO A SUSTAINABLE FUTURE PGRADING TO A NEW U WAY OF THINKING

UTURE PROOFING A F MAJOR FLOODPLAIN – GREEN SQUARE SYDNEY

NEWS STORIES

STRONGER TOGETHER October 2015 signals the first anniversary of WSP | Parsons Brinckerhoff coming together as one global ‘pure-play’ professional services firm. Our union has deepened our service offering to clients around the world. We are proud of what we stand for and of our collaborative success.

OF THE WORLD’S LEADING ENGINEERING PROFESSIONAL SERVICES CONSULTING FIRMS

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offices across

people based in

countries

offices across Australia and New Zealand

GLOBAL FINANCIAL AND OPERATING HIGHLIGHTS

pro forma 2014 combined revenues

pro forma 2014 combined EBITDA

Net revenues by market sector Environmental Industrial and energy

Infrastructure

Buildings

FUTURE READY:

anticipating the needs of future generations through life cycle thinking and resilience. 5

READY FOR THE FUTURE AT ROY HILL As we rapidly approach the ‘first ore on ship’ milestone for the Roy Hill Project, PMC Project Director Mike Shaw explains how we have challenged the norm and adopted a risk-based approach to drive greater value for our client on this complex project.

The US$10 billion Roy Hill Project, an iron ore mining, rail and port project being developed in West Australia’s Pilbara region, is rapidly approaching the ‘first ore on ship’ milestone. With the Port Authority limiting the amount of iron ore Roy Hill can export to 55 million tonne per annum (Mtpa), from its inception, the focus of the business has been on maximising margins, as opposed to the more traditional approach of leveraging economies of scale by increasing annual productivity. It is a future-ready model that will enable Roy Hill to produce consistent quality and grade iron ore at sustainable low production costs across the life of the mine, ensuring it is well positioned to meet the demands of all market cycles. 6

DELIVERING A FUTURE-READY MINE PROJECT The Roy Hill Project is both complex and dynamic, with its new mine process plant, heavy haul railway from mine to port and new port facilities, along with all nonprocess infrastructure packages including power, water, mine accommodation, port permanent accommodation and facilities to support the mine’s ongoing operation. The project was delivered under an Engineering, Procurement and Construction (EPC) contract with Samsung C&T for the mine process, rail and port facilities, plus a number of other local contractors undertaking the non-process infrastructure works packages. WSP | Parsons Brinckerhoff’s role involved assuring all works were delivered according to the overarching project requirements and within the agreed timeframe and budget.

According to Project Management Contractor (PMC) Project Director Mike Shaw, four main elements contributed to the success of the PMC role – a risk-based approach, a strong commercial management strategy, a high-performance team culture, and the adoption of full transparency with high levels of communication between the team and the client. ‘This enabled us to effectively manage both the main pit to port EPC contract with Samsung C&T and all the nonprocess infrastructure packages, and to deliver these without any delay to the principle interface dates,’ he says. >

Above: PMC Project Director Mike Shaw reviewing the mine from the fixed stacker

ROY HILL PROJECT SUMMARY • 55 million tonnes per annum iron ore mining project • A$10 billion syndicated facility through international banks • Project scope includes mine, port, rail and non-process infrastructure developments MINE

RAIL

PORT

NON-PROCESS INFRASTRUCTURE

• Wet and dry processing plant (COS, wet scrubber, desands, thickeners)

• 344 km single line, heavy haul railway

• Purpose-built, dedicated two berth port facility with ship loader

• Power and water services

• Fixed, lump and fines stacker • Reclaimer • Three primary and secondary crushing stations • Overland conveyors • Tailings storage dam • Lump and fines stockyards • Permanent power and water supply

• 4.8 million cubic meters of cut and fill for the rail alignment • 11 bridges • Flash butt welding facility • Communication based Signalling (CBS) system • 21 locomotives • 2119 culverts

• Overland conveyors • Stackers and reclaimers • Stockyards • Car dumper • Screening building

• 2,200-person permanent accommodation village (mine) • Port and rail nonprocess infrastructure (NPI) facilities • Mine services Area (MSA) • Administration buildings and workshops • 4 x 300-person rail camps • Fuel storage and distribution facilities

WSP | PARSONS BRINCKERHOFF PROJECT MANAGEMENT CONTRACTOR (PMC) ROLE SUPERINTENDENCE

PRINCIPAL PROJECT REQUIREMENTS ASSURANCE

PROJECT CONTROLS

EXPEDITING AND INTERFACE

• Superintendent representative

• Safety

• Master schedule

• Delivery risk management

• Contract management

• Quality

• Expediting

• Environment and heritage

• Cost management and forecasting

• Change management • Progress verification • Payment assessment and verification

• Legal obligations • Industrial relations • Risk

• Facilitate approval authority role

• Consolidated reporting

• Commissioning and handover

• Senior lender queries

• Interface management

• Estimating

• Issues escalation

• Commodity tracking • Document control • Systems management

MONITORING TRENDS AND MANAGING RISK WSP | Parsons Brinckerhoff’s risk-based approach meant potential risks were identified early and appropriate plans were implemented in a timely manner to mitigate those risks and minimise the impact. ‘We regularly evaluated risks by looking at trends and the changing nature of the project activities, and then took proactive measures to mitigate those risks,’ he says. ‘For example, the team continually assessed the performance of off-shore fabrication activities, such as monitoring production, quality and safety. When trends indicated an increase in risk, the team deployed additional resources to the location to manage the situation and resolve potential issues.’

TEAMWORK AND TRANSPARENCY Mr Shaw also identified the effectiveness of WSP | Parsons Brinckerhoff’s commercial and contract management team as another key to the successful management of the project. This included the Superintendent’s Representative enforcing contractor performance in line with contractual obligations, and all members of the PMC adopting a disciplined and careful approach when communicating with contractors. ‘We worked hard to drive the right culture and behaviours across the entire team,’ he says. ‘While it was important we focused on establishing and continuously improving our processes and systems, it was 8

WITH A CAPITAL EXPENDITURE OF APPROXIMATELY $6 BILLION IN 20 MONTHS, THE PROJECT IS MORE THAN 90% COMPLETE AND WE ARE IMMERSED IN THE COMMISSIONING AND HANDOVER PHASE – NOT A BAD TEAM EFFORT

essential we engaged the right people and developed appropriate behaviours to effectively provide PMC services in an EPC delivery environment.’ According to Mr Shaw, the final winning element was absolute transparency and alignment with Roy Hill. Roy Hill Project Director Sanjiv Manchanda agrees.

COMMODITIES Number of pieces of machinery being used across the project

Volume of material moved during earthworks at the mine, port and rail

28 MILLION CUBIC METRES

2,500

‘This could not have worked unless we had absolute trust in each other and operated in a highly communicative and transparent manner,’ Mr Manchanda says. ‘We removed the rigidity of a traditional structure and, while we held WSP | Parsons Brinckerhoff accountable for delivering the full PMC scope of services, we were able to work together seamlessly. ‘WSP | Parsons Brinckerhoff met our performance expectations and have been a valued delivery partner. Their reporting procedures and documents continue to significantly help our business to manage risks while accurately tracking production against schedule,’ he says.

Volume of concrete poured to date at the mine, port and rail

150,000 CUBIC METRES

794,500 METRES

Total capacity of accommodation

4,327

Total time worked by WSP | PB on the project as at end of July 2015

Successfully delivered in remarkable time and with its future-ready approach, Roy Hill is set for the long haul.

4,200

MAN HOURS

After processing, the ore will be discharged into the train via the train load-out for the 344 km journey to port, through the ore car dumper and finally to the ship loader.

‘When I joined the project in January 2014, Samsung C&T had only just commenced site construction,’ Mr Shaw says. ‘With a capital expenditure of approximately $6 billion in 20 months, the project is more than 90% complete and we are immersed in the commissioning and handover phase – not a bad team effort.’

Total workforce on the project as at August 2015

830,450

Commissioning management plans have been submitted and accepted, and these align with the plan for the end-to-end processing of ore from the mine through the crushers, process plant and stockyards.

The PMC team is currently undertaking walk-throughs with Roy Hill Operations teams as a part of the mechanical completion punch-listing process. Motors are being bumped, balanced machines tested, conveyors run and control systems deployed.

616,300

Total length of steel rail required

THE NEXT STEPS All non-process infrastructure packages are complete and have been handed over to Operations, and main process infrastructure construction by the EPC Contractor has progressed to the final stages, with commissioning well advanced.

Total number of railway sleepers required

Total amount of structural steel used on the project

54,000 TONNES

Total amount of mechanical equipment installed on the project

32,000 TONNES

Total length of piping installed on the project

212

KILOMETRES

Total length of conveyor(s) installed on the project

27 KILOMETRES

Total length of cable installed on the project

2,400

KILOMETRES

THE INTERNET OF THINGS – SHAPING THE FUTURE NEAR YOU The internet has profoundly changed our lives over the past two decades but multiple technologies have now converged to create the Internet of Things. WSP | Parsons Brinckerhoff’s Digital Global Director Henry Okraglik asks: are you ready for the future?

It is over two decades since the first Internet browser appeared and opened the world’s eyes to the potential of a globally interconnected computer network system. Since then we have seen unprecedented changes in the way we communicate, access information, work and live. Many traditional businesses have been forced to change the way they operate, including reducing the retailer to customer interface or completely shifting to an online environment. Meanwhile new businesses have sprung up, such as Amazon, eBay, Google, Apple, Facebook, Instagram, YouTube and Uber, which cater for evolving consumer expectations.

Welcome to ‘The Internet of Things’ or IoT, a convergence of multiple technologies, ranging from wireless communication to the Internet, and from embedded systems to microelectromechanical systems. These traditional fields all contribute to enabling the IoT, which allows objects to be sensed and controlled remotely across existing network infrastructure. Author and futurist Jacob Morgan explains IoT as the ability to connect any device with an on and off switch to the Internet and to each other – from cell phones and cars to coffee makers and washing machines.

‘The IoT is a giant network of connected “things”, which also We may like to believe the pace of change and disruption is easing, but we are entering includes people. The relationship will be between people-people, peoplea new and even more profound era of technological change that will further disrupt things, and things-things,’ he says. traditional businesses and create new ones.

INTEGRATING THE PHYSICAL AND COMPUTER WORLDS According to Philip N. Howard, author of How the Internet of Things May Set Us Free or Lock Us Up (Yale University Press), uniquely identifiable objects will have embedded computing systems that interoperate within the existing internet infrastructure. By 2020, he says, the IoT will consist of almost 50 billion objects. The result will be a more direct integration between the physical world and computer-based systems, and this will lead to improved efficiency, accuracy and economic benefit. The impact is already being seen across infrastructure and building management, transportation and environmental monitoring. IoT has the potential to reduce infrastructure operational costs. Our consultants are currently investigating how to integrate monitoring and control systems across roads, bridges and railway tracks as well as monitors to assess structural conditions.

MONITORING AND IMPROVING PERFORMANCE IoT is also being used to monitor and control mechanical, electrical and electronic systems in buildings. Our current work with a major Australian property owner and manager, involves connecting utility meters in 41 Australian commercial and retail buildings for near-time building performance monitoring. Initiatives like these will ultimately improve levels of occupant comfort and energy efficiency. As the adoption of IoT increases apace we will see other building systems such as security, lighting, heating, ventilation and air conditioning being monitored and controlled in the same way. WSP | Parsons Brinckerhoff is working with VicRoads and partnering with Telstra on a Proof of Concept project. This will demonstrate how data on planned and unplanned road events can be collected and meaningfully transformed and conveyed as useful information to drivers. It wonâ&#x20AC;&#x2122;t be too long before we are using the power of the IoT to integrate and share data across traffic control, private cars, public transport, vehicle-to-vehicle communications,

car parks, tolling systems, emergency services and roadside assistance. IoT is also being used in environmental monitoring such as monitoring air or water quality, and atmospheric or soil conditions. WSP | Parsons Brinckerhoff is working with integrated energy company AGL to monitor and ensure the health of water tables in the Hunter Valley using a variety of sensors and measurements. Importantly, IOT improves the earthquake or tsunami early-warning systems used by emergency services to ensure better targeted and timely aid is delivered.

ENABLING CITIES OF THE FUTURE The large scale deployment of IoT is also creating smart cities like Songdo in South Korea and Santander in Spain. Songdo will be the first fully-equipped city where almost anything that can be, will be wired and connected. This will provide a continuous stream of rich data that can be monitored, analysed and acted upon by computers with little requirement for human intervention.

While the IoT provides endless opportunities and connections, it also brings with it challenges that include data security and how companies will manage and make use of the unprecedented amount of data produced. WSP | Parsons Brinckerhoff is keeping clients informed as IoT evolves, and finding ways for them to make the most of the opportunities while meeting the challenges IoT brings. Are you ready for the future?

WE MAY LIKE TO BELIEVE THE PACE OF CHANGE AND DISRUPTION IS EASING, BUT WE ARE ENTERING A NEW AND EVEN MORE PROFOUND ERA OF TECHNOLOGICAL CHANGE THAT WILL FURTHER DISRUPT TRADITIONAL BUSINESSES AND CREATE NEW ONES

INTERMODAL RENAISSANCE FOR FUTURE-READY PORTS AND TERMINALS WSP | Parsons Brinckerhoff Director of Ports and Maritime USA Blair Garcia explains how technology and proprietary software is driving smarter global ports and intermodal hubs. Global ports, intermodal terminals and other logistics terminals in the supply chain have been moving towards higher levels of automated operations for the past few decades, to better service their markets and communities, now and into the future. According to international port and marine expert Blair Garcia, current port development strategies are now focused on investing in future-ready systems, across global networks, to deliver consistent levels of services and modes of operation. ‘Globalisation has resulted in rising demand for new standards of efficiency in maritime transport and created new challenges for the world’s ports,’ Mr Garcia says. Over the past 20 years this trend has spread beyond maritime ports. 12

‘What we see, particularly in the United States and Europe, is that railroad terminal and inland port operations are following similar automation strategies as port terminals,’ Garcia explains.

The equipment and operations required for rail loading and unloading alongside rail cars of varying sizes and lengths is one example where transferring automation from port to intermodal presents a challenge.

‘They are looking to apply marine terminal technology across intermodal facilities – and this creates an entirely new set of challenges.’

‘It’s clear that the range of automated technologies and solutions we harness has to address very distinct requirements across both types of transportation hubs,’ Mr Garcia says.

TRANSFERRING AUTOMATION FROM PORT TO INTERMODAL

He believes it is vital to anticipate, where practical, future transport hub requirements and to constantly seek new technologies to support projects and clients in meeting these challenges. >

While marine ports and intermodal terminals have similarities, such as storage yard and truck gate configuration, there are a number of critical differences.

Top: Australian and European ports developed comprehensive whole-of-life asset management programs Above: Higher levels of automated terminal operations better service markets and communities

CURRENT PORT DEVELOPMENT STRATEGIES ARE NOW FOCUSED ON INVESTING IN FUTURE-READY SYSTEMS, ACROSS GLOBAL NETWORKS, TO DELIVER CONSISTENT LEVELS OF SERVICES AND MODES OF OPERATION

WHOLE-OF-LIFE ASSET MANAGEMENT Mr Garcia identifies another major trend among ports – the movement towards true lifecycle asset management of infrastructure and equipment.

‘The value we can add in developing these integrated port and rail facilities is in planning, design, operation and logistics.’ To enable clients to accurately estimate the variable costs that impact financial modelling, Garcia’s team developed specific tools that analyse demand against capacity, planning infrastructure, equipment and operations, and schedule CapEx and OpEx in an efficient and timely manner.

‘In the past, clients would say they were managing assets, but what they have really been doing is managing a process of condition assessment and asset replacement,’ he says. ‘And this falls far short ‘Some major clients have successfully used of managing an asset through its lifecycle.’ these tools and services and we’ve used According to Mr Garcia, Australian this iterative modelling process on recent and European ports were first to projects such as Muchke Bay in Russia, the develop comprehensive whole-ofPort of New Orleans in the United States, life asset management programs. and Moorebank Intermodal Terminal in Sydney, Australia,’ Mr Garcia says. ‘The Port of Melbourne is a prime example and many United States and international ports are watching INTEGRATION TO IMPROVE with keen interest,’ he says.

SPEED AND REDUCE COST

Above: Current port development strategies are now focused on investing in future-ready systems Right: Railroad terminal and inland port operations are following similar automation strategies as port terminals Far right: Globalisation has resulted in rising demand for new standards of efficiency in maritime transport

Currently, the US team is developing a set of tools aimed at creating ways to work alongside clients to plan facilities and land uses more efficiently. ‘We use a Visio platform for creating terminal layouts and configurations, integrated into a spreadsheet model that estimates and compares throughput capacities,’ Mr Garcia says.

‘Demand-driven project scheduling is then made possible by linking the throughput of our capacity model to a demand forecasts model.’ Mr Garcia explains that, by directly linking these schedules back to the throughput capacity model, variable capital and operating costs could be forecast across the project lifecycle. ‘Our strategic consulting team then use this analysis and the projections to model financial performance,’ he says. ‘The tools place layout considerations firmly in the hands of the planner who can make edits with an informed understanding of the key variables and infrastructure requirements.’ According to Mr Garcia, this approach provides a high level of project intelligence and greater speed in producing concept plans that can be uploaded directly into capacity models. For clients, that means a faster result at a lower cost. >

MOVING TOWARD AN INTERMODAL RENAISSANCE As Australia continues what he describes as an ‘intermodal renaissance on a modern freight rail network’, Mr Garcia is advocating for an integrated approach to guide and direct intermodal policy at a federal and state level – an approach that acknowledges and learns from challenges experienced in the United States and Europe. He believes that, by taking an integrated approach, Australia can look at how and where to locate terminals to service immediate markets, while also allowing for growth and evolution in the future. In this way, informed decisions about rail corridors, inland intermodal and marine terminals can be promoted through policy that will make this development possible. ‘If we are to successfully navigate our way and make adequate provision for servicing our future markets and communities for the next 30 to 50 years, an integrated approach is critical,’ he says. As we work towards this intermodal renaissance, it is an integrated approach made possible through technology and information systems that will drive the delivery of smart global ports and intermodal hubs – and ensure we are ready for the future.

TO SERVICE OUR FUTURE MARKETS AND COMMUNITIES FOR THE NEXT 30 TO 50 YEARS, AN INTEGRATED APPROACH IS CRITICAL 15

BEYOND THE URBAN ‘GREEN’ VENEER TO A SUSTAINABLE FUTURE Green buildings are only part of the solution for a future-ready built environment. Factors such as scale and mixed use will also contribute to creating sustainable precincts of the future. WSP | Parsons Brinckerhoff Associate Director Sustainability, Richard Palmer explains. For over a decade, buildings have been the focal point of the urban sustainability movement in Australia. Design, technology, leasing and management have been shaped to set a new standard in the property industry, where the principles of ecologically-sustainable design are well understood and often implemented without hesitation. WSP | Parsons Brinckerhoff was at the front line of the green building movement with projects like 30 The Bond and One Shelley Street in Sydney, the Melbourne Convention Centre and Council House 2 in Melbourne, and City Central Towers in Adelaide. We were also involved in founding and supporting the Green Building Council of Australia, a national, notfor-profit organisation encouraging the adoption of green building practices and committed to growing Australia’s sustainable property industry.

DEVELOPING ‘GREEN’ BUILDINGS IS ONLY PART OF THE SOLUTION

CREATING SUSTAINABLE PRECINCTS Cities, however, are more than a collection of buildings and developing ‘green’ buildings is only part of the solution for a future-ready built environment. Recently, industry discussion has shifted to recognise the importance of scale and mixed use in creating sustainable precincts. Precincts have taken centre stage in Australia’s urban development future, with projects like the Central Park Central Thermal Plant and the Barangaroo urban development on Sydney Harbour. While still within the control of single megadevelopers, these urban renewal projects have set new standards for sustainability. Precinct developments have also opened up new challenges, including proactively engaging with utility supply regulation and contract, the emergence of green infrastructure as a core design consideration, and integrating certification and assurance across multiple building classes. At the Frasers Property Australia and Sekisui House development at Central Park WSP | Parsons Brinckerhoff led the design of the Central Thermal Plant – an urban utilities project that could change the way we manage our urban energy and water networks. >

Left: Central Park Sydney, Image Courtesy of Frasers Property Australia and Sekisui House Above: One Shelley Street, King Street Wharf, Sydney

FUTURE-READY PROTOTYPE FOR URBAN UTILITY INFRASTRUCTURE The Central Thermal Plant integrates revolutionary technology across energy and water systems. This results in shared thermal services, tri-generation, private electricity networks, waste-water treatment and sewer mining delivering low-carbon energy and low-impact water to residents, commercial tenants, building owners and the public domain. Operating in a dense urban precinct without compromising the visual or environmental amenity, this highly complex, industrial scale utility tested the governance structures of energy market regulation. It also broke new ground in the reticulation and commercialisation of thermal energy networks in Australia, and leveraged innovative finance mechanisms to be wholly privately funded. These financial mechanisms included the first Environmental Upgrade Agreement and first low-carbon fund in Australia, which delivered on triple-bottom-line engineering that serves people, profit and the planet. The result is a future-ready prototype for urban utility infrastructure. But there is more work to be done to ensure that sustainable urban systems go beyond collections of green buildings.

RE-WRITING THE RULES ON ‘URBAN GREEN’ The rise of the precinct changes the way we view city systems, especially the relationships between buildings or ‘nodes’ and the intricate web of public domain, utilities and transport infrastructure that connects them – and it challenges the rules that define and maintain those relationships. In an increasingly complex industry, it is the technology within the buildings and the connecting systems that provides us with an opportunity to write new kinds of rules – planning rules, development controls, investment rules, commercial rules, design rules and political rules – with better controls and better data.

This ‘urban green’ thinking is embedded into WSP | Parsons Brinckerhoff’s work on the Newcastle Urban Transformation and Transport Program for Urban Growth NSW. Our ‘sustainability for rethinking cities’ strategy enables the program’s entire planning and delivery system to be clearly understood. By bringing together sustainability, green buildings, integrated transport planning and ecology expertise, we can explore sustainability principles and approaches in the context of systems within the built environment, including buildings, utilities, public domain and transport systems. This includes looking at the governance models for implementation, the procurement models for each major element of the program, and the assurance frameworks for demonstrating leading practice and supporting funding applications.

STEPPING UP TO A SUSTAINABLE FUTURE The transport, utilities and resources sectors have huge potential to embed sustainability principles in contract and governance, procurement, design, construction and operation – and to become future-ready. Already major state agencies are including aspirational sustainability goals within major project procurement for projects like Sydney’s North West Rail Link and other key urban-scale projects. The need for innovation spans natural silos in the urban development space, with owners of both the buildings and the connections between them successfully addressing the challenges through an integrated, trans-disciplinary approach. It pushes us beyond the engineers, architects and developers, to embrace expertise in finance, law and contract, the regulatory environment for utilities, transport and planning, the public and private development community, the professional and design community, and the advocacy, peak body and NonGovernment Organisation community. It requires technical problem-solving and design thinking to be part of the conversation, as we face the challenge of creating a future-ready urban society.

IN AN INCREASINGLY COMPLEX INDUSTRY, IT IS THE TECHNOLOGY WITHIN THE BUILDINGS AND THE CONNECTING SYSTEMS THAT PROVIDES US WITH AN OPPORTUNITY TO WRITE NEW KINDS OF RULES

Right: Council House 2 (CH2) Image courtesy of Melbourne City Council Below: Central Park, Central Thermal Plant

UPGRADING TO A NEW WAY OF THINKING Article author Bob Higgins General Manager, Pacific Highway Infrastructure Delivery | Infrastructure Development

THE ENTIRE PROGRAM OF WORK REPRESENTS 20 YEARS OF CONTINUOUS IMPROVEMENT TO DELIVER 657KM OF DUALCARRIAGEWAY.

Bob Higgins is Roads and Maritime Services’ General Manager for the Pacific Highway Upgrade in New South Wales (NSW). He has been leading the upgrade of the highway to a dual carriageway for the past 15 years. About 60% of the 657km highway between Hexham and Queensland is now dual carriageway with another 23% currently under construction.

WHY THE DELIVERY PARTNER MODEL? Over the past 20 years Roads and Maritime Services has progressively been working through a program of projects to deliver on the Pacific Highway upgrade. We’ve used a range of different delivery models to complete the work so far. With such a large pipeline of work, we’ve had the opportunity to take learning from one project and apply it to the next. The entire program of work represents 20 years of continuous improvement to deliver 657km of dual-carriageway.

With the target completion date less than five years away, Roads and Maritime Services recently appointed Pacific Complete (a joint venture of Laing O’Rourke and WSP | Parsons Brinckerhoff) as the project delivery partner to help Roads When we began to look at the final and Maritime’s Pacific Highway Office manage the construction of the final 155km 155km section of the program we had reached a plateau as far as the delivery link section from Woolgoolga to Ballina. mechanism went and we needed to We asked Mr Higgins for his thoughts look at a different way of doing things on the projects’ delivery partner model that would drive further efficiencies and to outline what challenges he and yield higher public value. We’ve sees in delivering the final stages of looked at different procurement models this major infrastructure project. such as risk-sharing and compared what we do with the private sector’s approach. We’ve moulded and changed our models to reflect different project challenges and industry requirements.

The London Olympics provides us with a prime example of the delivery partner arrangement. While the program of work for Woolgoolga to Ballina is different in that we have a defined scope, a budget, a timeframe and we know what we need to provide, we took the best of the London Olympic model and tailored it to meet the specific needs of this project. >

ABOUT THE PROJECT The Pacific Highway upgrade is the largest road infrastructure projects in regional NSW. It connects Sydney and Brisbane, and is a major contributor to Australia’s economic activity. The Australian and NSW governments have been jointly upgrading the Pacific Highway to provide a four lane divided road from Hexham to Queensland. Upgrading started in 1996 and 2020 has been identified as the targeted completion date. Currently 397 kilometres of the Pacific Highway between Hexham and the Queensland border are now laid down as four lane divided road (60%) and about 149 kilometres are being built (23%). The remaining sections are all being prepared for major work. Upgrading new sections and carrying out safety improvements to the existing highway have resulted in major improvements to road conditions. These improvements support regional development and provide safer travel; reduced travel times with improved transport efficiency; more consistent and reliable travel and improved amenity for local communities.

Left: Woolgoolga to Ballina Project Route Map courtesy of Roads and Maritime Services

BENEFITS OF A DIFFERENT DELIVERY MODEL The delivery partner model allows Roads and Maritime Services to partner with the private sector to drive efficiencies and savings to the next level. We were able to take the accumulated knowledge acquired by the Roads and Maritime Services team that had lived and breathed this project for 10 years, and team it with a fresh and objective private sector view. To me, this allows us to deliver the project in a smarter way that drives efficiencies. We have already seen evidence of this in a smart packaging strategy developed by Pacific Complete. By using this strategy we can ensure we optimise resources across the entire project. We are also seeing tangible benefits across the whole supply chain, for example sharing suppliers and materials across the wider program of work has resulted in significant project savings. We are also realising efficiencies in streamlining administration processes.

However, this delivery model is a new concept and there are critics. That’s positive though as it means that we should constantly look at how best to deliver our work in smarter, more collaborative, more cost-effective ways. For us it’s about exploring what the issues are and finding solutions for them. It’s a different way of thinking and there is a certain level of confidence that needs to be built up to make that thinking effective. The project will need to be rigorously assessed and reviewed when we have completed it, to see if we achieved everything that we set out to do.

CHALLENGES AHEAD Major, long, linear infrastructure projects like the Pacific Highway Upgrade affect many people and have an impact on the natural habitat. A critical part of our role is to find the best solution to deliver a public value outcome; bearing in mind that in some instances there isn’t a perfect solution. This is a rural highway that runs through the natural habitat of a number of threatened species. So it’s critical that we consider how to go about building and operating a road in such a high-value habitat in a way that has the least negative impact on those species. Another critical challenge is to find the right economies of scale. There are issues around balancing earthworks and finding the quantity of natural materials required. Another project challenge is to work out the most efficient way to approach the two major river crossings for the Clarence and Richmond rivers. Above: Construction underway for sections of the Woolgoolga to Ballina Pacific Highway Upgrade

THIS ALLOWS US TO DELIVER THE PROJECT IN A SMARTER WAY THAT DRIVES EFFICIENCIES. WE HAVE ALREADY SEEN EVIDENCE OF THIS IN A SMART PACKAGING STRATEGY DEVELOPED BY PACIFIC COMPLETE. BY USING THIS STRATEGY WE CAN ENSURE WE OPTIMISE RESOURCES ACROSS THE ENTIRE PROJECT. WE ARE ALSO SEEING TANGIBLE BENEFITS ACROSS THE WHOLE SUPPLY CHAIN, FOR EXAMPLE SHARING SUPPLIERS AND MATERIALS ACROSS THE WIDER PROGRAM OF WORK HAS RESULTED IN SIGNIFICANT PROJECT SAVINGS. WE ARE ALSO REALISING EFFICIENCIES IN STREAMLINING ADMINISTRATIVE PROCESSES

‘IT’S A DIFFERENT WAY TO DELIVER INFRASTRUCTURE’ says David Stuart-Watt, WSP | Parsons Brinckerhoff’s Client Director for Transport based in Sydney. ‘Globally, the industry is familiar with a range of delivery model approaches including; traditional project management, alliancing, managing contractor, engineering, procurement and construction management. The delivery partner approach uses all of these elements in one contract.’ ‘The London Olympics was a global example of how this type of delivery model can work well. There was a need to deliver major diverse programs of work in a finite period of time. The delivery model helped achieve this by providing tight governance and control and combining public and private sector leadership, capability and drive to deliver the project outcomes.’ David Stuart-Watt is part of the leadership team of newly appoint Pacific Complete, the team appointed by Roads and Maritime Services as delivery partner for the final 155km section of Pacific Highway Upgrade - Woolgoolga to Ballina – in NSW. This has been cited as Australia’s first delivery partner approach to deliver a transport infrastructure project. David explains that the delivery partner is not typically part of the design and construction supply chain but acts as a partner to the client with accountability and responsibility to manage the project. ‘The delivery partner has overall responsibility for providing planning, programming and project controls, design management, environment management, procurement and construction management services for the project in accordance with the contract. They are also responsible for ensuring that the project is successfully delivered in accordance with all project requirements, including compliance with the budget and program.’

‘PROJECTS LIKE WOOLGOOLGA TO BALLINA ARE A TURNING POINT FOR TRANSPORT DELIVERY MODELS IN AUSTRALIA. THEY PRESENT CONSULTANTS WITH AN OPPORTUNITY TO BRING INTERNATIONAL BEST PRACTICE TO THE REGION, INCREASING EFFICIENCY AND ULTIMATELY PUBLIC VALUE. THERE IS EVERY INDICATION THAT THE DELIVERY PARTNER MODEL WILL BE CONSIDERED BY A VARIETY OF GOVERNMENT CLIENTS IN AUSTRALIA IN THE FUTURE.’ 23

MAXIMISING EVENT LEGACIES THROUGH CITY BUILDING FOR THE FUTURE Article author Graeme Steverson Technical Executive Transport Planning

The Gold Coast is the sixth largest city in Australia with the second largest local government population. The city will play host to the Commonwealth Games in April 2018 and planning is well underway to ensure that eventrelated infrastructure investment is focussed on maximising the legacy benefits of staging this world-class event. WSP | Parsons Brinckerhoff has been acting as a key advisor for the last three years to provide transport infrastructure and services support. The City of Gold Coast is a very different ‘Commonwealth Games city’ to those that have gone before: with its established identity and natural assets falling within the boundaries of Australia’s largest regional city (population 600,000). Therefore planned upgrades to the city infrastructure has focused on the provision of reliable alternative routes for background traffic that diverts activity away from venues to ‘keep the city moving’ during the Games. Upgrading local and much-used transport routes (cycling and pedestrian) and public transport infrastructure around venue precincts is another key feature of the transport plan for the Games. >

WSP | PARSONS BRINCKERHOFF IS CURRENTLY INVOLVED IN FOUR TRANSPORT PROGRAMS FOR GAMES’ ORGANISERS WHICH WILL SHAPE THE TRAVEL BEHAVIOUR OF COMMUNITIES IN THIS GROWING CITY AND WILL PROVIDE LEGACY BENEFITS WELL BEYOND THE 2018 COMMONWEALTH GAMES

Left: Surfers Paradise Above right: 2018 Commonwealth Games countdown clock

DEVELOPING A LEGACY OF TRANSPORT OPERATIONS FOR BOTH CITY AND STATE IS A KEY OUTCOME OF THE GAMES

SHAPING TRAVEL NETWORKS FOR THE LONG TERM WSP | Parsons Brinckerhoff is currently involved in four transport programs for Games’ organisers which will shape the travel behaviour of communities in this growing city and will provide legacy benefits well beyond the 2018 Commonwealth Games: • Games Route Network design and operations • Park-and-ride facility feasibility and concept design • Venue precinct local area traffic and transport plans • City operations plans for staging events.

Above left: Metricon Stadium Above right: Gold Coast light rail

The design of the Games’ Route Network will provide the city with enhancements to their road infrastructure and traffic signal operation and provide alternative north-south routes away from the busy coastal strip which is now serviced by the new light rail system G:link. While the mode share to public transport in the city has increased with the introduction of light rail, the Gold Coast remains a car-dominated city. A key strategy aimed at reducing the dependency on private vehicles is the introduction of park-and-ride facilities. WSP | Parsons Brinckerhoff has undertaken work for both Transport and Main Roads and the City of Gold Coast to develop event focussed park-and-ride facilities with connections to frequent public transport services, which can also be used by commuters on a daily basis.

Our most recent project for the Games transport planning partnership (City of Gold Coast, Transport and Main Roads and GOLDOC) developed an integrated project planning and delivery program for the provision of various transportrelated operations and infrastructure to support Games Family and spectator access to and from venues. A number of these deliverables, including the identification of the local transport infrastructure (shared path connections, bus stop upgrades, and local wayfinding signage) will provide local communities with a tangible benefit that will extend far beyond the 10 days of competition.

LEGACY TRANSPORT SOLUTIONS Developing a legacy of transport operations for both city and state is a key outcome of the Games. Successful event staging is important for locals, visitors and for the sporting community in Queensland particularly for the City’s two national

sporting teams. Metricon Stadium at Carrara is the home of the Gold Coast Suns AFL team and will also act as the venue for the Commonwealth Games’ opening and closing ceremonies and athletics events. WSP | Parsons Brinckerhoff delivered transport and pedestrian planning for this key piece of civic infrastructure which was built with a future Games in mind. The operational design and procedures developed for this stadium was influenced by lessons learned from professional services delivery for other major world events in cities such as Sydney (2000 Olympics), Melbourne (2006 Commonwealth Games), Beijing (2008 Olympics), Auckland (2011 Rugby World Cup) and London (2012 Olympics). The success of these events has led to all five cities hosting subsequent world events.

Major events have a significant impact on city building as can be evidenced by the ongoing evolution of Sydney Olympic Park since 2000. WSP | Parsons Brinckerhoff is currently reviewing our previous transport strategy to support the most recent revision of the Olympic precinct’s master plan for 2030. The firm has played a continuous role in the sustainable development of one of the Sydney’s largest urban renewal projects since the pre-bid phase some 23 years ago. It remains as a world-class example of how a major international sporting precinct can also accommodate high-density, mixed-use development that is surrounded by extensive parklands in the centre of a growing city.

FUTURE-PROOFING A MAJOR FLOODPLAIN GREEN SQUARE SYDNEY Article author David Kent Hydraulic Technical Lead

Located between Sydney airport and the city – Green Square is home to one of New South Wales’ fastest-growing populations. It is also one of the City of Sydney’s key urban renewal precincts, but the recurring likelihood of major flooding during torrential rain has until now, hindered much of its future development. The City of Sydney and Sydney Water have committed to creating a vibrant and sustainable urban environment. An $8 billion redevelopment will transform Green Square from an industrial centre into a major retail, residential and cultural hub. By 2030, the urban renewal area will create 20,000 new residential dwellings to cope with an anticipated population of 50,000. WSP | Parsons Brinckerhoff Hydraulic Technical Lead David Kent explains the area sits on a major floodplain once known as the Waterloo Swamp. Periods of heavy rainfall present a significant safety risk to the community. The April 2015 flash floods were a stark reminder of this – roads turned into rivers, and emergency services waded through chest-high water to rescue residents from cars.

In 2014, The Green Square Stormwater Drain Project, aimed at significantly reducing flooding, was publically announced. The City of Sydney and Sydney Water formed the DG Alliance with United Group Engineering, Seymour Whyte Constructions, WSP | Parsons Brinckerhoff, and RPS Manidis Roberts. ‘The team united with a common goal to develop a solution that was sustainable, innovative and respectful to the community,’ he says.

THE TEAM UNITED WITH A COMMON GOAL TO DEVELOP A SOLUTION THAT WAS SUSTAINABLE, INNOVATIVE AND RESPECTFUL TO THE COMMUNITY

The final design is a 2.4 kilometre underground stormwater drain to carry floodwaters from Link Road, Zetland, to the existing stormwater system discharge point in Alexandra Canal. The $100 million stormwater drain is the first major infrastructure project in Green Square and will increase the liveability, accessibility and amenity of the future town centre. Mr Kent says the busy urban environment presented significant challenges which required innovative thinking to minimise community impact. ‘The client’s reference design consisted of box culverts installed by trenching. To reduce the construction footprint, WSP | Parsons Brinckerhoff’s design used pipes (twin and triple DN1800 RCPs) installed by a combination of open trenching and microtunnelling. Microtunnelling involves using a tunnelling machine to install pipes underground without disturbing the surface. Microtunnelling is being used for more than half the drain, reducing the project area from 25,000m2 to 10,000m2,’ he explains.

Above: City of Sydney Lord Mayor, Clover Moore at launch of construction Top right: Tunnel boring machine Right: Launch chamber for micro tunnel

WSP | Parsons Brinckerhoff’s design used a slightly pressurised system rather than the part full box culverts of the reference design. Extensive modelling was undertaken to design the system and prove that it would meet the required capacity. Mr Kent says the modelling used both a 2D surface model (TUFLOW) to determine flood impacts and a 1D trunk drain model (XPSWMM) to assess the pipe hydraulics. ‘Seven of the complex transition and inflow structures have been modelled by 3D computation fluid dynamics (CFD). Scaled physical modelling is currently underway to prove the CFD results,’ he explains. The innovative design achieved the required reduction in flood levels at a fraction of the cost of the reference design. Overall construction began in May and the tunnelling machine, Mary Veronica, was lowered into the ground the next month. Her two-metre-wide mouth will chew through 12 to 15 metres of earth a day. The stormwater drain will be up to 10 metres deep in sections and will be big enough to empty 30,000 litres – about 300 bathtubs – a second. At the point where the drain meets the Alexandra Canal, the aperture will be wide enough to fit three cars alongside each other. Construction of the Green Square stormwater drain is expected to be finished by the end of 2017.

NEWS

SMITH STREET COMPLETE

The Smith Street Motorway is the major east-west arterial road connecting the Pacific Motorway (M1) and the new Gold Coast Health and Knowledge Precinct in Parkwood and Olsen Avenue, providing a vital link to the northern suburbs of the Gold Coast and alleviating congestion for the 100,000 vehicles that travel in the area each day. The Department of Transport and Main Roads (TMR) appointed the GC Connect Joint Venture between Seymour Whyte and WSP | Parsons Brinckerhoff to deliver the design and construct contract.

Top: Completed Smith Street Motorway and Olsen Avenue interchange upgrade Above: Project Director Sanjay Ram (TMR), Minister Mark Bailey and Project Manager Bryan Broadfoot (GC Connect JV) at official opening 6 July 2015.

INNOVATION IN DELIVERY

INNOVATION IN DESIGN

Smith Street Motorway and Olsen Avenue Interchange project was a unique project where both Seymour Whyte and WSP | Parsons Brinckerhoff shared construction risks and opportunities. This allowed for a focus on collaboration and for the delivery of best-for-project outcomes. The seamless integration of the design and construction teams was central to the project’s success and client’s satisfaction.

The project saw a number of design innovations including the re-use of culverts, the rehabilitation of pavements and formulating an effective solution for safe fauna crossing.

Working in an integrated and collaborative joint venture where designer and contractor had real ‘skin-in-the-game’ fostered a healthy dynamic that challenged team members to be innovative to deliver a successful project. A key to this behaviour was to encourage active listening to the client to fully appreciate what the project upgrade needed to provide for the community. The low volume of community complaints was testament to this ethos and was applauded by TMR. The JV worked collaboratively with all parties to resolve project needs and issues as they arose and to reach all key project milestones.

The project called for significant pavement works to the eastbound lanes of the Smith Street Motorway. The JV team investigated an innovative pavement rehabilitation solution to improve the structural integrity of the existing pavement using a foamed bitumen stabilised base (FBSB). This method has not been commonly used in an urban, high-volume traffic area. The benefits of FBSB include the ability to withstand heavy traffic immediately after compaction and trimming; maintainability of traffic flow during construction; a capacity to accommodate strain to cementitiously bound materials and excellent long-term performance. A primary concern for the project was a long length of concrete median barrier which could ‘trap’ wildlife on the road. The JV team successfully integrated the strategic placement of fauna fences, breaking the concrete barrier at strategic locations with thrie beam guardrail and the retrofitting of a dry ledge to serve as a wildlife crossing. Despite experiencing a significant amount of rainfall during the construction period and with an increase in project scope, the $78 million upgrade reached practical completion in June 2015 under budget and four months’ ahead of schedule.

REGIONAL RAIL LINK

Regional Rail Link – Melbourne’s first major rail line in over 80 years – is the first step in meeting the needs of Victoria’s growing population. The $3.65 billion network will carry an additional 54,000 passengers every day from Melbourne’s west into the heart of the city. Laying the foundation for future expansion, Regional Rail Link creates capacity for an extra 23 metropolitan and 10 regional services during peak periods. Regional and metropolitan trains are now separated – giving areas such as Geelong, Bendigo and Ballarat their own dedicated lines.

Collaboration between the Alliance and the wider industry led to a number of key successes, including large reductions in materials. The new and modified stations are at the cutting edge of sustainable design – achieving a 4 Star Green Star rating. Overall, these initiatives will save around 14,000 tonnes of greenhouse emissions per year, equivalent to taking 45,000 cars off the road. The Alliance pioneered a collaborative approach to engaging stakeholders; working together to close out 17,000 stakeholder comments. Stakeholders were involved in a range of workshops such as value management workshops and Safety In Design (SiD) reviews enabling input to be incorporated early and a ‘no surprises’ design issued for review.

The project was split into six packages of work. WSP | Parsons Brinckerhoff formed an Alliance with Regional Rail Link Authority, Metro Trains Melbourne, V/Line, In 2014 Regional Rail Link received Thiess, Balfour Beatty, and Jacobs to deliver Infrastructure Partnerships Australia’s Package C: Footscray - Deer Park (FDP). Project of the Year award and the Premier’s Sustainability Award for the Regional Rail Link Footscray - Deer Park included 7.5 kilometres of new track, 5 kilometres of overhead wiring, 10 rail bridges, two road/rail grade separations, one station and two major station upgrades. The project team worked over 4 million man-hours to develop an innovative design that reduced the construction program by four months. Leading the design program, WSP | Parsons Brinckerhoff produced over 120 design packs, including over 9,000 drawings.

Infrastructure and Buildings Category. In April this year RRL took out the 2015 Gold Quill Award for Excellence in Community Relations and in May the project was awarded one of the most prestigious awards in the construction industry, the Australian Construction Achievement Award. Now complete and with some of the country’s most prestigious awards under its belt, Regional Rail Link will provide more frequent and reliable metro services for Melbourne’s booming western suburbs and regional Victoria.

Below: Accessible ramps at Footscray Station Bottom: Aerial view of Sunshine Station

NEWS

PROTECTING OUR NATION’S WATER RESOURCES IS KEY TO OUR FUTURE SUSTAINABILITY Article author

Sean Daykin Senior Hydrogeologist

A number of our water scientists are currently involved in water sampling and data analysis that supports evidencebased decision-making about how best to manage valuable water resources in rural NSW both now and in the future. In the Gloucester Basin work has been ongoing since 2010 to conduct independent and verifiable water quality assessments as part of early planning for AGL Energy’s Gloucester Gas Project. It is only through the adoption of rigorous scientific testing that the needs of energy development can be reasonably balanced against community and environmental considerations. AGL has approval to develop 110 coal seam gas wells in the Gloucester Basin, NSW. WSP | Parsons Brinckerhoff has developed a long-standing relationship with AGL as their preferred consultant for groundwater and surface water monitoring programs, hydrogeological investigations and numerical groundwater modelling. We commenced work with AGL in the Gloucester Basin in 2010 with a review of previous studies and the design and installation of an extensive groundwater and surface water monitoring network. The aim of our involvement is to support AGL throughout the approval process so that AGL can achieve their goal of developing a gas field in the Gloucester Basin within the current legislative framework in NSW and without impact to the local and regional water resources. 32

Using industry best-practice modelling approaches and verification against data collected from the established water monitoring network, a conceptual hydrogeological model has been developed which includes a basin-wide water balance model as well as a regional groundwater model. These models and the ongoing verification have been instrumental in facilitating a greater understanding of the hydrogeological and hydrological processes in the Gloucester Basin. Water level and quality data, (including the identification and distribution of over 180 chemical elements and compounds) have been collected during a five-year monitoring period. These baseline datasets can be used in conjunction with the modelling analyses to understand the interaction between the project and the hydrogeological mechanisms of the Gloucester Basin.

A further community-wide benefit of this extensive data collection and modelling work will be to provide independent scientific information to stakeholder groups including local and state agencies, local businesses, industry and the many local landowners. This investigation shines a spotlight on the baseline condition and environmental values of the Basin’s water resources and provides a methodology for deviations from the baseline condition to be identified and differentiated between natural variations and those that may be attributable to project activities. AGL’s Waukivory Pilot Project is gathering data from four pilot coal seam gas wells to show how much water is produced from the coal seams and to assess the natural gas potential of the wells. Water quality and pressure data is collected from a further 7 groundwater monitoring sites and 3 surface water sites to provide an early indication of deviations from the baseline condition.

THESE MODELS AND THE ONGOING VERIFICATION HAVE BEEN INSTRUMENTAL IN FACILITATING A GREATER UNDERSTANDING OF THE HYDROGEOLOGICAL AND HYDROLOGICAL PROCESSES IN THE GLOUCESTER BASIN During the fracture stimulation phase of the project in November to December 2014 intensive monitoring was undertaken to satisfy AGL’s Environmental Protection Licence conditions for water monitoring and AGL’s surface and groundwater management plan. Over 200 groundwater and surface water samples were collected during the 2 month timeframe, with lab analysis and data collation undertaken in parallel with the sampling program. This was a considerable data collection and management exercise that required a high degree of coordination, efficiency and precision. WSP | Parsons Brinckerhoff and AGL worked effectively as one team to provide quality assurance by monitoring the data and checking for errors and anomalies as it was collected. Sampling of groundwater, surface water and pilot gas wells remains as an ongoing requirement and will be completed by WSP | Parsons Brinckerhoff. Quarterly technical reports are produced on an ongoing basis with content that includes analysis and interpretation of the water level, water pressure and water quality data and statistical assessments to identify trends that require further investigation. The quarterly reporting allows AGL to communicate complex scientific information on the local and regional groundwater and surface water resources in a format that all stakeholders throughout the community and industry can interpret, share and understand.

GLOBAL EXPERTS IN TOWN

In July, Global Director of Transportation & Infrastructure, David McAlister visited Melbourne and Sydney. As a part of the global leadership team, Mr McAlister’s expertise in transportation and infrastructure plays a vital role in securing our major projects across the globe – including in Australia. Mr McAlister met with several key clients and spoke to Melbourne employees about a future-ready global transport and infrastructure landscape. In Sydney, Mr McAlister presented at the Infrastructure Partnerships Australia Leader’s Boardroom luncheon, and spoke with the Australian Financial Review alongside Guy Templeton, President & CEO, Asia Pacific.

TWO OF AUSTRALIA’S MOST INFLUENTIAL ENGINEERS

Asia-Pacific President and Chief Executive Officer Guy Templeton and National Director Sustainability Dr David Cruickshanks-Boyd made Engineers Australia’s list of Australia’s Top 100 most influential engineers. Mr Templeton oversees our operations in the Asia-Pacific region and, in response to his inclusion, said: ‘IT HAS BEEN A WATERSHED YEAR FOR THE COMPANY AS WE HAVE SUCCESSFULLY COMBINED TWO ORGANISATIONS WITH OUTSTANDING TECHNICAL EXPERTISE AND WITH TWO STELLAR BRANDS. IT HAS BEEN A PRIVILEGE TO LEAD OUR HIGHLY-TALENTED TEAM THROUGH THIS PROCESS.’ Dr Cruickshank Boyd’s inclusion in the Top 100 recognises his current role as National President of Engineers Australia, where his recent achievements include a successful campaign to reform governance practices with membership endorsement of over 80 per cent.

Above left: WSP | Parsons Brinckerhoff water hydrogeologist collecting groundwater data

NEWS

THE IMPACT OF EMERGING TECHNOLOGIES ACROSS TRANSPORT AND INFRASTRUCTURE

Article Author

WSP | Parsons Brinckerhoff Digital Global Director Henry Okraglik quoted the 1974 Bachman-Turner Overdrive hit ‘You ain’t seen nothing yet’ to describe the impact of emerging technologies across infrastructure and society during the first Australia New Zealand Transport Series in Melbourne. The panel discussion has subsequently been rolled out in Brisbane, Sydney and in Auckland.

• Traffic Signal phase and timing (SPaT) information being provided direct to car drivers through a range of supplier controllers including configuration, testing, deployment controllers across Ann Arbor core network

Connected vehicles, the internet of things, big data and the effect of automated vehicles on society were all discussed at the forum which featured technical specialists from Australia and the USA. Lauren Isaacs from our San Francisco office and Brian Reed from Baltimore joined Okraglik in Melbourne via live video link. Ms Isaacs provided an overview of her study which investigates the impacts of highly automated vehicles on government and society. This is one of the few studies in the world that looks at the wider implications of automation rather than simply focusing on technological impacts. The focus of Isaacs’ research has been short and long-range planning in mobility, infrastructure, transit and finances for local and state governments. Isaacs provided an overview of some of the social benefits of automated vehicles. These include safety improvements; improved mobility for the young, the elderly and the disabled, improved travel-time reliability and the reduced need for private car ownership and private car insurance. She then outlined some of the downsides of automation including increased urban sprawl; ethical issues; insurance policy disruption; privacy/ 34

data sharing concerns; security risks and job losses. Isaacs’ research into local and state responses to driverless cars planning is due to be published later this year. Brian Reed from our Baltimore office discussed the WSP | Parsons Brinckerhoff contribution to the Michigan connected vehicle trials, which includes the Ann Arbor safety pilot project, the largest trial of its kind in the world. This initiative aims to develop the foundations of a commercially viable ecosystem of connected and automated vehicles for moving people and goods that has the potential to dramatically improve safety, sustainability, and accessibility. In collaboration with many industries and government, WSP | Parsons Brinckerhoff was a key delivery partner on the Ann Arbor project and has now assumed a larger role with responsibility for data management and integration for the Southern Michigan trials currently underway. This research, which is being conducted on multiple occasions throughout the year, explores the increasing levels of automation that is culminating in an automated, shared transportation deployment of up to 10,000 vehicles around southern Michigan. Mr Reed provided insight into our role on the Ann Arbor project which includes: • Infrastructure and back-haul design • Security and network design, deployment/upgrade, configuration integration including planning testing, evaluation, configuration, deployment, specification and procurement

Ross Campbell Team Manager Infrastructure

• Integration and configuration of Traffic Signal Coordination software SCOOT (Split Cycle Offset Optimisation Technique) and configuration with CV devices and network with tactics (Siemens Traffic Signal Controller) integration • Pedestrian detection integration, configuration and broadcast • Roadway weather device integration, configuration and broadcast • Configuration and asset management system development and maintenance • Operations and maintenance support throughout the project. Mr Okraglik’s presentation focused on the Internet of Things (IoT) and its implications for the transport industry. He also discussed current projects that demonstrated how we are working together to help clients understand and manage the huge changes ahead. You can read more about the Internet of Things in Henry’s feature article on pages 10-11.

ADVANCED MODULAR SOLUTIONS: DEVELOPING A BUSINESS CASE FOR SOUTH AUSTRALIA Article Author: Nick Flanagan General Manager, Resources Central

WSP | Parsons Brinckerhoff has secured grant funding from the South Australian government to conduct a concept study to consider the potential of further developing an ‘Advanced Modular Solutions’ (AMS) business case for South Australia. ‘The current global downturn that is impacting Australian clients and projects, is forcing organisations to look at more innovative ways of de-risking projects, reducing capital costs and improving operational efficiencies to attract funding,’ stated Nick Flanagan, General Manager Resources Central. ‘South Australia is moving towards a new ‘advanced manufacturing’ industry phase as the region transitions away from its traditional manufacturing base and identifies emerging market opportunities that will maintain and generate new job growth.’ Modularisation is not new in a global context, but it has been typically executed with varying degrees of quality and success across a broad swathe of markets including oil and gas, mining, manufacturing, commercial buildings, defence, food, health and utilities.

WSP | Parsons Brinckerhoff is harnessing its embedded knowledge of remote mining (particularly offsite modularisation and logistics), to inform this study. Work will initially focus on current global mining supply and demand requirements for modularisation; assess current local capability and liaise with key mining clients to provide gap analysis oversight leading to key recommendations. It is hoped, that as the AMS concept gathers momentum and potentially progresses to the next stage of development, that we will continue to provide leadership and strategic advice to the South Australian government to align with the State’s key strategic objectives. Further information: mining and petroleum services centre of excellence

SOUTH AUSTRALIA IS MOVING TOWARDS A NEW ‘ADVANCED MANUFACTURING’ INDUSTRY PHASE AS THE REGION TRANSITIONS AWAY FROM ITS TRADITIONAL MANUFACTURING BASE AND IDENTIFIES EMERGING MARKET OPPORTUNITIES THAT WILL MAINTAIN AND GENERATE NEW JOB GROWTH

Above: Processing plant at night

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