Roads and Infrastructure October 2021

OCTOBER 2021

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OCTOBER 2021 CONTENTS

& INFRASTRUCTURE COVER STORY

13 The rental luxury Gemlife Group discuss how Cat equipment hire from Hastings Deering has supported its projects.

UP FRONT

17 A reform roadmap How Infrastructure Australia’s industry roadmap identifies the key priorities for the future of the infrastructure sector.

AfPA

20 Paving sustainability Roads & Infrastructure review the discussion from the AfPA 2021 International Pavements Symposium.

23 AfPA Member profile Deon Coote, Managing Director of Elite Roads on his experience in the road construction industry.

ISCA

24 The circular economy journey The Infrastructure Sustainability Council’s outlook for the industry’s capabilities for a circular economy.

NATIONAL PRECAST

26 Boosting infrastructure spending National Precast CEO on government spending support, as well as the importance of local markets.

ROADS REVIEW

28 Emissions reduction The sixth IPCC Assessment Report highlights necessary changes to reduce the effects of climate change. Roads & Infrastructure explore the challenges facing the industry.

EQUIPMENT INSURANCE

30 Bundled advantage Zurich Insurance explains bundled insurance options available to mobile plant and equipment owners.

NVC Precast has been meeting the appetite of the civil infrastructure market for precast elements. Read the story on Pg 44.

ENVIRONMENT & SUSTAINABILITY

32 Going full circle Tyrecycle’s CEO Jim Fairweather talks about the company’s vision for tyre recycling.

ASPHALT IN ACTION

34 Bituminous binders of tomorrow SAMI Bitumen Technologies on innovations in the world of bituminous binders and emulsions.

43 Asset management Teletrac Navman Solutions’ telematic technology takes the headache out of asset management.

INFRASTRUCTURE IN FOCUS

44 Pre-casting with a purpose Supporting local industries, as well as nurturing internal growth, continue to be priorities for precast suppliers NVC Precast.

TECHNOLOGY AND EQUIPMENT

TRAINING

38 Extreme strength A look at JCB CEA’s X Series heavy line excavators and their contribution to the Australian Defence Force.

CONTRACTS AND TENDERS

36 Non-stop grouting Antec Group showcases ChemGrout equipment’s robust grouting capabilities.

41 Light equipment Milwaukee Tool’s MX FUEL™ Equipment System is bringing the power of cordless technology to the world of light equipment.

46 Tailored for industry How Wirtgen’s specialised training package is helping to prepare operators for the dynamic construction industry.

50 An overview of the latest tenders and contracts from around Australia.

REGULARS 4 Editor’s note 6 News 49 People on the move roadsonline.com.au

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PUBLISHER Christine Clancy christine.clancy@primecreative.com.au MANAGING EDITOR Sarah Baker sarah.baker@primecreative.com.au EDITOR Tara Hamid tara.hamid@primecreative.com.au

IS IT TIME TO RE-THINK INFRASTRUCTURE PRIORITIES? IT’S BEEN MORE THAN 18 MONTHS since COVID-19 hit Australia. A big question as we adjust to the changed ways of living and working that came with the pandemic is: How does it impact the planned infrastructure pipeline and is it time to re-think project priorities?

The answer, as deducted from Infrastructure Australia’s 2021 Australian Infrastructure Plan, is ‘not yet.’

The report, launched in September, takes a 15-year forward look and a whole of infrastructure lens – looking at both economic and social infrastructure, making the report an important roadmap for infrastructure reform that comes at a critical moment in Australia’s history.

Speaking at the Plan’s launch, Infrastructure Australia CEO Romilly Madew noted that the existing infrastructure project pipeline was not going away on account of COVID-induced trend changes.

“Cities make up 80 per cent of the Australian GDP. That is not going to change. Our cities are the backbone of productivity in Australia. But what has changed is how we use our offices, how we use our retail, and how we get to the cities,” she said.

“Our cities aren’t dead. The infrastructure that was in the pipeline is only playing catch-up and the build that we have in our cities must continue, because as soon as migration from overseas opens, the population growth will continue in our cities and those pressures have not gone away.”

What Infrastructure Australia is calling on in its 15-year roadmap for the sector is a balanced approach while deciding current and future investments.

“We are still in the middle of COVID. We don’t know which trends are going to ‘stick.’ So, we can’t be changing our pipelines or our investment priorities until we know what’s going to ‘stick’ and what needs to change,” Ms Madew further said.

For this edition, we talked to Infrastructure Australia’s Chief of Policy and Research Peter Colacino to talk about some of the key takeaways from the landmark plan (Page 17).

Also include in this edition is a chat with Ms Ainsley Simpson, CEO of Infrastructure Sustainability Council, about the key challenges to driving more circular economy across the infrastructure sector (Page 24).

In view of the sixth IPCC assessment report on climate change highlighting the urgency of a climate conversation across all sectors, we asked leaders within the industry: “What are the biggest challenges facing a net zero emission future for Australia’s infrastructure sector?”

I invite you all to read their responses on page 29 and to then continue the conversation within your circles. Climate change and weather pattern changes are, after all, the biggest threats to our current and future infrastructure investments.

Tara Hamid Editor, Roads & Infrastructure Magazine 4

ROADS OCTOBER 2021

JOURNALISTS Tom O’Keane tom.okeane@primecreative.com.au DESIGN PRODUCTION MANAGER Michelle Weston michelle.weston@primecreative.com.au ART DIRECTOR Blake Storey DESIGN Kerry Pert, Madeline McCarty BUSINESS DEVELOPMENT MANAGER Brad Marshall brad.marshall@primecreative.com.au CLIENT SUCCESS MANAGER Justine Nardone justine.nardone@primecreative.com.au HEAD OFFICE Prime Creative Pty Ltd 11-15 Buckhurst Street South Melbourne VIC 3205 Australia p: +61 3 9690 8766 f: +61 3 9682 0044 enquiries@primecreative.com.au www.roadsonline.com.au SUBSCRIPTIONS +61 3 9690 8766 subscriptions@primecreative.com.au Roads & Infrastructure Australia is available by subscription from the publisher. The rights of refusal are reserved by the publisher.

ARTICLES All articles submitted for publication become the property of the publisher. The Editor reserves the right to adjust any article to conform with the magazine format.

COPYRIGHT

Roads & Infrastructure Australia is owned and published by Prime Creative Media. All material in Roads & Infrastructure Australia is copyright and no part may be reproduced or copied in any form or by any means (graphic, electronic or mechanical including information and retrieval systems) without the written permission of the publisher. The Editor welcomes contributions but reserves the right to accept or reject any material. While every effort has been made to ensure the accuracy of information, Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in Roads & Infrastructure Australia are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.

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NEWS

INFRASTRUCTURE AUSTRALIA RELEASES LANDMARK 2021 PLAN Infrastructure Australia published its landmark 2021 Australian Infrastructure Plan in September, calling for a new wave of infrastructure reform to fully leverage the Australian Government’s historic $110 billion infrastructure spend and drive the national COVID-19 recovery.

The 2021 Plan provides Australia’s infrastructure sector with a 15-year roadmap to drive economic growth, maintain and enhance our standard of living and improve the resilience and sustainability of our essential infrastructure.

While this is the third in a series of practical roadmaps developed by Infrastructure Australia since 2013, Infrastructure Australia Chief Executive Romilly Madew said the timing of releasing the 2021 Plan was particularly critical.

“The 2021 Australian Infrastructure Plan is being delivered at a critical moment in our history. The pandemic, bushfires, drought, floods, and cyber-attacks have tested our collective resilience during recent years, while the most recent outbreaks have devastated our CBDs and put us at risk of a recession,” she said.

“The 2021 Plan outlines the reforms that will underscore future Australian economic growth. It is focused on identifying the

The 2021 Australian Infrastructure Plan provides the infrastructure sector with a 15-year roadmap.

actions required to deliver infrastructure for a stronger Australia and support our national recovery from the still-unfolding COVID-19 pandemic,” Ms Madew said.

The reform roadmap outlined in the 2021 Plan reflects an industry consensus that was developed in close collaboration with governments, industry and communities.

As part of this, Infrastructure Australia completed a comprehensive engagement program that targeted more than 6,500 community members and industry stakeholders across Australia’s cities and regions.

The 2021 Plan includes Waste and Social Infrastructure for the first time, alongside

Energy, Transport, Telecommunications, and Water. It also focuses on three cross-cutting key themes Place (Cities, Regions, Rural and Remote Areas, and Northern Australia), Sustainability and Resilience, and the infrastructure Industry.

The 2021 Plan provides Infrastructure Australia’s reform pathway to respond to the 180 infrastructure challenges and opportunities identified in the 2019 Australian Infrastructure Audit.

Infrastructure Australia will work collaboratively alongside government, industry, and the community to support the implementation of reforms needed in the infrastructure sector.

“The challenge of progressing the reforms outlined in the 2021 Plan is a shared one – that is why we stand ready to partner with the Commonwealth, states and territories, local government and industry to support the implementation of reform,” Ms Madew said.

“While the Australian Government will respond to the 2021 Plan, many of the actions across water, transport, energy, waste and social infrastructure require action from state and territory or local government.

Lasting reform will require increased collaboration.”

NEXT STEPS FOR MELBOURNE’S SUBURBAN RAIL LOOP The Business and Investment Case released for Melbourne’s Suburban Rail Loop (SRL) in August has outlined the delivery stages for the project, with the first section of the project to be delivered by 2035.

The 90-kilometre rail line will be Victoria’s biggest ever transport investment, linking every major rail line from the Frankston line to the Werribee line, via Melbourne Airport.

Three transport super hubs at Clayton, Broadmeadows and Sunshine will connect regional services to SRL, so passengers outside Melbourne won’t have to travel through the CBD. The first two sections of the project, ‘SRL East’ from Cheltenham to Box Hill and ‘SRL North’ from Box Hill to Melbourne Airport are the focus of the SRL Business and Investment Case.

The third section from Melbourne 6

ROADS OCTOBER 2021

Airport to Werribee is ‘SRL West’. This section is currently in the early stages of planning. Since SRL West will have a key interface with projects underway in Melbourne’s West, including Metro Tunnel, Melbourne Airport Rail, Geelong Fast Rail and the Western Rail Plan, it will be developed in parallel to deliver convenient cross suburb travel.

With geotechnical investigations for SRL East underway, construction for the 26-kilometre underground twin tunnel and six underground stations will start in 2022.

SRL East is expected to cost between $30 and $34.5 billion across 14 years, expected to be operational by 2035.

Subject to further detailed technical design and market capacity, construction can commence on SRL North while SRL East is already under construction and expected

to be completed by 2053. A cost estimate of SRL North project is not included in the assessment.

Building SRL East and SRL North is expected to directly contribute up to $58.7 billion in economic, social and environmental benefits to Victoria, in addition to creating an additional 165,000 jobs in SRL Precincts.

Victoria is expected to grow to 11.2 million people by 2056 and Greater Melbourne will reach around nine million people – a similar size to London today.

SRL East and North will result in more than 230,000 extra public transport trips per day across Greater Melbourne by 2056.

The rail line between Cheltenham and Melbourne Airport will carry more than 430,000 passengers daily when SRL North is complete, taking more than 600,000 car trips off our roads every day.

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NEWS

The Tasmanian and Federal Government’s new Bridgewater Bridge Project reached a major milestone in August, with two of Australia’s biggest construction companies submitting their tenders for the design and construction of the $576 million project.

CPB Contractors and McConnell Dowell Constructors are both competing for the project, with the two working with the Tasmanian Government since December 2020 to develop Early Contractor Involvement (ECI) designs for the project.

The reference design for the New Bridgewater Bridge, released in October last year, includes a new two-lane bridge and a second two lane bridge built on the alignment of the existing bridge, creating two lanes in each direction. This includes the removal of the existing bridge.

The reference design is not the final design, and it is likely it will evolve throughout the competitive design process as contractors look for the most value for money solution, while considering community feedback.

Each tenderer has provided a Tasmanian Industry Participation Plan as part of their priced tenders, meaning local jobs will be

Concept design for the new Bridgewater Bridge.

at the forefront of the project, Tasmania’s Minister for Infrastructure and Transport Michael Ferguson said.

“I know that the local civil construction sector is very keen to be part of this oncein-a-generation project,” he said.

“Involving Tasmanian businesses and suppliers to help build the project will ensure that the project delivers economic and social benefits to Tasmanian industry, businesses, jobs and the community.”

The new Bridgewater Bridge is one of the biggest projects in Tasmanian history and part of the Hobart City Deal. With increased size and load capacity and a

Image courtesy of Tasmanian Government.

NEW MILESTONE FOR TASMANIA’S BRIDGEWATER BRIDGE

higher speed limit, the new bridge will strengthen Tasmania’s National Highway and boost productivity on one of the State’s most important freight routes.

With major construction to start in mid-2022, work to date has focused on site investigations, including detailed geotechnical and survey work, environmental investigations and heritage assessments to inform a Major Project Impact Statement (MPIS). The MPIS will be submitted soon and will include a period of public exhibition later this year, with planning approval expected to be received early next year.

TORRENS TO DARLINGTON EARLY WORKS GET UNDERWAY More than $85 million in preparatory early works are now underway on the $9.9 billion Torrens to Darlington (T2D) project in Adelaide, the final piece of South Australia’s 78-kilometre North-South Corridor.

The South Australian Government has selected a hybrid+ option to deliver the T2D project, using a combination of tunnels, lowered and ground-level motorways, as well as overpasses and underpasses at key intersections.

The latest phase of work follows announcement of the planned southern laydown area in Tonsley-Clovelly Park, from where two tunnel-boring machines will launch to excavate the twin three-lane Southern Tunnels.

The four-kilometre tunnel between Anzac Highway and Darlington is part of the stage one of the project.

When complete, around 60 per cent of the T2D Project will be comprised of 8

ROADS OCTOBER 2021

underground tunnels, with the second stage construction between the River Torrens and Anzac Highway including a second tunnel.

Works have now started at the southern end of the project corridor around Clovelly Park and include the relocation of SA Power Networks (SAPN) cabling helping to clear the way for T2D’s Southern Tunnel launch site and staging area. Works to relocate Optus telecommunications services are also underway.

Federal Minister for Communications, Urban Infrastructure, Cities and the Arts, Paul Fletcher, said these early enabling works would help T2D’s planned main construction to proceed smoothly.

“The Morrison Government has invested billions in the North-South Corridor as part of its record $110 billion infrastructure investment pipeline, which is helping to drive the nation’s world-leading economic recovery,” Minister Fletcher said.

“When finished, this project will bypass 21 sets of traffic lights between the River Torrens and Darlington, with the journey taking on average 8 minutes, saving motorists up to 24 minutes in travel time.”

South Australia’s Minister for Infrastructure and Transport, Corey Wingard, said getting this work done early will help ensure the Torrens to Darlington main construction, especially the first stage of tunnelling, can start as scheduled in 2023.

“These works, which are part of a broader package of enabling works worth more than $85 million, are supporting 157 jobs and creating employment for more South Australians during the early phases of this important project,” Minister Wingard said.

“This is the biggest road infrastructure project in our state’s history, and we’re proud to be getting on with delivering it in consultation with the community and for the benefit of the people of South Australia.”

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NEWS

CENTRAL QUEENSLAND PREPARES FOR ITS BIGGEST INFRASTRUCTURE PROJECT Central Queensland is gearing up for its biggest infrastructure project to date, the $1 billion Rockhampton Ring Road.

With an $800 million funding committed from the Federal Government and another $200 million from the Queensland Government, the project aims to deliver a new 14.7-kilometre ring road with a total of 17.4 kilometres of new road to be constructed.

The ring road will link the Bruce Highway through Rockhampton extending from the Capricorn Highway (Nelson Street) to Rockhampton-Yeppoon Road/Bruce Highway intersection and will include

a new crossing of the Fitzroy River at Pink Lily.

The state’s Transport and Main Roads Minister Mark Bailey said the project would create extensive opportunities for local contractors, after many benefited from the Rockhampton Northern Access Upgrade, which is nearing completion.

“Over the next four years the Palaszczuk Government is delivering a record $27.5 billion roads and transport plan which is creating 24,000 jobs and driving Queensland economic recovery from COVID-19,” Mr Bailey said.

“A key part of this record investment

is working with local contractors and suppliers to build a strong and diverse economy.”

The Rockhampton Ring Road project is expected to support an average of 783 direct jobs. In comparison, the $194 million Rockhampton Northern Access Upgrade, which is almost finished, supported 261 direct jobs.

Jacobs SMEC Design Joint Venture has been appointed to deliver the detailed design for the project, with the design already passed through community review.

Construction for the project is expected to commence in 2022 and run until 2026.

INFRASTRUCTURE VICTORIA PRESENTS UPDATED 30-YEAR STRATEGY Infrastructure Victoria has presented Victoria’s infrastructure strategy 2021–2051 to the Victorian Parliament. The strategy makes 94 recommendations worth around $100 billion, spanning many types of infrastructure and based on extensive evidence, innovative land use and transport modelling, research and consultation.

To keep Melbourne moving as population grows, Infrastructure Victoria recommends the Victorian Government reconfigure the City Loop, extend suburban train lines in Melbourne’s growing outer north and west, prepare for the Outer Metropolitan Ring Road, and upgrade road technology systems to ensure safer, smoother travel.

More detailed planning is recommended for Melbourne Metro 2, a city-shaping rail Infrastructure Victoria’s 30-year roadmap outlines how Victoria can adapt as population grows.

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ROADS OCTOBER 2021

project that could also provide improved direct Geelong services.

Launching the strategy at the Committee for Economic Development of Australia, Infrastructure Victoria CEO Michel Masson said while large built infrastructure projects will continue to be important as Melbourne grows, they should be integrated with land use planning to ensure multiple benefits.

“Our final recommendations consider the medium to longer-term impacts of the global pandemic. Despite the current challenges, Victoria will continue to grow and transform,” Mr Masson said.

“Our 30-year roadmap outlines how Victoria can make the most of the infrastructure we already have while ensuring new infrastructure, such as road and rail projects,

deliver maximum value to areas where it is needed most.”

More than half (56 per cent) of the recommendations in the strategy relate to making better use of Victoria’s existing infrastructure through policy development, legislative reform, and planning.

Forty-one recommendations involve infrastructure capital investment by government and around a quarter of recommendations focus on developing regional Victoria.

The 30-year infrastructure strategy is the second delivered by the advisory body since Infrastructure Victoria was established in 2015. The inaugural 2016 infrastructure strategy made 137 recommendations across nine sectors. The estimated capital cost profile for the recommendations average $3 billion a year to 2025, $8 billion a year to 2030 and $4 billion a year to 2035.

Under legislation, the Victorian Government is required to respond to the strategy’s recommendations and deliver an integrated five-year infrastructure plan within 12 months. Infrastructure Victoria will then undertake a detailed analysis and report on the government’s progress in delivering on its plan each year in the advisory body’s annual report.

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COVER STORY

Damian Higgins, Hastings Deering’s Rental Account Manager for Brisbane and Gold Coast.

THE CAT

RENTAL LUXURY

THE CAT RENTAL TEAM AT HASTINGS DEERING HAS WORKED CLOSELY WITH THE GEMLIFE GROUP TO TAILOR A UNIQUE RENTAL SOLUTION. GEMLIFE CIVIL PROJECT MANAGER BRETT STEHBENS AND HASTINGS DEERING’S RENTAL ACCOUNT MANAGER DAMIAN HIGGINS SHARE THEIR EXPERIENCE.

A

day at a civil construction job can take unexpected turns. That’s why, Brett Stehbens, Gemlife’s Civil Project Manager, likes to know that he always has backup.

As a major developer of premium over50s lifestyle resorts and luxury homes across the Australian Eastern Seaboard, from Woodend, Victoria all the way up to the Sunshine Coast, Gemlife handles all aspects of project development, from civil works to design and construction in-house.

For the past two years, Gemlife has been working closely with Hastings Deering, both for purchase of new Caterpillar equipment and to benefit from Hastings Deering’s extensive rental fleet.

At present, Gemlife has two complete Caterpillar excavation and earthmoving fleets, while also renting equipment from the Hastings Deering Cat Rental team.

“We also use the rental gear where we have to fast-track a project and Hastings Deering can come to the party with extra equipment for us to rent,” says Stehbens.

The advantages for Gemlife, as Stehbens explains, is to have a “one-stop-shop” through Hastings Deering for both new and rental gear.

“I don’t have time to shop around, so I can just ring up my local rep, tell him I need a specific piece of equipment and by the end of the day, I’ll have a phone call that it’s here, it’s coming on a truck to you,” he says.

But where Stehbens sees most value in the relationship is when something out of the ordinary happens, which requires a proactive response.

“It’s those relationships that help our business to profit as well, because we’ve got someone there that’s got our back,” says Stehbens.

In one recent example, when working on a major project in Toowoomba, the Gemlife team had a crusher unexpectedly pulled out of their site, leaving them in a limbo.

One phone call later, the Hastings Deering team in Brisbane had identified a Cat 349F 3D excavator that could replace the crusher if reconfigured with a suitable rock breaker attachment. Within the day, the reconfigured excavator was on its way roadsonline.com.au

13

Gemlife, a major developer of lifestyle resorts, works closely with Hastings Deering for Caterpillar equipment purchase and hire.

to the site, bundled with suitable dump trucks and two dozers needed to finish the excavation job.

Damian Higgins, Hastings Deering’s Rental Account Manager for Brisbane and Gold Coast, says it’s quite common for the team to work out tailored solutions, with different configurations to align with their customer’s project needs.

“We have a broad range of later model Caterpillar equipment in our fleet,

covering all stages of work from early site preparation and commencement of earthwork, all the way to the very end of the project,” says Higgins.

“But if a customer needs a piece of equipment and we don’t have it in our rental fleet, we will take the lead and assist them with options outside of Hastings Deering to try and accommodate their request. A customer can come to us with a project, wanting a large number

of plant and equipment, with different configurations and specifications for specific job requirements. We have the product range and flexibility to work with our customers to set up our machines to suit their needs and to manage fleet to align with project changes,” he adds PROACTIVE FLEET MAINTENANCE With a broad range of hydraulic excavators, motor graders, rollers,

Gemlife has two complete Caterpillar excavation and earthmoving fleet, in addition to renting from Hastings Deering.

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ROADS OCTOBER 2021

COVER STORY

skid steer and track loaders, dozers, compactors, wheel loaders, backhole loaders and dump trucks, Higgins. Says Hastings Deering is very strict on keeping the rental fleet up to date and ‘young’.

“Our rental fleet is always young. We are constantly rolling out the older machines to our used equipment division and replacing them with the latest machines.

An example is the 3D technologies on our hydraulic excavators, motor graders and dozers,” says Higgins.

Helping the team constantly monitor and pro-actively maintain the fleet is Caterpillar’s VisionLink asset management and productivity solution, which also offers remote production and performance reporting capabilities.

Hastings Deering has also implemented HDAdvantage on all new and rental assets, which facilitates proactive monitoring of machine health, performance and maintenance to maximise up-time and the profit-making potential of Cat equipment.

For Stehbens, these added-on features and technologies mean he can keep an eye on his Cat fleet, both the owned assets

and the rentals, using a single platform.

“Before we settled on buying Caterpillar equipment, we went through a lot of different brands and they each had their own setups for asset monitoring, but what Caterpillar has is years ahead of any other ones,” says Stehbens.

With offices across Queensland and the Northern Territory, the Hastings Deering rental team supports customers from Gold Coast to Townsville, from Darwin to Alice Springs, and everywhere in between.

At the end of the day, Stehbens says an up-to-date and well-maintained fleet

“BEFORE WE SETTLED ON BUYING CATERPILLAR EQUIPMENT, WE WENT THROUGH A LOT OF DIFFERENT BRANDS AND THEY EACH HAD THEIR OWN SETUPS FOR ASSET MONITORING, BUT WHAT CATERPILLAR HAS IS YEARS AHEAD OF ANY OTHER ONES.” “With VisionLink, I can monitor the equipment from my office and see if an equipment is sitting idle. It’s a very handy tool to improve productivity and it gives us better reporting capabilities.

HDAdvantage is great for monitoring all of our assets from a maintenance perspective. Hastings Deering also use HDAdvantage to monitor our assets remotely and they inform us if a machine needs servicing so that we can either service it ourselves or they will send someone to do it for us.”

ensures maximum efficiency for Gemlife.

“At Gemlife, we predominantly use Caterpillar’s GPS controlled systems.

Because Hastings Deering offers the latest equipment, our operators can enjoy maximum comfort, the latest gear, and a very well-maintained fleet. The Hastings Deering service guy is right up to speed with it, so if there’s any issues with the equipment, it’s pretty much just a phone call and they will either help us out via phone or be on the road to come and help us.”

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UPFRONT

A ROADMAP

FOR REFORM

IN SEPTEMBER, INFRASTRUCTURE AUSTRALIA LAUNCHED THE 2021 AUSTRALIAN INFRASTRUCTURE PLAN. ROADS & INFRASTRUCTURE SITS DOWN WITH PETER COLACINO, CHIEF OF POLICY AND RESEARCH AT INFRASTRUCTURE AUSTRALIA, TO TALK ABOUT THE KEY PRIORITIES IDENTIFIED IN THE PLAN.

T

he first week of September marked the official launch of the 2021 Australian Infrastructure Plan, the third in a series of practical roadmaps developed by Infrastructure Australia since 2013, providing recommendations to the Australian Government to help deliver better infrastructure for the nation.

Infrastructure Australia has prepared the 2021 Australian Infrastructure Plan in response to its 2019 Australian Infrastructure Audit, which identified the major challenges and opportunities facing Australia’s infrastructure over the next 15 years and beyond.

Expansive in both scale and scope, the 2021 Plan comes at a critical moment in Australia’s history. It is a time when Australians are recovering from the stillunfolding COVID-19 pandemic and the bushfires, drought, floods and cyber-attacks that tested the nation’s individual and

collective resilience during 2020-2021.

As Peter Colacino, Chief of Policy and Research at Infrastructure Australia points out, the Plan’s launch is also timely for the opportunities it provides for sectoral reform and adapting to technological changes, particularly around adoption of electrical vehicles.

“It’s fortunate that we were due for this five-yearly review now,” he tells Roads & Infrastructure.

“With the findings of the 2019 Audit, we now have an opportunity for sectoral reform and responding to changes in energy technology, changes in transport technology, and the coming together of the transport and energy around electric vehicles,” he says.

“It also allows us to use the Plan to provide a roadmap for reforms that will support economic recovery in our response to COVID-19 to build back better.”

ADAPTING TO CHANGE AND UNCERTAINTY Underpinning Infrastructure Australia’s agenda, as detailed in the 2021 Plan, is a focus on population growth, adaptation to climate risk, building resilience, stimulating employment, driving economic productivity, embracing a diversity of places and social equity.

As Colacino points out, the need to adapt to a faster pace of change all around the sector was clear even before the pandemic – but become even more critical after.

“The first sentence in the 2019 Australian Infrastructure Audit said: ‘The pace of change is increasing, and uncertainties are growing.’

Of course, we didn’t have a crystal ball then to see a pandemic and its impacts on the sector, but we did identify rapid changes occurring around seven key trends, including those around geopolitical shifts, changes in consumer preferences, demographical

The 2021 Australian Infrastructure Plan provides Australia’s governments with a practical reform pathway focused on supporting the national COVID-19 recovery.

roadsonline.com.au

17

For example, we looked at a faster and a slower rate of COVID-recovery, and I have to say, that view around scenarios was prudent given the latest challenges with the delta strain of the virus.

“What we’ve also done is to think about rates of technological change, think about geopolitical uncertainty and also think about a regionalisation of population so that we can help ensure the reforms that we propose are effective, regardless of the future.”

Peter Colacino, Chief of Policy and Research, Infrastructure Australia.

changes and of course changes in climate and weather conditions,” he says.

“Now, we have also added the COVID-19 pandemic as one of those threats, and so we have used the Plan to not only respond to what has changed since COVID, but also to think about resilience more broadly and how the infrastructure sector can build community resilience overall.”

According to Colacino, recent events have highlighted that recovery might be even more challenging than Infrastructure Australia assumed at the time of drafting its 2021 Plan.

TECHNOLOGY BY DEFAULT After an initial focus on resilience, harnessing transformative technology and digitalisation is the second theme around which the 2021 Plan’s recommendations are produced.

As Colacino reminds us, the sector does not have an impressive track record when it comes to technology adoption.

“The infrastructure sector, and the construction sector most particularly, has one of the lowest rates of digital adoption in Australia. Traditionally it’s been slower than agriculture and as we know, agriculture is not broadly seen as the most technology nimble sector,” he says.

To tackle that, Infrastructure Australia is encouraging government and industry to adopt a ‘digital by default’ mindset rather than a ‘digital by exception’ approach.

“We have suggested three key areas of reform. The first one is around better processes, better systems, better approaches

“WE SEE A LARGE OPPORTUNITY IN LOOKING AT THE WAY WE PROCURE AND DELIVER INFRASTRUCTURE AND TO DRIVE REFORM, IN AREAS SUCH AS BETTER COORDINATION OF THE PROJECT PIPELINE, IMPROVED FRONTEND PLANNING, ENGINEERING AND DESIGN AND MORE COLLABORATIVE ENGAGEMENT BETWEEN GOVERNMENT AND INDUSTRY.” “I have to say since we did the work on the Plan, we have seen recovery be more challenging than expected,” he said, noting the impacts the COVID Delta variant has had across different states.

In anticipation for this, Infrastructure Australia has written its recommendations for various degrees of uncertainty by testing outcomes of each reform against a range of future scenarios. These scenarios account for different speeds of recovery from impacts of the pandemic, varying technological adoption rates, the role of an emerging regionalised Australia, and a destabilised world due to climate change.

“What we have tried to do is to use scenarios to test the central case for reform.

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and better skills. It’s about building capability within our industry to embrace innovation and digital adoption,” says Colacino.

“The second one is about embedding digital approaches up-front and avoiding retrofit, as well as identifying approaches that can be scaled and repeated, so as to become practice rather than having each digital solution be bespoke.

“And the third area around digital is valuing data. We need to fundamentally value data and digital products as we value physical products.

So, we need to be clear about how we’re going to collect, store, save, reuse and ultimately make open to other users data to inform decision making,” he adds.

DELIVERING PUBLIC VALUE Infrastructure Australia asserts that to ensure major infrastructure investment delivers public value, governments must work with industry to drive long-term productivity, innovation and sustainability.

This is a recommendation that was also brought up by Infrastructure Australia in its May report, which examined the progress of infrastructure reform made since the release of the 2016 Australian Infrastructure Plan.

“One of the areas where we saw limited reform was around competitive markets and procurement reform,” says Colacino.

“We see a large opportunity in looking at the way we procure and deliver infrastructure and to drive reform, in areas such as better coordination of the project pipeline, improved front-end planning, engineering and design, more collaborative engagement between government and industry, embedding ‘digital by default’ rather than ‘digital by exception’ and also governments acting as a mature client.”

EMBRACING A DIVERSE GEOGRAPHY There’s also a big emphasis in the Plan on the changes to demographic distribution across major Australian cities, partly accelerated by changes to work and education patterns during the pandemic.

“Our research shows that one in 10 people who would have been working in the office prior to COVID will work from home postCOVID. So, there will be 10 per cent fewer people in workplaces,” says Colacino.

“Equally, we’ve seen an increase in regional migration, with people moving to regions far from where they worked previously. We’re also seeing people stay longer in regions.

For example, across the Pilbara, we’ve seen fly-in-fly-out workers bring their families to the Pilbara permanently. In places like coastal communities in New South Wales and Victoria, we’ve seen populations grow as people have left big cities for the beach house and they’ve taken their jobs with them.”

The big question, however, is how lasting, or ‘sticky’– as Colacino puts it – this regional population change will be.

“What we’re seeing is people making decisions to buy to particularly seek out bigger houses with a home office space. So, we think there will be a degree of ‘stickiness’ in that regional population change.

“Also, there’s another group of younger people who are staying in regions rather

UPFRONT

than moving to a university campus and they are accessing their education online.

So, there’s a question about what form university education will continue to take, and whether that trend of people staying in the regions will continue post-COVID.” The result of this change will be reflected in people’s expectations around local service access, he observes.

“As people shift away from the central business district (CBD) into local suburbs, so too there will be a shift in demand for infrastructure, such as for education, shopping and health. This will in turn impact requirements around transport connection, internet use, water and of course energy.”

According to Infrastructure Australia, emphasis should be on linking smaller cities and regional centres to the larger cities, while maintaining a high standard of living within the major cities.

“We will need to re-think those suburban connections in a transport sense, so we need to think about cross regional routes, as well as access to local service centres within the town centre. Also, there will still be many people that do work in the office, and we’ll need to continue to see investment in trunk transport routes to support access to the CBDs. “So, the importance of local connections will increase and the focus on large mass transport options will remain. CBDs themselves will become collaboration spaces rather than people working in cubicles, as it was predominant in the 90s.”

EVS AS SOURCE OF ENERGY? Under the changes in energy sector, Infrastructure Australia’s 2021 Plan suggests that customers can combine technologies such as smart meters, rooftop solar, batteries and electric and zero emission vehicles with energy efficiency strategies to reduce electricity bills and drive transformation in the sector.

An example, Colacino notes, is through greater adoption of electric vehicles and connecting electric batteries with existing grid services.

“Transport electrification will play a critical role in achieving the 2050 net zero target committed by the Australian Prime Minister. Transport has a growing level of emissions. It’s the second largest emissions source in Australia. We’ve identified electric vehicles (EVs) as a key area for action that’s critical for achieving net zero.”

The interface between the transport electrification and the energy sector is equally important, he notes.

“EVs can change the dynamic of the electricity sector. EVs are essentially batteries-on-wheels, so they can provide a new way for energy to move around the grid by potentially providing vehicleto-grid services and putting electricity back into the network. This is particularly important when you consider the potential draw on the distribution network through charging stations.

“So, we’re talking about the need for further deployment of smart meters, tariff

“As Australia goes on this journey to new mobility, we can expect to see more electric vehicles, more connectivity, more sharing and eventually automation.”

WHAT’S NEXT? Infrastructure Australia’s vision for 2036 is to have infrastructure that improves the sustainability of the country’s economic, social, environmental and governance settings, builds quality of life for all Australians, and is resilient to shocks and emerging stresses.

This, Infrastructure Australia proposes, is achievable through the practical and

“TRANSPORT HAS A GROWING LEVEL OF EMISSIONS. IT IS THE SECOND LARGEST EMISSIONS SOURCE IN AUSTRALIA. WE’VE IDENTIFIED ELECTRIC VEHICLES AS A KEY AREA FOR ACTION THAT’S CRITICAL FOR ACHIEVING NET ZERO.” reforms and a register of electric vehicle so that EVs can be added to the distributed energy resource register. This will allow us to have a much more coordinated view in planning for EVs, all with the view to minimising the impacts of the transition to EVs on the distribution network. It’s really important that there’s coordination between the transport and electricity industries to support that transition.”

Another area concerning electric vehicles and other low emission vehicles in the Plan is around changes to transport itself.

“As EVs approach cost parity, they are becoming a real choice for transport.

EVs are likely to be more widely commercialised and used than fuel cell electric vehicles powered by hydrogen. So, we think it’s important that the transport industry sees EVs as part of the future and starts to consider how EVs will be supported on the road network.

“So, in terms of things like distribution of charges and the provision of a charging network that provides national coverage and thinking about a range of other things like how curbside space is used to support EVs, electric vehicles will be a platform for broader change in the transport industry.”

The four key transport trend changes envisioned in the Plan circle around ride sharing, connectivity, electrification and autonomy. Here, Colacino says autonomy is more likely to be delivered on electric vehicles rather than on petrol-fuelled vehicles.

actionable reforms proposed in the 2021 Plan’s agenda.

The 2021 Plan has been developed principally for the Australian Government. As such, over half of the total reform effort is within its remit.

However, as owners of many of the most significant infrastructure networks in the country and the most substantial clients for infrastructure delivery, around a third of reforms require action or ownership from state and territory governments.

Additionally, Colacino says, industry, individuals and community are other stakeholders whose actions can be guided by the roadmap.

“Without everybody playing their part, change won’t happen,” he says.

“The Australian Government has given a commitment that they will respond to the recommendations outlines in the Plan. We therefore look forward to their response and then, in theory, if they indicate their support for our recommendations, we will work with the Australian Government to support [the Plan’s] adoption,” he says.

“We will also work with states and territories and local governments, as they really hold the levers around infrastructure ownership.

“Industry, community and individuals all have roles to play and our recommendations will shape their actions as well. These are not challenges that the government can solve by itself, so we all need to play our part.” roadsonline.com.au

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EMBEDDING SUSTAINABILITY

IN PAVING

WITH A VIEW ON IMPROVING SUSTAINABILITY IN THE PAVING SECTOR, ROADS & INFRASTRUCTURE LOOKS AT SOME OF THE LATEST SOLUTIONS ON OFFER, FROM THE DISCUSSIONS AT THE AFPA 2021 INTERNATIONAL PAVEMENTS SYMPOSIUM.

A

ustralia still has over half a million kilometres of unpaved roads and over 350,000 kilometres of paved roads which will require ongoing maintenance – that’s why it’s important the pavements sector continues to optimise the materials used in roads and refines the production methods to deliver safer and more sustainable solutions to the roads network and wider communities.

Sustainable paving solutions were the focal points of discussions at the Australian flexible Pavement Association’s AfPA 2021 Symposium in August. From biosourced additives for binder improvement to reviving graded seals with lower environmental impact binders, a range of solutions were presented to help achieve more sustainability in the pavement sector.

TRACKLESS BOND COATS Iulian Man, Technical Service Manager at SAMI Bitumen Technologies talked about how trackless bond coats can provide longer lasting asphalt pavements.

A tack or bond coat is a very light application of bitumen emulsion used to

promote the bond between the existing surface and the new asphalt application.

Conventionally in Australia, the standard CRS60 has been used as a tack coat.

SAMI Bitumen has developed a trackless polymer modified tack coat emulsion, the SAMIbond 007, which improves bond strength between asphalt layers, allowing the pavement to act as a monolithic structure under very high stresses.

Due to its good bonding characteristics, SAMIbond 007 is expressly designed to withstand the high shear stresses that develop under aircraft traffic loadings.

It has been successfully used in Western Australia’s Solomon Airport and on the main runway at Sydney Airport.

Road trial at Mamre Road in New South Wales’ Mount Vernon has proven a quicker curing time and higher shear strength of the SAMIbond 007 compared to the conventional CRS60, with the emulsion showing a track-free behaviour 40 minutes after spraying.

ENCAPSULATED BIOCHAR AS BITUMEN Alexandru Let, Technical Manager at State

Asphalt NSW, talked about the properties of asphalt with binders containing various percentages of plastic encapsulated biochar.

Biochar is a carbon rich material produced from the slow pyrolysis (heating in absence of oxygen) of any biomass, where all of the cellulose, lignin and other non-carbon materials gasify and are burned away.

According to Let, biochar has already been used as part of the mix design in a collaboration with the Austrian Road Authority, where biochar was encapsulated within recyclable plastic to prevent any dust inhalation of the biochar. The plasticised biochar was then added to the asphalt mix in a dry mix process.

State Asphalts NSW has conducted lab trials of modified bitumen samples by mixing base bitumen with plastic encapsulated biochar and asphalt mix by dry and wet procedure. Due to its carbon nature and morphology, the plastic encapsulated biochar has shown to have a twofold impact on the properties of bitumen, namely: it acts as an antioxidant thus retarding the ageing properties of bitumen and, secondly, it stiffens the

SAMI Bitumen technologies’ SAMIbond 007 trackless bond coat was successfully used in Western Australia’s Solomon Airport.

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ROADS OCTOBER 2021

bitumen by increasing its rheological (flow) properties. State Asphalts NSW’s initial lab testings have shown that biochar acts as asphaltenes when added to soft bitumen. They also noted that plasticised biochar can be used as additive for future bio-bitumen (non-fossil bitumen). Further trials are underway to compare the lab results with trial results.

MODIFIED GRADED SEALS Trevor Distin, Technical and Marketing Manager at COLAS Australia, offered a presentation on the concept of surfacing in-situ gravel with modified graded seal to provide an all-weather cost-effective surfacing.

Australia has an estimate 877,000 kilometres formal road network of which only 350,000 kilometres are surfaced roads.

The cost of upgrading unsurfaced roads to the same standard as surfaced roads is often financially unaffordable. This situation results in rural councils having to spend large amounts of their limited funds on ongoing grading and regravelling of their unsurfaced road network.

COLAS and has been surfacing gravel roads with graded seals in Southern Africa since the 1990’s and more recently in Australia since 2018. As Distin explained, modified graded seals require less base course preparation and are more tolerant of unevenness in the base surface compared to traditional seals. They are also more forgiving of base defects due to the self-healing nature of the binder.

COLAS has used modified graded seals on rural roads in New South Wales and Victoria with positive outcomes. In one project, the Western Quarries Road in Ararat, Victoria, the COLAS graded seal has been in service for two years now and has performed very well.

“This quarry carries heavy trucks laden with crushed material and [the haul roads] has stood very well to the braking and turning movements of these vehicles in this period,” Distin said.

“We just completed a 22-kilometre section where we surfaced a road in the foothills of the Gibraltar Mountain range in Northern New South Wales. This area was badly savaged by fires and this community has limited access because of the nature of the terrain and this has been successfully completed,” he added.

COLAS has used modified graded seals on rural roads in New South Wales and Victoria with positive outcomes.

The next challenge for COLAS is to replace the hot cutback binder with emulsion.

“We have developed the emulsion and we are planning trials in the next month or so to prove this technology,” Distin said.

EMBEDDING SUSTAINABILITY IN THE PROCUREMENT OF ROADS While the solutions presented at the AfPA Symposium each offered sustainable uses of material in road pavements, embedding sustainability in the procurement of roads is a more fundamental way in which the sector can enhance its sustainability levels.

This is where associations and organisations such as the Infrastructure Sustainability Council and the Australian Road Research Board (ARRB) are working actively with the industry to ensure just that.

Infrastructure Sustainability Council’s Infrastructure Sustainability Rating (IS rating) Scheme helps measure sustainability performance as a procurement requirement or as a condition of approval for project contractors. It does so by evaluating infrastructure projects against performance criteria in the quadruple matrix of governance, economic, social and environmental outcomes across the asset lifecycle. More importantly, the IS Rating Scheme matches all of these different

performance criteria with the UN Sustainable Development Goals, so project owners can know not only how an asset is performing, but also how it’s contributing to the global goals.

ARRB, in collaboration with Main Roads Western Australia and the Queensland Department of Transport and Main Roads (TMR), is developing a user-friendly Sustainability Assessment Tool (SAT) to calculate lifecycle greenhouse gas emissions and lifecycle cost benefits of innovative road pavements designs and rehabilitation treatments.

A key focus of the new tool is to enable the emissions quantification of pavements using innovative materials (i.e. recycled) designs (e.g. crumb rubber asphalt), and processes (e.g. warm-mixes and in-situ stabilisation).

Once complete, the project will enable Main Roads WA, TMR and their partners to quantify and compare lifecycle sustainability and economic impacts of innovative pavements consistently and reliably. *This article is part of a series covering the discussions from AfPA’s 2021 Symposium.

The next article will focus on the technical engineering and construction of road pavements. roadsonline.com.au

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AUSTRALIAN FLEXIBLE PAVEMENT ASSOCIATION

NEW COURSE: Be Bitumen Safe (BBS) training is now available online Be Bitumen Safe (BBS) training, provides essential instruction on safety for ALL personnel being within 15 meters of hot bituminous materials and asphalt at any time.

This AfPA Endorsed / Industry Approved course forms part of the Flexible Pavement Industry Skills Card (FPISC) being introduced to provide consistency throughout training delivery Nationally within the Flexible Pavements Industry.

BBS is a pre-requisite to completing the National unit of competency RIICBS203E Safely Handle Bituminous Materials under the FPISC BBS is designed to be completed on a smart phone and can be downloaded for off line use.

View more on https://bit.ly/3xWAHTr

AfPA

MEMBER PROFILE DEON COOTE, MANAGING DIRECTOR OF ELITE ROADS, TALKS TO ROADS & INFRASTRUCTURE ABOUT WHY HE ENJOYS WORKING IN THE ROAD CONSTRUCTION INDUSTRY. 3. WHAT IS YOUR CURRENT ROLE AND WHAT DOES IT INVOLVE? I am the Managing Director of Elite Roads. I am fortunate to have a strong management team around me and 60 dedicated full-time staff representing us in the community each day. My main drivers in my role are to ensure that we are true to our word when delivering to our clients and keeping our finger on the pulse when it comes to automating and innovating our practices.

Deon Coote, Managing Director, Elite Roads.

1. HOW LONG HAVE YOU/YOUR COMPANY BEEN AN AFPA MEMBER AND WHY DID YOU DECIDE TO BECOME ONE? As a business we want to ensure that we are continuously evolving and, in some cases, leading innovation in line with the rest of our industry. Joining AfPA was an easy decision as being a member allows us to do exactly that.

2. HOW DID YOU START YOUR CAREER IN THE ROAD CONSTRUCTION INDUSTRY? After finishing school, I was unsure what I wanted to do for a career. I tried a few different trades and when I turned 21, I worked at a family friend’s asphalting company. From there, I worked for Citywide and managed upwards of four paving crews. I then went on to work for BituMill and managed their asphalt paving business, helping grow that company across Australia. My true passion was to start my own pavement company with the vision of becoming a valued brand in Victoria. Elite Roads is testament to this, with the business celebrating its decade milestone in January 2022.

4. WHAT IS THE BEST THING ABOUT YOUR CURRENT ROLE? Seeing not only how far Elite Roads has come as a business, but also how our people have grown within the business, both in their professional and personal development.

5. WHAT IS YOUR BIGGEST ACHIEVEMENT IN THE INDUSTRY? Proving that we have got what it takes to compete with the Tier 1 companies when it comes to productivity and quality of work.

Over the last few years, we have undertaken work on various MRVP projects and solidified Elite Roads as a major player in the road construction sector. The winning edge, I believe, has stemmed not only from our specialised team of professionals but also our early adoption of new technologies that ensure quality in what we deliver.

6. WHAT IS A RECENT CHANGE YOU HAVE SEEN IN THE INDUSTRY AND HOW ARE YOU/THE COMPANY PREPARED FOR THAT? Just like the rest of the world, we have had to adapt to a digital world in the last 12-18 months, where it’s been vital to our daily operations to support new styles of communication and remote working. We

have also seen a push for more sustainable practices in our industry, particularly with the demand for more recycled asphalt products.

We have worked with local councils to trial various new mixes with higher levels of recycled tyres, glass and plastics and we are committed to promoting sustainable asphalt alternatives to our clients, working closely with our asphalt supplier.

7. WHAT DO YOU THINK IS MOST INTERESTING ABOUT THE ROAD CONSTRUCTION INDUSTRY? The progress and efficiency of the work we do and the amount of change we can make in one day for the road user is what I find mos exciting about our industry. We can remove and replace a road within eight hours. This makes a huge difference to the lives of the people within the communities in which we operate.

8. HOW HAS BEING A MEMBER OF AFPA BENEFITTED YOU IN THE INDUSTRY? Company awareness and networking opportunities have been great for us as members of AfPA. Also, having greater visibility on what’s happening in the industry in a wider sense has been useful.

9: WHAT ARE YOUR GOALS FOR THE FUTURE? The asphalt industry is forever adapting and evolving. Adoption of new technologies, equipment and products are key drivers to working towards a safer and more sustainable industry. Our goal at Elite Roads is to continue to be at the forefront of these changes and to continuously evolve the way in which we deliver our services to supersede quality, safety and sustainability targets. roadsonline.com.au

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Infrastructure Sustainability Council

ON THE JOURNEY TO

CIRCULAR ECONOMY ROADS & INFRASTRUCTURE SPEAKS TO AINSLEY SIMPSON, CHIEF EXECUTIVE OFFICER OF THE INFRASTRUCTURE SUSTAINABILITY COUNCIL, ABOUT THE CHALLENGES AND OPPORTUNITIES OF EMBEDDING CIRCULAR ECONOMY, WHILE REFLECTING ON DISCUSSIONS FROM THE COUNCIL’S CONNECT CONFERENCE IN MAY, 2021.

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hen representatives from the infrastructure and transport authorities gathered to discuss ‘Building a Circular Economy’ at the Infrastructure Sustainability Council Connect Conference earlier this year, their views seemed to resonate most around one idea: That embedding circular economy into roads and infrastructure projects goes beyond reuse and re-purposing of waste material. Rather it requires a fundamental shift in the way infrastructure projects are planned, even before the tender process begins.

In her role as Deputy Director General at the Department of Transport and Main Roads Queensland, Amanda Yeates is responsible for the delivery of about $4.5 billion worth of infrastructure program for transport in Queensland, which equates to around 4000 projects at any given time. Sharing an example of a project three years ago, one of the first on which the Department had consulted with the Infrastructure Sustainability Council, Ms Yeates demonstrated how better social, economic and environmental outcomes could be driven by sending the right signals to the market.

“There was an example on the Bruce Highway in Queensland where we sent a signal to the market and said that we were going to put a 60 per cent weighting on the environmental criteria in the tender process.

I had many of the contracting partners ring me up and ask whether there was a typo in the tender. They thought maybe we meant six per cent. I said no, we definitely meant 60 per cent,” she said.

The project, as she further explained, benefited from this strict consideration as the winning tender ended up performing 24

ROADS OCTOBER 2021

Ainsley Simpson, CEO, the Infrastructure Sustainability Council.

better than standard with regards to erosion and sediment control during the heavy rainfall season.

“Now that cost us about four per cent above what our tender construction estimate was, and we went ahead with that. But what happened was because our controls were so good, when we did get that heavy weather, the project wasn’t shut down for anywhere near as long as what it would have been, had we done something traditional. We also ended up finishing that job six months ahead of schedule and that was a saving of $143 million,” she added.

A BROADER WAY OF THINKING Tony Aloisio, Director of Ecologiq – a Victorian Government initiative to optimise the use of local recycled and reused materials in government infrastructure – also noted that the definition of circularity

eventually needs to move beyond materials recycling.

“I think the definition of circularity needs to move beyond the materials to a broader way of thinking, and that is about regenerative design,” he said.

“It’s no longer just about the constructability of a piece of infrastructure.

It’s also making sure that it’s an efficient and a well-used piece of infrastructure. It’s also about adding de-constructability for its renewal. Maybe modularisation is a future way of getting there. All that leads to a sort of systems thinking approach as opposed to a project-by-project design and build approach. Circularity will be there when we’ve got that full regenerative sort of design well built in and at the same time, we focus on what we can do now in terms of recycling and reuse of problematic waste materials,” he added.

KEY CHALLENGES AHEAD Ainsley Simpson, the Infrastructure Sustainability Council’s Chief Executive Officer, says the challenges to driving more circular economy, and particularly more innovation, across the infrastructure sector are many-fold and progressing with varying pace across different states.

The first challenge to overcome, she says, is a lack of consistent policy objectives.

“Historically, there has been inconsistent policy objectives around such things as consideration of innovative and recycled materials across infrastructure projects,” she says.

“However, the introduction of the National Waste Policy Action Plan has created a level playing field with a call to action for all levels of government to increase recycled content use in what they do and to show

that leadership through their procurement practises. The adoption of the action plan by all levels of government, including state and local, is a very useful way to overcome the very first challenge around inconsistent policy objectives.”

The next challenge, she says, is tried and tested specifications.

“If we are going to experiment, if we are going to look at adopting new technologies, new materials and new design techniques, we have to accept that experimentation and some degree of failure is part of the process and that the faster we embrace that, the faster we’ll learn,” she says.

The critical importance of safety issues and considering long-term risks in adopting new technologies is not, however, lost on her.

“The assets we build today could be in use for the next 100 years, so we don’t want to be making short-term decisions. At the same time, we need to embrace innovation.

So, finding a healthy balance between doing what we’ve always done and finding the right place for demonstration projects and experimental techniques is really important.

There are some really good examples of where this is happening across the country.”

The next important step, she says, is around risk allocation.

“Because we are dealing with these longlife assets, including a wide range of blue and green assets that are under management, the uncertainty in trying out new things can’t all be borne by the asset owner. Nor can it all be borne by the design team or the contractor. There needs to be a balance in how the added level of risk is allocated and a reasonable degree of appropriation, making innovation a practical reality.”

Ms Simpson says capability building throughout the supply chain will also contribute to improved circular economy practices within the sector.

“I think there is deep value in having capability building and awareness creation in policy, planning and procurement. If you send a strong market signal about what is going to be expected and when it is going to be expected, the supply chain will meet the demand. But from a client’s perspective, it’s really important that those signals are clear and strong and consistent.”

Finally, she emphasises that the “steep learning curve” in implementing circular economy and innovation across

infrastructure projects could be eased with positive knowledge sharing and incentivising innovation.

“When we talk about innovation in infrastructure, we are talking about a spectrum, starting anywhere from an incremental improvement, all the way to the invention side of the spectrum. In the infrastructure sector, innovations on the invention side of the spectrum do not happen all that often. So, I think it’s healthy for us to be looking at a whole different range of innovations and share those whenever they do come about so that other people can start adopting them more quickly,” she says.

“For its part, the Infrastructure Sustainability Council will be conducting its member survey again this year and publishing the results at our next Future Focus Forum to share some of the successful examples from around the industry. This will also be followed by series of events to share the critical outcomes we have seen with those enablers, so that we can reward and incentivise technologies that have been tested and passed the pilot phase and can be rapidly scaled up.”

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THE ECONOMIC STIMULUS OF

INFRASTRUCTURE SPENDING NATIONAL PRECAST’S CEO SARAH BACHMANN SAYS THE BOOST TO INFRASTRUCTURE SPEND BY GOVERNMENT IS WELCOMED, BUT THAT PROJECTS MUST ENSURE ECONOMIC BENEFIT IS RETURNED TO THE LOCAL ECONOMY.

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rom materials’ supply to off-site works such as precast concrete manufacture, the impact that infrastructure projects have on long term economic growth is remarkable.

Data by the Australian Bureau of Statistics (ABS) suggests that $1 billion of investment in construction services can stimulate upwards of 5,500 direct and indirect jobs, with a combined value-added national impact estimated at $800 million. It’s why major road, rail and other infrastructure projects are key components of post-COVID fiscal stimulus packages.

The federal government is no stranger to using infrastructure spending to boost economic activity with what is now a more than $100 billion commitment over 10 years. The latest $15.2 billion infrastructure investment that was announced in the 2021 federal budget points to an infrastructureled recovery and is indicative of the government’s ongoing commitment to the value of infrastructure investment.

According to National Precast’s Chief Executive Officer Sarah Bachmann, the boost to infrastructure spend is welcomed by her organisation’s members, however major infrastructure projects are long term projects

and require careful, lengthy planning phases and implementation programmes.

Bachmann says these projects must ensure that the majority of the economic benefit is returned to the local economy and that they must factor in available labour skill sets, materials’ availability and local manufacturing capacity. And importantly, she says they must not take away from resource requirements of ongoing infrastructure repairs and maintenance.

“Major projects represent a medium to long term commitment. The lead time is substantial and if it’s immediate or shortterm stimulus that is also a desired outcome, then other types of infrastructure spending should also be considered. Some examples might be social housing, bridge replacement and rail upgrades,” Bachmann comments.

“The last thing we want to be doing in this country is bolstering infrastructure spending, but at the same time driving substantial portions of the economic benefit offshore through foreign contractors. Nor do we want to see a major project absorbing an entire state’s capacity which necessitates the deferral of ongoing repairs and maintenance,” she adds.

“Adelaide’s impending 10.5-kilometre

Perth Master Precaster PERMAcast manufactured 54 T-Roff bridge beams for the Mitchell Freeway Extension.

Torrens to Darlington Project – the final piece of the North-South Corridor is case in point, set to be the most significant infrastructure project ever undertaken in South Australia,” she says.

“The challenge will be how to deliver the required outcomes while utilising local skills and delivering maximum economic benefit to South Australia first and then to the rest of Australia, while not negatively impacting on ongoing infrastructure works.”

INFRASTRUCTURE STIMULUS BOOSTS LOCAL WA MANUFACTURING At the height of its activity in 2017, the construction of Perth’s Mitchell Freeway Extension provided employment for more than 250 people. But as with any infrastructure project, its economic boost extended far beyond actual on-site contractors and workers, Ms Bachmann observes.

“Perth Master Precaster PERMAcast manufactured 54 T-Roff bridge beams of varying sizes for the project over a sixmonth period. At the time, the company invested in a new high-tech 3000-tonne stressing bed. Managing Director Alberto Ferraro said the project provided work for 25 of his workers during this time,” she says.

“Master Precaster is a membership category for the National Precast members.

Master Precasters are the industry’s best of the best. They are highly regarded by both peers and specifiers. They have a proven track record manufacturing high quality precast in a safe environment. They have a positive impact on the industry and broader community through responsible business practices. Master Precaster members must meet the requirements of a Master Precaster Membership Audit.”

To find a Master Precaster for your next project, visit: www.nationalprecast.com.au.

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ROADS OCTOBER 2021

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ROADS REVIEW

WITH THE SIXTH IPCC ASSESSMENT REPORT ON CLIMATE CHANGE UNDERLINING THE IMPORTANCE OF ‘IMMEDIATE, DEEP AND SUSTAINED’ CO2 EMISSION REDUCTIONS ACROSS ALL INDUSTRIAL SECTORS, WE ASKED THE LEADERS: “WHAT ARE THE BIGGEST CHALLENGES FACING A NET ZERO EMISSION FUTURE FOR AUSTRALIA’S INFRASTRUCTURE SECTOR?”

MICHAEL KILGARIFF, CHIEF EXECUTIVE OFFICER, ROADS AUSTRALIA There is enormous willingness on the part of industry to progress towards net zero. What’s now needed is a clear nationally consistent plan that will help us to achieve that outcome. This includes the incorporation of sustainability measures in procurement models across all jurisdictions, further incentives to encourage use of vehicles and equipment powered by clean energy, and a clear focus on embedding sustainability within all workforce and skills training programs. These measures will help demonstrate to the community – and our future workforce – that our sector is serious about helping achieve net zero.

TONY ALOISIO, DIRECTOR, ECOLOGIQ A major challenge is avoiding the use of quarried materials – reducing embedded carbon costs across the project lifecycle and the impacts on the natural landscape – and minimising material transportation emissions.

Ecologiq is meeting these challenges by optimising the use of recycled and reused materials and helping transport projects source locally.

Recycled plastic and crumb rubber are emerging solutions to reduce carbon outputs, replacing quarried steel and concrete materials in applications like noise walls and railway sleepers.

Low-carbon products like geopolymer concrete can also help, as can crushed concrete and RAP, which prevent resources from needing to be quarried or imported.

THOMAS MORTIMER, SENIOR POLICY ADVISOR – CLIMATE CHANGE, ENGINEERS AUSTRALIA With 70 per cent of Australia’s emissions attributed to or enabled by physical infrastructure, the sector will play an important role in the wider economy’s transition to net-zero emissions.

Much of the challenge is in scaling up applications proven to support deep emissions reductions cost-effectively. For instance, a comprehensive charging network is an important prerequisite to widespread electric vehicle uptake.

Effective mobilisation of capital to these ends requires strong, cohesive policy settings – ideally including a national net-zero target and decarbonisation strategy. Ongoing support for R&D and engineering innovation will also be necessary to address harder-to-abate activities, such as the production of key construction materials.

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ROADS REVIEW

JOHN KYPREOS, MANAGING DIRECTOR FOR STATE ASPHALT, AFPA Our biggest challenge is our current reliance on greenhouse gas (GHG) producing energy sources throughout the entire supply chain. In order to shift this, new technologies need to be developed or the current methods need to be re-engineered and refined to meet the targets of 2030 and eventually net zero by 2050.

The use of carbon offset schemes and credits will need to be comprehensively scrutinised and should promote financial support and feedback to fund new processes and promote further development of near zero carbon energies.

Another challenge to meet the targets will be our procurement methodologies. This will be the driver and the agencies that will use them need a good sustainability framework in place. Those frameworks must promote a level playing field to all industries that provide into infrastructure.

Broadly, different sustainability frameworks with different carbon calculations would then be favouring a desired premediated outcome, providing a real benefit. Essentially, a good framework needs to place environmental, social and economic costs all on a level field, as well as be internationally recognised. If they don’t, we are just wasting valuable resources and achieving nothing in the end.

If you or someone at your organisation is an industry leader and would like to be a part of this monthly column in 2021, please get in touch with Editor, Tara Hamid: tara.hamid@primecreative.com.au

WINNER

BEST TYRE RECYCLER

BUNDLED ADVANTAGE FOR MOBILE PLANT AND EQUIPMENT ROADS & INFRASTRUCTURE SPEAKS TO GAVIN HART, NATIONAL UNDERWRITING MANAGER FOR MOTOR, ENERGY AND FLEET AT ZURICH INSURANCE ABOUT BUNDLED INSURANCE OPTIONS AVAILABLE TO MOBILE PLANT AND EQUIPMENT OWNERS.

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hen it comes to selecting an insurance package for mobile plant and equipment, Gavin Hart, National Underwriting Manager for Motor, Energy and Fleet at Zurich Insurance, believes simple solutions are often the best solutions.

So, instead of companies having to seek insurance deals for their commercial and transport vehicles that are separate to their mobile plant and equipment, Zurich Insurance has designed a comprehensive policy that bundles these insurances together, to the benefit of their customers.

The comprehensive package, as Hart explains, is ideal for companies in a wide range of industries, including construction, earthmoving, roadworks, forestry, mining and exploration drilling, that own 20 vehicles or more.

“Having a comprehensive policy helps fleet owners save on premium costs by selecting a higher excess option or a higher level of selfinsurance across their entire fleet,” Hart tells Roads & Infrastructure.

“Our customers also enjoy peace of mind, and less administration, knowing that any additional vehicles or items of plant or equipment either owned or hired are automatically covered under our policy.”

Under the policy, every vehicle from sedans to light commercial vehicles, trucks, trailers and equipment from forklifts to large excavators can be insured against collision, fire, theft and natural perils under one comprehensive deal.

If an item of plant or equipment becomes unintentionally immobilised in any situation, other than mechanical or electrical failure, Zurich Insurance covers the necessary costs for it to be retrieved.

Zurich’s Mobile Plant and Equipment (MP&E) comprehensive insurance package can be tailored in terms of structure, coverage and excess options. Customers can also choose from a range of additional 30

ROADS OCTOBER 2021

Gavin Hart, National Underwriting Manager Motor, Energy and Fleet, Zurich Insurance.

covers and benefits.

“Zurich offers additional covers such as Downtime or Increased Costs of Working (ICOW), which can be combined with the basic package to ensure customers are covered for any costs associated with hiring an item of plant or equipment to replace one that has been rendered totally inoperable as a result of loss or damage,” says Hart.

“We understand the importance to your business that your equipment keeps on working so if you have an item that requires timely repairs, we can immediately hire a replacement to continue the work. We also offer the choice of using your own preferred repairer.”

BUILDING LONG-TERM RELATIONSHIPS Having a good understanding of the customers’ risks is the first step as Zurich’s risk specialists try to understand the best insurance coverage options for their clients, as Hart explains.

“We review each customer’s insurance coverage requirements and previous claims experience to ensure we gain a good understanding of their business and risk profile.”

“Our team of Risk Engineers can also arrange a risk assessment which is more suitable for larger customers with heavy exposures or complex insurance requirements. A risk assessment allows us to gain deeper insights of the business including operator training/recruitment, MP&E maintenance, fire protection, security and overall level of risk management. Our goal is to form long-term relationships with customers, providing support and assistance with risk mitigation and proactive claims management,” he says.

Hart says the combined experience of Zurich’s risk experts is critical to minimising clients’ risks.

“Our experienced risk engineers have deep industry knowledge to help address the risks and exposures for our customers, from not only an MP&E perspective, but also additional areas of risk such as Workers’ Compensation, public liability, contract works and cyber insurance,” says Hart.

“Our risk engineers can also review existing fleet management systems for gaps and identify areas for improvement,” he further notes.

A NEW APPROACH TO RISK ASSESSMENT But for Zurich Insurance, customised propositions for their customers go beyond bundling insurance packages. Hart says the Zurich Resilience Solutions team, which comprise of Zurich’s risk engineers, have adopted a semi-quantitative risk grading methodology for assessing vehicle fleet operational exposures and management controls to help companies better manage their risks.

“We are the only organisation with this capability,” he says.

The risk grading methodology includes a specific risk grading for mobile plant owners which is based on detailed risk assessment.

The assessment can be conducted faceto-face or via remote collaboration and it

EQUIPMENT INSURANCE

considers the risk factors in the mobile plant owners’ core business, Hart explains.

“We assess the vehicles and mobile plant with regards to factors such as equipment selection, fit-for-purpose equipment, safety, condition monitoring and maintenance, the environmental conditions, driver/ operator selection, induction, assessment and training, as well as other risk management controls such as policies and procedures, fatigue risk management, drug and alcohol testing, incident analysis, and performance management.

“The output of the risk assessment is a graduated score and qualitative rating from ‘Excellent’ to ‘Poor’ and it allows for targeted Risk Improvement Actions that help customers make informed decisions.

We have worked with many mobile plant customers including local governments, mining, civil works, logging and others to help them improve their mobile plant fleet risk profile, ultimately improving their business resilience.”

As examples of such customised solutions,

Hart says the Zurich team has developed guidance reports for a fleet of waste trucks for prevention of vehicle fires and minimising fire spread, as well as providing guidance on mobile plant fire suppression. They have also developed and supported the implementation of a practical and effective Fatigue Risk Management program for a customer that had missed some key aspects in their fatigue management policy.

“We also have a range of partnered solutions aimed at assisting mobile plant fleet operators to manage and reduce their risks in specific areas. These are just some examples of the risk advice we can provide to our customers,” Hart says.

With mobile plant and equipment always at the risk of accidental damage, fire, theft and third-party property damage, Hart’s advice to companies is to choose their insurer carefully.

“Whether your focus is to protect your people, your assets or your bottom line, managing your fleet risk is a strategic imperative. Deal with an insurer who

Zurich Insurance combines mobile plant and equipment with other vehicles under one policy.

understands the value of your MP&E and the urgency for repairs or replacement on damaged or stolen equipment to help you save time and money whilst keeping projects running smoothly.”

AUSTRALIA’S NO.1 WHEELED EXCAVATOR

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Providing maximum productivity and safety, and unmatched visibility for the operator around the machine the JCB Hydradig is the ultimate machine for all material handling requirements.

ENVIRONMENT & SUSTAINABILITY

TYRES:

GOING FULL CIRCLE

TYRECYCLE’S NEW CAMPAIGN ENGAGES WITH TYRE RETAILERS TO RAISE AWARENESS ON GENUINE RECYCLING. CEO JIM FAIRWEATHER TALKS ABOUT THE COMPANY’S VISION.

Tyrecycle’s recently launched a new rubber crumb manufacturing plant in Eskine Park, Sydney.

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yrecycle has launched a consumer campaign to raise awareness around what ‘genuine recycling’ looks like Chief Executive officer Jim Fairweather says the company – which was this year awarded ‘Best Tyre Recycler’ at the Global Recircle Awards – is excited to be working with key retailers across the country to advance the consumer conversation around sustainability.

“We’re establishing a network of trusted tyre retailers across the country who back our vision for a more sustainable handling of used tyres, which places the environment at its core,” he says.

“We also need to progress a conversation in Australia about why it costs more to do things sustainably. If we can work in tandem, the pathway to a circular economy will be much smoother,” he adds.

This is especially true as the December 2021 ban on the export of whole waste tyres rapidly approaches.

“It’s critical that industry, government and the community work together to deliver environmentally sound solutions to managing end-of-life tyres – real progress will be driven by genuine partnerships,” Fairweather says.

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Australia generates 450,000 tonnes of end-of-life tyres every year, of which 75 per cent comprise passenger, truck and bus tyres. Whilst 72 per cent are recovered for productive outcomes, the remainder is mostly disposed (in licenced landfills or buried on-site where permitted), dumped or stockpiled.

Leading up to the ban, there’s also concern that increased stockpiling may occur where organisations have not made the necessary changes to meet ban requirements, or new entrants seek to undercut the market at a time when investment and change is required.

Tyrecycle strongly supports the Council of Australian Governments’ (COAG) Waste Export Ban on tyres and is committed to playing its role in being an active part of the solution.

“As well as the consumer campaign, we are also scaling up to meet domestic demand and have committed over $40 million to expand our capabilities and capacity,” says Fairweather.

“We have a new, highly sophisticated plant that recently came online in Eskine Park in Sydney, with a second new plant scheduled

to be operational in Perth in the middle of next year. We’re also expanding our operations in South Australia and Victoria.”

Tyrecycle’s investments will see it produce more complex, high-quality recycled rubber materials that have a use beyond existing markets.

“We’re establishing manufacturing capability for more advanced materials including dramatically increasing production capacity to make crumb rubber and two-inch tyre-derived fuel,” Fairweather says.

“What we need now is an acceleration at all levels of government procurement in the uptake of domestically manufactured crumb rubber in roads across their network,” he adds.

With continued volatility in the international commodity markets and ongoing uncertainty associated with COVID-19, the need to more rapidly progress domestic markets has only heightened, he observes.

“We need to see a scaling up of research and development with a view to commercialising new technologies and progressing innovative solutions.”

Fairweather also highlights the need for policy, bold procurement commitments and continued consumer education.

“We know consumers will shift their purchasing decisions based on intrinsic values but that needs to be supported all the way up the chain. We’ll achieve the goal of circularity if all stakeholders accept there is responsibility at every level.”

Tyrecycle is the tyre recycling business of ResourceCo, whose integrated resource recovery operations span Australasia. The company collects over 20 million tyres per year and operates processing plants across Australia. Tyrecycle achieves a recycling rate of 99 per cent and is the largest supplier of recycled rubber to domestic industries including construction, manufacturing and automotive.

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CREATING THE BITUMINOUS

BINDERS OF TOMORROW ROADS & INFRASTRUCTURE SITS DOWN WITH SAMI BITUMEN TECHNOLOGIES’ NATIONAL R&D AND LABORATORY MANAGER KANJANA YINDEE TO TALK ABOUT INNOVATIONS IN THE WORLD OF BITUMINOUS BINDERS AND EMULSIONS.

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AMI Bitumen Technologies has been at the forefront of innovations in the world of bituminous binders and emulsions in Australia since its establishment more than 40 years ago.

The SAMIfalt I-Brid hybrid binder is one such example. Developed in collaboration with the RMIT University, SAMIfalt I-Brid combines plastomeric and elastomeric polymers, resulting in a binder with both high deformation and fatigue resistance over a wide spectrum of traffic loading and ambient conditions.

Dubbed as the ‘universal binder,’ SAMIfalt I-Brid is a next generation type of binder which has at its foundations the concept of hybrid co-polymerisation, with the base polymers acting synergistically to impart exceptional deformation resistance and resilience to the binder.

Developed two years ago, SAMI has successfully trialled the SAMIfalt I-Brid binder with outstanding performance benefits at two projects, first at Bundaberg Airport in June 2020 and more recently at Bendigo, Victoria in March 2021.

Over the years, SAMI has also been introducing a range of emulsions that help eliminate or minimise use of petroleumbased solvents and cutters in asphalt and spray seal applications.

SAMIBond 007 – the winner of this year’s Innovation Award at the Australian flexible Pavement Association’s 2021 State Industry Awards in Western Australia – is a trackless cationic bitumen emulsion that ensures good bonding between the base course and the asphalt overlay.

SAMI’s crumbed rubber modified binders such as S45R-LV enable contractors to continue spray sealing in the colder season without using cutters. BioPrime, another innovation by SAMI Bitumen Technologies, is an environmentally friendly prime coat emulsion that contains no petroleum solvents. More recently, SAMI developed SAMIfloat, a cationic high float emulsion that can replace conventional standard emulsions for spray sealing applications for use in the construction of graded and conventional emulsion seals with dusty aggregates.

Kanjana Yindee is the manager of SAMI’s central technology R&D laboratory in Camellia, New South Wales.

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THE JOURNEY TO INNOVATION SAMI Bitumen Technologies’ innovative products are developed at research and development laboratories across different states, all of which are coordinated by a team at SAMI’s central technology R&D laboratory in Camellia, New South Wales. Managing the SAMI’s R&D laboratory teams is Kanjana Yindee.

With a background in chemical and environmental sciences and currently undertaking her PhD studies in civil and infrastructure engineering at the RMIT University, Yindee says developing ecofriendly binders and emulsions is a major focus for the team.

Having spent most of her career working as researcher with companies within the Colas Group, starting with Tipco Asphalt in Thailand, then with Colas in Australia and Mauritius and finally with SAMI in Australia, Yindee says she has enjoyed being part of the innovative journey with SAMI. “SAMI’s products are developed either as responses to market needs, or as expansions of our product range based on recommendations from the internal team.

Our social responsibility is reflected in all new product developments to make sure we are contributing to safe and sustainable technologies,” she says.

Yindee says every product developed in the research lab gets tested, first at the yard within one of SAMI’s plants, and then applied in road projects, usually by the Colas Group.

“There is generally a lot of interaction between plant managers and the quality teams at each plant. Any product developed by the ‘binders’ team gets tested by the ‘asphalt’ team. After an initial pre-screening check, we do a long series of tests and trials with different raw materials and once we are happy with the formulation, we conduct the first trail in one of the plants. If we are happy with the initial trial, we then talk to

ASPHALT IN ACTION

the priming of granular base courses, uses biodegradable raw materials that contain no petroleum solvents that have flammable vapours,” she adds.

Being a priming product that doesn’t contain any hydrocarbon solvents, as opposed to the standard cutback primers, SAMI’s BioPrime allows safe usage, without exposing workers to fumes during the priming process. Being solvent-less, it is also environmentally friendly as no flammable or harmful volatiles are being emitted into the ambient during application.

Another added benefit of SAMI BioPrime is the ability of the contractors to complete the sealing operation within a single shift with positive outcomes regarding productivity, Yindee explains.

“Being a solvent-less primer, they do not have to wait for the solvent present in the standard cutback primers to evaporate prior to the application of the seal over it.”

Developing eco-friendly binders is a major focus for the research team at SAMI.

contractors, both internal and external, to bring the product to the road and trial it at a bigger scale.”

An example, she notes, is how SAMI’s trackless tack/bond coat SAMIbond 007 emulsion was developed.

SAMIbond 007 is a specialised emulsion that resists being picked up from the paving traffic, therefore guaranteeing that the residual binder provides maximum bonding between the asphalt base course and the wearing course while in service.

Yindee says the SAMI team of researchers conducted numerous iterations to develop the formulation for SAMIbond 007, with specialised testing being undertaken at the laboratory level.

“Samples of the product were initially assessed on a small scale and following encouraging results, the next step was that SAMIbond was to be trialled at a larger scale, with a specialised sprayer truck at our facilities in Sydney. With the expected performance being met, the final step was to launch SAMIbond onto the market with various contractors successfully using it over the last two years on asphalt resurfacing projects, such as airports,” she explains.

Being part of a global infrastructure group like Colas has also benefited SAMI from the perspective of technology transfer and worldwide expertise within the group.

A good example in this is the transfer and the adoption by the Australian road

authorities and industry of the EME2 technology, a technology developed in France by Colas at the beginning of ‘90s.

By investing in technology at an industrial scale on a national basis, such as specialised bitumen oxidisers, SAMI has been playing a central role in transferring and implementing the EME2 technology in Australia.

TOWARDS GREATER SUSTAINABILITY In line with its mission to introduce more eco-friendly paving products in Australia, Yindee says SAMI is pursuing this strategy from many fronts.

“One of the things we are trying to convince the people in the industry is that they can replace the conventional hot binders used in spray sealing with suitable emulsions. SAMI’s PMB emulsions such as SAMIflex HR and the newly developed SAMIfloat emulsion are examples of products that contractors can use in their projects to improve their sustainability rating and improve safety level at the same time,” she says.

Emulsions and primers incorporating biodegradable raw materials are also on the table for SAMI. “Designing emulsions is a bit of an art,” says Yindee. “It can be very challenging to design a material that is both environmentally friendly and has all the performance properties you are looking for. A product like SAMI’s BioPrime, which is used for

THE ROAD AHEAD Going forward, Yindee says SAMI will keep on developing products with a view to remain competitive, but also to enhance the level of sustainability within the paving industry.

Incorporating more recycled waste in the asphalt hot mix is one process towards which SAMI is actively contributing.

“We are working extensively on incorporating waste plastic and other recycled material into our binders for asphalt, blending it with the hybrid technology to get more recycled products into the pavement,” says Yindee.

Additionally, Yindee says SAMI’s focus is on improving efficiency of application.

“For example, a product like SAMIfalt I-Brid is a highly engineered binder. By employing the hybrid concept, you can achieve all those properties like high rutting resistance and the high flexibility. By using a product like that, you are extending the life of the road, which means it requires less maintenance and therefore less energy spent in the long term.”

The next step, she says is to try to incorporate recycled materials, like crumbed rubber and plastic waster, under the hybrid concept.

“The next step is to develop new version of hybrid binders by using recycled waste materials as we want to maximise the use of plastic waste in our products. It can be blended with virgin polymers and/or with another recycled material like crumbed rubber under the same hybrid concept.” roadsonline.com.au

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ChemGrout’s CG-680 is a high pressure, high capacity, skid mounted colloidal grout plant.

NON-STOP GROUTING

WITH CHEMGROUT CHEMGROUT’S GROUTING EQUIPMENT ARE FAVOURED BY CUSTOMERS FOR THEIR SIMPLE, YET RUGGED DESIGN. ANTEC GROUP, THE BRAND’ AUSTRALIAN SUPPLIER, EXPLAINS WHY.

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hen John Clare, CEO of the Antec Group, first met with the owner of ChemGrout at the World of Concrete international expo over a decade ago, he was impressed with how ChemGrout’s grouting equipment lived up to the company’s motto, ‘There’s no substitute for experience.’

Having started in the 1960s as a grouting contractor company in Illinois, United States, the first ChemGrout grouting machines were developed for use by the ChemGrout field services team. The units soon caught the attention of other contractors in the market for their ruggedness and low maintenance 36

ROADS OCTOBER 2021

design and by late 1960s, ChemGrout was selling and renting its grouting equipment to other contractors.

Since 1978, ChemGrout has solely focused on manufacturing grouting systems, with its products expanded to cover a wide range of skid and trailer mounted units capable of handling diverse range of materials such as grouts, repair mortars, self-levelling floor underlayment and drilling fluids.

Robustness, ease of maintenance and simple design continue to be the signature characteristics of ChemGrout machines, even here in Australia, where Antec has been supporting sales and services since 2012.

A GOOD REPUTATION New Castle-based Warner Company has been using ChemGrout’s CG-680 colloidal mixer for the past ten years. Managing Director Dane Warner says he first learned about the product when he was on the lookout for a reliable grout mixer.

As a slope stabilisation and ground engineering specialist, Warner Company handles projects such as soil nailing, rock bolting and miropiling across New South Wales for a clientele including Transport for NSW, the Australian Rail Track Corporation (ARTC) and local councils across the state.

Warner says reliability was a key factor in

TECHNOLOGY & EQUIPMENT

deciding to purchase the ChemGrout mixer.

“The reputation of ChemGrout as a manufacturer was really important for us.

When we found that Antec had presence everywhere across Australia, that was an added level of confidence, because we needed the supplier to be easily available.”

High efficiency is another factor that Warner says was important for him.

“With the ChemGrout colloidal mixer, the high mixing speed helps us increase productivity. Also, the variable pumping speeds is very helpful. The best thing, though, is the simplicity of the machines. It’s not over-complicated, so it’s easy to operate and service.”

ChemGrout units allow for continuous, non-stop pumping of product at flow rates up to 340 litres per minute and pressures up to 2000 pounds per inch (PSI). They are available with different power options that include air, gasoline, diesel, electric and hydraulic.

EASY TO MAINTAIN Over the years, Warner says the robustness of the ChemGrout mixer has proved itself as the Warner Company team has used the unit for high pressure grouting to fill voids beneath roads, culverts and old mines. With the pump often running an average of eight to nine hours per day, having a reliable unit has meant the team could spend more time

ChemGrout units allow for continuous, non-stop pumping of product at flow rates up to 340 litres per minute.

on the job and less time maintaining the unit.

On occasions when the unit did require routine repair and maintenance, Warner says Antec has been quick to respond.

New Castle-based Warner Company has been using ChemGrout’s CG-680 for the past 10 years.

“Just a month ago, the pump was due for its routine maintenance, and we sent it to the Antec branch in Blacktown. This was in early days of COVID-19 restrictions being introduced in New South Wales, but they still managed to get it done very quickly.

They also always maintain a good range of products and parts, so we know they are reliable when we need them,” he says.

According to Antec Business Development Manager Ryan Kupronow, ease of maintenance is a bonus feature with ChemGrout pumps and mixers.

“The majority of ChemGrout pumps can be disassembled with just a hammer.

You don’t need to undo any bolts, so the maintenance that supports these units is very simple for the operators. It’s also very simple to keep these things running and that translates to more efficiency in the field,” he explains.

With Antec’s expertise as a specialty supplier of concreting and grouting equipment, Kupronow says support is available anywhere, any time.

“We understand service is as important as quality, so Antec maintains a large parts inventory and the staff knowledge to support our customers. Much like ChemGrout, we are focussed on keeping the work operating non-stop.” roadsonline.com.au

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EXTREME STRENGTH: JCB’S X SERIES

HEAVY LINE EXCAVATORS JCB CEA’S 220X HEAVY LINE EXCAVATOR WILL BE AMONG THE FIRST BATCH OF EQUIPMENT SUPPLIED TO THE AUSTRALIAN DEFENCE FORCE AS PART OF PROJECT LAND 8120. ROADS & INFRASTRUCTURE LOOKS AT THE MACHINE’S CAPABILITIES AND JCB’S OTHER MILITARY CLASS PRODUCTS.

JCB CEA’s 220X heavy line excavator has been selected for the Australian Defence Force as part of Project Land 8120.

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n August, the Department of Defence, Capability Acquisition and Sustainment Group (CASG) awarded a $158 million contract to CIMIC Group’s Ventia for the supply of approximately 300 earthmoving and material handling vehicles to the Australian Defence Force.

The contract, part of the Project Land 8120 Phase 1, seeks to provide a replacement capability effect for the Australian Defence Force (ADF) to support ADF’s deployments in Australia and abroad for activities such as construction, demolition, development of protective earthworks, route development

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ROADS OCTOBER 2021

and maintenance, airfield and port construction and repair, port operations, supply and distribution, humanitarian assistance and disaster relief and beach recovery.

Supporting Ventia on the project are a team of equipment partners, including JCB CEA, other key machinery manufacturers, and systems engineering specialist, QinetiQ, to offer the full breadth of services sought by the ADF over the fiveyear program.

JCB CEA will supply equipment from across seven JCB product platforms with a diverse range of machines including heavy

line excavators, teleskids, wheel loaders, backhoe loaders, mini excavators, wheeled excavators and rollers.

According to JCB CEA Chief Executive Officer Hylton Taylor, this will be the single largest sale of machinery JCB CEA has secured locally, and the largest sale of JCB machinery in Australasia.

“JCB CEA is pleased to supply some of our class leading equipment as part of this large-scale project,” Mr Taylor said.

“We collaborated in a thorough and extensive vetting and tender process with the highly experienced infrastructure service provider, Ventia, who specialise in the long-term operation, maintenance, and management of critical public and private infrastructure”.

JCB CEA will also assist with the development of product specific operating manuals, maintenance specifications and other technical documentation, and where required, deliver operator training programs at Defence sites nationally for optimum use of the supplied machines.

TAKING THINGS TO THE EXTREME JCB CEA’s first machine delivery to CASG will be a 220X heavy line excavator from JCB’s new X Series tracked excavator line.

JCB CEA National Product Manager Deon Cope explains why the 220X machine is the perfect excavator for operating in rough terrains.

“The X Series excavator line was four years in the making before we finally launched it in Australia in 2020. During the development stage, the machine was put through thousands of hours of extreme

TECHNOLOGY & EQUIPMENT

endurance testing.

“In Australia, the very first 220X excavator was sold to one of our loyal customers and it was fitted with Topcon’s new X-53x auto-grade system from Position Partners rather than relying on a factory-fitted option. It’s a machine well suited to the civil infrastructure space.”

With the ‘X’ in the JCB X Series standing for ‘extreme’ strength, comfort and endurance, the excavator was put through an equivalent of 15,000 hours of tracking and vibration tests on a whole machine shaker rig and completed 1.1 million test cycles on JCB’s latest dig end. This was accompanied by exhaustive testing on purpose-built electronics and electric rigs to prove connections, layout and software.

JCB CEA has also performed over 30,000 window and door operation tests to prove components quality for its X Series excavators, in addition to hot and cold climate testing (55ºC to -30ºC) performed in controlled conditions and locations around the world.

To build the 20-tonne 210X and 220X tracked excavators, JCB also invested heavily in state-of-the-art automotive style production facilities. This included introducing new tooling, Electrophoretic deposition (EPD) coating and robot welding to create a thoughtful design optimised to protect the machine.

MAXIMUM COMFORT Operator comfort is also a key consideration in the JCB 210X and 220X machines, where the company received thousands of operator feedback prior to JCB CEA’s 20-tonne heavy line excavator was put through 15,000 hours of tracking and vibration test.

“QUOTE” The X Series excavator line was four years in the making before being launched in 2020.

the design. This led to designing a machine with a spacious JCB CommandPlus cab with high quality injection moulded interior. Industry-leading Grammer seat with wide, adjustable arm rests that reclines 145º.

The ergonomic design of the JCB 210X and 220X machines also includes factory fitted Hose Burst Check Valves (HBVCs) and optional HBVCs for fork use so the machines are always ready for lifting operations.

Other design features in the JCB X Series excavators are increased diameters for the hydraulic pipes and hoses, which allow for increased productivity and efficiency. An innovative hydraulic regeneration system means oil is recycled across the cylinders

for faster cycle times and reduced fuel consumption.

The 210X and 220X EcoMAX engines have been tested to 110,000 hours in 70 different machines across the toughest applications and environments. Auto-stop and Auto-idle on the JCB’s EcoMAX Tier 4F/IV engine provides fuel saving of up to five per cent. Machine cooling in 55ºC heat with air conditioning running has been achieved with a bigger fan and engine mounted fan cowl for optimum airflow.

For extra versatility, JCB offers a full list of auxiliary pipework options including hammer, merged pump flow, auxiliary, and low flow.

JCB’S GOVERNMENT AND DEFENCE MACHINES JCB’s involvement with military products dates right back to 1984 when the company supplied nearly 1,000 410M rough terrain forklifts to the UK Ministry of Defence. Since then, JCB has supplied over 50 different armed forces with more than 3,500 JCB machines.

JCB’s commercial range are suitable for military applications, either with or without modification. The company also provides specialised military machines that offer high levels of mobility and protection.

As the world’s number one choice in both backhoe and telescopic handlers as well as a commercial range of over 300 machines, JCB offers a proven solution for excavating, earthmoving and materials handling equipment. roadsonline.com.au

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VOLUMETRIC CONCRETE MIXERS CONCRETE PUMPS SHOTCRETE MACHINES DUST EXTRACTORS GROUT MIXERS & PUMPS PLASTER & MORTAR PUMPS SCREED MIXER PUMPS

ANTEC CONCRETE EQUIPMENT HEAVY DUTY, HIGH VOLUME “ Just a month ago, the pump was due for its routine maintenance, and we sent it to the Antec branch in Blacktown.

This was at the beginning of introducing the COVID-19 restrictions in New South Wales, but they still managed to get it done very quickly.

They also always maintain a good range of products and parts, so we know they are reliable when we need them.”

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CHEMGROUT CG-680 HIGH PRESSURE & CAPACITY COLLOIDAL MIXER

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TECHNOLOGY & EQUIPMENT

REDEFINING THE LIMITS OF

LIGHT EQUIPMENT MILWAUKEE TOOL’S MX FUEL™ EQUIPMENT SYSTEM BRINGS THE POWER OF CORDLESS TECHNOLOGY TO THE WORLD OF LIGHT EQUIPMENT. PRODUCT MANAGER CHRIS PARKER EXPLAINS WHY THE TECHNOLOGY IS REVOLUTIONARY.

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n recent years, the capabilities of cordless technology have been pushed to new limits, providing innovative solutions that challenge existing perceptions of what can be powered by cordless technology.

But while power tools have received considerable benefits from cordless technology, the same cannot be as readily said about light equipment.

Milwaukee Tool Product Manager Chris Parker says after spending more than 10,000 hours with users on thousands of job sites globally, the team at Milwaukee Tool discovered considerable safety and productivity challenges within certain product categories – like petrol-powered and corded equipment – due to limited innovation over the years.

“Exposure to emissions, vibration, and noise continues to create health concerns for industrial-trade professionals,” says Parker.

“From petrol emission headaches to design features that cause stress on users’ bodies over time, we saw that traditional light equipment wasn’t delivering on user needs.”

Milwaukee Tool launched the MX FUEL Equipment System to the market in 2020 to take on the very same petrol and corded equipment that the professional trades have depended on, but without the associated hazards.

“Each of the cordless, battery-powered solutions on the MX FUEL System go beyond

Each solution on the MX FUEL™ platform operates off one completely compatible battery system.

the limitations of petrol and power cords and operate off one, completely compatible battery system,” says Parker.

“The MX FUEL System helps to eliminate emissions, improve tool ergonomics and reduce the overall noise, vibration, and frustrations of petrol maintenance – issues that have been tolerated on job sites for decades due to the lack of alternative products. The system also aims to put an end to tripping breakers, voltage drops and trip hazards on the job site.”

The Milwaukee MX FUEL, M12™ and M18™ systems complement each other to provide the right blend of power, performance and run time for the job at hand.

Like the M12 and M18 systems, MX FUEL features three Milwaukee-exclusive innovations –the POWERSTATE Brushless Motor, REDLINK™ PLUS Intelligence and the MX FUEL REDLITHIUM™ Battery Pack to deliver equipment that offers the technology and functionality to exceed the demands of the professional trades.

MX FUEL solutions (except for the MXFC charger and MXFCP203 battery) are enabled with ONE-KEY™, Milwaukee Tool’s digital platform for inventory management, tool monitoring and reporting.

“ONE-KEY is an industry first that offers tool tracking and security, dial-in precision settings and records utilisation data,” says Parker.

“By integrating this technology into the MX FUEL range, the company has added another key benefit to users that helps to streamline equipment management – making it accessible from anywhere you can use the ONE-KEY app, on or off the job site.”

According to Parker, Milwaukee Tool aims to protect long-term user investment by ensuring that all MX FUEL batteries fit all MX FUEL equipment and offer system-wide compatibility – even as the range expands with new products in the future.

“Each solution on the MX FUEL system has been specifically targeted towards applications that have historically posed significant challenges to users, across trades, whether it’s industrial job site lighting, cutting or demolition,” says Parker.

Parker says Milwaukee Tool will continue to grow the system with products focused on more trades, furthering their commitment to replacing petrol-powered and corded equipment on all job sites.

“By developing the MX FUEL Equipment System, Milwaukee Tool has taken a giant step in the light equipment market, turning the vision of a completely cordless job site into an everyday reality.”

To learn more about the MX FUEL Equipment System or to book a trial with a MX FUEL specialist, visit: milwaukeetool.com.au/mxfuel or call 1300 645 928. roadsonline.com.au

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TECHNOLOGY & EQUIPMENT

ASSET MANAGEMENT

AT ITS BEST

TELETRAC NAVMAN’S SOLUTIONS SPECIALIST JAMES FRENCH EXPLAINS HOW TELEMATICS CAN HELP OWNERS AND SUB-CONTRACTORS BETTER MANAGE ASSETS.

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enerating over $360 billion in revenue each year, Australia’s construction industry produces around nine per cent of the nation’s GDP.1 With a projected annual growth rate of 2.4 per cent over the next five years, it’s important that those in the construction industry are equipped to meet rising demand in the years to come.

Knowing exactly where assets are at any given time can be challenging, especially when working on multiple projects. Luckily, the technology to track the assets in real time has gone beyond the mobile phone and the CB radio.

According to James French, Australasian Solutions Specialist at Teletrac Navman, knowing where and how assets are being used and understanding the margins can help asset owners calculate return on investment (ROI).

“By using GPS-enabled technology, you can instantly know where all your equipment is and get a real-time view into how your equipment is being used,” he says.

“You may notice that certain machinery gets little to no use. Instead of collecting dust, these assets can be sold off and the money reinvested in other assets that can be used daily. When the time comes when you need to use the asset you sold off, it can be hired. This helps reduce your upkeep on assets that you don’t need, and you can instead bring in equipment that makes you money.”

He notes that different businesses use telematics in different ways – from preventing loss of equipment to recovering stolen assets or even accounting for hire or rental costs.

“From hardwired telematics for your truck or yellow iron, right through to compact devices for your un-powered assets, these IP67-rated technologies are ruggedly designed to withstand the rigours of life on jobsites.

“With options for battery powered telematics, you can track and locate

everything, from trailers and containers, to ladders and toolboxes.”

SPOILS AND COMPLIANCE Spoils management is an essential aspect of infrastructure projects and it comes with its own set of rules and compliance.

Whether transferring spoil to be recycled or shipping contaminated soil to an appropriate dump site, contractors need to ensure that the loads are accounted for and properly disposed of.

“By using smart fleet management solutions, you’ll be able to see immediately where your contaminated spoils are taken and be able to digitally store weigh bridge dockets to ensure they’re not lost or damaged. Drivers are also able to record mass per axle or gross vehicle mass directly into an in-vehicle device to help with further record keeping,” says French.

With dozens of trucks coming in and out of the job site every day to move spoils, controlling the flow of traffic across the site is tricky. Poor vehicle management can result in blockages, both on the site and on the surrounding roads. By combining fleet management systems with geo-spatial tracking, drivers can be directed to exactly where they’re needed.

“Not only does this prevent traffic from building up, but by being able to direct drivers on the fly, you’ll be able to keep the community safe. Trucks will go directly to their allotted gates instead of backing up,” French claims.

FROM DATA TO DECISIONS Using real-time insights and analytics collected and collated from the asset also enables fleet owners to make more effective data-backed decisions, French adds.

“When you are based on the site, you need to be armed with the right information, at the right time, to ensure the project is running smoothly. From managing budgets and timelines, right through to the movement of traffic, real-time insights

Using real-time insights from the asset enables fleet owners make better decisions.

allow you to make the right decisions across the board – providing increases in ROI as equipment can be utilised more efficiently.

You can also more accurately invoice and be paid for every minute the assets are used.”

Depending on the scale of the project, French says asset data can be used to understand the costs at each stage.

These costs can then be compared to previous budget estimates to help improve future spending.

“Connecting your assets and operators together ultimately leads to better communication across job sites. Businesses that undertake data-driven strategies will see improved productivity, which ultimately leads to you getting a leg up on the competition. It gives you the ability to better plan and budget your future projects,” he says.

“Regardless of your role across the project chain or in the business, technology arms you with the insights and the information you need instantly. Whether you’re the project owner and require a global view of each site, or a sub-contractor where you need to see each asset’s utilisation, fleet management solutions power real-time decisions.”

Reference: 1. Australian Industry and Skills Committee. roadsonline.com.au

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NVC Precast has grown from a small construction company in the Mitchell Shire of Victoria to a major player within the precast market.

PRECASTING

WITH A PURPOSE FOR NVC PRECAST, MEETING THE APPETITE OF THE CIVIL INFRASTRUCTURE MARKET FOR PRECAST ELEMENTS IS THE MAIN GOAL. BUILDING A MOMENTUM FOR INTERNAL GROWTH AND TECHNOLOGICAL DEVELOPMENT HAS HELPED GROW THE COMPANY TO WHERE IT IS TODAY.

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ince its foundation in 1989, when it was known as North-Vic Constructions, NVC Precast has grown to be recognised as prestressed and precast concrete specialists, across both Victoria’s and New South Wales’ civil construction industries.

As Steve Reilly, General Manager Construction and Engineering at NVC Precast recalls, the company’s early days under the direction of Managing Director Dan Kleinitz laid the groundwork for it to become a major player within the precast market.

“When North-Vic Constructions started, it was a small construction company specialising in piling and bridge construction.

Dan has slowly grown the business, with particularly rapid growth within the last five to ten years,” he says.

A turning point in the development of the company was when NVC decided to start making their own prestressed beams, which required significant investment into the infrastructure of the yard, Reilly adds.

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ROADS OCTOBER 2021

This investment substantially increased NVC Precast’s production capabilities, he says.

“I would say that was one of the key boosters for the business, as we started to grow and take on not just our own construction projects, but also to supply the market with prestressed beams.”

In a similar way, NVC identified an opportunity to take on L-beam precasting, which the company has continued since.

This, in turn, sparked growth in other areas beyond L-beams, leading to the company currently manufacture a wide range of precast elements.

According to Reilly, this significant growth from a small construction company to a major precast manufacturer has been fuelled by NVC Precast’s ongoing support for the local supply chain, working with key stakeholders throughout the region.

Located in Kilmore in Victoria’s Mitchell Shire, NVC Precast has been supporting the local construction industry and businesses

as part of the continual growth of its own portfolio.

“Something that NVC has been mindful of, even while we work on major infrastructure projects, is that this company was founded on doing the smaller jobs,” Reilly says.

“So we are always mindful of backing that side of the industry as well. We are not just about supporting the tier one projects. It’s also about supporting the contractors who operate in all segments of the market and making sure that we still have the capability to complete the jobs they require.”

Ortensio Caroli, General Manager for Business and Finance at NVC Precast agrees, adding that investment into local sectors is an important aspect of NVC Precast’s operation.

“At any given time, we engage up to 100 individuals or companies. Whether that is on a sub-contract basis or as permanent employees, around 90 per cent of these people live within the Mitchell Shire area,” Caroli says.

INFRASTRUCTURE IN FOCUS

“They are spending their money back into the Shire, their families are attending local schools in the Shire, they see local practitioners in the community. So effectively, by creating employment for approximately 90 people, that is 90 people who are spending that money back into the local community.”

SUPPLYING NEW MARKETS While maintaining its service to local industries and projects, NVC Precast also has a focus on major infrastructure works throughout Victoria in the road, rail and tunnelling sectors.

Working on such projects has enabled NVC Precast to develop a manufacturing capacity for large scale structural segments, which are built off-site.

The formwork and moulds to produce the essential precast components such as large column forms, casting decks, dedicated crosshead, and headstocks, as well as prestressing beds are manufactured with quality, operational efficiency, and installation in mind.

NVC Precast’s prestressing beds range from 18 to 115 metres in length, with options to customise the elements as per the projects’ design.

As an example, NVC Precast supplied 112 radiant heat cured T-beams varying up to 35 meters long and 1.8 metres deep, cast in the 80-metre-long prestressed T-beam bed for one major project.

On another project, NVC Precast’s 115-metre-long prestressed L-beam casting bed allowed the company to create L-beam segments to form a viaduct for trains as part of a major project in Victoria. The casting

bed could accommodate L-beams up to 2.2 metres deep and four metres wide. The casting bed was serviced by two 80-tonne gantry cranes, with beams weighing up to 135 tonnes being manufactured and transported to site.

In addition to the array of prestressing beds, NVC Precast has the capability to cast various column sections exceeding 50 tonnes.

Recently the company manufactured and supplied elliptical columns up to six metres in length and 2.3 metres in diameter, meeting the especially high tolerances necessary for installation on site.

Segments such as headstocks, approach slabs, bridge deck slabs, abutments, segmental wingwalls and deflection walls are manufactured on versatile casting bed at the facility, where a 280-tonne capacity crawler crane allows the team to cast segments weighing up to 110 tonnes.

NVC Precast also has a dedicated crosshead manufacturing facility, where in-house, purpose-built moulds allow the team to manufacture headstocks from 50 to 110 tonnes.

EYE ON QUALITY As Reilly explains, segments are frequently reviewed to ensure that only the highest quality products are being used for the infrastructure projects.

“There has always been a very specific focus on quality, and it stems from the time at the beginning of the company when NVC Precast was performing the works on-site,” Reilly says.

“So, as we are now predominantly supplying the marketplace, there is still a

NVC Precast’s prestressing beds range from 18 to 115 metres in length.

sense of pride in everything that goes out of this yard. We are always reviewing the products prior to being delivered, making sure that the quality is there. The guys out in the yard understand that the higher the quality of products going to clients, the better the feedback that they will receive.”

Reilly adds that positive feedback from clients is a major contributor towards striving to maintain that level of quality.

“Everyone likes to get positive feedback, to know that what we are producing is appreciated. Not just internally but also by our clients. When we receive this feedback the guys in the yard do take that on board,” he says. “It can provide a real sense of accomplishment and achievement for them.”

Such feedback has also contributed toward internal growth within NVC Precast, leading to projects constantly growing in volume.

Caroli is confident the growth will be continuing in the coming years. “ From my perspective, the company’s growth has been in tune with what has been happening within the local economy.

The Australian Government spending on a number of different projects as part of a large infrastructure build, not only in Victoria and New South Wales but also in South Australia, has provided opportunities for the market,” he says.

“We consider all jobs, large or small, interesting, and challenging. We will look at most jobs as we have the capacity to grow, we have the knowledge and experience, the technical capacity, infrastructure, and the land to expand. So, the future looks pretty bright.”

Reilly adds that the upcoming scheduled infrastructure projects will present exciting opportunities for NVC Precast, to increase its own capabilities to service clients.

“There is still a lot of projects in development in Melbourne, with major infrastructure work scheduled for the next five to ten years. We still see opportunities in the marketplace for further developments in technology, whether that is changes to beam sizes, different shapes or even moulds,” he says.

“I think there will be some significant and exciting innovations in the world of precast over the next five to ten years, and we are certainly well positioned to be a part of that.”

For more information on NVC Precast, visit: www.nvcprecast.com.au roadsonline.com.au

45

TRAINING TAILORED

FOR OPERATORS WIRTGEN’S SPECIALISED TRAINING PACKAGE FOR THE OPERATORS PROVIDES CUSTOMISED TRAINING ON ALL ASPECTS OF OPERATING AND MAINTENANCE FOR EXISTING AND NEW WIRTGEN CUSTOMERS.

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n the famous quote from international sales expert Trish Bertuzz, the CFO asks the CEO, “What happens if we invest in developing our people and they leave us?” to which the CEO responds, “What happens if we don’t, and they stay?”

Within the road paving industry, where careful and considered selection and purchase of equipment sometimes marks the difference between winning or losing a contract, much attention is diverted towards acquiring the latest equipment.

And while that’s an important part of the process, it could steal some of the attention away from ensuring the people that operate the equipment are suitably skilled and trained.

But, as Stuart Torpy, Managing Director at Wirtgen, points out, undue attention given to training and upskilling the operators can cost civil and construction companies as they suffer the consequences of poor-quality jobs.

“There is no doubt that training comes with a price tag, and hence finding cost effective ways to raise the skill levels of those trained is of utmost importance. Of course, the cost of re-work or injury arising from preventable but flawed work practices or actions may be less obvious but would easily outweigh the direct, indirect, and reputational costs of onthe-job issues,” he says.

Recognising the challenges and drivers facing businesses when it comes to training of field crews, Wirtgen has developed an extended training offering to users of its products.

“Customers who purchase any new Wirtgen Group equipment, whether that be Wirtgen stabilisers and cold milling machines, Vögele pavers and transfer vehicles, Hamm rollers and compactors, Kleemann crushers and screens or Ciber and Benninghoven asphalt plants, automatically qualify for a tailored training package beyond the initial

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ROADS OCTOBER 2021

The Wirtgen training program is ideal for anyone that directly works with Wirtgen Group machinery.

commissioning,” says Torpy.

“Moreover, existing Wirtgen Group equipment owners can also request customised training to keep their staff up to date with the latest features and upgrades. Whilst the majority of our training courses are tailored around Wirtgen Group machinery, we do offer application related programs that can benefit the individual in increasing their knowledge and/or employability throughout the roads and minerals sector,” he adds.

A 100 PER CENT TAILORED TRAINING Wirtgen offers both general and detailed content-specific training for the activities undertaken by the crews operating Wirtgen Group equipment using combinations of inclassroom, hands-on practices, and on-thejob learning modes.

Chris Adams, Wirtgen Australia’s Service Manager for Australia and New Zealand, says

the Wirtgen training program has become more and more customised over time. As such, the courses can be tailored to each business based on their machine models, operator experience levels and whether training is required for the operational or the maintenance staff.

“We have found that the majority of our customers prefer a customised training program. That’s because their crew have different experience levels and also, as is the case with some companies, they require their operators to have some level of maintenance and repair knowledge. So, while we still have a general training package, this is often combined with different contentspecific training to deliver the most optimum package for each customer,” he explains.

Traditionally, Wirtgen product managers and technicians have provided training either on the business’ site, a Wirtgen facility throughout Australia and New Zealand or at

TRAINING

its CTT (Centre of Training and Technology) in Germany or the US. With limitations around international and inter-state travel over the past year due to COVID-19-related restrictions, Adams says the Wirtgen team has adapted the training accordingly.

“Over the past year, we have performed various virtual trainings, with our product managers across every state travelling to the business’ site where possible to conduct face-to-face training. In one recent example, our product manager attended the customer’s yard and trained 30 staff members with hands-on training on their Wirtgen profiler. In another instance, a local Wirtgen technician was present with the machine, providing a live feed view via camera whilst the trainer instructed a seated class over video conference,” Adams says.

“Eventually we are looking at adopting technologies such as digital glasses, so that the trainer receives a live feed while a local technician looks at the key areas around the machine. This interactive scenario will help not just with the training but comes with other benefits for machine maintenance and fault detection,” he adds.

With the Wirtgen Group perpetually introducing new machines and advanced technologies, Adams says the team have been very busy training Wirtgen’s existing and new customers on the new Wirtgen milling machines, including the two-metre F Series recently rolled out in Australia and New Zealand.

“For any new product that’s purchased, we do offer a thorough training with the machine. Our product managers are currently busy providing both virtual and hands-on trainings. We have a minimum requirement of three attendees and recommend a maximum no more than 10 people. Depending on whether the customer has already held the model in their fleet or not, the trainer will commonly provide anywhere from one to five days for the training,” says Adams.

ACCURATE ROAD PROFILING SERVICES Accurate Road Profiling Services is a business based on the northern side of Brisbane, providing road profiling and associated services to the asphalt and construction industry.

Since establishing in 2016, the company has built a fleet of nine Wirtgen milling machines and 18 full-time operators and been involved with multiple patching and overlay projects across Queensland.

Recently, Accurate Road Profiling Services bought a new two-metre Wirtgen W210Fi milling machine featuring the Wirtgen Performance Tracker – a sensor-based Wirtgen technology that makes it possible to accurately and reliably document actual milling work completed. The company also had half of its existing Wirtgen milling machines retrofitted with the Wirtgen Performance Tracker, with the intention to retrofit all machines in the near future.

Director Keith Baines says the reason for upgrading the machines was to be able to track and report the pavement treatments to customers, as well as to improve knowledge of truck loading volumes and the milled areas.

“We currently service our customers with a range of Wirtgen milling machines including W100CF, W200, W200Hi, W210XP and W210Fi. Our team strives for the best results each time customers engage them. As such we are considered by many businesses as being part of their team leading to greater results for all involved,” he says.

Following the purchase of the new Wirtgen W210Fi milling machine with the Wirtgen Performance Tracker, all operators at Accurate Road Profiling Services underwent on-the-job training by Wirtgen trainers to learn about the latest features.

The delivery, Baines says, was “outstanding.”

“We jumped at the chance of receiving Wirtgen specialised training,” he says.

“Wirtgen’s specialists did an awesome job of explaining the features and operation of not only the W210Fi, but also the Wirtgen Performance Tracker installed on this machine.”

Ultimately, Torpy says Wirtgen’s goal is to ensure that all its customers get the absolute best out of the Wirtgen Group equipment they operate.

“Our support structure has been built around the objective and hence we have the expert knowledge and resources locally, in each operating location and with product specialists for each brand all based in Australia and New Zealand.

Whilst trainers can and are invited from the brand headquarters in Germany, they are a ‘sometimes’ resource for local training,” he notes.

“Wirtgen’s capabilities don’t stop once you’ve bought a machine. On the contrary we’d like to think that the after-sale offerings are considered at least equal to those of the machines themselves.”

Tospy encourages customers to consider refresher training for their teams.

“We make a lot of offers to come and provide refresher training, not just on the machines themselves, but also the applications in which they’re put to work. But I’m always surprised at the lack of take up.

“If we can save an owner 30 minutes a day, avoid a high hazard practice or reduce fuel burn by 10 per cent a shift through better practice – that quickly adds up and can be the difference between winning or losing work. Like every business, there’s always gains to be made, however small, and we want to be part of the team that delivers them through training.”

For more information on Wirtgen’s training programs visit: www.wirtgen-group.com/enau/customer-support/training

Accurate Road Profiling Services’ operators received on-the-job training by Wirtgen on the new W210Fi milling machine.

roadsonline.com.au

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PEOPLE ON THE MOVE ROADS & INFRASTRUCTURE HELPS YOU KEEP UP WITH THE LATEST MOVEMENTS ACROSS THE ROADS AND INFRASTRUCTURE SECTOR.

SNC-LAVALIN APPOINTS AUSTRALIA CEO SNC-Lavalin – a fully integrated professional services and project management company with offices around the world – has appointed Tom Hasker to the newly created role of Australia CEO, responsible for driving long-term growth as part of a wider strategy to broaden the company’s footprint in Asia Pacific.

Hasker has over 24 years’ consultancy experience spanning master planning, design, project and programme management and advisory services. He re-joins SNC-Lavalin from UAE-based I.T. firm Keross LLC where he was CEO. Prior to that, Hasker was a Managing Director in SNC-Lavalin’s Asia Pacific region and has also held a number of senior management roles in the Middle East.

Hasker starts his new role with immediate effect based in Brisbane.

DOWNER APPOINTS TASMANIA GENERAL MANAGER Marcus Stephens has been appointed as Downer’s General Manager for Tasmania, as part of Downer’s refocused and strengthened commitment to the state.

Stephens has more than 15 years’ experience in road network maintenance, leading teams to deliver exceptional and innovative outcomes on complex projects.

Stephens brings to the role a wealth of experience in commercial and contract management and major infrastructure projects, including intelligent transport systems.

He oversees Downer’s road, reserve management and waste management operations in Tasmania, as well as VEC Civil Engineering, a wholly-owned Downer company.

COATES’ NEW PROJECT MANAGER FOR INDUSTRIAL SOLUTIONS Robbie Watson has joined Coates as Project Manager for Industrial Solutions in August 2021. With over 10 years’ experience in Learning and Development (L&D) and operations, Watson has worked for the likes of Amazon and THE ICONIC in roles spanning customer fulfilment, warehouse automation and the supply chain.

Watson will be leading Coates’ Industrial Solutions Project, tasked with driving awareness of the division’s comprehensive suite of solutions and bringing new products to market.

“Coates’ trajectory looks bright with some exciting projects underway driving growth, diversification and scale. I’m thrilled to be on board at this time and I am looking forward to making delivering something really special for the Industrial Solutions team,” Watson said.

FRASERS PROPERTY INDUSTRIAL APPOINTS EXECUTIVE GENERAL MANAGER, AUSTRALIA Frasers Property Industrial has announced the appointment of Ian Barter to Executive General Manager, Australia. Effective from August, the appointment comes as the company continues to grow its multi-national platform, with the Australian business demonstrating strong performance over the past financial year.

As Executive General Manager, Barter will be responsible for leading all business functions across Frasers Property Industrial’s Australian platform.

Barter was previously General Manager, Northern Region at Frasers Property Industrial.

In this role, he was responsible for overseeing all development and asset management activities across the company’s portfolio in New South Wales and Queensland. Prior to this, he served as General Manager for New South Wales and General Manager, Business Development.

roadsonline.com.au

49

CONTRACTS & TENDERS

CONTRACTS IN BRIEF ROADS & INFRASTRUCTURE PROVIDES AN UPDATE ON SOME OF THE CONTRACTS AND TENDERS RECENTLY AWARDED OR PUT TO MARKET ACROSS THE AUSTRALIAN INFRASTRUCTURE SECTOR. QUEENSLAND Contractors shortlisted for Brisbane’s Centenary Bridge upgrade The Bielby Hull Brady Joint Venture, the BMD Georgiou Joint Venture, the Fulton Hogan BESIX Watpac Joint Venture and John Holland have all been shortlisted for Brisbane’s Centenary Bridge upgrade project at Jindalee.

Recognised as the first stage of the overall Centenary Motorway upgrade, the project will see a new three-lane northbound bridge constructed and the existing bridge refurbished to become a three-lane southbound bridge.

The shortlisted proponents will be invited to submit a tender for the works.

This is the first Transport and Main Roads project to have Best Practise Industry Conditions included in the tendering documents.

NEW SOUTH WALES WestConnex Stage three operation and maintenance contract awarded The Fulton Hogan and Egis joint venture (FHE) has been awarded the contract to provide operation and maintenance services for the Sydney’s WestConnex Stage three.

With contracts in place for operation and maintenance of Stages one and two of the WestConnex, the joint venture will now service all sections of Australia’s largest road infrastructure project.

WestConnex Stage three comprises of the M4-M5 Link and the Rozelle Interchange.

The M4-M5 Link will be 7.5-kilometre tunnels linking the M4 at Haberfield with the M8 at St Peters.

When complete in 2023, WestConnex will provide motorists with a continuous, 33-kilometre traffic-light free motorway network, with connections for future projects linking the north shore and northern beaches, Sydney Airport and the southern suburbs.

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ROADS OCTOBER 2021

Contract awarded for Newell Highway’s Parkes Bypass The Newell Highway upgrade project in New South Wales has made a major leap forward, with Georgiou Group chosen to carry out the $187.2-million Parkes Bypass construction following a competitive tender process.

The bypass is part of the $500 million Newell Highway upgrade program to support the interstate freight industry.

The upgrade would involve relocating the highway about two kilometres west, between Maguire Road to the north and Barkers Road to the south – a total length of 10.5 kilometres.

The project is being jointly funded, with the Federal Government investing $149.7 million and the New South Wales Government contributing $37.4 million.

The Parkes Bypass would remove up to 1200 trucks per day from local streets and improve safety for motorists.

Following the contract award, the bypass construction is scheduled to start later this year.

VICTORIA Contract awarded for Surrey Hills, Mont Albert level crossing removals The Victorian Government has awarded a $631 million contract to Laing O’Rourke, Jacobs and Metro Trains Melbourne to remove two dangerous levels crossings in Melbourne’s east, in partnership with the Level Crossing Removal Project.

The contract will see the removal of level crossings at Union Road in Surrey Hills and Mont Albert Road in Mont Albert, replacing them with a rail trench and consolidating Surrey Hills Station and Mont Albert Station into a single premium station.

The premium station and precinct will include a widened pedestrian bridge that will form a small plaza connecting Beresford Street and the Hamilton Street shopping village.

This will create more open space and a home for the existing Mont Albert station building, which will be retained for community use close to its current location.

The project will also include the construction of a new entrance at Montrose Street, providing better local access to the station and new open space with landscaping, as well as improved ramps with increased accessibility and fewer stairs.

The new premium station will open in 2023, two years ahead of schedule.

WESTERN AUSTRALIA Preferred contractors named for Perth’s Midland station project The Western Australian Government has selected Midland Junction Alliance, a consortium comprising of McConnell Dowell Constructors, Georgiou Group, Arcadis Australia and BG&E, as the preferred tenderer to deliver the design and construction of Perth’s new Midland station project.

The project will see the existing 53-yearold station decommissioned and demolished, replacing it with a new threeplatform station to the east of its existing location.

The new station will be located between Helena and Cale streets and will incorporate three platforms catering for up to six-cars, a publicly accessible pedestrian overpass connecting both sides of the railway, a bus interchange and cycling facilities.

The project is jointly funded by the Australian and Western Australian governments, with each committing to half of the $165 million estimated project cost.

The contract is expected to be awarded to the Midland Junction Alliance later this year, with early works to start this year and an expected completion date of late 2022 or mid-2023.

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