Figure 57: Environmental Control Map of Bankstown Station

Figure 57: Environmental Control Map of Bankstown Station

14.5.2 Site Shutdown Plan

Site shutdown periods must be planned and coordinated to ensure the risk of environmental impact is minimised. Shutdown periods are considered to be any period in which construction activities are not planned to take place on the site for more than 3 consecutive days. This includes public holiday and Rostered Day Off (RDO) periods. Site shutdown planning must be undertaken in accordance with System Requirement Environmental Planning. Planning activities must ensure that inspections, resources and contingency measures are agreed and implemented for the shutdown period. This is to be documented in a specific Shutdown Go Pack.

14.6 Monitoring and Measurement

14.6.1 Environmental Monitoring

Key characteristics of the project operations and activities which have a significant impact on the environment will be regularly monitored and measured.

This will include:

− recording of information to track performance − monitoring operational controls − level of conformance with objectives and targets

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The Environmental Inspection Report will be used to monitor environmental issues on site and issued to the Project Leader. The report will be completed on a weekly basis. The Environmental Inspection Report may be updated for Project specific risks.

The Management Site Safety and Environment Inspection Report will be completed each week by the project’s Supervisors to monitor environmental issues on site. The reports will be issued to the Project Leader/ Site Manager for review and signing.

The Construction Monitoring Program will include:

• Details of baseline data (including dates of when the data will be obtained) • Details of all monitoring to be undertaken • The parameters, frequency and location of monitoring • Details of reporting of monitoring results (including to the Planning Secretary and relevant regulatory agencies) • Procedures to identify and implement mitigation measures (based on results) • Details of consultation

14.6.2 Monthly Project Environmental System

On a monthly basis, the project will assess the performance and implementation of the project environmental system through the project Environmental System Self-check. Outcomes of the project environmental system self-check are to be retained in the project records.

System Requirement Criteria

Frequency

SER Program Program implemented and actions complete Monthly

Site inspection implementati on

Site inspections have been completed in accordance withthe environmental management plan requirements. Monthly Event management Environmental incidents have been reviewed, investigations completed and actions closed out. Monthly

Environmental Monitoring Program

Environmental monitoring has been completed and reviewed for compliance. Non-compliances have beenactioned and closed out

Waste management Project waste management register is up to date includingspoil management and disposal

Conditions of Approvaltracking

Conditions of approval compliance matrix has been reviewed and updated demonstrating compliance withconditions Quarterly

Environmental Licences

Environmental licence compliance has been reviewed andreporting completed as nominated. Monthly

Monthly

Quarterly

237

Conclusion and Recommendation

Conclusion

This document namely Construction Project Management Plan (CPMP) has been created by Group 20 Construction Planning Company to provide a thorough, well-researched and extensive guideline detailing all the information for the management, planning and execution of Sydney Metro - Sydenham to Bankstown, part of Australia’s biggest public transport project. Project key stakeholders and team members are encouraged to apply this CPMP to serve as solutions to any management issues with specific management plans, protocols, processes and tools for all aspects regarding the Sydney Metro Southwest project. This CPMP covers various aspects of how the project will be planned, executed, and controlled. Tools, techniques and methodologies are also provided as this document is also made as a guidance purposes for the appointed contractor for the construction of Sydney Metro Sydenham to Bankstown.

To be specificlly, the subsidiary project management plans with detailed sections include:

• Project Charter • Project Scope Management Plan • Project Scope Definition • Project Scope Statement (PSS) • Work Breakdown Structure (3 levels) • WBS Dictionary (1 Dictionary) • Project Scope Validation and Verification Process • Project Monitoring and Control system • Scope Change Management Process • Project Schedule Management Plan • Project scheduling methodology • Activity identification process • Estimate activity duration method • Activity sequencing method • Schedule baseline • Schedule monitoring and control • Project Cost and Financial Management Plan • Cost estimation and budget determination methods • Cost Breakdown Structure • Cash-flow diagram or cost baseline • Cost management roles and responsibilities • Cost performance measurement (earned value management) • Cost variance response process • Cost change control process • Project Quality Management Plan

• Quality Planning (Identify Roles and Responsibilities for QM team) • Quality Planning (Quality Standards, Processes, Procedures, Tools, Quality Metrics and Checklists) • Quality Assurance Process • Quality Control Process • Project Resource Management Plan • Organisational Breakdown Structure (OBS) • Roles and Responsibilities • RACI Matrix • Staff Acquisition and Release Plan • HR Resource Calendar and HR Resource Histogram • Machinery and Equipment Resource Histogram • Staff Induction and Training Plan, Performance Review, Staff Recognition and Rewards, Compliance, Equity and Safety • Project Risk Management Plan • Risk Management Methodology • Risk Identification Process and Categories (Risk Breakdown Structure) • Definition of Risk Probability and Impact/Probability and Impact Matrix • Risk Response Plan • Risk Control Process • Risk Register • Project Procurement Management Plan • Procurement methodologies • Procurement process diagram • Designated responsible organisation (DRO) log or package list • Hire or buy analysis/make or buy analysis • Contract type selection • Source selection criteria • Procurement metrics to evaluate and select sellers, vendors or subcontractors • Procurement controlling process and contract administration • Procurement closing process • Project Communication Management Plan • Communications Requirement • Communications Matrix • Communications Tools and Technologies • Project management Information System (PMIS) • Template for Project Performance Report • Project Stakeholder Management Plan • Stakeholder Analysis (Identification/Stakeholder Register) • Stakeholder Analysis (Power/Interest Matrix) • Stakeholder Analysis (Engagement Analysis) • Control Stakeholder Engagement • Project Change Control Management Plan • Project Work, Health and Safety (WHS) Management Plan

These management plans allow the construction team members to be able to identify any issues throughout the project lifecycle within the Sydney Metro Sydenham to Bankstown and come to this Construction Project Management Plan (CPMP) for reference. All necessary diagrams, documents and forms (e.g. Risk Register), are attached in the Appendices to this CPMP. Any changes to the scope, baseline plans, or risk management must be updated immediately in this plan and communicated constantly to all key project stakeholders. This document is to be used as a formal document for project management throughout the entire project, therefore highlighting its importance that all related construction project personnel are familiar with this CPMP.

Meanwhile, understanding principle project deliverables, schedules, baselines, safety management protocols and quality control processes will also ensure the Sydney Metro Southwest project is delivered to the client smoothly, achieving the highest quality possible and aiming to be performed on budget, and schedule.

The key success factors for the Sydney Metro Southwest project are:

• Delivery of an upgrade and convert all 11 stations between Sydenham and Bankstown to metro standards; • Project meets all legislative regulations and requirements; • Project meets budget; and • Facility opened by the agreed date. And, the benefits after the complation of the Sydeny Metro Sydenham to Bankstown, including

• an air-conditioned metro train every four minutes in the peak; • fully accessible stations including lifts; • improved CCTV surveillance, platform screen doors, and platforms level with train floors; • all trains stopping at all local stations – no waiting for the right train; • less time spent waiting due to higher frequency services; • safe and efficient connections during the peak and non-peak periods between key centres along the T3 Bankstown Line; and • reduced travel times to key employment and education precincts.

Recommendations

This Construction Project Management Plan (CPMP) should be used as the formal document for any management issues or concerns that arise. It is Sydney Metro and the delivery partners recommendation that this project would be undertaken and commenced immediately in order for the operation of Sydney Metro - Sydenham to Bankstown to start operation in 2024. Moreover, in order to achieve the best performance and construction possible, it is recommended that the subsidiary project management plans in this document also adhere to the suggestions and feedback from the New South Wales Government and the Local Community, which also needed to regular review with internal/external audits involvements to ensure a high-quality of construction and a well-organised project management process.

Besides, this Construction Project Management Plan (CPMP) should be informed by all project personnel in order to allow for the Sydney Metro Southwest Project (Sydenham to Bankstown) to be performed with the highest quality possible. Furthermore, this CPMP should also be monitored, updated and communicated with various project stakeholders regularly throughout the entire project lifecycle of the Sydney Metro Southwest Project. Any changes or amendments will be noted in the Revision History at the cover page of this document. And it is recommended that this Plan will be updated bi-annually at minimum, though also at any time as a direct result of:

• Changes in design or construction sequence, staging, methodology or resourcing, • The status and progress of the works activities • Changes to access to site, and • Changes directed by Sydney Metro Representative under the contract Any reviews/changes resulting in the delay in Practical Completion Date, or Reduction in Margin Dollar Value > 5%, or change in legal/commercial obligations will require approval (sign-off) from Senior Management. The Project Manager should be also responsible for reviewing the Project program on a monthly basis to ensure that the current program is not being compromised and to take remedial action if current performance is not achieving the program milestones. They will also have the opportunity to highlight any key concerns or aspects of the progress of the program at weekly site meetings or toolbox talks.

Reference:

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BONG.(2019).QUALITY OBSERVATION / AUDIT - GENERAL CHECKLIST. Retrieved from: https://idoc.pub/download/general-quality-checklist-in-construction-x4e6j7mw09n3

Duboudin, T. (2021). Sydney Metro awards oversight contract. Retrieved from: https://www.railjournal.com/passenger/metros/sydney-metro-awards-oversight-contract/

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Lectures 2 & 3 Environmental Scanning - Week 6: Profit and Cost Management, and Business Development.

Lucid Content Team. Control Chart: A Key Tool for Ensuring Quality and Minimizing Variation | Lucidchart Blog. Retrieved from https://www.lucidchart.com/blog/how-to-makea-control-chart

Macrotrends, (2021). Australian - US Dollar Exchange Rate (AUD USD) - Historical Chart, Retrieved from https://www.macrotrends.net/2551/australian-us-dollar-exchange-ratehistorical-chart

Özdemir, M. (2010). A probabilistic schedule delay analysis in construction projects by using fuzzy logic incorporated with relative importance index (RII) method [M.S. - Master of Science]. Middle East Technical University.

Pica,M.(2015). Project Life Cycle Economics: Cost Estimation, Management and Effectiveness in Construction Projects. Surrey, England. Gower Publishing Limited.

Project Management Institute. (2017). A guide to the Project Management Body of Knowledge (PMBOK guide) (Sixth edition). Newtown Square, Pennsylvania USA: Project Management Institute, Inc.

Project Management Institute. (2016). Construction Extension to the PMBOK® Guide.

Reserve Bank of Australia, (2021). Interest Rate in Australia. Retrieved from https://tradingeconomics.com/australia/interest-rate

Rosvold, S. (2016). 4 Things Your CEO Needs To Know For Sound Financial Management. Retrieved from https://businessfinancialconsulting.com/what-your-ceo-must-know-aboutfinancial-management/

RPS. (n.d.). Projects Sydney Metro. Retrieved from: https://www.rpsgroup.com/projects/sydney-metro/

Rumane,A,R. (2018).Quality Management in Construction Projects. Second Edition.Boca Raton, America. Talor&Francis Group,LLC CRC Press.

Siddiqui, I.A. (2014). Quality Assurance Plan (Civil Work). Retrieved from https://www.researchgate.net/publication/260715118_Quality_Assurance_Plan_Civil_Work

Southwest Metro project update, (November 2020). Retrieved from https://www.sydneymetro.info/sites/default/files/documentlibrary/Southwest_Metro_Newsletter_Nov ember_2020.pdf

Statista, (2021). Inflation Rate Compared to the Previous Year. Retrieved from https://www.statista.com/statistics/271845/inflation-rate-in-australia/

Sydney Metro, (2016). Final Business Case Summary. Retrieved from: https://www.sydneymetro.info/sites/default/files/Sydney%20Metro%20CSW%20Busine ss%20Ca se%20Summary.pdf

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Sydney Metro (2018) Sydenham to Bankstown Environmental Impact Statement. NSW Government Transport for NSW. Retrieved from http://majorprojects.planning.nsw.gov.au/index.pl?action=view_job&job_id=8256

Sydney Metro (2018) Sydenham to Bankstown Submissions and Preferred Infrastructure Report. NSW Government Transport for NSW. Retrieved from http://majorprojects.planning.nsw.gov.au/index.pl?action=view_job&job_id=8256

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Sydney Metro. (2021). Sydenham to Bankstown Upgrade – Staging Report (5th ed.).

Sydney Metro. (2018). Industry briefing. Retrieved from https://www.sydneymetro.info/sites/default/files/documen tlibrary/Sydney_Metro_Industry_Briefing_April_2018.pdf

Sydney Metro. (2018). Sydenham to Bankstown, Submissions and Preferred Infrastructure Report. (p. Appendix B - Preferred project description).

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Appendix

Appendix A: Normal Distribution and Standard Normal Distribution

In Normal Distribution, a random variable X with probability density function which is:

The parameters of this function

And the expected value and standard deviation are , respectively.

, this is used to denote the distribution.

Also, the normal distribution density function can be depicted as a Bell—Shape shown as figure1:

Figure 1:

The area of the shadow represents the probabilities associated with a normal distribution.

When people try to solve the issue in real world with normal distribution, the practice is to transform the normal random variable into standard normal random variable, being widely available in computer packages.

Therefore, the normal variable X can be standardised into Z, which

, a standard random variable, and distribution (figure 2). is used to denote the

Figure 2:

The standard normal distribution density distribution can be defined as:

And the probability relating to the standard normal distribution is the shaded area (figure 3):

Therefore, for an example, the probability P(Z≤1.5) equals the value of

Figure 3:

Appendix B: The Probability Table for a Normal Distribution

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Appendix C Quality Standards Further Explanation

There are two working tasks extracted from Table 8 from Quality Management Plan as examples to perceive associated standards.

Example 1: Task 1.3.5 Construction of footings for new stairs and lift shafts

Stairs and Balustrades

1)Stair Width

Stair Width should:

● Accommodate normal passenger movement in two directions where prefers that a 600630mm width for comfort between handrails

● Provide a centre double handrail if the stair width is over 2 metres as per BCA clause D2.17

2) Stair Flight

● Where height of stairs rise above 5.3 m a minimum of 2 mid landings are required

● Provide minimum stair landings 1500mm long

● Where a stair is required to have more than 36 risers in total a straight stair is preferred to ensure good passenger orientation and comprehensibility. Additional landings should be provided at every 13-14 risers to enable more regular rest points

Refer to Figure 4

Figure 4: Typical Stair Flight Section

https://www.transport.nsw.gov.au/system/files/media/asa_standards/2020/esb-003.pdf

3)Stair Details

Standard requires a stair going and riser dimension of

Goings: 300mm Risers:150mm

● Open risers are not permitted

● A solid barrier in the vertical plane and no gaps in the horizontal plane is required to prevent objects from falling off the edge of stairs or ramps

● No slip—luminance contrasting nosing vertical 25-50mm and horizontal 50-75mm with permanent colour (not a painted finished)

● Kerb upstand or extended balustrading at the edge of stairs to prevent objects falling off the edge of stairs to the platform.

Refer to the Figure 5

Figure5: Typical Stair Detail https://www.transport.nsw.gov.au/system/files/media/asa_standards/2020/esb-003.pdf

Example 2: 1.3.13 Bridge work

Collision protection and robustness requirements

Lift structures:

1)is wholly within earth filled platform walls complying with ESC 350 Platforms and Retaining Walls, the lift structure shall be designed for the following:

♦ a force of 200kN applied in the horizontal direction and at a level (between adjacent rail level and 2m above rail level) to produce the greatest effect.

♦ a force of 100kN applied in the horizontal direction and at a level (between adjacent rail level and 3m above rail level) to produce the greatest effect.

2)is outside (wholly or partially) the platform walls (but within the rail corridor)

♦ is within 10m of the centreline of the nearest track, then the lift structure shall be designed for a minimum collision load of 500kN in accordance with AS 5100.2Bridge Design-Design loads CI.10.4; or

♦ the lift structure location and structure are such that the risk of damage to an adjacent overbridge, to the extent that the overbridge could collapse. Then collision protection walls shall be provided to the lift structure or overbridge support.

APPENDIX D: FEMA From Template

https://www.hsdl.org/?view&did=455178

251

Appendix E: Sydney Metro Risk Identification Checklist

252

253

Appendix F: The Calculation Process of Monte Carlo Simulation

Contingency risk item used in this example:

Cost contingency risk:

(1) 1.5.7 Damage to the existing infrastructure and underground utilities; Cost Contingency A

(2) 1.5.9 Construction defect in track work: Cost Contingency B

Three Point Estimate

Three-point cost estimates:

--Optimistic ( ) which is the minimum estimatedcost that may occur in the best-casescenario on that specific construction activity

--Most likely ( ) which the cost estimated can be achieved in the most likely scenario

--Pessimistic( ) which is the maximum cost estimated that may occur in the worst-case scenario on the specific construction activity

From these three-estimate cost contingency, the expected cost value of the specific activity ( )can be calculated by:

Expected Cost Contingency (Mean Value): =

Also, the Standard Deviation:

At this stage, each of these two cost items and the sum of the separate cost items distribution will approximate to a normal distribution (Appendix A), a simple statistical analysis using standard normal variate Z-value can then be used to find P-value

As for the Z-value and standard normal variable equation can be referred to Schedule Management Plan.

 Contingency Cost

Risk description Best case a(dollars) Most Likely (dollars) m Worst Case (dollars) b P(x) Probability of risk contingency Expected Value= (a+4m+b)/6* P(x) SD=(ba)/6 Z-scoce with confidenc e level P50 Z-score with confidenc e level P90 Confidenc e level P50

Cost A $6,794,603 $9,066,000 $12,046,02 0 85% $7,806,488 $875,236 0 1.28 $7,806,488

Cost B $55,098,00 0 $67,500,00 0

Total $65,723,394 P-90CL $82,503,23 1 75% $50,950,154 $4,567,53 9 0 1.28 $50,950,15 4 Confidenc e Level P90

$8,926,790

$56,796,60 4

Therefore, for these two risks, totally there will be 90% chance to generate cost contingency of $65,723,394.

255

When the three-point estimate is achieved, the probabilistic approach MCS will be conducted. As for the cost contingency estimating of the Sydney Metro Project, this report will run this model for 10,000 iterations and each iteration will represent a scenario likely to happen in the real world. Accordingly, this simulation will be conducted by using a computer generally.

The three-point estimate outcome that this report requires to perform MCS is shown below

Mean Value Cost Contingency A Cost Contingency B $7,806,488 $50,950,154

(Expected Cost Contingency) St.Dev $875,236 $4,567,539

Monte Carlo Simulation

Algorithm Step:

1)Generate random numbers for each of input variables

The random number can be used to represent the countless scenario of real world.

Standard uniform random numbers can be generated by using Mersenne Twister

http://www.math.sci.hiroshima-u.ac.jp/m-mat/MT/emt.html

Random number list example can be seen in Appendix H

Probability Distribution

Random numbers for probability distributions other than the uniform distribution are usually determined through some form of transformation from the standard uniform distribution.

Box-Muller Method Applied to Normal Distribution

Normal distribution is the distribution function chosen for each work package variable of Sydney Metro Project.

The Box-Muller method involving a polar transformation can calculate two standard normal random numbers (Z1 and Z2) from two standard uniform random numbers (U1 and U2)

Z1 and Z2 are the Z-value

2)Carry out a deterministic analysis using the inputs from above

In this calculation example, we will conduct this simulation with 20 iterations based on the input of three-point estimate outcome and deliver a concept of MCS to people.

The output of three-point estimate

Cost Contingency A Cost Contingency B

Mean Value

(Expected Cost Contingency) $7,806,488 $50,950,154

St. Dev $875,236 $4,567,539

The random number extracted from random digit table are 0.94737 and 0.66612

Therefore, the calculation for iteration 1 would be:

The normal distribution variable X can be standardised into Z, which is Z-value

We assume all work package variables are statistically independent and the two risk items A and B are statistically independent

Therefore:

3)Repeat first two stages many times

By using Excel, the following table give the calculation for 20 iteration/realisations:

Realisation U1 U2 Z1 Z2 Cost Contingency ACost Contingency B Total Contingency 1 0.94737 0.66612 -0.16539 -0.28421 $7,661,729.51 $49,652,007.94 $57,313,737.45 2 0.30712 0.99708 1.53631 -0.02819 $9,151,119.08 $50,821,396.75 $59,972,515.83 3 0.31567 0.88239 1.12249 -1.02281 $8,788,931.48 $46,278,446.88 $55,067,378.37 4 0.6607 0.26179 -0.06738 0.90795 $7,747,511.98 $55,097,243.82 $62,844,755.80 5 0.46724 0.17696 0.54647 1.10598 $8,284,782.15 $56,001,757.34 $64,286,539.50 6 0.77869 0.57805 -0.62395 -0.33313 $7,260,387.16 $49,428,575.84 $56,688,963.00 7 0.00546 0.11108 2.47327 2.07450 $9,971,184.39 $60,425,502.69 $70,396,687.08 8 0.13863 0.00022 1.98794 0.00275 $9,546,400.37 $50,962,705.26 $60,509,105.63 9 0.58457 0.4539 -0.99306 0.29597 $6,937,329.40 $52,301,996.85 $59,239,326.25 10 0.27685 0.80812 0.57234 -1.49699 $8,307,420.88 $44,112,584.14 $52,420,005.02 11 0.9108 0.77755 0.07445 -0.42582 $7,871,653.58 $49,005,216.93 $56,876,870.52 12 0.75117 0.90035 0.61297 -0.44329 $8,342,984.27 $48,925,387.38 $57,268,371.65 13 0.6113 0.01159 0.98951 0.07219 $8,672,540.15 $51,279,864.74 $59,952,404.89 14 0.11449 0.40531 -1.72422 1.16688 $6,297,388.21 $56,279,905.46 $62,577,293.67 15 0.5916 0.11634 0.76285 0.68404 $8,474,159.79 $54,074,539.12 $62,548,698.91 16 0.03337 0.72573 -0.39612 -2.57746 $7,459,790.24 $39,177,517.76 $46,637,308.00 17 0.78804 0.56406 -0.63507 -0.27038 $7,250,654.78 $49,715,201.18 $56,965,855.96 18 0.1719 0.60906 -1.45300 -1.18764 $6,534,773.05 $45,525,568.13 $52,060,341.19 19 0.6493 0.94107 0.86638 -0.33631 $8,564,777.62 $49,414,066.32 $57,978,843.95 20 0.41415 0.22558 0.20293 1.31220 $7,984,102.38 $56,943,684.61 $64,927,786.99

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4)Collect relevant statistics on the required outputs

The probability that the total contingency of these two risk items will be less than $64,000,000 can be obtained by determining the proportion of realisations where this occurs. It occurs in realisations 1,2,3,4,6,8,9,10,11,12,13,14,15,16,17,18, and19 so the probability of the contingency under $64,00,000 is 85%.

The mean for the expected contingency cost on the project is $58,526,639.48

And other statistic outputs are summarised in the table below:

Statistics Total cost contingency of two risk items chosen

Mean $58,526,639.48

St.Dev

$5,218,174.18

Min

$46,637,308.00

Max

$70,396,687.08

P(X<$64,000,000)

85%

The contingency value probability distribution also can be created by selecting those 20iteration outcome calculated by hand.

Figure 6: Two Risk Contingency Probability Distribution (20 simulations)

Real Simulation by Computer for Two Risk Contingency

By applying Excel @Risk 8, the performing of Monte Carlo Simulation for 10,000 realisations being set as the number of repeated simulation runs can be automatically achieved. (This process performed by computer is the same with the 20 simulations above)

The whole statistics table generated from this simulation is shown in table 1.

Table 1: The output statistics data of MCS for 10,000 iterations

The main outcome of simulation can be extracted from the whole table and is demonstrated in

table 2.

Table 2: Statistic outcome table

Statistics Total cost contingency of two risk items chosen

Mean $58,827,444.25

St.Dev

$4,652,086.56

Min

$42,054,788.57

Max

$76,788,304.38

P(X<$58,819,225.69) P(X<$64,767,084.37)

50%

90%

According to the table, the expected total cost contingency of those two risk items is $58,827,444.25. For these two risk items, there will be 50% chance to generate cost contingency under $58,819,225.69 and 90% chance to generate cost contingency under $64,767,084.37 on the Sydney Metro Project.

The bell-shaped curve of the probability distribution of cost contingency derived from 10,000 simulations shown in figure 7 and 8 are also obtained from MSC run.

Figure 7: Cost Contingency Value and Probability Distribution

Figure 8: Cumulative Cost Contingency Value and Probability Distribution

From the distribution curve, it indicates that this project has the capability of achieving those cost contingency under $66,556,748.75 with a 95% confidence level and there will be only 5% chance to generate cost contingency more than $66,556,748.75.

Appendix G: Total Cost Estimation and Comparison

Initial calculation for all work package cost of mean value and standard deviation.

By using 10000 runs Monte Carlo Simulation in computer, statistics and probability distribution are obtained.

Cost Code Best case(a) Most Likely(m) Worst Case(b)

Expected Value =(a+4m+b)/6 SD=(b-a)/6 First Simulation

1.1.1 $602,456.00 $1,000,000.00 $1,698,234.00 $1,050,115.00 $182,629.67 $965,504.56 1.1.2 $980,354.00 $1,500,000.00 $2,012,475.00 $1,498,804.83 $172,020.17 $1,310,284.21 1.1.3 $4,602,000.00 $5,000,000.00 $5,798,243.00 $5,066,707.17 $199,373.83 $4,849,977.02 1.1.4 $598,756.00 $1,000,000.00 $1,498,567.00 $1,016,220.50 $149,968.50 $910,829.46 1.1.5 $689,132.00 $1,000,000.00 $1,500,000.00 $1,031,522.00 $135,144.67 $904,927.68 1.2.1 $423,987.00 $1,000,000.00 $1,698,423.00 $1,020,401.67 $212,406.00 $1,385,544.96 1.2.2 $1,586,784.00 $2,000,000.00 $2,432,987.00 $2,003,295.17 $141,033.83 $1,989,038.20 1.2.3 $2,723,458.00 $3,000,000.00 $3,786,453.00 $3,084,985.17 $177,165.83 $2,940,118.67 1.2.4 $2,549,837.00 $3,000,000.00 $3,685,374.00 $3,039,201.83 $189,256.17 $3,120,514.53 1.2.5 $560,987.00 $1,000,000.00 $1,402,900.00 $993,981.17 $140,318.83 $1,005,146.00 1.2.6 $5,897,645.00 $10,000,000.00 $14,000,000.00 $9,982,940.83 $1,350,392.50 $10,874,627.54 1.2.7 $2,703,857.00 $3,000,000.00 $3,394,865.00 $3,016,453.67 $115,168.00 $2,713,966.19 1.2.8 $8,800,000.00 $15,000,000.00 $21,000,000.00 $14,966,666.67 $2,033,333.33 $14,850,787.99 1.2.9 $1,703,984.00 $2,000,000.00 $2,439,245.00 $2,023,871.50 $122,543.50 $2,143,771.63 1.2.10 $598,567.00 $1,000,000.00 $1,675,987.00 $1,045,759.00 $179,570.00 $1,133,684.80 1.2.11 $449,987.00 $500,000.00 $547,890.00 $499,646.17 $16,317.17 $513,599.09 1.2.12 $470,998.00 $500,000.00 $589,098.00 $510,016.00 $19,683.33 $500,117.62 1.3.1 $37,983,459.00 $40,000,000.00 $43,897,432.00 $40,313,481.83 $985,662.17 $41,194,715.56 1.3.2 $47,400,000.00 $50,000,000.00 $54,908,657.00 $50,384,776.17 $1,251,442.83 $48,447,074.69 1.3.3 $7,989,808.00 $10,000,000.00 $13,987,343.00 $10,329,525.17 $999,589.17 $10,168,390.55 1.3.4 $42,998,442.00 $50,000,000.00 $59,485,756.00 $50,414,033.00 $2,747,885.67 $50,018,876.47 1.3.5 $167,987,000.00 $200,000,000.00 $245,008,909.00$202,165,984.83$12,836,984.83$192,534,281.51 1.3.6 $80,111,222.00 $87,000,000.00 $96,666,666.00 $87,462,981.33 $2,759,240.67 $86,783,187.99 1.3.7 $3,989,000.00 $5,000,000.00 $6,345,890.00 $5,055,815.00 $392,815.00 $4,795,151.63 1.3.8 $220,498,000.00 $270,000,000.00 $315,890,567.00$269,398,094.50$15,898,761.17$284,394,875.55 1.3.9 $23,000,000.00 $30,000,000.00 $38,909,444.00 $30,318,240.67 $2,651,574.00 $31,205,127.03 1.3.10 $240,194,589.00 $300,000,000.00 $356,000,345.00$299,365,822.33$19,300,959.33$297,285,327.25 1.3.11 $712,345,086.00 $750,000,000.00 $785,023,483.00$749,561,428.17$12,113,066.17$748,812,126.50 1.3.12 $334,123,049.00 $395,000,000.00 $479,576,345.00$398,949,899.00$24,242,216.00$368,889,643.03 1.3.13 $61,234,987.00 $70,000,000.00 $76,098,312.00 $69,555,549.83 $2,477,220.83 $73,497,141.33 1.3.14 $71,000,000.00 $80,000,000.00 $89,000,000.00 $80,000,000.00 $3,000,000.00 $79,184,009.27 1.3.15 $76,832,456.00 $100,000,000.00 $143,098,475.00$103,321,821.83$11,044,336.50 $91,314,036.68 1.4.1 $4,312,456.00 $5,000,000.00 $5,895,786.00 $5,034,707.00 $263,888.33 $4,988,689.03 1.4.2 $4,784,123.00 $5,000,000.00 $5,364,988.00 $5,024,851.83 $96,810.83 $4,973,522.75 1.4.3 $2,234,987.00 $3,000,000.00 $3,790,999.00 $3,004,331.00 $259,335.33 $2,840,035.27 1.4.4 $2,475,869.00 $3,000,000.00 $3,567,965.00 $3,007,305.67 $182,016.00 $3,283,335.25 1.4.5 $677,098.00 $1,000,000.00 $1,500,212.00 $1,029,551.67 $137,185.67 $1,093,203.06 1.5.1 $902,899.00 $1,500,000.00 $2,098,787.00 $1,500,281.00 $199,314.67 $1,538,809.61 1.5.2 $14,909,808.00 $20,000,000.00 $26,987,767.00 $20,316,262.50 $2,012,993.17 $18,425,103.75 1.5.3 $15,043,989.00 $20,000,000.00 $24,564,859.00 $19,934,808.00 $1,586,811.67 $19,906,378.22

It indicated that the cost amount of $2,552m is more likely to cover the total project cost including contingency reserve with the coverage level up to 90%.

The probability distribution comparison between total cost estimation including risk contingency and total cost estimating without risk consideration is shown next.

By analysing the probability distribution curve, it can be noted that the risk effect on the cost of whole Sydney Metro Southwest project. It means that there will be 0% chance to generate total project cost under $2,310m when the risk contingency factor is taken into account in this project.

Appendix H: Random Digits:

Appendix I: Risk Register

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Appendix J: Legal and Other Requirements(Examples Listed)

Legal and Other Requirements Summary of Obligations

Environmental Planning Legislation Relevance to the Project / Notesand System

Environmental Planning and Assessment Act 1979 (EP&A Act)

Local Government Act 1993 Local Government (General) Regulation 2005

Roads Act 1993 Roads Regulation 2018

Soil Conservation Act 1938

Environment Protection and Biodiversity Conservation Act 1999(Cwth)

This Act establishes a system of environmental planning and assessment of developmentproposals for the State.

High Relevance

The development consent conditions and obligations are incorporated into the specificationdocuments JHLOR’s CEMP.

The Local Government Act and Local Government (General) Regulation provide a legal framework for an environmentally responsible system of Local Government including theresponsibility to administer various regulatory systems (e.g. Environmental Planning, Development Consents and Conditions of Approval).

No Relevance

The project is approved under Part 5.1 of the EP&A Act.

This Act and Regulation primarily provide for such things as the opening and closing of public roads, identification of road boundaries and road widening, road levels, classification of public roads,roadwork, protectionofpublic roadand regulation of traffic, regulation of work, structuresand activities.

Medium Relevance

This actgoverns Road Occupancy Licences (ROL) that will be required for works on and round roads. An ROL cannot be refused to carry out works required under an SSI approval as per Section 115ZH of the EP&A Act.

This Act makes provision for the conservation of soil resources, farm water resources and the mitigation of erosion. The Act is binding on the Crown, however the Crown is not liable for prosecution. The Act provides for notification in the government gazette catchments whereerosionisliabletocausedegradation of rivers; lakes etc. (i.e. protected land).

No Relevance

This Act has low relevance as the SMC site is not located within “protected land”. Further, such notification has not been given tothe owner of the land.

The main purpose of this Act is to provide for the protection of the environment especially thoseaspects that are of national environmental importance and to promote ecological sustainable development. The Act binds the Crown. Do not take, use, keep or interfere with “nationally

No Relevance

This Act is of little relevance to SMC as it has been determined significant” cultural and natural resources, protected wildlife and protected plants withoutApproval. not to trigger the provisions of the Act.

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Land and Environment Court Act 1979

Greenhouse Gas (GHG) Emissions National Greenhouse and Energy Reporting Act 2007

Contaminated Land Legislation

Contaminated Land ManagementAct 1997

Fire Control Legislation

Rural Fires Act 1997

Hazardous Substances Legislation

The Land and Environment Court is constituted under this Act. The jurisdiction of the Court is divided into numerous classes. The relevant classes for the project covers matter such as the prosecution for offences under various environmental legislation and to appeal against conditionsof approvals, permits or orders.

Low Relevance

The relevance of this Act would only apply to work under the contract if JHLOR were prosecuted for an EnvironmentalOffence.

Corporations emittingmorethan 50kT ofcarbondioxide equivalentunitsare required to registerand report their Scope 1 and Scope 2 emissions for all Facilities in which they have OperationalControl. Facilities emitting more than 25kT of carbon dioxide equivalent units must register and report Scope 1 and Scope 2 emissions.

High Relevance

Laing O’Rourke Australia and John Holland are registered entities under this Act. As such, where Laing O’Rourke or John Holland has Operational Control,the Scope 1 and Scope 2 emissions associated with the project must be reported. This includes the collation and reporting of subcontractors site emissions.

This Act provides for a process to investigate and remediate land that has been contaminated andpresents a significant risk of harm to human health. Section 60 of the Act isa “Duty to ReportContamination”. This duty applies to owners of land and persons who become aware their activities have contaminated the land.

Medium Relevance

The relevance of this Act to the contractor will be in the event suspected or potentially contaminated ground is found during construction activities.

This Act is intended to prevent, mitigate and suppress bush and other fires. It places a duty on JHLOR as the occupier of the site to extinguish fires during bush fire danger periods or if unableto do so notify appropriate firefighting authorities of the existence of the fire and its location.

Low Relevance

The SMC project site and surrounding areas are within bushfire prone determined land.

272

Environmentally Hazardous Chemicals Act 1985

Dangerous Goods (Road and Rail Transport) Act 2008

Other Legislation Australian Heritage Council (Consequential & Transitional Provisions) Act 2003 Australian Heritage Council Act2003 (Cwth)

Aboriginal and Torres Strait Islander Heritage Protection Act1984 (Cwth)

This Act prohibits the manufacturing, processing, keeping, distributing, conveying, using, sellingor disposing of an environmental hazardous substance or waste (prescribed activity) except under the provisions ofa chemicalcontrol or alicence. TheEPA is required to prepareinventoriesof environmentally hazardous substances and declared chemical wastes.

Low Relevance

It is not anticipated any environmentally hazardous substances or declared chemical waste will be used or stored on the site. The Act therefore has little relevance to the site other than being aware of the existenceof registers of declared chemical wastes and environmentally hazardous substances.

The purposeof thisAct is to regulate thetransportofDangerous Goods by road andrail inorderto promote public safety and protect property and the environment. The transport of DangerousGoods is required to be appropriately licensed (both vehicle and driver). Depending on the quantities being transported, the Act outlines specific requirements for including appropriate placards on the transport vehicle, emergency procedures, PPE, manifest documentation and fire extinguishers.

High Relevance

The relevance of the Act is in respect to the transport of dangerous good to & from the site. The project will require the use of a variety of dangerous goods. JHLOR will need to reviewand ensure Dangerous Goods requirements are addressed where transported by its vehicles, plant and equipment.

The Australian Heritage Council (Consequential and Transitional Provisions) Act 2003 repealedthe Australian Heritage Commission Act 1975. The Australian Heritage Council Act 2003 establishes the Australian Heritage Council. The Council is required to identify places to be included in the National Estate and to maintain a Register of the National Estate of places.

No Relevance

The site is not on Register of the National Estate of places.

This Act provides for the preservation and protection from injury or desecration to areas and objects of particularsignificancetoAboriginals.AreasandobjectscanbeprotectedbyMinisterialDeclaration and it is then and offence to contravene such a declaration.

No Relevance

No areas or objects within the works site have been identified asbeing subject to such a declaration and this Act is of little relevance to the project.

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Appendix K: Health, Safety and Environmental System(HSEMS)

The subcontractor company is certified with SciQual

An outline of the LOR HSEMS is provided below.

Appendix L: Environmental Policy

A Joint Venture (JV) Environmental Policy has been produced for the project. The Policy states the following;

Sydney Metro Environmental&Sustainability Policy:

278