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Client leadership on a Mega Infrastructure Project: Lessons from Regional Rail Link
Kevin Jones and Anne Taylor
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Regional Rail Link Authority (RRLA) • ‘Administrative Office’
RRLA Leadership Team • Inspire exceptional safety performance • Establish a Safety Legacy for Industry
RRLA recognised and embraced the opportunity to influence industry
• ‘Mega Project’ as the catalyst
Introduction
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RRLA adopted • Non-adversarial approach with contractors
• Active support with internal delivery and contractor safety teams
• Advanced collaborative and leadership processes
The Vision required; • Unified commitment from all parties
• Trust and transparency
Introduction
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Regional Rail Link: Work Package Allocation
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Key Leadership Elements • Risk Management • Systems • Contractor Management Strategy (Safety) • Resources • Training • Procurement • Workforce/Contractor Safety • Governance • Interface/Synergies
What Did We Actually Do?
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• Comprehensive safety information & support during tender process
• Shortlisted Tenders – selection of Top 20 Risks
• Client Safety Representation – Tender Briefings
• RRLA & WP Contractor led Safety Risk Workshops • Ongoing Maintenance – ensured targeted resources
Risk Management
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• Purpose Built Safety Management System Complex Project Different Contract Delivery Models
• Formal Due Diligence Reporting Processes
• Safety Objectives • Safety as a “Core Value” • Exceptional Safety Performance • Innovation • Collaboration
Systems
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• Responsibilities and obligations in all contractual arrangements
• Principal Contractor nomination & change
• Clarity of ‘Client’ responsibility
• Tools for RRLA leaders to use to respond to any safety issues.
• Key Result Areas (KRA’s) - commercial contractual framework
Contractor Management Strategy (Safety)
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• Early involvement of RRLA Safety Team
• Level of safety resources related to risk
• Minimum competencies specified in contract documents
• Competence increased prior to peak periods
• Safety presence and oversight increased, when needed
Resources
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• RRLA Safety Training Competence Building
Programs Beyond Zero Harm Contractor Management
• Leadership Team Involvement
• Consolidated Safety Induction
• Crisis Management Training including mock scenarios
Training
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• Meaningful evaluation of proponent submissions
• Tender documents to include safety management expectations
• OFSC Accreditation of project participants
• Potential safety legislation change - early in project
• A collaborative approach on rail safety legislation and interface requirements
Procurement
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• RRLA’s Non-adversarial Approach
• Works Commencement Checklist
• Collaborative Approach – Safety Programs and Initiatives
Workforce/Contractor Safety
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Workforce/Contractor Safety
• Collection, Analysis and Trending of Incident Data
• RRLA contractor monitoring programs
• Quarterly RRL Safety Forums
• Strong relationship between safety and communications teams
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• Knowing What is Required
• Independent Health and Safety Management Plan Audits
• Due Diligence Checklist
• Leadership Team and Board Updates
• 1800SAFERL
Governance
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• Joint Co-ordination Committee
• Safety Subcommittee and
• Construction Safeworking Subgroup
• Extraordinary Workshops
• RRL Safety Initiatives Register
• RRL Safety Alert Register
Interface/Synergies
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RRL Statistics – to 31 July 2014
Project to Date
Hours Worked 13.5m
Lost Time Injury Frequency Rate (LTIFR) 0.7
Total Recorded Injury Frequency Rate (TRIFR) 10.7
Consulta=on & Communica=on Events (Toolbox & Pre-‐Start) 32,220
Safety Inspec=ons (Safety Observa=ons & Site Surveillance) 38,456
Formal Safety Audits 516
Safety Induc=ons 17,267
SWMS Reviewed and Amended 3,699
Alcohol Tests 8,633
Drug Tests 1,433
Note: Main contract works commenced July 2012. :
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“From inception, the Regional Rail Link Authority’s Leadership and Safety Teams set out to inspire exceptional safety performance on RRL that would be recognised throughout the industry for years to come”.
“We believe we achieved all of this and more!”
Our Approach