how to fix the problem . “ We weren ’ t just pointing a finger at the contractor to improve safety performance ,” explains Kelly . “ We wanted feedback to learn what it was about our framework that was causing this .” A number of interventions were designed to collectively fix a number of issues but the main problem was that the commercial model in place was driving the tier one contractors towards a heavily subcontracted model . “ We were pushing a lot of risk on the subcontractors , and their way of managing that was passing that risk on to their subcontractors ,” he explains . “ We were seeing a highly transient workforce across all of our projects , with three or four levels of subcontractors on some of our work sites . Basically , you never knew what you were going to get on site in terms of people turning up with the right behaviour and mindset in such a high-risk environment .”
Melbourne Water set about changing that , which led to retendering the framework in 2017 with a view to reducing subcontracting levels to nominated like-minded companies while keeping trusted consortia like the JHG-KBR
“ We push each other to achieve zero harm and produce quality projects second to none . Our team is accustomed to the diversity that Melbourne Water projects bring along with the collaborative and inclusive partnership we all feel is a recipe for success ”
— David Harry , Director , Delcon Civil
joint venture and Downer / Abergeldie / Stantec ( this Safety Focused Performance joint venture also includes Downer ) to deliver the bulk of the framework . “ We also switched to a selfperformed model on the lower end of our capital delivery framework for projects below $ 2mn ,” says Kelly . “ We targeted smaller contractors with the means to self-perform to come together . AquaMetro Services started off delivering around $ 20mn in its first year . Last year , it delivered $ 33mn of total work for us . In the first two years
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