SSD 9835 Sydney Football Stadium Redevelopment Section 4

This Plan is the property of John Holland and may not be copied, distributed or used without the written consent of John Holland

SSD 9835 Sydney Football Stadium Redevelopment Section 4.55 Modification - Sydney Roosters Centre of Excellence (MOD 6)

DRAFT Construction Management Plan

Revision No: B Document Number: SFS-JHG-00-PLN-PM020000 Page 2 of 26

When printed this document is an uncontrolled version and must be checked against the IMS electronic version for validity

Rev Date Prepared By Reviewed By Approved By Remarks

1 05/05/2021 S Gorr Draft for SSD DA Section 4.55 modification

1 11/05/2021 S Gorr Draft for SSD DA Section 4.55 modification



Table of Contents

SSD 9835 Sydney Football Stadium Redevelopment Section 4.55 Modification - Sydney Roosters Centre of Excellence (MOD 6) ............................................................................... 1

DRAFT Construction Management Plan ............................................................................... 1

Table of Contents ................................................................................................................... 3

1. Revisions and distribution ................................................................................................ 5

1.1. Revisions 5

2. Compliance matrix - To be Updated once Contract is Signed ....................................... 6

3. References, definitions and abbreviations ...................................................................... 8

3.1. Definitions and abbreviations 8

3.2. References 9

4. Introduction ..................................................................................................................... 10

4.1. Purpose and application 10

4.2. Project overview 10

4.3. Project organisation structure 11

4.4. Workforce requirements 12

4.5. Major stakeholders 12

4.6. Key project issues 12

5. The site ............................................................................................................................. 12

5.1. SFSR Site locality 12

5.2. SFSR SRCoE Site 13

5.3. Site Establishment Plan 13

5.4. Traffic and pedestrian management 17

5.5. Environmental controls 20

6. Construction methodology ............................................................................................. 21

6.1. Early Works 21

6.2. Excavation and shoring 21

6.3. Piling and existing foundations 21

6.4. Structural Works 21

6.5. Façade 21

6.6. External Works 23

7. Plant and equipment / materials handling ..................................................................... 23

7.1. Deliveries and laydown areas 23

7.2. Storage areas 24



7.3. Forklifts/Telehandlers 24

7.4. Rubbish removal 24

8. Building access and safety ............................................................................................. 24

8.1. Scaffolds 24

8.2. Stairs 25

8.3. Builder’s lifts 26



1. Revisions and distribution

1.1. Revisions

Draft issues of this document are identified as Revision 1, 2, 3, etc. Upon initial issue (generally Contract Award), this will be changed to an alphabetical revision. Revisions will continue at Revision A, B, C etc.

1.1.1. Distribution list

Savilles Electronic copy via Email

Design Director Access to electronic copy in Aconex

All Project Personnel (only as required) Access to electronic copy in Aconex

The controlled master copy of this document is maintained on Aconex and available for distribution as required. All hard copies of this document are deemed to be uncontrolled.



2. Compliance matrix - To be Updated once Contract is Signed

The following compliance matrix demonstrates the alignment of this John Holland management plan with full understanding of requirements under the general conditions of contract.

Table 1: Compliance matrix

Construction Management Plan requirements Section reference

(a) The Contractor must develop, implement and maintain a Construction Management Plan which identifies how the Contractor will comply with the requirements of the Contract

(b) The Construction Management Plan must, as a minimum, address and detail:

This document

(i) the construction team organisational structure including:

(A) construction personnel including Key Personnel;

(B) authority and roles of construction personnel including Key Personnel

(C) roles and lines of responsibility and communication

(D) the minimum skill levels of each role; and

(E) interfaces with overall project organisation structure.

4.3, 4.4

(ii) how design performance and durability requirements are to be addressed and satisfied during construction;

To be completed upon award. Also see Design Management Plan

(iii) construction methods and planned resource levels; 6

(iv) detailed staging diagrams to show visually how the Stadium Works will be built.

Attached separately

(v) technical specifications and construction standards applicable to each construction element and package

See standards and codes

(vi) construction program development, monitoring, review and management Completed separately

(vii) construction documentation applicable to each construction package See Design Management Plan

(viii) processes for the development and management of work method statements;

See Safety, Environmental and Quality Management plans

(ix) processes for construction risk mitigation and management 6,7 and further developed upon award

(x) access to the Site and affected properties 5.1, 5.2

(xi) in a schedule, the necessary property works and utility service works 3, 4

(xii) processes for the development and storage of "As Built" information and document requirements;

See Design Management Plan

(xiii) provision of up-to-date information to the Principal's Authorised Person as required by the Contract;

Available upon award

(xiv) management of safety and incidents during construction including reporting of incidents and near misses;

6

(xv) interfaces with other Contractor's Project Plans DMP

(xvi) procurement and subcontractor management strategies; This document



(xvii) in a schedule, the required Approvals and Certifications and a process and program for obtaining those approvals and certification;

To be completed upon award

(xviii) safe processes for each element of work, and how outcomes in the Design Management Plan are to be incorporated into construction to ensure these outcomes are achieved; and

6, 8

(xix) maintenance methods for temporary facilities and equipment to be used during construction.

5.2, 6.1, 6.5, 7

(c) the Construction Management Plan must be further developed and updated:

Updated upon any major change in method of construction

(i) for changes in design or construction sequence, staging, methodology “

(ii) to take into account progress of the Contractor's activities “

(iii) for changes in access to the Site; and “

(iv) to take into account changes directed by the Principal under the Contract “



3. References, definitions and abbreviations

3.1. Definitions and abbreviations

Definitions and abbreviations to be applied to this Construction Management Plan are listed below.

Table 2: Definitions and abbreviations

Term/Abbreviation Definition

Aconex Web-based application for managing correspondence, document and drawing control, and design management functions.

AMP Asbestos Management Plan

AMS Activity Method Statement is a planning process to determine detailed methodology which breaks down and analyses individual WRA work elements. Also referred in industry as Work Method Statement (WMS), Work Pack and/or Safety Activity Pack.

Busby's Bore A significant State Heritage water source listed on Sydney Water’s Section 170 Heritage and Conservation Register underground of the site's north east.

Client (Principal) The party to whom John Holland is contracted for a project. For this project, the Client is Infrastructure New South Wales.

Client’s Representative

The person appointed by the Client to perform the duties as ‘Superintendent’ defined in the Contract.

CMP Construction Management Plan - this document

Consultant The Consultant who has been engaged by John Holland to perform the design, preparation of detailed ‘For Construction’ documentation and necessary certification to meet contractual requirements.

DBYD Dial Before You Dig referral service for information on the location of underground infrastructure.

ENM Excavated Natural Material that can be re-used.

Ferrule A metal (or other material) band used for joining reinforcement

GSW General Solid Waste

IMS Integrated Management System is JH’s overall management system built on an integrated business process platform which the Quality System is part of.

ICT Information and Communications Technology

ITP Inspection and Test Plan – defines the steps to be taken to check and verify an activity or product

JHET John Holland Event Tracker, a web-based application for managing the registration, documentation, notification, monitoring and closing of Safety, Quality & Environmental events.

Mp1 The former SFS members car parking facility

NDD Non-Destructive Digging

NOR Notice of Requirements (Sydney Water)

OSD Onsite Stormwater Detention

Packers A type of shim (piece of material used to fill small gaps or spaces between objects)



PP Process Procedure – A work instruction, which details the technical/engineering/safety/quality/environmental methodology for a particular activity

Plats Precast concrete seating elements commonly used for stadium work

Project Pack Web (PPW)

Web-based database for managing the planning, documenting, notifying, monitoring and closing of construction activities covering Contract Administration, Procurement, Subcontracting, Materials, Work Lots, Plant and Equipment, Site Diaries, Project Reporting, HSEQ Risks, Systems Monitoring and Completion.

P/T Post-Tensioning

Raker Diagonal shore used to give stability to walls or entire structures

SCG Sydney Cricket Ground

SFS Sydney Football Stadium

SFSR Sydney Football Stadium Redevelopment Stage 2

Shims A thin piece of material used to fill small gaps or spaces between objects. Typically used in order to support, adjust for better fit, or provide a level surface.

Subcontractor Any company, body or person who is contracted to John Holland for the purpose of supplying plant and/or services. Categories such as manufacturer, fabricator and supplier are considered Subcontractors.

System Element The administrative activities that need to be implemented and controlled to ensure that the product or service meets quality requirements

The Project Sydney Football Stadium Redevelopment Stage 2

VENM Virgin Excavated Natural Material

Witness Point (WP) A point in a construction or verification process at which an activity is to be observed.

Workplace Risk Assessment (WRA)

Workplace Risk Assessment (high level risk assessment conducted on workplace and broken down into work components for the purpose of identifying system, training, legislative, high level physical action and the identification of further detailed planning and risk assessment activities).

3.2. References

▪ Head Contract No: To Be Updated Once Contract is Signed

▪ Relevant Australian and International Standards as identified in the Project Brief and design documentation;

▪ Relevant Acts, Regulations, Codes and Ordinances.



4. Introduction

4.1. Purpose and application

The purpose of this draft construction methodology plan (CMP) for the proposed Sydney Football Stadium Redevelopment - Sydney Roosters Centre of Excllence (SFSR SRCoE), which is yet to be awarded to a contractor.

4.1.1. Objectives

The objective of this draft CMP is to clearly articulate and document the key elements of construction planning for each of the construction phases. This is done to give the future construction team a clear reference point when they commence detailed construction planning. This draft CMP serves as a baseline document for future reference and will be developed further upon successful contract award for SFSR.

4.2. Project overview

4.2.1. Project description

In November 2017, the NSW Government announced its commitment to building a new 40,000 to 45,000 seat rectangular stadium on the site of the existing Allianz Stadium. The site forms part of the SCG Trust Precinct, comprising the existing Allianz Stadium and adjacent Sydney Cricket Ground (SCG), and is also part of the wider Moore Park sports and entertainment precinct, which is a key contributor to the NSW economy and a significant cultural asset.

The vision for the new stadium is to develop the SCG Trust Precinct into an exceptional sporting, entertainment and cultural precinct, that is recognised and attracts events on a local, regional and international scale.

As part of this development, the Sydney Roosters Rugby League Club (Sydney Roosters or Club) and Venues NSW have agreed that the Club will become a long-term tenant of the SFS, with its Centre of Excellence located in ~2,180 sqm of space in the eastern mezzanine.

4.2.2. Site condition

As part of the contracted SFSR scope, John Holland will have created a cold shell space in the eastern mezzanine and, as fit-out contractor, John Holland will inheret the space as follows:

• Concrete Floor

• External facades (glazed and concrete)

• Services provided to connect to eastern mezzanine

• Fire Services

4.2.3. Critical path

There are no items that are considered to be on the criticial path. However, the most efficient manner is to align the the SFSR SRCoE program to the wider SFSR program.

4.2.4. Design and planning approvals

4.2.5. It is envisaged that John Holland will commence site works once it is has agreed a construction contract with the Sydney Roosters and INSW has advised that the SSD DA Modificiation has been approved. In the unlikely event that John Holland is not appointed as contractor, the successful contractor will be required to preapre an alternate CMP. Client

SFSR SRCoE is a Sydney Roosters fit-out.

4.2.6. Scope



The fit-out works include all work necessary for the design, construction, completion and receipy of occupation certificate for the SFSR SRCoE. This will include the following key scope items:

• A publicly accessible zone comprising reception and welcome space, amenities, and storage;

• High performance facilities accommodating a gym and wrestle area, sports science, aquatic recovery and hydrotherapy rehabilitation uses, team briefing space, medical/treatment spaces for physiotherapy, rehabilitation and strapping (for the players and training squad), changerooms, lockers, boot storage, and amenities for both male and female players;

• lecture theatre and media rooms;

• club dining facilities for the exclusive use of the Sydney Roosters players and staff;

• players’ lounge and kitchenette;

• office and administration services and meeting rooms; and

• associated circulation zones, plant, loading and waste management areas.

4.2.7. Location of Project

Location of Project Manager Office

Design Phase Offsite

Construction and Commissioning Phase Onsite

Defects Maintenance Phase Small demountable offices and staff accommodation

4.2.8. Location conditions

No significant location issues present themselves on the Project, other than those listed below:

• Part of an existing stadium build

• Interaction with surrounding stakeholders

• Game day public and traffic – event mode

• SCG.

John Holland understands that the SCG precinct is an active sporting, cultural and economic driver for Sydney and is committed to minimising the impact of SFSR and SFSR SRCoE works on these operations.

4.3. Project organisation structure

4.3.1. Organisational chart - Concourse Buildings



TBC

4.4. Workforce requirements

TBC

4.5. Major stakeholders

The major stakeholders for the Project are as follows:

• Sydney Roosters

• Venues NSW

• Infrastructure NSW

4.6. Key project issues

John Holland considers the following to be key issues for the construction of SFSR R CoE:

• Implementation of John Holland’s safety, quality and environmental risk management requirements to ensure safe execution of the project

• Approvals management, particularly obtaining the approvals necessary to commence work to gain access to work areas

• Ensuring designs are buildable in areas with restricted site access

• Intergrating SFSR SRCoE fit-out prgram with the overall SFSR program.

5. The site

5.1. SFSR Site locality

Figure 1: SFSR site



The site is located to the south of Moore Park Road and to the east of Driver Avenue.

5.2. SFSR SRCoE Site

5.3. Site Establishment Plan

5.3.1. SFSR Site security

The SFSR site (which will include SFSR SRCoE) will be secured via a combination of A class style hoardings, chainwire fencing and traffic/pedestrian gates. Security guards will be placed at Gate 2 to ensure compliance. Additional guarding will be implemented during events to prevent unauthorised access.

5.3.2. Site access

Site access will be maintained as shown in Figure 2: Site access, with each gate given a designated purpose:



Figure 2: Site access

Table 3: List of SFSR gates

Location No of Traffic Controllers

Start Finish Use

Gate 1 None Jan 20 Jun 22 Primary pedestrian / visitor gate

Gate 2 2 Jan 20 Jun 22 Primary vehicle entry / exit gate

Gate 3 a, b & c 1, when in use Variable Jun 22 Exit gate & for special permit deliveries (large loads)

Gate 4 None Feb 20 Jun 22 Internal Haul Rd, will be customer facing in event mode

Gate 5 None Feb 20 Jun 22 Internal Haul Rd, will be customer facing in event mode

Gate 6 1, when in use Feb 20 Jun 22 Small hand delivery, utes etc

Gate 7 None Feb 20 Jun 22 Small hand delivery, utes etc

Gate 8 None Jan 20 Jun 22 Emergency Exit gate



5.3.3. Site accommodation

Site accommodation for SFSR has been centralised to the west to ensure all facilities are kept in one location and ease both establishment and demobilisation. The SFSR site office will be in this same location throughout the SFSR and SFSR SRCoE construction periods.

Anticipated maximum site attendance is approximately 700. This peak is expected to occur in Q4 2021 and Q1 2022, meaning that shedding can be progressively added to the site during construction.

The location intended for site accommodation will be left until completion and then de-mobilised to reduce costs and logistical issues. Site accommodation is shown in Figure 3: Site accommodation:

Figure 3: Site accommodation



5.3.4. Site offices

SFSR site office layout (incorporating SFSR SRCoE) is shown in Figure 4. This office will manage all site-based activities and include meeting rooms that will be able to hold all regular design meetings and host client related matters. All project designers will be based in this office, ensuring that all team members are under one roof in a collaborative environment. Key consultants will also be co-located in the John Holland project office.

Figure 4: SFSR office Layout



5.3.5. Construction Worker Transportation Strategy

John Holland has developed a dedicated Construction Worker Transportation Strategy for SFSR (which will incorporate SFSR SRCoE) to minimise the impact of the available parking spaces in the locality and avoid parking on surrounding parklands. This strategy has been developed in consultation with stakeholders to minimise the impact on existing parking arrangements and would apply to the SFSR SRCoE. A project specific Stakeholder Management and Community Engagement plan has been developed to determine best practice in effectively communicating and engaging with all stakeholders for issues including parking arrangements and would also apply to the SFSR SRCoE.

Parking for SFSR is currently available at the Entertainment Quarter, and subcontractors will be encouraged to use public transport where possible.

Site Induction

John Holland will perform site inductions and hold daily toolbox talks with construction workers to ensure that site transportation and parking arrangements are communicated effectively. Workers will also be advised of walking and cycling facilities and safe road crossing locations.

5.4. Traffic and pedestrian management

5.4.1. Traffic management

SFSR SRCoE is off bounding roads, which will limit traffic disruptions. Special deliveries requiring road permits will be scheduled after hours under permit conditions to minimise impact on traffic. John Holland has completed a Construction Traffic and Pedestrian Management Plan (CTPMP) has been endorsed by the Sydney COordinatoion Office. This plan shows pedestrian modelling in event and non-event mode to illustrate how John Holland's strategy for SFSR and SFSR SRCoE construction activities will not adversely events.

The following is a simple table showing SFSR gates and their purposes:

Table 4: SFSR gates

Location No of Traffic Controllers

Start Finish Use

Gate 1 None Jan 20 Jun 22 Primary pedestrian/visitor gate

Gate 2 2 Jan 20 Jun 22 Primary vehicle entry/exit gate

Gate 3 a, b & c 1, when in use Variable Jun 22 Exit gate and special permit deliveries (large loads)

Gate 4 None Feb 20 Jun 22 Internal Haul Road, will be customer facing in event mode

Gate 5 None Feb 20 Jun 22 Internal Haul Road, will be customer facing in event mode

Gate 6 1, when in use Feb 20 Jun 22 Small hand delivery, utes etc

Gate 7 None Feb 20 Jun 22 Small hand delivery, utes etc

Gate 8 None Jan 20 Jun 22 Emergency Exit gate



5.4.2. Pedestrian management

Current pedestrian footpaths will be maintained to Moore Park Road and Driver Road. Accredited traffic controllers will be in place where all vehicle crossings occur when gates are in use (gates three, four, five and six).

Due to the complex hardscaping works occurring towards the end of the Project temporary fencings will be moved to allow works to proceed, these diagrams will be developed later in the Project.

Pedestrian management will be required to gates two, three, five and seven when they are in use. These gates will be opened and closed on a periodic basis by accredited traffic controllers with Traffic Management Plans (TMPs) in place.

Pedestrian management during events is critical. John Holland will manage the SCG facing side of the site to facilitate pedestrian movement during peak periods and provide flexibility for construction activities in non-event mode, allowing the SCG to conduct events with no impact on either party.

5.4.3. Event requirements

It is predicted that the SCG Trust will host SCG Tier 1 and Tier 2 events during SFSR works.

For each SCG Tier 1 and Tier 2 Event the John Holland will comply with Schedule 39 in the General Conditions of Contract and the requirements applicable to that event for:

• (i) Event timings and information

• (ii) Bump-in and Bump-out activities, impacts and timings

• (iii) Handover

• (iv) Site walk

• (v) Disruptive works.

John Holland will ensure that all general and emergency egress paths from the SCG, including the egress path from SCG ‘Gate H’ to Moore Park Road and the SCG Plaza, are safe and handed over to the SCG Trust. John Holland will coordinate a site walk with the SCG Trust as per the timings relevant to the event and rectify any issues identified during the site walk immediately.

For each SCG Tier 1 and Tier 2 Event, John Holland will ensure that noise and dust is minimised, and construction is not visible to patrons from ground level during an SCG event.

5.4.4. Basement vehicle laydown

Vehicle laydown areas will be made available to the basement as areas are stripped of formwork materials. These areas will be used for basement pumping zones, sub-contractor storage etc. Laydown areas are indicated in Figure 5: Basement laydown in red:



Figure 5: Basement laydown



5.5. Environmental controls

John Holland has completed an Environmental Management Plan (EMP) containing the following sub-plans designed to mitigate against the environmental effects of SFSR construction: As the SFSR SRCOE proposal is wholly contained within the eastern mezzanine of the SFS, it is likley that only updates to the following already approved sub-plans will be required:

• Construction Noise and Vibration Management Sub-plan

• Construction Waste Management Sub-plan



6. Construction methodology

6.1. Early Works

6.1.1. Demolition

None required for SFSR SRCoE

6.1.2. Contamination removal


6.1.3. Archaeological investigations


6.1.4. Service diversions


6.2. Excavation and shoring


6.2.1. Earthworks


6.3. Piling and existing foundations


6.4. Structural Works


6.5. Façade


6.5.1. Finishes

John Holland's use of a modular formworks system that will limit propping and material requirements and enable finishes and services trades to access the basement extents earlier in the program, before moving into higher floors.



Major service rooms will commence first, including the main switch rooms, substation, and pump rooms. Walls will be constructed first to allow for vertical cable tray installation for back bone cabling or piping.

Once the main service and riser rooms have been completed, fitout works will begin systematically completing the remaining extent of walls, service rough-ins, risers, and finally corridors. The finishes vary between each floor and will require specific planning for each level.

6.5.2. Basement works general sequence

Not applicable for SFSR CoE

6.5.3. Level one through four (incl mezzanine) works general sequence

When works in the basement are complete, works will move to level one to continue fitout works. Level one finishes will be left to as late as possible in the Project to avoid unnecessary damage. The general sequence of fitout works for the basement is as follows:

Formwork stripped and defects complete

Service rough-in

Walls built for risers or service install

Wet trade (masonry walls)

Wall construction

Service rough-in to walls

Fitout walls

Ceiling construction

Sand/seal walls

Floor finishes

Doors

Painting and signage

Epoxy floors

Commissioning

OC walks

Materials for fitout works will be transported to upper levels via loading platforms or material hoists with waste products removed the same way.

Temporary waterproofing measures will be introduced to ensure unexpected water ingress during works is minimised. High quality finishes for levels one through four including terrazzo floors will be installed and protected, with a final sealer applied as late as possible.

A comprehensive defect process will be co-ordinated with our QA process to ensure project specifications, industry standards and codes are complied with, and John Holland's own internal standards are met or exceeded.

6.5.4. Services

Construction

Services installation will be completed in a controlled zone-by-zone approach. Each installation will be reviewed relative to shop drawings then tested and signed off prior to commencement of finishes trades.

We will prioritise the information and communications technology (ICT) network to ensure early handover of the communications rooms. To achieve this, adequate AV, IT and integrated system commissioning and testing is crucial. The rooms must be complete (including fitout) and



supported by functional environments with stable backed power supply to protect the installed switch gear.

Authority connections are deemed a risk to the program. To eliminate this risk, we intend to use alternative storm water and sewer management to reduce connection upgrade requirements. Where these connections cannot be reduced (e.g. electrical lead ins), these works will need to be started at the earliest convenience. We will submit early approvals with maximum design calculations providing a safety margin. Tracking will be applied to these works for authority approval.

Pre-commissioning

Pre-commissioning will be completed on all systems as agreed in the plan, verified by John Holland through systematic consultant reviews and checks.

We will develop a commissioning plan to identify the steps required to achieve a successful handover. This commissioning plan will be an interactive and transparent document, providing a means to communicate with Infrastructure NSW and other stakeholders. We will update this document on a monthly basis following commissioning group meetings. The document will incorporate all parties' input and provide updates on key activities and milestones.

Commissioning

Upon completion of pre-commissioning activities, commissioning testing will commence with a focus on proofing individual systems and confirming installation has achieved manufacturer and design outcomes.

After completion of successful contractor, builder and consultant testing, we will extend the invitation to Infrastructure NSW for witness testing. Following this, system pairing will begin and follow the same process of contractor, builder and consultant validation prior to client testing.

Once all systems have been paired, John Holland will undertake a building black start test (involving turning off power and running essential services testing under standby power conditions) to guarantee systems reliability. All interfaces to existing buildings and the precinct will be checked and verified at this stage. Taken together, our approach will provide the private certifying authority and local brigade assurance and confidence for handover.

During the commissioning stage, we will provide training to engineering staff. We believe in providing the maintenance staff early access and exposure to equipment wherever possible.

Handover

TBC

6.6. External Works


7. Plant and equipment / materials handling

7.1. Deliveries and laydown areas

John Holland believes that effective management of site logistics is critical for SFSR and the SFSR CoE. This will ensure that local streets are not unnecessarily congested, and trucks are not staged and stored in side streets around the Project.

Delivery gates

SFSR and SFSR SRCoE will be serviced via two major gates: gates two and three. A majority of deliveries will occur via gate two, and gate three will be used as an exit only periodically. The



site will have an internal haul road that provides access to 360 degrees of the bowl and each tower crane loading zone is within this haul road.

7.2. Storage areas

Site storage is critical to an effective materials handling strategy for SFSR. Structure materials storage will be kept on ground level in the carpark adjacent gate two, which is shown in orange in Figure 6: and basement storage will be provided for services, finishes, façade and seats.

Basement storage is located undercover beneath the slab sitting over the works. As this slab will be waterproofed, the area below will be perfect for sub-contractor storage. This basement space has power, lighting, truck and forklift access and access to personnel and material hoists.

Figure 6: Storage areas

7.3. Forklifts/Telehandlers

A combination of counterbalance and merlo style forklifts will be used for the Project, which will primarily operate within the basement and unload and store materials undercover.

7.4. Rubbish removal

Large bins will be centrally located in the loading zone to enable regular changeover. Smaller bins will be used on the floors and will either be taken to hoists and lifts to be pushed to the central bin or taken down via the tower cranes of the loading platforms.

Once at the large central bin, forklifts are equipped with rotators empty the smaller bins. All waste taken from the site will be separated to maximise recycling efficiency. Offsite pre-fabrication will assist with waste minimisation.

8. Building access and safety

8.1. Scaffolds

Scaffolds will be used for various elements of the fit-out, as required. This is to be determined if and when a fit-out works contract is signed and inconjunction with the sub-trades.



8.1.1. Loading platforms

Loading platofrms will be used for SFSR when propping is removed. This will facilitate the installation of services and finishes, and also be used for some oversized façade components that may require platforms in lieu of the hoists - See figure 78 below.

The south-east loading plaform will be most readily utlisied for the SFSR SRCoE.

Figure 7: Typical layout of the western elevation

8.2. Stairs

Stretchers on corners and permanent internal stairs will be kept as close to the structure as possible and used by all trades circulating between floors.



8.3. Builder’s lifts

When lifts come online, personnel and materials hoists will be de-commissioned and removed from the site, with all subsequent vertical movements of personnel to be done via permanent lifts.

Documents

SSD 9835 Sydney Football Stadium Redevelopment Section 4