Faculty of Engineering and Information Sciences

School of Civil, Mining and Environmental

Engineering
CIVL 958/CIVL 458 Construction Management

400MW Offshore Substation Construction

Management Plan (Illawarra)

Group: Group 25
Group Member

Student ID Student Name

7729674 Subas Basnet

8396127 Adnan Khan

8252026 Abdullah Khan

8151891 Ziying Tan

8394593 Khan Hasan Shahriar Tahsin

Table of Contents
List of Figure: ................................................................................................................................ iii
List of Tables ................................................................................................................................. iii
1 Introduction ............................................................................................................................. 1
2 Risk Management Plan ........................................................................................................... 2
2.1 Risk Management Process: .............................................................................................. 2
2.2 Risk Response: ................................................................................................................. 2
2.3 Risk Matrix:...................................................................................................................... 2
2.4 Risk Register: ................................................................................................................... 5
3 Schedule .................................................................................................................................. 8
3.1 WORK BREAKDOWN STRUCTURE .......................................................................... 8
3.2 Project Schedule Summary .............................................................................................. 9
3.3 Assumptions Made in Scheduling .................................................................................. 10
3.4 Response to Risk in Scheduling ..................................................................................... 10
4 Costing .................................................................................................................................. 11
4.1 Methodology .................................................................................................................. 11
4.2 Cost Breakdown: ............................................................................................................ 11
4.3 Cost Risks....................................................................................................................... 13
4.4 Contingency ................................................................................................................... 14
5 WHS and environmental considerations ............................................................................... 16
5.1 Australian Standards and Guidelines: ............................................................................ 16
5.2 Potential WHS Issues & Mitigation Measures:.............................................................. 16
5.3 Environmental Considerations & Protection Measures: ................................................ 18
5.4 Regulations Compliance: ............................................................................................... 19
6 Site Management .................................................................................................................. 20
6.1 Project Timeline ............................................................................................................. 20
6.2 Project Aims ................................................................................................................... 21
6.3 Project Assumptions....................................................................................................... 21
6.4 Site Location & Specifics:.............................................................................................. 22
6.4.1 Offshore Location Details: ...................................................................................... 22
6.4.2 Site Access and Traffic Management ..................................................................... 24
6.4.3 Equipment and Material Storage ............................................................................ 24
6.4.4 Workplace Facilities and Site Services: .................................................................. 24
6.5 Site Constraints .............................................................................................................. 25
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 6.5.1 Plant Access and Traffic Management: .................................................................. 25
6.5.2 Technical Constraints: ............................................................................................ 25
6.5.3 Design Constraints for Offshore Substation: .......................................................... 25
6.5.4 Economic Constraints: ............................................................................................ 25
6.5.5 Time Constraints: .................................................................................................... 26
6.5.6 Environmental Constraints: .................................................................................... 26
6.5.7 Legal Constraints: ................................................................................................... 26
6.6 Environmental Management .......................................................................................... 26
6.6.1 Environmental Management Plan: .......................................................................... 26
6.6.2 Waste Minimization and Management: .................................................................. 26
6.6.3 Applicable Federal and State Legislation: .............................................................. 27
6.6.4 Environmental Spill Control: .................................................................................. 27
6.6.5 Erosion and Sediment Control: ............................................................................... 27
Air Quality: ........................................................................................................................... 27
6.6.6 Noise and Vibration: ............................................................................................... 27
6.6.7 Construction Waste Management: .......................................................................... 27
6.6.8 Hydrocarbon and Chemical Management: ............................................................. 27
6.6.9 Vegetation Clearing: ............................................................................................... 27
6.6.10 Fauna Management: ................................................................................................ 27
6.6.11 Aboriginal Heritage: ............................................................................................... 28
6.7 Stakeholder Management: .............................................................................................. 28
6.7.1 Stakeholder Management Plan (SMP) .................................................................... 28
6.7.2 Stakeholder Identification ....................................................................................... 28
6.8 Safety Management: ....................................................................................................... 30
6.8.1 Construction Site Safety ......................................................................................... 30
6.8.2 Management of Labor Relations ............................................................................. 30
7 Monitoring and Control Plan ................................................................................................ 31
7.1 Impact of Improper Monitoring and Potential Underperformance Indicators: .............. 31
7.2 Strategies Developed to Mitigate Underperformance: ................................................... 31
7.3 Key Performance Indicators (KPIs): .............................................................................. 32
7.4 Performance Indicators (PIs):......................................................................................... 33
7.5 Established Baselines: .................................................................................................... 34
7.6 Monitoring and Control Frequency: ............................................................................... 34
7.7 Measures to Control Progress: ....................................................................................... 34

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 7.8 Quality Control and Assurance: ..................................................................................... 35
8 Handover ............................................................................................................................... 37
8.1 Contract Completion ...................................................................................................... 37
8.2 Commissioning............................................................................................................... 37
8.3 Operational Readiness .................................................................................................... 37
8.4 Handover ........................................................................................................................ 38
9 Team Reflection and Lessons Learnt .................................................................................... 39
10 Summary ............................................................................................................................... 41
11 References ............................................................................................................................. 42
12 APPENDIX ........................................................................................................................... 43

List of Figure:
Figure 1: Risk Management Process Flowchart ............................................................................ 2
Figure 2: Risk Management Matrix ................................................................................................ 3
Figure 3 Work Breakdown Structure .............................................................................................. 8
Figure 4 Gantt Chart ....................................................................................................................... 9
Figure 5: Proposed Site for Construction of Windfarm (Department of Climate change 2023) .. 20
Figure 6: distance to shore (km) and the water depth .................................................................. 23
Figure 7: schematic representation of how a substation connects the wind farms to the
transformation infrastructure. ....................................................................................................... 23
Figure 8: Substation unit and its various parts. ............................................................................ 24

List of Tables
Table 1: Risk Management Matrix ................................................................................................. 3
Table 2: Impact of Risk................................................................................................................... 4
Table 3: Risk Register ..................................................................................................................... 5
Table 4 Project Schedule Summary ................................................................................................ 9
Table 5 Cost Breakdown ............................................................................................................... 12
Table 6 Cost Risk .......................................................................................................................... 14
Table 7 Internal and external stakeholders ................................................................................... 29
Table 8 List of stakeholders ("Project management Example 4") ......................................... 29
Table 9 Key Performance Indicators(KPIs) .................................................................................. 32

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1 Introduction
The Illawarra Offshore Wind Farm Project is a pivotal development in Australia’s pursuit of
sustainable and renewable energy. This Construction Management Plan (CMP) for the 400MW
Offshore Substation, a key part of the larger 2000MW Illawarra Offshore Wind Farm Project. This
project is a big step towards using more green energy in Australia. The total budget of this offshore
windfarm is about 10 billion AUD. It’s not just about creating energy; it’s also about helping
people by offering over 3,000 jobs while building the project and 300 jobs to keep it running later
on.

Our plan focuses on the 400MW offshore substation. This part is really important because it helps
in managing and sending the energy that the wind turbines create. It’s like the heart of the project,
making sure that everything works well together. We have carefully planned how to build and take
care of this part, making sure that it does it job in the best way possible.

In this construction management plan, we will share all the important details about how we plan
to make this part of the project happen. We will talk about the steps we need to follow, how much
money we will spend, and how we will manage different parts of the work. Our goal is to have a
clear and helpful guide that will lead us to build the substation successfully and make the whole
wind farm project work well.

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2 Risk Management Plan
To identify, evaluate, prioritize, and reduce potential risks and uncertainties related to building
projects, risk management is an essential activity. Due to its complexity, diversity of stakeholders,
shifting environmental circumstances, and potential for expensive delays and mistakes, the
construction business is inherently risky. The timely, cost-effective, and high-quality completion
of construction projects is ensured by effective risk management. According to The Project
Management Body of Knowledge (PMBOK), risk is “An uncertain event or condition that if it
occurs has a positive or negative effect on a project’s objective”.
The 400MW Offshore Substation Project in Wollongong is integral for supporting the grid with
sustainable energy. With its location in a dynamic marine environment, it inherently carries various
risks. These include equipment failure, adverse weather conditions, permitting issues, and more.
Understanding and mitigating these risks is essential for the timely and successful completion of
the project.

2.1 Risk Management Process:

The goal of the risk management process is to reduce risks' potential negative effects on a project
or organization by methodically detecting, evaluating, mitigating, and monitoring risks. It's
essential to good project and business management. The procedure normally consists of a number
of consecutive steps that can be modified and customized for certain projects or situations. A
summary of the typical risk management procedure is provided below:

Figure 1: Risk Management Process Flowchart

2.2 Risk Response:

Each identified risk will have a tailored response strategy:
• Avoidance: Some risks can be avoided by adjusting the project plan.
• Transfer: Certain risks may be transferred to third parties (e.g., insurance).
• Mitigation: Actively reduce the likelihood or impact of risks.
• Acceptance: Some minor risks may be accepted, and contingency plans will be developed.

2.3 Risk Matrix:

A risk matrix, sometimes referred to as a risk assessment matrix or a risk heat map, is a visual tool
used to rank risks according to likelihood and impact. It is frequently used in risk management to
assist firms in making knowledgeable choices regarding how to handle and reduce various hazards.
Typically, the risk matrix is a grid with two axes:

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 Figure 2: Risk Management Matrix

Likelihood:
This axis evaluates the likelihood that a specific risk event will take place. Probabilities or a scale
of low, medium, and high are frequently used to indicate how likely something is.

Table 1: Risk Management Matrix

Likelihood
A Certain – Regular occurrence
B Highly Likely – Has occurred numerous times
in the past
C Possible – Event could occur again

D Not Likely – Event has not occurred before

E Extremely Unlikely – Even has never occurred
before and likely to be impossible

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Impact:
If a risk event were to occur, this axis assesses the likely effects or consequences. Impact can also
be expressed numerically or on a scale, such as low, medium, or high.

Table 2: Impact of Risk

Level Description Health Operation Cost

1 Insignificant No injury, Little Impact <$1000

negligible risk of
injuries
2 Minor Minor Injuries, Inconvenient $1000-$10,000
first aid required Delays
3 Moderate GP or hospital Significant $10,000-$50,000
treatment delays to major
required deliverables
4 Major Hospitalization Non $50,000-
and achievement of $150,000
rehabilitation major
required deliverables
5 Extreme Death or No achievement >$150,000
permanent of key objectives
disability

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2.4 Risk Register:
The risk register in the Table 3 represents the carefully planned risk, it’s impact, likelihood of
occurrence, consequences, Risk score, Response, and New likelihood consequence, and Score.

Table 3: Risk Register

Consequence

Consequence
Likelihood

Likelihood
Risk Score

New Score
Response
Impact
Risk

Project Team

Team Lost Productivity D 3 9 -Detailed discussion of disagreement E 1 1

Conflict and reach agreement -Discuss
alternative arrangements for parties
involved

Team Lost Productivity D 2 5 Attempt to hire permanent and D 1 2

Turnover competent person

Environment

Adverse Project delays, B 2 12 Adjust project schedule to account for B 1 7

Weather increased safety risks weather delays; Conduct safety drills;
Monitor daily weather forecasts

Construct Negative Impact on E 2 3 Protecting seawater from potential E 1 1

ion Waste Environment chemical mixture. Strong waste
management. Using Waste vessel to
transfer waste from offshore to waste
management zone.
WHS

Safety Injuries, fatalities, B 3 17 E 2 3

Incidents legal issues,
reputational damage Enforce strict safety protocols; Conduct
regular training and safety drills; Have
emergency response plans in place
E 3 6 Complete initial and ongoing EIAs; E 2 3
Engage with environmental experts for
Legal penalties, plan development and implementation;
Environm reputational damage, Monitor environmental impact
ental harm to local continuously
Impact ecosystems

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Working Injuries to personnel c 4 18 Ensure correct training for all team E 3 6
on involved; Costly members required to operate machinery;
Machiner damages to machinery; Sign off measures in place to ensure
y Delays to task incorrect usage of machinery
completion

Electrical Severe injuries to C 3 13 Working in offshore environment is E 3 6

Risk personnel; Increased tricky. Ensure all the electrical
cost due to equipment equipment are insulated
damage

Cultural

Rejection Delays in project C 2 8 Ensure local lands council are included E 2 3

s from schedule; Forced in key stakeholder discussions in a
local changes to design or consult and collaborate manner
lands construction methods
councils
Compliance

Delays/re Delays in schedule; C 2 8 Ensure all DA documentation E 2 3

jections Increased cost to completed and submitted on time; PM to
in DA account for delays or regularly update schedule to include
planning redesigns if required updated approval requirements
approval
Workforce

Reduced Delays to schedule D 2 5 All personnel to have required training E 1 1

working and site-specific inductions, with
efficiency records kept by PM

Drugs Reduced worker D 3 9 Zero tolerance for alcohol and drug E 3 6

and efficiency; Reduced influence; Supervisors and senior staff
alcohol quality of finished to actively assess workers and report any
influence product; Increased risk potential concerns
on of WHS incident
workers occurring
Financial

Increased Increased cost of final C 3 13 Include plan for change management in D 2 5

cost from project; Relationship discussions with subcontractors; Ensure
subcontra break down between all pricing is agreed on, signed and
ctors subcontractor documented prior to the task
commencing
Required Increased cost for D 4 14 Constant communication between PM D 2 5
structural changes to be and third-party structural specialists to
changes implemented ensure all aspects designed correctly;
to design Proper change management protocol
followed if changes are required

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Inaccurat Increased total cost for C 4 18 Thorough cost estimation early in the E 3 6
e project; Reduction in project, with actual cost compared to
estimates quality if budget must baseline cost regularly to ensure project
be adhered to is on track

Quality

Quality Reduced quality of D 4 14 All aspects of project checked by PM E 2 3

below final project before signed off and next task
requirem commences; Quality standards set out at
ents from the commencement of the project and
sub- maintained throughout every aspect of
contracto the project
rs
Quality of Project not meeting D 5 19 Materials tested and checked before use E 3 6
materials design requirements; as per control and monitoring plan
not up to Increased costs from
standard project aspects failure
or future remediation
requirements

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3 Schedule
Scheduling in construction projects involves several key steps. Firstly, it entails identifying all the
necessary tasks for the project and arranging them in a sequence that ensures efficient
constructability. Moreover, estimated time limits are assigned to each task to create a structured
timeline.
This scheduling process allows for a comprehensive and clear visualization of the project's
progression, emphasizing the critical path. It is instrumental in identifying opportunities for
construction efficiencies and enabling effective tracking, reporting, and updates on the project's
progress from initiation to completion.
In this project's context, it is assumed that the design phase has been adequately accounted for.
However, a design review is included in the pre-construction phase to ensure thoroughness.
Regarding scheduling assumptions, a standard workday of 8 hours, 5 days a week has been
considered. Public holidays have not been initially factored into the schedule. Furthermore, it is
anticipated that the schedule will undergo a review and subsequent updates after finalizing sub-
contractor contracts, procurement contracts, and other essential project requirements to ensure
accuracy and alignment with the project's needs and constraints.

3.1 WORK BREAKDOWN STRUCTURE

The figure illustrates the Work Breakdown Structure (WBS) for this project. This WBS serves as
a valuable tool to identify essential tasks for incorporation into the project schedule, offering a
structured hierarchy of tasks necessary for a successful project outcome.

Figure 3 Work Breakdown Structure

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Gantt Chart

Figure 4 Gantt Chart

3.2 Project Schedule Summary

Table 4 Project Schedule Summary

Task Description Duration (days)

Project Initiation 30
Feasibility Study and Site Assessment 30
Engineering and Design 39
Permitting and Approvals 90
Procurement 105
Construction and Installation 170
Integration and Connection 25

Hence, the overall project duration is projected to span 356 days, not including the period allocated
for addressing defects and liabilities.

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3.3 Assumptions Made in Scheduling

- Our work week spans five days, operating from 8am to 5pm with a 1-hour break (totaling 8
working hours daily).
- Each task or item necessitates engagement with at least one supplier or subcontractor, who
commits to a reasonable time aligned with our baseline schedule.
- All equipment is functional throughout the project's duration.
- Every team member involved in the project remains engaged until the handover.
- Attendance of all pertinent stakeholders is expected at meetings.
- The required equipment will be available on specified dates as per the schedule.
- All materials or items supplied will be delivered punctually, in accordance with the schedule and
specific requests.

3.4 Response to Risk in Scheduling

In response to potential risks, our team is dedicated to effectively mitigating and managing them
during the project's construction phase. The risks highlighted in the risk analysis concerning
project scheduling are as follows:
1. Lack of clear definition or understanding of the project schedule.
2. Delays involving consultants and subcontractors.
3. Unplanned work.

Our team is committed to addressing these risks in alignment with the mitigation strategy
documented in the risk register. Additionally, we intend to update the schedule once all
procurement activities and subcontractor contracts have been finalized, providing a more accurate
representation of the project's progression. Anticipating frequent bi-weekly meetings within the
project team, we will continually review and monitor project progress as it evolves. This approach
ensures that all stakeholders remain well-informed about the schedule, critical dates, and
contractual milestones that must be met.

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4 Costing
4.1 Methodology
The methodology employed for cost analysis of 400MW offshore substation project is both
systematic and comprehensive. It hinges on the categorization of expenses into key areas, each
allocated a specific percentage of the total budget.

The Design and Engineering category, responsible for 10% of the budget, forms the project's
bedrock, involving crucial steps such as preliminary assessments, detailed design, and safety &
environmental assessments. This segment ensures that the project commences with a well-
considered plan, meeting all environmental and safety standards.

The Equipment and Materials category, representing half of the total budget, encompasses
fundamental components like the main transformer, switchgear, cabling, structural elements,
ancillary systems, and control and communication systems. This allocation underscores the
importance of equipping the project with all the necessary infrastructure to operate effectively.

Labor and Construction, with a 25% share, address the human element of the project, covering
skilled and semi-skilled labor, project management, logistics, and transportation. This allocation
is key to executing the project efficiently and maintaining adherence to set timelines.

In addition to these core categories, the budget includes allowances for licenses and permits, a
contingency fund for unexpected costs, and resources for operations and maintenance setup. This
methodology, with its structured approach to budget allocation, aims to ensure that all facets of
the project are adequately funded, making provisions for unforeseen challenges. It is a balanced
approach that strives for not only successful project completion but also financial prudence
throughout the project's lifecycle.

4.2 Cost Breakdown:

Total: 100% - $144M

Cost Category:
• Design and Engineering (10%) - $14.4M

• Preliminary Assessments: 2% - $2.88M

• Detailed Design & Modelling: 6% - $8.64M
• Safety & Environmental Assessments: 2% - $2.88M
• Equipment and Materials (50%) - $72M
• Main Transformer: 15% - $21.6M
• Switchgear and Protection Systems: 10% - $14.4M

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 • Cabling (internal): 5% - $7.2M
• Structural Components: 10% - $14.4M
• Ancillary Systems: 5% - $7.2M
• Control and Communication Systems: 5% - $7.2M
• Labor and Construction (25%) - $36M
• Skilled Labor: 10% - $14.4M
• Semi-skilled Labor: 10% - $14.4M
• Project Management: 5% - $7.2M
• Logistics and Transportation (5%) - $7.2M
• Equipment Transportation: 2% - $2.88M
• Personnel Transportation: 1% - $1.44M
• Miscellaneous Transport: 2% - $2.88M
• Licenses and Permits (2%) - $2.88M
• Contingency (5%) - $7.2M
• Operations and Maintenance Set-Up (3%) - $4.32M

Cost breakdown and associated costs have been tabulated below:

Table 5 Cost Breakdown

400 MW offshore Total Cost: 144 M AUD

Substation

Electrical 48 M AUD

Facilities 24 M AUD

Structures 72 M AUD

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 Cost Category Percentage Amount(AUD)

Design and Engineering 10% $14.4M

Equipment and Materials 50% $72M

Labour and Construction 25% $36M

Logistics and Transportation 5% $7.2M

Licenses and Permits 2% $2.88M

Contingency 5% $7.2M

Operation and Maintenance 3% $4.32M

Set-up

Total 100% $144M

4.3 Cost Risks

The cost risks associated with the 400 MW offshore substation project are diverse and require a
proactive strategy to maintain financial control and project success. In the pre-construction phase,
uncertainties may arise from unexpected site conditions, potential shifts in regulations, and the
necessity for comprehensive environmental impact assessments.

While in the construction stage, cost risks include challenges related to resource shortages, delays
due to weather, market price fluctuations, supply chain disruptions, and fluctuations in the labor
market.

In the post-construction phase, potential obstacles involve equipment breakdowns, attrition of

skilled workers, and the ongoing fulfillment of legal obligations.

13
To address these risks effectively, a well-planned approach involving in-depth risk assessments,
adaptable procurement strategies, vigilant compliance with evolving regulations, and the
establishment of contingency plans for unexpected events is crucial. Effective risk management
ensures that the project remains within budget and stays aligned with its objectives at every stage
of its development.

Table 6 Cost Risk

Stage Cost Risk Strategy

Pre-Construction • Unforeseen Site • Conduct thorough site investigations &
Conditions. geotechnical surveys.
• Regulatory Changes • Plan for possible delays due to regulatory
• Environmental changes.
Impact and • Prepare environmental mitigation plans
Assessments. and budget for compliance.
• Economic Downturn • Maintain financial reserves or
contingency budgets for economic
downturns.

.
Construction • Resource Shortages • Develop a recruitment and retention plan
• Delays due to for skilled workers.
Weather or • Opt for alternative construction methods
Accidents to mitigate weather-related delays.
• Market Price • Regularly update the project budget
Fluctuations based on current market conditions.
• Supply Chain • Collaborate with suppliers to align
Disruptions procurement schedules.
• Unforeseen Site • Develop adaptive construction techniques
Conditions for unforeseen site challenges.
• Labor Market • Implement scalable staffing strategies to
Fluctuations adapt to labor market fluctuations.
Post-Construction • Equipment • Monitor equipment performance with
Breakdowns predictive maintenance techniques.
• Skilled Workforce • Develop a succession planning program
Attrition for key personnel.
• Post-Construction • Monitor any changing post-construction
Legal Obligations legal obligations proactively.

4.4 Contingency
Contingency planning holds a critical role in the financial assessment of a substantial endeavor
like constructing the 400MW offshore substation. It serves as a financial buffer, designating a
specific portion of the budget to address unforeseen obstacles that may emerge throughout the
project's phases. In this context, a dedicated contingency fund is allocated, equating to 5% of the
overall project budget, totaling $7.2 million. This reserve functions as a financial safety net,

14
designed to cover unexpected financial overruns or complications that could potentially disrupt
the project's financial equilibrium.

Unpredictable events may encompass a range of factors, including geological intricacies, shifts in
regulatory requirements, interruptions in the supply chain, or unforeseen equipment malfunctions.
The contingency fund empowers the project management team to be adaptable and responsive to
these unanticipated scenarios, ensuring that the project remains on course.

Efficient management of the contingency fund is pivotal, as it empowers the project to maintain
financial equilibrium and resilience in the face of unforeseen challenges. By proactively addressing
unexpected financial hurdles, the project can uphold its financial integrity and adhere to its budget
constraints, thereby guaranteeing its successful realization.

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5 WHS and environmental considerations
The 400MW Offshore Substation Project is a complex initiative occurring within the sensitive and
challenging environment of Wollongong’s marine landscape. With the convergence of advanced
machinery, human resources, and the delicate marine ecosystem, the potential for occupational
hazards and environmental disruptions is significant. The project involves various intricate
operations, each carrying inherent risks ranging from physical injuries due to machinery and
equipment, exposure to harmful substances, to potential adverse impacts on marine biodiversity.
Undertaking such an ambitious project requires a comprehensive understanding and mitigation of
these risks, which necessitates a meticulous and proactive approach to Work, Health and Safety
(WHS), and environmental considerations. Ensuring the safety and health of every individual
involved in the project and minimizing environmental degradation are not only legal mandates but
also ethical imperatives integral to the project's sustainability and corporate responsibility profile.

5.1 Australian Standards and Guidelines:

In line with our commitment to safeguarding personnel and protecting the environment, we will
adhere to and incorporate the following pivotal Australian standards:
1. AS/NZS ISO 45001:2018: Our OH&S management system will be compliant with this
standard, providing a framework that increases safety, reduces workplace risks, and
enhances health and well-being at work.
2. AS/NZS ISO 14001:2016: Adherence to this standard ensures our Environmental
Management System is state-of-the-art, effectively helping to minimize our environmental
footprint, comply with applicable laws, and work towards sustainability.
3. National Construction Code: Compliance with the NCC is mandatory, ensuring the
safety and health prerequisites in new building work are met without compromise.

Certainly! Here’s a more detailed section of your report covering the Potential WHS Issues &
Mitigation Measures, Environmental Considerations & Protection Measures, and Regulations
Compliance:

5.2 Potential WHS Issues & Mitigation Measures:

In our project, working in the ocean brings many safety challenges. We’ve thought carefully about
what could go wrong and made plans to keep our team safe and the work going smoothly. We’ve
listed the main safety issues we might face and ways we plan to deal with them.

Falls from Height:

Risk: One of the critical risks faced in our Project is the potential for falls from significant heights.
Minimization:
• A comprehensive fall prevention and protection program will be instituted. This will
include meticulous risk assessments, and the use of harness systems, guardrails, and secure
platforms.

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 • Continuous safety training will ensure that workers are well-versed with preventive
measures and emergency protocols, enhancing their safety awareness and response times.

Mechanical and Electrical Hazards:

Risk: Given the nature of our project, the use of heavy machinery, electrical equipments
and power tools can lead to various hazards.
Minimization:
• Regular equipment maintenance and inspection will be ensured.
• Training in equipment operation and safety will be provided by the manufacturers.
• We will maintain a staunch adherence to electrical safety standards, and consistent training
programs will be conducted. It is imperative to ensure that electrical installations are secure,
equipment is well-maintained, and safety procedures are diligently followed, reducing the
risk of electrical shocks or fires.
• Proper insulation of the electrical wires will be ensured and will be kept secured from
waterbody.

Drowning:
Risk: The offshore environment inherently carries the risk of drowning.
Minimization:
• All personnel will be equipped with proper personal flotation devices, and
comprehensively planned emergency rescue procedures will be in place.
• Training sessions will focus on familiarizing the team with emergency response strategies,
enhancing survival rates in unforeseen situations.

Chemical Exposure:
Risk: Construction materials and equipment’s may contain hazardous chemical substances which
may spill onto the ocean floor. Managing hazardous materials is vital for the safety and well-being
of our workforce.
Minimizations:
• Proper protocols will be enforced for the secure storage, handling, and disposal of
hazardous chemicals, ensuring that workers operate within a controlled and safe
environment.
• Detailed training will be provided, focusing on safety procedures and emergency response
actions.

Heavy Machinery Accidents:

Risk: Heavy machinery is integral to our operations and handling them brings inherent risks.
Minimization:
• Ensuring that operators are professionally certified and comprehensively trained is
paramount.
• Enhanced safety features, including machine guards, warning signals, and emergency stop
functions, will be integrated into machinery operations.
Fatigue & Stress:

17
Risk: Offshore work often involves long shifts and irregular hours, leading to fatigue and stress.
Minimization:
• Implementation of a strict work-hour policy to prevent excessive overtime.
• Ensuring proper break and rest facilities are available.
Noise and Vibration Hazards:
Risk: Noise from machinery and equipment can lead to hearing damage, and vibration exposure
can cause health issues.
Minimization:
• Providing hearing protection, such as earmuffs or earplugs.
• Implementing engineering controls to reduce noise and vibration levels.

5.3 Environmental Considerations & Protection Measures:

In the pursuit of energy advancement through our Project, recognizing and respecting the intrinsic
value of our marine environment is paramount. The project inherently interacts with the ocean’s
ecosystem, a vibrant yet vulnerable component of our planet's biodiversity. Our responsibility
extends beyond the realms of technological achievement to encompass environmental stewardship.
With a strategy steeped in sustainable practices and ecological mindfulness, we aim to navigate
through the challenges of this ambitious project while safeguarding and nurturing the
environmental entities affected by our operations. A robust plan to address and mitigate potential
environmental impacts has been carefully formulated, demonstrating our unwavering commitment
to ecological preservation and sustainability.

Marine Ecosystem Impact: An in-depth environmental impact assessment (EIA) will be

conducted to gauge the project’s influence on marine life. Strategies will be implemented to
minimize adverse effects, ensuring that marine ecosystems thrive concurrently with our
operational advancements.

Noise Pollution: Conscious efforts will be made to minimize noise pollution. Implementing
advanced technologies and strategic operational methodologies will help reduce noise emissions,
fostering a balanced acoustic environment conducive to both marine life and project personnel.

Waste Management: A comprehensive waste management strategy will be in place to emphasize

recycling, promote the efficient use of resources, and facilitate the responsible disposal of waste,
preventing pollution and its detrimental impacts on the marine environment.

Erosion and Sedimentation: Construction activities can lead to increased erosion and
sedimentation in the surrounding waters, affecting water quality and marine ecosystems.
Implementing erosion control measures such as silt fences, sediment basins, and sediment curtains
can minimize this. Also, by using erosion-resistant materials and vegetation we can stabilize

18
shorelines. Finally, Monitoring and maintaining erosion control measures throughout the
construction process is important.
Energy Consumption: Energy-efficient practices will be a cornerstone of our operations.
Utilizing machinery and technologies that champion energy efficiency, we aim to reduce carbon
footprints and promote sustainable energy consumption patterns, aligning our project with global
aspirations for a greener, more sustainable future.

5.4 Regulations Compliance:

Ensuring the utmost standards of safety, sustainability, and legal adherence in our Project is crucial.
Our operations are meticulously aligned with prevailing regulations and acts that dictate the
industry's best practices. By strictly adhering to these regulatory frameworks, we fortify our
commitment to safeguarding our workforce, preserving the environment, and upholding the
highest echelons of operational integrity and excellence. Below are the key acts and laws that our
project diligently complies with:
Work Health and Safety Act 2011:
Our commitment to safeguarding the health and safety of workers is unwavering. Comprehensive
strategies and procedures aligned with the Work Health and Safety Act 2011 will be steadfastly
implemented. This ensures a supportive legal framework guiding our efforts towards a safe and
secure working environment.
EPBC Act 1999:
Our project is staunchly aligned with the EPBC Act 1999, emphasizing the protection and
conservation of the environment. Adhering to this legislation ensures our operations are executed
within the framework of sustainable development, guaranteeing the protection of environmental
and cultural values.

In summary, our project is fundamentally anchored in a robust commitment to Work Health Safety
(WHS) and unwavering dedication to environmental sustainability. We strategically cultivate a
dynamic and responsive framework that prioritizes proactive safety measures and strict
compliance with essential legal and ethical guidelines. By embracing this comprehensive strategy,
we ensure that our operations seamlessly align with the highest echelons of industry standards and
best practices. Such an approach is instrumental in nurturing a safe and supportive environment
for our personnel, fostering operational brilliance, and facilitating a profoundly positive and
sustainable impact on our environment.

19
6 Site Management
The Illawarra coastal region in New South Wales is on the cusp of a groundbreaking development
in offshore wind energy. At the heart of this ambitious undertaking is a proposed Offshore wind
farm that will play a pivotal role. This vital infrastructure will serve as the linchpin in converting
the substantial energy generated by offshore wind turbines into a form suitable for transmission to
the mainland grid, ultimately providing power to over 3.4 million homes. The Windfarm’s
strategic location and cutting-edge technology are poised to transform the region's energy
landscape. (Department of Climate change 2023)

Figure 5: Proposed Site for Construction of Windfarm (Department of Climate change 2023)

6.1 Project Timeline

The Illawarra Offshore Wind Farm project encompasses several key phases:

Commencement of Construction (Scheduled for 2028): The project is slated to kick off with the
construction of the substation, a pivotal component for efficient energy conversion.

Energization (Targeted for 2031): By this stage, the windfarm will be fully operational, facilitating
the seamless integration of renewable energy into the electrical grid.

20
Indicative Capacity (400MW): The substation’s impressive capacity positions it as a significant
contributor to the region's energy supply, ensuring a dependable and consistent power source for
consumers.

Distance from the Coast (+20KM): Situated at least 20 kilometers from the shore, the substation
optimizes the utilization of offshore wind resources, capitalizing on the region's unique
geographical advantages. (oceanex)

6.2 Project Aims

The primary aims of the Illawarra Offshore Wind Farm project are clearly defined (Department of
Climate change 2023) :

Efficient Energy Conversion: The substation is meticulously designed to effectively convert and
transmit offshore wind energy, enhancing the reliability and stability of the electrical grid.

Local Employment Opportunities: During the construction phase, it is projected to generate up to

2,500 jobs, with an additional 1,250 ongoing positions, providing a substantial economic boost to
the local community.

Environmental Stewardship: The project is unwavering in its commitment to upholding stringent

environmental standards and minimizing its impact on the region's ecosystem while contributing
to a sustainable energy future.

This chapter establishes the foundation for the Illawarra Offshore Wind Farm Substation project,
highlighting its central role in transforming the region's energy landscape. The following sections
will provide a more detailed exploration of the project's technical complexities, safety measures,
and essential environmental factors, all of which are vital for the project's successful
implementation and its potential to bring about significant change.

6.3 Project Assumptions

Keeping in view that the commencement of the project will take place in 2028, it is imperative that
certain assumptions are made to facilitate the completion of the Site Management Plan. (RGPM)
The necessary assumptions are listed below:

1. Site Accessibility: The construction site is expected to be reachable via road, water, and air
transportation modes, facilitating the delivery of construction materials and equipment.

2. Permitting and Regulatory Compliance: All required permits and regulatory approvals will be
obtained prior to commencing construction, and a steadfast commitment to adhering to
environmental and safety regulations will be maintained throughout the project's duration.

21
3. Environmental Impact Assessment: An evaluation of the project's environmental impact has
been completed, and measures are established to reduce its effects on the local ecosystem.

4. Weather Conditions: Construction operations will take into account the typical weather
conditions in the Illawarra region, with appropriate scheduling and contingency plans in place to
address unfavorable weather events.

5. Resource Availability: It is expected that there will be an adequate supply of skilled labour,
construction materials, and equipment, either readily available locally or sourceable without
causing significant delays.

6.Geotechnical Information: Thorough surveys of the site's geotechnical conditions have been
conducted to assess underwater soil characteristics and determine the necessary foundation
requirements for the substation.

7.Transportation and Logistics: The presence of sufficient transportation and logistics

infrastructure is assumed, allowing for the efficient movement of heavy equipment and materials
to the construction site.

8. Utilities and Services: Reliable access to essential utilities such as water, electricity, and
sanitation services is foreseen to be available to meet construction-related needs.

9. Community Engagement: A proactive strategy for engaging with the local community has been
formulated to address concerns and foster positive relationships with residents and stakeholders
throughout the construction process.

10.Health and Safety: Rigorous safety protocols will be enforced to protect the well-being of
workers, visitors, and the environment during construction, with regular safety inspections and
audits in place.

6.4 Site Location & Specifics:

6.4.1 Offshore Location Details:

The offshore substations for the Illawarra Offshore Wind Farms will be strategically positioned to
tap into the rich wind energy resources off the stunning Illawarra coast in Australia. Located at a
distance of approximately 20+ kilometers offshore (oceanex), these substations will serve as the
crucial link connecting the wind turbines with the mainland power grid.

This selected site offers numerous benefits. Its close proximity to the wind turbines minimizes
energy loss during transmission, ensuring efficient power distribution to the mainland. The
Substations will be located at a water depth of 25 to 30 meters from the mean sea level (Hugo Diaz

22
2020). Figure 6 below represents the study for distance to shore (km) and the water depth, Figure
7 (nordseeone) represents the typical schematic representation of how a substation connects the
windfarms to the transformation infrastructure.

Figure 6: distance to shore (km) and the water depth

Figure 7: schematic representation of how a substation connects the wind farms to the transformation infrastructure.

23
Figure 3: schematic representation of how a substation connects the wind farms to the transformation infrastructure.

6.4.2 Site Access and Traffic Management

Access to the offshore substation will be facilitated through specialized vessels equipped for
marine operations. Strict traffic management protocols will be enforced to ensure safe navigation
and operation within the offshore site. Well-defined routes and communication systems will be
established to coordinate the movement of personnel and equipment, prioritizing safety and
efficiency.

6.4.3 Equipment and Material Storage

The offshore substation will be equipped with state-of-the-art technology, including transformers,
switchgear, and monitoring systems. These components will be carefully stored in designated areas
on the substation platform, ensuring accessibility for maintenance and minimizing any potential
environmental impact. A Substation is an amalgamation of different working parts which then
come together to form a unit and perform the necessary function required of it. Below given is a
representation of a Substation unit and its various parts (Associates).

Figure 8: Substation unit and its various parts.

6.4.4 Workplace Facilities and Site Services:

The offshore substation will feature essential workplace facilities, including crew quarters, control
rooms, and maintenance areas. These will be equipped with cutting-edge technology to ensure
efficient operation and monitoring of the substation. Additionally, safety measures and emergency
response protocols will be in place to safeguard personnel and equipment.

24
6.5 Site Constraints

6.5.1 Plant Access and Traffic Management:

Access to the offshore substation is a crucial logistical challenge. Illawarra’s offshore location,
with water depths of 28 meters, presents challenges in terms of transportation, as it is situated some
distance from the shore. However, a helicopter landing platform on the top deck of the offshore
substation allows for weather-independent access to the platform for operation and maintenance
works, as specified in the technical data.

6.5.2 Technical Constraints:

Technical constraints include the electrical design of the substation, as outlined in (nordseeone).
This encompasses factors such as main transformer capacity (400 MW from the wind turbines to
the electricity grid), distribution equipment (including grid transformers and auxiliary
transformers), and power loss calculations. Meeting technical requirements while optimizing the
substation's efficiency and reliability is a key challenge.

6.5.3 Design Constraints for Offshore Substation:

Structural Integrity and Load-Bearing Capacity: One of the primary design constraints is ensuring
the structural integrity and load-bearing capacity of the substation. Given the substantial weight of
the topside (2,293 tons) and the jacket (1,683 tons), the substation's foundation, including the
jacket and piles, must be designed to withstand these loads while maintaining stability in the
dynamic offshore environment. The substation's structural design must adhere to industry
standards to ensure it can endure the harsh conditions at sea (nordseeone)

Environmental Resilience: Offshore substations contend with a harsh marine environment, facing
saltwater corrosion and extreme weather. Hence, materials and coatings resistant to corrosion are
imperative. Utilizing specialized materials for the steel structure, protective coatings, and diligent
maintenance are essential to mitigate corrosion risks.

Helicopter Landing Deck: The presence of a helicopter landing deck adds complexity. It
necessitates a design that meets safety regulations regarding dimensions, structural strength, and
anti-slip measures. This deck ensures safe and weather-independent access for maintenance and
operation teams.

6.5.4 Economic Constraints:

Building and operating the offshore substation incur significant expenses. The substantial weight
of the substation's topside, around 2,200 tons, poses a financial challenge. Developers must
meticulously manage costs while meeting technical and safety standards. The estimated cost for a
2GW wind farm with an HVAC system is approximately AUD 462 million (Associates)

25
6.5.5 Time Constraints:

Time plays a pivotal role in offshore wind farm projects. Delays can lead to substantial financial
repercussions. Adhering to tight schedules is imperative to ensure the substation becomes
operational within the project's overall timeline. The data underscores the importance of
optimizing the transmission system to reduce energy costs and potentially expedite project
timelines.

6.5.6 Environmental Constraints:

Illawarra’s offshore location necessitates a keen focus on environmental considerations.

Preserving the ecosystem and minimizing environmental impact are paramount. Although the data
underscores that offshore substations are owned and operated by transmission operators (OFTOs),
implying a responsibility for environmental compliance.

6.5.7 Legal Constraints:

Legal constraints encompass regulatory and permitting requisites. Developers must secure the
necessary approvals and permits for offshore construction, as indicated in the data. Adherence to
safety, environmental, and operational regulations is indispensable.

6.6 Environmental Management

The planned offshore wind development project in the Illawarra region prioritizes extensive
environmental management, rigorous adherence to legal requirements, and safeguarding natural
resources, heritage, and local communities. This strategy guarantees a responsible and sustainable
project implementation (Department of Climate change 2023)

6.6.1 Environmental Management Plan:

The project has established a thorough Environmental Management Plan (EMP) that outlines a
comprehensive strategy to address potential environmental impacts at all project stages, including
monitoring, mitigation, and remediation measures.

6.6.2 Waste Minimization and Management:

The EMP includes provisions for minimizing and managing waste, emphasizing responsible
disposal and recycling practices to reduce the project's ecological footprint.

26
6.6.3 Applicable Federal and State Legislation:

The project strictly adheres to relevant Federal and State laws, including the Environment
Protection and Biodiversity Conservation Act 1999, to ensure compliance with environmental
regulations.

6.6.4 Environmental Spill Control:

To respond effectively to environmental spills, the project has implemented robust spill response
plans, emphasizing rapid containment and mitigation to safeguard marine ecosystems.

6.6.5 Erosion and Sediment Control:

The EMP outlines measures to control soil erosion and sediment runoff into the marine
environment during construction and operation phases, minimizing potential environmental harm.

Air Quality: Air quality is vigilantly monitored and maintained throughout the project's duration.
The EMP includes measures to mitigate potential impacts on air quality arising from construction
and operation activities.

6.6.6 Noise and Vibration:

Measures to control noise and vibration are essential to minimize disruptions to marine ecosystems
and nearby communities. The EMP provides guidelines for reducing noise and vibration during
project implementation.

6.6.7 Construction Waste Management:

Efficient management of construction waste is outlined in the EMP to ensure responsible disposal
and recycling of materials used in the project.

6.6.8 Hydrocarbon and Chemical Management:

The handling and management of hydrocarbons and chemicals are closely monitored and
controlled to prevent harm to the environment, with stringent guidelines detailed in the EMP.

6.6.9 Vegetation Clearing:

Clearing of vegetation is conducted in accordance with relevant regulations, with a focus on

minimizing impacts on local flora and ecosystems, as specified in the EMP.

6.6.10 Fauna Management:

The project incorporates measures to protect local fauna and their habitats, with an emphasis on
minimizing disruption during construction and operation, as outlined in the EMP.

27
6.6.11 Aboriginal Heritage:

Engagement with local Aboriginal corporations is an integral part of respecting and preserving
Aboriginal heritage. The project's decisions align with the interests and cultural heritage of First
Nations Australians, as encouraged in the EMP.

6.7 Stakeholder Management:

Projects for undertaking the Construction of substations for the Illawarra offshore wind farms will
demand more than just technical prowess; they require adept management of stakeholders to
ensure a harmonious integration of these renewable energy ventures into the local environment.
Achieving this necessitates the development of a comprehensive Stakeholder Management Plan
(SMP) and a rigorous Stakeholder Identification process.

6.7.1 Stakeholder Management Plan (SMP)

The SMP tailored for the Illawarra Offshore Wind Farms stands as a strategic blueprint for
engaging various stakeholders and addressing their concerns across the project's lifespan. It
delineates clear goals, communication strategies, and mechanisms for engaging stakeholders.
Crucial components of the SMP encompass:
Stakeholder Mapping: Identifying and categorizing stakeholders into distinct groups, such as local
communities, environmental organizations, government bodies, and commercial entities.
Understanding their interests, influence, and potential project impact holds paramount importance.
Communication Strategy: Crafting a transparent and responsive communication plan that keeps
stakeholders apprised of project advancements, advantages, and potential repercussions. This
encompasses regular meetings, public consultations, and online outreach.
Issue Resolution: Instituting mechanisms to address stakeholder apprehensions and resolve
disputes in a swift and equitable manner. This may entail creating grievance mechanisms and
partnering with local authorities.
Adaptive Management: Recognizing that offshore wind farm projects may necessitate adjustments
due to changing circumstances, including environmental conditions and stakeholder expectations.
The SMP should integrate a feedback loop to refine strategies as circumstances dictate.
6.7.2 Stakeholder Identification
Identifying stakeholders for the Illawarra Offshore Wind Farms initiative constitutes a pivotal
inaugural step in the SMP. The subsequent key stakeholders warrant consideration:
Local Communities: Inhabitants and local businesses within the Illawarra region who may
experience direct impacts from wind farm construction and operation. Addressing their concerns
related to noise, visual impact, and economic implications is paramount.
Environmental Organizations: Groups dedicated to environmental preservation and safeguarding.
Engaging with these entities is crucial to ensure the project complies with stringent environmental
standards and minimizes its ecological footprint.
Government Bodies: Local, state, and federal governmental entities responsible for permitting,
regulation, and approvals. Collaborative efforts with these bodies are essential to adeptly navigate
the regulatory landscape.

28
Commercial Collaborators: Companies involved in the supply chain, construction, and upkeep of
offshore wind farms. Maintaining constructive relationships with these stakeholders is
indispensable for the project's ultimate success.
Adept stakeholder management will cultivate trust, mitigate potential conflicts, and pave the way
for the triumphant development of clean, sustainable energy resources in the region. This proactive
approach ensures alignment with the interests of all involved parties, contributing to a brighter,
more environmentally friendly future for Illawarra and beyond.

Table 7 Internal and external stakeholders

Internal External
Project Developers Local Communities
Construction and Maintenance Teams Environmental Organizations

Operations and Maintenance (O&M) Crew Government Authorities

Company Management Energy Consumers

Table 8 List of stakeholders ("Project management Example 4")

Level of
Category Stakeholder Opportunities Risks Engagement Method
Involvement
Internal
Primary Project High Financial returns, Cost overruns, delays, Regular project meetings,
Developers project success, regulatory challenges progress updates, financial
reputation reports
enhancement
Operationa Construction High during Employment, project Safety hazards, technical On-site coordination, safety
l and construction, execution success challenges, weather- protocols, training programs
Maintenance ongoing related disruptions
Teams during
maintenance
Operations High during Job stability, Equipment failures, safety Regular maintenance schedules,
Operationa and ongoing technical expertise concerns, adverse weather safety training, feedback
l Maintenance operations development conditions channels
(O&M) Crew
Strategic Company Oversight and Profitability, market Financial losses, Strategy meetings, performance
management decision- expansion, reputation damage, reviews, financial briefings
making sustainability goals strategic misalignment
External
Affected Local High Economic benefits, Visual and noise impacts, Public consultations,
Communities improved land use conflicts, community outreach,
infrastructure, opposition information sessions
community
development
Advocacy Environment High Environmental Environmental damage, Environmental impact
al protection, non-compliance, legal assessments, regular
Organization sustainable practices, actions consultations, joint initiatives
s positive reputation
Regulatory Government High Regulatory Permitting delays, Regulatory submissions, permit
Authorities compliance, revenue regulatory changes, fines applications, compliance
generation, for non-compliance reporting
infrastructure
development
Beneficiar Energy Indirect Reliable energy Energy price fluctuations, Billing and customer service
y Consumers supply, potential cost supply interruptions, inquiries, energy efficiency
savings, reduced dissatisfaction programs, and feedback
carbon footprint channels.

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6.8 Safety Management:
6.8.1 Construction Site Safety
The construction of offshore substations for Illawarra Wind Farms demands meticulous attention
to safety management. The challenging maritime environment, coupled with the intricacy of
offshore installations, presents distinctive challenges. Here are the principal considerations for
guaranteeing workplace health and safety (Australia).
Risk Evaluation: Thorough risk assessments must precede construction commencement,
considering factors such as adverse weather conditions, heavy machinery operation, and maritime
risks.
Safety Protocols: Clear safety protocols and procedures should be established and conveyed to all
employees, including comprehensive training on proper personal protective equipment (PPE) use
and emergency response plans.
Health Surveillance: Regular health monitoring of workers is necessary to assess their physical
and mental well-being, given the demanding nature of offshore work.
Safety Culture: Fostering a culture of safety is paramount. Encourage workers to report safety
concerns without fear of repercussions and conduct regular safety audits.
Emergency Preparedness: Robust emergency response plans and equipment must be readily
available, with periodic drills to ensure preparedness in case of accidents or emergencies.
6.8.2 Management of Labor Relations
Maintaining favorable labor relations is critical to the success of offshore substation construction.
Effective communication and collaboration among all stakeholders, including workers, unions,
and project managers, are indispensable. Here is how this can be accomplished (Guide).
Union Participation: Collaborate with unions to address workers' issues and ensure equitable
compensation, working conditions, and mechanisms for dispute resolution.
Effective Communication: Establish transparent and open communication channels between
management, workers, and unions. Regular meetings and updates can foster trust and address
issues proactively.
Contractual Agreements: Clearly defined contractual agreements should outline roles,
responsibilities, and expectations for all parties involved. These agreements should be equitable
and just.
Conflict Resolution: Develop efficient conflict resolution processes to tackle any disputes that may
arise during construction. Swift resolution can prevent project delays.
Worker Involvement: Engage workers in decisions affecting their safety and well-being. Their
insights can lead to enhanced working conditions and improved project outcomes.
Constructing offshore substations necessitates a comprehensive approach to safety oversight and
labor relations. Ensuring the safety and welfare of workers while nurturing positive relations
among all stakeholders will contribute to the triumph of these critical projects, enabling the
continued expansion of clean and sustainable energy sources in the region.

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7 Monitoring and Control Plan
The construction of offshore infrastructures, such as substations supporting wind farms, requires
a meticulous Monitoring and Control Plan. This is not just to ensure the project's timely completion,
adherence to the budget, and compliance with quality standards, but also to address the unique
challenges posed by the offshore environment. As offshore projects involve both intricate
engineering and nuanced environmental considerations, they necessitate a comprehensive
approach to monitoring and control. This plan provides a detailed framework tailored for the
construction of a 400MW offshore substation in the Wollongong offshore wind farm, covering
key performance indicators, performance indicators, baseline establishment, and control measures.
Objective: Ensure the timely, within-budget construction of the offshore substation, meeting all quality
and safety requirements.

7.1 Impact of Improper Monitoring and Potential Underperformance Indicators:

Without vigilant monitoring and control, the project stands at risk of underperforming in critical
areas:
➢ Timeline & Schedule:
• Indicator: Constant rescheduling and missed milestones.
• Impact: Delays can escalate costs and interfere with wind farm integration.
➢ Budget Management:
• Indicator: Unplanned expenses and opaque financial reporting.
• Impact: Exceeding the budget may result in quality compromises.
➢ Work Quality:
• Indicator: Regular rectifications or equipment issues.
• Impact: Inferior quality could elevate future operational and maintenance costs.
➢ Safety & Compliance:
• Indicator: Rise in safety incidents or regulatory warnings.
• Impact: Safety breaches can halt construction and damage the project's reputation.
➢ Resource Management:
• Indicator: Frequent equipment failures or high workforce turnover.
• Impact: Resource mismanagement can slow the project and increase inefficiencies.
➢ Stakeholder Satisfaction:
• Indicator: Increasing stakeholder concerns.
• Impact: Dissatisfaction may delay approvals or support, impeding progress.
Failing to monitor these key areas may lead to issues becoming significant problems before they
are even detected. Therefore, the Monitoring and Control Plan aims to provide a rigorous
framework to anticipate, detect, and correct potential issues promptly.

7.2 Strategies Developed to Mitigate Underperformance:

Recognizing these potential challenges, our team has developed the following proactive strategies
to ensure the project remains on track:
1. Integrated Project Management Software: Enables real-time tracking of project metrics
for swift intervention when deviations are detected. We will be using Microsoft Project
and Project Libre for our project.
2. Regular Progress Reporting: Aligns all stakeholders and provides an avenue to address
concerns or challenges promptly.

31
 3. QA/QC Protocols: Ensures construction adheres to established standards, minimizing
rectification costs and long-term reliability concerns.
4. Safety Monitoring: Prioritizes worker safety and ensures compliance with regulatory
safety standards.
5. Budget Tracking and Financial Audits: Maintains financial discipline and ensures
stakeholder transparency.
6. Resource Utilization Metrics: Optimizes resource allocation to enhance project efficiency.
7. Stakeholder Communication Channels: Maintains stakeholder alignment, trust, and
support throughout the project's lifecycle.
8. Risk Management: Anticipates potential challenges and defines strategies to mitigate
them.
9. Environmental and Marine Impact Monitoring: Ensures environmental compliance and
the preservation of marine ecosystems.
10. Training and Capacity Building: Elevates the skill level of the workforce and promotes
safety and environmental responsibility.
By employing these strategies, our team aims to maintain the integrity, timeliness, and quality of
the construction of the 400MW offshore substation in Wollongong, ensuring its successful
integration into the broader wind farm infrastructure.

7.3 Key Performance Indicators (KPIs):

Key Performance Indicators (KPIs) serve as vital metrics that reflect the ongoing health and
progress of a project. By assessing these KPIs, project managers can gauge if the project is straying
from its original baseline and, if so, implement corrective actions to realign the project trajectory.
These KPIs are closely intertwined with various components of a Construction Management Plan
(CMP). For our 400MW offshore substation project in Wollongong, the following KPIs have been
identified and associated with the respective CMP matters:

Table 9 Key Performance Indicators(KPIs)

KPI Category Typical KPIs Specific Actual Purpose

Measure
Scope Completion of design Percentage of substation Ensure that every
phases, approval rates, modules (like phase of the substation
equipment installation transformer installations, construction aligns
status. cabling) completed vs. with the predefined
those planned. scope.
Resources Manpower hours spent, Comparison of planned Ensure efficient
machinery operation in vs. actual person-hours resource utilization
offshore conditions, for offshore tasks, specific to offshore
specialized equipment including underwater construction
usage. cabling or platform requirements.
stabilization.
Procurement On-time delivery of Percentages of marine Ensure timely and
marine equipment, quality equipment, like turbine quality procurement
of procured underwater transformers or tailored to the offshore
cables, vendor underwater cables, environment.
received on schedule.

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 performance for marine-
specific materials.
Risk Environmental impact
Number of marine Gauge the project's
assessments, marine life ecosystem disturbances ability to manage risks
disturbances, weather-
recorded vs. those inherent to offshore
related disruptions. anticipated in the construction.
environmental risk
assessment.
Quality Stability of the substation Power loss percentages Ensure the substation
structure, efficacy of during test transmissions meets the technical and
underwater cabling, and from the substation. quality standards for
power transmission optimal performance.
efficiency.
Schedule Offshore construction Adherence to the timeline Monitor and maintain
milestones, marine for critical offshore tasks, the specific schedule
equipment installation such as platform demands of offshore
timelines, and testing anchoring or underwater construction.
phases. cabling.
Cost Budget variations for Variance between Track cost discipline
marine operations, cost budgeted and actual costs specific to offshore
escalations due to for offshore-specific construction nuances.
specialized equipment or tasks, like hiring
machinery. specialized marine
vessels.
Communications Coordination with marine Frequency and clarity of Ensure clear and
agencies, communication communication with timely communication,
with offshore teams, and marine construction especially vital given
stakeholder updates on teams, including updates the remote offshore
marine challenges. during challenging location.
weather conditions.
Stakeholders Feedback from marine Satisfaction scores from Ensure the project
authorities, the marine environmental addresses the concerns
satisfaction of agencies regarding the of stakeholders
environmental agencies, project's adherence to directly impacted by
and local community environmental standards. offshore activities.
feedback regarding
marine disturbances.

By tailoring these KPIs to the specific challenges and requirements of an offshore substation
construction project, we aim to maintain a precise and effective monitoring mechanism, ensuring
the success of the Wollongong offshore substation.

7.4 Performance Indicators (PIs):

a. Resource Utilization:
• Metrics: % of resources (manpower, machinery) utilized vs. allocated.

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 • Target: Maintain a utilization rate of 85% or above.
b. Waste Management:
• Metrics: Weight/volume of waste generated and % recycled or disposed.
• Target: Recycle or safely dispose of 90% of the total waste generated.
c. Training Sessions:
• Metrics: Number of training hours provided to workers.
• Target: Minimum of 50 hours (about 2 days) of safety and quality training per worker
annually.

7.5 Established Baselines:

a. Budget:
• Total budget: AUD 144Million
• Monthly allocation: AUD 12 Million
b. Schedule:
• Project Start Date: 01/08/2028
• Milestones:
1. Design Finalization: 07//11/2028
2. Material Procurement:24/07/2029
3. Main Structural Construction:24/09/2029
4. Electrical and Systems Installation: 22/10/2029
5. Testing Phase: 23/10/2029
6. Completion: 11/12/2029

7.6 Monitoring and Control Frequency:

a. Budget:
• Weekly preliminary checks.
• Detailed monthly financial reviews.
b. Schedule:
• Daily task monitoring.
• Bi-weekly progress meetings with team leads.
• Monthly reviews with stakeholders.
c. Safety & Quality:
• Daily site safety checks.
• Weekly detailed site inspections.
• Monthly quality audits.

7.7 Measures to Control Progress:

Our team has identified several measures to control the progress of the 400MW offshore substation
project in Wollongong.
Baseline Comparison: Establishing a clear project baseline at the outset is fundamental. By
outlining key milestones, resource allocations, and anticipated challenges, we create a robust
framework. This baseline will be used for consistent comparisons as the project progresses. The
primary objective is to allow for the early detection of deviations and provide a consistent standard
against which to measure performance.
Dynamic Scheduling: With the unique challenges of offshore construction, the use of advanced
project management tools is crucial. These tools allow for dynamic scheduling, ensuring that if a

34
task faces delays, immediate rescheduling suggestions can be provided. This approach is crucial
to maintain project momentum even when unforeseen challenges arise.
Feedback Loops: Engaging in routine feedback sessions with on-ground teams will be a
cornerstone of our approach. Given the intricacies of offshore projects, firsthand feedback is
invaluable. Such interactions can spotlight practical issues which might escape managerial
oversight, allowing us to address challenges promptly and harness on-ground expertise to refine
our strategies.
Periodic Audits: Audits, both financial and operational, will be scheduled regularly. By engaging
third-party experts familiar with offshore constructions, we aim to evaluate the quality of work
and its adherence to predefined schedules. The intention behind these audits is to ensure that our
project's progress aligns with industry best practices and standards.
Stakeholder Communication: Maintaining open channels of communication with key
stakeholders is pivotal. This includes dialogues with investors, local marine authorities, local
municipal councils, and environmental bodies. Their feedback can offer additional perspectives
on the project's progress. Through these interactions, we aim to ensure that our project not only
advances technically but also aligns seamlessly with stakeholder expectations and regulations.
Risk Mitigation Plans: Considering the marine environment, unexpected challenges can manifest.
These can range from severe weather conditions and marine life disturbances to equipment
malfunctions. We have in place predefined risk mitigation plans, offering immediate action steps
for such challenges, ensuring the project's continuity.
Resource Backup Plans: Specific resources, particularly those unique to offshore constructions
like marine vessels or specialized cranes, are of paramount importance. Backup providers or rental
agreements will be in place to mitigate potential delays due to equipment breakdowns or
unavailability.
Performance Incentives: Incentives will be designed for teams or contractors who consistently
meet or exceed milestones. Whether through financial rewards, recognition, or promises of future
collaborations, these incentives aim to motivate teams to either maintain or accelerate the project's
progress.
Quality Checks: Quality remains a top priority. In addition to regular inspections, we will conduct
unscheduled checks to ensure work quality remains consistent. Especially for tasks like underwater
cabling or platform stabilization, these checks will ensure that our pursuit of rapid progress does
not inadvertently compromise the quality of work.
By seamlessly integrating these measures into our project management approach, we are confident
that the Wollongong offshore substation project will maintain steady progress, ensuring timely
completion while upholding our stringent quality and safety standards.

7.8 Quality Control and Assurance:

Quality Control (QC) and Quality Assurance (QA) play pivotal roles in the construction of our
400MW offshore substation in Wollongong. Given the critical nature of the project, nestled in a
marine environment, the margin for error is minimal. QC will involve rigorous, hands-on testing
and inspections of every component, from underwater cabling to platform stabilization, ensuring
that all parts are in optimal condition and installed correctly. Simultaneously, QA takes a broader
perspective, ensuring that our processes, methodologies, and supply chains adhere to the highest
industry standards and best practices. Together, these twin pillars of quality will safeguard the
project against potential malfunctions, reduce operational downtimes, and ensure the longevity
and efficiency of the substation, confirming that it meets both our benchmarks and stakeholders'
expectations.
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a. QA/QC Teams:
• Full-time on-site QA/QC inspectors.
• External third-party audits every quarter.
b. Material Testing:
• Every batch of key materials (like cement, steel, and electrical components) is to be tested
in certified labs.
c. Feedback Loops:
• Weekly feedback gathering from on-site teams for continuous improvement.
• Monthly feedback sessions with stakeholders.

36
8 Handover
As a project nears its conclusion or upon its successful completion, there will be a handover of
management responsibilities. About this part of work, it would be divided into following parts:
• Contract Completion
• Commissioning
• Operational Readiness
• Handover
Proficiently completing these tasks is crucial for the project's final handover, ensuring a smooth
transition to the ultimate owner.

8.1 Contract Completion

During the project handover, the head contractor is required to fulfill all contract obligations and
provide the owner with all requested documentation. The detailed requirements for contract
completion are as follows:
• Completing all the contracted works.
• The main contractor, with subcontractors and the owner, checks the project for defects and
identifies issues for the primary builder to fix.
• Requirements for submitting final construction drawings and other digital records.
• Established warranty periods and warranty deeds for the construction works.
• Established Operation and Maintenance Manuals for the offshore wind farm substation part,
providing the owner with information regarding necessary maintenance, servicing, and
operations, in order to prepare for the construction of the remaining portions of the offshore
wind farm.

8.2 Commissioning
Commissioning is the procedure carried out to initiate regular operations. It involves the
documentation and validation of the construction project's system. The construction's elements are
examined against their design, installation, and operational standards. This guarantees that the final
product closely adheres to the parameters established during the design phase. The commissioning
phase concludes after the construction phase is finished.
• Building Commissioning: Ensuring that the physical structure of the building is fully built and
ready for occupation. Verifying that all machines, systems, and equipment within the building
function as intended.
• Operational Commissioning: Activities that are done in anticipation of users occupying the
facility.
Staff Familiarization: Training and acquainting the staff with essential systems, especially
safety, security, and communication protocols.

8.3 Operational Readiness

In our offshore windfarm substation project, it is vital to undertake on safety and maintenance
training, due to the construction of the remaining portions of the offshore windfarm. The following
procedures will be carried out:
• Training & Tools: The handover process ensures that operators are adequately trained,
equipped with the right skills, and provided with the necessary information and tools for
maintaining and operating the project in the future.

37
• Clarifying Responsibility: Before handover, roles and responsibilities concerning operation
& maintenance (O&M), safety, and security should be clearly defined.
•
8.4 Handover
A handover meeting will be held when the tasks above have all been finished. The following
topics will be discussed during the meeting:
• The current status of the offshore wind farm substation project, including progress, completed
tasks and remaining tasks.
• Ensuring that all necessary documents and reports are ready and discussing their delivery
methods.
• Operation and maintenance (O&M) manuals
• Contract finalization, and final payments for completed works.
• Discussing communication methods and frequency with contractor, owner and stakeholders.
• Discussing post-project steps, including maintenance, support, and potential improvement
plans.

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9 Team Reflection and Lessons Learnt
• What would you do differently if you had to do this task again?
In retrospect, the significance of early planning and efficient time management has been
underscored through our group project experience. If I were to undertake this task again, the first
change would be to initiate a well-defined roadmap from the outset. Planning ahead allows for the
anticipation of potential hurdles, ensuring that the team is not caught off-guard by unforeseen
challenges. It also provides a clearer picture of individual responsibilities, enabling each member
to align their tasks with the overall project goals.

Equally pivotal is the allocation and utilization of time. In our past endeavours, we sometimes
found ourselves racing against the clock, which could have been mitigated with a more regimented
time schedule. Proper time management not only prevents last-minute scrambles but also ensures
that each team member has ample opportunity to contribute their best work. Additionally, by
setting regular check-ins, we could have better gauged our progress and made timely adjustments
as needed.

In sum, early planning and judicious time management stand out as two paramount lessons from
this project. Both elements, intertwined, can drastically augment the efficiency and quality of
group collaborations.

• Did your team work well? If so, what did you do well? If not, what can you improve?
Reflecting on our team's dynamics, it's evident that while we had a shared vision and
complementary skills, our time management left room for improvement. Our collaboration was
occasionally hampered by last-minute rushes and overlapping tasks, signaling a deficiency in our
scheduling and prioritization.

Although we communicated our ideas and progress, we sometimes neglected to set clear
milestones and check-in dates, leading to inefficiencies, and missed opportunities for timely
feedback. This resulted in longer working hours and added pressure as deadlines approached.

In the future, the integration of structured planning tools, such as Gantt charts or project
management software, might serve us well. Additionally, regular time audits, where we assess our
progress against the timeline, would ensure we stay on track. Recognizing this area of
improvement is a valuable lesson, as effective time management is integral to maximizing team
potential and achieving superior outcomes.

• What challenges has your team encountered, and how have you dealt with them?
In our previous assignment, we encountered potential risks when merging our individual
contributions into a final report. Initially, we assigned one team member to handle the
consolidation, which proved to be time-consuming, and it made it challenging for other team
members to review the merged content effectively. But at this time, we adopted a more effective
approach by utilizing OneDrive to store our report, ensuring cloud-based backup, and
collaboratively working on a shared Word document. This allowed us to promptly identify and
address any issues collectively. Additionally, we maintained open communication through
WhatsApp and conducted regular Zoom meetings, which proved successful in mitigating this risk.

39
• How did you manage risk in the context of your own work towards producing a group
report?
In managing risks while producing our group report, a fundamental step was understanding each
team member's responsibilities. By familiarizing ourselves with each person's tasks, we could
identify potential bottlenecks and challenges early on. This thorough knowledge also allowed for
swift reallocation of duties in the event a member couldn't meet their deadline.

To further mitigate risks, we instituted regular check-ins and progress updates. This ensured
everyone was on track and any challenges were communicated promptly. Furthermore, each
member was encouraged to complete their tasks ahead of the final deadline, providing a buffer for
unexpected delays.

In situations where a member couldn't deliver on time, our collective understanding of all tasks
meant another could step in, ensuring continuity. This proactive approach ensured the timely and
cohesive completion of our group report, despite any unforeseen challenges.

40
10 Summary
The Construction Management Plan (CMP) for the 400MW Offshore Substation in the Illawarra
Offshore Wind Farm Project is a detailed guide that helps make sure the project is done
successfully. The plan is well-organized, breaking down the project into different steps like starting
the project, studying its feasibility, designing, and building. Each step has a set time, making the
whole project expected to take 356 days.

The project has a total budget of $144 million, carefully divided across various important parts
like design, materials, and labor. This careful planning helps in using the resources wisely and
keeping the project running smoothly. The CMP also includes a strong plan for managing risks
and unexpected issues, making sure that the project can handle challenges effectively. It also talks
about managing the work site, keeping workers safe, and taking care of the environment.

In addition, the CMP focuses on regularly checking the project’s progress and quality, ensuring
that everything is going as planned and that the work done meets the necessary standards. In simple
terms, the CMP is a well-thought-out plan that covers all aspects needed to complete the project
effectively and successfully.

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11 References

Associates, BVG. 'https://www.thecrownestate.co.uk/media/2861/guide-to-offshore-wind-farm-

2019.pdf'.
Australia, Safe Work. 'https://www.safeworkaustralia.gov.au/safety-topic/industry-and-
business/construction'.
Department of Climate change , Energy, the Environment and Water. 2023. "Proposed offshore
renewable energy area in Pacific Ocean off Illawarra
region, NSW." In.
Guide, Mangement study. 'https://www.managementstudyguide.com/labor-management-
relations.htm'.
Hugo Diaz, Carlos Guedes Soares et.al. 2020. 'Review of the current status, technology and future
trends of offshore wind farms'.
nordseeone. 'https://www.nordseeone.com/engineering-construction/offshore-substation.html'.
oceanex. 'https://illawarraoffshorewind.com.au'.
"Project management Example 4." In.
RGPM. 'https://rebelsguidetopm.com/project-assumptions/'.

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12 APPENDIX
Team Contribution

Contents Contributed by:

Introduction 100% Subas Basnet
Risk Management Plan Khan Hasan Shahriar Tahsin
Schedule Abdullah khan (85%)+Subas Basnet(15%)
Costing Adnan Khan (60%)+Subas Basnet(40%)
WHS and environmental consideration Subas Basnet(90%)+ Khan Hasan Shahriar
Tahsin(10%)
Site Management Adnan Khan
Monitoring and Control plan Subas Basnet
Hand over and Team reflection Ziying Tan
Summary Subas Basnet
Continuous feedback, Group guidance, Subas Basnet
Overall formatting and Appendix resources

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Project Timeline:
Project Schedule
Resource Sheet:
Resource Type Mater Initi Gro Max. Std. Rate Ovt. Cost/Use Accrue Base
Name ial als up Units Rate At Calend
Label ar
Constructi Work C 100% $292.56 $438.85 $0.00 Prorat Stand
on /hr /hr ed ard
manager
Project Work P 200% $225.04 $337.56 $0.00 Prorat Stand
engineer /hr /hr ed ard
Site Work S 350% $202.54 $303.81 $0.00 Prorat Stand
engineer /hr /hr ed ard
Health & Work H 400% $124.58 $186.88 $0.00 Prorat Stand
Safety /hr /hr ed ard
advisor
Contract Work C 300% $185.66 $278.49 $0.00 Prorat Stand
administra /hr /hr ed ard
tor
Architect Work A 300% $140.65 $210.98 $0.00 Prorat Stand
/hr /hr ed ard
Hydrologis Work C 400% $100.00 $150.00 $0.00 Prorat Stand
t /hr /hr ed ard
Environme Work c 500% $110.00 $140.00 $0.00 Prorat Stand
ntal /hr /hr ed ard
Engineer
Electrical Work E 1,500 $10.00/ $15.00/ $0.00 Prorat Stand
Engineer % hr hr ed ard
Civil Work C 1,000 $120.95 $181.44 $0.00 Prorat Stand
engineer % /hr /hr ed ard
Foreman Work F 1,000 $185.66 $278.49 $0.00 Prorat Stand
% /hr /hr ed ard
Surveyor-1 Work S 1,000 $366.10 $549.14 $0.00 Prorat Stand
% /hr /hr ed ard
Surveyor-2 Work S 1,000 $366.10 $549.14 $0.00 Prorat Stand
% /hr /hr ed ard
Scaffolder Mater S $0.00 $26,522 Prorat
subcontrac ial .50 ed
tor
Environme Mater E $0.00 $2,652. Prorat
ntal ial 25 ed
Manageme
nt system
contractor
Electrical Mater E $0.00 $2,652. Prorat
sub- ial 25 ed
contractor

46
Demolition Mater D $0.00 $2,652. Prorat
sub- ial 25 ed
contractor
Earthwork Mater E $0.00 $2,652. Prorat
s sub- ial 25 ed
contractor
Piling sub- Mater P $0.00 $2,652. Prorat
contractor ial 25 ed
Concrete Mater C $0.00 $2,652. Prorat
sub- ial 25 ed
contractor
Metalwork Mater M $0.00 $2,652. Prorat
sub- ial 25 ed
contractor
Structural Mater S $0.00 $2,652. Prorat
steelworks ial 25 ed
sub-
contractor
Glasswork Mater G $0.00 $2,652. Prorat
sub- ial 25 ed
contractor
Signage- Mater S $0.00 $2,652. Prorat
contractors ial 25 ed
Labor 1 Work L 100% $78.31/ $117.46 $0.00 Prorat Stand
hr /hr ed ard
Labor 2 Work L 100% $78.31/ $117.46 $0.00 Prorat Stand
hr /hr ed ard

47