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New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

Qtectic (previously Bombardier NGR Consortium)
Engineering ExpertiseInfrastructure ConstructionBuilding Construction
$190 million
2014 - 2016

New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

New Generation Rollingstock Train Maintenance Facility. Queensland. Australia

Full project details

Laing O’Rourke designed and constructed a purpose-built train maintenance facility near Ipswich where the Queensland Government’s New Generation Rollingstock will be maintained for 30 years.

In its largest ever single investment in trains, the Queensland State Government purchased 75 new six-car train sets and associated maintenance for its New Generation Rollingstock (NGR) programme in a PPP with Qtectic worth AUD$4.4 billion to lift rail capacity by 30 per cent.

The maintenance facility will maintain the 75 six-car rollingstock trains delivered under the PPP. As the design and construct contractor, Laing O’Rourke delivered:

  • All infrastructure and utilities
  • Stabling yards
  • Maintenance building including wash lane and in-ground Windhoff jacking system
  • Wheel lathe building
  • Remote stores
  • Administration building
  • Car parks
  • Queensland Rail drivers' facility
  • Track, signalling, electrification and overhead wiring
  • MRX train monitoring system.

On budget and delivered early

This complex building, rail and civil infrastructure project was successfully delivered to budget and handed over six weeks ahead of the planned completion date. This was due to a number of initiatives including the use of Digital Engineering which identified and resolved a range of project risks, such as over 2,000 service clashes, significantly reducing incidents that can cause delays during construction. The efficiency realised actually delivered the project six weeks early.

Design for Manufacture and Assembly (DfMA) also enabled early completion by promoting off-site manufacture and delivering an efficient installation process through pre-cast units and high level access platforms.

Virtually overcoming complexities

Digital Engineering drove the project’s risk management approach, providing surety and certainty for the client. This was a complex project on a tight site with a compressed program, and there was significant potential for design clashes and programming conflicts on a project of this scope. There were often more than 200 construction staff on-site during construction – with more than 50 separate contractors and subcontractors engaged during the 22 month construction period.

Considering this complexity, Laing O’Rourke invested in Digital Engineering to make sure the entire team – client, contractor and supply chain – got it right the first time. From the initial scoping and planning stages, all of the design and construction team updates were regularly consolidated into a single digital model. All changes could be easily identified, tracked and managed, providing opportunities to collaboratively overcome issues and improve the design.

More than 3,000 clashes between the structure, underground drainage and the 30km of services were identified through the collaborative design process, considerably reducing construction stage risks that can result from design stage issues.

Collaborating for safety and success

Using a single federated digital model as central to the project’s delivery strategy provided a single source of truth and platform that drove collaboration and proactive problem solving across the teams delivering the rail, building and civil scopes.

Some of the most prominent benefits came from improved communications, data and information management, and coordination across projects stakeholders including consultants, suppliers and subcontractors. Meaningful discussions occurred naturally as the federated model was updated by project stakeholders, identifying design, delivery and operational implications of decisions and changes almost on the spot.

Combined with Laing O’Rourke’s Next Gear safety program, our digital approach to delivering this project set new benchmarks for workforce engagement. Next Gear drives cultural change through communication, which complements our digital way of working which also provides platforms that enhance communication and drive an open, transparent and positive project culture. Our workforce engagement strategy empowered people to think outside the box, speak up when something is not right or suggest a better way of working across all aspects of the project.

Giving back to the community

Laing O’Rourke, supported by our project partners, delivered improvements valued at $45,000 at the Ipswich West Special School which is located just 5km from the NGR Train Maintenance Facility site.

As part of our EPIC program, we provided the children aged between 5 and 12 years something to support the specialist type of education provided at the school. We created an external space where the children could carry out their art and craft projects, in a safe, outdoors environment.

Working with our delivery partners, we pooled in-kind support, labour and materials to deliver this important learning space for the children who attend this school.

Further reading

Engineering Excellence Journal case study

Sustainable Built Environment National Research Centre cast study


The NGR ­– Train Maintenance Facility has received the following awards:

  • Top prize for innovation at the 2016 Infrastructure Partnerships Australia's (IPA) National Infrastructure Awards.  The Smart Infrastructure Project Award recognises excellence in design, delivery and use of smart technologies in the provision of infrastructure services.
  • Special commendation at the 2015 QMCA Queensland Project Safety Excellence Awards which recognise outstanding contributions to workplace health and safety at a project level.

Project facts

Our Digital Engineering led strategy derisked the project, delivering it on-budget and 6 weeks ahead of schedule.

Laing O'Rourke's Next Gear safety agenda combined with its Digital Engineering led strategy drove a positive, innovative and solutions focussed project culture.

The project received the top prize for innovation at the 2016 Infrastructure Partnerships Australia's (IPA) National Infrastructure Awards, and was featured at the G20 held in Brisbane in 2014.