As construction on the Stockinbingal to Parkes (S2P) section of Inland Rail nears completion in New South Wales, Martinus has begun its next major challenge: delivering the complex design and construction of the Albury to Illabo (A2I) section.
Where the previous project was largely delivered from a centralised hub in Forbes, A2I introduces a more geographically dispersed footprint, with dual hubs being established in Albury and Wagga Wagga. The scope and staging are also significantly different, presenting new logistical, technical and stakeholder challenges.
“We’ve collected lessons along the way that will lead to more efficient delivery throughout the next phase,” said Andy Williams, Project Director on A2I.
“We’re moving into a two hub arrangement, with larger teams, more access points and more stakeholders. That changes the game.”
Design and delivery complexity
The core scope of A2I includes enhancements along approximately 185 kilometres of existing rail corridor, including track realignment and lowering across 14 sites, new bridge installations and removals — both road and pedestrian — re-signalling works, and nine level crossing upgrades, all within a live operational corridor.
The contract is being delivered under an Incentivised Target Cost (ICT) model, with Martinus leading both design and construction activities.
“Whilst the objective of route clearing the line for double-stack trains remains the same, we’re moving to larger scale and more complex works,” Williams explained. “We’ve got new bridge installations for both pedestrians and roads as well as removals, level crossings, re-signalling works, track lowering sites and bridge removals.
“We’re not delivering typical railway infrastructure outcomes where function is prioritised beyond form. The end result will be bridges that are not only functional but also provide lasting community benefits whilst including design inputs from the local surrounds.”
Integration with stakeholders
A project of this nature requires precise co-ordination between multiple stakeholders. Early engagement with councils, utilities and the asset owner has been a central part of Martinus’ strategy.
“Early engagement with all stakeholders has been key to the on-time delivery of S2P and will continue for A2I,” said Williams.
“Recognising that we’re working in an existing operational rail corridor means that we need to be considerate of our construction impacts during delivery and the potential for any lasting impacts we leave at completion.”
Martinus’ delivery model includes a central project management office (PMO) based in Sydney and project delivery teams embedded along the alignment. This setup allows for both strategic oversight and real-time problem solving on the ground.
“A job of this size and geographical spread has a unique set of challenges that the Martinus business is well familiar with,” Williams said. “The versatility of the site teams and the proven track record of delivery across remote and rural sites, coupled with the expertise to manage constrained and complex sites like our bridge construction sites in central Wagga Wagga, gives us the breadth of experience needed.
“We’re aligned with our client’s delivery team strategy, with a Sydney-based PMO and our delivery teams in the field along the alignment.”
Team structure and delivery culture
The A2I team is largely made up of experienced Martinus staff who have delivered major infrastructure together over several projects. That familiarity and shared approach to delivery is already showing up in the early stages of mobilisation.
“We are genuinely fortunate that we’ve got a strong core team that have developed with the business across several projects leading into S2P,” Williams said. “The successes of that project have only brought that team closer together.
“As with all good teams, we target internal growth and engagement at all levels means that we can share learnings and upskill the Martinus team more across the board, better positioning ourselves collectively for works across the industry.”
Williams said coming into a project with such a strong team identity is a breath of fresh air.
“The team works extremely closely together with a unified drive to deliver. Everyone has a voice. Everyone knows they are valued.
“For me, the best thing about being a part of this team is the willingness of everyone in it.
“When the work needs to be done, there is nobody who walks away. One in, all in.”
Williams said that when the Martinus team goes to work, it always has each other’s backs.
“We all lean on each other and share our collective knowledge to the ultimate benefit of the project.
“We have such strong leadership through the team, with a few simple but common goals. We look out for each other and we deliver on our promises. Simple rules, great outcomes.”
Local engagement and community connection
With works ramping up across the A2I alignment, the team has also begun early engagement with local businesses and suppliers. Martinus joined the Wagga Wagga Business Chamber to host an early stage supplier information session in Wagga Wagga in May.
“Local business engagement has been really positive,” Williams said.“Where possible, we want to maintain the strong reputation we’ve built on S2P as a responsible corporate citizen and ensure that we leave a lasting impression with the community.”
While early planning around First Nations engagement is ongoing, it remains a clear focus as the program matures.
“Community engagement is incredibly important,” Williams added. “We spend so much time to achieve positive outcomes. We need to share these with the community.”
Looking ahead
From Williams’ perspective, A2I represents not just a major delivery milestone, but a strong statement of capability for Martinus.
“We’ve got good people who care about what they do,” he said.
“This is a project that matters. It’s complex, it’s high impact, and it’s going to make a real difference for freight in this country.”
