Fehmarnbelt project director Guy Taylor on efficient megaproject delivery

After a multi-day operation, the first of the 89 elements which will be used to construct the Fehmarnbelt tunnel was successfully immersed in May. The Fehmarnbelt tunnel will be the longest immersed tunnel in the world, spanning 18km between Rødbyhavn, on the Danish island of Lolland, and the German island of Puttgarden. The hollow concrete structures, measuring 217m long and weighing more than 73,500t, will be immersed up to 40m below the sea surface. They are divided into five tubes – two for the future motorway, two for the railway and one for technical installations. The immersion of the first element was a significant milestone for the project, the construction of which began in 2020. On the evening of 4 May, five tugboats and the special immersion vessel IVY transported the concrete element from the tunnel factory at Rødbyhavn to the immersion point off the Danish coast. Around noon on 6 May, the immersion began and approximately 14 hours later the element was placed in the tunnel trench in front of the Danish tunnel portal, before being connected to the portal using hydraulic arms. Following the immersion of each element, large quantities of gravel will be placed along their sides to ensure they remain securely in position. “It’s a highly complex operation, involving weeks of preparation and then many hours of precise execution to position the element exactly in place,” says Guy Taylor, project director for Sund & Bælt’s Fehmarnbelt scheme. “I was on site during the operation, and there is always a moment where everything becomes very focused. You see how much preparation has gone into something that then has to work exactly as planned. When it does, it’s a very strong confirmation of the whole approach.” Taylor is optimistic that the immersion process can be sped up in the future. “We will continue to learn from each operation. Over time, a clear immersion routine will develop, and that will help to increase efficiency. But at the end of the day, this is a process where safety and precision come first – and that ultimately defines the pace.” When I started my career, there was much more reliance on experience and judgement on site. Today, we combine that with much more data, modelling and quality control. It’s actually fascinating to see how tools like BIM have transformed the way we design and deliver projects New phase, new director The project is entering a new phase – moving from predominantly on-site construction to large-scale marine operations. “We are entering a new phase of the Fehmarnbelt project, where we will be working in a new way with our contractors to move the project forward together. This requires new skills in project management,” the CEO of client organisation Sund & Bælt Mikkel Hemmingsen said when Taylor was appointed last November. A British national and civil engineer by training, Taylor joined the project team after spending five years as director at Singapore’s Land Transport Authority. Over the course of his career, he has been involved in the construction of over 100km of tunnels across different environments – from dense cities to large marine crossings. Among the projects he worked on are: the Channel Tunnel between England and France, Great Belt Fixed Link and Metrocity Ring in Denmark, as well as the Söderström Tunnel in Sweden. Over the years, Taylor has witnessed a significant change in immersed tunnel construction. “The basic concept is the same, but the way we execute it has become much more controlled and precise. “When I started my career, there was much more reliance on experience and judgement on site. Today, we combine that with much more data, modelling and quality control. It’s actually fascinating to see how tools like BIM have transformed the way we design and deliver projects. “This also makes it possible to evolve the elements of an immersed tunnel. We are not only building the longest immersed tunnel in the world, we are also building it by using 217m-long standard elements. It is the first time in history that series-produced tunnel elements of this size are used to build a tunnel. “Additionally, we have 10 special elements with a basement housing the tunnel’s electrical installations. These will be positioned at approximately two-kilometre intervals to ensure stable supply and to provide maintenance personnel with easy access to all installations. “You can clearly see how the discipline has matured. And that’s what makes projects like Fehmarnbelt so fascinating and feasible at this scale.” As project director, he is responsible for managing the tunnel’s construction, which includes overseeing progress across contractors, interfaces and the overall delivery. “When I first came to site, what struck me immediately was the scale – not just physically, but organisationally. You realise very quickly that this is not a ‘normal’ project,” says Taylor. “My ambition is to help deliver something that people in our industry will look at in the future and say ‘This is how complex infrastructure projects can be done well’. With strong collaboration, a clear focus on safety, quality and risk management, and high technical standards, as well as maintaining a clear balance between time and cost.” In terms of the advantages and disadvantages of joining a project when it is already underway, he comments: “Joining a project at this stage is quite intense. There’s a lot happening, and you have to get up to speed quickly while the project continues to move. “At the same time, there’s a real advantage in coming in with a fresh perspective. You see things slightly differently, you ask questions that maybe haven’t been asked in a while, and you can help refocus the effort on what matters most going forward. “In my first weeks and months, I spent a lot of time with the teams, simply listening and trying to understand where the pressure points are.” Delays and approach changes The client’s original plan was for the Fehmarnbelt tunnel to be fully operational by 2029, but several factors caused delays to the programme. As reasons behind the delays, it cites the “lengthy and complex” approval and permit procedures for starting construction work in Germany, as well as challenges with the preparation and regulatory approval of the specialised vessel used for immersing tunnel elements which has set back the construction in Denmark. With the vessel now on site and the first element immersed, Taylor says the project has taken a very important step forward. “The next challenge is to establish a reliable and repeatable immersion routine together with our contractor FLC [Femern Link Contractors]. That will allow us to build confidence, improve efficiency and ultimately define a more robust timeline. “On that basis, I am confident that we will overcome the current challenges. But in a project of this scale, there will always be new challenges. The key is to address them as they arise and solve them in a structured and collaborative way.” What will be the new way of working with contractors mentioned by Hemmingsen? Taylor answers: “We are entering a new phase where close collaboration with contractors becomes even more important. The aim is to move towards a more integrated way of working, where challenges are identified early and solved together, rather than being escalated later. This requires proactive and collaborative problem solving, supported by a transparent communication culture across all partners. “I’ve always found that projects move faster when there is a shared sense of ownership. One thing I tend to emphasise with teams is that we are all working towards the same outcome – the success of the project as a whole. That mindset is particularly important in a complex international environment like this.” In relation to efficiency improvements, he says: “Efficiency in a project of this scale does not usually come from one big decision. It comes from improving many small things consistently. “We are working on strengthening coordination between teams and contractors, improving planning discipline, and making sure decisions are taken at the right time. “On previous projects, I’ve seen that even relatively simple changes – like improving how information flows between teams or how regularly interfaces are reviewed – can make a significant difference over time. That’s very much the approach we are taking here.” Another key to project success that he has identified in his career is adaptability. “No project of this scale runs exactly as planned. The ability to respond quickly – without losing direction – is critical.” Asked what he would like the legacy of the project to be, Taylor answers: “The obvious legacy is the tunnel itself – a major piece of infrastructure that will connect Scandinavia and Central Europe and remove a longstanding bottleneck. “But I think there is also a more human aspect to it. Projects like this bring people together from many countries and disciplines, often working together over many years. That creates a shared experience that goes beyond the physical structure. “And on a personal level, this project is quite special to me. I was born in Berlin, and I am married to a Dane. So, in a way, this tunnel connects two parts of my own story as well.” Like what you've read? To receive New Civil Engineer's daily and weekly newsletters click here. Have your say or a new account to join the discussion.