Who is Responsible for the String of Errors in the Bien Hoa–Vung Tau Expressway’s Component 2 Project?

The Ministry of Transport’s Inspectorate (now the Ministry of Construction) has concluded an inspection on the compliance with legal regulations in the construction management of the Component 2 Project (18km in Dong Nai province) of the Bien Hoa – Vung Tau Expressway Project, under the management of Project Management Unit 85.

According to the inspection conclusion, the contractors proactively mobilized resources and implemented several solutions to organize the construction. However, during the project’s execution, Project Management Unit 85, consulting units, and contractors encountered several issues.

Specifically, in terms of construction quality management, the relevant units failed to promptly update, adjust, and supplement the list of technical standards and guidelines applicable to the project.

Notably, the construction method for prestressed concrete beams (I-beams and super T-beams) lacked calculations for the bearing capacity of formwork; some piles of the D800 soil-cement piers were arranged at the foot of the road embankment and at locations from the abutment cone that did not conform to the approved technical design. Additionally, they replaced beam bridge hooks with prestressed cables and cut the prestressed cables when the concrete strength had not reached 100% as required by the technical design.

The relevant units applied incorrect or missing test indicators during the construction of drilled piles, cement-improved soil piles, concrete work, prestressed concrete beams, and bearings. The records and minutes of acceptance inspections for some works were missing confirmations from the consulting supervision unit; the construction diaries lacked comprehensive information, and there were no acceptance records demonstrating the protection of prestressed reinforcement at the beam ends. Furthermore, the project owner has not reported or clarified the implementation status of four matters noted by the State Council for Construction Acceptance Inspection.

Regarding construction progress management, the project owner approved the overall project schedule later than stipulated in the contract. By the time of the inspection, they had not promptly approved the detailed construction schedule adjustments to align with the project’s actual implementation. The relevant units approved construction drawings and accepted payments for some soil-cement piers that did not adhere to the approved technical design, and for the replacement of beam bridge hooks with prestressed cables. There were also discrepancies in the payments for prestressed concrete beams between the technical guidelines and the contract.

In addition to the issues in construction quality, construction progress, and construction volume management, the inspection conclusion also pointed out problems in occupational safety, construction environment, investment cost management, and other aspects as stipulated in the construction contract.

Specifically, the project owner has not prepared an environmental management plan as required by the approved environmental impact assessment report. During the inspection of occupational safety and environmental sanitation in the project’s construction, the project owner and consulting supervision unit conducted inspections, urged, and reminded the contractors of non-compliance. However, they did not specify deadlines or corrective measures. The mobilization of key personnel (technical, testing, environmental, etc.) and construction equipment by the contractors did not ensure the quantity and quality required by the approved construction plan and schedule. The project owner also failed to promptly inspect and approve replacement and additional personnel. The consulting supervision unit’s monthly reports to the project owner regarding the contractors’ mobilization of machinery and equipment were delayed compared to the contract’s provisions.

The inspection conclusion attributes the aforementioned issues to the responsibility of Project Management Unit 85, consulting supervision units, and contractors.