The Hong Kong-zhuhai-macao Bridge: Project of the Era

The Hong Kong-zhuhai-macao Bridge is a mile­stone in world bridge his­tory.

China Pictorial (English) - - CONTENTS - Text by Li Xia

By 2003, China had un­der­gone 25 years of re­form and open­ing up, and Hong Kong had been re­turned to the moth­er­land for more than five years. That year, the na­tion’s GDP grew 10 per­cent to nearly 1.4 tril­lion yuan, and its Shen­zhou 5 space­craft was launched. In Au­gust of the same year, the State Coun­cil of China ap­proved the launch of prepara­tory work for the Hong Kong-zhuhai-macao Bridge ( HZMB) project and agreed to set up the HZMB Ad­vanced Work Co­or­di­na­tion Group. Soon, the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group, the pre­de­ces­sor of to­day’s HZMB Au­thor­ity, was es­tab­lished. It was re­spon­si­ble for pre-con­struc­tion re­search and prepara­tory work for the launch of the project. In July 2010, the Of­fice com­pleted its mis­sion and was re­placed by the HZMB Au­thor­ity. As the pro­pri­etor of the bridge, the HZMB Au­thor­ity, which ini­tially com­prised only 13 mem­bers, over­sees con­struc­tion man­age­ment, op­er­a­tion and main­te­nance of the project. Their wis­dom and ex­per­tise as well as a great sense of ded­i­ca­tion and re­spon­si­bil­ity have re­sulted in epoch-mak­ing achieve­ments af­ter 15 years of tire­less ef­forts.

A Vi­sion­ary Team

On March 30, 2004, Zhu Yongling, for­mer chair­man of Guang­dong Provin­cial Ex­press­way Devel­op­ment Co., Ltd., was ap­pointed di­rec­tor of the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group. At that time, the Of­fice was tasked only with track­ing the fea­si­bil­ity study for the HZMB project and so­lic­it­ing rel­e­vant pub­lic opin­ion.

Most of the 13 orig­i­nal mem­bers of the Of­fice came from the trans­porta­tion sec­tor of Guang­dong Province, in­clud­ing 36-year-old Yu Lie, then deputy di­rec­tor of the Engi­neer­ing Depart­ment at Guang­dong Provin­cial Depart­ment of Trans­porta­tion, 42-year-old Su Quanke, then chief en­gi­neer of Guang­dong Hualu Tech­nol­ogy Co., Ltd., and 29-year-old Zhang Jin­wen, then vice di­rec­tor of the Depart­ment of Engi­neer­ing Man­age­ment of Guang­dong Provin­cial Ex­press­way Devel­op­ment Co., Ltd. Later, the ad­di­tion of ca­pa­ble pro­fes­sion­als such as Gao Xinglin from Guang­dong Provin­cial Depart­ment of Trans­porta­tion made the team even stronger.

The mo­ment they took the HZMB project job, these pro­fes­sion­als, most of whom were born in the 1960s and 1970s, re­al­ized that they were lucky to par­tic­i­pate in such an im­por­tant project. “Due to its un­prece­dented fea­tures, the project will cer­tainly be­come a mile­stone in world bridge his­tory,” Zhang Jin­wen pre­dicted.

Soon af­ter the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group was founded, Zhu Yongling felt that be­cause the project was “un­be­liev­ably mas­sive,” a ma­jor con­cern was that the team’s com­pe­tence might not match up. As the plan­ner, co­or­di­na­tor, or­ga­nizer and im­ple­menter of the mega-project, its con­struc­tion man­age­ment team had to per­sis­tently meet or sur­pass the re­quire­ments of the bridge project. Sur­pass­ing every stan­dard be­came the goal of the Group.

The HZMB links Guang­dong, Hong Kong and Macao and its megas­truc­ture com­prises bridges, ar­ti­fi­cial is­lands, and an un­der­sea tun­nel. It goes through the habi­tat for the Chi­nese white dol­phin, an en­dan­gered species un­der first-class state pro­tec­tion, which re­quired the project to fol­low strict en­vi­ron­men­tal stan­dards dur­ing con­struc­tion. More­over, the project faced a mul­ti­tude of dif­fi­cul­ties in­clud­ing the need for cut­ting-edge engi­neer­ing tech­nolo­gies. As the most com­pli­cated mega-bridge project in China and the world, tremen­dous strug­gles emerged to chal­lenge ex­ist­ing knowl­edge struc­tures, ways of

think­ing, com­pre­hen­sive qual­ity and the in­sight and judg­ment of mem­bers of the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group. Ac­cord­ing to the plan, the Of­fice would com­plete a fea­si­bil­ity re­port, rel­e­vant plan­ning and spe­cial­ized re­search for the project by 2008.

Prepara­tory work didn’t progress smoothly. Be­cause of var­ied in­ter­ests of rel­e­vant lo­cal gov­ern­ments and sec­tors, in­volved par­ties had to con­duct lengthy dis­cus­sions and ne­go­ti­a­tions when de­ter­min­ing foothold lo­ca­tions and nav­i­ga­tion chan­nels, choos­ing port in­spec­tion modes, co­or­di­nat­ing an­chor­ages and fi­nanc­ing meth­ods and clar­i­fy­ing project ad­min­is­tra­tive di­vi­sion and man­age­ment struc­ture.

“In those days, our knowl­edge and ex­pe­ri­ence were in­suf­fi­cient for the chal­lenges of the HZMB project,” Zhu re­called. “All we could do was to learn from oth­ers with an open heart.”

With pro­gres­sion of the project, the team has in­creas­ingly been re­in­forced. The Plan­ning and Con­tract Depart­ment of the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group was re­spon­si­ble for plan­ning man­age­ment, sched­ule rat­i­fi­ca­tion, and con­tract sign­ing. In 2003, the depart­ment es­tab­lished a spe­cial task force to sur­vey ma­jor bridges around China and seek train­ing in coun­tries such as Bri­tain, Ja­pan, Switzer­land and the Nether­lands. Mem­bers of the task force learned quite a lot dur­ing those sur­veys, in­clud­ing ad­vanced bridge deck pave­ment tech­nolo­gies, the new con­cept of in­creas­ing con­struc­tion in­vest­ments to re­duce main­te­nance cost and de­signs to pro­long the op­er­a­tional life of bridges.

Thanks to the sur­veys, mem­bers of the depart­ment also re­al­ized that al­though China started early in bridge con­struc­tion, it still lagged be­hind in terms of project man­age­ment, tech­nol­ogy and con­struc­tion qual­ity com­pared to some de­vel­oped coun­tries. Thus, they be­came com­mit­ted to mak­ing the HZMB project an op­por­tu­nity to elim­i­nate the gap.

As their un­der­stand­ing of the project deep­ened, mem­bers of the Of­fice of HZMB Ad­vanced Work Co­or­di­na­tion Group gained in­sight into the poli­cies, laws, man­age­ment sys­tems, ad­min­is­tra­tive pro­ce­dures, tech­ni­cal stan­dards and ways of think­ing of the three re­gions in­volved. By the end of 2008, they had formed a clear vi­sion: Build a world-class project on par with China’s strength to her­ald a great new era.

In 2009, the year af­ter the Bei­jing Olympics, the Wenchuan Earth­quake and the 2008 in­ter­na­tional fi­nan­cial cri­sis, then-chi­nese Premier Wen Ji­abao de­clared that the HZMB project would be­gin con­struc­tion within that year be­cause its fi­nanc­ing had been set­tled. He an­nounced that all prepara­tory work had pro­gressed smoothly, when meet­ing Chi­nese and for­eign jour­nal­ists af­ter the sec­ond ses­sion of the 11th Na­tional Peo­ple’s Congress. On De­cem­ber 15 of the same year, Li Ke­qiang, then- mem­ber of the Stand­ing Com­mit­tee of the Po­lit­i­cal Bureau of the Com­mu­nist Party of China (CPC) Cen­tral Com­mit­tee and vice premier of the State Coun­cil, at­tended the ground­break­ing cer­e­mony of the HZMB project in Zhuhai.

Co­op­er­a­tion and Part­ner­ship

In May 2010, Zhu Yongling was ap­pointed di­rec­tor of the HZMB Au­thor­ity. Given that China’s main­land, Hong Kong and Macao fea­ture the pol­icy of “One Coun­try, Two Sys­tems,” the project in­volv­ing all three re­gions was un­ri­valed, and no prece­dent had been set in terms of co­op­er­a­tive con­struc­tion and man­age­ment. Con­sid­er­ing the dif­fer­ent ways of think­ing, val­ues and so­cial sys­tems in the three re­gions, as a pri­mary goal of the HZMB Au­thor­ity, Zhu was de­ter­mined to guar­an­tee smooth pro­gres­sion of the project.

Com­pared to large-scale in­fra­struc­ture projects car­ried out on the Chi­nese main­land, the HZMB in­volved the joint in­spec­tion and ap­proval by the gov­ern­ments of Guang­dong, Hong Kong and Macao. Qual­ity had to ex­ceed the high­est ap­pli­ca­ble stan­dard in any of the three re­gions, and its en­vi­ron­men­tal spec­i­fi­ca­tions had to be world class, which posed con­sid­er­able chal­lenges for the project’s man­age­ment and con­struc­tion ef­fi­ciency. Estab­lish­ing good re­la­tion­ships with the three gov­ern­ments and win­ning their trust and sup­port be­came a pre­req­ui­site for the HZMB Au­thor­ity to move for­ward the con­struc­tion of the project.

Hong Kong and Macao stressed on fol­low­ing the rules and reg­u­la­tions, while the main­land ad­vo­cated in­te­grat­ing prin­ci­ples and flex­i­bil­ity. This ev­i­dences the dif­fer­ent philoso­phies of of­fi­cials in those re­gions when han­dling af­fairs. When the HZMB Au­thor­ity was first es­tab­lished, the gov­ern­ments of Guang­dong, Hong Kong and Macao signed the agree­ments and doc­u­ments that met their re­spec­tive laws, reg­u­la­tions and man­age­ment re­quire­ments. The HZMB Au­thor­ity strictly abides by those agree­ments and doc­u­ments and shares de­tails of its de­ci­sion-mak­ing process and im­ple­men­ta­tion re­sults with the three gov­ern­ments in a trans­par­ent and timely man­ner, earn­ing trust for the Au­thor­ity from all three gov­ern­ments.

The gov­ern­ments of Hong Kong and Macao each dis­patched a rep­re­sen­ta­tive to act as deputy di­rec­tor of the HZMB Au­thor­ity. They par­tic­i­pate in the daily op­er­a­tion of the HZMB Au­thor­ity and re­port rel­e­vant in­for­ma­tion to their re­spec­tive gov­ern­ments. By do­ing so, the Hong Kong and Macao gov­ern­ments ob­tained deep un­der­stand­ing of the pres­sure and dif­fi­cul­ties Zhu Yongling and his col­leagues faced, and ex­pressed ad­mi­ra­tion for their ded­i­ca­tion.

Zhang Jin­wen, di­rec­tor of engi­neer­ing at the HZMB Au­thor­ity, feels like it was a mir­a­cle that the co­op­er­a­tive mech­a­nism has op­er­ated so smoothly for 15 years.

Since the very be­gin­ning, the HZMB Au­thor­ity stressed that the project must com­pletely adopt in­ter­na­tional de­sign and con­struc­tion stan­dards. A to­tal of 11 over­seas com­pa­nies and in­sti­tu­tions joined

var­i­ous phases of de­sign, con­sult­ing and man­age­ment of the project.

“Ef­fec­tively in­te­grat­ing ad­van­ta­geous re­sources from around the globe and em­brac­ing every ad­vanced tech­nol­ogy, piece of equip­ment and ma­te­rial in­di­cate that the project is an in­ter­na­tional ef­fort,” com­mented Yu Lie.

Pre­vi­ously, the Chi­nese main­land adopted one set of na­tional qual­ity stan­dards con­cern­ing bridge con­struc­tion, Hong Kong fol­lowed Bri­tish stan­dards and Macao used the Euro­pean stan­dards. The HZMB Au­thor­ity de­ter­mined that co­her­ent stan­dards should serve as the foun­da­tion of the project, so it de­signed a full set of tech­ni­cal stan­dards for the de­sign, con­struc­tion, qual­ity as­sess­ment, op­er­a­tion and man­age­ment of the HZMB project.

“We pre­fer flex­i­ble man­age­ment at­ti­tudes,” noted Zhang Jin­wen. “We adopt stan­dards based on ra­tio­nal con­sid­er­a­tion of ac­tual con­di­tions.”

The de­signed ser­vice life of the Hangzhou Bay Bridge on the Chi­nese main­land is 100 years, but the HZMB adopted the Hong Kong stan­dard of 120 years. As its de­signed ser­vice life is ex­panded, all other stan­dards must be el­e­vated ac­cord­ingly. When China’s na­tional econ­omy was still weak, con­struc­tion stan­dards were for­mu­lated to save costs and en­hance ef­fi­ciency, so fac­tors such as de­sign, en­vi­ron­men­tal pro­tec­tion and even qual­ity were not top con­sid­er­a­tions. Nowa­days, with the dra­matic im­prove­ment of the na­tion’s com­pre­hen­sive strength, ad­min­is­tra­tors and builders have set goals to con­struct ex­cel­lent projects that can ben­e­fit later gen­er­a­tions.

“As the HZMB be­gan con­struc­tion, how to han­dle re­la­tions with con­trac­tors, su­per­vi­sors and other stake­hold­ers and form a joint force be­came a ques­tion pon­dered over by all mem­bers of the HZMB Au­thor­ity,” re­called Gao Xinglin.

Or­ga­niz­ing such a mas­sive, com­pli­cated project with mul­ti­ple tech­ni­cal dif­fi­cul­ties, the HZMB Au­thor­ity in­vented a cre­ative man­age­ment mode called “part­ner­ship.” To mo­ti­vate con­trac­tors and con­struc­tors, it en­trusted both de­sign and con­struc­tion of the project to them, thus avoid­ing a rift be­tween de­sign and con­struc­tion. This has not only re­duced risk, but also en­hanced con­struc­tion ef­fi­ciency.

In the eyes of Zhu Yongling, such a part­ner­ship is the cor­ner­stone of all man­age­ment sys­tems. The HZMB Au­thor­ity shows re­spect and trust for con­trac­tors while en­sur­ing costs and qual­ity con­trol on be­half of the gov­ern­ments of the three re­gions in­volved as well as pro­tec­tion of in­vest­ments.

Con­trac­tors also rec­og­nized the “part­ner­ship” con­cept. More im­por­tantly, all stake­hold­ers reached a con­sen­sus: The HZMB project rep­re­sents na­tional im­age and dis­plays na­tional strength.

“We al­ways re­mind our con­trac­tors that the project rep­re­sents the na­tion,” noted Zhu Yongling. “As con­struc­tors watch TV news re­ports on the HZMB they are build­ing and tell their fam­i­lies about their con­tri­bu­tions to the project, we want them to feel proud. If their en­thu­si­asm and sense of re­spon­si­bil­ity are en­gaged, they will def­i­nitely do a good job.”

The Chi­nese peo­ple made re­mark­able achieve­ments through ar­du­ous ef­forts in the five years from 2012 to 2017. Xi Jin­ping, gen­eral sec­re­tary of the CPC Cen­tral Com­mit­tee, pointed out in his re­port to the 19th CPC Na­tional Congress: “The five years since the 18th Na­tional Congress have been a truly re­mark­able five years in the course of the devel­op­ment of the Party and the coun­try... We have up­held the un­der­ly­ing prin­ci­ple of pur­su­ing progress while en­sur­ing sta­bil­ity, risen to chal­lenges, pi­o­neered and pushed ahead, and made his­toric achieve­ments in re­form, open­ing up, and so­cial­ist mod­ern­iza­tion.” The five years also wit­nessed the com­pre­hen­sive con­struc­tion of the HZMB. With a sys­temic phi­los­o­phy, ad­min­is­tra­tors and builders broke bound­aries be­tween dif­fer­ent in­dus­tries and sec­tors as they de­vel­oped an in­no­va­tive de­sign and con­struc­tion strat­egy for the bridge. By mak­ing ma­jor tech­ni­cal break­throughs, for­mu­lat­ing new stan­dards and ad­just­ing in­dus­trial struc­ture, they cre­ated one record af­ter an­other in Chi­nese bridge his­tory.

Con­tri­bu­tion and In­no­va­tion

Typ­i­cally, bridge builders make re­in­forced con­crete struc­tural com­po­nents on the spot. As a re­sult, the con­struc­tion sites are usu­ally dirty and noisy. In 2008, af­ter re­peated sur­veys and lit­er­a­ture re­search, the Plan­ning and Con­tract Depart­ment de­cided to build the HZMB us­ing a method com­monly adopted in equip­ment man­u­fac­tur­ing. They built struc­tural com­po­nents in fac­to­ries and in­stalled them with ma­chines like build­ing blocks.

“This is a con­cep­tual change— a gi­ant leap for­ward in our in­dus­try,” re­marked Zhang Jin­wen.

China Rail­way Shan­haiguan Bridge In­dus­trial Park, which be­gan op­er­a­tion in July 2012, was re­spon­si­ble for build­ing steel box gird­ers. In those days, it was unimag­in­able to con­sider trans­port­ing colos­sal box gird­ers with float­ing crane ves­sels atop the sea. Then, China had only a few 1,000ton or above float­ing crane ves­sels, most of which were im­ported from coun­tries like Ja­pan and South Korea. Ten years ear­lier when the Hangzhou Bay Bridge was con­structed, the coun­try had only one 2,000-ton float­ing crane ves­sel. The fig­ure in­creased to five when the HZMB be­gan con­struc­tion, all of which were do­mes­ti­cally de­vel­oped. A 12,000-ton float­ing crane ves­sel was used in the fi­nal clo­sure of the bridge. In­no­va­tive ideas and engi­neer­ing tech­nolo­gies can hap­pen only when a coun­try’s com­pre­hen­sive na­tional strength sub­stan­tially im­proves.

“We make pos­i­tive at­tempts to learn from other sec­tors,” said Zhang Jin­wen. “Along with equip­ment and tech­no­log­i­cal im­prove­ments, we also learned

from other in­dus­tries and projects in terms of man­age­ment mod­els.”

To re­duce and avoid ac­ci­dents and en­vi­ron­ment pol­lu­tion, the petroleum in­dus­try cre­ated a health, safety and en­vi­ron­ment (HSE) sys­tem. Builders work­ing on the HZMB project learned from the HSE sys­tem and op­ti­mized it ac­cord­ing to the char­ac­ter­is­tics of cross-sea bridge engi­neer­ing. They were the first to do so in China.

Com­pared to other in­dus­tries, the trans­porta­tion in­dus­try has never stood out for its in­for­ma­tion man­age­ment sys­tem. Back to 2006, the best in­for­ma­tion man­age­ment sys­tem was found in the nu­clear power in­dus­try. To sharpen the edge of the HZMB’S in­for­ma­tion man­age­ment sys­tem, the project’s Plan­ning and Con­tract Depart­ment sent spe­cial­ists to con­duct a sur­vey at the Ling’ao Nu­clear Power Sta­tion. They used what they learned to de­velop the in­for­ma­tion man­age­ment sys­tem of the HZMB, which in turn gave the trans­porta­tion in­dus­try an over­all up­grade.

“This is the evo­lu­tion from un­der­stand­ing to prac­tice, as well as a way of think­ing,” re­marked Zhang Jin­wen. “It re­quires a clear un­der­stand­ing of new things and casting off of old mind­sets.”

In 2017, China suc­cess­fully hosted the Belt and Road Fo­rum for In­ter­na­tional Co­op­er­a­tion in Bei­jing and the 9th BRICS sum­mit in Xi­a­men, and held the 19th CPC Na­tional Congress. On the night of De­cem­ber 31 that year, the HZMB was lit up, mark­ing the com­ple­tion of the bridge’s power sup­ply and light­ing sys­tem. This also sig­naled that the main part of the bridge was ready for op­er­a­tion. On Fe­bru­ary 6, 2018, a de­liv­ery and ac­cep­tance cer­e­mony for the HZMB project was held in Zhuhai. Ac­cord­ing to qual­ity as­sess­ment re­quire­ments, the bridge was qual­i­fied for op­er­a­tion.

Glory and Ex­cel­lence

Every project ad­min­is­tra­tor and con­struc­tor was over­come with pride when the HZMB project was com­pleted. Dif­fi­cul­ties in the process of con­struc­tion tested the courage, wis­dom and sense of re­spon­si­bil­ity of both de­ci­sion-mak­ers and builders.

Each “Chi­nese knot” on the Qin­g­long nav­i­ga­tion chan­nel bridge, part of the HZMB, con­sists of more than 9,000 sets of high­in­ten­sity bolts, and its two bridge tow­ers used more than 18,000 sets of high-in­ten­sity bolts in to­tal. Be­fore in­stalling the im­mersed tun­nel el­e­ments, con­struc­tors had to build a foun­da­tion with crashed stone 42 me­ters wide and 1.3 me­ters deep on a seabed 40 me­ters un­der wa­ter, with a de­vi­a­tion of no more than four cen­time­ters. Im­mersed tun­nel el­e­ments were docked with ma­chines 13 to 44 me­ters un­der the sea, and such dock­ing op­er­a­tions had to be per­formed 34 times. Every en­gi­neer or builder was re­quired to use ex­treme pre­ci­sion.

The com­pli­cated project took more than 20,000 builders thou­sands of days and nights to com­plete, dur­ing which time they made tremen­dous sac­ri­fices. “Com­ple­tion of the mas­sive project proves that God helps those who help them­selves,” re­marked Zhang Jin­wen.

Project ad­min­is­tra­tors and builders think deeper about the mean­ing of the bridge.

“Every time I think about the bridge, many things comes to mind—it not only links pieces of land but also con­nects the past, present and fu­ture and the un­known to the known, and to an even broader world.” added Zhang. “The bridge is more than just a con­crete struc­ture; it car­ries the soul of its con­struc­tors. The bridge would have not been com­pleted with­out such re­spect­ful and open­minded con­struc­tors. In the face of dif­fi­culty, one must main­tain lofty ideals. Only such a per­son can un­der­stand the sym­bolic spirit of the bridge. We grew up to­gether with the bridge.”

“De­vel­oped trans­porta­tion is the foun­da­tion of a pros­per­ous coun­try,” said Yu Lie. “The bridge closely links the Chi­nese main­land, Hong Kong and Macao and helps them en­hance mu­tual recog­ni­tion de­spite dif­fer­ent so­cial sys­tems. The com­ple­tion of the HZMB is a mile­stone in the long river of his­tory. It sym­bol­izes the re­vival of the na­tion.”

In Fe­bru­ary 2018, the main stretch of the HZMB project passed the qual­ity in­spec­tion and was de­liv­ered. After­wards, the pri­mary task of the HZMB Au­thor­ity shifted to op­er­a­tion of the bridge. So far, re­search on poli­cies con­cern­ing ve­hi­cle man­age­ment, driver qual­i­fi­ca­tion, in­sur­ance, tolls and cus­toms clear­ance have been com­pleted, and the rel­e­vant poli­cies are rolling out quickly. Bridge man­age­ment and main­te­nance equip­ment has been in­stalled. Even be­fore the bridge be­gan op­er­a­tion, the HZMB Au­thor­ity had planned to use ar­ti­fi­cial in­tel­li­gence tech­nol­ogy in daily op­er­a­tion.

Con­struc­tion of the HZMB was a co­op­er­a­tive process be­tween three re­gions seek­ing co­op­er­a­tion and shared ben­e­fits through joint con­tri­bu­tions. The wis­dom, open­mind­ed­ness, knowl­edge and vi­sion of ad­min­is­tra­tors, as well as pros­per­ity and strength of the na­tion, have laid a solid foun­da­tion for the com­ple­tion of the great mis­sion.

The Zhuhai port of the Hong Kong-zhuhai-macao Bridge. Af­ter pass­ing in­spec­tion at the port, ve­hi­cles can pro­ceed across the 55-kilo­me­ter bridge. by Chen Xianyao

July 7, 2017: Staffers of the Hong KongZhuhai-macao Bridge (HZMB) Au­thor­ity pose for a photo in front of a bridge tower in the shape of a Chi­nese knot when the two sec­tions of the bridge were joined. cour­tesy of the HZMB Au­thor­ity

June 5, 2014: A crane in­stalls the CB03 sec­tion of the Hong Kong-zhuhai-macao Bridge. Meth­ods such as pre­fab­ri­ca­tion and block lay­ing were adopted in the con­struc­tion of the bridge. by Lu Zhi­hua

A bird’s-eye view of the Hong Kong-zhuhai-macao Bridge. by Duan Wei

Au­gust 4, 2013: A bridge pier un­der con­struc­tion. by Wang Liguo

Fe­bru­ary 3, 2014: Work­ers in­stall steel re­in­forc­ing bars at the CB03 sec­tion of the Hong Kong-zhuhai-macao Bridge. The suc­cess of the mega-project is at­trib­uted to hard work and ded­i­ca­tion of more than 20,000 builders. by Ji Shunli

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